Strategic Plan Summary 2024
- Initiate participation in the Rural Electric Safety Achievement Program (RESAP)
- Participate in the NRECA Commitment to Zero 2.0 program
- Continue aggressive approach to safety improvement to avoid complacency at all levels of the organization
- Enhance member trust, support, and loyalty through intentional, transparent, and meaningful communications with members
- Establish a schedule of prioritized messaging objectives that align with CLP’s business strategy
- Utilize a variety of communications channels that target member segments cutting across all age groups and the seasonal/full-time categories
- Establish a clear definition of financial stability and sustainability, including target ranges for key financial ratios such as equity as a percent of assets and debt coverage ratios
- Provide board and staff education on cooperative financial fundamentals
- Develop a 10-year financial forecast including the base case and the ability to analyze “what-if” scenarios such as stress tests and major financial decisions
- Evaluate and possibly implement a conversion from PCS, the current core software suite, to NISC, the potential replacement
- Ensure business continuity in the event of human resources transitions such as retirements, job changes, or family leave occurrences
- Implement consistent cross-training and information sharing between employees and departments
- Provide education and training to all employees to support excellence in their current roles and encourage growth along career paths
- Consistently provide appropriate information flow among the Board, CEO, staff, and employees
- Encourage positive work culture and morale by developing one or more incentive programs and/or team-building events
- Provide balanced educational materials to members to assist them in making informed decisions about distributed generation
- Mitigate financial impacts of distributed generation decisions of particular members on the broader membership
- Document CLP’s goals to balance reliability, cost, and renewables in its power supply portfolio including the need to manage the extent of financial losses and risk to our small cooperative.
- Document CLP’s decision tree and/or CLP’s requirements and parameters to enable commitment to a renewable energy or battery project as part of its power supply portfolio
- Increase the physical security of the front lobby
- Increase the physical security of the headquarters campus with minor upgrades
- Increase the physical security of select substations with minor upgrades
Safety
Member Communication & Action
Financial Stability
Human Resources
Balance Reliability, Cost, Equity & Renewables
Hardening Against Threats