2012 Mission Statement and Strategic Plan
2012 Mission Statement and Strategic Plan
The mission statement is a clear definition of the charter and underlying purpose of the organization, articulating the aims, focus, and emphasis of the organization.
|
Our Mission is to … |
|
|
|
Provide clean, low-cost,
and reliable energy consistent with our commitment to the environment and
safety, while promoting economic development and job development, energy
efficiency, renewables and innovation, for the benefit of our customers and
all New Yorkers. |
The vision statement articulates the direction(s) that the organization will pursue. It implicitly recognizes the underlying Mission, but provides a clear statement of upcoming priorities and focus for the management team.
We will own assets and implement programs in accordance with our enabling statute where public involvement provides positive value to New York State, and we will help shape and support the State's energy policy in the public interest.
Values articulate the underlying principles and aims of our business philosophy that guide our conduct, practices, and decisions and that we will consistently strive to achieve throughout the organization.
Integrity – We will operate at the highest level of honesty, ethical conduct, and public trust in all of our activities.
Safety – We will always strive to encourage and support an accident-free workplace for our employees.
Employee Development – We value our employees and will invest in their development.
Job Development –
We will utilize our power resources to support the creation and retention of
New York State jobs
Sustainability – We will manage all aspects of our business through the lens of sustainability, which holistically integrates business objectives with environmental and social concerns (i.e., the “triple bottom line” approach).
Clean Energy – We are committed to the efficient use of energy and promoting clean power supply technologies.
Stakeholder Management – We will aggressively build awareness of NYPA’s Mission and purpose by cultivating positive relationships with our Stakeholders – customers, public officials, regulatory agencies, community representatives, and other opinion leaders – to ensure they support us and share in our commitment.
Financial Strength – We will maintain NYPA’s financial strength so as to have the financial resources needed to fulfill our Mission.
Strategic Goals are the specific areas in which we focus our resources and efforts over the horizon of the strategic plan. Strategic Goals are supported by Strategic Initiatives which are projects with defined objectives and a clear beginning and end. Each business unit organization must balance the incremental effort defined by these initiatives with management of the ongoing business of the enterprise.
The Strategic Goals are grouped within three categories of Mission, Stewardship and Accountability that, respectively, define: our purpose; our intention to maintain and grow the resources entrusted to us; and our commitment to responsible leadership.
Mission Goals:
Economic
Development: Administer economic development power
programs, including Governor’s Recharge NY Power Program, to maximize creation
and retention of New York State jobs
Energy
Services: Enhance energy efficiency programs to reduce energy
usage statewide. Assist in the achievement of the SAGE commission goal of
aggregate annual budget savings of $100+ million per year within 4 years
through energy efficiency investments in all State facilities where valid
economic payback exists
Energy Infrastructure: Develop
transmission and generation projects to meet New York State’s needs
Stewardship Goals:
Financial
Management: Ensure
that NYPA has the financial resources to achieve its mission
Maintain
Infrastructure: Identify and implement opportunities to
increase the performance of New York State generation and transmission infrastructure
Workforce Management: Develop programs to address workforce issues of
succession planning, retention, compensation and training
Accountability Goals:
Safety
Leadership: Pursue a “zero” accident rate and maintain an
industry safety leadership position
Environmental
Responsibility: Create minimal impact
from operations and facilities
Enterprise
Risk:
Promote achievement of the mission by effective risk identification and
management and risk-informed decision making
Compliance: Monitor and report
applicable legal/regulatory compliance requirements and ensure that they are
met
The 2011 Balanced Scorecard displays the strategic goals, performance targets and results achieved for 2011.
|
Strategic Goals |
Objectives |
Performance
Measures |
2011 Target |
2011 Results |
|
1. Power Supply Optimization |
Identify and
implement opportunities to increase the performance of New York State
generation and transmission infrastructure |
Generation Market
Readiness |
99.4% |
99.9% |
|
Transmission
Reliability |
97.71% |
96.71% |
||
|
Installed MWs to
Meet Demand |
518 MWs |
518 MWs |
||
|
2. Financial Strength |
Control costs to
ensure NYPA’s ability to finance future initiatives |
O&M Budget
(Millions) |
$312.3M |
$317.7M |
|
3. Enterprise Risk and Compliance |
Improve risk
management and compliance profile |
Enterprise Risk |
100% |
95% |
|
Improve compliance profile |
Compliance Reporting |
75% |
75% |
|
|
Compliance Training |
75% |
75% |
||
|
Create minimal
impact from energy operations and facilities |
Environmental Incidents
(#) |
27 |
34 |
|
|
4. Economic Development |
Allocate use of
NYPA economic development power programs to maximize creation and retention
of New York State jobs |
Jobs Created/
Retained |
2,000 |
2,065 |
|
5. Energy Efficiency |
Enhance energy efficiency programs to
support the Governor’s plan to achieve a 15% reduction in energy demand by
2015 |
Energy Efficiency
(MWHs) |
75,000 MWHs |
78,681 MWHs |
|
6. Renewables |
Develop generation
and transmission projects to support the Governor’s plan to achieve a 30%
renewable portfolio standard by 2015 |
Renewable Energy
(MWHs) |
200,000 MWhs |
222,390 MWhs |
|
7. Workforce Renewal |
Develop programs
to address changing/aging workforce trends |
Succession
Planning Information Tool Rollout |
80% |
60% |
|
8. Safety Leadership |
Continue to pursue
a “zero” accident rate and maintain an industry safety leadership position |
Recordable
Incidence Rate (OSHA Rate) |
1.00 |
1.56 |
|
9. Sustainability |
Develop and
implement programs to instill a culture of sustainability across the
enterprise |
Sustainability
Profile |
15 |
18 |
The 2012 Balanced Scorecard sets the performance goals and targets that we will strive for during 2012. The performance goals are represented by both quantified and milestone-based measures
|
Mission Goals |
||||
|
Strategic Goal |
Objective |
Performance Measure |
2012 Target |
|
|
Economic
Development |
Administer economic development
power programs, including Governor’s Recharge NY Power Program, to maximize
creation and retention of New York State jobs |
Jobs Created and Retained per MW Allocated |
TBD[*] |
|
|
Energy Services |
Enhance energy efficiency
programs to reduce energy usage statewide. Assist in the achievement
of the SAGE commission goal of aggregate annual budget savings of $100+
million per year within 4 years through energy efficiency investments in all State
facilities where valid economic payback exists |
MMBTUs Saved |
400 MMBTUs |
|
|
Energy Efficiency Investment In State
Facilities |
$80M |
|||
|
Energy
Infrastructure |
Develop transmission and
generation projects to meet New York State’s needs |
Energy Highway |
Milestones[†] |
|
|
|
||||
|
Stewardship Goals |
||||
|
Strategic Goal |
Objective |
Performance Measure |
2012 Target |
|
|
Financial
Management |
Ensure that NYPA has the
financial resources to achieve its mission |
O&M Budget |
$370.9M |
|
|
Debt Coverage Ratio |
2.5 |
|||
|
Maintain
Infrastructure |
Identify and implement
opportunities to increase the performance of New York State generation and
transmission infrastructure |
Generation Market Readiness |
99.4% |
|
|
Transmission Reliability |
96.56% |
|||
|
Workforce
Management |
Develop programs to address
workforce issues of succession planning, retention, compensation and training |
Succession Preparedness |
Milestones= |
|
|
Retention |
Milestones= |
|||
|
Training |
Milestones= |
|||
|
|
||||
|
Accountability Goals |
||||
|
Strategic Goal |
Objective |
Performance Measure |
2012 Target |
|
|
Safety
Leadership |
Continue to pursue a “zero”
accident rate and maintain an industry safety leadership position |
Recordable Incidence Rate (OSHA Rate) |
1.00 |
|
|
Environmental
Responsibility |
Create minimal impact from
operations and facilities |
Environmental Incidents |
29 |
|
|
Enterprise
Risk |
Promote achievement of the
mission by effective risk identification and management and risk-informed
decision making |
Enterprise Wide Risk Management Program |
Milestones= |
|
|
Compliance |
Monitor and report applicable
legal/regulatory compliance requirements and ensure that they are met |
Compliance Reporting |
Milestones= |
|
|
Compliance Training |
Milestones= |
|||