Submission and Enabling Factors (Submission (Submission Narrative (Ensure…
Submission and Enabling Factors
Verifiable examples (i.e. staff, partner or auditor quotes)
Example: feedback gathered by district manager on a given topic and action taken as a result - action also figures in action list and is deemed as an important one for the company
Examples should be from non-stakeholder engagement staff. Examples include Network Strategy, Operations Manager, Call Cetnre manager.
Innovative activities / best practice
Provide evidence to back up the statement that your company has achieved a given level of performance
Include quotes from auditor
Overall score and relative score with respect to other companies/industries
Explain the completeness and the rigour of the assessment you went through. (e.g. 50 pieces of evidence were reviewed, the assessment lasted 4 days)
The submission starts by staying that the focus has been to extend reach and maximize stakeholder outcomes
building on the approach and initiatives of previous years
Strategy > Outcome link
The link between the company's strategy and the outcomes achieved needs to be clear. This is likely to take the following format: "this is our strategy, we have engaged following it, we have learned xyz, as a result we have done alpha and omega"
Ensure that strategy and actions are endorsed by expert stakeholder and customer panels
On page 3, WWU states that the operational stakeholder engagement strategy is reviewed by the executive team. While this is good, the strategy should be approved by the CFP.
Note that on Page 3 WWU states that they have discussed the enhanced engagement programme with the CFP which agreed both approach to engagement and analysis of results.
If WWU wants the panel to understand that they don't hold a PSR they should not state that "..a 62% increase on the people added to the PSR" as an achievement - this is misleading. In addition to this we believe that GDNs should play a role in getting people on PSR.
No separation between engagement on business plan and BAU year on year stakeholder engagement
Have a short/medium and long term plan for engagement. This shows that the high level objectives are going ahead and can link to what was done in the past.
Engage on current service standards
Inform stakeholders on your company's delivery
Enable stakeholders to influence plans and shape future operations
Seek early input into business plan
Identify longer-term strategic priorities
Explain how stakeholders are segmented
A knowledge/interest matrix for each stakeholder across different topics of engagement is best practice
Present method to pick tailored engagement methods
Based on knowledge/interest
Based on volume of stakeholders
Based on previous knowledge in engaging stakeholders
Explain how content is tailored to stakeholder characteristics
List of activities/outputs
Range of activities
GREG TO PROVIDE GROUPS OF ACTIVITIES FROM WPD OUTPUT LIST
Start/stop/amend action evolution
Companies need to show that they apply the feedback they gather on the quality of their outcomes
on the quality of their engagement to improve the activities that work well and stop those that have failed to deliver (this involved setting expectations up front)
Optimally a company should list:
All actions taken (output)
The feedback they originate from
The source (engagement activity) of feedback
The benefit delivered by the action (benefit)
This is the you said, we did approach taken to a new level
Focus on fuel poverty
Example - to explain why they focus so much on fuel poverty, WPD performed research on the link between power cut vulnerability and fuel poverty. They surveyd 77 vulnerable customer agencies - the results reveleaded that of the total customers in fuel poverty, 43% are also eligible for PSR
WPD say they focus on fuel poverty as a way to reach, engage and put on the PSR eligible hard-to-reach customers.
State a clear strategy
Example - UKPN "Our strategy is to identify partnerships that can raise awareness of our PSR, co-design and deliver fuel poverty programmes, ensure our services are inclusive, and provide support to our vulnerable customers during a power cut"
Show which partners worked and which didn't. As part of this companies need to explain why they stopped some partnerships which were not delivering on targets, the learning they took out of this experience and how they will use it to improve their future approach to the issue.
Example - UKPN" [About Trussel Trust] ... the targets we had for helping customers in fuel poverty required the provision of advice and it became clear that foodbank clients are often in a state of crisis and therefore not in the right frame of mind to receive that advice. We therefore directed our resources to partnerships that would enable us to have a greater impact."
Non-criteria Panel topics
Ability to justify 'best option' for each action
Definition of what 'best' means in different occasions
Explain process, principles, approach taken to ensure your company always picks the best option. This is likely to do with the way you measure benefits and the company processes to review partnerships/services
Compromise areas -
feedback you have received from different stakeholders is at odds with each other you should address the position you have taken and explain why.
Collaborative working with wider energy industry
How best practice is shared and discolosed
Joint-delivery of services and research
Example: WTP research
Example: National 'Be Winter Ready' Day
Emergency support to other DNOs/GDNs/Water Companies
Joint strategies (i.e. innovation)
Independent Evaluation & Accreditation
Customer Service Excellence (CSE) Standard
Specifically, Distinction-level Service Mark
AA1000SE Standard by Accountability
Organisational Enabling Factors
Customer Centric Culture
Senior management buy-in
Senior management to present at stakeholder events
Senior management to gather views and discuss feedback with customers
Example: WPD’s executive team alone have therefore personally engaged over 3,000 stakeholders in 2017/18,
"Engagement is driven by our Executive team... every year our operational stakeholder engagement strategy is reviewed by our Exec team..."
Staff recognition of SECV importance
Example "engagement must always lead to action", "Engagement is everyone's responsibility"
Customer-centric operating model
Degree to which stakeholder engagement and customer service teams are integrated.
Customers are a specific type of stakeholders. Companies usually engage them through customer service, not only through specific customer engagement activities.
Custoemer Service teams should play an active role in end-customer engagement on behalf of the company.
Customer service staff also plays a key role in addressing vulnerability issues. They should be trained and informed on how to respond to different situations of vulnerability.
Example - WPD: "Within the South West region alone, we operate three ramp up call centres during storms, resourced by non-operational staff. This enables WPD’s two main Contact Centres to become purely outbound, prioritising proactive calls to vulnerable customers."
% Contract vs. Own staff
Ability to renegotiate commercial contracts with contractors to include training , tools, processes and in particular, targets, that relate to vulnerable customer service delivery
Stakeholder engagement operating model
In the governance structure there is no mention as to who arranges engagement, who performs it and who is exposed to feedback to make decisions.
It is odd that the vulnerability and the stakeholder engagement team are structurally so separate