Corporate Performance

Performance measurement helps the IESO monitor how well it achieves the goals approved by its Board of Directors. They track how well the IESO performs in operating and maintaining the reliability of the Ontario power system and the electricity market, in managing customer and stakeholder issues and needs, in effectively using the funds provided to the IESO, and developing and managing employee capabilities to meet current and future customer needs.

Quarterly updates on the IESO's corporate performance inform market participants and the public of its progress in meeting performance targets.

What We Measure

Here is a description of the measures and expectations the IESO uses to track its success in meeting set performance objectives in 2008.

Complete printer friendly version: IESO 2008 Corporate Performance Measures

Perspective 1 - Customers & Stakeholders
Performance Measure	Performance Target
1.1 Contribute to an efficient electricity market through: Market operation (4 measures) Metering, settlement and market support services (9 measures) IT systems availability(4 measures)	See IESO 2008 Electricity Market Operational Metrics
1.2 Operate the provincial government�s Smart Metering Initiative	All published service levels are met.
	IESO's conduct of its Smart Metering Entity role is regarded positively by local distribution companies. Standard to be judged by LDCs in a focussed survey.
1.3 Following the DAM recommendations, establish a market evolution agenda that is supported by SAC.	SAC sector representatives� opinions on market evolution agenda are generally aligned, with individual sector representatives being willing to engage on the agenda items while reserving their final opinions until implementation details are available. The agenda clearly sets out the various sector concerns that will be addressed.
1.4 Market Pricing Working Group will address the following issues: use of peak versus average hourly demand forecast in the pre-dispatch sequence sale of operating reserve to neighbouring markets feasibility and potential impacts of locational pricing for intertie transactions *Note: "Addressing" an issue does not necessarily mean a change to the current arrangements. For example, retaining the status quo is a possible outcome of the consideration of an issue.	At least: one issue addressed with strong stakeholder alignment; one issue addressed with some stakeholder opposition; ongoing active discussion of one issue; and DAM recommendations reviewed by Market Pricing Working Group to determine if the role of intertie transactions in real-time price calculations remains an issue in light of those recommendations.
1.5. The IESO responds to customers' and stakeholders' needs through the timely provision of products and services.	More than 75% of stakeholders responding to regular questionnaires agree or strongly agree that the stakeholder process utilized was effective in facilitating stakeholder input.
	In the annual survey, customers provide an average rating of 7.5 on the value of IESO�s products and services.
	In the annual survey, customers provide an average rating of 7.5 on the timeliness of IESO products and services.
	The following two customer facing projects are delivered by March 31st, 2008 (equally weighted): on-line Settlement forms; reduce requirement for digital certificates through migration of MVWeb to Portal.
Perspective 2 - Reliability
Performance Measure	Performance Target
2.1. Avert, mitigate or address significant actual or potential reliability events.	The IESO is recognized as meeting industry expectations for actions undertaken to address actual events or to avert potential events.
	NERC/NPCC reportable events are reported on time, and most follow-up actions within IESO control are completed and closed within targeted timelines.
2.2. Ontario's annual System Unsupplied Energy is within acceptable limits.	Ontario's annual system of Unsupplied Energy meets the published Ontario benchmark and mitigating actions are identified for 50% of "Red" local areas.
2.3. Obtain successful NERC/NPCC compliance audits and achieve compliance with NERC and NPCC reliability standards.	Within the audits, no issues identified with IESO processes that relate to standards with high severity risk factor.
	100% compliance with NERC high risk factor requirements that are within IESO's control and no violations of NPCC criteria that are greater than Level 2 and that are within IESO's control; and 90% of market participants have remedied their non-compliance with NERC/NPCC reliability standards within the timelines of their mitigation plan, as identified by the IESO's Reliability Compliance Program.
2.4. Performance assessed on a suite of 8 reliability related operational measures.	See IESO 2008 Reliability Related Operational Performance Measures
2.5. The IESO contributes to relevant Ontario regulatory proceedings and effectively manages Ontario and International reliability standard development processes.	IESO provides meaningful contributions, consistent with its objects, in the Integrated Power System Plan, Bruce to Milton, OPG Prescribed Assets, and Reliability Must Run (RMR) contract proceedings; and RMR arrangements approved by the OEB meet IESO reliability requirements; and IESO is assessed as providing strong support for industry reliability standards development processes, and focussed input in those processes in respect of Ontario�s interests.
Perspective 3 - Effective Use of Funds
Performance Measure	Performance Target
3.1. Total Spending (OM&A + Interest + Amortization) is within the financial outlook approved by the IESO Board	Total Spending falls within the approved financial outlook.
3.2. Approved capital program is managed within the IESO Board approved capital envelope for 2008 and the required results are achieved.	Total capital spending is within the Board approved capital envelope.
3.3. Four key projects, as described in their respective approved business cases and listed below, are advanced as planned or delivered as planned during 2008: On-Line Limit Derivation Participant Lifecycle System Energy Management System & Market Information System Upgrade (EMS/MIS) Network Zoning Project	On-Line Limit Derivation: business case completed by March 31st, 2008. Participant Lifecycle System: project delivered in accordance with the approved business case with respect to schedule, cost and anticipated benefits EMS/MIS: Project delivered in accordance with the approved business case with respect to schedule, cost and anticipated benefits Network Zoning Project: delivered in accordance with the authorized business case with respect to schedule, cost and anticipated benefits
Perspective 4 - People
Performance Measure	Performance Target
4.1. Maintain highly engaged and committed employees	In the 2008 IESO Employee Engagement Survey, 30% of IESO employees report that they are "highly engaged".
4.2. Implement talent management.	In the 2008 IESO Employee Engagement Survey, over 80% of IESO employees respond favourably to the statement: "I have improved my skills and capabilities in the last year".
4.2. Implement talent management.	Development plans in place for over 80% of management employees in bands 1-5. Personalized development plans in place for at least 50% of employees.
4.3. Increase managerial effectiveness.	In the 2008 IESO Employee Engagement Survey, 60% of IESO employees respond favourably to the statement: "my immediate supervisor effectively coaches and builds the strengths of employees".
4.3. Increase managerial effectiveness.	In the 2008 Employee Engagement Survey, 60% of IESO employees respond favourably to the statement: "my immediate supervisor gives me frequent feedback".