STRATEGIC PLAN

STRATEGIC PLAN
BENTON PUD
2022-2026 STRATEGIC PLAN
RESOLUTION XXXXX
OUR GUIDING PRINCIPLES
STRATEGIC PLAN

MISSION PURPOSE VALUES

We contribute high value to our To improve the quality of life in Safety
community and customers by our community through Integrity
providing energy and related leadership, cooperation Mutual Respect
services using reliable and and stewardship. Forward Focus
efficient delivery systems. Excellence
Teamwork
 OUR VALUES
STRATEGIC PLAN

Mutual Forward
Safety Integrity Respect Focus Excellence Teamwork
“We place high “We are honest, “We value each “We anticipate the “We take pride in “We work
value on public trustworthy, individual for future, seeking doing quality work together as an
and employee ethical who they are, better and more and meeting our interdependent
safety and each and demonstrate understanding and innovative ways commitments.” group of multi-
individual is this by taking appreciating their to serve our talented people
committed to the responsibility for opinion and customers.” committed to
prevention, our actions.” input.” common goals for
education and individual and
awareness of organizational
hazardous success.”
conditions that
could lead to
accidents or
injuries.”
STRATEGIC GOALS
OUR GOALS STRATEGIC PLAN

VALUE PEOPLE
Demonstrate mutual respect and regard for the inherent
value of all people through our words and actions. STRATEGIC TARGET

STRIVE TO MEET 21ST CENTURY

POWER GRID EXPECTATIONS
Continuously improve electric service reliability and value.

ENSURE STRONG FINANCIAL &

OPERATIONAL STEWARDSHIP
Deliver financial and operational outcomes that demon-
strate diligent and consistent adherence to industry best
practices; applicable codes, standards, and regulations; and
established District policies, guidelines and procedures.

MEET & EXCEED CUSTOMER

EXPECTATIONS
Empower customers with technology, processes and peo-
ple that help make their lives better.

MAINTAIN RELIABLE,
ENVIRONMENTALLY
RESPONSIBLE & LEAST-COST POWER
Balance environmental and economic tradeoffs and risks
to achieve a power supply portfolio which helps ensure the
health, safety and well-being of our customers.
STRATEGIC GOALS VALUE PEOPLE

STRATEGIC PLAN

OBJECTIVES
A. Promote ownership and accountability for safety within each individual.

B. Commit to pursuing an injury andpain-free workplace.

C. Attract and retain talent.

D. Ensure leadership is developed tomeet existing and future challenges.

E. Promote Employee Engagement.

INITIATIVES
A.1. Continue to engage safety committee members in the review of accident/incident trends
to identify areas of risk, deliver targeted training programs to address those risks, and
leverage data analytics to measure performance.

B.1. Evaluate the third-party physical security assessment recommendations as outlined in

the study conducted in 2019 in the ongoing effort to ensure employee and public safety.

C.1. Evaluate the framework for a potential Performance-Based Employee Incentive

Program.

D.1. Continue to offer employee training through various technology options (online,
webinars, etc.) [Growing Forward Training]

E.1. Cultivate an “informed workforce” by delivering a program which educates

employees on the utility business model, emerging issues and empowers employees to
become utility ambassadors in the community. [Utility I.Q. Program]

PERFORMANCE MEASURES
PLACEHOLDER
Demonstrate mutual respect and regard
for the inherent value of all people through
our words and actions.
STRATEGIC GOALS STRIVE TO MEET 21ST CENTURY GRID EXPECTATIONS

STRATEGIC PLAN

OBJECTIVES
A. Maintain electric and broadband reliability & resiliency.

B. Optimize distribution assets.

C. Promote the convergence of broadband, information systems and electrical system.

INITIATIVES
A.1. Maximize the value of Benton PUD’s advanced metering infrastructure (AMI) system.

A.2. Complete design and construction of the Southridge substation in 2020.

A.3. Purchase property necessary for future Ridgeline substation.

A.4. Begin permitting and design of the Spaw to Phillips transmission line in 2020 and
complete construction in 2021.

A.5. Work with BPA to complete studies and agreements necessary to facilitate construction of a new
McNary substation 115 kV point-of-delivery (energize in 2022).

A.6. Participate in disaster response planning with Benton County Emergency Services
relative to a Cascadia earthquake in order to evaluate the direct and indirect impacts on the Dis-
trict’s electric system operations.

B.1. Implement remote communications options and control upgrades to integrate feeder line devices
into the District’s Supervisory Control and Data Acquisition (SCADA) system.

PERFORMANCE MEASURES
PLACEHOLDER

Continuously improve electric

service reliability and value.
STRATEGIC GOALS ENSURE STRONG FINANCIAL & OPERATIONAL STEWARSHIP

STRATEGIC PLAN

OBJECTIVES
A. Comply with legislative and regulatory requirements.

B. Manage enterprise-wide risks.

C. Promote honesty, integrity, and trust.

INITIATIVES
A.1. Correct safety code compliance and construction standard deficiencies related to the joint use of
Benton PUD poles.

A.2. Ensure compliance with low income energy assistance requirements in the Clean Energy Transfor-
mation Act to make progress toward reducing the energy burden of low-income households.

B.1. Develop a three to five-year technology plan that identifies strategic business processes and initia-
tives with a goal of optimizing and leveraging investments in technology across the organization.

B.2. Develop a written wildfire mitigation plan.

PERFORMANCE MEASURES
PLACEHOLDER

Deliver financial and operational out-

comes that demonstrate diligent and
consistent adherence to industry best
practices; applicable codes, standards,
and regulations; and established District
policies, guidelines and procedures.
STRATEGIC GOALS MEET & EXCEED CUSTOMER EXPECTATIONS

STRATEGIC PLAN
OBJECTIVES
A. Become the trusted energy partner.

B. Maintain a world-class broadband system.

INITIATIVES
A.1. Drive customers to utilize SmartHub® features including payment options, usage
monitoring, email and text alerts, and outage notifications.

A.2. Consistent with Benton PUD’s Community Engagement Policy, establish connections with our com-
munities and schools by finding ways to engage in community-support
activities and educational opportunities.

A.3. Educate, inform and influence local, state and federal representatives on issues that impact Benton
PUD’s customers.

A.4. Expand Pay as You Go marketing beyond low-income participation.

B.1. In partnership with NoaNet, develop a proactive plan and strategy to respond to requests by tele-
communication companies relative to the deployment of advanced wireless technology.

PERFORMANCE MEASURES
PLACEHOLDER

Empower customers with technology,

processes and people that help make
their lives better.
STRATEGIC GOALS
ENSURE A RELIABLE, ENVIRONMENTALLY
RESPONSIBLE & LEAST-COST POWER SUPPLY

STRATEGIC PLAN
OBJECTIVES
A. Manage risk and opportunities related to power supply.

B. Maintain a sustainable low-carbon power supply portfolio.

INITIATIVES
A.1. Monitor the activities of the Northwest Power Pool regarding the possible development and en-
forcement of regional resource adequacy requirements and incorporate into Benton PUD’s Integrat-
ed Resource Plan (IRP) as applicable.

A.2. Undertake an effort to heighten the awareness of customers and policy makers as to resource
adequacy concerns, and environmental and land use impacts associated with high wind and solar
project development scenarios.

A.3. Acquire adequate capacity resources aligned with the District’s Integrated Resource Plan (IRP) action
plan including exploring the potential for demand response resources.

A.4. Complete an analysis and study of the costs and benefits of implementing demand charges for all
metered rate classes including residential and small-general service and begin customer education
processes.

B.1. Advocate for the preservation of the Federal Columbia River Power System and
Columbia Generating Station through active public engagement and education.

B.2. Support Energy Northwest’s related to U.S. DOE Advance Reactor Demonstration Program (ARDP)
grants.

PERFORMANCE MEASURES
PLACEHOLDER

Balance environmental and economic

tradeoffs and risks to achieve a power
supply portfolio which helps ensure the
health, safety and well-being of our
customers.
THE PLAN
STRATEGIC PLAN
Our long-term vision, defined by focused strategic
goals and objectives that derive from our guiding
principles (Mission, Purpose, and Values).

MISSION
What we do.

GUIDING
PRINCIPLES PURPOSE
Why we are here.

VALUES
What we stand for.

STRATEGIC GOALS
High-level strategic focus areas which guide our decisions
and align actions with our guiding principles.

STRATEGIC OBJECTIVES
Specific actions to reach our strategic goals.

STRATEGIC INITIATIVES
Focused tactics or activities to achieve our strategic objectives that include timelines/milestones and periodic
checkpoints to map our progress on our initiatives.

PERFORMANCE MEASURES
How we measure our success in reaching and achieving our strategic goals and objectives.

ACCOUNTABILITY (PERFORMANCE APPRAISALS)

Track individual and team performance on strategic initiatives that drive accountability toward achieving strategic goals and objectives.

EVALUATE
Annual assessment of our strategic plan. Adjustments are made as necessary.