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Strategic Plan

We Are Proud To Present to You Our Strategic Plan

Our current Strategic Plan continues the expectation of excellence established in prior years.

The plan is guided by a vision statement defining the District’s focus areas, described as Strategic Objectives, and the “Picture of Excellence” for each objective. Strategic Initiatives were developed to help us achieve the Picture of Excellence. Minor updates are performed annually, with a “deep dive” into the Plan every 3 to 5 years.

As always, our Mission of “Providing reliable, efficient, safe, and low-cost utility services in a financially and environmentally responsible manner” remains the foundation for our Strategic Objectives. This Mission, along with our core values, will help us continue to be what our Vision states: “Being the best utility for our customers”.

We welcome back feedback and suggestions for future updates to our Strategic Plan.

Thank you,

Sean Worthington,
General Manager

Cover image of Clallam County PUD Strategic Plan, featuring a mountain landscape with a winding trail and snow-capped peaks in the background

Clallam County PUD Strategic Plan
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About Clallam PUD

In 1940 the people of Clallam County were presented with the opportunity to vote on the formation of a Public Utility District (PUD). The language presented on the ballot for the purpose stated: “to conserve water and power resources and to supply public utility service, including water, and electricity, for all uses.” PUDs are unique in our nation, as they are not-for-profit, and are owned by the customers served.

Since 1940, Clallum PUD has developed 3 more utilities: water, sewer, and then in 2000 broadband, after the Legislature authorized PUDs to go into the wholesale communications business. PUDs are community-owned, not-for-profit, and governed by an elected Board of Commissioners under RCW 54. This local control allows for decisions that align with the community’s needs and priorities.

As of 2023, our PUD servers over 33,700 customers with electric service, and over 4,800 with water connections. We have offices in Forks, Clallam Bay/Sekiu, as well as a main office in Carlsborg, that provide one-stop shopping for customers and high efficiency for employees.

We also help our customers save money with rebates, incentives, and lower power bills associated with the conservation and implementation of renewable distributed generation. Our PUD is fortunate to have access to clean hydroelectric power for the bulk of our power needs. On average, we are over 95% carbon-free.

Core Values – R.E.S.P.E.C.T.

r

Respectful – We guide all our actions with respect for each other, our customers, ourselves, and the environment.

e

Ethical – Integrity and honesty form the foundation of all our actions.

s

Safe – Safety is at the center of PUD’s mission.

p

Proactive – Proactive, positive thinking and action are essential to our success.

e

Excellence – We use our standards of excellence to evaluate our work.

c

Customers – We are committed to providing friendly, professional customer service.

t

Teamwork – We value the importance of teamwork to satisfy both our customers and ourselves.

Our Vision

At the PUD, we are dedicated to being a catalyst for progress by fostering a sustainable, interconnected, inclusive, and equitable community through the provision of electric, water, and broadband services at competitive rates. We pledge to seek innovative solutions that empower our residents, uphold environmental stewardship, mitigate upward rate pressure, promote sustainable economic growth, and cultivate lasting community partnerships.

We Are Proud of Our Achievements

  • GFOA Certificate of Achievement for Excellence in Financial Reporting
  • WPT A Certification of Excellence for our Investment Policy
  • APP A for being a Reliable Public Power Provider
  • APP A for being a Smart Energy Provider

Strategy Pyramid

Mission & Vision

Core Values:

Respect, Ethical, Safe, Proactive, Excellent, Customer-Focus, Teamwork

Strategic Objectives (SO):

Broad defined categories that connect the District’s Mission and Vision with it’s Strategy

Picture of Excellence Goals (POE):

Goals to be achieved to progress each Strategic Objective towards the Picture of Excellent (POE) & close identified gaps

Strategic Initiatives:

Planned high-level actions to accomplish goals that support achieving and maintaining POE

Strategic Projects:

Focused implementation plans for accomplishing current fiscal year Strategic Initiatives

Performance Appraisals:

Performance on Strategic Projects that drive accountability toward achieving Strategic Objectives Picture of Excellence goals

Strategic Objectives

Our strategic objectives are broadly defined categories that connect the District’s Mission and Vision with its strategy.

Customer: Provide Stable Rates; Ensure Reliable Supply; Practice Environmental Responsibility

Internal: Continuous Performance lmprovement; Manage Our Resource Portfolio; Enhance Customer Partnerships; Influence Regulatory lssues

Enablers: Build on our Safety Culture; Attract and Retain Great People; Manage Risk

Financial: Be Financially Responsible

Strategic Initiatives

Provide Stable Rates

Picture of Excellence (POE)

Maintain consistent, predictable, stable rates for customers by means of efficient cost management, transparent rate-setting processes, and long-term financial planning.

Strategic Initiatives

  1. Develop a multi-year financial plan that considers capital investments, maintenance needs, and operating costs to avoid unexpected rate fluctuations. Balance short-term affordability with long-term financial stability.
  2. Conduct regular Cost of Service studies and implement appropriate rate structures to ensure financial stability through cost recovery.
  3. Develop fair and transparent rate structures that distribute costs equitably among customer classes and encourage responsible resource consumption. Develop multi-year rate plans that provide rate stability for customers.
  4. Stay updated by active participation in industry associations. Educate all internal and external stakeholders on relevant issues and advise possible mitigation strategies
  5. Implement and maintain a transparent process for setting and adjusting rates.
  6. Prioritize infrastructure investments that enhance service quality, reliability, and efficiency to minimize long-term operational costs. Balance capital improvement projects with cost considerations.
  7. Enhance grid reliability, optimize energy delivery, and create new opportunities for efficiency and cost savings.
  8. Continuously assess operational efficiency and identify cost-saving opportunities without compromising the quality of services.
  9. Maintain targeted cash reserves to address pandemic, unusual weather events, disasters, inflation, and other unforeseen events.
  10. Review and maintain Restricted Capital Accounts to proactively plan for compliance costs.
  11. Collaborate with suppliers and partners to enhance service quality and reduce costs.
  12. Establish annual key performance indicators (KPIs) to track the progress of the strategic plan's implementation.
Ensure Reliable Supply

Picture of Excellence (POE)

Provide our customers with on-demand and continuous electric, water, and communications services. Ensure reliability of these essential services, even in the face of challenges, disruptions, and climate change.

Strategic Initiatives

  1. Implement regular infrastructure upgrades to ensure system reliability and efficiency and adopt a proactive approach to infrastructure maintenance.
  2. Upgrade and maintain critical assets to withstand environmental challenges, such as extreme weather events or cyber threats.
  3. Implement redundancy in critical systems and backup power sources to minimize service disruptions during outages or emergencies.
  4. Implement advanced monitoring and control systems for proactive maintenance and rapid response to outages.
  5. Use predictive maintenance techniques, including sensors and data analytics, to identify potential issues in infrastructure and address them before they lead to service disruptions.
  6. Evaluate, identify, and implement opportunities for integrating District-owned and Customer-owned energy generation in the resource mix.
  7. Develop comprehensive emergency response plans for each utility service outlining clear procedures for managing and mitigating emergencies. Conduct preparedness exercises.
  8. Ensure availability of equipment, parts, and tools during outages and emergency situations.
  9. Develop and regularly test disaster recovery and business continuity plans to ensure all utility services can quickly recover from disruptions.
  10. Ensure strict compliance with regulations and standards specific to each utility.
  11. Establish key performance indicators (KPIs) related to reliability and regularly measure and report on them.
Practice Environmental Responsibility

Picture of Excellence (POE)

A leader in environmental responsibility, actively contributing to the protection and preservation of the environment when providing essential services to the community and commitment to sustainability, reducing environmental impact, and promoting eco-friendly practices across all aspects of operations.

Strategic Initiatives

  1. Develop and implement renewable energy integration strategy to optimize renewable energy use and ensure grid stability.
  2. Develop relationships and improve communication/collaboration with environmental stakeholders and groups.
  3. Incorporate quantitative analysis of climate change and environmental impacts in project cost analysis.
  4. Promote energy and water efficiency to reduce waste and lower greenhouse gas emissions.
  5. Ensure adherence to environmental regulations and evaluate the environmental impact of utility operations.
  6. Implement strategies to reduce waste and increase recycling in utility operations including responsible disposal and recycling of electronic waste.
  7. Support initiatives to restore and protect local ecosystems, including watershed areas and collaboration with conservation organizations for long-term environmental protection. Commitment to achieve carbon neutrality through emission reduction, carbon offset programs, investment in reforestation, carbon credits, or other offset measures to balance emissions.
  8. Implement measures to protect water sources from contamination and degradation.
  9. Ensure safe and responsible management of hazardous materials used and implement robust plans to respond to and contain any hazardous material spills.
  10. Establish key performance indicators (KPIs) related to environmental goals and regularly measure and report on them.
Continuous Performance Improvement

Picture of Excellence (POE)

A culture where all employees are empowered to identify and implement efficiency and productivity improvements by leveraging technology and information systems for optimum performance.

Strategic Initiatives

  1. Provide ongoing training and development for employees to enhance skills, adapt to new technologies, and foster a culture of continuous learning and improvement.
  2. Continuously gather feedback from customers and use it to improve service quality and satisfaction. Foster open communication with stakeholders and provide regular updates on performance improvements and achievements.
  3. Review and revise staff appraisal and salary matrix to keep up with the emerging markets.
  4. Foster a culture of innovation and encourage employees to propose and implement innovative ideas towards maximum efficiency gain.
  5. Identify and eliminate redundant processes.
  6. Invest in sustainable technologies and practices to improve processes and productivity.
  7. Utilize work assignments along with rigorous quality control procedures to develop and expand staff competencies to ensure services meet or exceed industry standards and customer expectations.
  8. Integrate Strategic Plan initiatives and KPIs into employee goals, objectives, and performance. Regularly review and adapt strategic plans and objectives in response to changing circumstances, technological advancements, and customer needs.
  9. Benchmark against industry peers and adopt best practices from other utilities.
  10. Participate in industry associations and collaborate with other utilities for mutual benefit.
  11. Establish key performance indicators (KPIs) related to continuous performance improvement and regularly measure and report on them.
Manage Resource Portfolios

Picture of Excellence (POE)

Achieve and maintain an optimal, sustainable, and reliable resource portfolio to meet the District's mission and the needs of customers when promoting long-term environmental and financial sustainability.

Strategic Initiatives

  1. Diversify energy sources to adapt with climate change, unfavorable prices, and emerging regulatory mandates.
  2. Diversify water sources to adapt with climate change, unfavorable prices, and emerging regulatory mandates.
  3. Diversify broadband infrastructure technologies to meet evolving connectivity demands.
  4. Commit to required infrastructure upgrades and maintenance to ensure long-term reliability and efficiency.
  5. Implement demand-side management programs to encourage customers to use electricity more efficiently.
  6. Promote water conservation programs and efficient water use practices to reduce overall water demand.
  7. Implement energy-efficient technologies and practices to reduce electricity consumption.
  8. Implement advanced technologies such as smart grids and Internet of things Internet of Things (IoT: the collective network of connected devices and the technology that facilitates communication between devices and the cloud, as well as between the devices themselves) for real-time monitoring and control in the electric and water sectors.
  9. Stay up to date with industry regulations and adapt to meet or exceed compliance standards.
  10. Active participation in regional trade organizations and BP A to contribute to the development of policies that align with the District's resource management goals.
  11. Develop and implement strategies to enhance resilience against environmental and cybersecurity risks.
  12. Establish key performance indicators (KPIs) related to resource sufficiency and regularly measure and report on them.
Influence Regulatory Issues

Picture of Excellence (POE)

Help shape a regulatory environment to support the District's mission of providing reliable, sustainable, and high-quality services to customers when complying with legal and ethical standards.

Strategic Initiatives

  1. Collaborate with legislators, stakeholders, and affiliated committees and industry associations to support and implement favorable water, telecom, and electric legislative changes.
  2. Promote transparency in regulatory processes, ensuring stakeholders are informed and involved in decision-making.
  3. Form strategic partnerships with other utilities to amplify influence in regulatory matters. Promote the benefits of Public Power and Local Control (Board of Commissioners).
  4. Monitor and respond to requests for comment on proposed regulatory, legislative, case law, and code changes.
  5. Engage with stakeholders, including employees, customers, community organizations, and environmental groups, to gather input and support for regulatory positions.
  6. Work with funding agencies and elected officials to develop their budgets to make the necessary funds available.
  7. Establish key performance indicators (KPIs) related to regulatory issues and regularly measure and report on them.
Enhance Customer Partnership

Picture of Excellence (POE)

Our customers are well informed about District resources, services, public power structure, and benefits, and are strong advocates for the District and public utilities.

Strategic Initiatives

  1. Educate employees on public power, District operations, key issues, and the District's Mission, Vision, and Strategic Plan.
  2. Create and maintain a customer-centric culture within the District.
  3. Establish and maintain clear and open lines of communication with customers through multiple channels, including digital platforms, customer service centers, and community outreach.
  4. Actively seek and listen to customer feedback and act on it to improve services and processes.
  5. Track customer engagement through website and social media trends.
  6. Enhance partnerships with the community, contractors, organizations, and local governments.
  7. Engage with customers through community events, seminars, and volunteer activities to build trust and goodwill.
  8. Empower customers with information and tools to make more sustainable and cost-effective choices.
  9. Include customers in decision-making processes related to services, rate structures, and future investments by establishing advisory panels.
  10. Evaluate digital tools to enhance customer access and ease of doing business.
  11. Coordinate with community and sovereign nation partners including PNNL, Tribes, Port of Port Angeles, NODC and EDC regarding customer energy projects, including operational feasibility, constraints, and District support of funding opportunities.
  12. Establish key performance indicators (KPIs) related to customer engagement and regularly measure and report on them.
Build on Safety Culture

Picture of Excellence (POE)

District maintains a culture of excellence in Safety; ensuring that all employees continually recognize personal and public safety as the primary concern in all work-related activities; and ensuring the well-being of employees, the reliability of services, and the trust of customers and the community.

Strategic Initiatives

  1. Provide comprehensive safety training and education programs for all employees. Regularly update training to address evolving safety risks and best practices.
  2. Develop and communicate clear safety policies and procedures accessible to all employees and ensure that employees understand and adhere to safety protocols.
  3. Prioritize hazard mitigation and regular inspections of infrastructure.
  4. Establish a transparent and non-punitive system for reporting safety incidents and near misses. Foster open communication about safety issues, concerns, and improvements.
  5. Conduct thorough investigations to identify root causes and implement corrective actions.
  6. Provide employees with the necessary safety equipment, tools, and personal protective gear and regularly inspect and maintain safety equipment to ensure its effectiveness.
  7. Implement safety incentive programs to reward employees for their commitment to safety. Recognize and celebrate safety achievements and milestones.
  8. Conduct regular safety audits and inspections to assess compliance and identify areas for improvement.
  9. Form safety committees composed of employees from various levels and departments to provide insights and recommendations. Promote collaboration between employees and management in safety decision-making.
  10. Develop crisis communication plans to ensure consistent and timely communication with employees, customers, and the public in case of safety incidents.
  11. Develop and regularly test emergency response plans to address a range of potential incidents, including outages, natural disasters, and cyber threats.
  12. Establish key performance indicators (KP s) related to safety and regularly measure and report on them. Use safety metrics to drive accountability and improvement efforts.
Attract & Retain Great People

Picture of Excellence (POE)

The District is a premier employer where employees are motivated, engaged, and committed to the District's long-term success providing exceptional service to the customers and acting as ambassadors of the District.

Strategic Initiatives

  1. Promote and encourage employee growth and advancement via relevant and applicable training.
  2. Foster a diverse and inclusive work environment that values different perspectives and backgrounds.
  3. Offer competitive salaries and benefits packages to attract and retain top talent.
  4. Encourage cross-functional collaboration and knowledge sharing. Invest in ongoing training and development opportunities to help employees acquire new skills and advance their careers.
  5. Regularly provide a Benefit Fair to employees.
  6. Identify key positions and plan for attrition/succession. Create clear paths for career growth and advancement within the organization.
  7. Establish programs and practices to actively engage employees in decision-making and problem-solving.
  8. Encourage open communication and feedback from all employees.
  9. Maintain transparent communication with employees about company goals, performance, and changes.
  10. Implement a recognition program to acknowledge and reward outstanding employee performance and contributions.
  11. Encourage and support employee involvement in community service and philanthropic activities.
  12. Establish key performance indicators (KPIs) related to employee acquisition and retention and regularly measure and report on them.
Manage Internal Risk

Picture of Excellence (POE)

The District adheres to a robust risk-management framework to adopt proactive risk mitigation: identifying and analyzing risk to the District's strategic objectives to ensure the safety of operations, the security of infrastructure, and the reliability of services to our customers.

Strategic Initiatives

  1. Develop and implement a formal risk management program and conduct requisite employee trainings.
  2. Conduct regular risk assessments across all areas of the utility, identifying potential risks and vulnerabilities.
  3. Develop and implement strategies to mitigate identified risks, including preventive measures and contingency plans.
  4. Prioritize risks based on their potential impact on safety, operations, and finances.
  5. Conduct internal audits to evaluate the effectiveness of risk management controls and processes.
  6. Address control deficiencies and weaknesses in a timely manner.
  7. Maintain open communication with stakeholders, including employees, customers, and regulatory bodies, regarding risk management efforts and outcomes.
  8. Conduct annual review of, and training on, contract and procurement procedures.
  9. Complete and implement a comprehensive physical security policy.
  10. Develop standard desktop procedures and cross train employees on critical functions.
  11. Establish key performance indicators (KPis) related to internal risk management and regularly measure and report on them.
Manage External Risk

Picture of Excellence (POE)

The District achieves excellence in managing external risk, minimizing the impact of external threats, and ensuring the continuity of essential services to the customers.

Strategic Initiatives

  1. Continuously monitor and identify external risks that could impact the District, including regulatory changes, market fluctuations, and natural disasters.
  2. Maintain strict adherence to industry regulations and standards to mitigate regulatory and legal risks.
  3. Assess the potential impact and probability of external risks to prioritize them effectively.
  4. Use scenario planning to simulate potential external risk scenarios and their impact on the District.
  5. Engage with regulatory bodies and industry associations to influence and adapt to regulatory changes.
  6. Diversify investments and financial instruments to spread financial risk.
  7. Develop proactive strategies to mitigate environmental risks, such as climate change impacts, extreme weather events, wildfires, and resource availability.
  8. Invest in sustainability measures to minimize environmental vulnerabilities.
  9. Evaluate and diversify supply chain sources to reduce the impact of disruptions caused by external factors, such as geopolitical conflicts or economic downturns.
  10. Strengthen cybersecurity measures to protect against external threats, including cyberattacks and data breaches.
  11. Build strong relationships with external stakeholders, including government agencies, regulators, and industry partners, to collaboratively address and manage external risks.
  12. Engage with local communities and customers to understand their concerns and expectations related to external risk factors.
  13. Develop comprehensive crisis management plans to respond effectively to external risks, such as natural disasters and cyber incidents.
  14. Conduct regular drills and exercises to test the District's ability to handle crises.
  15. Review and update insurance coverage to ensure it adequately protects the utility against external risks.
  16. Establish key performance indicators (KPIs) related to external risk management and regularly measure and report on them.
Be Financially Responsible

Picture of Excellence (POE)

Maintain strong financial health and stability while achieving the objectives and initiatives of the Strategic Plan.

Strategic Initiatives

  1. Maintain complete financial transparency by providing stakeholders with access to financial information and reports.
  2. Develop a comprehensive financial plan to align with long-term strategic goals, including infrastructure investments, operational efficiency, and service quality.
  3. Regularly review and update financial plans to adapt to changing circumstances.
  4. Implement rigorous budgeting processes to control costs and ensure expenses are in line with revenue projections.
  5. Foster a culture of fiscal responsibility throughout the organization, where all employees are mindful of cost control and financial sustainability.
  6. Monitor and analyze variances from the budget to identify areas for improvement.
  7. Prudently manage debt levels and seek favorable terms for borrowing when necessary to fund capital projects and investments.
  8. Maintain a balanced debt portfolio to reduce financial risk.
  9. Develop fair and transparent rate structures to balance the need for financial sustainability with affordability for customers.
  10. Educate customers about the cost of services and the importance of responsible resource consumption.
  11. Establish and maintain appropriate reserve funds to cover emergencies and unforeseen expenses. Ensure reserves are invested wisely to generate returns when preserving liquidity.
  12. Seek opportunities to generate revenue from renewable energy projects or carbon credit trading.
  13. Ensure strict compliance with regulatory requirements related to financial matters, accounting standards, and reporting.
  14. Develop financial resilience by being prepared for economic downturns or unforeseen events, ensuring the utility can weather financial challenges.
  15. Establish key performance indicators (KPIs) related to financial responsibility and regularly measure and report on them.

Partners

Sovereign Nations
  • Jamestown S'Klallam Tribe
  • Lower Elwha Klallam Tribe
  • Makah Tribe
  • Hoh Tribe
  • Quileute Nation
Community Partners
  • City of Forks
  • City of Port Angeles
  • City of Sequim
  • Clallam County
  • Port of Port Angeles
  • Economic Development Council (EDC)
  • North Olympic Development Council (NODC)
  • North Olympic Legislative Alliance (NOLA)
  • North Peninsula Building Association (NPBA)
Industry Partners
  • American Public Power Association (APP A)
  • Energy Northwest (EN)
  • Evergreen Rural Water of Washington (ERWoW)
  • Washington Public Agencies Group (WPAG)
  • Washington Public Utility District Association (WPUDA)
  • American Water Works Association (AWWA)
  • Government Finance Officers Association (GFOA)
  • Northwest Public Power Association (NWPPA)
  • National Rural Water Association (NRWA)
  • Pacific NW National Laboratory (PNNL)
  • Washington Public Treasurers' Association (WTPA)
  • Washington Water Utilities Council (WWUC)

Regulating Agencies

  • Bonneville Power Administration (BPA)
  • Department of Energy (DOE)
  • Department of Health (DOH)
  • Occupational Safety & Health Administration (OSHA)
  • NW Power & Conservation Council (NWPCC)

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