20230201Hydzik Exhibit 12 Schedule 1-2.pdf

DAVID J. MEYER
VICE PRESIDENT AND CHIEF COUNSEL FOR
REGULATORY & GOVERNMENTAL AFFAIRS
AVISTA CORPORATION
P.O. BOX 3727
1411 EAST MISSION AVENUE
SPOKANE, WASHINGTON 99220-3727
TELEPHONE: [phone]
[e-mail]
BEFORE THE IDAHO PUBLIC UTILITIES COMMISSION
CASE NO. AVU-E-23-01
CASE NO. AVU-G-23-01
EXHIBIT NO. 12
OF NICOLE L. HYDZIK
(ELECTRIC AND NATURAL GAS)
Business Case Name Page Numbe
Customer at the Center
Customer Experience Platform Program 2
Customer Facing Technology Program 11
Customer Transactional Systems 26
Exhibit No. 12, Schedule 1
Capital Investment Business Case Justification Narratives Index
Exhibit No. 12 Case Nos. AVU-E-23-01/AVU-G-23-01 N. Hydzik, Avista
Schedule 1, Page 1 of 33
Customer Experience Platform Program
Business Case Justification Narrative Page 1 of 9
EXECUTIVE SUMMARY
The purpose of the Customer Experience Platform (CXP) Business Case is to implement the technology
necessary to support the emphasis on Customer Experience at Avista. This program will enable the
customer at the center strategy by creating transformative tools for our employees and enabling them to
better support customers. The CX platform will be enhanced over time and will eventually be used by all
employees that work directly with or support our customers (both electric and gas customers in all service
territories). The CXP program will empower all departments to work as one in support of customers. It will
enable us to deliver the personalized experiences customers love and build lasting, trusted relationships.
CXP will create a single interface and provide a consistent and comprehensive view of each customer, their
preferences, past interactions, communications, and history with Avista. This reduces confusion across
departments, allows our employees to handle an entire situation and answer customer questions without
having to transfer a call or tell the customer we will need to get back to them. This also allows our customers
to no longer have to repeat information with various employees of Avista about a single situation because
all interactions will be logged and made available to employees. This platform brings our employees and
our customers together by providing a single lens into each individual customer and their interactions with
us.
The CXP program will continue to create new features in an on-going agile fashion for various departments
across our company and for our customers by improving the overall customer experience. These features
may include (but are not limited to) the following: Quoting & Order Entry, Account Management, Contract
management, Lead Management, Segmentation, Approvals & Workflows, Communication Campaign
management tracking, Trouble Management, Credit & Collections, Start/Stop Service, High Bill Analysis,
Payment Processing, Field service request & tracking, Rebate programs, New construction, and Ability for
CSRs to see location of field personnel. Through the implementation of CXP, some systems will be
replaced as their functionality is integrated into CXP. For example, centralizing communication platforms,
moving functionality from Infor CRM to the CXP, and the customer service virtual flip chart.
Not investing in the customer experience platform would put overall customer satisfaction at risk. Lower
customer satisfaction would result in higher costs in serving dissatisfied customers, increased customer
complaints to Avista and to our commissions, and a lack of trust with our company. We are developing and
enhancing this platform based on our strategy of putting the customer at the center and to improve overall
customer interaction and experience; if we do not improve the customer experience by providing the proper
tools to our employees to serve our customers, then we put meeting current customer expectations at risk.
We currently enjoy high customer satisfaction scores, but if we do nothing, we are at risk of satisfaction
decreasing.
In addition, total cost avoidance as a result of this business case is estimated to be approximately $1M per
year.
The requested spend amount over 5 years is $26,425,000
2023 2024 2025 2026 2027
CXP Program $5,000,000 $5,225,000 $5,800,000 $5,400,000 $5,000,000
VERSION HISTORY
Version Author Description Date Notes
1.0 Stephanie Myers Initially approved 6/15/2020
2.0 Stephanie Myers Updated Executive Summary 6/26/2020
2.1 Stephanie Myers Additional content in narrative 7/21/2020
2.2 Stephanie Myers Additional detail added for cost avoidance 7/28/2020
3.0 Kim Henscheid Updated requested spend amounts 7/9/2021
DocuSign Envelope ID: 26807536-7585-4D75-97BF-5382F5CB65D5
Exhibit No. 12 Case Nos. AVU-E-23-01/AVU-G-23-01 N. Hydzik, Avista
Schedule 1, Page 2 of 33
Customer Experience Platform Program
Business Case Justification Narrative Page 2 of 9
4.0 Matt Halloran Annual Update 09/02/2022

GENERAL INFORMATION

1. BUSINESS PROBLEM
1.1 What is the current or potential problem that is being addressed?
The purpose of the Customer Experience Platform (CXP) Business Case is to implement the
technology supporting the renewed emphasis on Customer Experience at Avista. This program will
enable the customer at the center strategy by creating transformative tools for our employees. The
CX platform will be enhanced over time and will eventually be used by all employees that work
directly with or support our customers (both electric and gas customers in all service territories).
These employees include but are not limited to customer service representatives, field workers,
account executives, construction workers, various management roles.

Our systems and how our employees transact with those systems are somewhat silo’ed in nature.
A specific department uses systems that are completely separate and specialized to the job that
department is performing. For example, customer service’s primary role is to help the customer and
answer questions to the best of their ability. They can help a customer with their bill, process a
payment, create a payment arrangement, analyze their usage, and create an activity for a field
person to perform. The customer service representative (CSR) does not have knowledge of where
individual field personnel are located, or how much availability our field personnel may have to meet
with a customer. In essence, this will provide a more holistic or 360 degree view of the customer.

We do not currently have one single interface that can provide consistent information and a single
source of truth about our customers. Having this type of holistic interface reduces confusion across
departments, allows our employees to handle an entire situation and answer customer questions
without having to transfer a call or tell the customer we will need to get back to them. This also allows
our customers to no longer have to repeat information with various employees of Avista about a
single situation because all interactions will be logged and made available to employees. This
platform brings our employees and our customers together by providing a single lens into all
customer interactions.

Requested Spend Amount $26,425,000
Requested Spend Time Period 5 years
Requesting Organization/Department Customer Solutions | Enterprise Technology
Business Case Owner | Sponsor Matt Halloran | Kelly Magalsky & Hossein Nikdel
Sponsor Organization/Department Customer Solutions
Phase Execution
Category Program
Driver Customer Service Quality & Reliability
DocuSign Envelope ID: 26807536-7585-4D75-97BF-5382F5CB65D5
Exhibit No. 12 Case Nos. AVU-E-23-01/AVU-G-23-01 N. Hydzik, Avista
Schedule 1, Page 3 of 33
Customer Experience Platform Program
Business Case Justification Narrative Page 3 of 9
There is the potential to have a rise in customer complaints and an increase in customer
dissatisfaction if we are requiring them to repeat information or wait a long time to have a question
answered or a problem resolved.

From a strategic perspective, we are putting technology in place that will allow our employees to
create the experience that customers are increasingly expecting. Companies that focus on great
customer experience have higher customer satisfaction and loyalty which will be increasingly
important as the utility industry evolves and more customer choice options are available.

1.2 Discuss the major drivers of the business case (Customer Requested, Customer
Service Quality & Reliability, Mandatory & Compliance, Performance & Capacity, Asset
Condition, or Failed Plant & Operations) and the benefits to the customer
The major driver of this business case is Customer Service Quality & Reliability combined with a
focus on our corporate customer at the center strategy. The CXP program will empower all our
departments to work as one. It will enable us to deliver the personalized experiences customers love
and build lasting, trusted relationships. With the Customer Experience Platform, customers will
experience shorter lead times, less time between follow-up activities because our system will
escalate cases when the customer has been waiting.

Customers will experience streamlined processes and the introduction of electronic signatures. They
will have the ability to chat with us virtually without having to pick up the phone. The customer will
be able to get communication through the channel they choose (email, phone, print, text, etc.). Our
customers will get communication that is specific and personalized and therefore more relevant to
them. If they need help paying their bill, our communication will be targeted and focused on features
that will help that customer, like agency locations or new incentives. We will be able to log every
interaction our employees have with our customers which could avoid our customers from having to
call multiple different people. A single employee could help answer multiple customer questions
because the information will be logged and made available to employees in order to streamline that
customer experience. Our employees will also be able to bring up this information on a mobile device
allowing our employees to help customers while in the field.
1.3 Identify why this work is needed now and what risks there are if not
approved or is deferred
Avista’s strategy is increasingly focused on putting our customer at the center of everything we do.
Part of this strategy is preparing for a future where customers will have more choice for energy
service and adjacent products and services. We want them to choose us because of the exemplary
experiences they have had with our company. It takes many years to build the capabilities and
associated improved customer satisfaction and if we defer this work, we risk being far behind the
curve and not meeting expectations that our customers have around a desired experience.

This investment will also create internal efficiencies for our employees that interact directly with our
customers and those who are behind the scenes accomplishing tasks and work on behalf of our
customers. The transactions we will be providing in the customer experience platform will be
streamlined and take less time to complete. The CXP will also require less training time for new
employees and for new features.

If this work is not approved, all existing systems and business processes would remain in their
existing state with no new functionality added. This alternative would put overall customer
satisfaction at risk. Lower customer satisfaction would result in higher costs in serving dissatisfied
customers, increased customer complaints to Avista and to our commissions, and a lack of trust of
DocuSign Envelope ID: 26807536-7585-4D75-97BF-5382F5CB65D5
Exhibit No. 12 Case Nos. AVU-E-23-01/AVU-G-23-01 N. Hydzik, Avista
Schedule 1, Page 4 of 33
Customer Experience Platform Program
Business Case Justification Narrative Page 4 of 9
our company. We currently enjoy high customer satisfaction scores, but if we do nothing, we are at
risk of this going down.

1.4 Identify any measures that can be used to determine whether the
investment would successfully deliver on the objectives and address the
need listed above.
We identified measurements to determine whether this investment would successfully deliver on the
objectives. We worked with Salesforce.com, the software vendor that is the platform behind the
CXP. Salesforce has hundreds of thousands of customers across many different industries. They
track efficiencies through the implementation of their software; and thus the avoided future costs due
to their software. We will be using these data points to determine success:
 Case Deflection:
o the CXP could deflect the number of calls placed into our call centers
o Salesforce’s research: 17% case deflection
o Avista’s conservative estimate: 10% case deflection  Case Resolution Time:
o the CXP can reduce the amount of time it takes to resolve a case
o Salesforce’s research: 24% improvement in resolution time
o Avista’s conservative estimate: 10% improvement
 Employee Productivity:
o due to streamlined tasks in the system, the CXP could save employees time
throughout their day, freeing them up to take more calls or complete more tasks in
a single day
o Salesforce’s research for call center representatives: 12 hrs saved per week
o Avista’s conservative estimate for call center representatives: 3 hrs saved per week
o Avista’s conservative estimate for other employees: 1 hr saved per week
 Faster Onboarding:
o due to the ease of use in the system, training a user to use the CXP will take less
time and be more straightforward, thus allowing our employees to spend less time
training
o Salesforce’s research: 26% reduction in the time to onboard/train
o Avista’s conservative estimate: 20% reduction in the time to onboard/train
 Overall Customer Satisfaction:
o Customer satisfaction will go up as a result of this investment
1.5 Supplemental Information
1.5.1 Please reference and summarize any studies that support the problem
The detailed report that was created jointly by Salesforce and Avista that outlined avoided costs can
be found on the CXP Project Web Site: https://sp2016.corp.com/sites/sp/CXP/.

Capital Cost Start Complete
Recommended Solution $26,425,000 01 2023 12 2027
2.1 Describe what metrics, data, analysis or information was considered when
preparing this capital request.

Benefits and avoided costs can be referenced in the document mentioned in Section 1.5. A summary
of this cost avoidance can be seen below; a total of $1,007,949 in cost avoidance is estimated on an
annual basis as the result of the work in this business case.
DocuSign Envelope ID: 26807536-7585-4D75-97BF-5382F5CB65D5
Exhibit No. 12 Case Nos. AVU-E-23-01/AVU-G-23-01 N. Hydzik, Avista
Schedule 1, Page 5 of 33
Customer Experience Platform Program
Business Case Justification Narrative Page 5 of 9

Cost Avoidance Measurement Estimated Cost Avoidance
Case Deflection $610,609
Case Resolution Time $116,133
CSR Productivity (Back Office only) $163,125
Faster Onboarding $118,082
Total Estimated Cost Avoidance $1,007,949

2.2 Discuss how the requested capital cost amount will be spent in the current
year (or future years if a multi-year or ongoing initiative). Include any
known or estimated reductions to O&M as a result of this investment.
The business case will contain multiple projects within each year. Each project will be estimated,
planned, and delivered each year. We plan to have at least two projects per year with multiple
releases to end users. The planned cost per year is described in the executive summary on the first
page of this document.

The avoided cost estimates mentioned in section 1.5 will be achieved through attrition in the call
center and other areas of our business as features are expanded across our employee base.

The CXP program will continue to create new features in an on-going agile fashion for various
departments across our company. These features include (but are not limited to) the following:
 Quoting & Order Entry: Ability to develop quotes, cost estimates and assemble orders related
to an opportunity (construction work, etc.) based on products or services that a customer is
interested in (estimate upfront and ongoing costs for a natural gas conversion based on
expected usage, estimate the cost of connecting a new home to electric and gas)
 Account Management: Ability to add, change, delete various attributes on an account
(contact information, billing preferences, and communication preferences). Account
management is also responsible for allowing all activities and related information to be
displayed on an account to assist communications teams in communicating the correct
information to the correct type of customer groups.
 Contract management: Create, update, negotiate, renew, and execute service contracts with
customers or potential new customers.
 Lead Management: Identification, qualification, tracking, and management of potential new
customers or interest from existing customers in adding a product or service, such as: natural
gas conversion, electrification, energy efficiency programs, etc.
 Segmentation: Ability to divide a customer base into groups of individuals that are similar in
specific ways relevant to communication such as propensity to participate in an energy
efficiency program or convert fuel use, or interest in electric vehicle charger, etc.
 Content management: process of organizing and consolidating pieces of content and tagging
schemes in an efficient way and storing them in a repository.
 Approvals & Workflows: Ability to design, implement and automate business processes.
 Campaign management tracking: Planning, execution, tracking and analysis of a
communication plan (campaign); Campaigns involve programs or initiatives that the utility
needs to communicate to its customers (energy efficiency, e-billing, auto-pay, energy
assistance, etc.).
 Trouble Management: Ability to report, dispatch, resolve, and communicate updates on
outages or other emergencies (e.g. downed wires, gas odor, etc.) related to customer’s
electric or natural gas service.
DocuSign Envelope ID: 26807536-7585-4D75-97BF-5382F5CB65D5
Exhibit No. 12 Case Nos. AVU-E-23-01/AVU-G-23-01 N. Hydzik, Avista
Schedule 1, Page 6 of 33
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Business Case Justification Narrative Page 6 of 9
 Credit & Collections: A set of processes and events to encourage payment of a customer’s
delinquent balance. It involves notifying customers of past due balances, providing
alternatives to paying on time including payment arrangements, severance of their electric
or gas service and subsequent re-activation.
 Start/Stop Service: Ability to open, close or move service for a residential or non-residential.
Includes the ability to setup a new customer or adding additional services to an existing
customer.
 High Bill Analysis: Ability to analyze usage and billed amounts along with other data such as
weather, historical usage patterns, and information provided by the customer to aid in
understanding why a bill may be higher than expected.
 Payment Processing: Ability to take, cancel, or reallocate, or modify a payment for a
customer.
 Field service request & tracking: Ability to initiative and track all field activities happening at
a customer’s service point. The work can be originated in either CC&B or Maximo.
 Rebate programs: Ability to receive, track, and manage rebate applications, pay customers
and/or contractors for purchasing/installing a qualified product or participating in a qualified
program (e.g. energy efficiency programs), and report on program participation and metrics.
 New construction: Ability to add, install, or move an electric or natural gas service. New
construction is specific to providing service to a customer site for which service had not
previously been provided. (e.g. customer wants natural gas at their residence).
 Ability for CSRs to see location of field personnel
 Ability for all employees to see every interaction our customers have with us
 Ability for all written customer communication to be seen by all employees
 Ability to route customer inquiries to various departments and to see the history of the
routing, includes escalation as necessary
 Ability to send ad-hoc emails to customers through the platform
 Ability to post customer education to all social media platforms through one single interface
 Ability to track conversations and tasks completed by employees with all types of customers
(residential, commercial, small/medium business) in all service territories
 Ability for an employee to be guided through an interaction with a customer
 Ability to chat with a customer through a single interface
 Ability for field personnel to pull up a customer account through an app on their mobile device
 Ability to track customer claims

2.3 Outline any business functions and processes that may be impacted (and
how) by the business case for it to be successfully implemented.
Capabilities mentioned in section 2.2 will impact business functions and processes in those specific
areas. These business functions will go through a thorough planning and change management
process to determine what impacts we will have to customers and employees.
2.4 Discuss the alternatives that were considered and any tangible risks and
mitigation strategies for each alternative.
Alternative #1, implementing at a reduced capital cost, reduces the amount of features we are able
to deploy to our employees, resulting in a longer amount of time until the avoided costs are
experienced.

DocuSign Envelope ID: 26807536-7585-4D75-97BF-5382F5CB65D5
Exhibit No. 12 Case Nos. AVU-E-23-01/AVU-G-23-01 N. Hydzik, Avista
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Business Case Justification Narrative Page 7 of 9
2.5 Include a timeline of when this work will be started and completed.
Describe when the investments become used and useful to the customer.
spend, and transfers to plant by year.
This business case is a program and will be executed over the next 5 years in an agile fashion.
Multiple projects will exist per year and functionality will be released to users in an on-going fashion.
Transfers to plant will occur 3 times per year, April, July, and November.

2.6 Discuss how the proposed investment aligns with strategic vision, goals,
objectives and mission statement of the organization.

Our corporate Mission Statement says simply: “We improve our customers’ lives through
innovative energy solutions” and continues to say that “We put those we serve at the center of
everything we do.” The foundation of the CXP work is rooted in that commitment and is our key
technology initiative aimed at delivering upon that strategy. As the program matures it will
continue to deliver value in many areas of the business and across multiple customer journeys
that will result in enhanced customer experiences.
2.7 Include why the requested amount above is considered a prudent
investment, providing or attaching any supporting documentation. In
addition, please explain how the investment prudency will be reviewed
and re-evaluated throughout the project

CXP prudency should be evaluated based upon three criteria. First, cost avoidance as
discussed in section 1.5 above. Second, cost avoidance of technology systems that will be
reduced or eliminated as systems are combined into CXP. Third, improved customer
satisfaction and engagement as we improve business processes and make interactions more
proactive and personalized. Although the benefits in the third category are more intangible and
difficult to measure and assign a financial value to, they are an inherent expectation from
customers. Collectively, we are confident that those three benefits combined make CXP a
prudent investment.

These cost avoidance values are estimates at this point, although conservative and based on
Salesforce expertise and past implementations, and will be monitored and validated as the
program progresses to monitor prudency and to identify potential program changes as we learn
more. Actual value will be tracked and reported as more processes are rolled out and more
users are benefiting from the system.
2.8 Supplemental Information
2.8.1 Identify customers and stakeholders that interface with the business case
Customers will interface with Avista personnel who will be using the technology identified in this
business case to serve customers.
2.8.2 Identify any related Business Cases
The work in this business case is not related to work in other business cases.

DocuSign Envelope ID: 26807536-7585-4D75-97BF-5382F5CB65D5
Exhibit No. 12 Case Nos. AVU-E-23-01/AVU-G-23-01 N. Hydzik, Avista
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Business Case Justification Narrative Page 8 of 9

3.1 Steering Committee or Advisory Group Information
This business case will be governed by the Customer Facing Technology (CFTP) &
Customer Experience Platform (CXP) Governance group. This group prioritizes and
governs the projects under the Customer Experience Platform throughout the entire
project lifecycle. They then surface these to the IS/IT PMO for execution.

3.2 Provide and discuss the governance processes and people that will
provide oversight
The CFTP Governance Group meets on a monthly basis.
Members include:
Kevin Christie – VP External Affairs and CCO
Jim Kensok – VP CIO & CSO
Latisha Hill – VP Community & Economic Vitality
Jennifer Esch – Director of Customer and Shared Services
Nikdel Hossein – Director Applications and System Planning
Jim Corder – Director IT and Security
Dana Anderson – Director Corporate Communications
David Howell – Director Operations, West Operations and Asset Management
Josh DiLuciano – Director Electric Engineering
Nicole Hydzik – Director Energy Efficiency
Kelly Magalsky – Director Products, Services, and Customer Technology
Matt Halloran – Manager Customer Solutions and Products & Services
Graham Smith – Manager Applications Delivery and Application Support
Facilitators include:
Kim Henscheid – Program Manager Customer Experience Platform
Ethan Jelinek – IT Sr Program Manager

3.3 How will decision-making, prioritization, and change requests be
documented and monitored
Decision making and general prioritization decisions for the business case and
programs will be documented and monitored through monthly meeting notes.
Project specific decisions will be documented within the PMO’s current process
through project change orders.

DocuSign Envelope ID: 26807536-7585-4D75-97BF-5382F5CB65D5
Exhibit No. 12 Case Nos. AVU-E-23-01/AVU-G-23-01 N. Hydzik, Avista
Schedule 1, Page 9 of 33
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Business Case Justification Narrative Page 9 of 9

The undersigned acknowledge they have reviewed the Customer Experience
Platform Program business case and agree with the approach it presents.
Significant changes to this will be coordinated with and approved by the undersigned
or their designated representatives.

Signature: Date:
Print Name: Matt Halloran
Title: Customer Tech. Solutions Manager
Role: Business Case Owner

Signature: Date:
Print Name: Kelly Magalsky
Title: Director of Customer Technology,
and Products and Services

Role: Business Case Sponsor

Signature: Date:
Print Name: Hossein Nikdel
Title: Director of Applications and
Systems Planning

Role: Business Case Sponsor

Template Version: 05/28/2020
DocuSign Envelope ID: 26807536-7585-4D75-97BF-5382F5CB65D5
Exhibit No. 12 Case Nos. AVU-E-23-01/AVU-G-23-01 N. Hydzik, Avista
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Customer Facing Technology
Business Case Justification Narrative - CFTP Page 1 of 15
EXECUTIVE SUMMARY
The Customer Facing Technology business case focuses on delivering value, ease and transparency to
all customers (ID, WA, and OR) through our various digital channels including but not limited to
MyAvista.com, text/SMS, inbound and outbound voice phone systems, and our mobile app. Customer
expectations have evolved to the point that companies are expected to deliver fast, easy, personalized,
and intuitive self-service 24 hours per day and on many channels of customer choice such as desktop
computer, mobile device, tablets, and phone. Customers want a consistent experience from their first
interaction to the resolution of their issue or the completion of their self-service transaction. They are not
comparing Avista to other utilities, rather they compare us to all the brands with which they interact
including companies such as large tech companies that are providing world class digital experiences.
Those types of digital experiences are becoming the norm and customers are increasingly expecting that
level of experience from all companies they do business with, including Avista.

In addition to existing customers desiring to work with Avista in digital ways, new customers reach
adulthood every year and the expectations for self-service and digital engagement will continue to
increase as these new generations become our customers (Kulbytė, 2021). Funding the Customer
Facing Technology business case ensures that Avista can meet the customer where they are and
continue delivering value, ease and transparency to our customers.

Features in this business case include ways for our customers to interact with and transact with Avista,
including, but not limited to:

 Viewing bill and associated info (desktop web, mobile web, mobile app, automated phone)
 Paying bill (desktop web, mobile web, mobile app, automated phone, payment kiosk)
 Viewing personalized usage info (desktop web, mobile web)
 Reporting outage (desktop web, mobile web, mobile app, automated phone, text/SMS)
 Viewing outage information (desktop web, mobile web, mobile app, automated phone, text/SMS)
 Alerts and Notifications (Automated for Billing, Outage and Budget Alerts via email or SMS)
 Stop, Start, Transfer Service (desktop web, mobile web, automated phone)
 Apply for Energy Efficiency Rebates (desktop web, mobile web)

In addition to these features for customers, this business case also includes the foundational and
technical work to run the digital channels. The underlying technology must be kept up to date in order to
be available for our customers. Upgrades and service packs are required to keep the channels
performing and secure. More functionality is included in this business case and is referenced in Section
2.2.

Avista’s digital channels are experiencing increasing usage year over year. If the digital channels
become stagnant and are not enhanced to accommodate adjusted consumer behavior, customer
satisfaction will decline, resulting in increased calls to the call center and increases in costs to serve our
entire customer base.

The estimated spend amount over 5 years is $25,150,000
2023 2024 2025 2026 2027
Capital Planning
Group Approved
$4,450,000 $4,500,000 $5,200,000 $5,400,000 $5,600,000

DocuSign Envelope ID: D9116AA6-D7DA-4628-B54E-F42CA823C817
Exhibit No. 12 Case Nos. AVU-E-23-01/AVU-G-23-01 N. Hydzik, Avista
Schedule 1, Page 11 of 33
Customer Facing Technology
Business Case Justification Narrative - CFTP Page 2 of 15
VERSION HISTORY
Version Author Description Date Notes
1.0 Stephanie Myers Initially approved 4/20/2020
2.0 Stephanie Myers Updated Executive Summary 6/26/2020
2.1 Stephanie Myers Additional content added 7/20/2020
2.2 Stephanie Myers Finalization of document 7/28/2020
2.3 Matt Halloran Annual Update 09/02/2022

GENERAL INFORMATION

1. BUSINESS PROBLEM
1.1 What is the current or potential problem that is being addressed?
With every passing year, customer expectations for self-service ease, value and
transparency continue to evolve. Our customers expect Avista to be easy to work
with, demand more value for their energy dollars and have an increasing expectation
of transparency and availability of information. Gone are the days when only mailing
and having a drive up drop box for payments is acceptable.

The Company’s customers have interest in a variety of offerings that can simplify
their interactions with Avista and give them more information about, and control over,
their energy use. This, combined with the expansive growth of technology, creates
a customer expectation that information is easy to find, payments are easy to make,
communications are proactive, timely, personalized, and available through a variety
of channels.

The Customer Facing Technology Program delivers on ease, by providing efficient
digital self-service options to our customers. The Program delivers on value, as a
self-service transaction tends to cost less than an equivalent live contact, and lastly,
Requested Spend Amount $25,150,000
Requested Spend Time Period 5 Years
Requesting Organization/Department Customer Solutions | Enterprise Technology
Business Case Owner | Sponsor Matt Halloran | Kelly Magalsky & Hossein Nikdel
Sponsor Organization/Department Customer Solutions
Phase Execution
Category Program
Driver Customer Service Quality & Reliability
DocuSign Envelope ID: D9116AA6-D7DA-4628-B54E-F42CA823C817
Exhibit No. 12 Case Nos. AVU-E-23-01/AVU-G-23-01 N. Hydzik, Avista
Schedule 1, Page 12 of 33
Customer Facing Technology
Business Case Justification Narrative - CFTP Page 3 of 15
the Program delivers on information availability, as self-service automations enable
more information transparency for the customer than at any point in our history.

1.2 Discuss the major drivers of the business case (Customer Requested, Customer
Service Quality & Reliability, Mandatory & Compliance, Performance & Capacity, Asset
Condition, or Failed Plant & Operations) and the benefits to the customer

The Customer Facing Technology Program delivers and supports tools that enable
our customers to self-serve through a digital channel that they choose and improves
on our ability to do personalized outbound alerts as well. Improvement of the digital
customer experience is at the core of the Customer Facing Technology Program.

One of the major drivers of this business case is that Avista’s digital self-service
channels are the primary way our customers choose to interact with our Company,
and they continue to get more and more use every year. In 2021, our self-service
channels supported more than 7 million customer contacts as compared to a little
over 2.5 million 11 years earlier, in 2011 (See Figure 1). These channels provide
ways our customers can self-serve and gain access to a level of information that
was not readily available to them in years past. The customer desire for self-service
is a common trend across all industries. In fact, 40% of all consumers now prefer
self-service to live contact and 70% expect a company’s website to include self-
service options (Kulbytė, 2021). Avista’s customers are no different as evidenced
by their behavior in choosing self-service to live contact by a ratio of almost 16:1 in
2021 (Figure 1).

Figure 1: Customer Contact Counts by Channel

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Customer expectations are generally set by interactions with organizations outside
the utility industry. Those customer service and self-service expectations then get
applied to their interactions with Avista. The investments in this business case will
provide tools to customers that they are familiar using with other companies. This
will keep customer satisfaction high, provide value for their energy dollars, and
provide an exceptional customer experience.

Another major driver for this business case is that our customers require the
Company to keep their information secure. All of Avista’s self-service channels and
supporting technology platforms require ongoing upgrades and enhancements to
ensure the technology does not go out of support with the software vendor and that
the technology continues to deliver the value that customers expect. Specifically,
the Company’s customer facing channels require security and operating system
upgrades to ensure resiliency and security of customer related Personally
Identifiable Information (PII).

Additionally, our customers expect our digital self-service channels to be available
24/7. Avista must transition our technology infrastructure and architecture to meet
that demand and do it in a cost-effective way. Our customers no longer tolerate
website outages related to system maintenance or reductions in performance
related to high traffic, like is often observed during major weather events. They
expect the tools to be available at the moment of their need and/or choosing and
sometimes their need may be urgent. The Customer Facing Technology Program
is required to be able to deliver on that customer requirement.
1.3 Identify why this work is needed now and what risks there are if not
approved or is deferred
This work is needed now and for the next five years because customer expectations
are not stagnate and our technology systems are constantly requiring software
updates, version upgrades, as well as backend changes. In parallel, new tools and
options continue to materialize that our customers grow to expect.
Customers expect superior performance of our technology systems and the
availability of tools and options similar to what they see on other industries digital
channels. They are constantly comparing their utility experience to experiences they
have with other businesses and “utilities”, such as Amazon, Apple, Safelite,
Comcast, etc. Avista must keep up with customer expectations and provide value
for their energy dollars that is tied to digital experiences for utility services and do
so in the most cost-effective way possible.

If this business case is not approved, we risk a major decline in customer
satisfaction by not meeting customer expectations. See Figure 2 & 3

If this business case is not approved, the Company risks increased calls into the call
center which is a more costly way to complete customer transactions. See Section
2.1 summarizing cost per customer contact via digital self-service vs live contact.
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1.4 Identify any measures that can be used to determine whether the
investment would successfully deliver on the objectives and address the
need listed above.
Digital Self-Service customer satisfaction will be used to determine if this investment
is successfully delivering on its objectives. We receive a quarterly scorecard that
measures customer satisfaction for myavista.com. According to the most recent
metrics for Q2 2022, Avista scored 81.2 points (avg of desktop and mobile score)
as compared to the ForeSee Website Index average of 68.5 points.

Figure 2: Avista’s Q2 2022 Desktop Customer Satisfaction Score and Comparison

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Figure 3: Avista’s Q2 2022 Mobile Customer Satisfaction Score and Comparison

At this time, we are not able to measure satisfaction for the mobile app or text
channels, however the consistent increase in mobile app usage lets us know that
this channel is quickly becoming increasingly more popular.

The Company will also continue to track and monitor live customer contacts. If this
business case is successful in meeting customer expectations for self-service
functionality, we’d expect live customer contacts to remain the same or decrease
from current levels. See Figure 1.

The Company will also measure total self-service customer contacts. If this
business case is successful in meeting customer demand for self-service
functionality, we’d expect digital self-service contacts to remain the same or
increase from current levels year over year. See Figure 1.

1.5 Supplemental Information
1.5.1 Please reference and summarize any studies that support the problem
Year
Live
Agent
Phone
Calls
EVP/IVR
Handled Calls Web Visits
Text
Conversations
(Automated)
Mobile
App
Sessions
Proactive
Notifications
(Email, SMS,
App Push)
Agent
Email
Response
2009 930,585 735,938 1,451,840 - - - -
2010 790,406 753,613 1,587,786 - - - -
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Table 1: Customer Contacts by Channel Summary Table

Avista has demonstrated evidence that when we add customer requested features
to our channels it drives adoption and use of that channel. In Q1 of 2019, Avista
deployed the ‘pay my bill’ capability within the mobile app channel. As demonstrated
in Figure 4 below, customer adoption of the mobile app increased markedly based
on the availability of that feature, and has continued to increase over time.

Figure 4: Avista Mobile App Usage Over Time

2.1 Describe what metrics, data, analysis or information was considered when
preparing this capital request.

As demonstrated in Figure 1 and Table 1, the digital self-service channels are our
most used and customer preferred channels, which includes the website, automated
phone system, and mobile app. The second most used channel preferred by
2011 811,762 708,310 2,001,136 - - - -
2012 748,840 675,436 2,228,809 - - - -
2013 734,771 667,107 2,349,995 - - - -
2014 748,891 706,042 2,770,632 - - - -
2015 722,241 814,363 3,474,739 56,723 - 78,612 -
2016 685,966 755,271 2,838,599 3,704 41,984 40,510 -
2017 693,863 875,424 3,466,919 3,566 107,462 76,764 48,552
2018 626,910 1,029,601 3,770,243 4,691 104,786 77,649 24,366
2019 615,229 1,131,232 4,406,233 8,665 282,974 160,014 31,581
2020 491,774 1,145,869 4,209,265 12,460 859,348 338,613 37,936
2021 421,537 1,319,648 4,355,479 25,340 1,110,181 620,413 28,817
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customers are proactive notifications through multiple channels. Both of these
methods have higher quantities than live phone and email contacts.

In 2021, Avista had 7,459,878 self-service customer contacts. If that stays the same
for 2023, and we invest $4,450,000 into the Customer Facing Technology Program,
that equates to $0.60 per customer contact. Compare that to 2021 calculations for
cost to serve the customer via live contact. In 2021, the yearly average cost-per-
call was roughly $10.36.

Based on data obtained from Customer Surveys (See Figure 5), up to 46% of
customers stated their ‘next action’ would be to call customer service if the self-
service tool fails in the digital channels. As a result, if 46% of self-service customer
contacts were instead a phone call, that would equate to roughly $35.5M (7,459,878
x 0.46 x $10.36) in annual costs required to support customer demand for
information and service. We recognize that not all 46% are in reality going to call or
email the contact center, but a conservative estimate of even 10% creating a contact
center interaction is $7.7M per year in costs avoided.

Figure 5: Customer “Next Action” Survey Results

One balancing reality to acknowledge is that even though customers are making
less calls to Avista, as the more routine-type services can be managed through
our digital channels, the calls we do receive are more complex, taking longer to
work through and requiring more care. This means that the digital channels are
critical to keeping our costs down. Avista’s Customer Service Representatives
have answered 48% less phone calls when comparing 2021 to 2011 (See table
1). However, average call handle time has increased in that same timeframe
because ‘simple’ transactions have largely moved to digital self-service channels.
Not only are our customers receiving more value for their energy dollars through
our digital self-service channels but our customer service representatives are able
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to provide more time and attention to those customers that do call in to solve more
complex issues. This demonstrates that investment in our digital channels
provides a two-fold value to customers.

In summary, we expect the trend for digital self-service preference to continue.
With a $4.45M investment for 2023 and $4.5M for 2024, Avista can expect to keep
the cost per customer contact at or below $0.6, which is extremely cost effective
when comparing to the 2021 cost-per-call average of $10.36.

This becomes especially important when considering that the Avista service
territory is currently experiencing rapid growth (Jones, 2022) and every
investment in self-service capability results in relative cost-per-contact decreases.
As an example, Avista recently prioritized and is working to fully automate the
‘Start Service’ process as a deliverable under the Customer Facing Technology
Program in 2022. Initial estimates for labor-based cost savings are greater than
$150,000 annually when comparing to the non-automated workflow, which
requires manual data entry for every customer requested start-service
transaction. Over the course of 5 years, this should result in $750,000 labor cost
savings via Avista Call Center’s “Flex” staffing model.

With our flexible work force in the call centers, we can flex the staffing to meet call
volume. If calls increase, then we ‘flex’ on more staff to maintain the level of
service. On the contrary, if calls decrease, then we staff at fewer hours for the
week and sustain this level of staffing, if the lower call volume is maintained.
Continuing to increase our self-service offerings enables Avista more opportunity
for labor savings.

2.2 Discuss how the requested capital cost amount will be spent in the current
year (or future years if a multi-year or ongoing initiative). Include any
known or estimated reductions to O&M as a result of this investment.

There are no direct O&M reductions due to this capital business case, this business case
supports customer expectations related to availability of self-service transactions that
support customer value, ease and transparency.

Recommended Solution:
The recommended solution includes a multitude of self-service functionality
additions and enhancements. Under the leadership of the defined Customer
Technology governance team, the Program undergoes bi-annual (at minimum)
assessment and prioritization of deliverables to ensure the Customer Facing
Technology Program is aligned with current customer and business needs. Please
note that the list below is updated and reprioritized regularly based on customer and
business identified needs and as such, items listed below may be removed or
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deprioritized at a future date. Deliverables within the Customer Facing Technology
Program could include (but are not limited to) the following:
Self-Service Functionality
 Enhancements to Avista automated Start, Stop and Transfer Service
Functionality.
 AMI smart meter enabled personalized energy usage insights using
customer facing tools on the web and mobile application.
 Storm Center/Outage Map upgrade for an improved user interface, more
useful information and tools, enhanced alert features, admin event history
module, and map legend enhancements.
 Implementation of “Bill Image” generation software and/or vendor with the
objective of improving availability and value to the customer. This may also
include new bill design.
 Enhancement to payment methods (PayPal, Venmo, Apple Pay, Google Pay,
Alexa, Google Home, etc.).
 Mobile App Upgrade – Addition of high frequency and high volume
transactions on the Mobile App that are currently available to customers via
myavista.com (example: Add the ability for a customer to view their Usage
Data on the Mobile App). It may also include Mobile App specific functionality
that is optimized for that channel.
 Features to streamline processes for landlords - landlords have a high
amount of move in/move out transactions they perform on behalf of their
tenants. Specific functionality for business customers to help them manage
their energy use. This work may reduce the number of calls to our Call Center
and account executives.
 New payment flow for multi-account customers to streamline process with
less clicks and more information easily available and accessible from the
MyAccount page.
 Enhanced reporting for energy assistance to allow partner agencies to
provide a better experience for Avista’s customers seeking bill assistance.
 Tools for customers who have their own onsite renewable generation
 Ability for customers to schedule appointments and view how various work is
progressing through the pipeline (construction tracker, tree trimming
status/work tracker, etc.) – This work may reduce the number of calls to our
Call Center and/or Customer Project Coordinators.
 Ability to report streetlight outages via the web and mobile app. This may
reduce calls to the Call Center and reduce manual processes.
 Energy management tools through various voice channels (Alexa, Google
Home, etc.).
Technology Updates
 Web content management system maintenance, upgrades, and ongoing
enhancements. Some of this work will allow content editors to make updates
to our website and the ability to provide customer facing web updates in real-
time and will remove workload from our development team. The web content
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management system is the underlying technology and is required in order to
keep a website up and functioning.
 Digital channels technologies maintenance, upgrades and ongoing
enhancements. This work covers digital channels technologies other than the
web content management system, such as vendor related systems like Storm
Center, outage map, agent web, InfoPortal, mobile app, IVR, etc.
 Customer systems resiliency work which includes redesigning existing
technology processes and integrations and the replacement of web services
to industry standards to improve upon our digital channels performance.
 Outage Resiliency improve the resiliency (availability) of our digital channels
in the face of high traffic or catastrophic events.
 Web maintenance and technical debt to ensure our website is up to date,
secure, accurate data presentment, updated customer information, banners
and alerts, security enhancements, server upgrades, license and certificate
renewals, etc.
 Call Center application upgrades.
Products & Services, Energy Efficiency
 Rebates features and enhancements – new conversion category, instant
rebate check out in the “Marketplace”.
 Non-retail digital channel energy payments.

2.3 Outline any business functions and processes that may be impacted (and
how) by the business case for it to be successfully implemented.
This business case will provide self-service options for our customers through
our digital channels. This will reduce the amount of manual work our employees
are performing on behalf of our customers. Less follow-up could be required
between CSR’s and other employees because customers would be self-serving
and gathering this information on their own.

2.4 Discuss the alternatives that were considered and any tangible risks and
mitigation strategies for each alternative.

Alternative #1 – Implement less tools, options, and updates/upgrades:
In this alternative, Avista would implement some of the customer solution capabilities
and improvements listed in section 2.2, excluding those that require the help of
outside professional services. This alternative will delay some of the benefits to our
customers which may generate dissatisfaction and cause systems performance to
degrade by preventing us from maximizing the benefits of these previously funded
core systems, such as the myavista.com website, mobile app, and smart meter and
load disaggregation capabilities.
Impacted enhancements and features requiring professional services:
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 AMI smart meter enabled personalized energy usage insights using customer
facing tools on the web and mobile application.
 Storm Center/Outage Map upgrade for an improved user interface, information,
and tools, enhanced alert features, admin event history module, and map
legend enhancements.
 A new bill design and possible transition to a new vendor due to an increased
amount of downtime for our customers through Avista’s digital channels.
 Enhanced reporting for energy assistance to allow partner agencies to provide
a better experience for Avista’s customers seeking bill assistance.
 Energy management tools through various voice channels (Alexa, Google
Home, etc.).
 Web content management system upgrade, maintenance and ongoing
enhancements. Some of this work will allow content editors to make updates
to our website and the ability to provide customer facing web updates in real-
time and will remove workload from our development team. The web content
management system is the underlying technology and is required in order to
keep a website up and functioning.
 Call Center application upgrades (personnel scheduling and work management
system for customer service representatives).
2.5 Include a timeline of when this work will be started and completed.
Describe when the investments become used and useful to the customer.
spend, and transfers to plant by year.
The work within this business case will be conducted through a program that will
contain multiple projects. The work will transfer to plant most often on an integrated
release cycle; new features will go-live for customers 3 or more times per year.

2.6 Discuss how the proposed investment aligns with strategic vision, goals,
objectives and mission statement of the organization.
Avista’s strategic vision is to put the customer at the center of everything we do.
The meaning behind this business case is to provide tools for our customers to
interact with our company in a digital way and a way that the customers choose.
This is 100% in line with our strategic vision.

A specific focus area is for our customers, “We must hold our customers’ interests
at the forefront of all our decisions, operating our business by showing that we are
transparent, genuinely care, and are easy to do business with.” We are offering a
choice to our customers; therefore, we are easy to do business with. If a customer
wants to avoid talking to a customer service representative and pay their bill online,
sign up for alerts and notifications, or get information on the mobile app regarding
their outage, they can do that within seconds or minutes.

Our mission is “We improve our customers’ lives through innovating energy
solutions.” Some of the planned work in the coming years will provide detailed
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usage information to the customer (load disaggregation) enabling them to become
more in control of their energy use. By providing these digital channels tools to our
customers we are opening their eyes into how they are using energy, this will allow
them to more effectively manage their energy and see where they may be able to
save money or repair underperforming appliances. This program enables
innovative customer interactions and will provides immense value to our customers,
both in terms of how they interact with us, but also through reductions in the cost to
serve.
2.7 Include why the requested amount above is considered a prudent
investment, providing or attaching any supporting documentation. In
addition, please explain how the investment prudency will be reviewed
and re-evaluated throughout the project
If customers continue to use these digital channels to self-serve, it is considered a
prudent investment as it will continue to defer more expensive interactions. Monthly
and annual digital channel analytics reports will be reviewed on an annual basis to
ensure the channels are still being used and that customer satisfaction is reasonable
and in line with other utility digital channels.
2.8 Supplemental Information

2.8.1 Identify customers and stakeholders that interface with the business case
Customers will interface with the technology in this business case both
through their own self-service interactions on MyAvista.com, the mobile
app, and text channels and with Avista personnel who will be using the
technology to provide service to customers.

2.8.2 Identify any related Business Cases
The work in the business case is not related to work in other business
cases.

2.8.3 References
Jones, P. (2022, July 28). Spokane County's Population Grows Faster Than Expected. Retrieved
from Spokane Journal of Business: https://www.spokanejournal.com/local-news/spokane-
countys-population-grows-faster-than-expected/
Kulbytė, T. (2021, May 4). THE VALUE OF CUSTOMER SELF-SERVICE IN THE DIGITAL
AGE. Retrieved from Super Office: https://www.superoffice.com/blog/customer-self-
service/

3.1 Steering Committee or Advisory Group Information
This business case will be governed by the Customer Facing Technology (CFTP) &
Customer Experience Platform (CXP) Governance group. This group prioritizes and
governs the projects under the Customer Facing Technology Program throughout
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the entire project lifecycle. They then surface these to the IS/IT PMO for execution.
3.2 Provide and discuss the governance processes and people that will
provide oversight
The CFTP Governance Group meets on a monthly basis.
Members include:
Kevin Christie – VP External Affairs and CCO
Jim Kensok – VP CIO & CSO
Latisha Hill – VP Community & Economic Vitality
Jennifer Esch – Director of Customer and Shared Services
Nikdel Hossein – Director Applications and System Planning
Jim Corder – Director IT and Security
Dana Anderson – Director Corporate Communications
David Howell – Director Operations, West Operations and Asset Management
Nicole Hydzick – Director Energy Efficiency
Kelly Magalsky – Director Products, Services, and Customer Technology
Brandi Smith – Manager Corporate Communications
Matt Halloran – Manager Customer Technology Solutions
Graham Smith – Manager Applications Delivery and Application Support
Facilitators include:
Kim Henscheid – Program Manager Customer Experience Platform
Ethan Jelinek – IT Sr Program Manager

3.3 How will decision-making, prioritization and change requests be
documented and monitored?
Decision making and general prioritization decisions for the business case and
programs will be documented and monitored through monthly meeting notes.
Project specific decisions will be documented within the PMO’s current process
through project change orders.

DocuSign Envelope ID: D9116AA6-D7DA-4628-B54E-F42CA823C817
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Business Case Justification Narrative - CFTP Page 15 of 15
The undersigned acknowledge they have reviewed the Customer Facing
Technology Program Business Case and agree with the approach it presents.
Significant changes to this will be coordinated with and approved by the undersigned
or their designated representatives.

Signature: Date:
Print Name: Matt Halloran
Title: Customer Solutions Manager
Role: Business Case Owner

Signature: Date:
Print Name: Kelly Magalsky
Title: Director of Customer Technology and
Products and Services

Role: Business Case Sponsor

Signature: Date:
Print Name: Hossein Nikdel
Title: Director of Applications and Systems
Planning

Role: Steering/Advisory Committee Review

Template Version: 05/28/2020
DocuSign Envelope ID: D9116AA6-D7DA-4628-B54E-F42CA823C817
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Customer Transactional Systems
Business Case Justification Narrative Page 1 of 8
EXECUTIVE SUMMARY
Customer transactional systems are used to support the day-to-day operational needs of
all our customers, internal users, third party partners and our regulators. These systems
include functionality such as: collection and storage of meter reads and meter data,
customer billing, head end metering systems, energy and assistance agency program
reporting, rate design and rate modeling tools, and customer energy efficiency records
and opportunities. To keep these systems up to date and operational, we must perform
regular upgrades and invest money in enhancements that will benefit our customers,
internal users, third party partners and regulators. Technology and user expectations
continue to evolve, and we need to be agile and use our technologies to meet those
expectations.

We strive to meet the needs of our customers by offering new options and features and
to also ensure that the users of these systems can perform their jobs in the most efficient
and timely manner. It is important to be able to meet the request of our third-party
partners and to ensure we are reporting back accurately to our regulators. These systems
are foundational in our interactions with all our partners. We must keep these systems
updated to support new requests such as: new billing and rate options, product and
service offerings, scheduling appointments and tracking jobs, payment arrangements and
payment options, and meter data information.

Not investing in this technology would greatly reduce the ability to keep our major systems
current and fully operational. We would put significant risk on the ability to meet customer,
third party partner and regulatory expectations.

The requested amount over 5 years is $19,950,000.
2023 2024 2025 2026 2027
CTS $4,100,000 $3,550,000 $4,000,000 $4,100,000 $4,200,000

VERSION HISTORY
Version Author Description Date Notes
1.0 Mary Silkworth Initially approved 7/15/2019
2.0 Stephanie Myers Update executive summary 6/26/2020
2.1 Stephanie Myers Additional detail 7/21/2020
2.2 Stephanie Myers Measurements added 7/30/2020
3.0 Heather Bruns Update for 5-year planning 7/9/2021
4.0 Matt Halloran Annual Update 09/02/2022

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Customer Transactional Systems
Business Case Justification Narrative Page 2 of 8
GENERAL INFORMATION

1. BUSINESS PROBLEM

1.1 What is the current or potential problem that is being addressed?
At Avista, we have a variety of "Customer Transactional Systems" that are used to
support the day-to-day operational needs of our customers, internal users, third
party partners and our regulators.

These systems include functionality such as:
• Collection and storage of Meter Reads and Meter Data
• Customer Billing
• Head End Metering Systems
• Energy and Assistance Agency program reporting
• Rate Design and Rate Modeling tools
• Customer Energy Efficiency records and opportunities

To keep these systems up to date and operational, we must perform regular
upgrades and invest in enhancements that will benefit our customers, internal users,
third party partners and regulators. Technology and user expectations continue to
grow, and we need to be agile and use our technologies to meet those expectations.

We strive to meet the needs of our customers by offering new options and features
and to also ensure that the users of these systems can perform their jobs in the
most efficient and timely manner. It is important to be able to meet the requests of
our third-party partners and to ensure we are reporting back accurately to our
regulators. These systems are foundational in our interactions with all our partners.

Requested Spend Amount $19,950,000
Requested Spend Time Period 5 years
Requesting Organization/Department Customer Solutions
Business Case Owner | Sponsor Matt Halloran | Kelly Magalsky & Hossein Nikdel
Sponsor Organization/Department Customer Solutions
Phase Execution
Category Program
Driver Customer Service Quality & Reliability
DocuSign Envelope ID: 09271227-4C35-44B7-B0F8-EB003FCE7BFB
Exhibit No. 12 Case Nos. AVU-E-23-01/AVU-G-23-01 N. Hydzik, Avista
Schedule 1, Page 27 of 33
Customer Transactional Systems
Business Case Justification Narrative Page 3 of 8
We must keep these systems updated to support new requests such as: new billing
and rate options, product and services offerings, scheduling appointments and
tracking jobs, payment arrangements and payment options and meter data
information.

1.2 Discuss the major drivers of the business case (Customer Requested, Customer
Service Quality & Reliability, Mandatory & Compliance, Performance & Capacity, Asset
Condition, or Failed Plant & Operations) and the benefits to the customer
This business case is driven by the need to consistently bill our customers, keep
track of customer accounts and provide a way for CSR’s and other employees to
keep customer accounts current. This business case also includes systems needed
to track energy efficiency and data required to report to our regulators. Work
requests from our customers are triggered to field personnel from our Customer
Transactional Systems. Without these systems we put our quality and reliability of
serving our customers at risk.

We must keep these systems updated to support new requests such as: new billing
and rate options, product and service offerings, scheduling appointments and
tracking jobs, payment arrangements and payment options, and meter data
information.

1.3 Identify why this work is needed now and what risks there are if not
approved or is deferred
Not investing in this technology would greatly reduce the ability to keep our major
systems secure, current and fully operational. These systems require regular
updates from the software vendors and constant security updates to ensure our
customer data is protected. If this business case is not approved, we would put
significant risk on the ability to meet customer, third party partner and regulatory
expectations.

1.4 Identify any measures that can be used to determine whether the
investment would successfully deliver on the objectives and address the
need listed above.
Success measures are as follows:
 % of bills being estimated
 % of errors customers receive when opening their bill electronically
 # of energy efficiency jobs tracked in the new DSM system

Capital Cost Start Complete
DocuSign Envelope ID: 09271227-4C35-44B7-B0F8-EB003FCE7BFB
Exhibit No. 12 Case Nos. AVU-E-23-01/AVU-G-23-01 N. Hydzik, Avista
Schedule 1, Page 28 of 33
Customer Transactional Systems
Business Case Justification Narrative Page 4 of 8
Recommended Solution $19,950,000 01 2023 12 2027
2.1 Describe what metrics, data, analysis or information was considered when
preparing this capital request.
The recommended solution would enable us to keep pace with customer
demands and take advantage of current changes and enhancements to our
technology systems. The enhanced features would allow us to continue to
improve our customer experience and offer updated capabilities. Customers are
currently asking for more flexibility and choices in their interactions with our
Company. These features could include (but not limited to) the following:
 CCB/MDM system upgrades, maintenance and ongoing enhancements.
To keep these systems up to date and operational, we must perform
regular upgrades and invest money in enhancements that will benefit our
customers, internal users, third party partners and regulators.
 Demand Side Management System that tracks all large energy efficiency
projects being conducted on behalf of our customers.
 Various products and services for customers including a time of use rate
for residential customers, a bundled service for transportation
electrification customers, and the ability to pre-pay for service.
 CCB/MDM Performance work is ongoing to maintain optimum performance
for CCB & MDM end users.
2.2 Discuss how the requested capital cost amount will be spent in the current
year (or future years if a multi-year or ongoing initiative). (i.e. what are the
expected functions, processes or deliverables that will result from the capital spend?). Include
any known or estimated reductions to O&M as a result of this investment.

The Customer Transactional Business Case will fund the following Business
Deliverables over the next five years. Please note that this list is updated and
reprioritized regularly based on customer and business identified needs and as
such, items listed below may be removed or deprioritized at a future date.
 Customer Care and Billing (CC&B) Application Upgrade(s) inclusive of
security patches, bug fixes and feature enhancements.
 Meter Data Management (MDM) Application Upgrade(s) inclusive of
security patches, bug fixes and feature enhancements.
 Tivoli Server Replacement
 Real Time Address Validation Implementation
 Server Replacement to Redhat 8 OS
 Net Metering Bill Presentment
 New Rate implementation for Time of Use
 New Rate implementation for Peak Time Rebate
 Comfort Level Billing (CLB) Enhancements
 Payment Arrangement and Payment Plan implementation(s) and
enhancements.
 Field Activity Management Enhancements
DocuSign Envelope ID: 09271227-4C35-44B7-B0F8-EB003FCE7BFB
Exhibit No. 12 Case Nos. AVU-E-23-01/AVU-G-23-01 N. Hydzik, Avista
Schedule 1, Page 29 of 33
Customer Transactional Systems
Business Case Justification Narrative Page 5 of 8
 Energy Assistance back-end system enhancements
 Renewable Natural Gas will fulfill a regulatory requirement and lessen
calls to the Call Center for customers due to a self-service sign-up
experience.
 Improving bill image (PDF) availability will lessen the calls to the Call
Center as an improved solution will improve reliability of the current
solution for our customers.

There are no direct O&M reductions related to this business case.

2.3 Outline any business functions and processes that may be impacted (and
how) by the business case for it to be successfully implemented.

CC&B/MDM Cumulative Updates/Upgrade: Direct impacts to Customer
Service, Construction Services, Rates, DSM, Security, Remittance, and Finance
are among the many departments that utilize these systems along with specific
roles such as CSRs, CPCs, account executives and regional business
managers. This work will continue to keep our two most critical business
applications updated to the most current versions and help to mitigate future
support and security risks.
DSM System: This system will impact the employees that keep track of energy
efficiency projects on behalf of our customers. Information in this system is
tracked (for example: kWh and therms saved through a lighting upgrade in a
supermarket) and reported to energy efficiency governing bodies.
Rate Tools: This work will directly impact our Rates Department and replace
the existing “home grown” system they are using which is at end of life.
2.4 Discuss the alternatives that were considered and any tangible risks and
mitigation strategies for each alternative.

Funding at a lower Level
The "Funding at a Lower Level" option would delay benefits to our employees
and customers, users of the system and third-party partners. This option could
increase O&M costs as we may delay our major technology system upgrades.
In addition, we would delay implementing enhancements that would benefit
users of the systems and create operational efficiencies, features that would
benefit customers and delay the ability to respond or report on regulatory
requests.

DocuSign Envelope ID: 09271227-4C35-44B7-B0F8-EB003FCE7BFB
Exhibit No. 12 Case Nos. AVU-E-23-01/AVU-G-23-01 N. Hydzik, Avista
Schedule 1, Page 30 of 33
Customer Transactional Systems
Business Case Justification Narrative Page 6 of 8
2.5 Include a timeline of when this work will be started and completed.
Describe when the investments become used and useful to the customer.
spend, and transfers to plant by year.
The work within this business case will be conducted through a program that
will contain multiple projects. The work will transfer to plant most often on both
an integrated and independent release cycle; new features will go live for
employees and/or customers 7-10 times per year.

2.6 Discuss how the proposed investment aligns with strategic vision, goals,
objectives and mission statement of the organization.
At Avista, we have a variety of "Customer Transactional Systems" that are used
to support the day-to-day operational needs of our customers, internal users,
third party partners and our regulators.

For Avista to provide “Better energy for life…” it is important to keep these
systems functioning at the optimal technical level in keeping with industry
standards and customer expectations. Continually improving, enhancing,
replacing, and building upon these systems keeps us in step with our value of
being innovative and continuously improving and finding better ways to get
things done. This concept is directly stated in our mission statement, “We
improve our customers’ lives through innovative energy solutions” and is a
demonstration of placing the customer at the center of everything we do.

In addition to focusing on our customers, our employees are foundational to
everything that we do. Improving these systems also includes direct benefit to
our employees and their performance. They are using these tools daily to deliver
value to our customers and the communities we serve.
2.7 Include why the requested amount above is considered a prudent
investment, providing or attaching any supporting documentation. In
addition, please explain how the investment prudency will be reviewed
and re-evaluated throughout the project

Avista needs a way to track customer accounts, bill our customers, and track
energy efficiency projects and savings on behalf of our customers. It is
considered a prudent investment as it will continue to provide an efficient and
safe way to bill our customers and keep our customer information secure.
2.8 Supplemental Information

2.8.1 Identify customers and stakeholders that interface with the business case
Customers will interface with the technology in this business case
indirectly through their own self-service interactions on MyAvista.com, the
mobile app, and text channels. Customers will also interact with Avista
DocuSign Envelope ID: 09271227-4C35-44B7-B0F8-EB003FCE7BFB
Exhibit No. 12 Case Nos. AVU-E-23-01/AVU-G-23-01 N. Hydzik, Avista
Schedule 1, Page 31 of 33
Customer Transactional Systems
Business Case Justification Narrative Page 7 of 8
personnel who will be using the technologies supported under the
Program to provide service to customers.

2.8.2 Identify any related Business Cases
The work in the business case is related to the work in the Customer
Facing Technology business case. Most of the tools identified in the
Customer Facing Technology business case cannot function without work
occurring within the Customer Transactional Systems business case.

3.1 Steering Committee or Advisory Group Information
This business case will be governed by the Customer Facing Technology
(CFTP) & Customer Experience Platform (CXP) & Customer Transactional
Systems (CTS) governance group. This group prioritizes and governs the
projects under the Customer Transactional Systems throughout the entire
project lifecycle. They then surface these to the IS/IT PMO for execution.

3.2 Provide and discuss the governance processes and people that will
provide oversight
The CFTP, CXP and CTS Governance Group meets on a monthly basis.
Members include:
Kevin Christie – VP External Affairs and CCO
Jim Kensok – VP CIO & CSO
Latisha Hill – VP Community & Economic Vitality
Jennifer Esch – Director of Customer and Shared Services
Nikdel Hossein – Director Applications and System Planning
Jim Corder – Director IT and Security
Dana Anderson – Director Corporate Communications
David Howell – Director Operations, West Operations and Asset Management
Josh DiLuciano – Director Electric Engineering
Nicole Hydzik – Director Energy Efficiency
Kelly Magalsky – Director Products, Services, and Customer Technology
Matt Halloran – Manager Customer Technology Solutions
Graham Smith – Manager Applications Delivery and Application Support
Facilitators include:
Kim Henscheid – Program Manager Customer Experience Platform
Ethan Jelinek – IT Sr Program Manager

DocuSign Envelope ID: 09271227-4C35-44B7-B0F8-EB003FCE7BFB
Exhibit No. 12 Case Nos. AVU-E-23-01/AVU-G-23-01 N. Hydzik, Avista
Schedule 1, Page 32 of 33
Customer Transactional Systems
Business Case Justification Narrative Page 8 of 8
3.3 How will decision-making, prioritization, and change requests be
documented and monitored
Decision making and general prioritization decisions for the business case and
programs will be documented and monitored through monthly meeting notes.
Project specific decisions will be documented within the PMO’s current process
through project change orders.

The undersigned acknowledge they have reviewed the Customer Transactional
Systems Program Business Case and agree with the approach it presents.
Significant changes to this will be coordinated with and approved by the undersigned
or their designated representatives.

Signature: Date:
Print Name: Matt Halloran
Title: Manager, Customer Tech. Solutions
Role: Business Case Owner

Signature: Date:
Print Name: Kelly Magalsky
Title: Director of Customer Technology and
Products and Services

Role: Business Case Sponsor

Signature: Date:
Print Name: Hossein Nikdel
Title: Director of Applications and Systems
Planning

Role: Steering/Advisory Committee Review

Template Version: 05/28/2020

DocuSign Envelope ID: 09271227-4C35-44B7-B0F8-EB003FCE7BFB
Exhibit No. 12 Case Nos. AVU-E-23-01/AVU-G-23-01 N. Hydzik, Avista
Schedule 1, Page 33 of 33
Idaho Public Utilities Workshop
July 13, 2022
Exhibit No. 12 Case Nos. AVU-E-23-01/AVU-G-23-01 N. Hydzik, Avista
Schedule 2, Page 1 of 37
Agenda
01
02
03
Customer Service -Customer Experience
Why Customer Experience?
Customer Technology
Exhibit No. 12 Case Nos. AVU-E-23-01/AVU-G-23-01 N. Hydzik, Avista
Schedule 2, Page 2 of 37
Avista’s Strategy & Focus
Exhibit No. 12 Case Nos. AVU-E-23-01/AVU-G-23-01 N. Hydzik, Avista
Schedule 2, Page 3 of 37
What is Customer Experience?
Customer
Perception Sum of All
Interactions
Exhibit No. 12 Case Nos. AVU-E-23-01/AVU-G-23-01 N. Hydzik, Avista
Schedule 2, Page 4 of 37
Customer Service vs Customer Experience
Customer Service Customer Experience
Point in time Sum of
the whole
experience
Inside-Out Outside-In
Objective
(Process)
Subjective
(Perception)
Exhibit No. 12 Case Nos. AVU-E-23-01/AVU-G-23-01 N. Hydzik, Avista
Schedule 2, Page 5 of 37
Why Customer Experience?
The world ischanging…
•Increased customer expectations
•Increased customer choices
•Digital disruptors
•Disintermediation
can help…CX
•Improve customer loyalty
•Control & reduce costs
•Build trust & partnerships
•Retain & attract customers
•Increase customer value & advocacy
Customer Experience is
how customers perceive
their interactions with
your company.
Exhibit No. 12 Case Nos. AVU-E-23-01/AVU-G-23-01 N. Hydzik, Avista
Schedule 2, Page 6 of 37
Why?
Increased Customer Expectations
Exhibit No. 12 Case Nos. AVU-E-23-01/AVU-G-23-01 N. Hydzik, Avista
Schedule 2, Page 7 of 37
Cultivating Customer Loyalty
What is LOYALTY?
Compliance
I follow your guidance.
Enrichment
I seek out your expertise.
AdvocacyI recommend you
to others.
How do we create LOYALTY?
Effectiveness
I got what I needed.
Ease
It was easy.
Emotion
They made me feel good.
Exhibit No. 12 Case Nos. AVU-E-23-01/AVU-G-23-01 N. Hydzik, Avista
Schedule 2, Page 8 of 37
CX Index –Industry Benchmarks
Avista –70.1
Auto/Home Insurers1 75.0 Banks Direct7 72.5
Auto Manufacturers2 74.8 Hotels8 71.2
Credit Card Issuers3 74.1 Health Insurers9 69.5
Retailers4 73.8 Airlines10 65.2
Investment Firms5 73.2 Utilities11 65.2
Auto Manufacturers6 72.9 Federal Government12 62.3
Average –71.3
Exhibit No. 12 Case Nos. AVU-E-23-01/AVU-G-23-01 N. Hydzik, Avista
Schedule 2, Page 9 of 37
Effectiveness, Ease and Emotion
Avista has room to improve
on making experiences
EASY and more
EFFECTIVE.
Avista stands out for its
ability to generate positive
EMOTIONS.
65%
67%
67%
25%
25%
25%
10%
8%
7%
0%10%20%30%40%50%60%70%80%90%100%
Effectiveness
Ease
Emotion
Positive Neutral Negative
Goal:
Less than 3%
Exhibit No. 12 Case Nos. AVU-E-23-01/AVU-G-23-01 N. Hydzik, Avista
Schedule 2, Page 10 of 37
How Customer Experience Tools Help
Avista’s gas compliance programs experienced a 30% increase in customer complaints in 2020,
with over 5,000 CGEs (can’t gain entries) recorded, and 700 turned over to Avista Serviceman.
Exhibit No. 12 Case Nos. AVU-E-23-01/AVU-G-23-01 N. Hydzik, Avista
Schedule 2, Page 11 of 37
How Customer Experience Tools Help
Exhibit No. 12 Case Nos. AVU-E-23-01/AVU-G-23-01 N. Hydzik, Avista
Schedule 2, Page 12 of 37
Customer Experience Champions
Being a Champion has allowed me
to meet and network with CSR’s
and their managers helping me
understand what the CSR
challenges and successes look like.
I can take the information back and
share between CSR’s, CPC’s, and
construction techs to improve the
overall customer experience.
A company culture as good as this
cannot be taken for granted. I want to
be a part of continuing the culture for
many others in the years to come and
have Avista continue this wonderful
legacy. As an employee, it is
particularly important to TRUST that
we all consider the customer
experience as an essential part of our
work.
Change agents focused on influencing and motivating others to adopt the Customer Experience Vision & 4 Keys.
Exhibit No. 12 Case Nos. AVU-E-23-01/AVU-G-23-01 N. Hydzik, Avista
Schedule 2, Page 13 of 37
Customer Facing Technology
Customer Experience Platform
Customer Transactional Systems
July 2022
Customer Solutions Technology
Exhibit No. 12 Case Nos. AVU-E-23-01/AVU-G-23-01 N. Hydzik, Avista
Schedule 2, Page 14 of 37
Agenda
•Customer Interaction Trends and Preferences
•Customer Technology Programs Overview
•Customer Transactional Systems (CTS)
•Customer Experience Program (CXP)
•Customer Facing Technology Program (CFTP)
•Project Examples For Each Program
Exhibit No. 12 Case Nos. AVU-E-23-01/AVU-G-23-01 N. Hydzik, Avista
Schedule 2, Page 15 of 37
Trends show a preference for self service channels
New web
launched
Payments on
mobile app
Exhibit No. 12 Case Nos. AVU-E-23-01/AVU-G-23-01 N. Hydzik, Avista
Schedule 2, Page 16 of 37
Mobile Surpassing Desktop Usage
Exhibit No. 12 Case Nos. AVU-E-23-01/AVU-G-23-01 N. Hydzik, Avista
Schedule 2, Page 17 of 37
Customers Prefer to Use Mobile Apps
91% Mobile App
9% Mobile Browser
Exhibit No. 12 Case Nos. AVU-E-23-01/AVU-G-23-01 N. Hydzik, Avista
Schedule 2, Page 18 of 37
Customer Technology Programs Overview
What is it?
Customer Relationship Management
(CRM) system to enable a more
personalized customer experience.
•Salesforce
•API management
•Integrated cloud applications
Systems used to support the day-
to-day operational needs of our
customers, internal users, third
party partners and our regulators.
•CC&B, MDM, HES
•Energy Assistance, Rate
Design, Energy Efficiency
Systems and digital channels
directly used by our customers.
•MyAvista.com
•Mobile App
•Automated Customer
Communications
•Email
•Text
Customer
Transactional
Systems (CTS)
Customer
Experience
Program (CXP)
Customer Facing
Technology
(CFT)
Exhibit No. 12 Case Nos. AVU-E-23-01/AVU-G-23-01 N. Hydzik, Avista
Schedule 2, Page 19 of 37
Customer Technology Programs Costs and Savings
Customer
Transactional
Systems (CTS)
Customer
Experience
Program (CXP)
Customer Facing
Technology
(CFT)
Savings &
productivity
2022 2023
Allocation $3.9M $3.9M
Savings n/a n/a
2022 2023
Allocation $4.1M $4.15M
Savings*$8.7M $9.9M
2022 2023
Allocation $6.0M $5.0M
Savings $474k $1M
2022 2023
Allocation $10.1M $9.15M
Savings *$9.2M $10.9M
CXP and CFT Combined
Exhibit No. 12 Case Nos. AVU-E-23-01/AVU-G-23-01 N. Hydzik, Avista
Schedule 2, Page 20 of 37
Self Service Call Deflection
Mobile Users Desktop Users
Savings based on 10% call deflection, but customer research shows 30-40% call deflection
Exhibit No. 12 Case Nos. AVU-E-23-01/AVU-G-23-01 N. Hydzik, Avista
Schedule 2, Page 21 of 37
Customer Transactional Systems (CTS)
Systems used to support the day-to-day operational needs of our customers, internal users, third
party partners and our regulators.
This is the core set of systems that support 'Meter to Cash' functionality.
•Customer Care & Billing (CC&B)
•Rate Design
•Billing Engine
•Collections
•Energy Assistance
•Field Activity and Work Order Tracking
•Meter Data Management (MDM)
•Storage of all Meter Data used for billing
•Estimation Engine
•Metering Head End Systems
Exhibit No. 12 Case Nos. AVU-E-23-01/AVU-G-23-01 N. Hydzik, Avista
Schedule 2, Page 22 of 37
CTS Project: CC&B Upgrade
Customer Care & Billing (CC&B) houses all customer data
related to premise, account, customer, billing and payment
history.
•Regular upgrades of this system are mandatory to add
functionality and mitigate security risks.
•Our CC&B system is hosted 'On-Premise' and requires upgrades to
servers, operating systems and application in order to keep current.
•Not executing upgrades puts our customer's data at risk.
Exhibit No. 12 Case Nos. AVU-E-23-01/AVU-G-23-01 N. Hydzik, Avista
Schedule 2, Page 23 of 37
CTS Project: Self-Service Payment Arrangements
Payment Arrangements were
implemented as a measure to help
mitigate the financial impacts of the
COVID pandemic.
•Idaho customers have made
payments arrangements on over
$208,000 in past due billing.
Exhibit No. 12 Case Nos. AVU-E-23-01/AVU-G-23-01 N. Hydzik, Avista
Schedule 2, Page 24 of 37
Customer Experience Program (CXP)
Implementation of a modern Customer
Relationship Management (CRM) System.
•Centralize key information to enable us to
better serve our customers
•Automate manual business processes
•Increase employee productivity
•Increase customer satisfaction
CRM
Customer
Data
Outage Information
Phone
System
Automated
Customer Comms.
DSM &
Energy Efficiency
Meter Data
Contracts
Billing Data
Field
Activities
Marketing and Promotions
Exhibit No. 12 Case Nos. AVU-E-23-01/AVU-G-23-01 N. Hydzik, Avista
Schedule 2, Page 25 of 37
CXP Project: 360 Customer View
The “360 Project” delivers the
foundation that brings multiple systems
together into a single platform.
Delivers a tool that empowers our
employees to focus on the customer.
Avista leverages a multitude of specialized and complex applications to serve our
customers.
Exhibit No. 12 Case Nos. AVU-E-23-01/AVU-G-23-01 N. Hydzik, Avista
Schedule 2, Page 26 of 37
Customer Facing Technology (CFT)
Systems and self-service tools directly used by our customers.
•MyAvista.com
•Electric Outage Map
•Mobile App
•Automated Customer Communications
•Email
•Text
•Interactive Voice Response (IVR) Phone System
Exhibit No. 12 Case Nos. AVU-E-23-01/AVU-G-23-01 N. Hydzik, Avista
Schedule 2, Page 27 of 37
How does Customer Solutions
Technology support our customers
during major outage events
(storms)?
Exhibit No. 12 Case Nos. AVU-E-23-01/AVU-G-23-01 N. Hydzik, Avista
Schedule 2, Page 28 of 37
Why is outage reporting Important?
•For our Idaho Customers, Avista relies on customer
provided outage reporting.
•The faster outages can be reported, the quicker we’re able
to have situational awareness, respond and restore power.
Exhibit No. 12 Case Nos. AVU-E-23-01/AVU-G-23-01 N. Hydzik, Avista
Schedule 2, Page 29 of 37
Self-service is the customer preferred method for
outage reporting
Exhibit No. 12 Case Nos. AVU-E-23-01/AVU-G-23-01 N. Hydzik, Avista
Schedule 2, Page 30 of 37
When our self-service systems don’t perform, our
customers notice
•Customer Message from January 2021
Electric Outage:
“Your online outage reporting form was not
working this morning around 7am after
repeated tries and of course the phone line
was busy. I finally tried the online outage
form again this afternoon around 1:30pm
and it finally worked…”
Exhibit No. 12 Case Nos. AVU-E-23-01/AVU-G-23-01 N. Hydzik, Avista
Schedule 2, Page 31 of 37
Maintaining C-Sat Requires Regular Maintenance
Exhibit No. 12 Case Nos. AVU-E-23-01/AVU-G-23-01 N. Hydzik, Avista
Schedule 2, Page 32 of 37
Avista invested in the self-service channels to increase
capacity
•Self-Service Channels for outage reporting were failing when
we observed electric outage events that related to approx. 5-
10% of our customer base.
•25,000-50,000 customers without power
•Site can now handle traffic associated with more than 50% of
our customers being out.
•250,000+ customers without power
Exhibit No. 12 Case Nos. AVU-E-23-01/AVU-G-23-01 N. Hydzik, Avista
Schedule 2, Page 33 of 37
When our self-service systems perform well, our
customers notice
Exhibit No. 12 Case Nos. AVU-E-23-01/AVU-G-23-01 N. Hydzik, Avista
Schedule 2, Page 34 of 37
Mobile App Usage Over Time
Payment Feature
Added
Jan 2021 Storm
Exhibit No. 12 Case Nos. AVU-E-23-01/AVU-G-23-01 N. Hydzik, Avista
Schedule 2, Page 35 of 37
Avista Mobile App Payments Since Launch
Exhibit No. 12 Case Nos. AVU-E-23-01/AVU-G-23-01 N. Hydzik, Avista
Schedule 2, Page 36 of 37
Q&A
Exhibit No. 12 Case Nos. AVU-E-23-01/AVU-G-23-01 N. Hydzik, Avista
Schedule 2, Page 37 of 37