Customer Relationship Management
(CRM) for Economic Development
NYSERDA Case Study

Presented at:
NYSEDC Conference
January 22, 2014

1
Outline
1.NYSERDA’s Economic Development
Growth Extension (EDGE) Program
2.How CRM Helps the EDGE Program

3.How CRM Might Benefit Other EDOs

2
EDGE Program:
A Quick Overview

3
What is EDGE?
NYSERDA’s statewide
community outreach program:
• Focus on
commercial, industrial, institutional
energy users
– Except very large key accounts
– Utilize EDO Partners

– Target regionally significant projects

• Improve community understanding
of NYSERDA incentives
• Encourage energy efficiency /
renewable energy investment
4
EDGE Organization
•
•
•
•

10 Regions
27 Regional Outreach Contractor staff (ROCs)
Most regions have 1-2 ROCs; NYC has 6
Promoting all NYSERDA funding opportunities (20+)
– Some Continuous
– Others Temporary

• Managed by 5 NYSERDA
staff, Program Support Services (Camoin)

5
Results to Date

Indicator
New Partners
Projects Referred from Partners
Public Outreach Events

New Projects (Customer Actively
Interested in NYSERDA Programs)
Projects Referred to a NYSERDA Program
Applications Generated to NYSERDA

Cumulative Through
12/31/13

510
948
334
1,495
1,199
333

6
How does CRM help
the EDGE Program?

7
EDGE User Categories
ROCs: data collection, contact management, project tracking
– Highly mobile, traveling throughout regions
– One license per individual

Camoin: administration, reporting
– One administrator (desktop)

NYSERDA: assessing value of program
– Four managers overseeing contractors
– Access is for convenience, used ad hoc

IT Consultant: design, maintenance, coding
– One license

8
Why Salesforce for EDGE?
• Report accomplishments, activities to demonstrate
program is worth investment
• Help ROCs work more effectively
– Database of account/contact/project info
– Track customer engagement
– Share information with each other

• Help program management understand what outreach
strategies work
• Integrate communications, workflow
• Accessible from mobile devices
9
User Interface - Home

10
User Interface – Data Entry

11
User Interface - Reporting

12
User Interface – Reporting

13
User Interface – Dashboards

14
User Interface – Chatter

15
Reporting – Program Performance
• Contractor performance
– Partner Utilization (Referrals, Meetings/Events)
– Closed Sales (Applications to NYSERDA)
– Progress on Goals

•
•
•
•

Most popular programs
Most useful partners
Most effective lead sources
Where more resources may be needed

16
Reporting – Program Management
•
•
•
•

Helps PMs understand activity in their territory
Important Projects, Partners
Planned Meetings, Events
Data tells us how the contractors are
working, whether approach is effective
– Focus on right customers, partners
– Avoid overlap with other outreach contractors’ key
accounts, activities.

17
Reporting – ROC Self Monitoring
• Monthly “maintenance” reports to review and
correct data
• Review accounts, contacts, projects in the
pipeline
• Use dashboards for quick view of most
important info
• Organize outreach into Campaigns to help
track and evaluate efforts

18
Information Sharing
• ROC Collaboration
– ROCs can view account / contact / project info
entered by colleagues
– Assign tasks / events to colleagues
– Ask questions, post announcements in Chatter

• Program management
– Post announcements, assignments, other info
– Keep communications separate from email
– Share files, links, polls

19
How might you use CRM
systems to enhance your
organization?

20
Cost
• Setup: consultant and staff, also survey users
• Ongoing: licenses on a per user basis
– 501(c)(3) organizations have 10 free licenses, plus
a huge discount on additional licenses beyond 10
– Some setups do not require a full license for all
types of interaction (i.e. chatter-only, customer
portal, etc.)

• Staff Time: use, monitoring and reporting

21
Lessons Learned
 Measurement of ED outcomes requires
integration with other units of NYSERDA – ROCs
don’t have access to award information or data on
final project impacts
 Learning curve is short but steep
– Partly due to level of complexity and customization. For
some organizations, training will be easier.
– Need 30 days of continuous use for it to feel totally
natural. Part-time staff take longer to understand
proper use.
22
Lessons Learned
Need someone at organization to oversee the
users and ensure uniform entry of
information, fix any confusion. Also, someone
who will use the reported information in a
systematic way.
Need to understand how mobile/external
apps interact, ensure they don’t skip required
fields, etc.

23
Other Uses for EDOs
Local Level
• Business retention and expansion campaigns
• Entrepreneurship and start-up development
(larger urban)
• Fundraising campaigns

24
Other Uses for EDOs
Regional Level
• REDC use for CFA applicant prospecting, data
collection and prioritization
• Large EDO use to integrate outreach across multiple
assistance programs
– e.g. small business technical assistance & low-interest
loan program & NYSERDA incentives & CFA round &
Start-Up NY

• Business attraction efforts where
Regional EDO owns the system,
local IDAs tie into the regional
system.
25
Other Uses for EDOs
State Level
• ESDC has a couple of CRM initiatives
underway. Could regional/local groups be
participants and users?
• How about specific campaigns such as
NYLovesBio?

26
Thank You

Michael N’dolo, CEcD
Vice President, Camoin Associates
michael@camoinassociates.com
518-899-2608 x103

27

Customer Relationship Management for Economic Development

  • 1.
    Customer Relationship Management (CRM)for Economic Development NYSERDA Case Study Presented at: NYSEDC Conference January 22, 2014 1
  • 2.
    Outline 1.NYSERDA’s Economic Development GrowthExtension (EDGE) Program 2.How CRM Helps the EDGE Program 3.How CRM Might Benefit Other EDOs 2
  • 3.
  • 4.
    What is EDGE? NYSERDA’sstatewide community outreach program: • Focus on commercial, industrial, institutional energy users – Except very large key accounts – Utilize EDO Partners – Target regionally significant projects • Improve community understanding of NYSERDA incentives • Encourage energy efficiency / renewable energy investment 4
  • 5.
    EDGE Organization • • • • 10 Regions 27Regional Outreach Contractor staff (ROCs) Most regions have 1-2 ROCs; NYC has 6 Promoting all NYSERDA funding opportunities (20+) – Some Continuous – Others Temporary • Managed by 5 NYSERDA staff, Program Support Services (Camoin) 5
  • 6.
    Results to Date Indicator NewPartners Projects Referred from Partners Public Outreach Events New Projects (Customer Actively Interested in NYSERDA Programs) Projects Referred to a NYSERDA Program Applications Generated to NYSERDA Cumulative Through 12/31/13 510 948 334 1,495 1,199 333 6
  • 7.
    How does CRMhelp the EDGE Program? 7
  • 8.
    EDGE User Categories ROCs:data collection, contact management, project tracking – Highly mobile, traveling throughout regions – One license per individual Camoin: administration, reporting – One administrator (desktop) NYSERDA: assessing value of program – Four managers overseeing contractors – Access is for convenience, used ad hoc IT Consultant: design, maintenance, coding – One license 8
  • 9.
    Why Salesforce forEDGE? • Report accomplishments, activities to demonstrate program is worth investment • Help ROCs work more effectively – Database of account/contact/project info – Track customer engagement – Share information with each other • Help program management understand what outreach strategies work • Integrate communications, workflow • Accessible from mobile devices 9
  • 10.
  • 11.
    User Interface –Data Entry 11
  • 12.
    User Interface -Reporting 12
  • 13.
    User Interface –Reporting 13
  • 14.
    User Interface –Dashboards 14
  • 15.
  • 16.
    Reporting – ProgramPerformance • Contractor performance – Partner Utilization (Referrals, Meetings/Events) – Closed Sales (Applications to NYSERDA) – Progress on Goals • • • • Most popular programs Most useful partners Most effective lead sources Where more resources may be needed 16
  • 17.
    Reporting – ProgramManagement • • • • Helps PMs understand activity in their territory Important Projects, Partners Planned Meetings, Events Data tells us how the contractors are working, whether approach is effective – Focus on right customers, partners – Avoid overlap with other outreach contractors’ key accounts, activities. 17
  • 18.
    Reporting – ROCSelf Monitoring • Monthly “maintenance” reports to review and correct data • Review accounts, contacts, projects in the pipeline • Use dashboards for quick view of most important info • Organize outreach into Campaigns to help track and evaluate efforts 18
  • 19.
    Information Sharing • ROCCollaboration – ROCs can view account / contact / project info entered by colleagues – Assign tasks / events to colleagues – Ask questions, post announcements in Chatter • Program management – Post announcements, assignments, other info – Keep communications separate from email – Share files, links, polls 19
  • 20.
    How might youuse CRM systems to enhance your organization? 20
  • 21.
    Cost • Setup: consultantand staff, also survey users • Ongoing: licenses on a per user basis – 501(c)(3) organizations have 10 free licenses, plus a huge discount on additional licenses beyond 10 – Some setups do not require a full license for all types of interaction (i.e. chatter-only, customer portal, etc.) • Staff Time: use, monitoring and reporting 21
  • 22.
    Lessons Learned  Measurementof ED outcomes requires integration with other units of NYSERDA – ROCs don’t have access to award information or data on final project impacts  Learning curve is short but steep – Partly due to level of complexity and customization. For some organizations, training will be easier. – Need 30 days of continuous use for it to feel totally natural. Part-time staff take longer to understand proper use. 22
  • 23.
    Lessons Learned Need someoneat organization to oversee the users and ensure uniform entry of information, fix any confusion. Also, someone who will use the reported information in a systematic way. Need to understand how mobile/external apps interact, ensure they don’t skip required fields, etc. 23
  • 24.
    Other Uses forEDOs Local Level • Business retention and expansion campaigns • Entrepreneurship and start-up development (larger urban) • Fundraising campaigns 24
  • 25.
    Other Uses forEDOs Regional Level • REDC use for CFA applicant prospecting, data collection and prioritization • Large EDO use to integrate outreach across multiple assistance programs – e.g. small business technical assistance & low-interest loan program & NYSERDA incentives & CFA round & Start-Up NY • Business attraction efforts where Regional EDO owns the system, local IDAs tie into the regional system. 25
  • 26.
    Other Uses forEDOs State Level • ESDC has a couple of CRM initiatives underway. Could regional/local groups be participants and users? • How about specific campaigns such as NYLovesBio? 26
  • 27.
    Thank You Michael N’dolo,CEcD Vice President, Camoin Associates michael@camoinassociates.com 518-899-2608 x103 27