2015 STRATEGIC PLAN [FINAL] - Cooperative · 2015 STRATEGIC PLAN [FINAL] COOS-CURRY ELECTRIC...
Transcript of 2015 STRATEGIC PLAN [FINAL] - Cooperative · 2015 STRATEGIC PLAN [FINAL] COOS-CURRY ELECTRIC...
We appreciate the opportunity to participate in developing strategic
initiatives to position our cooperative as an organization that is financially
sound, provides a safe, reliable supply of electricity as a core service,
enhances the lives and lifestyles of the members we serve and “lives” the
cooperative way. This represents our ideas for defining the future, including
who we are, what we will do and how we are going to do it.
-- CCEC Employees
2015 STRATEGIC PLAN [FINAL] COOS-CURRY ELECTRIC COOPERATIVE, INC.
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2015 STRATEGIC PLAN
STRATEGIC PLANNING PROCESS
Our mission is to enhance the
lives and lifestyles of those we
serve.
Our vision is to be a trusted
energy partner that enhances
lives the cooperative way.
Our values guide all our
actions and include putting
others first; being empathetic,
accountable and trustworthy;
having personal integrity and
exceeding expectations in
everything we do.
During the month of April 2015, the employees of Coos-Curry Electric
Cooperative, Inc. met in eight small groups to discuss the cooperative’s
strategic direction. Most organizations conduct strategic planning initiatives
in the board room. This year, however, the CCEC board of directors
supported a process that would allow employees to develop a strategic plan
for the board’s consideration.
Touchstone Energy’s Balanced Scorecard approach was used in this year’s
process. After assessing the organization’s mission statement, vision and
values, employees focused on four major areas – External Relationships,
Organization and Culture, Programs and Processes and Financial Resources.
In a traditional SWOT analysis, employees discussed strengths, weaknesses,
opportunities and threats in each of the four areas. After each SWOT
analysis, employees identified strategic initiatives in each of the four areas
and then identified objectives, targets and specific strategies that could be
pursued to meet the objectives.
As expected, common themes emerged from the small group exercises.
Those common themes are captured in this report and are presented here
in draft form for consideration by the board of directors. Employees
understand that setting the strategic direction of an organization rests with
the board of directors. Employees took this strategic planning initiative very
seriously. Every employee provided input; and some conversations were not
only engaging, but quite spirited. In our view, employees very much
appreciated the opportunity to provide input on the strategic direction of an
organization about which they care deeply. Of all that came out of these
planning sessions, one theme continued to rise to the top – the fact that we
exist to serve the membership. Employees desire to not just serve, but
create meaningful partnerships that demonstrate the cooperative way. Our
cooperative philosophy is captured in our mission and vision statements
and the values and principles under which we operate.
Christine Stallard and Dolores McBride
Process Facilitators
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External Relationship Strategic Initiatives
Objective Measure Target Strategy
Members and employees
understand and “live”
cooperative philosophy
ACSI score
> 84 and ≤ 90 Develop Marketing Plan
Evaluate Rate Philosophy and Structure
Actively participate in disaster, Red Cross and
other first-responder planning
Enhance relationship with key accounts
Identify ways for crews to help people in the
community and increase community involvement
cooperative-wide
Evaluate touch points to improve personal touch
Strong and meaningful
partnerships with local
communities
ACSI score > 84 and ≤ 90 Define and promote “value-added” services
Develop Community Involvement Plan
Actively participate in economic development
Help members gain access to grants and funds to
update their equipment (farmers)
Rate philosophy for
existing and new
members is consistent
with cooperative
philosophy
ACSI score > 84 and ≤ 90 Research overheads and appropriate aid-in-
construction
Explore incentives for new businesses
Investigate opportunities in COSA
Employees have a strong desire to “bring back the
cooperative way.” While they are already very involved in
their communities, they are committed to programs and
activities that demonstrate the cooperative philosophy and
the unique relationship we have with our members and
communities that in the process, create stronger bonds with
those we serve. These include community involvement
programs, economic development and investigating ways to
make our rate design more aligned with the cooperative
spirit.
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Organization & Culture Strategic Initiatives
Objective
Measure
Target
Strategy
Safety First Philosophy BSC Zero Accidents Conduct Safety Training
Hold Tailgate Sessions
Live “Safety First” Philosophy
Explore appropriate recognition for meeting
targets
Educate internally and externally
Organizational culture
that draws, nurtures and
keeps appropriate level of
top talent
ACSI
Retention Record
Employee Survey
> 84 and ≤ 90 Maintain competitive compensation and benefit
package to recruit and retain top talent
Provide opportunities for training and growth
Posture CCEC as a “coveted” place to work
Develop comprehensive plan to address
retirements
Organizational culture
that fosters continual
knowledge sharing
ACSI > 84 and ≤ 90 Create a learning environment that effectively
communicates and shares information broadly
Capture work experiences and document
institutional knowledge for training
Employees unanimously agreed that a Safety First
philosophy was paramount – for employees as well as
members and the public in general. With approximately 30
percent of our organization’s work force eligible for
retirement in the next two to five years, employees also
considered what would be needed in order to ensure the
organization had an adequate work force to serve the
membership well into the future. And, employees were
interested in leaving, as their legacy, an organization and
culture that had the cooperative philosophy as a
foundation and was a place where “employees want to
come and want to stay.”
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"The secret of change is to focus all of your energy not on
fighting the old but on building the new."
–Socrates
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Employees are proud of our safety and reliability records and
are committed to a Safety First philosophy while ensuring the
integrity of the cooperative’s electric system. Moving forward,
employees feel the plans we have in place for construction,
electric system maintenance and technology could be
expanded to include plans for conducting periodic inspections
of our system, managing PUC and NESC compliance,
determining appropriate levels of inventory and continuing the
conversion of overhead facilities to underground. In addition,
employees are committed to investigating ways to fully utilize
the technology currently in place.
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Programs & Processes Strategic Initiatives
Objective Measure Target Strategy
System average
interruption duration
index (SAIDI) is in first
quartile
Sum of duration
of all member
interruptions for
year divided by
total number of
members served
120 Minutes System integrity is ensured through plan to
inspect meter points
Build better relationship with suppliers to
ensure quality equipment
System average
interruption frequency
index (SAIFI) is in first
quartile
Total number of
member
interruptions
divided by total
number of
members served
1.3 Tree Trimming
Regular Maintenance
Fully utilize Work Management to include
inventory control and scheduling
Customer Average
Interruption Duration
Index
Sum of outage
minutes off
during the period
divided by
number of meters
with one or more
interruptions
84 Minutes Tree Trimming
Regular Maintenance
Investigate ways to fully utilize OMS and AMI
technology
Processes are Efficient
Incorporate
strategies into
Construction
Work Plan
Complete
Inventory Plan
Develop Inventory Plan to determine
appropriate level of material inventory and
stock accordingly
Long-Term Construction Work Plan includes
maintenance plan, conversion from OH to UG
and communication/education on safety, PUC
and NESC violations
Join with other utilities to bring
reasonableness to PUC enforcement
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Financial Resources Strategic Initiatives
Objective Measure Target Strategy
Revenue is growing BSC
KRTA
Top Quartile BSC
and KRTA
Adopt policies that allow for higher margin
to better manage tough years
Evaluate rate design for stability and to
address new business ventures
Investigate 2.5 TIER
Explore non-electric methods of
generating revenue (GIS and billing)
Ability to effectively
influence policy
Ability to favorably
influence > 2
proposals
Continue involvement in organizations that
monitor and influence legislation,
regulation and BPA issues
Active partner in
economic development
to strengthen local
economy
Conduct Feasibility
Studies for ≥ 2
Strategies
Explore options with Tesla cars and battery
back-up
Review line extension policy
Pursue available grant money
Begin strategic discussions to develop
hydroelectric or other power resources
through partnerships (Tribes) to become
more independent from BPA
Partner with golf course developers to
bring jobs and boost local economy
Employees are committed to controlling costs and keeping rates low
for the membership; and they understand the importance of having
a financially-sound organization. The loss of revenue due to warmer
weather trends, society’s interest in renewable energy beyond hydro
and continued pressure on our wholesale power supply due to
increased regulation were seen as challenges that could be met
through partnerships and exploring the use of emerging technology.
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“Great vision without great people is irrelevant.” - Jim Collins, Good to Great
A couple of months ago, Coos-Curry Electric Cooperative employees tackled some-thing that is typically done by the board of directors—strategic planning. It was the first time our employees had ever come together to discuss some of the challenges we face as an electric cooperative, the challenges our members and communities face given the economic times of the past few years and to explore ideas that would make our cooperative—and our communities—thrive in the future.
Employees are proud of this cooperative’s rich history. Ivan Laird and a handful of people in Coos County were determined to bring electricity to the rural communities we know today. In April, it was employees sitting in small groups bringing ideas for-ward that they believed would continue that legacy.
All 63 employees participated. Eight small groups were comprised of employees from different departments and different area offices. Each group assessed the organi-zation’s mission and vision statement and core values. Their attention then turned to four major areas—external relationships, organization and culture, programs and pro-cesses and financial resources. In a traditional exercise where they identified strengths, weaknesses, opportunities and threats in each area, employees then identified strate-gic initiatives, objectives, targets and specific strategies that could be pursued to turn weaknesses and threats into opportunities.
As expected, common themes emerged from the small group exercises. As these strategic initiatives are addressed during the next couple of years, I will update the membership. For now, let me begin with the foundation of how we define ourselves and the commitment we have renewed to the membership.
First, our mission is to enhance the lives and lifestyles of those we serve. Our vision is to be a trusted energy partner that enhances lives the cooperative way. Our values under which we operate and guide all of our actions include putting others first, being empathetic, accountable and trustworthy, having personal integrity and exceeding expectations in everything we do.
When staff presented the idea of a new approach to strategic planning that involved all employees, the board agreed. Although employees were a bit apprehensive, they rose to the task. They formulated great ideas for making this cooperative an organiza-tion that will add value to our members’ lives for decades to come. As they told the board of directors in their report, “This represents our ideas for defining the future, including who we are, what we will do and how we are going to do it.”
The board of directors adopted their recommendations with few changes. I am extremely proud of this process because I believe it has strengthened the relationships among employees, and between the board of directors and employees. The strategic initiatives we will be addressing will position this cooperative to meet our challenges head on. I have no doubt that, together, we will make this cooperative an organization of which members will also be proud.—Roger Meader, General Manager/CEO
OR-13
Special MessageTo those we are committed to—and serve electrically—every day.
Board of Directors PresidentCheryl McMahan, Southern At-Large
Vice PresidentJohn G. Herzog, Brookings/Harbor
Secretary/ TreasurerGeorgia A. Cockerham, Brookings/Harbor
Edward Dowdy, Northern At-Large Jim Kolen, Gold Beach Peter C. Radabaugh, BandonDaryl C. Robison, Port Orford/Langlois
Attorney—Tyler Pepple
StaffGeneral Manager/CEORoger Meader
Corporate Services/CFOFrank Corrales
Operations ManagerC. Dale Wilson
Marketing and Member Services ManagerChristine L. Stallard
Local numbersCoquille ........................... (541) 396-3118Port Orford ..................... (541) 332-3931Gold Beach ..................... (541) 247-6638Brookings ....................... (541) 469-2103
Area office hours 7 a.m. to 5:30 p.m. Monday through Thursday. Closed Friday.
After-Hours Outage Number (866) 352-9044
Call Before You Dig811
www.ccec.coop
32 AU G U S T 2015 www.ccec.coop
DWNNGVKP1Pqxgodgt"4237 yyy0pyrrc0qti 15
POLICY MAKING & MANAGEMENTby Christine Stallard and Dolores McBride
Co-op sees benefits in having all employees participate in strategic planning
ith the Mission Impossibletheme in the background, thefirst group of Coos-Curry
Electric Cooperative, Inc. (CCEC)employees ventured into the coopera-tive’s board room to tackle a new assign-ment: strategic planning. Over the nextfour weeks, all 64 employees, in smallgroups, walked into the same room,tasked with the same purpose. And, justlike Tom Cruise, they all accepted the“mission.” Pharrell Williams’ Happyvideo made breaks fun; smiley stressballs helped participants squeeze out cre-ativity; and brown bag lunches provideda means for employees to get to knoweach other a little better. The strategicplanning process was a new approach,but groundwork and preparation hadoccurred months earlier.
As with most organizations, strate-gic planning is a function of governingboards and senior-level staff; in yearspast that was the way strategic planningwas done at CCEC. This year GeneralManager/CEO Roger Meader proposeda fresh approach, asking the board of directors for approvalin an effort that would involve every employee.
“While the board of directors was very supportive, Idon’t think any of us expected the outcome to be as excep-tional as it was,” Meader said.
The cooperative chose to use two employees to serve asdevelopers and facilitators versus going outside the com-pany and outsourcing the process. The foundation for thestrategic planning initiative was Touchstone Energy’sStrategy Execution System and Balanced Scorecardapproach, tailored by the facilitators to meet the specificneeds of CCEC.
The eight small groups were comprised of employeesfrom different departments and different area offices.Knowing they were apprehensive — after all this was verydifferent than setting a pole, reading a meter, or taking apayment — the facilitators set minds at ease by remindingemployees that their job that day was no different thanwhat had happened 75 years ago when Ivan Laird, thefounder of CCEC, and a handful of other Coos County resi-dents mapped out the future of the cooperative that existstoday. They were told that they “are tasked with planningfor the next 75 years, starting with the next three or four,”and it would “not be a mission impossible.”
Each group assessed the organization’s mission and visionstatements and core values. Four major areas (external rela-tionships; organization and culture; programs and processes;and financial resources) were examined in a traditionalstrength, weaknesses, opportunities, and threats exercise.Strategic initiatives, objectives, targets, and specific strategiesthat could turn weaknesses and threats into opportunitieswere developed. Common themes emerged.
Once the eight day-long sessions were over, the employ-ees’ planning was done. Now, it was up to the facilitators tocompile the information that had been captured on flip chartsand taped to the walls during each session. The mountain ofpaperwork became a 40-page document that captured thework of each group, identified common themes and combinedthem into three or four strategic initiatives for each of the fourmajor areas. The strategic planning process results were pre-sented for employee comment, in electronic or printed format,and in an all-employee meeting. Options for the final mission,vision, and value statements were put to a vote. It was nowtime to present the results to the board of directors.
The 10-page report to the board was filled with strategicinitiatives employees believed would position the cooperativefor the future. It was also filled with the pictures of dedicated
W
Coos-Curry’s Employee Group 2 develops strategic initiatives for the external relationships focusarea. (L-R) Facilitators Dolores McBride and Christine Stallard are reviewing the top three initia-
tives with the group. Photo provided by CCEC.
Continued on page 16
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willamette.edu/go/utility-management | 503.370.6791
Your ambitions are limitless—and your potential for growth should be too.
employees and their families, the people who make an organi-zation exceptional.
Employees summed it up on the front page of the boardreport: “We appreciate the opportunity to participate indeveloping strategic initiatives to position our cooperativeas an organization that is financially sound; provides a safe,reliable supply of electricity as a core service; enhances thelives and lifestyles of the members we serve; and ‘lives’ thecooperative way. This represents our ideas for defining thefuture, including who we are, what we will do, and how weare going to do it.”
The organization’s vision is to be a trusted energy part-ner that enhances lives the cooperative way. The mission isto enhance the lives and lifestyles of those we serve. Thevalues under which the organization will operate and whatwill guide actions include putting others first; being empa-thetic, accountable, and trustworthy; having personalintegrity; and always exceeding expectations.
“Our board of directors graciously allowed employeeinput on the cooperative’s strategic direction; and althoughemployees were a bit apprehensive, they rose to the task,formulating great ideas to position the cooperative for meet-ing challenges head on and to add value to our members’lives for decades to come,” Meader said.
The board of directors adopted the strategic plan withvery few changes.
“I am extremely proud of this process because I believeit has strengthened the relationships among employees andalso between the board of directors and employees,”Meader added. “I have no doubt that, together, we willmake this cooperative an organization of which employeesand our members will be proud.”
Once the strategic plan was adopted, employees rolledup their sleeves once again to implement the initiatives theyhad developed. Meader reports progress to the board everymonth; large posters with the plan’s “roadmap” to successand quarterly Balanced Scorecard statistics are shared withemployees. The organization is well on its way to enhancingthe lives and lifestyles of its members — in the cooperativeway — for the next 75 years. NWPPA
Christine Stallard is the Marketing and Member Services man-ager and Dolores McBride is the Human Resources administra-tor at Coos-Curry Electric Cooperative in Port Orford, Ore.They can be contacted at [email protected] [email protected].
POLICY MAKING & MANAGEMENT
2015 Employee Strategic Planning
Coos-Curry Electric Cooperative, Inc.
"The secret of change is to focus all of your energy not on fighting the old but on building the new."
–Socrates This represents our ideas for defining the future, including who
we are, what we will do and how we are going to do it.
– CCEC Employees
.
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Table of Contents Mission Statement ................................................................................................................................................................. 2
Vision Statement .................................................................................................................................................................... 3
Values ..................................................................................................................................................................................... 4
SWOT Analysis – External Environment ................................................................................................................................ 5
Strategic Initiatives – External Environment ......................................................................................................................... 9
SWOT Analysis – Organization & Culture ............................................................................................................................ 13
Strategic Initiatives – Organization & Culture ..................................................................................................................... 17
SWOT Analysis – Programs & Process ................................................................................................................................. 22
Strategic Initiatives – Programs & Process .......................................................................................................................... 26
SWOT Analysis – Financial Resources .................................................................................................................................. 33
Strategic Initiatives– Financial Resources ........................................................................................................................... 36
Employee Strategy Groups ................................................................................................................................................... 40
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Mission Statement
Now: Provide safe,
reliable electric service at
reasonable rates
Proposed: With a focus on the needs of our
members, we provide safe,
reliable electricity
- or –
Putting
members first, we provide safe,
reliable electricity
Group 1
Community - Members
Group 2
Group 3
Committed to providing safe, reliable electric service Best we can do we put our community first, Personable,
Lowest possible costs, “I have corn you can afford” is not what we want to be, Lots of discussion about eliminating “rates,” Put them first,
Provide safe electric service while putting you first, We should care more about them than us.
Group 4
Committed, Dedicated, Safe – that’s our total mission, Reliable, service means we’re all about service not $.
Dedicated service to our members (expand on electricity) Here for our members
Group 5
Good the way it is. By people who care. Cooperative rates. Essential to meet community needs
Provide safe, reliable electric rates and cooperative value
Group 6
Charter is more than electricity, Safe, “Like it as it is”
Group 7
Responsible manner that benefits members, Efficient lifestyle, Educating membership as to value, Reliable services.
Group 8
Enhancing our members lifestyles through providing safe, reliable….., Enhancing our members lives
3 | P a g e
Vision Statement
Now: Exceed
Expectations
Proposed: Enhance lives and lifestyles
- or –
Add value to
lives and lifestyles
Group 1
Growing Community, EmPOWERing Lifestyles, Promoting Economic Health, Promoting Economic Lifestyles
Group 2
Pride, Keep lights on, Care
Group 3
We power – your life – member lives Empowering lives
Connecting our community We put our community first
Group 4
Create lifestyles for those in rural areas. Help people in rural areas to succeed
Always exploring best practices. Empowering ways of life Powered by excellence
Group 5
Make a positive difference. Committed to your electric needs. Owned by those we serve. Committed to excellent service. Powering your
World. Exceed Expectations
Group 6
Always here, Keep your lights on, Part of the Community
Group 7
Cooperative Principals, Community first, Partnership to Community, Providing warmth and comfort beyond electricity, Powering our
Community into the Future
Group 8
Empowering lifestyles, Enhancing members’ lifestyles, We put our members first.
4 | P a g e
Values
Proposed Values: Exceed
Expectations Empathy/Others
First Integrity
Accountable Trustworthy
Group 1
Personal Integrity, Honesty, Innovative, Respectful, Consistent, Committed, Team Player, Accountable, Good communicators
Group 2
Trust, Golden Rule, Hardworking, Reliable
Group 3
Members first, Helpful, Equality, Straight-up, Truthful, Efficient, Follow-thru, Dependable, Empathy, Compassionate, Trust
Group 4
Pride, Honesty, Trust, Understanding others, Dependability, Patience, Responsibility
Group 5
Respect, Consistency, Integrity, Exceed Expectations, Seek New Solutions, Personal Integrity, Helpful, Polite, Respectful,
Innovative, Understanding, Consistent, Fair, Agreeable, Golden Rule
Group 6
Consistency, Honesty, Personable, Helpful, Flexible Friendly
Group 7
Act with Integrity, Fair, No hidden agenda, Put others first, reliable, selfless consideration, Put other needs before yourself, consider
affordability/How cost effects members, dependability
Group 8
Exceed expectations, Accountable, Team player, Respect, Integrity
5 | P a g e
SWOT Analysis – External Environment
Group 1 - External Environment
Strengths Payment options
Trusted in the community
Communication options
Training – local talent
Weaknesses Lack of consistency
Member perception that we are “rich”. Lack of understanding
Perception that lack of donations fund means we are not visible
Our area to recruit & retain, county finances, medical facilities, amenities in general
Rate pressure effecting members
Champagne diet and beer budget
Better job at internal control
Opportunities Competitive wage
Job Shadow and Career Day
Communicate
Schools – Industry awareness
Scholarship
Communicate our community involvement
Threats Thought that solar is the answer
General discontent w/society, economy in general erodes member satisfaction
Erosion of understanding of cooperative model
Quality of life because of unemployment
Disconnect law
Group 2 - External Environment
Strengths High member satisfaction
Knowledgeable employees
Part of the community
Top notch lineman
Safe practices
Weaknesses Member expectations changing
Lack of understanding of our business
Geography – spread out
Crew size with regard to maintaining reliability
Revenue challenges
Cost of living expenses
6 | P a g e
Opportunities Educate our membership
Educate our youth – job shadow, industry careers, internship
Disaster Planning
Threats Uncontrollable weather, economic trends, member
attitudes
New gas company in Coos Bay
Group 3 - External Environment
Strengths Relationship with members
Monopoly – Captive Audience
Keep lights on
Viewed as being professional
Weaknesses Viewed as a monopoly
Overheads are high, affects perception of co-op
Understanding of line extension costs and ownership of equipment
Loss of major industrial load (possibly self-generation)
Opportunities Assist with economic development
Review costs (overhead)
Evaluate rate philosophy for fairness in the context of co-op principles
New interest in moving to Curry and Coos Counties
Threats Overhead costs drive off potential consumers. Not a
community based philosophy which would have a shared expense
Erosion of co-op principle
Distributed generation (Tesla and renewables) compared to traditional utility and co-op model.
Perhaps not keeping up with rebuilds other utilities are (PUC compliance)
Changing demographics from farming and logging to other
People that don’t want change may impede economic development
Technological advances outpacing utility structure
Group 4 - External Environment
Strengths
Service
Lights on
Plant infrastructure
Good people
Weaknesses
Lack of planning and communicating decisions
Entitlements
Erosion of co-op philosophy
Philosophy change inside the organization will affect our external
Lack of understanding of how co-ops work
7 | P a g e
Lack of understanding what expectations are beyond electric service
Opportunities
Growth in Coos and Curry counties
Educating members
Get the cooperative feeling back
Threats
Group 5 - External Environment
Strengths Cooperative business model
Employees involved, committed and always step up to challenges
Willing to provide input and be included in decision-making
Economical rates
Provide personal touch in a variety of ways
Weaknesses Process needed for member input
Communicate involvement could be better
Lack of understanding of rates and need for adjustments
Erosion of understanding of co-op principles – branding - new member packets
New member promotional marketing – not consistent
Perception of CRC and Arista
Rural community and ability/resilience to bounce back
Need to respect and remind about our legacy
Perception that rate increase is not weather related. Lack of trust
Opportunities Diversify wholesale power source
Diversify business
Maintain our personal touch given change in demographics
Strengthen brand
Offer other products
Partner on Disaster Planning
Educate members on partnerships such as CRC
Have employees be a resource to others interested in developing co-ops (food, etc.), USDA (for growers to gain access to funding, etc.)
Threats More reactive than proactive in dealing with
externalities. Resistant to change can’t change fast enough
EPA
8 | P a g e
Group 6 - External Environment
Strengths ACSI good
Partnership with PNGC
Legal Growth Opportunity
Weaknesses Co-op is not co-op we used to be
Single reliance on BPA for wholesale power
Shrinking, not growing
Economy general attitude and losing pool of resources
Perception of us as community partner because we don’t help set poles or partner on community projects (we are not seen as reasonable)
Opportunities Diversify resources (partner with industrial
customer)
Develop rate structure for marijuana
Explore technology on 320 for commercial/prepay
Promote agri-businesses
Threats Industrial load reduction (South Coast) or conservation
Federal laws/BPA/Conflicting laws regarding marijuana
Group 7 - External Environment
Strengths Good member relationship
Reliable restoration
Weaknesses Erosion of partnering w/members like we used to;
cones, helping the community
Consumers choosing City of Bandon & PacifiCorp instead of us (Langlois, Bandon, etc.)
Cost of installation high
Erosion of co-op way
Marketing to new consumers
Lack of involvement
High Employment
Opportunities Improve member relationship
Switch discounts
Market CCEC in other areas
Determine appropriate balance between installation & revenue (defer cost)
Prove we’re different
Acknowledge employee involvement in marketing
Place average outage times & other performance on bills
Threats Number of fixed income members in community
Number of snowbirds with partial year revenue
Regulation (county level) on business
9 | P a g e
Marketing packet – include cooperative principles
Group 8 - External Environment
Strengths Good member relations
Good legislative relations
Residential customers/retiree – not subject to employment
Weaknesses 88% of membership residential
Defined and constrained territory
Quit donation
Limited revenue stream
Opportunities Grant writers
Key accounts relationships (build)
Partner with the Tribe
Jordon Core Project – may increase number of new residential members
Need to “brag” about what employees do in the community
Threats Divided membership with new marijuana law
Philosophical change at South Coast
Closure of South Coast Lumber
Local leaders desire to get involved in electrical business
Technology – Tesla – pressure on price
Strategic Initiatives – External Environment
Group 1 - External Relationship Objectives
Objective (future state) Measure Target Strategy
Members and employees understand cooperative difference
ACSI Score > 84
Aggressively communicate principles and value of co-op membership (internal and external) Provide internships, job shadowing
Aggressively communicate operations initiatives and rates
Active participation in economic development
100% of serious start-ups
Explore opportunities for board and employee involvement Reevaluate rationale for $250 work order deposit
Member perception is we consistently act according to core values
ACSI Score > 84
Educate internally to educate externally Manage internal costs to change perception about cost of electricity
Members and employees understand cooperative
ACSI Score > 84 Aggressively communicate principles and value of co-op membership (internal and external)
10 | P a g e
difference Provide internships, job shadowing
Aggressively communicate operations initiatives and rates
Group 2 - External Relationship Objectives
Objective (future state) Measure Target Strategy
Clear understanding of cooperative business model
ACSI score ≥ 84 Develop Marketing Plan that includes education about cooperative model
Community participation is excellent Crew size and training is appropriate given geography
ACSI score Total Volunteer
Hours/employee
ACSI score
≥ 84
≥ 84
Build and maintain a “visual presence” Establish company-wide calendar of events Generate engagement opportunities Train to utilize technology effectively Determine appropriate crew size and availability for reliability
Group 3 - External Relationship Objectives
Objective (future state) Measure Target Strategy
Rate philosophy for existing and new members is consistent with cooperative philosophy
ACSI score Raise by 2.5 each year to > 90 at end of 5 years
Research overheads and appropriate aid-in-construction Explore incentives for new businesses Investigate opportunities in COSA
Bring back cooperative philosophy
ACSI score Raise by 2.5 each year to > 90 at end of 5 years
Build personal relationships with members and co-workers Find ways for crews to help people in the community and increase involvement Evaluate touch points to improve personal touch Increase involvement in community activities
Group 4 - External Relationship Objectives
Objective
(future state) Measure Target Strategy
Reinvigorate and “live” co-op philosophy to build relationships
ACSI Determine communication tools to bolster culture of service excellence
Change image of CCEC employees
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Foster philosophy like “Witness movie and that treat others as neighbors, not customers
Member satisfaction is excellent
ACSI score Explain and educate co-op principles Understand changing demographics and investigate ways to balance needs.
Community participation is excellent
ACSI score Define value-added services/activities Find opportunities for employees to be “the face” and develop coordinated plan.
Group 5 - External Relationship Objectives
Objective (future state)
Measure Target Strategy
Strong understanding of and belief in cooperative principles
ACSI Expand on personal touch Turn “customers” into “members”
Understand demographics and plan for change accordingly
Promote business model as a strength
Improve perception of who we are and what our products are (CRC, etc.)
Meaningful partnerships with communities
ACSI score Actively participate in economic development activities Help members gain access to grants and funds to update their equipment (farmers) Actively participate in disaster planning, Red Cross and other first responders Be a resource to members to help them succeed
Group 6 - External Relationship Objectives
Objective
(future state) Measure Target Strategy
Economic Development is promoted for a strong economy and relationships
Number of jobs increasing
Gain greater understanding of mandates/barriers to growth and develop coordinated plan to influence change Be involved in economic development forums Develop and nurture knowledgeable Employee Ambassadors
Growth potential partnerships with communities are strong
Explore funding and grant opportunities to help communities succeed (RUS or RedLeg)
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Wholesale power supply is stable and diversified to strengthen local community relationships
ACSI Score ≥ 80 Explore partnerships and financial opportunities Explore co-generation with industrial members Explore non-electric sources that create partnerships with members to strengthen relationships and member loyalty
Group 7 - External Relationship Objectives
Objective
(future state) Measure Target Strategy
Reinvigorate Cooperative Way
ACSI score
Employee Feedback
New Growth
Positive Trend on ACSI Score
Develop Marketing Plan
Demonstrate commitment to service excellence
ACSI score Positive Trend on ACSI Score
Develop Marketing Plan that includes compassion for elderly members
Be the Utility of Choice Growth Market the CCEC Difference through personal examples/testimonials, chamber of commerce, realtors and through partnerships with manufacturing (lighting/GE)
Group 8 - External Relationship Objectives
Objective
(future state) Measure Target Strategy
Member Satisfaction is excellent
ACSI Score
Community participation is excellent
ACSI score
Rural economy is strong due to partnerships on economic development
Growth
Combined - External Relationship Objectives
Objective
(future state) Measure Target Strategy
Members and employees ACSI score
≥ 84 and ≤ 90 Develop Marketing Plan
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understand and “live” cooperative philosophy
Evaluate Rate Philosophy and Structure Actively participate in disaster planning, Red Cross and other first responders Enhance relationship with key accounts through aggressive program
Strong and meaningful partnerships with local communities
ACSI score ≥ 84 and ≤ 90 Define “value-added” services Develop Community Involvement Plan Actively participate in economic development activities Help members gain access to grants and funds to update their equipment (farmers)
Rate philosophy for existing and new members is consistent with cooperative philosophy
ACSI score Raise by 2.5 each year to > 90 at end of 5 years
Research overheads and appropriate aid-in-construction Explore incentives for new businesses Investigate opportunities in COSA
Bring back cooperative philosophy
ACSI score Raise by 2.5 each year to > 90 at end of 5 years
Build personal relationships with members and co-workers Find ways for crews to help people in the community and increase involvement Evaluate touch points to improve personal touch Increase involvement in community activities
SWOT Analysis – Organization & Culture
Group 1 – Organization & Culture
Strengths Open door policy
Safety – tailgating, safety awards and records
Random drug testing (safe)
Employee (talented)
Employee care and compassion
Weaknesses Aging workforce. Loss of talent
Erosion of benefits near term – could turn into threat in the long-term success
Communication across departments
Leadership not well-defined
Lack of accountability
Technology not always efficient
Opportunities Employees expand their knowledge and are
adaptable
Threats
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Group 2 - Organization & Culture
Strengths Focus on Safety
Knowledgeable /Intelligent employees
Humor in the workplace
Pride
Competitive wages and benefits
Weaknesses Communication between offices and departments.
Misunderstanding because of presentation/interpersonal skills
Tendency to question what others are doing making them defensive
Interpersonal skills training
Local environment makes it hard to recruit, cost of living amenities.
Opportunities Family environment – more Facebook postings
Threats Regulations causing limitations in maintaining
quality workforce, legacy knowledge
Reduction in benefits will negatively impact recruiting and retention
Group 3 - Organization & Culture
Strengths Employees (Talented and compassionate)
Safety – equipment and tools
Weaknesses Aging infrastructure not as reliable (could be cost
savings to copper)
OMS – dispatch not large enough to handle all 4 districts at once. (need to have more coordinators in large storms)
Ensuring adequate funding for community action and low-income
Opportunities Grow within (legacy knowledge)
Lineman training
Threats
Group 4 - Organization & Culture
Strengths Safety – no compromises, don’t lose focus
Reliability
Open door policy
Promote sharing of ideas
Adaptable
Weaknesses Communication (fickle)
Retirements
People leave w/institutional knowledge and w/o training new employees
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Opportunities Recruiting (competitive) (Growth potential)
Documenting institutional knowledge
Cross training
Job shadow - intern
Threats Loss of revenue - County revenue situation
preventing new business
Local land use initiatives
Group 5 - Organization & Culture
Strengths Safety Record
Benefits and Compensation
Strong commitment to cooperative values
Outside and inside unity with employees
Weaknesses Communication
Geography – 4 offices challenge with consistency
Ability to cross departmental lines to improve communication
Employees not as visible in community
Loss of legacy knowledge
Opportunities Develop interest in careers at the cooperative
through programs such as job shadowing, internships
Foster a proactive, forward-thinking environment to be able to anticipate and adjust to changes
Threats Loss of 30% of workforce due to retirement and
competition for replacements
Rural community – ability to recruit and retain
Cascadia Subduction Zone event
Group 6 - Organization & Culture
Strengths Safety
Talented employees
Weaknesses Focus on unrealistic expectations that affect org.
and do not necessary save dollars.
Resistance to embrace new ideas that may change the way we’ve done them in the past.
Opportunities Communicate within and across departments
Understand other departments and learn
Educate youth about CCEC and industry - interns
Threats Lack of talent and folks entering workforce.
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Group 7 - Organization & Culture
Strengths Safety
Hardest workers
Good equipment & tools
People care (mgmt.)
Passionate leadership
Weaknesses RS and 401k philosophy changes
Opportunity for growth
Training
Unaware of what other employees do
Inconsistency (work orders)
Organization that doesn’t cultivate open, honest communication
Do more with less is a short term focus.
Short hand in some areas: crew and warehouseman – affects our dependability
Ineffective communications about decisions
Opportunities Opportunity for employee growth: general
foreman – IBEW contract
Lineman training
Threats
Group 8 - Organization & Culture
Strengths Safety
Utilize technology efficiently
Knowledgeable workforce
Competitive wages
Weaknesses Benefit erosion – effects recruitment
Technology improvement (staking process)
Legacy knowledge
Policies that prevent open communication (chain of command)
Opportunities Continue Communications Improvement
Empower employees
Threats Skilled labor give retirements in electric industry
Retention due to reduction in benefits
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Strategic Initiatives – Organization & Culture
Group 1 - Organization & Culture Objectives
Objective
(future state) Measure Target Strategy
Safety BSC Zero Accident Conduct Safety Training
Think “Safety First”
Continue to cultivate a safe work environment
Service Excellence Philosophy defines culture
BSC Employee Survey
Define desired leadership
Create an environment of open communication across departments
Benefits package is appropriate to maintain stable workforce
Cost/effort to recruit Turn-over rate
Commitment to being co-op competitive
Provide on-going individual investment planning for employees (PIRC)
Group 2 - Organization & Culture Objectives
Objective
(future state) Measure Target Strategy
Safety BSC Zero Accident Conduct Safety Training
Think “Safety First”
Continue to cultivate a safe work environment
Create an on-going legacy of knowledge
Educated, top-talent employees
100% Capture work experiences and use to train others Create a learning environment where information is shared broadly (apprentice and journeymen blend/share experience with new training
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Competitive benefits package
Recruiting and retention ratio
Commitment to being co-op competitive
Provide on-going individual investment planning for employees (PIRC)
Group 3 - Organization & Culture Objectives
Objective (future state) Measure Target Strategy
Have a Safety First Philosophy
Zero Accidents Zero Conduct Safety Training Hold Tailgate Sessions Seek First Place Awards Explain rationale for changes (incentives) Effectively educate and communicate safety awareness
Conduct assessment and develop long-term plan to manage retirements
Plan to recruit and grow from within organization and from local communities Evaluate jobs to determine need and talent required before filling positions
Create a culture that includes open, effective communications
Employee Survey Create opportunities for employees to learn and understand each other’s job Explore ways to better utilize and understand roles in work management/work order process
Group 4 - Organization & Culture Objectives
Objective
(future state) Measure Target Strategy
Safety Zero Accidents Zero Conduct Safety Training
Hold Tailgate Sessions Educate public
Zero tolerance
Document institutional knowledge
Employee Transition is
Seamless
Foster culture where knowledge is shared through open dialog
Use technology to document what we have and how to use
Promote learning workforce
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Culture where employees want to come and want to stay
ACSI Score Provide opportunities for growth (upward and lateral) Recruit highly trained (technical and leaders) employees Promote learning organization
Group 5 - Organization & Culture Objectives
Objective
(future state) Measure Target Strategy
Safety First Zero Accidents Zero Conduct Safety Training
Hold Tailgate Sessions Educate the members through Safety City, High-Voltage Trailer and other visual displays
Foster a proactive, forward-thinking organizational culture
ACSI Improve communication and understanding throughout the organization
Utilize technology i.e. video conferencing for consistency
Develop a culture that makes us a “coveted” place to work to recruit and retain employees
Organization is part of the community
ACSI Score
Employee Turn-Over
Provide internal and external education on cooperative values Develop plan for community involvement that encourages and increases employee visibility
Group 6 - Organization & Culture Objectives
Objective
(future state) Measure Target Strategy
Safety First Zero Accidents Zero Conduct Safety Training
Hold Tailgate Sessions
Organization has adequate staffing for high level of service
ACSI Assess appropriate level of employees given retirement projections and growth/revenue constraints Consider early retirement options to encourage
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commitment and enhance planning
Organizational culture where employees want to come and stay
Employee Turn-over
Offer competitive benefits and promote rural lifestyle Position organization as a progressive, innovative organization Promote “family” atmosphere
Group 7 - Organization & Culture Objectives
Objective
(future state) Measure Target Strategy
Have a Safety First Philosophy
Zero Accidents Zero Conduct Safety Training
Hold Tailgate Sessions Look out for everyone
Explore appropriate mechanism for rewarding safety record
Educate internally and externally
The best in employee satisfaction for retention
Employee Turnover Employee Survey
Develop and maintain an appropriate benefits package
Provide opportunities for training and growth Improve communications Provide opportunities for learning what others do
Adequate, long-term staffing needs are planned for and met
Employee Turnover Develop and maintain an appropriate benefits package for recruiting and retention for our area
Recruit locally
Group 8 - Organization & Culture Objectives
Objective
(future state) Measure Target Strategy
Safety First Zero Accidents Zero Conduct Safety Training
Hold Tailgate Sessions Educate the members through Safety City, High-Voltage Trailer and other visual displays
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Foster a proactive, forward-thinking organizational culture
ACSI Improve communication and understanding throughout the organization
Utilize technology i.e. video conferencing for consistency
Develop a culture that makes us a “coveted” place to work to recruit and retain employees
Organization is part of the community
ACSI Score
Employee Turn-Over
Provide internal and external education on cooperative values Develop plan for community involvement that encourages and increases employee visibility
Combined Organization & Culture Objectives
Objective
(future state) Measure Target Strategy
Safety First Philosophy BSC Zero Conduct Safety Training
Hold Tailgate Sessions Live “Safety First” Philosophy Explore appropriate recognition for meeting targets
Educate internally and externally
Organizational culture that draws, nurtures and keeps appropriate level of top talent
ACSI Retention Record Employee Survey
≥ 84 and ≤ 90 Maintain competitive compensation and benefit package to recruit and retail top talent Provide opportunities for training and growth Posture CCEC as a “coveted” place to work Develop comprehensive plan to address retirements
Organizational culture that fosters continual knowledge sharing
ACSI ≥ 84 and ≤ 90 Create a learning environment that shares information broadly Capture work experiences and document institutional knowledge for training Improve communications
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SWOT Analysis – Programs & Process
Group 1 – Programs & Process
Strengths Anticipating Inventory and equipment needs
Proactive in building and maintaining a stable, reliable and standardized infrastructure.
Tree Trimming
Weaknesses AMI meters short supply, demand up.
Policies are not always in forefront/considered not intentional just not thought about and too much interpretation
Need to do cost-benefit on new technologies
Need internal control process to help streamline processes
Work management
Opportunities Threats
Group 2 – Programs & Process
Strengths Cooperative network
Reliable infrastructure and knowledgeable workforce
Tree trimming and underground
Weaknesses May not fully understand technology capabilities
and applications (OMS)
Unknown if we are adequately stocked with inventory. Need to set appropriate levels.
Opportunities Assess process efficiency – asset tracker
Always improving
Awareness of jobs/projects provides flexibility
Threats Disaster strikes
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Group 3 – Programs & Process
Strengths Equipment
Inventory levels
ROW – Tree Trimming
Weaknesses Crew size for lineman not strategically located to
serve all areas equally
We don’t plan for retirements as aggressively as we should. Better planning needed.
Fear of losing job hampers looking at efficiencies.
Need company cross training plan that is not disruptive.
Inside culture different than outside
Communication/education between departments
Explain rationale not always clear for actions
Opportunities Evaluate copper to standardize and save money
Evaluate dispatch in large storms
Threats
Group 4 – Programs & Process
Strengths Equipment reliable
Adequate planning of inventory
Underground replacement and conversion
Weaknesses Accuracy of data in systems (retiring staking sheets
50% complete)
Tendency to move too quickly end up on “bleeding edge”
Employees do not always understand what others do
Need culture where recommendations and processes are followed/supported (training)
Opportunities Fully-utilize current technologies
Evaluate new technologies
Bring employees together from different departments
Threats Inventory bottlenecks (disaster or normal business
i.e. meters).
Not fully leveraging tools /technology
Lack of forum for feedback when things are not working well.
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Group 5 – Programs & Process
Strengths Pre-pay metering
Legalization of Marijuana
Weaknesses Rate structure not set-up for stability
Impact of pre-metering (radio, storms etc. back up needed
Opportunities Hydroponic sales
Research diversion- propane, water heater, charging stations wholesale power
Research grant money
Diversify revenue
Explore billing and GIS system sharing with other utilities
Promote pre-pay
Promote economic development
Using infrastructure for bandwidth
Explore distributed generation
Threats Economy and weather affecting member use of
electricity
EPA
Federal regulations regarding grow operation
South Coast Lumber (loss)
Group 6 – Programs & Process
Strengths Forecast planning
Reliable and adequate maintenance system
Tree trimming
Responsive
Cooperative mutual aid
Weaknesses Competition for supplies (320 meters)
T1 line from NBK to BK – aging equipment, safety and reliability
System audit – new system needed to check service points no that AMI system installed (intern – summer)
Could better job staff planning efforts
Opportunities Trouble section of lines
Leveraging technologies (training)
Threats Lack of talent and folks entering workforce
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Group 7 – Programs & Process
Strengths Technology Advancement
Adaptable to technology
Weaknesses Fairview substation (repairs needed)
North Brookings substation – obsolete equipment
Communications into substations (one route – radio) need satellite for disaster or for back-up to Pre-pay and MDM programs
Compliance issues (fixes) costly
Cost of maintenance on secondary OH
Inconsistent standards
Employees unaware of planning documents
Inventory levels – need addressing
Need eyes on the system
Opportunities Secondary underground – save on future cost –
cost benefit analysis
Standards
Do better job investigating & purchasing quality supplies. Develop stronger relationships with suppliers
Threats NESC rules changing & costly
Costly OSHA requirements (co-op involvement) NESC
Need better utilization of technology (OM)
Technology lacking what we expected/told/need
Group 8 – Programs & Process
Strengths 1/3 of plant is underground
Good ROW
Reliability
Weaknesses Personal relationship with contractors lies with
upcoming retirees
Reduced tree trimming budget effects long-term reliability
Geography and exposure to elements
Inventory levels (adequate)
Inability to fund adequate workforce for regular maintenance and outages
Opportunities OH to Underground set a goal
(Construction Plan)
Implement an Inventory Replacement process (kVa transformer, lead time)
Threats 9.0 Disasters
System vandalism
Sunk cost if traditional utility model changes
PUC regulations (enforcement)
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Strategic Initiatives – Programs & Process
Group 1 – Programs & Process Objectives
Objective
(future state) Measure Target Strategy
System average interruption duration index (SAIDI) is in first quartile
System average interruption frequency index (SAIFI) is in first quartile
Customer Average Interruption Duration Index
Sum of duration of all member interruptions for year divided by total number of members served Total number of member interruptions divided by total number of members served Sum of outage minutes off during the period divided by number of meters with one or more interruptions
120 Minutes
1.3
84 Minutes
Tree Trimming
Underground where possible
Perform Regular Maintenance
Evaluate internal processes to identify potential efficiencies
Evaluate Work Management to ensure benefits are realized Ensure utilization of most cost-effective technology Educate employees on importance of policies and adhering to them
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Group 2 – Programs & Process Objectives
Objective
(future state) Measure Target Strategy
System average interruption duration index (SAIDI) is in first quartile
System average interruption frequency index (SAIFI) is in first quartile
Customer Average Interruption Duration Index
Sum of duration of all member interruptions for year divided by total number of members served Total number of member interruptions divided by total number of members served Sum of outage minutes off during the period divided by number of meters with one or more interruptions
120 Minutes
1.3
84 Minutes
Tree Trimming
Underground where possible
Perform Regular Maintenance
Evaluate internal processes to identify potential efficiencies
OMS (Integration between crews and OMS capabilities) Discuss reasonableness of completing all “blanks” in Asset Tracking
Develop process to inspect meters routinely (integrate with pole inspections)
Group 3 – Programs & Process Objectives
Objective (future state) Measure Target Strategy
System average interruption duration index (SAIDI) is in first quartile
Sum of duration of all member interruptions for year divided by total number of members served
120 Minutes Utilize Outage Management to reduce response and restoral time
System average interruption frequency
Total number of member
1.3 Tree Trimming Regular Maintenance
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index (SAIFI) is in first quartile
interruptions divided by total number of members served
Evaluate copper in plant and determine appropriate plan for replacement Determine areas appropriate to direct bury wire
Customer Average Interruption Duration Index
Sum of outage minutes off during the period divided by number of meters with one or more interruptions
84 Minutes Tree Trimming Regular Maintenance
Group 4 – Programs & Process Objectives
Objective
(future state) Measure Target Strategy
System average interruption duration index (SAIDI) is in first quartile
Sum of duration of all member interruptions for year divided by total number of members served
120 Minutes Utilize Outage Management to reduce response and restoral time
System average interruption frequency index (SAIFI) is in first quartile
Total number of member interruptions divided by total number of members served
1.3 Tree Trimming
Regular Maintenance
Maintain adequate inventory
Underground where appropriate
Customer Average Interruption Duration Index
Sum of outage minutes off during the period divided by number of meters with one or more interruptions
84 Minutes Tree Trimming
Regular Maintenance
Continue long and short-range planning
Processes are efficient Investigate costs, benefits and tradeoffs using BSC before making major decisions
Ensure data is accurate
Create forums for addressing process improvement Provide adequate training
Provide opportunities where employees learn from each other
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Group 5 – Programs & Process Objectives
Objective
(future state) Measure Target Strategy
System average interruption duration index (SAIDI) is in first quartile
Sum of duration of all member interruptions for year divided by total number of members served
120 Minutes Utilize Outage Management to reduce response and restoral time
Provide adequate training
System average interruption frequency index (SAIFI) is in first quartile
Total number of member interruptions divided by total number of members served
1.3 Tree Trimming
Regular Maintenance
Customer Average Interruption Duration Index
Sum of outage minutes off during the period divided by number of meters with one or more interruptions
84 Minutes Tree Trimming
Regular Maintenance
Processes are efficient Internal Control Audit
Ensure major activities are well-planned and communicated (internal and external) before executing
Develop comprehensive plan and maintenance schedule to ensure access to plant
Group 6 – Programs & Process Objectives
Objective (future state)
Measure Target Strategy
System average interruption duration index (SAIDI) is in first quartile
Sum of duration of all member interruptions for year divided by total number of members served
120 Minutes Assess AMI repeaters Provide On-Call Education Build better awareness of functionality/capability of OMS
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System average interruption frequency index (SAIFI) is in first quartile
Total number of member interruptions divided by total number of members served
1.3 Tree Trimming
Regular Maintenance
Customer Average Interruption Duration Index
Sum of outage minutes off during the period divided by number of meters with one or more interruptions
84 Minutes Tree Trimming
Regular Maintenance
Programs and processes are efficient
Develop plan to periodically inspect integrity of electric system Update construction work plan using cross-department team that includes all stakeholders (include T1-line N.BK. to BK substations) Improve communications
Group 7 – Programs & Process Objectives
Objective (future state)
Measure Target Strategy
System average interruption duration index (SAIDI) is in first quartile
Sum of duration of all member interruptions for year divided by total number of members served
120 Minutes System integrity is ensured through plan to inspect meter points Build better relationship with suppliers to ensure quality equipment
System average interruption frequency index (SAIFI) is in first quartile
Total number of member interruptions divided by total number of members served
1.3 Tree Trimming
Regular Maintenance
Determine areas appropriate to direct bury wire
Long-Term Construction Work Plan includes maintenance plan and communication/education on safety, PUC and NESC violations
Customer Average Interruption Duration Index
Sum of outage minutes off during the period divided by number of meters with one or more interruptions
84 Minutes Tree Trimming
Regular Maintenance
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Technology Fully Utilized Investigate ways to fully utilize OMS and AMI flags to determine load
Work Management to include inventory control and work flow
Group 8 – Programs & Process Objective
Objective (future state)
Measure Target Strategy
System average interruption duration index (SAIDI) is in first quartile
Sum of duration of all member interruptions for year divided by total number of members served
120 Minutes System integrity is ensured through plan to inspect meter points Build better relationship with suppliers to ensure quality equipment
System average interruption frequency index (SAIFI) is in first quartile
Total number of member interruptions divided by total number of members served
1.3 Tree Trimming
Regular Maintenance
Determine areas appropriate to direct bury wire
Long-Term Construction Work Plan includes maintenance plan and communication/education on safety, PUC and NESC violations
Customer Average Interruption Duration Index
Sum of outage minutes off during the period divided by number of meters with one or more interruptions
84 Minutes Tree Trimming
Regular Maintenance
Processes are efficient Create adequate Inventory Plan Improve reliability through plan to convert OH to UG Join with other utilities to bring reasonableness to PUC enforcement Prepare for retirements by building new long-term relationships with suppliers and contractors
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Combined – Programs & Process Objectives
Objective (future state)
Measure Target Strategy
System average interruption duration index (SAIDI) is in first quartile
Sum of duration of all member interruptions for year divided by total number of members served
120 Minutes System integrity is ensured through plan to inspect meter points Build better relationship with suppliers to ensure quality equipment
System average interruption frequency index (SAIFI) is in first quartile
Total number of member interruptions divided by total number of members served
1.3 Tree Trimming
Regular Maintenance
Customer Average Interruption Duration Index
Sum of outage minutes off during the period divided by number of meters with one or more interruptions
84 Minutes Tree Trimming
Regular Maintenance
Technology Fully Utilized Processes are Efficient
Investigate ways to fully utilize OMS and AMI Work Management to include inventory control and scheduling Develop Inventory Plan to determine appropriate level of material inventory and stock accordingly Long-Term Construction Work Plan includes maintenance plan, conversion from OH to UG and communication/education on safety, PUC and NESC violations Join with other utilities to bring reasonableness to PUC enforcement
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SWOT Analysis – Financial Resources
Group 1 – Financial Resources
Strengths Relationship with members
Weaknesses Relying on kWh for rate increases instead of
collecting more in MMC for stability
Reliance on Community Action to assist low-income members
Opportunities Explore tidal and wave energy
Threats Rates going up
Group 2 – Financial Resources
Strengths Weaknesses Programs in place that we’re not fully utilizing,
SCADA, Comsquare and Retriever
Opportunities Continue to maintain controllable costs
Evaluate conservation program
Explore water diversion project through partnership (Tribe)
Promote economic development
Better evaluate new technologies, major purchase/projects and coordinate/collaborate with end users
Examine rate structures for idle services based on geographic and reasonable test
Threats Continuing warmer weather trend affecting
revenue
Disaster or large storms
Group 3 – Financial Resources
Strengths Making bank covenants
We have borrowing ability
Investment in employees ensures financial strength
Weaknesses
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Opportunities Distribution generation
Continue to evaluate controllable costs
Land use law being changed in Eastern OR 160 acres
Threats Counties could charge us for ROW state
Rising rates affects membership causes member satisfaction to go down
Weather pattern stays the same
New laws and regulations
Group 4 – Financial Resources
Strengths Captive Audience/Members
Financially sound
Supportive membership
Weaknesses Only one revenue stream
Traditional utility model changing and rate structures make us vulnerable to outside influences
Struggling economy
Government, state, county unfriendly to new business
Opportunities Increase revenue and control cost
Communicate and educate members
Restructure collection of revenue (rate structures)
Threats Wholesale power regulation
Rate structures not set up for greatest stability.
Group 5 – Financial Resources
Strengths Pre-Pay program
Legalization of marijuana
Weaknesses Perception that rate increase is not weather
related could mean lack of trust
Rate structure not set up for stability
Ability of technology to keep up with Pre-Pay (radio/storms). Back up needed.
Opportunities Research Grants available for funding
Diversify Revenue Stream (propane, water heaters, charging stations, generation)
Explore merits in offering to provide services for billing and GIS to other utilities
Promote Pre-Pay
Promote economic development
Use infrastructure for bandwidth
Threats Economics affecting member use of electricity
EPA
Federal regulations and state laws regarding marijuana at odds
Loss of industry (South Coast)
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Group 6 – Financial Resources
Strengths State allocations- service territory
Weaknesses Lack of options to members to pay for
upgrades/PUC
Cost benefit analysis lacking in some solutions
Opportunities Secondary underground – explore Bandon,
reduce LT costs
Diversify revenue resources – partner to offer service using our GIS and Billing system
Threats Continued weather trends bill/legislation:
disconnect, renewable, net metering (utility costs)
EPA, NEPA
Group 7 – Financial Resources
Strengths Monopoly
Meeting financial covenants
Pre-pay
IT financial conservatism practice
IBEW contract provides stability
Weaknesses Budgeting too conservatively
Current AMI may not be able to handle TOU
Opportunities Demand rates
Review cost structure
Cost of new service more attractive for growth
Diversify revenue stream
Explore co-generation
Solar installation
Community disaster planning
Review landlord accounts – too costly
Local generators as back-up
Threats Weather
BPA – Federal /State law
Natural disasters/servere weather-cost to repair
Group 8 – Financial Resources
Strengths Ability to borrow
Finances are stable (good)
2028 BPA Contract
Weaknesses BPA contract 2028 – means we pay more than
market
Maintained too low target tier
Expensive maintenance geography and climate
Politics and member perception of rates increasing given rural and low income economy
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Opportunities PPC, PNGC and NWPPA
Line extension policy (explore)
Economical Development
Tesla Dealership (explore)
Continue to promote “value” through TE
Threats Wind intergration
Not meeting bank tests
New regulations or legislative mandates
Columbia river treaty (ESA or EPA)
Snake River dam removal
Attach on Col Gen. station (10% of BPA output)
EIM (CA) taking over scheduling
Strategic Initiatives– Financial Resources
Group 1– Financial Resources Objectives
Objective
(future state) Measure Target Strategy
Economic development through partnerships increases revenue
Stable Revenue Begin strategic discussions to develop hydroelectric or other power resources through partnerships (Tribes) to become more independent from BPA
Partner with golf course developers to bring jobs and boost local economy
Rates are set to maximize stability
Review rate structures and reevaluate appropriate amounts for MMC and kWh charge
Group 2– Financial Resources Objectives
Objective
(future state) Measure Target Strategy
Economic development through partnerships increases revenue
Begin strategic discussions to develop hydroelectric or other power resources through partnerships (Tribes) to become more independent from BPA
Partner with golf course developers to bring jobs and boost local economy
Continue to control costs ≤ CPI Standardize tools and equipment IT Committee Plan and Budget to standardize technology costs
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Group 3– Financial Resources Objectives
Objective (future state) Measure Target Strategy
Effectively communicate rate adjustments
ACSI score Communicate in multiple ways
Cooperative is financially strong
KRTA Equity Levels
Continue to monitor finances closely and adjust accordingly Continue review and adoption of long-range plans
Operational expenses are controlled
Develop forum for evaluating controllable costs Develop an organizational budget from the bottoms-up that is tied to strategic initiatives
Group 4– Financial Resources Objectives
Objective
(future state) Measure Target Strategy
Strong member relations to weather bad times
ACSI score Community involvement Effective communication
Strong local economy Partner with communities on economic development Change land-use to foster more business-friendly environment
Rate structures appropriate for changing business model
Investigate non-traditional rate design and industry trends Develop rate structures that plan for lean years, changing demographics and provides stability
Group 5– Financial Resources Objectives
Objective
(future state) Measure Target Strategy
Diversify and explore new revenue streams
annual % increase Pursue available grant money
Sell billing and GIS services to other utilities
Explore opportunities: using infrastructure for bandwidth, propane for a variety of appliances, satellite, electric cars and grow lights
38 | P a g e
Utilize new technology to save money and improve member satisfaction
annual % decrease > 1 Investigate hybrid AMI system
Diversity wholesale power for stability
< 0
< 0
Explore opportunities with hydro diversion within service territory
Group 6– Financial Resources Objectives
Objective
(future state) Measure Target Strategy
Revenue is growing Evaluate cooperative fee structure for all services
Involved in economic development to strengthen local economy
Be involved in economic development forums and promote CCEC’s service territory
Revenue stream is diversified
Explore non-electric methods of generating revenue (offering billing and GIS services to other utilities)
Group 7– Financial Resources Objectives
Objective
(future state) Measure Target Strategy
Internal Costs Controlled IT Expenditures Address Landlord Agreements
Positive revenue stream Member Equity and budget carry-over
Explore instantaneous kW charge
Determine appropriate level of MMC and kWh charge
Cost of new services encourages growth
Assess line construction costs and compare with City of Bandon and Pacific Power to encourage new services
Revenue stream is diversified
Explore alternative business including wave, propane, selling back-up generators, Co-Gen (Jordan Cove), solar with back-up
Group 8 - Financial Resources Objectives
Objective
(future state) Measure Target Strategy
39 | P a g e
Revenue is growing Change TIER to 2.5 Adopt policies with more margin to better navigate through tough years Explore options with Tesla cars and battery back-up Explore home battery back-up systems
Ability to effectively influence policy
Continue involvement in organizations that monitor and influence legislation, regulation and BPA issues
Active partner in economic development to strengthen local economy
Review line extension policy
Combined - Financial Resources Objectives
Objective
(future state) Measure Target Strategy
Revenue is growing Change TIER to 2.5 Adopt policies with more margin to better navigate through tough years
Ability to effectively influence policy
Continue involvement in organizations that monitor and influence legislation, regulation and BPA issues
Active partner in economic development to strengthen local economy
Explore options with Tesla cars and battery back-up Review line extension policy Pursue available grant money Begin strategic discussions to develop hydroelectric or other power resources through partnerships (Tribes) to become more independent from BPA
Partner with golf course developers to bring jobs and boost local economy
Revenue stream is diversified
Explore non-electric methods of generating revenue (offering billing and GIS services to other utilities)
40 | P a g e
Employee Strategy Groups
Group 1 Marvin Jones
Chuck Maurer
Marty Curtis
Leah Rhodes
Michelle Smith
Pam Potter
Group 2
Jeremy Alexander
Jesse Hall
Nate Duey
Cindy Peare
Jeff Wilson
Tad Bell
Kat Meader
Rose Gabrielson
Group 3
Don Jensen
Scott Adams
Janna Fraser
Kelly Beem
Joseph Spada
Dan Somers
Kyle Duey
Ben Winters
Louise Jefferies
Group 4
Ben Adams
Racheal Fandel
Randy McDonald
Shane Johnson
Jacob Knudsen
Randy Foster
Zane Adams
Renae Sudweeks
Betsy Smith
Group 5
Tom Gastonguay
Joan Simons
Glenda Park
Gary Veach
Dan Steineke
Ken Smith
Walt Jurczenko
Andrew Koreiva
Matt Mjelde
Group 6
Burke Rose
Scott Elliot
Dean Wilson
Duffell Gray
Linda Spurgeon
Sharon Champlain
Bill Rowe
Ron Manley
Brandon McGinnis
Group 7
Tim Hawkins
Jason Sherman
Dena Manley
Dan Springer
Mitch McDonald
Shannon Keys
Steve Deraita
Chris Jones
Group 8 Roger Meader
Dale Wilson
Frank Corrales
Christine Stallard
Strategic Management (Plan for Future Success)
• Not “how” but “what” • Examine mission,
vision & priorities • Assess impact of
trends in external environment
• Evaluate organization capabilities
• Establish objectives with strategies and targets
Operations Management
(Manage day-to-day Activities)
• The “how” • Direct & control
processes • Manage & direct
resources • Identify, define &
resolve problems • Manage stakeholder
relationships • Respond to regulatory
requirements
Affirmphilosophy
Evaluateexternal
environment
Evaluateinternal
environment
Selectobjectives
(futurestate)
Createstrategiesto
meetobjectives
Communicate&implementstrategies
Monitor&evaluate
performance
Strategic Planning Process Today
• Usedtotrackperformance&compareperformancetoothersinindustry
• TouchstoneEnergyBalancedPerformanceScorecard(14measuresin4categories)-Memberservice
-Safety
-Reliability
-Financial
Key Performance Indicators
Affirmphilosophy
Evaluateexternal
environment
Evaluateinternal
environment
Selectobjectives
(futurestate)
Createstrategiesto
meetobjectives
Communicate&implementstrategies
Monitor&evaluate
performance
StrategicPlanningProcess
Mission Providesafe,reliableelectricserviceatreasonablerates
Vision Exceedexpecta5ons
Values Respect,Consistency,Integrity,ExceedExpecta5ons,SeekNew
Solu5ons
Philosophy
Philosophy - Mission Statement
Amissionstatementis“whatyoudo.”
Aonesentencestatementdescribingthereasonanorganizationorprogramexistsandisusedtohelpguidedecisionsaboutpriorities,actionsandresponsibilities.
Philosophy - Mission Statement
Mission Providesafe,reliableelectric
serviceatreasonablerates
Empoweringlifestyles
Philosophy - Vision Statement
Avisionstatementisaonesentencestatementdescribingtheclearandinspirationallong-termdesiredchangeresultingfromanorganizationorprogram’swork.
Vision Exceedexpecta5ons
Philosophy - Vision Statement
Philosophy - Values PersonalIntegrityHonestyInnovativeRespectfulConsistent
• Income&expenses• Economictrends• Regulations• Rates
FinancialResources
• Members• Communityleaders• Industry&tradeorganizations• Legislators,stakeholders®ulators
ExternalRelationships
• Plant&equipment• Technology• Suppliers• Regulations
Processes&Programs
• OrganizationalMandates• Employeecapabilitiesandcompetencies• Organizationstructure• Organizationculture• CooperativePrinciples
Organization
ComponentsoftheInternalandExternalEnvironment
BSC Components
Statementoffinancialsuccess
Statementofexemplaryexternalrelationships
Statementofefficientandeffectiveprocessandprograms
Statementofhealthyorganizationandculture
BSC Components (examples)
Statementoffinancialsuccess
• Revenueisgrowing,ratesareatorbelowotherelectricuMliMesinSWOregon• KRTAstaMsMcsarecomparabletoothercooperaMvesofsamesizeanddemographics• ProductcostsareaslowaspossiblewithoutcompromisingintegrityoforganizaMonorserviceexcellence
StatementofexemplaryexternalrelaMonships• TopquartileofmembersatisfactioncategoryonTouchstoneBSCscorecard• CommunityandlegislativerelationshipsarestrongandCCECistrustedresource
StatementofefficientandeffecMveprocessandprograms• TopquarMleofsafetycategoryonTouchstoneBSCscorecard• TopquarMleofreliabilitycategoryonTouchstoneBSCscorecard
StatementofhealthyorganizaMonandculture• ApreferredemployerandlearningorganizaMon • TopquarMleonemployeesaMsfacMonscore
Affirmphilosophy
Evaluateexternal
environment
Evaluateinternal
environment
Selectobjectives
(futurestate)
Createstrategiesto
meetobjectives
Communicate&implementstrategies
Monitor&evaluate
performance
StrategicPlanningProcess
• AssesssituaMon&predictthefuturefor4areasofthebalancedscorecard
• IdenMfystrengths,weaknesses,opportuniMes,andthreatsforeacharea
• BrainstormstrategiciniMaMves
• Selecttop3iniMaMves
• Foreachofthe4areas,developobjecMveswithmeasures,targets,andstrategies
EnvironmentalAnalysisandSituaMonAssessment
External Relationship Environment Members• Demographicchanges?• Changesinmemberpreferences?• Specificdemandsfromagroupofmembers?• HowdomembersaMsfacMonresultscomparetoindustrytrends?
Community• Changesina[tudes?• Whatishappeningwiththelocaleconomy?• Changesinleadership?• WhatshouldourinvolvementbeinthecommuniMesinwhichwelive?
Industry&TradeAssocia6ons• UnexpectedcompeMMonorcooperaMon?• ConsolidaMonsintheindustry?• Newstrategiesintheindustry?• AnyindustrybestpracMceswecanimplement?
Legislators• Changesinlegislators?• Legislatorsweneedtoinfluence?
Regulators• ChangesinregulaMons?• Regulatorsweneedtoinfluence?
External Relationship Objectives (examples)
Objec6ve(futurestate)
Measure Target Strategy
LegislatorsseekCCECopinionaboutenergyissues&supportCCECviews
RaMoofposiMvetonegaMvelocallegislaMvedecisions
>2 DevelopaplantobuildrelaMonshipswithlocallegislatorsandtheirstaffs
MembersaMsfacMonisexcellent
ACSIscore >3.5 1.DevelopacommunicaMonplantodevelopstrongertrustwithmembers2.Exploreproducts&servicesthatenhancememberconvenience
CommunityparMcipaMonisexcellent
Totalvolunteerhoursperemployeepermonth
>2 GenerateengagementopportuniMes
Strengths Weaknesses
Opportuni6es Threats
SWOT for External Relationships
StrategicIssues
Objectives,TargetsandStrategies
Statementofexemplaryexternalrelationships
! TopquartileofmembersatisfactioncategoryonTouchstoneBSCscorecard! CommunityandlegislativerelationshipsarestrongandCCECistrustedresource
Organization & Culture Environment OrganizationalMandates•Arethereemploymentlawsorothermandatesthatmustbeaddressed?• Poolofsuccessioncandidatesisadequate?
EmployeeCapabili6esandCompetencies• EmployeesareeffecMve&efficient?• Employeeshavesufficienttraining?• Poolofqualifiedworkersisadequate?• WorkiseffecMve&organized?• AvailabilityandskillsofpotenMalworkers?
Organiza6onStructure• StructureiseffecMve,efficient&flexible?• CommunicaMonsareeffecMve&efficient?• EffecMve,inspiringleadershipispresent?
Organiza6onCulture• Workenvironmentissafe?• Howdoesoursafetycomparetoindustry?• WorkersareadaptableandmoMvated?• RelaMonshipwithemployeesisgood?• Werecognizegoodwork?• Ourpeopleliketheirwork?
Organization & Culture Objectives (examples)
Objec6ve(futurestate)
Measure Target Strategy
Safety ZeroAccidents Zero ConductSafetyTrainingHoldTailgateSessions
EnhanceorganizaMonalculturetoimproveexternalrelaMonships
EmployeeSurvey CreateBaseline
DevelopandconductEmployeeSurvey
OrganizaMonisresponsivetomembers
ACSIScore DevelopandconductMonthlyMemberSaMsfacMon/Feedbacksurvey
Strengths Weaknesses
Opportuni6es Threats
SWOT for Organization & Culture
StrategicIssues
ObjecMves,TargetsandStrategies
StatementofhealthyorganizaMonandculture
! ApreferredemployerandlearningorganizaMon ! TopquarMleonemployeesaMsfacMonscore
Programs & Processes Environment Plant&Equipment• Equipmentisreliable,safe&efficient?• TechnologyisadequatelyuMlized?• Inventoryisadequate?• Reliabilityiscomparabletoothersinindustry?
Exis6ngPrograms&Processes• Programs&processareeffecMve&efficient?• ProblemsarequicklyidenMfied&resolved(nobacklog)?
• WorkiseffecMvelyscheduled&organized?
Technology• Technologicalbreakthroughs(schedulingtools,processautomaMon,producMon&deliveryofproducts/services)?
• Anyprocesseswecanadopt(goodpracMces,benchmarking&peergroupprocesses)?
Suppliers• ConsolidaMonofsuppliers?• Newsuppliersorlossofsuppliers?• Changeinavailabilityofvendorservices?• Changeinqualityorpriceofequipmentorservices?
Regula6ons• NewregulatoryrequirementsaffecMngourprocessesorequipment?
• Newstricterenvironmentallaws?
Programs & Processes Objectives (examples)
Objec6ve(futurestate)
Measure Target Strategy
SystemaverageinterrupMonduraMonindex(SAIDI)isinfirstquarMle
SumofduraMonofallmemberinterrupMonsforyeardividedbytotalnumberofmembersserved
120Minutes
UMlizeOutageManagementtoreduceresponseandrestoralMme
SystemaverageinterrupMonfrequencyindex(SAIFI)isinfirstquarMle
TotalnumberofmemberinterrupMonsdividedbytotalnumberofmembersserved
1.3 TreeTrimmingRegularMaintenance
CustomerAverageInterrupMonDuraMonIndex
SumofoutageminutesoffduringtheperioddividedbynumberofmeterswithoneormoreinterrupMons
84Minutes TreeTrimmingRegularMaintenance
Processesareefficient InternalControlAudit CompleteBaseline
EngageEmployeeCommiheesProvideEmployeeTraining
Strengths Weaknesses
OpportuniMes Threats
SWOT for Programs & Processes
StrategicIssues
ObjecMves,TargetsandStrategies
StatementofefficientandeffecMveprocessandprograms
! TopquarMleofsafetycategoryonTouchstoneBSCscorecard! TopquarMleofreliabilitycategoryonTouchstoneBSCscorecard
Financial Resource Environment IncomeandExpenses• Islevelofcapitaladequate?Dowehaveadequateavailabilityoffundstobuildplant?
• Isthecompanyfinanciallystrong?• HowdoesourfinancialperformanceonTouchstoneEnergymetricscomparetopeers?
• Aretherewayswecouldincreaseourrevenue?• Howdowemanagerisingcosts,weatherpahernsandmemberexpectaMonswithregardtorates?
EconomicTrends• EconomictrendsthatwillaffectourorganizaMon?
• RevenuetrendsthataffectourorganizaMon?
Regula6ons• Regulatorychangesthatwillaffectourfinancialperformance?
• LegislaMvechangesthatwillaffectourfinancialbohom-line?
Financial Performance Objectives (examples)
Objec6ve(futurestate)
Measure Target Strategy
Revenueisincreasing
annual%increase >1 InvesMgatewaystoassistinareaeconomicdevelopment
G&Aexpensesaredecreasing
annual%decrease >1
OperaMonalexpensesarecontrolled
annual%increase
annual%increaseincontrollablecostpernumberofemployees
<0
<0
Equityisincreasing equityasa%ofasset
Strengths Weaknesses
OpportuniMes Threats
SWOT for Financial Resources
StrategicIssues
ObjecMves,TargetsandStrategies
Statementoffinancialsuccess
! Revenueisgrowing,ratesareatorbelowotherelectricuMliMesinSWOregon! KRTAstaMsMcsarecomparabletoothercooperaMvesofsamesizeanddemographics! ProductcostsareaslowaspossiblewithoutcompromisingintegrityoforganizaMonorservice
excellence
Affirmphilosophy
Evaluateexternal
environment
Evaluateinternal
environment
Selectobjectives
(futurestate)
Createstrategiesto
meetobjectives
Communicate&implementstrategies
Monitor&evaluate
performance
StrategicPlanningProcess
Strategic Plan and Roadmap
• Assignstrategies(Metoindividualperformanceplansandrewards)
• DevelopacMonplanstooutlineprojects,programsandacMviMes
• ScheduleacMonswithduedatesandresponsibleindividuals
Implement Strategies
Affirmphilosophy
Evaluateexternal
environment
Evaluateinternal
environment
Selectobjectives
(futurestate)
Createstrategiesto
meetobjectives
Communicate&implementstrategies
Monitor&evaluate
performance
StrategicPlanningProcess
Monitor & Evaluate
Performance
• WewanttoknowifwearecompleMngouracMonsandmovingtowardsourtargets
• WemayneedtomodifystrategiesandsupporMngacMonplanstoreflectperformanceresults
• Weshouldreportprogressperiodically• Weshouldrewardsuccess
#57Spotlight on Excellence Entry FormNRECA Voting Member Classification * Distribution Cooperative: 1-20,000 meters
Category * 16. Best Event
Entry Title * CCEC Strategic Planning
I wish to receive Judges' comments onthis entry
Yes
Contact's Name * Christine Stallard
Cooperative * Coos-Curry Electric Cooperative, Inc.
Mailing Address P O Box 1268 43050 Highway 101 Port Orford, OR 97465 United States
Contact's Email * [email protected]
Contact's Phone Number * (541) 247-6638
Name of entrant as it should appear onthe award (if given)
Coos-Curry Electric Cooperative, Inc.
Is this the first time you've entered theSpotlight competition?
No
Entrant's Email [email protected]
Names of others (freelancers ororganizations) involved in the project, ifapplicable
Describe your/the co-op's role in theproject *
Dolores McBride, the cooperative's human resources administrator andChristine Stallard designed a strategic planning process that involvedall 64 employees and resulted in a strategic plan that was presented toand adopted by the board of directors.
Describe others’ role in the project(Reference outside sources of material,including templates; pre-existing Webtools and apps; information from outsidegroups, such as Straight Talk orTouchstone Energy; stock photos andmusic, etc.) *
The strategic planning initiative, while designed by the co-facilitators,was based on the Touchstone Energy Strategy Execution System withinput and guidance from CCEC's board president, who has extensiveknowledge of strategic planning.
Circulation or Number of People Reached *
Number of Attendees * 64
Project’s Budget * Zero
Target Audience(s) * Board of Directors and Membership
Project's Objective *
Restrictions/Limitations * Co-facilitators had no real restrictions or limitations other than toavoid expenses that were not in the budget and also avoid employeeovertime. With a very limited budget, co-facilitators purchased candyand "smiley" stress balls. Employees were asked to bring a brown baglunch.
Describe why you chose this type of socialmedia and how you used it *
Provide a brief summary that states the purpose of the event, how the program was implemented, and resultsand how they were measured *
With a loss of revenue over the past several years due to a sluggish economy and low load growth and energyindustry changes on the horizon, CCEC's general manager/CEO had an increasing desire to hit the challenges headon and position the cooperative for future success. Strategic planning had traditionally been done in the board room,but when presented with an idea to conduct "bottoms-up" planning that would include ideas from every employee,the board of directors unanimously agreed. Two employees designed the seven hour planning session using toolsdeveloped by Touchstone Energy (Strategy Execution and Balanced Scorecard) and Cheryl McMahan, CCEC's boardpresident. The 63 employees were broken into 8 cross-departmental groups. Each group participated in the sameexercises, which included a SWOT analysis, identifying strategic initiatives and redefining the mission, vision andvalue statements. All 8 sessions were held in April 2015 (we were exhausted!). The "Mission Impossible" themegreeted employees as they came in to the board room and Pharrell Williams keep the groups "Happy" during breaks.At the end of the day, the walls were covered with sheets of paper containing great ideas for helping the cooperativenavigate turbulent times and prepare for the next 75 years. Co-facilitators condensed the data into a 40-pagedocument that was reviewed by employees. Once employees had provided input and finalized the mission, vision and
values, a draft strategic plan was then presented to the board of directors. With very few changes, the board adoptedthe plan. Co-facilitators shared the final plan with all employees and the board of directors. Using the TouchstoneEnergy Strategy Execution model, co-facilitators developed road maps and other internal tools to assist withimplementation. Large road maps that clearly indicate the cooperative's mission, vision, values and strategicinitiatives are clearly displayed in lunchrooms and hallways of all four office buildings. Various committees have beenformed to tackle the strategic initiatives which include better utilization of technology (OMS and AMI), address newrevenue sources and improve commitment to community. Measurement is tied to the Touchstone Energy BalancedScorecard approach for areas such as ACSI score, reliability and safety indices and key financial ratios. Thecooperative's general manager/CEO reports progress to the board of directors at each monthly board meeting. Thestrategic plan is still being implemented and is expected to for the next two to three years. The event has beenshared with members in a Ruralite magazine article and with public power entities (NWPPA Bulletin magazine featurestory).
Provide a brief summary that states thepurpose, how the program wasimplemented, and results and how theywere measured using the RACEframework. Each component has its ownword limit noted below.
Research *
Action *
Communication *
Evaluation *
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Carol Crabtree · 16:33 on 19 Nov 2015REVIEWED 11/19-KAC