reu’s vision core planning team · integrity we are accountable, ethical, honest, and transparent...
TRANSCRIPT
Strategic planning process facilitated by Leidos Engineering, LLC
REU’S VISION
REU, as Redding’s community-owned electric utility, creates value and delivers exceptional services through the strength of its employees
REU’S MISSION
By 2020, Redding Electric Utility will have established flexible, creative, innovative, and sustainable business practices while continuing to deliver valuable, safe, and reliable services for its customers
REU’S CORE VALUES
Safety We are committed to the safety of our employees, customers, community, and environment.
Integrity We are accountable, ethical, honest, and transparent in everything we do.
Customer Focus We strive to provide excellent service in a courteous, professional manner and align our business practices to our customers’ needs.
Teamwork We work together to achieve common goals in an environment that fosters trust, collaboration, mutual respect, and professionalism.
Communication We have open, honest, and constructive communication with our customers, community, employees, business partners, council, and commission.
YOUR COMMUNITY UTILITY
EXCEPTIONAL SERVICE
PU
BLIC
PO
WER —
RELIABLE INFRASTRUCTURE — COMMIT
TED E
MP
LOY
EE
S
2020
PASS
ION
ECONOMIC EN
GIN
E
UN
DERSTANDING
STRATEGIC DESTINATION
Enhancing the quality of life in our community
Customer satisfaction
and community
growth
Reliable and exceptional service
By 2020, Redding Electric Utility will have established
flexible, creative, innovative, and sustainable business
practices while continuing to deliver valuable, safe and
reliable services for its customers
To remain effective, the Strategic and Business Plan must be reviewed and updated on an annual basis. A team of a cross-section of REU management and employees will be responsible for updating the Strategic and Business Plan. Implementation is an ongoing task that requires sustained energy and focus.
Conduct Gap Analysis and Strengths/
Weaknesses/Opportunities/
Threats Analysis
● Define Current
● Define Future
● Benchmark
PrepareStrategic
Plan
● Identify Issues● Identify Goals● Identify
Strategies● Five-Year Plan
PrepareBusiness
Plan
● Identify Key Performance Indicators
● Develop One-Year Plan
● Identify Tactics
Implement & Monitor
Performance
FE
ED
BA
CK
● Implement Tactical Action Plan
● Measure Key Performance Indicators
● Monitor & Modify
Mike AdamsDan BeansMarvin BriggsPaul CummingsGreg DeedonBernie FargenDave GambleBen Goehring
Mark HaddadElizabeth HadleyKim HeinChris HoldrenBill HughesDave JacksonPat KeenerBrian King
Jack LatiolaisMatt MadisonBrad PanikeJeremy RossBarry TippinMargie WalkerLowell WatrosNick Zettel
PLAN PROCESS SUMMARY
CORE PLANNING TEAM
2020 STRATEGIC PLAN
DRAFT
Redding’s Electric Utility is facing unprecedented challenges to its core mission of delivering safe, reliable, and affordable electricity while the community continues to struggle with a protracted economic downturn and shifting of economic activity. California’s state energy policy is driving utilities to focus on energy efficiency, renewable energy sources, energy storage, distributed generation, demand response, and other game-changers, all of which are having significant impact on REU’s business model. REU continues to focus on operating efficiencies and cost reductions to manage declining revenues while contending with upward operating cost pressures. This Strategic Plan addresses the challenges and provides flexibility to manage an uncertain future while ensuring the long-term sustainability of locally-owned public power.
ISSUE 1 Our financial and business model must be enhanced to build a sustainable utility organization
Strategies:1. Responsible financial management practices ensure economic sustainability.2. A planning culture improves opportunities for success.3. Asset management reduces capital costs and improves reliability.4. Satisfied customers improve our community.
Team Sponsors: Bernie FargenMark Haddad
ISSUE 2We must have an effective and healthy organization
Strategies:1. An effective organizational structure achieves our Mission and Vision.2. Collaboration improves organizational health.3. A core-values driven organization facilitates a healthy and effective work environment.4. A successfully implemented Strategic Plan is fundamental for organizational health and effectiveness.
Team Sponsor: Dan Beans
ISSUE 3 We must improve our technology to deliver increased value to our customers
Strategies:1. Enhanced operational awareness improves efficiency and reliability.2. Enhanced customer experience improves customer satisfaction.3. Managing data and information enhances communication and decision-making.4. Deploying and supporting technology promotes an effective organization.
Team Sponsors: Paul Cummings Brian King
ISSUE 4 We must improve our communications
Strategies:1. Communicating the value of REU enhances community perception and the sustainability of our business.2. Enhanced external communications improve stakeholder relationships.3. Enhanced internal communications improve the health of the organization.
Team Sponsor: Pat Keener
ISSUE 5 We must attract, develop, and retain a qualified workforce
Strategies:1. Effective recruitment builds for the future and promotes diversity.2. Succession planning retains organizational knowledge and provides career development opportunities.3. Retaining qualified employees is essential to long-term workforce stability.
Team Sponsor: Barry Tippin
DRAFT