AMELIO: Adaptive Measurement For Enterprise Level Insight and Optimization
THE JTA SCORECARD EXPLANATIONS FOR AREAS OF IMPROVEMENT GENERAL MEASURES (20%)
Workers Compensation Claims (Dollars): The number of claims has remained flat year over year. We are focused on quickly getting injured employees back to work and have improved the light-duty process. This year, 88% of our workers’ compensation spending has been allocated to claims from the 2018/2019 policy year, including significant costs associated with one claim involving surgery-related complications. These complications are considered part of workers’ compensation, even though they were not directly related to the original injury. Currently, claims from the 2025 policy year account for only 12% of our workers’ compensation costs. The existing KPI does not accurately reflect our work environment or improved safety programs. Additionally, it cannot be reliably projected due to year-to-year variability and does not account for rising healthcare costs. Therefore, we propose implementing a new metric starting in fiscal year 2026. Workers’ Compensation Days Away will be calculated based on the days employees miss work due to workers’ compensation claims. This metric offers a real-time view of how injuries affect availability and productivity. We aim to improve this by facilitating quicker returns to work and encouraging employees to take on light-duty roles. The target is proposed at 99 days away, based on the average from the last three years. Fixed Route Farebox Recovery: Monthly passenger fare revenue has remained consistent, with expected seasonal variations influenced by weather, holidays, and summer (school riders). The uptick in June’s farebox recovery ratio was a unique occurrence where less expenses were paid than in other months. When fare revenue remains steady, fluctuations in operating costs can significantly impact the farebox recovery ratio. The introduction of the Best Fare initiative and Free Pass programs for seniors, students, and college students has successfully increased rider- ship. However, these programs limit fare revenue growth, as approximately 25% of the JTA riders are now classified as non-paying due to policy. Without a fare increase, the JTA’s current farebox recovery ratio of approximately 6% will continue to fall short of the industry average, despite gains in ridership. The metric formula is Fare Box Recovery = Passenger Fare (BUS) / Operational Expenses (includes corporate). Increase the number of active Unified Mobility App (UMA) accounts: Data is showing growing adoption of the MYJTA app as daily downloads of the MYJTA app continue to rise, indicating strong customer interest and engagement. While downloads are increasing, some users uninstall the app when not actively needed. This behavior is better captured by metrics such as Average Daily Active Users, rather than total downloads or active accounts. Since the launch of Best Fare in May 2024, which introduced Fare Capping, overall app usage has steadily increased and revenue contributions from the MYJTA app now account for approximately 45% of total fare revenue, and this share continues to grow. Given the nature of user engagement, Active Accounts is not the most accurate measure of app adoption or usage. Metrics like Daily Active Users and Revenue Contribution provide a clearer picture of the app’s impact. Connexion Customer Satisfaction: The 2025 Concern Handling by Customer Service Center metric, also known as Days-To-Close, is driven by the number of days from receipt of the complaint in Customer Service until the concern is reviewed, resolved, and marked closed in the Customer Relationship Management system or CRM. The moment a complaint is entered into the CRM by the Customer Service Representative, it is elec- tronically distributed to the responsible party for that area in Connexion. Customer Service sends Daily, Weekly and Monthly reports displaying trends for complaints/concerns and compliments to Connexion management for review and resolution. Open Case reports are also sent as a re- minder that responses are due to Customer Service within a specific timeframe so that cases can be closed in a timely manner within the system. To enhance the responsiveness of Connexion contractors in providing timely responses/resolutions, Customer Service has instituted weekly meetings with Connexion management to focus on open cases and to emphasize the importance of prompt responses to ensure timeliness in case closures and in Connexion’s responses to customers as appropriate. Additionally, Customer Service inquired about how Connexion coon- tractors’ Service Level Agreements might be written to include guidelines for reporting and timely case responsiveness. Connexion Customer Satisfaction declined in FY25 (85.1%) compared to FY24 (88.2%), primarily driven by declines in satisfaction with the reservation process ( 4.7% decline vs FY24), and concern handling by the customer service center (9.3% decline vs FY24) and on-time performance (3.4% decline vs FY24).
JACKSONVILLE TRANSPORTATION AUTHORITY | 2025 JTA YEAR-END REVIEW | 15
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