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TRANSCRIPT
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STRATEGIC PLAN DEVELOPMENT
Seattle City Light Review Panel
Michael Jones, Power Supply and Strategic Planning Officer
October 18, 2016
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TODAY’S PRESENTATION
• Strategic Plan OverviewoPillars of the Current Plano Initiatives per Objective
• Measuring ProgressoStrategic Plan Metrics Summary
• Looking ForwardoProcessoTimelineoWhere We Go From Here
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STRATEGIC PLAN OVERVIEW
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PILLARS OF THE CURRENT PLAN
Improve Customer Experience and Rate
Predictability
Increase Workforce Performance and Safety
Practices
Continue Conservation and Environmental
Stewardship Leadership
Enhance Organizational Performance
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IMPROVE CUSTOMER EXPERIENCE AND RATE PREDICTABILITY
• Improve and ensure continued system reliability
• Improve customer interface and information exchange capacity
• Improve the efficiency of our legacy generation assets
• Provide greater rate predictability and transparency
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CUSTOMER EXPERIENCE AND RATE PREDICTABILITY
Active Initiatives
• Compliance Tracking System (A4)
• Denny Substation Program (A6)
• Transmission System Improvements (A7)
• Underground Cable Replacement (A8)
• Improved Streetlight Infrastructure (A9)
• Hydro Performance and Generator Availability (A11)
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CUSTOMER EXPERIENCE AND RATE PREDICTABILITY
Active Initiatives, continued
• Advanced Metering Infrastructure (A13)
• Customer Portal Development (CR5)
• Utility Discount Program (CR10)
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CUSTOMER EXPERIENCE AND RATE PREDICTABILITY
Completed Initiatives
• Align Budgets and Rates (CR1) –2013
• Net Wholesale Revenue Practices (CR2) –2015
• Strengthen Ratepayer Advocacy (CR3) –2013
• Cost of Service and Rate Design Policies (CR4) –2014
• Customer Contact Center Performance (CR5) –2014
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CUSTOMER EXPERIENCE AND RATE PREDICTABILITY
Initiatives Not Started
• Distribution Automation System (A2) – Begins 2019
• Master Service Center (A20) –Begins 2021
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INCREASE WORKFORCE PERFORMANCE AND SAFETY PRACTICES
• Improve workforce safety• Attract and retain workers• Invest more in employee training• Increase workforce flexibility and
efficiency
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WORKFORCE PERFORMANCE AND SAFETY
Active Initiatives
• Skilled Workforce Attraction and Retention (W2)
Completed Initiatives
• Safe Work Environment (W1) - 2015
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ENHANCE ORGANIZATIONAL PERFORMANCE
• Monitor and revise fiscal policies as appropriate to ensure continued financial strength
• Improve effectiveness and efficiency through benchmarking and process improvements
• Replace outdated technology systems and fill major technology gaps
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ENHANCE ORGANIZATIONAL PERFORMANCE
Active Initiatives
• Benchmarking City Light Performance (M2)
• Information Technology Roadmap (M3 – EDM)
• Performance-based Reporting (M4)
• Project Management Quality Improvement (M6)
• Service Level Agreements (M7)
• Efficiency Initiatives (M9)
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ENHANCE ORGANIZATIONAL PERFORMANCE
Active Initiatives, continued
• IT Security Upgrades (A3)
• Enterprise GIS (A5)
• Mobile Workforce Implementation (A10)
• Regional Power and Transmission Leadership (A12)
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ENHANCE ORGANIZATIONAL PERFORMANCE
Completed Initiatives
• Effective Communication and Engagement (M1) –2013
• Internal Audit (M5) –2013• Procurement Process Improvements (M8) –2014
• Financial Policies/Insuring Generation Assets (M10) –2013
• Standards and Compatible Units (A15) –2015
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CONTINUE CONSERVATION AND ENVIRONMENTAL LEADERSHIP
• Improve effectiveness in deploying conservation dollars
• Address resource risks associated with climate change
• Implement rate policy and infrastructure necessary to support customer adoption of electric vehicles
• Create systems to better track, respond to and reduce environmental liability
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CONTINUE CONSERVATION AND ENVIRONMENTAL LEADERSHIP
Active Initiatives
• Enhance Environmental Leadership (CR8)
• Reduce Environmental Liability (CR9)
• Transportation Electrification (A14)
• Climate Research and Adaptation (A17)
Completed Initiatives
• Conservation Program Enhancement (A18) –2015
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MEASURING PROGRESS
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STRATEGIC PLAN METRICS SUMMARY
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STRATEGIC PLAN METRICS SUMMARY, continued
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LOOKING FORWARD
2019 – 2024 STRATEGIC PLAN
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PROCESS
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TIMELINE
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WHERE WE GO FROM HERE
• Next StepsoBuilding blocks of revenue and expenseoSWOT analysis oReview and revise pillars
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OUR VISIONTo set the standard—to deliver the best customerservice experience of any utility in the nation.
OUR MISSIONSeattle City Light is dedicated to exceeding our customers’expectations in producing and delivering environmentallyresponsible, safe, low-cost and reliable power.
OUR VALUESExcellence, Accountability, Trust and Stewardship.