BRANTFORD POWER INC. Strategic Planning Process

BRANTFORD POWER INC.
Strategic Planning Process

A Request for Stakeholder Input

Brantford Power Inc. (BPI) is engaged in a strategic planning process to review its priorities and identify future directions. This discussion paper has been prepared to inform you about the project and solicit staff input to the emerging directions of the Corporation.

Background

In the fall of 2009 the BPI Board identified the need to develop a new strategic plan and selected an external consultant to facilitate the process. The work plan was approved on October 16, 2009.
The consultant reviewed background information and held individual and group discussions with Board members, key individuals in the community and some management and staff members.
A focus group session was held with management staff on February 17, 2010.
On February 25, 2010 the Board and members of the Senior Management Team participated in a five-hour strategy development session. They completed a situation analysis, engaged in visioning activities, reviewed decision options and developed some draft high level goals for the Corporation.

The Board truly values input from the Brantford Power team and the quality and success of the strategy ultimately depends on full and active staff participation.

What Happens Next?

The next step of the consultation process begins with this discussion paper, which reflects the thinking of the participants in the planning process so far. This is "work in progress" that will evolve as we hear more from our staff. Please read it carefully and consider the questions posed.

You may complete this form on-line below and it will go directly to the consultant. You will have a chance to edit your comments after you press "submit". Focus questions have been provided to guide discussion and feedback. Responses must be received by Monday, April 5, 2010.

The plan will be revised to reflect feedback and reviewed/approved by the Board at its meeting on April 15, 2010. The plan will then guide the growth and development of BPI over the coming exciting and challenging years.

DRAFT #2
March 24, 2010

THE ENVIRONMENTAL CONTEXT

The following "SWOT" analysis (strengths, weaknesses, opportunities and threats) for Brantford Power was assembled from the interview data and discussion at the Board planning session.>

Strengths:	Efficient and well run with good technical expertise Committed and loyal staff Experience/knowledge in the energy industry Financially sound Good public reputation Community links Diverse customer base Good physical assets Access to city resources
Weaknesses:	Multiple locations "Landlocked" service area limiting expansion Lack of succession planning Volume of regulatory complexities Size and resource constraints Lack of identity and distinct culture Internal communications Collaboration between departments
Opportunities:	Green initiatives: conservation and renewable energy options New business initiatives Relationship building with other organizations Education of stakeholders on energy issues/trends Provincial leadership in niche areas Cost management/continuous improvement Employee engagement Mergers, acquisitions and partnerships
Threats:	Increasing regulatory demands Vulnerable to political intervention Low growth in area Recruitment and retention challenges Changes in provincial policy Rate of return uncertainties
Any initiatives undertaken by the Corporation will need to build on strengths, rectify weaknesses, capitalize on opportunities and address threats.

Focus Question:

Should any other strengths, weaknesses, opportunities or threats be considered?

Strengths:
Weaknesses:
Opportunities:
Threats:

MISSION, VISION AND VALUES

Mission Statement

A mission statement should be a clear statement of the purpose, mandate and "business" of an organization. BPI's current mission statement appears below:

As a leading electricity distribution company, Brantford Power is driven to provide safe, reliable and competitively priced services to our customers, while providing above average growth in shareholder value and excellent returns on shareholder investment.

Focus Questions:

Have any important elements of BPI's mission been overlooked in this statement?

Feel free to suggest revisions to the mission statement.

Vision Statement

A vision statement describes the "preferred future state" of an organization and its stakeholders. Participants at the February planning retreat engaged in a visioning exercise and identified the following elements of a new vision for BPI:

Innovation and leadership in the energy industry
Performance and efficiency
Organizational growth and development

Focus Questions:

Have any vision elements been overlooked?

Feel free to suggest wording for a new vision statement.

Values

Values are those beliefs that guide an organization as it discharges its mission in pursuit of its vision. BPI's values appear below:

Safety
Openness and integrity in relationships with our stakeholders
Innovative and future oriented services
A customer focus with responsive, friendly, efficient and reliable service
A positive, challenging and rewarding work environment
A commercial orientation

Focus Questions:

Have any important values been overlooked?

Feel free to suggest revisions to the values statements.

EMERGING DIRECTIONS

The following draft goals and objectives were developed at the February 25th planning session. The goals relate to quality, innovation/ leadership, external linkages and organizational development

GOAL ONE: Pursue quality, efficiency and service excellence

1.1 Align the organization around continuous improvement to consistently achieve "Best in Class"
unit cost and quality results.

1.2 Align service providers with continuous improvement targets.

1.3 Establish "model" regulatory expertise and depth.

1.4 Leverage technology and capital to gain productivity improvements.

Focus Questions:

Are there any suggested revisions to the goals related to quality?

Have any important goals been missed?

What are some of the steps that would need to be done to achieve these goals?

GOAL TWO: Innovate and provide leadership

2.1 Strategically expand the asset base to support community and economic development.

2.2 Develop profitable ancillary business lines that leverage the Green Energy Act build on the
success of the conservation program.

Focus Questions:

Are there any suggested revisions to the goals related to leadership?

Have any important goals been missed?

What are some of the steps that would need to be done to achieve these goals?

GOAL THREE: Build external relationships

3.1 Pursue strategic partnerships and other affiliations with organizations outside of the BPI
catchment area.

3.2 Develop closer relations with Ontario Energy Board interveners to expand influence in
industry and regulatory policy.

3.3 Increase stakeholder knowledge of the value, opportunities and risks associated with the
organization.

Focus Questions:

Are there any suggested revisions to the goals related to external relationships?

Have any important goals been missed?

What are some of the steps that would need to be done to achieve these goals?

GOAL FOUR: Develop the internal organization

4.1 Foster a forward-looking organizational culture that supports innovation and collaboration.

4.2 Increase employee engagement.

4.3 Grow expertise in all areas of the organization including operations, engineering, regulatory and
finance.

Focus Questions:

Are there any suggested revisions to the goals related to organizational development?

Have any important goals been missed?

What are some of the steps that would need to be done to achieve these goals?

In Conclusion...

Focus Questions:

What do you feel should be the most important priority for Brantford Power in the next year?

Feel free to make any other comments or suggestions about the evolving strategic plan.