The Jamaica Public Service Company (JPS) has reported that up to 8 o
By Gary Spaulding
President of the Jamaica Public Service (JPS), Kelly Tomblin, is emerging as an illuminating figure in this rather dark era in Jamaica marked by the spectres of cynicism and scepticism.
Tomblin’s promise to humanise the JPS, made at a recent Rotary Club of Kingston function, has lit up a realm in which promises are made and broken all too often; and where acceptable customer service delivery is almost non-existent.
If the avowals of Tomblin to transform the JPS into something remotely human – a Herculean task if there ever was one – are greeted with scepticism from a disbelieving populace, Jamaicans cannot be blamed.
Given, however, her energy and guided by her seeming penchant for detail, Tomblin came across as eminently credible as she highlighted her undertaking to bring back civility to the light and power company.
In unveiling her plans, there were some flashing signals which suggest that, more than likely, she can be taken seriously, even as she admitted that the public glare is having a less-than-comforting effect on her company.
MULTIFACETED PLAN
It was not the engaging personality of the JPS president that flickered the brightest when she spoke at length about her plans for a JPS with a human face, rather, it was the fact that she spent much time plodding painstakingly through the various dimensions of the multifaceted plan.
Perhaps justifiably, the clamour for an end to be brought to JPS’s monopoly in Jamaica is in vogue.
What was particularly refreshing was Toblin’s unsolicited promise to Rotarians last week that she was determined to change the fixtures of the JPS’s internal structures and promised that the changing beams would be forthcoming within six months.
Like her most recent predecessors, Tomblin is not Jamaican. However, Jamaicans have primarily been the face of the organisation. While the policies of the principals of JPS may have been harsh beyond words, the unfitting and downright indecent conduct to the people of Jamaica by its Jamaican workers, particularly to those in the lower realms of society, has been troubling.
It is a moot point that the boorish behaviour of many Jamaicans who are paid to serve those who indirectly pay them is commonplace, but there are a few companies that ensure that the customer service they offer is sound.
Tomblin started well by acknowledging this unacceptable disconnect from the people of Jamaica and proceeded to shed light
WE note with appreciation that Mrs Kelly Tomblin is sticking doggedly to her commitment to transform the Jamaica Public Service Company (JPS) into a more customer-friendly organisation.
Yesterday, the monopoly light and power company that, for decades, has been the subject of much public anger, announced the appointments of 15 parish managers as part of Mrs Tomblin’s promised comprehensive organisational restructuring.
“We are decentralising our operations so that decisions about serving our customers in the parishes no longer need to be made at the head office,” Mrs Tomblin was quoted in a JPS news release. “Our aim is to create a more personal connection with our customers, so we are strengthening our service delivery capabilities at the local level.”
In an apparent move to enhance the change, Mrs Tomblin also appointed three new regional directors who, she said, will have oversight of the company’s regional operations.
One of the encouraging aspects of this strategy is that many of the appointees are new to the company. As such, we expect that they will bring a fresh approach to how the JPS interacts with customers and will, hopefully, contribute immensely to the culture shift that Mrs Tomblin intends to achieve.
Following Mrs Tomblin’s appearance at an Observer Monday Exchange in May this year, shortly after she took the job as president and CEO of the JPS, we had commented in this space that she appears to understand that when in pain, neither customers nor her employees will care about the needs of the JPS until it is clear that the business cares about them.
We also noted that her emphasis on listening, observing and acknowledging, rather than trying to explain or rationalise, reflected a necessary emotional intelligence that appeared to be missing from the company’s former top management.
Based on what we have seen so far, we believe that Mrs Tomblin has brought new and positive energy to the JPS, no pun intended. For in addition to the 15 parish managers and new regional directors, we are aware that she has recruited other talented and highly qualified professionals in order to effect the transformation that the company needs.
It is important, though, for customers to bear in mind that the turnaround that it desires will not take place overnight. For the company has been haemorrhaging from years of customer dissatisfaction that has only been made worse by rising oil prices on the world market that have pushed up, rather painfully, the cost of electricity to customers.
One key to that turnaround, though, is for the JPS to ensure that it maintains a constant dialogue with its customers and, just as important, its staff.
A lot of that responsibility will fall on the shoulders of the parish managers and regional directors who, we suggest, should hold regular discussion sessions with JPS customers in their respective jurisdictions.
Of course, the company will never be able to win over everyone. However, we believe that if the JPS can rebuild enough public trust, it will soften somewhat the anger being aimed at the company because of the volatility in international oil prices.
And any gains made in that area would be multiplied tenfold if the company moves swiftly to introduce cheaper sources of energy.
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In a move to decentralise its operations the Jamaica Public Service Company, JPS, has announced the appointment of
JAMAICA Public Service Company’s President & Chief Executive, Kelly Tomblin, has announced the appointment of 15 new parish managers as part of her efforts to transform the light and power company into a more customer-centred organisation.
The parish manager appointments form part of a comprehensive organisational restructuring currently in progress at JPS.
“We are changing the way we serve our customers,” Tomblin said in a statement issued by the island’s major electricity provider yesterday.
“We are decentralising our operations, so that decisions about serving our customers in the parishes no longer need to be made at the head office. Our aim is to create a more personal connection with our customers, so we are strengthening our service delivery capabilities at the local level.”
In this regard, JPS has also appointed three new directors who will have oversight for its regional operations. Omar Sweeney, who was most recently at the Planning Institute of Jamaica, will be responsible for JPS’ Eastern region; Keith Garvey, previously general manager of the Rural Electrification Programme (REP), is JPS’s new director of Region South; and Blaine Jarrett, previously director of transmission services at JPS, will now head the company’s Western operations.
In addition to two of its new regional directors, almost half of the newly appointed parish managers are from outside of the company.
“The recruitment of business executives and professionals from outside the organisation is the first phase of our organisational transformation,” Tomblin said.
“We are excited about the new direction that JPS is taking, and the value and new perspectives that these new executives will bring. Our customers will definitely be seeing and feeling the new JPS before long,” she said.
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KINGSTON, Jamaica – Jamaica Public Service Company
Kelly Tomblin, JPS president and CEO
Since the start of 2012, the Jamaica Public Service Company (JPS) has lost more than US$30 million as a result of electricity theft. This, as the company continues to absorb the cost of the fuel used to produce much of the electricity that is illegally abstracted.
“About 14 per cent of the electricity produced by JPS is stolen, and the cost of this theft is shared by both JPS and our customers,” says Kelly Tomblin, JPS president and CEO. “In addition to the financial losses associated with electricity theft, JPS is spending another US$30 million each year on efforts to curtail the problem. Despite this investment and the dedication of more than 200 employees to fighting losses, the problem persists,” she said.
JPS has utilised a number of strategies in its fight against electricity theft. These include the installation of anti-theft systems in communities with high levels of losses, account audits, investigations, removal of illegal lines, and supporting the police. Since the start of the year, 38 persons have been arrested for illegal abstraction of electricity, more than 5,700 meter irregularities have been discovered, and 14,000 illegal ‘throw-up’ lines removed across the island.
“We continue to explore additional ways of dealing with this problem, as persons are getting more and more innovative in their illegal use of electricity. JPS needs the support of everyone – the Government, customers, the police, and community leaders to address this problem because it affects every sector of society,” the JPS CEO explained.
Gary Barrow -File
Gary Barrow will join the Jamaica Public Service Company (JPS) on September 3 as a senior vice-president in charge of customer operations and support services.
Barrow was once the president of telecom LIME Jamaica, when it traded under its old name, Cable & Wireless Jamaica.
His track record, however, spans other disciplines, including finance, business transformation, government relations, power systems and process re-engineering, said JPS.
Barrow’s appointment comes as JPS is attempting to re-engage Jamaicans and put some polish on its tarnished image. Jamaicans are upset at the more than 40 US cents they are paying to consume power provided by the monopoly distributor.
JPS President Kelly Tomblin is shooting for “a total transformation” of JPS culture.
In that vein, Barrow will have “overall responsibility for transmission, distribution and our parish operations, and so will play a key role in helping to change the way we serve our customers. Gary’s extensive leadership experience, along with his track record of successful business transformation, will definitely be an asset during the culture change process at JPS,” Tomlin said.
business@gleanerjm.com
http://jamaica-gleaner.com/gleaner/20120822/business/business3.html
June 22, 2012
Dear Energy Partner:
Secure Your Energy Future with the IS0 50001 Energy Management Seminar
The Jamaica Public Service Company Limited in collaboration with the Bureau of Standards Jamaica doing business as National Certification Body of Jamaica (NCBJ) will be hosting the captioned seminar in Kingston on July 10, 2012 and in Montego Bay on July 1
The purpose of the seminar is to generate awareness and encourage applicability of the need to employ sustainable energy efficiency measures. This will not only alleviate the impact of the spiraling costs associated with the use of electricity, but will also help to improve your company