Topic:"Customer Service" in M10473

icipant journey. This is further supported through E1 website updates and marketing through various platforms. Hassle factor: demand response can require customers to make choices that inconvenience them temporarily. This may include reduc...

AI summary The participant journey in demand response (DR) is supported by E1 website updates and marketing across platforms. However, DR can be inconvenient for customers, requiring temporary sacrifices such as reduced comfort and productivity. Solutions include enabling technologies, education, and incentives to reduce the hassle factor and encourage participation.

5.3.3.2 MARKETING STRATEGY - The marketing strategy includes a mix of traditional and digital marketing methods, with a focus on direct - email marketing, to effectively reach small businesses. Media plans are complemented by business - de...

AI summary The marketing strategy focuses on a blend of traditional and digital methods, targeting small businesses through direct email marketing, media plans, industry association engagement, event attendance, and service provider training.

10 7.2.3.1 COMMUNITY OUTREACH & EDUCATION - 11 Community outreach and education activities promote program awareness and participation by allowing - 12 E1 to provide Nova Scotians with information on reducing their energy consumption and t...

AI summary Community outreach and education activities aim to increase awareness and participation in energy efficiency programs by promoting energy savings and program benefits. Activities include advertising, website engagement, live chat support, event participation, and educational resource development. Performance goals focus on awareness levels, website engagement, and referrals from events.

7.2.3.2 DIVERSE & UNDERSERVED COMMUNITIES - Diverse and underserved communities, or groups, such as Mi'kmaw and African Nova Scotians, are communities that experience collective barriers to participating in society based on age, ethnicity,...

AI summary The document outlines efforts to engage diverse and underserved communities, such as Mi'kmaw and African Nova Scotians, through culturally appropriate outreach, community liaisons, partnerships, and training programs aimed at improving participation in energy efficiency initiatives and creating employment opportunities.

7.3.3.6 DATA & ANALYTICS - Over the past decade of DSM administration, the use of data and analytics has become increasingly - important to support the effective delivery of the DSM portfolio by providing insights on pilot and program - re...

AI summary Over the past decade, data and analytics have become essential for the effective delivery of DSM programs in Nova Scotia. With the deployment of AMI, high-resolution customer data will support new initiatives, including customized offerings, process improvements, and customer engagement strategies. Advanced analytics, such as machine learning and AI, will be used to enhance program delivery and improve customer interactions.

Customer Service and Satisfaction E1 is assumed to be responsible for assessing customer satisfaction at all major customer touchpoints and for conducting periodic customer satisfaction surveys and focus groups, where relevant. Some respon...

AI summary E1 is responsible for assessing customer satisfaction across major touchpoints and conducting surveys and focus groups. Responsibilities vary by program type, with examples provided for BYOT and BNI Curtailment options, detailing roles in customer satisfaction metrics and complaint handling.

7.2.1 Satisfaction with Instant Savings Retailers are generally satisfied with Instant Savings overall, with an average satisfaction score of 8 on a 10-point scale where 1 means "Not at all satisfied" and 10 means "Completely satisfied". F...

AI summary Retailers are generally satisfied with the Instant Savings program, with an average score of 8 on a 10-point scale. Some challenges include difficulty finding program information online, a cumbersome SKU approval process, and differences in provincial rebate levels. Retailers are highly satisfied with interactions with Summerhill representatives.

F2. [ASK IF [F1=](#page-197-1)1] How did you find out about this program? [ALLOW MULTIPLE RESPONSES; MAKE DON'T KNOW EXCLUSIVE] - 1. TV ads - 2. Print ads - 3. Radio ads - 4. In-Store radio remote live radio personalities at a local store...

AI summary The text presents a survey question asking respondents how they learned about a program, with multiple response options including TV, print, radio, in-store promotions, social media, and other methods. It also asks about visibility of promotional materials for LED light fixture discounts at the point of purchase.

[ASK TO ALL] G1. On a scale of 1 to 10, where 1 is "not at all satisfied" and 10 is "completely satisfied'" how satisfied are you overall with the Instant Savings program operated by Efficiency Nova Scotia. a. Please explain the reason for...

AI summary The text includes survey questions assessing satisfaction with the Instant Savings program operated by Efficiency Nova Scotia and interactions with program delivery representatives from Summerhill. It asks respondents to rate their satisfaction on a scale of 1 to 10 and provides follow-up options for those dissatisfied.

13 EPI PARTICIPANT PERSPECTIVES A survey with 100 participating households was conducted as part of the EPI evaluation. Surveyed participants were asked questions regarding their awareness, motivations for participating, satisfaction and c...

AI summary A survey of 100 EPI participants revealed high satisfaction with the program, with motivations primarily centered on energy cost savings. Most participants were informed through word-of-mouth or social media, and overall satisfaction averaged 8.7 on a 10-point scale. Participants were generally satisfied with the installer, information provided, and service quality. A small percentage suggested improvements in information dissemination and product variety.

[VOLUNTEERED] - 98. Don't know - 99. Refused - C2. [ASK IF [C1](#page-113-0) < 8, DO NOT ASK IF DK OR REFUSED IN [C1]](#page-113-0) What was the most important reason you were not more satisfied with the service overall? [DO NOT READ. PROB...

AI summary The text presents a series of survey questions related to customer satisfaction with the Efficient Product Installation Service. It includes options for respondents to indicate reasons for dissatisfaction or satisfaction with the service, as well as a scale to rate satisfaction with specific aspects of the service.

Mail-in Participants There was a high level of satisfaction with Mail-in, with an average rating of 9.1 on a 10-point scale (where 1 indicates "Not at all satisfied" and 10 indicates "Completely satisfied"). As illustrated in [Figure](#pag...

AI summary The Mail-in program received high satisfaction ratings, with an average of 9.1 on a 10-point scale. Respondents praised interactions with ENS staff and the application process but noted issues with product rebates, website navigation, and rebate amounts. Suggestions for improvement included better marketing, expanding rebates, and increasing information availability.

2021 BER Participant and Distributor Perspective Highlights - › Awareness about Mail-in and Instant Rebates primarily stems from contractors, distributors, or suppliers. - › BER participants are primarily motivated to implement energy effi...

AI summary The 2021 BER Participant and Distributor Perspective Highlights show high satisfaction with the Business Energy Rebates (BER) program, particularly with Mail-in and Instant Rebates. Participants are motivated by energy cost savings and improved efficiency. Distributors report high satisfaction with Instant Rebates but note administrative costs as a concern.

SPECIFIC REASON. ACCEPT MULTIPLE RESPONSES] a. [ASK IF E7A<8] program application, forms and associated paperwork 1. (Difficult/too long to fill out) 2. (Took too long/Time delay in processing) 3. (Communication problems) 96. (Other:) 98....

AI summary The text outlines various issues customers face with a program, including difficulties in filling out application forms, communication problems with contractors, and dissatisfaction with rebate amounts. These issues are categorized under specific reasons and are part of a survey or feedback process.

E3. On a scale of 1 to 10 where 1 means 'completely disagree' and 10 means 'completely agree', how much do you agree with the following statements?\ \ \ Agreement with Statements 2019 2021 Mean Sample Size Mean ENS staff were knowledgeable...

AI summary The table presents customer satisfaction ratings for ENS (Nova Scotia Power) programs in 2019 and 2021, focusing on staff knowledge, response time, ease of information gathering, rebate accuracy, incentive timing, eligibility measures, and application ease. Ratings are generally high, though some areas show slight declines.

Project No. 6372 25 \ Base: Respondents who interacted with ENS staff while applying \ \ Base: Respondents who completed the application themselves \ \ \ Slight wording and scale change in 2021

AI summary The text provides statistical data on customer interactions with ENS during the application process, including base rates for respondents who interacted with ENS staff and those who completed the application themselves. It also notes a slight wording and scale change in 2021.

E8b. Why were you not more satisfied with interaction and communication with contractors or distributors? Reasons Not More Satisfied with Interaction and Communication with Contractors or Distributors 2017 2018 2019 2021 Sample Size 10 (#)...

AI summary The table outlines reasons for dissatisfaction with interaction and communication with contractors or distributors across several years. Common issues include lack of communication, slow processes, and insufficient product knowledge. The data shows varying levels of dissatisfaction over time, with some reasons appearing more frequently in certain years.

E8d. Why were you not more satisfied with the time required to receive rebate? Reasons Not More Satisfied with the Time Required to Receive Rebate 2017 2018 2019 2021 Sample Size 13 (#) 13 (#) 14 (#) 9 (#) Took too long to process/get reba...

AI summary Respondents expressed dissatisfaction with the time required to receive rebates, citing reasons such as delays in processing, lack of communication, and misplaced applications. The data shows a decrease in the number of respondents in 2021 compared to previous years.

F4. Why were you not more satisfied with the READ STATEMENTS IN ORDER AS APPLICABLE ? [DO NOT READ PRE-CODES. PROBE FOR SPECIFIC REASON. ACCEPT APPLICABLE? [DO NOT READ PRE-CODES. PROBE FOR SPECIFIC REASON. ACCEPT MULTIPLE RESPONSES. REPEA...

AI summary This section of the proceeding asks respondents to explain why they were not more satisfied with specific aspects of the program, focusing on communication with contractors and rebate amounts. The response options include lack of communication, knowledge, and delays.

F4A. Why were you not more satisfied with the interaction and communication with contractors or distributors? Most Important Reason Not More Satisfied with Interaction and Communication with Contractors or Distributors 2019 2020 2021 Sampl...

AI summary The text presents a survey response regarding dissatisfaction with communication and interaction with contractors or distributors, citing reasons such as slow communication, lack of product availability, and limited knowledge about programs.

Satisfaction B1. Using a scale from 1 to 10 where 1 is "not at all satisfied" and 10 is "completely satisfied" how would you rate your satisfaction with the Custom [Retrofit or Building Optimization] program overall? Score: - B2. [IF B1<8]...

AI summary The text asks participants to rate their satisfaction with the Custom Retrofit or Building Optimization program on a scale from 1 to 10 and identify the single factor that, if resolved, would improve their satisfaction score if it is below 8.

3.2 Satisfaction and Barriers As illustrated in [Figure](#page-33-0) 8 below, there is a high degree of general satisfaction with SBES and with all of the aspects assessed. The main points of dissatisfaction are the rebate payment period b...

AI summary Participants in the SBES program expressed high levels of satisfaction, particularly with the quality of work, financing, and rebate process. However, some dissatisfaction was noted regarding the length of rebate payment periods and the time required to complete program components. Suggestions for improvement included increasing rebates, speeding up payments, and improving marketing and communication.

F1. Using a scale from 1 to 10 where 1 is 'not at all satisfied' and 10 is 'completely satisfied', how would you rate your satisfaction with the program overall? Overall Satisfaction with SBES 2017 2019 2021 Sample Size 70 50 50 Mean 8.8 9...

AI summary The SBES program has seen high levels of satisfaction over the years, with mean scores of 8.8 in 2017, 9.2 in 2019, and 9.1 in 2021. However, some dissatisfaction was reported, with common reasons including delays in the process, lower-than-expected incentives, poor communication, and issues with contractor performance.

- protocols for Safe Work Practices for delivery partners and staff remained in effect throughout 2021 and were updated as public health directives evolved; these safety protocols were developed and implemented in 2020 and include requirem...

AI summary In 2021, E1 implemented safety protocols for service delivery, resumed in-person activities after a suspension, expanded virtual service options, increased marketing and incentives for energy programs, and provided quarterly updates on performance targets amid pandemic challenges. MHEEP's activities were delayed in some communities due to public health restrictions.

- • 2020 E1 Annual Report (distinct from the E1 Annual Progress Report); - outreach to local elected leaders, including MLAs and MPs on ENS program offerings; and - continued engagement on social media platforms. By the end of 2021, ENS ha...

AI summary The document outlines E1/ENS's outreach efforts in 2020 and 2021, including engagement with local leaders and social media presence. Social media metrics remained stable, and media mentions increased slightly in 2021.

Table 4: Update on Implementation of 2020 Verification Recommendations Year Evaluation/ Verification Recommendation Text Source Status Comments Expected Period of Completion 2013 Evaluation Evaluate the benefits/costs in acquiring a Custom...

AI summary The 2013 evaluation recommended evaluating the benefits and costs of acquiring a Customer Relations Management (CRM) system to improve data collection and decision-making. E1 agrees with the recommendation and notes that CRM capabilities are a key component of the CIS, which has been implemented.

Utilities but did not come to a consensus on a recommendation for an energy savings goal. Last updated: July 2019 ","There are no self-direct or opt-out provisions available to utilities in Maryland. Last updated: July 2018 ","The Public S...

AI summary The text discusses energy efficiency and data policies in Maryland, including the absence of self-direct or opt-out provisions for utilities, the approval of revenue-per-customer decoupling for certain utilities, and the prohibition on disclosing energy use data without customer consent. It also notes the lack of standardized systems for energy use data access.

Awareness of the organization is strong, but Efficiency NS is under-utilized as a key source of information. Nine in ten (91%) Nova Scotians were previously aware of Efficiency Nova Scotia and its commitment to helping residents and busine...

AI summary Efficiency Nova Scotia (ENS) has high awareness (91% residents, 96% businesses) but its Energy Solution Advisor service is under-utilized (35% residents, 43% businesses). Both groups rely on word-of-mouth, though organizations also use ENS for information. There is potential to improve service uptake.

Customers would like to have more access to virtual support in the future, and continued access to programs supporting energy efficiency upgrades. Emailing with an efficiency solutions expert is the most preferred method of communication b...

AI summary Customers prefer virtual communication (emailing experts) over phone calls for energy efficiency support, with 40% of residents and 50% of organizations favoring this method. Programs focusing on small, attainable upgrades like lighting and smart technology installation generate the most interest.

The money and energy savings that Efficiency NS provides is one of the aspects Nova Scotians like best about the organization. Those residents and organizations with a favourable opinion of Efficiency Nova Scotia offer a variety aspects th...

AI summary Efficiency NS is praised by Nova Scotians for its energy and money-saving benefits, environmental impact, efficiency upgrades, and helpful programs. Residents and organizations highlight these aspects as key reasons for their favorable opinion of the organization.

Energy Solutions Advisor Service Happily, most residents indicate they would reach out to an Energy Solutions Advisor by telephone should they be considering upgrades, although extending the service to provide virtualsupport may improve it...

AI summary Most residents prefer contacting Energy Solutions Advisors by phone for energy upgrades, though virtual support could boost usage. 83% would definitely/probably use the service, with 17% avoiding it due to self-research preferences or aversion to phone calls. Younger residents favor chat over phone, and 5% cite past negative experiences.

Preferred Source of Information Approximately eight in ten residents would prefer to access information about reducing household energy consumption through an efficiency solutions expert. For their future energy solutions needs, four in te...

AI summary Most Nova Scotians prefer to access energy efficiency information through an expert, with email and phone being the most common methods. Those with a positive view of Efficiency Nova Scotia are more likely to prefer expert-based communication methods.

Recommendations Overall, public awareness and perceptions of Efficiency Nova Scotia are commendable, and the programs and services offered appear to be satisfying the needs of its diverse customer base. That said, there remains opportunity...

AI summary Public awareness and perceptions of Efficiency Nova Scotia are positive, but there is room for improvement in program uptake, influence on energy efficiency decisions, and helping customers understand their environmental impact. Data-driven recommendations are provided.

1. Remove barriers to access Energy Solution Advisors by exploring opportunities for virtual communication. Despite strong awareness of the organization, the Energy Solutions Advisory service perhaps remains under-utilized, to the extent t...

AI summary The text highlights that despite awareness of Energy Solutions Advisors, the service is underutilized due to aversion to telephone communication. It recommends expanding the service through virtual platforms like email and instant chat to increase engagement and participation in Efficiency Nova Scotia's programs.

Observations and Learnings - Typically scheduling three events per week, with variations in day of the week and event times. Peak Shifting events have been scheduled based on system load and wind generation forecasts. - As expected, have o...

AI summary The document discusses observations from a demand response pilot program, including scheduling practices, opt-out rates, customer concerns, and technical adjustments to minimize complaints. It highlights the use of machine learning and threshold settings to manage participant comfort and data access concerns.

1.2 Programs and Services Overview 5 6 7 4 The 2016-2018 Residential and Business, Non-profit and Institutional (BNI) programs are expected to include ongoing gradual evolution in order to address the following objectives: • 8 9 10 • Respo...

AI summary The 2016-2018 Residential and Business, Non-profit and Institutional (BNI) programs are expected to evolve gradually to address market changes, incorporate research findings, ensure program accessibility, and maintain industry capacity. ENS plans to enhance customer experience and streamline program access through initiatives like Programs 2.0, with implementation expected in 2016.

- Educating customers on ways to conserve energy, reduce peak demand, achieve cost-effective energy savings and lower their electric utility bills; 1 of • of DSM Increasing public awareness the value participating in 2 programs; 3 of • the...

AI summary The document outlines strategies for educating customers on energy conservation and reducing peak demand through public awareness, community engagement, and outreach programs. It emphasizes the importance of involving Nova Scotians through various media and educational initiatives, including partnerships with schools and institutions.

4.2.2 Development of DSM Information Management and Program Execution Systems 14 15 16 17 18 Changes to enhance the customer experience through Programs 2.0 will require an information management system that can easily track and provide in...

AI summary The development of a new information management system is proposed to improve customer experience, streamline reporting, and enhance program delivery for ENS. The system will track customer interactions, improve messaging, and reduce manual processes, with implementation expected through 2016-2018.

E1 Responses to Synapse Energy Economics (Synapse) Information Requests NON-CONFIDENTIAL Request IR-20: Please refer to Appendix A, p. 104, regarding marketing strategies for Custom Incentives. Has E1 asked past participants to assist with...

AI summary EfficiencyOne (E1) has used case studies, videos, social media, and workshops with past participants to promote its Custom Incentive Program. These strategies have been successful, with videos receiving over 28,000 views and generating significant website traffic. Word-of-mouth is a key source of awareness, supported by customer satisfaction surveys from 2019 and 2020.

H. Gil Peach Responses to Small Business Advocate (SBA) Information Requests NON-CONFIDENTIAL characteristic of the program. Since, typically, there is very positive perception of Green Heat measures, and customers typically talk about the...

AI summary The response discusses the Green Heat program's positive customer perception, low likelihood of measure removal, and rare equipment failures leading to complaints. Customers typically handle defective equipment through warranties, while performance dissatisfaction may result in complaints.

6 5.1.3.1 PROGRAM DELIVERY - 7 BNI Efficient Product Rebates uses a self-directed approach for both the Instant Rebate and Mail-In - 8 incentive pathways. Through Instant Rebates, point-of-purchase discounts are available on a limited rang...

AI summary The BNI Efficient Product Rebates program offers two incentive pathways: Instant Rebates for point-of-purchase discounts and Mail-In rebates for a broader range of products. Program partners, including electrical and pumping distributors and contractors, are essential for promoting and supporting the program, and they are active participants in the EPP network.

5.2.1 OBJECTIVES - Objectives of the Custom Incentives program include: - influence electrical energy efficiency and system-peak demand reduction projects within Nova Scotia; - build awareness around cost-effective energy efficiency option...

AI summary The Custom Incentives program aims to promote energy efficiency, reduce system-peak demand, and increase awareness of energy efficiency options among participants, developers, and builders. It also seeks to reduce barriers for complex energy efficiency projects and foster long-term customer relationships for energy sustainability and cost reduction.

7.2.1 OBJECTIVES - The objective of Education and Outreach activities is to increase program participation by providing Nova - Scotians with information on reducing their energy consumption, communicating participant benefits, and - improv...

AI summary The objective of Education and Outreach activities is to increase program participation by providing Nova Scotians with information on reducing energy consumption, communicating benefits, and improving access to energy efficiency services. These activities aim to establish energy efficiency as a cultural norm and address barriers to implementing upgrades.

7 Table 60: Three-Year Summary of the Education & Outreach Component of Enabling Strategies Annual Plan Investment ($M) 2023 Total 1.4 2024 Total 1.5 2025 Total 1.5 Community Outreach & Education: activities aimed at increasing public awar...

AI summary The document outlines a three-year investment plan for the Education & Outreach Component of Enabling Strategies, with annual investments of $1.4M in 2023, $1.5M in 2024, and $1.5M in 2025. The plan includes community outreach, support for diverse and underserved communities, partnership development, education in post-secondary institutions, and efforts to transform the new residential market.

7.3.1 OBJECTIVES - E1 uses an evidence-based approach to design effective programs that support customers. Investments in - research and development ensure that E1's programs and services continue to evolve in response to - changes in the...

AI summary E1 employs an evidence-based approach to design effective programs that support customers. The organization invests in research and development to ensure its programs evolve with changes in the DSM landscape and new technologies. Activities include leveraging internal expertise, conducting market research, supporting DSM Resource Plans, advancing energy efficiency codes, and improving customer engagement.

Customer Service and Satisfaction E1 is assumed to be responsible for assessing customer satisfaction at all major customer touchpoints and for conducting periodic customer satisfaction surveys and focus groups, where relevant. Some respon...

AI summary E1 is responsible for assessing customer satisfaction at key touchpoints and conducting surveys and focus groups. Responsibilities may vary by program type, such as developing metrics with BYOT providers or managing customer complaints for the BYOT option. E1 also conducts periodic reviews for BNI Curtailment to assess customer satisfaction.

7.3.1 OBJECTIVES - E1 uses an evidence-based approach to design effective programs that support customers. Investments in - research and development ensure that E1's programs and services continue to evolve in response to - changes in the...

AI summary E1 employs an evidence-based approach to design effective demand-side management (DSM) programs, supported by research and development. Activities include leveraging internal expertise, conducting market research, supporting DSM Resource Plans, driving market transformation, and improving customer engagement through relationship management.

information and experiences with new technologies and energy management approaches • provides a mechanism for incentive support for innovative and complex projects, in a flexible manner that can be customized by vertical and customer need...

AI summary The text outlines the benefits of a custom incentive program, emphasizing support for innovative and complex projects through flexible mechanisms, and improved communication with industry and customers through various support roles and networks.

11 Table 44: Criteria for Industrial and Commercial/Institutional Offerings in the Custom Program Component Customer Base Criteria Industrial • Rate code 21, 22, 23 or 25 except municipal, transportation, and Department of National Defence...

AI summary Table 44 outlines the criteria for industrial and commercial/institutional offerings in the Custom Program Component, specifying eligible customer bases such as industrial facilities with specific rate codes and commercial/institutional facilities including municipal, transportation, and DND facilities.

5.3.3.2 MARKETING STRATEGY - The marketing strategy includes a mix of traditional and digital marketing methods, with a focus on direct - email marketing, to effectively reach small businesses. Media plans are complemented by business - de...

AI summary The marketing strategy focuses on reaching small businesses through a combination of traditional and digital methods, including direct email marketing, media plans, industry engagement, and event participation. Tactics include engagement with industry associations, sponsorships, and training for service providers.

7.3.1 OBJECTIVES - E1 uses an evidence-based approach to design effective programs that support customers. Investments in - research and development ensure that E1's programs and services continue to evolve in response to - changes in the...

AI summary E1 aims to design effective programs using an evidence-based approach, supported by research and development. These efforts focus on innovation, market research, and improving customer service to evolve DSM programs and advance energy efficiency standards.