Topic:"Customer Service" in M03452

ce any effort to improve the program through a process evaluation would have been of limited value as the SLC program will be terminated once the expected legislation mandating T8 lighting is enacted. 3.3 Small Business Direct Install Ligh...

AI summary The Small Business Direct Install Lighting Program (SBLS) has shown increasing energy impacts and high customer satisfaction since 2008. However, material delivery issues led to a change in program design in 2011, with Delivery Agents now responsible for sourcing materials and adhering to price constraints. NMR recommended monitoring performance to ensure continued success.

 Customer education and outreach. The PD program designs and distributes marketing materials to increase awareness among residential customers. Marketing efforts include radio, print, in-store signage, mail drop and the Internet.  Collab...

AI summary The PD program focuses on customer education and outreach through various marketing channels, including radio, print, and in-store signage, and collaborates with retailers to promote energy efficiency. Key assumptions include retailer participation, effective marketing, and the availability of CFLs. Barriers include awareness and retailer engagement.

presentative tested this by trying to purchase an outdoor timer and the discount did not automatically ring up. When told about the discount, the cashier did not know anything about it and did not know how to ring it up; she needed to get...

AI summary The text discusses an instance where a representative attempted to purchase an outdoor timer with a discount but faced difficulties as the cashier was unaware of the discount. It also highlights survey results from 2010 showing that participants had higher awareness of the ENERGY STAR label compared to non-participants, though there were differences in recognition of ENERGY STAR-qualified heat pumps.

2.4 2.6 As in 2008 and 2009, the large majority of participants (96%) and non-participants (94%) reported that they were responsible for paying their electric bills. (Table 5-45) Table 5-44: Responsible for Electric Bill – 2010 Non- Total...

AI summary The text discusses survey results from 2010, 2008, and 2009 regarding who is responsible for paying electric bills, showing high percentages of both participants and non-participants (95% to 94%) reporting they pay their own bills. It also notes that age distributions of participants and non-participants were similar, with the majority being 35 years or older.

ot important 22% 5% 9% Not at all important 17% 9% 6.5 Retailer Satisfaction Overall satisfaction with the program was high among the retailers interviewed with more than three out of five saying they were very satisfied and an additional...

AI summary Retailer satisfaction with the program was high, with over 60% very satisfied and an additional one-third satisfied. Dissatisfaction was low, with only two retailers citing reasons such as customer unawareness and insufficient program items.

Table 7-22: Satisfaction with Specific Aspects of Program – Chain and Independent Retailers Chain Independent Retailers Retailers Total Sample size 9 6 15 Very satisfied 4 4 Program Marketing and Satisfied 3 2 5 Advertising Neither satisfi...

AI summary The table presents survey results from chain and independent retailers regarding their satisfaction with specific aspects of a program. It includes responses on program marketing, advertising, support and communications, items covered by the program, and rebates. The data shows varying levels of satisfaction across different categories and retailer types.

please tell me if you are very satisfied, satisfied, neither satisfied nor dissatisfied, dissatisfied, or very dissatisfied with your experience with that specific aspect of the program. VS S Neither Dissat V.Dissat DK/Ref a. Program marke...

AI summary The text presents a survey asking participants to rate their satisfaction with various aspects of a program, including marketing, support, interactions with staff, and rebate processes. It also asks for reasons for dissatisfaction and recommendations for improvement, focusing on barriers to participation and ways to enhance the Power Down program.

ould have to pay by cash or check. She was also dissatisfied with the time required for rebate processing: she indicated that it had taken over two months for the program to send her the rebate check. 4.11.3 Staff and Contractor Perspectiv...

AI summary The Appliance Retirement program faced customer dissatisfaction due to issues with the call center, property damage during appliance removal, and appliance eligibility. Complaints were forwarded to the call center for resolution, and property damage was addressed by the pickup contractor with reimbursement. The program also faced delays in rebate processing.

Program Coordination and Communications 12. What organizations and individuals do you primarily interact with for this program? What is the nature of these interactions? How frequently are you in contact with them? [PROBE IF NOT MENTIONED:...

AI summary The text outlines a series of questions regarding program coordination, communication, and tracking for the Appliance Retirement Program. It focuses on interactions with organizations and individuals, vendor relationships, and data reporting requirements.

20. Are there any factors inhibit your ability to effectively perform any part of the program delivery process? IF YES: What are they? How can these be addressed? What impact do you think addressing them will have on your effectiveness and...

AI summary The text outlines a series of questions aimed at assessing the effectiveness of a program delivery process, focusing on customer awareness, participation, and satisfaction with the Appliance Retirement program. It also explores barriers to program delivery, areas for improvement, and customer complaints or dissatisfaction.

convince Delivery Agents about the market opportunity and the value of working with the program. EEH-F3. EEH-R3. The program changes caused a lot of misunderstanding among The DSM Administrator will need to work to regain the trust and Del...

AI summary The text discusses challenges faced by Delivery Agents due to program changes, including misunderstandings, frustration, and difficulties in sharing HOT2000 files with the Program Administrator. It also suggests measures to regain trust and improve program evaluations.

t I installed) 7. (The process would take too long) 8. (Other) [SPECIFY _]) 9. Don‘t know 10. Refused Section 2 – Satisfaction with program 7. Thinking of your OVERALL experience with the EnerGuide for Existing Houses Program up to this po...

AI summary The text outlines survey questions related to customer satisfaction with the EnerGuide for Existing Houses Program, including overall satisfaction, reasons for dissatisfaction, and specific aspects of the program experience.

Scotia Power? If not, what data should be captured? Do you think the data is being captured and communicated in the most efficient possible way? IF NO: How could the data capture and communication be improved? 16. [IF NOT MENTIONED ABOVE]...

AI summary The text outlines a series of questions regarding data capture, program delivery processes, and challenges faced in implementing energy efficiency programs, particularly focusing on customer engagement, data tracking, and the impact of Nova Scotia Power's involvement.

h Agent Integrate Outreach and Delivery Agents as full partners in and the participants they recruited, but not between the participants program delivery. Establish a feedback loop for Outreach and CNS. Both of the Outreach Agents reported...

AI summary The text discusses issues with communication and data tracking in a program involving Outreach and Delivery Agents, the DSM Administrator, and CNS. Agents reported passing on customer concerns without resolution, and there was a lack of regular updates on application status. There was also a discrepancy between recorded and actual installations.

Page 26 Administrator has discussed these gaps with the Outreach Agents and regular check-ins have been put into place. Thus the Program Administrator has addressed these issues. 3.6 Customer Expectations The in-depth interviews uncovered...

AI summary The document discusses inconsistencies in customer expectations regarding the Conservation Nova Scotia (CNS) program. Participants recruited through outreach channels had higher expectations, such as receiving new appliances and full energy audits, which were not always met by the Delivery Agents, leading to customer complaints.

Staff Interview Guide for LI REAP Delivery Agents Primary Contact Date: Name: Organization: Introduction: [This interview should take about 30 minutes] Your comments are confidential. By the way, if I ask you about areas you don‘t know abo...

AI summary This document is an interview guide for delivery agents involved in the LI REAP Program, focusing on their responsibilities, training, program goals, and business impact. It seeks to gather insights on program effectiveness, training needs, and operational challenges.

16. In general, how well do you think the program tracking and reporting process is working? Do you believe all the necessary data is being captured and passed on to Conserve Nova Scotia? To Nova Scotia Power? If not, what data should be c...

AI summary The text outlines a series of questions concerning the program tracking and reporting process, data collection efficiency, program delivery timelines, vendor selection, and challenges in program implementation. It focuses on data accuracy, communication, and process improvements.

k with more often than others? IF YES: Who are they and why do work with them and not with others? a. Is there anything that you would change about the process of selecting vendors or obtaining or ordering supplies for the program? What wo...

AI summary The text outlines a set of questions aimed at evaluating the delivery process of the Low-Income Residential Energy Assistance Program (LI REAP), focusing on vendor selection, program impact, process effectiveness, and consumer awareness.

(Refused) NMR Evaluation—2010 EnerGuide for New Houses Program Page A6 Section 2 – Satisfaction with program 14. Thinking of your OVERALL experience with the EnerGuide for New Houses Program up to this point, including any services receive...

AI summary The text presents survey questions about participant satisfaction with the EnerGuide for New Houses Program, including reasons for dissatisfaction such as delays in rebate processing, insufficient rebate amounts, and excessive paperwork.

2. Nova Scotia Home Builders‘ Association – 50% c. Low Income REAP i. Kate McDonald at Conserve Nova Scotia ii. Delivery agents 1. MJM Energy 2. Clean NS 3. Trinity Maintenance Solutions 4. ACAP Cape Breton iii. Low income outreach agent [...

AI summary The text discusses interactions between the Nova Scotia Home Builders' Association and various program delivery agents, including Conserve Nova Scotia and MJM Energy, focusing on communication, coordination, and challenges faced in implementing low-income energy programs. It also inquires about program timelines, energy savings goals, and the development of program theories and logic models.

22. In general, which parts of the program process do you think work particularly well? Why? Which parts work less well? Why? 23. Do you have any other suggestions for improving the program delivery process? Builder Issues 24. How aware an...

AI summary The text outlines a series of questions directed at stakeholders regarding the effectiveness of a program, focusing on builder and consumer awareness, participation, and potential improvements. It seeks feedback on program delivery, builder engagement, and customer outreach strategies.

fficient equipment, and four out of five respondents (80%) reported that they would be ‗very likely‘ to purchase energy-efficient equipment when replacing equipment in the future. (Table 4-18) Table 4-18: Future Energy Efficiency Purchases...

AI summary The text discusses survey results showing high customer satisfaction with the Direct Install (DI) program for energy-efficient lighting products. 80% of respondents indicated they would be very likely to purchase energy-efficient equipment in the future. 97% of respondents were satisfied with the program overall, with 84% reporting very high satisfaction. However, satisfaction with installation scheduling and timing was lower in 2010 compared to 2009.

............................................................ 38 5.6.2 Spillover ................................................................................................................................................. 40 5.7 ENERGY...

AI summary The text outlines sections of a report, including topics such as spillover effects, energy attitudes, customer satisfaction, and firmographics. It also references an appendix containing interview guides. No specific arguments or entities are discussed in this excerpt.

5= ‘very satisfied’ and 1 = ‘not at all satisfied’ Aspect of program n 5 4 3 2 1 DK NA Program overall 11 3 5 3 Program application, forms and paperwork 11 3 3 4 1 Interaction and communication with staff 11 6 1 2 2 Availability of NSP sta...

AI summary The text presents survey data on customer satisfaction with a program, including aspects like application processes, staff interaction, and rebate amounts. It also mentions that nearly all respondents indicated a high likelihood of purchasing energy-efficient products in the future.

with customers on a case-by-case basis and (31%) reported barriers to participation. The barriers reported provide assistance as they work through the program. were varied and customer specific. NMR Evaluation of 2010 C&I Custom Program Pa...

AI summary The evaluation of the 2010 C&I Custom Program found that customer satisfaction was high in 2008 and 2009 but dropped in 2010, particularly regarding interactions with program staff and consultants. The DSM Administrator is recommended to improve customer service processes.

Table 3-8: Participant Satisfaction with Program 2008 2009 2010 Program Aspect n % Satisfied n % Satisfied n % Satisfied Program overall 11 91% 13 100% 13 77% Interaction and communication with 11 82% 12 100% 13 47% program staff Availabil...

AI summary The table presents participant satisfaction levels with various aspects of a program across the years 2008 to 2010. Satisfaction percentages vary across different program aspects, with some areas showing high satisfaction and others showing declining satisfaction over time.

Participant Satisfaction with Program Aspects 2008 Respondents 2009 Respondents 2010 Respondents Rating: 5= ‘very Rating: 5= ‘very Rating: 5= ‘very satisfied’ and 1 = ‘not satisfied’ and 1 = ‘not satisfied’ and 1 = ‘not at all satisfied’ a...

AI summary The text presents participant satisfaction ratings for various program aspects across three years (2008, 2009, and 2010), with data showing variations in satisfaction levels for program overall, interaction with program staff, availability of staff, and interaction with contractors/consultants.

l Calendar Year Savings: _ kWh OR $ _ WHEN ALL MEASURES WHERE Q21=2 HAVE BEEN COVERED IN Q21B SERIES CONTINUE TO SECTION III, Q22. Section III. Satisfaction with Program & Recommendations for Improvements 22. On a scale of 1 to 5, where 1=...

AI summary The text outlines a survey section evaluating the Commercial and Industrial Custom Program, asking respondents to rate their satisfaction with various aspects of the program and identify any barriers to implementing energy efficiency measures.

what would you say are the programs greatest weaknesses? What could be done to address these weaknesses? 29. Based on your experience with the program so far, what are the most important improvements that still need to be made to the progr...

AI summary The document includes a set of interview questions for participants in Nova Scotia Power's Commercial and Industrial Custom and Business Energy Rebate programs. The questions focus on program weaknesses, potential improvements, and unaddressed issues. The interview is conducted by NMR Group, Inc. on behalf of Nova Scotia Power.

nerator 1,758.5 12,944 Net-to-Gross Ratio (%) 87.0% 86.6% Net annual savings at generator 1,529.9 11,210 Key Findings The net energy impacts of the SBLS program have increased steadily since 2008. They have more than tripled from 1,522 MWh...

AI summary The SBLS program's net energy impacts have increased significantly since 2008, with customer satisfaction remaining high and free-ridership at about 13% in 2010. NMR recommended monitoring the performance of Delivery Agents and other partners to maintain quality and satisfaction.

ition, the DSM Administrator should consider requiring that Materials Vendors chosen by Delivery Agents in 2011, and future program years, meet minimum criteria for reliability and materials quality. 3.4 Outreach and Marketing Direct marke...

AI summary The document discusses the DSM Administrator's consideration of requiring materials vendors to meet minimum reliability and quality criteria, as well as outreach and marketing efforts for the SBLS program. It also mentions the implementation of a quality action plan by the Materials Vendor to improve selection accuracy.

implementations, retrofits, etc] 3. What is your current job title? What roles and responsibilities do you have at [Company]? 4. How did you first become aware of the SBLS program? NMR Evaluation of 2010 Small Business Lighting Solutions P...

AI summary The text contains a series of questions directed at individuals involved in the SBLS program, focusing on their roles, interactions with NSPI, marketing strategies, and the program's implementation process. It explores how participants are aware of the program, communication with vendors, and the timeline from audit to savings analysis.

orms the post-installation inspections? If deficiencies are discovered what process is in place to correct these deficiencies and how much time is required before they are corrected?] 20. In what ways has participating in the SBLS program...

AI summary The text presents a series of questions aimed at evaluating the SBLS program, including post-installation inspection processes, program benefits, challenges, and data tracking procedures. It also asks for feedback on various aspects of the program and how they could be improved.