Horry Electric Cooperative in Conway, SC, recently launched a new demand rate as a result of a thorough rate study. With over 78,000 members, making such a significant change would require careful planning, clear communication, and a genuine commitment to member education. Understanding that any shift in billing, especially in rates or processes, could trigger heavy pushback, Horry Electric focused on empowering both their members and employees with the knowledge and resources needed to adapt.
The foundation of this rollout was an intense focus on clear, transparent communication. As Jennifer Cummings, PR & Marketing Coordinator explained, “Our CEO announced the change in May 2024 at our Annual Member Meeting. Following the announcement, a new rate center went live on our website.” From that day, Horry Electric maintained a prominent yellow banner on their website, directing members to a comprehensive rate center with everything they might need: FAQs, calculators, account comparisons, recommended devices, and even video explanations.
Horry Electric also sent personalized letters to members, detailing their use history and showing what their bill would look like under the new structure versus the current rate. “We mailed those out from May through June,” Cummings noted. “At the end of June, we started emailing those same letters to every single member that we had an email address for, and we did that all the way through the end of August.”
To ensure the new rate structure would work effectively, Horry initiated a pilot program with employees and board trustees who were also co-op members. The pilot participants tested the rate firsthand, allowing the cooperative to identify potential issues and gather valuable feedback. This approach helped Horry fine-tune their strategy before rolling out the new rates to the rest of their membership.
The pilot program wasn’t just about testing, it was also about empowering employees to become advocates for the change. Cummings shared how Member Service Representatives who participated in the program helped ease member concerns. “When members call in with questions, these MSRs, who are also Horry Electric members, can share their own experiences and what has worked in their homes. That’s been really helpful for members facing a fear of change.” This level of involvement helped create an authentic, relatable communication channel between the co-op and its members.
Horry even organized contests for employees participating in the pilot program, making it a fun, engaging way to learn about peak energy use and savings strategies. One popular activity was a Jeopardy-style game that quizzed employees on their knowledge of the new rate structure, helping reinforce key concepts in an interactive way. These efforts went a long way in ensuring that members felt equipped and empowered to adapt to the new rate structure, as employees became well-versed advocates for the change.
Logistically, implementing a new rate structure impacted every area of the co-op. Horry Electric worked closely with Meridian Cooperative to prepare for the transition. “You’re going to touch basically every area of Meridian,” Gordon Lay, AR/Energy Service Supervisor at Horry Electric said. “We ended up having a good group of people that really helped us, and they definitely made us successful through this process.” Beth Michael, Meridian’s Chief Customer Experience Officer, also brought a unique perspective to the project as both a Horry Electric member and Meridian representative. Cummings noted, “She’s actually been helpful trying to spread the word to other members and help us share the story on both sides.”
One of the standout aspects of Horry’s communication plan was their dedication to member education. They met with community groups, did interviews with local media, and even armed their field crews with educational materials. “Even our crew foremen in the field have our educational materials in the truck with them,” Cummings noted. “If a member approaches them with a question, they have the materials to help provide an answer.”
Of course, any change comes with challenges, and Horry Electric encountered some obstacles along the way. Despite their efforts to communicate the rate’s revenue-neutral nature, many members were initially apprehensive. For some, the concept of peak hour charges was confusing, and there was skepticism about whether the new rate would truly be revenue neutral. Cummings reflected on this challenge, noting that while they had communicated thoroughly, “A lot of it was just fear of change. But once we were able to sit down with members, explain it to them, and show them how they could potentially save, they started to understand.” This experience reinforced the importance of continuous education and clear communication in helping members navigate change.
Horry Electric’s approach wasn’t just about rolling out the rate change—it was about learning and adapting along the way. The pilot program provided crucial data that validated their rate structure and highlighted areas needing adjustment. This data-driven approach allowed them to fine-tune their strategy and ensure that the new rate was accurately recovering costs while still serving members’ needs.
Horry Electric Cooperative’s journey to implementation of a new rate structure showcases the importance of clear communication, collaboration, and the willingness to learn. This process serves as a valuable case study for other co-ops considering similar changes, emphasizing that even the most challenging transitions can be successful with the right strategy and support.