United Nations Public Service Awards Case Studies

The Central Electricity Board [CEB], a parastatal body wholly owned by the Government of Mauritius, was set up in 1952 and empowered by the CEB Act 1964 to “prepare and carry out development schemes with the general object of promoting, coordinating and improving the generation, transmission, distribution and sale of electricity” in Mauritius. The island is now fully electrified and serves approximately 400, 000 customers and CEB still the sole supplier of electricity throughout the island.

Connecting more customers to the grid was a major priority for the CEB and not enough attention was given to the level of service delivered. There was a general perception that the system was not transparent and that different people or applicants had different service treatment. Generally, all customers were affected and those in vulnerable groups would be even more affected. Poor customer service was one of those factors that would yield a bad image of the organisation. Increased standard of living on the island, rising prices, increased level of education, radio broadcasting liberalisation, and awareness of local people gave rise to increased expectations.

The management of the CEB then realised the importance and necessity to balance its social obligations with its operations as a commercial entity. This is in harmony with the Government’s long term plan for the power sector, which aims to create a financially sound and self-sustaining electricity sector; a transparent and fair regulatory environment that appropriately balances the interests of consumers, shareholders and suppliers and a modern power sector, responsive to customers’ expectations of a high quality of service and supply reliability.

In 2005, the management of the CEB communicated its Vision to all stakeholders as “A World Class, Commercial Electricity Utility Enabling the Social and Economic Development of the Country”. Consequently, a major restructuring was involved with the creation of the Customer Service Department with objective of changing the organisation focus from product-orientation to customer-orientation. This exercise was carried out by a professional consultant in the field.

The Customer Service Department was hence set up with main function to focus on the level of service delivered and on use of innovative tools and methods to keep continuous improvement in Customer Service Delivery. It would also be responsible for Revenue Management and Revenue Protection.

This Focus Customer Service Strategy was implemented by the Recruitment and Selection of required personnel. This would first fill in the gap of the right person in the right place dedicated to the Customer. It should be noted that this process is on-going.

[417 words]

What is the initiative about? (the solution)
With 15 customer service centres geographically dispersed around the island including Rodrigues and 4 stand alone cash offices, the CEB has embarked on a world class journey to service its clients. The setting up of the Customer Service Department, has resulted in numerous improvements. Previously, an application would take approximately 15 days for a first inspection from date of application but with the focussed strategy, a first inspection for an application can now take up to a maximum of 7 days. Some Key Perfomance Indicators[KPI] have been set up to monitor the level of service in all sections in the island. These are retrieved on a monthly basis to monitor performance of each section and would indicate sections where there are difficulties. Another KPI set up is for the time between payment of connection fees to the effective connection of the account and registering on SAP. This enables us to monitor speed of connection of customers in all sections and hence enables corrective actions to be taken to support the level of service. A third KPI set up monitors the accounts listed for disconnection due to non-payment. From past results obtained, it is clear that these KPIs have highly contributed to an improved service delivery and also improvement in revenue. Accounts connected in 2006 were approximately 376, 000 and have increased to 394, 100 in year 2009 and consequently, revenue has improved from Rs 7 Billion to Rs 10.5 Billion for same period. Complete auditing of electricity meters that detect fraud anomalies for more transparency and fairness. This has resulted in improved revenue collection. Losses have also decreased from 9.66 % in 2006 to 9.4 % in 2008. Launching of the 130 Hotline Fault Repairs Emergency Service has also enabled a scientific method of despatching faults and recording customer complaints. In this way all faults complained are traceable. This service represents a unique number that customers should remember to dial in case of any emergency in connection with the CEB network. The CEB endeavours to repair the fault/complaint made by a customer within 24 hours from the time the complaint was logged in. Emergency Standby teams are located islandwide and ready to attend to any fault complained by customers. This has contributed to a better monitoring of faults and reduced complaints on faults that have not been attended to. The CEB has also embarked on a long programme of Customer Walk-in centres’ renovations in line with improving customer service delivery. The refurbishment of these offices have as objective to improve the look and appearance of the office providing a an attractive and peaceful atmosphere that would make customers and employees comfortable. A relaxed atmosphere and working environment can appease customers and also make employees more happy than usual. Happy employees would lead to happy customers. One office was renovated in 2008, 2 offices in 2009, a fourth one is near completion by end of December 2009 and 5 offices’ refurbishment programmed for 2010. [493 words]

Who proposed the solution, who implemented it and who were the stakeholders?
Setting up of the department was proposed by the management of the CEB following the desire to change focus from product orientation to customer orientation. A request for proposal was requested by the management of the CEB and after a tendering exercise, Accenture, an external consultant, was appointed for the re-structuring exercise. The Accenture team worked in collaboration with CEB employees to investigate about the then prevailing situation and also about changes that were required to achieve the proposed strategy. Hence this initiative was implemented by the management, the consultant and employees of the CEB. [95 words]

Describe how and when the initiative was implemented by answering these questions
a. What were the strategies used to implement the initiative? In no more than 500 words, provide a summary of the main objectives and strategies of the initiative, how they were established and by whom.
A major objective of Management was to set up a Service Level Agreement [SLA] between departments concerned to define services offered and reporting line of employees involved in the business processes with their accountability. The “130” Hotline Fault Repairs Emergency Service was launched to provide a unique number that customers would dial in case of any emergency related to the CEB network. It has contributed to better monitoring of faults and reduced complaints. Furthermore, technology as GPS is being used with vehicles fleet to optimise resources. The average repair time would be only a few hours. It is expected to set a KPI for repairs by June 2010. Upgrading of the CEB electricity bill in line to look like a bank statement of account. This would give up-to-date records of customers’ financial transactions with the CEB. Almost all processes involved in Customer Service interaction have been re-engineered by Customer Service Personnel to simplify operation processes as well as statistical reporting. Standardisation of procedures is also implemented by setting up of a monthly CSOs meeting that provides a forum for discussions with aim to offer same service island wide. Strategy like benchmarking using Key Performance Indices monthly has enabled monitoring level of service throughout the island. First three KPIs set up are for (i) Number of days for the CEB to effect a first site visit from date of application, (ii) Number of days between payment of security deposit and connection fees to effective connection of customer, (iii) Number of disconnections for non-payment effected during the month. Given that the Customer Service staffs are the primary vehicles of CEB’s corporate image, a CEB uniform will be an integral part of the service and care to be dispensed to its customers. Implementation of the Customer Service uniform representing the professionalism, values, history and future of the CEB has been targeted end of January 2010. Same will be communicated throughout out TV screens placed in offices island wide. The management is also setting up a Customer Service Charter by January 2010 with objectives to (i) inform customers of their rights and obligations and on services provided by the CEB, (ii) Set operation standards for service delivery by the Board with a view to meeting the expectations of its customers. This document could represent the customer’s bill of rights and it shows how the CEB is committed towards its customer base. Implementing Demand Side Strategy by launching an Energy Saving Campaign, followed by the sale of one million Compact fluorescent Lamps [CFLs] was carried out in 2009. Its objective was to increase awareness for energy conservation so as to go green and to plan for capacity. The CEB participated in benchmarking with Network of Small Island States [NESIS], an international organisation re-grouping small islands electric utilities or distribution companies to position the CEB on the world map whereby comparable states are concerned. The CEB has implemented the LV Network Extension Scheme that provides financial assistance to residential customers who have made application for electricity supply and who are far from electricity network. 576 needy households have benefited from this scheme. A similar scheme, Displacement of pole Scheme, introduced in 2009, provides financial assistance to customers who have no clearance from distribution network. It enables insulation of the present network from bare to torsade and ensures safety and as well enable power supply to residential customers. Other strategies like Surveys, Queue Management, Complaints Resolution, ISO 9001:2008 all contributing to improved Service quality and service time are in progress and expected to be completed in second half of 2010. [593 words]

b. What were the key development and implementation steps and the chronology? No more than 500 words
The Key development was the implementation of the KPI as a first step to investigate into service delivery time and the real improvement in KPI from prior to restructuring and after re0strcuturing of departments to customer-centric strategy. These were initiated in early 2007. This was then followed by the renovation of Customer Service Offices which started in early 2008. The result into very attractive looking offices has made an impact on part of the customer base and also employees who are all looking forward to the positive change coming in their direction. In some areas of the island, it has been noted that customers look forward to a renovation whenever there is one coming. They feel excited about it and convey the message to the CEB employees of that region. This is also appreciated by the renovation project Team and adds as a source of motivation to do better, next time. The implementation of daily invoicing to commercial customers in 2008 has improved in the cash flow of the business. Processes have been re-engineered to ensure timely invoicing of commercial electricity accounts as well as collection. A Campaign against fraud was launched in early 2009 to increase awareness of customers towards fraudulous electricity practices. This is to sensitise the local people about consequences of being convened for such cases and its implications. [222 words]

c. What were the main obstacles encountered? How were they overcome? No more than 500 words
The Customer Service Department has been fighting several obstacles on its way to successfully implementing its initiative. The most important one was about shortage of human assets. Recruitment and selection re exercise that have not moved swiftly during these past few months. There are still a large number of vacancies that have not been filled in and that are vital for the efficient delivery of customer services. Processes through the procurement Section are so lengthy that they delay all projects that are devised to support this initiative. They end up killing the initiative and hence progress is seen to be very slow where purchase of tools and equipment are required for the proper upgrading of customer services. The biggest obstacle met though is reluctant to change in culture. Employees are still bound to their old processes and way of doing things and hence time to adapt to new methods has been a bit lengthy. Culture changed from product orientation to customer orientation is still a major issue as some Head of Departments do not realise that culture is a driver of change. Those obstacles were overcome by carrying out focussed meetings with the departments concerned so as to contribute to the smooth implementation of the initiative. This helped partly to obtain positive results. Culture change was braved by organising meetings and forums in sections to communicate the vision, mission of the organisation as well as communicating the agenda of management for the Customer Service Department. One of the obstacles that have not disappeared totally is the slow recruitment of important functions. However, we firmly believe in constant improvement and with time we have noted a clear paradigm shift towards a more customer-centric service delivery. [284 words]

d. What resources were used for the initiative and what were its key benefits? In no more than 500 words, specify what were the financial, technical and human resources’ costs associated with this initiative. Describe how resources were mobilized
Resources used in the implementation of this initiative are budget and human assets. Budget used for programmed renovations and human assets used at all levels of business processes. In the case of the hotline emergency service, outsourcing was proposed as the service of taking calls/complaints are not the core activities of the CEB and instead are the activities of certain professional communication companies which have competitive advantage in the industry. Thus recording of complaints and dispatching of faults are done scientifically through an outsource service provider. The above are considered as a necessary investment which are high value adding to the business processes and provide an enhanced corporate image of the CEB. We expect to gradually enrol-other services offered by the organisation through the call centre. [126 words]

Is the initiative sustainable and transferable?
This initiative is sustainable as it is in line with all modern organizations as it show that the customer is at the centre of all businesses. Without the customer there is no purpose for a business, hence this initiative can be seen to be a main driver of change. This initiative has also been observed to bring and generate revenue in a more scientific way. Furthermore, with more efficient business processes, there has been a significant increase in revenue as well as decrease in system losses. The initiative is in fact self-financing. Customer service is a journey and from experience gathered, the CEB is in process of improving further because its services for economic and social development of the country. We believe that experience is transferrable to other markets that have not yet embarked on such a laudable and profitable strategy. [141 words]

What are the impact of your initiative and the lessons learned?
An initiative is seen to be successful when all stakeholders are made part of it. If they are requested to provide their contribution, there is no way a project can fail as they will all feel responsible for an important change in the organisation. The initiative should be given all necessary time for planning, organising, implementing, monitoring and controlling so as to be complete. There should also be possibility for audits that enhance and improves the initiatives. Culture, motivation, and team spirit of all stakeholders should also be considered. They are critical success factors that produce a perfect result. The main lesson is that we can always do better and should continuously strive to improve on present KPIs. [118 words]


Institution Name:		Central Electricity Board
Institution Type:		Government Agency
Contact Person:		Jay Luximon
Title:		Customer Services Manager
Telephone/ Fax:		+230 601 1100
Institution's / Project's Website:		+230 675 7958
E-mail:		ceb@intnet.mu
Address:		Royal Road, Curepipe
Postal Code:
City:		Curepipe
State/Province:
Country:		Mauritius

The Problem

Solution and Key Benefits

Actors and Stakeholders

(a) Strategies

(b) Implementation

(c) Overcoming Obstacles

(d) Use of Resources

Sustainability and Transferability

Lessons Learned

Contact Information