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Pioposal for the City of Santa Anna ,JTMorii Improvement through measurement continues today across the full array of Treasury Services. For each measure, we establish performance benchmarks and service quality standards to measure our progress towards clearly differentiated performance. Coupled with our performance management processes, our measurement system reflects our commitment to continuous rn prove ment and best -in -class performance. BAt Critical Quality indicators in addition to measuring trio efficiency and effectiveness in implementing, servicing and delivering Treasury Services, J.P. Morgan continues to measure the BAI Critical Quality indicators. These indicators were developed by the leading US cash management banks in cooperation with the AFP (TMA at the tirne these were developedf and Treasury Strategies. They continue to be an important way for us to evaluate our performance and ensure that we measure what our clients have told us is most important to them. Service Quality Practices - High Performance Culture J.P'. Morgan has an extensive operational quality improvement program for its Treasury Services. Commonly referred to as HPC (High Performance Culture), this program leverages key elements of traditional Six Sigma and TOM (Total Quality Management) to drive service quality management processes to the front line. Performance Management Practices A critical component of our quality system is the continuous review of performance results and prioritization of improvement opportunities. We review key indicators on a daily,, weekly and monthly basis. Following, are examples of some of our performance reporting, management and review processes. Daily Production Assurance Review Under the oversight of the Commercial Production Assurance Center, every morning key product delivery managers and front line supervisors report on specific operational "wellness" indicators to assure that no systemic barriers exist that will prevent: the delivery of high quality cash management services for that business day. Weekly Operations Review On a weekly basis senior leadership within our Treasury Services Operations. Groups review the week's key business indicators. This weekly review includes input from Treasury Client Services on client inquiry trends for the week, or emerging issues identified by client services leadership based on direct interaction with our clients. Critical issues are assigner) resolrtion owners and corrective actions taken as appropriate. Client Experience and Touch (Point Review The Client Experience and I ouch Point Review meetings are cross functional forums that serve as platforms to folntly review key performance Indicators, client specific satisfaction resuilts, upcoming changes and events and escalated issues or opportunities. On a monthly basis, senior and mid -level managers representing Treasury Services operallons, technology, product management, client services and implementation meet with one key objective, identification of opportunities that contribute to an improved experience for our clients. Client Care In Instances where clients experience systemic or recurring challenges relative to theiir Treasury Service products, the client's key relationship advocates may escalate resolution to our Client Care process. Through Client Care, we manage service recovery plans on a client - specific basis, assigning accountability to specific managers within the business to conduct f- agr' 0, 55A -28