Vision/Mission Statements Adopted on November 2, 2015

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1 Vision/Mission Statements Adopted on November 2, 2015 Vision: We envision an Oregon where CUB: Represents utility customers as an expert and proactive advocate. Is widely recognized for achieving victories to ensure that residential ratepayers have access to fair, affordable, reliable, and sustainable electric, gas, telecommunications, and water/sewer services. Empowers consumers and engages with policy makers and utility leaders through education and advocacy to develop collaborative solutions to emerging utility issues that affect residential ratepayers. CUB Mission: As directed by Oregon voters in 1984, the Citizens Utility Board of Oregon (CUB) represents the interests of Oregon s residential utility customers before administrative, judicial, and legislative bodies. CPC Mission: The CUB Policy Center (CPC) works at the intersection of utility policy and regulation to develop innovative solutions, empower consumers, and engage stakeholders around utility issues that affect Oregonians.

2 CUB VALUES Adopted on November 2, 2015 Acting Responsibly on Behalf of Our Members We protect utility consumers economic resources while working to maintain a sustainable environment for future generations. We analyze utility issues on behalf of ratepayers in order to support wise and reputable policy recommendations. We are resourceful in all aspects of our work. Social and Environmental Justice and Equity for all Oregonians All Oregonians should have access to critical utilities. Ratepayers have a right to be protected from investor owned utilities attempts at unjustified rate hikes and unfair practices. Utility rates should be fair. Good utility policy includes a reduction in fossil fuel use and an increase in affordably priced efficiencies and sustainable energy options. Transparency CUB advocacy, lobbying, and fundraising are executed with honesty and integrity. CUB seeks clear and genuine communication as the standard with both internal and external stakeholders. CUB s work is balanced, data-driven, and accurate. Practical Idealism We speak the language of policy and economics with utility stakeholders in order to represent ratepayers and protect the environment. We provide leadership by conducting analyses that support fossil fuel phase-out and intelligent energy policies. When striving for change, we envision a future of substantial transformation, but we will accept incremental progress in achieving this vision. The Human Factor We invite all Oregonians to join us as members, and provide a wide range of opportunities to engage with our mission. Our staff, members, board, and other volunteers are CUB s heart and soul. We acknowledge that without them we would have neither the passion nor the resources to accomplish our mission. We believe CUB staff should have competitive salaries and benefits, flexible work environment, and a culture that supports good work-life balance.

3 Strategic Plan Adopted by Board of Directors on November 2, 2015 Introduction The Strategic Plan for the Citizens Utility Board of Oregon and the CUB Policy Center provides guideposts for planning and decision-making for the next four years. Adopted in November 2015, the plan emphasizes priorities to stabilize and strengthen the foundation for both organizations operating as CUB so that strategic activities re-enforce and leverage one another. The belief of the board and staff is that when this strategic plan is successfully implemented, CUB will be stronger in four years than it is today and ready to take on new challenges. In adopting this plan, it is also the intention of the board and staff to initiate another round of strategic planning by September 2018 to add to the ongoing evaluation of this strategic plan and to begin the process of creating another strategic plan that will be in place by January 1, Strategic Areas 1) Improving and Increasing Consumer/Stakeholder Engagement and Empowerment CUB is well known in the industry and better known among progressives in the Portland area. This goal is to consciously expand our reach and leverage our partnerships to approach all Oregonians with our message in order to empower their engagement in our mission. 2) Improving Organizational and Operational Strength and Stability CUB has grown in the last several years and could grow more in coming years. We need to ensure that the organization can operate sustainably on an operational basis with strong oversight from the board and ongoing high-level management. 3) Improving Financial Stability CUB is managed well financially; this strategic goal prioritizes finding new funding opportunities and building a strong reserve plan. 4) Building on Current Work and Programs CUB has great programs that get results for utility consumers. This strategic goal seeks to identify current work and program areas that CUB must strengthen to have a strong foundation upon which to grow. 5) Developing Future Issues and Program Areas CUB must continue to develop expertise on new issues that will impact utility consumers. It must also develop specific programs that continue our history of delivering results. This area seeks to identify key issues that CUB believes will be critical to consumers and to leveraging other goals within the plan Strategic Plan Page 1

4 1) Improving and Increasing Consumer/Stakeholder Engagement & Empowerment 1a) Diversify our outreach to more completely fulfill our statutory mandate and mission Diversify the way we communicate/engage with consumer stakeholders: find ways to better reach the younger generation (millennials and gen-xers); message to better engage those who are conservative; more effectively reach those that live outside the Portland metro area; consciously make our services and information available to those who are low or fixed income; include Non-English speaking consumers. The ideal in this scenario is not simply to make people aware of us, but also to increase membership which in turn gives us the strength and numbers to more effectively lobby and advocate. Increase partnerships to include a more diverse population such as chambers, other business groups, community groups, churches etc. Consciously leverage or increase leveraging relationships with present partners. 1b) Organize volunteer involvement and leadership development Create opportunity for volunteers to get involved in the work we do, at the development and communication level and at the regulatory and policy level, where appropriate. Increase our capacity to organize our members around issues and mobilize them for both regulatory and advocacy efforts. As thought leaders, build on our efforts to educate industry and partner stakeholders (conference and other). Develop programs that enable other organizations to learn from our advocacy and policy approaches. 2) Improving Organizational and Operational Strength and Stability 2a) Improve board strength with a particular focus on board recruitment and development Develop better recruitment tools and processes so that we consistently have a complete roster of 15 board members representing the appropriate districts; increase overall board training including organizational storytelling, legal responsibility awareness and fundraising. 2b) Undertake succession planning CUB needs to have clear conversations about plans for the future and building capacity among staff members. To that end, CUB should: Develop a succession plan for the Executive Director. Create systems that support long-term staff retention and smooth staff transitions, including cross-training where possible. 2c) Improve staff recruitment, development, and support Make concrete improvements in benefits; make staff development a priority; institutionalize personal growth (including education opportunities); create an internal culture that reflects our values. Ensure management systems are in place to provide a structured workplace that enables staff to work effectively Strategic Plan Page 2

5 3) Improving Financial Stability 3a) Diversify and increase funding Target appropriate grantors (strategically increasing and broadening grant proposals submitted); improve and build on current fundraising trends including online and social media models; continue to build a robust major gift program; leverage our thought leadership to increase fee-based contracting and/or speaking engagements. 3b) Strategically build reserves Working together, the board and staff will determine long-term financial needs and develop a policy for reserve levels required to sustain the organization over time. The board will adopt that policy and the staff will create a plan to implement the policy and achieve the goals created by the policy. CUB 4) Building on Current Work and Programs 4a) Expand internal and external expertise to address any utility consumer protection issue CUB seeks to be recognized as a credible voice on a wide range of issues. That range of issues is growing over time. CUB will identify new issues where its existing expertise can be utilized and, where that expertise does not exist, determine how to develop the expertise needed to engage thoughtfully and effectively on new issues that arise within existing program work. 4b) Create a sustainable model for municipal water/sewer programs CUB began to advocate for customers of water and sewer work in the City of Portland in January The main source of funding for this program work was intended to be from inserts in water and utility bills. The advocacy program has been very effective and CUB has become a recognized player within City Hall and the bureaus on water and sewer issues. The funding has been slow to reach expected levels. The organization must increase its funding base to be able to continue the program. CPC 4) Building on Current Work and Programs 4a) Reinvent CUB Connects to be a sustainable program CUB Connects is reaching the end of its initial funding derived from settlement money. CPC needs to identify a fundable program model and secure a stable base of funding. 4b) Expand conference impact by adding or increasing some or all of the following: type, scope, size, frequency The CUB Policy Conference has become a recognized gathering where energy issues can be discussed and debated. CUB has also successfully used the conference for specific strategic goals. CPC should examine how to expand the conference model to achieve specific program goals including education, increased attendance, and increased income. In particular, CPC should explore how the existing energy conference can be expanded. CPC should also explore whether it can have a similar impact by instituting a telecommunications conference Strategic Plan Page 3

6 4c) Re-envision Transition from Coal Program in light of the new federal Clean Power Plan Closing coal plants is still an important piece of the work we do. With the enactment of the new Clean Power Plan, the tools are changing and we need to learn and understand how those will affect the industry. New analysis and language to effectively communicate that analysis will need to be developed. 5) Developing Future Issues and Program Areas 5a) Advocate for universal service for broadband customers Broadband is quickly becoming an essential service that is required to operate successfully in society. Consumers need access to broadband to apply for jobs, to do their jobs, to help children with school work, and to access the goods and services that are increasingly available on the Internet. Broadband is currently installed when it is economically advantageous for telecommunications companies. But broadband should be seen as landline service: an essential utility service. CUB will work to establish the policy structure that provides the rationale for such an approach and will advocate for specific policies that make the policy structure a reality. 5b) Make the utility digital revolution work for consumers Utilities are increasingly depending on technology to serve and interact with their customers. Through online billing, smart grid development, demand response programs and a host of other applications, digital technology is impacting customers and will continue to do so in a growing number of ways. New digital applications are often evaluated in the context of benefits for utility companies or shareholders. CUB will ensure that the ongoing application of digital technology will benefit consumers. We will also engage in educating customers in understanding and utilizing the technology so that they are both protected and can realize benefits. 5c) Develop a sustainable utility system within climate change context CUB is a recognized expert in identifying how climate change will impact the utility system and its customers. CUB led the way in creating the model to determine when coal plant closures could be done on an economic basis that benefitted both consumers and the environment. Still missing is a comprehensive climate policy that utility consumers need to eliminate investment risk. CUB will take a leadership role in determining long-term investments and structures that will protect and benefit consumers. CUB will also work to determine how various comprehensive policies will impact consumers and advocate for those that will best serve customers Strategic Plan Page 4