2015 CS Benchmark Focus Topic

Performance Measurements: JEA

• Located in Jacksonville, Florida • Serves an estimated 427,000 electric, 313,000 water and 240,000 sewer customers

• Electric System5 generating plants, 745 miles of transmission lines and 6,500 miles of distribution lines

• Joint owner with FPL on sixth power plant, operated by JEA • 9.6 megawatts of methane-generated power • 12.6-megawatts of energy from a 100-acre solar project .

• Water and Sewer Systems135 artesian wells into Floridian aquifer, 36 water treatment plants and over 4,300 miles of water lines.

• Wastewater is collected through more than 3,700 miles of wastewater collection lines and treated at seven regional treatment plants.

• JEA’s Reclaimed Water System supplies highly-treated water for irrigation and reduces the demand on the potable water supply taken from the Floridian aquifer. JEA uses 180 miles of reclaimed water lines to distribute reclaimed water to some 5,000 reclaimed water customers.

• Board of DirectorsSeven-member governing Board of Directors appointed by the Mayor and confirmed by the City Council

• Our goal is to provide reliable services at the best value to our customers while ensuring our areas’ precious natural resources are protected

Building Community

About JEANE Florida’s Not-for-Profit, Community-Owned Utility

Building Community

About JEAOrganization Chart

 

                                                                     

                 

VP/GM Electric Systems

(Brost, Michael)

VP/GM Water/Wastewater

Systems(Roche, Brian)

Chief Customer Officer

(Whiting, Monica)

Chief Financial Officer(Dykes, Melissa)

Chief Compliance

Officer(Hobson, Ted)

Chief Human Resources

Officer(Hiers, Angelia)

Interim Chief Information

Officer(Cosgrave,

Paul)

Chief Public AffairsOfficer

(Para, Bud)

Chief Executive OfficerMcElroy, Paul E.

Building Community

About JEACCO Organization Chart

Customer Relationships40000

Chief Customer Officer

                                                                                   

                         

Customer Experience

Applications40050

Project Director

Customer Experience

Centers40100

Dir CustomerExperience

Centers

Customer ExperienceStrategy &

Support40800

Dir Customer ExperienceStrategy &

Support

Electric MeterServices40405

Sr Mgr Electric Meter

Services

Water Meter Services40403

Sr Mgr Water Meter

Services

Business Development &

Community Project

Management40300

Dir Business Dvpt & CommunityProject Mgmt

CustomerRevenue

40400Dir Customer

Revenue

Customer Solutions &

Market Development

10000Dir CustomerSolutions &

MarketDevelopment

Customer & Community

Engagement10500

Dir Customer &Community

Engagement

Customer & Utility

Analytics10700

Dir Customer & Utility

Analytics

JEA “STRATEGY HOUSE”:OUR STRATEGIC GAME PLAN

DEVELOPMENT PROJECTS

Strategic Initiatives

Energizing Community

Individual Commitments to Action and Behavior Change (CTAs)

Service Growth2

Areas of Focus

Premier Provider, Valued Asset

Core Values

Vision

Mission

EarnCustomer

Loyalty

DeliverBusiness

Excellence

Develop an Unbeatable

Team

• Be Easy to Do Business With

• Empower Customers to Make Informed Decisions

• Demonstrate Community Responsibility

What?

How?

Accountability

• Grow Revenues

• Improve Cost Efficiency

• Improve Operational Performance

• Improve Employee Satisfaction

• Engage Employees in Personal Growth

• Ensure a Safe, Healthy and Ethical Workplace

Safety Integrity

Foundation

5

Building Community

JEA Strategic Overview

Top to Bottom Alignment

Earn Customer

Loyalty

Demonstrate Community

Responsibility

Empower Customers to

Make Informed Decisions

Be Easy to do Business With

Customer Experience Council

Quality & Reliability

Price

Customer Service

Communication

Billing & Payment

CorporateCitizenship

Sub-TeamsFacilitated by directors from across organization

Reach across silos to coordinate CTAs aligned with drivers of satisfaction

Employees engaged

Areas of FocusActions here help drive Customer Perceptions

VOCReported across the organization through CEC

Building Community

Top to Bottom AlignmentStrategy to Action

Customer Service

Power Quality & Reliability

Billing & Payment

Communication

Corporate Citizenship

Price

FY15 Customer Satisfaction GoalAchieve National 2nd Quartile Ranking for Residential and 1st for Business on the J.D.

Power Customer Satisfaction IndexResidential (R)

Business (B)

Be Easy to Do Business With

Empower Customers to Make Informed Decisions

Demonstrate Community Responsibility

Improve Quartile Rankings from FY14

FY13 FY14 Wave 1 Wave 2 Wave 3 Wave 4 FY15 YTD 3Q 640 3Q 647 1Q 701 3Q 663 1Q 709 1Q 691

FY13 FY14 Wave 1 Wave 2 FY15 YTD 4Q 619 1Q 682 1Q 723 2Q 686 1Q 705

FY14 Wave 1 Wave 2 Wave 3 Wave 4 FY15 YTD

2Q 600 1Q 669 3Q 620 1Q 667 1Q 652

1Q 627 1Q 679 2Q 618 1Q 648

FY14 Wave 1 Wave 2 Wave 3 Wave 4 FY15 YTD

2Q 592 2Q 644 3Q 601 1Q 658 2Q 634

1Q 635 1Q 687 1Q 659 1Q 673

FY14 Wave 1 Wave 2 Wave 3 Wave 4 FY15 YTD

2Q 736 1Q 762 2Q 740 1Q 764 1Q 755

1Q 740 1Q 754 1Q 758 1Q 756

FY14 Wave 1 Wave 2 Wave 3 Wave 4 FY15 YTD

3Q 701 2Q 743 3Q 703 1Q 755 2Q 734

2Q 721 1Q 763 3Q 709 2Q 736

FY14 Wave 1 Wave 2 Wave 3 Wave 4 FY15 YTD

2Q 731 1Q 799 3Q 717 1Q 767 1Q 761

2Q 716 1Q 757 2Q 750 1Q 754

FY14 Wave 1 Wave 2 Wave 3 Wave 4 FY15 YTD

4Q 538 1Q 626 3Q 588 1Q 635 2Q 616

2Q 612 1Q 674 2Q 625 1Q 650

RB

RB

RB

RB

RB

RB

2015 Residential # of companies ranked: 1402015 Business # of companies ranked: 87

1Q= 1st quartile 2Q= 2nd quartile 3Q = 3rd quartile 4Q = 4th quartile

Residential Business

Building Community

Customer Service Metrics

Some of the metrics we track in the area of Customer Service include:

Being Easy to do Business With:• Transactional Survey Results, e.g., FCR, Knowledge, Professionalism, Response Speed, etc.• Website utilization, Outage Reporting/Call backs,/ETR , Key Account Visits/Annual Reviews

Empowering Customers to Make Informed Decisions:• Program participations levels , e.g., e-Bill, AutoPay, Budget Bill, Energy Audits, PrePay, electronic

payments, etc.• Media focused metrics, e.g., total contact volume, media stories pitched/ran, JDP communication

recall (Utility – Media), etc.

Demonstrating Community Responsibility:• Low Income Focused Efforts, e.g., $ raised for Catholic Charities, LIHEAP weatherization, rebate

programs, etc.• Employee Volunteer efforts, e.g., HabiJax, River Clean-up, Food Drives, etc.• Employee Ambassador Program, site tours, etc. • Environmental related efforts, e.g., education

Building Community

Scorecard Layout

Strategic Initiative

Area of Focus Metrics2015 Goal

YTD Status Oct Nov Dec

JDP: Customer Satisfaction Index (Res) ≤ 2 1 Meets Target 1JDP: Customer Satisfaction Index (Bus) 1 1 Meets Target 1

Customer ServiceJDP: Customer Service Index (Res) ≤ 2 1 Meets Target 1JDP: Customer Service Index (Bus) 1 1 Meets Target 1First Contact Resolution Index ≥ 80% 81.3% Meets Target 80.2% 82.9% 80.2%jea.com logins by unique visitors ≥ 1,813,901 1,224,701 On Track 147,563 145,145 150,133

Power Quality and ReliabilityJDP: Power Quality & Reliability Index (Res) ≤ 2 2 Meets Target 2JDP: Power Quality & Reliability Index (Bus) 1 2 Not on Track 1Restoration callback Requests % ≥ 48% 47.7% Meets Target 45.8% 56.6% 41.7%ETR Place Holder TBD On TrackOutage Reports IVR ≥ 40% 39.5% On Track 45.6% 53.3% 27.7% jea.com ≥ 3% 2.4% On Track 1.9% 3.2% 1.6% Agents ≤ 57% 58.1% On Track 52.5% 43.5% 70.7%

Billing and PaymentJDP: Billing & Payment Index (Res) ≤ 2 1 Meets Target 1JDP: Billing & Payment Index (Bus) 1 1 Meets Target 1e-Billing Participation ≥ 62,000 56,932 On Track 49,536 52,998 53,540Budget Billing Participation (Stretch) ≥ 30,000 18,127 Not on Track 15,594 15,523 15,478AutoPay Participation (Stretch) ≥ 35,012 28,245 Not on Track 25,386 25,657 26,095JEA MyWay (Pre-Pay) Participation ≥ 8,750 7,464 On Track 5,919 6,130 6,318Tracker Participation Total Entering Site ≥ 85,000 58,084 Not on Track 7,215 6,128 6,229

ComunicationsJDP: Communication Index (Res) ≤ 2 1 Meets Target 1JDP: Communication Index (Bus) 1 1 Meets Target 1JDP: Utility minus Media Communication Recall ≥ 16.9% 16.4% On Track 10.7%

PriceJDP: Price Index (Res) ≤ 3 2 Meets Target 1JDP: Price Index (Bus) 1 1 Meets Target 1

Earn Customer Loyalty

Corporate Goal

Be Easy to Do Business With

Empower Customers to Make Informed

Decisions

Customer Experience FY15 Balanced Scorecard

Building Community

Customer Service Metrics

Overview of Other Strategic Initiative Tracking

Delivering Business Excellence:This Strategic Initiative captures our operational and financial metrics. In this part of our scorecard we track broad categories such as Cost per Commodity, Cycle Times, Aging and Write Off metrics, ZDB, Call Center Talk Time, Hold Time, Schedule Adherence, # on-line accounts, Business Systems reliability, Field Activities, etc.

Building the Unbeatable team:This Strategic Initiative captures our efforts to develop our employees and keep them safe. In this part of our scorecard we track broad categories such as Health and Safety, participation in H&S programs such as safety meetings, Professional Development hours, Internal Training, Employee Satisfaction survey results, Management Activities, e.g., Thank You programs, etc.

Benchmark Metrics are used to establish goals on all scorecards. Performance against benchmarks is consistently used when reporting results. Board of Directors in particular values the use of benchmarks for reference.

C-Level Presentation

Managers – Directors

Table Work

Document

Report Out

CEO Moderates

Quarterly Employee Cascades

Building Community

Operationalizing StrategyMetric Development Process

Building Community

Challenges & Opportunities

Challenges

• Data resides in numerous source systems, locally maintained spreadsheets, vendor reports, etc.

• Data is currently tracked and communicated using an Excel workbook. This is highly inefficient and does not lend itself to efficient dissemination.

• Timely updating of metrics across 9 departments

Opportunities

• An automated method to compile and display metrics would greatly enhance efficiency, e.g., Data Warehouse & Dashboard

• Dynamic visual display of data which allows users to interact would provide greater insight

• Benchmark exercise has provided insight into other ways to track FAs, transactions and activity based costing.