Scenario 1, status quo (presented at the May 28, 2019 board meeting - agenda and package, meeting video)
Assumes JEA will continue to operate as if it is still working within a predictable, low-uncertainty environment. By ignoring market and industry disruptions and opportunities, this scenario leads to steep revenue declines, rate increases and growing insignificance.
Scenario 2, traditional utility response (presented at June 25, 2019 board meeting - agenda and package, meeting video)
Assumes a focus only on stabilizing profitability in order to pay down debt and maintain standard electric, water and wastewater services for customers. Scenario 2 also includes significant headcount reductions, along with negative impacts to service quality and rate increases.
Although no board members commented that Scenario 2 is the right path for JEA in the June Board meeting, they asked that JEA produce an implementation plan for the scenario, including a timeline for headcount reductions (Scenario 2a). The board also requested senior leadership work with McKinsey and other specialized consultants to create a plan that reduces or eliminates JEA's constraints to growth (Scenario 2b). The Board reviewed presentations focused on Scenarios 2a and 2b at the July 23, 2019 board meeting.
Scenario 3, non-traditional utility response (presented at July 23, 2019 board meeting - agenda and package, meeting video)
Assumes proactive approach to innovation, focusing on growth, new business models and public-private partnerships with extension of core service offerings and removal of government-affiliated constraints. This would require changes to JEA's operating model, which would allow JEA to proactively create the circumstances to enable it to grow and remain relevant today, tomorrow and in the future.