Bonneville Power Administration Bonneville Power Administration BPA _bbab006b-6c6e-4057-86e0-7526568b0d3e BPA will be an engine of the Northwest's economic prosperity and environmental sustainability. BPA's actions advance a Northwest power system that is a national leader in providing: High reliability; Low rates consistent with sound business principles; Responsible environmental stewardship; and Accountability to the region. We deliver on these public responsibilities through a commercially successful business. _d8855317-66fb-45c3-b11d-65f440de53e6 The Bonneville Power Administration's mission as a public service organization is to create and deliver the best value for our customers and constituents as we act in concert with others to assure the Pacific Northwest: An adequate, efficient, economical and reliable power supply; A transmission system that is adequate to the task of integrating and transmitting power from federal and non-federal generating units, providing service to BPA's customers, providing interregional interconnections, and maintaining electrical reliability and stability; and Mitigation of the Federal Columbia River Power System's impacts on fish and wildlife. BPA is committed to cost-based rates, and public and regional preference in its marketing of power. BPA will set its rates as low as possible consistent with sound business principles and the full recovery of all of its costs, including timely repayment of the federal investment in the system. _da99a127-537a-4146-844c-8718ba65d159 Trustworthy Stewardship As stewards of the FCRPS, we are entrusted with the responsibility to manage resources of great value for the benefit of others. We are trusted when others believe in and are willing to rely upon our integrity and ability. To be worthy of trust we must: Consistently adhere to the highest ethical and professional standards Obtain the greatest value from the FCRPS for the people of the region Collaborate with those we serve as we make our decisions Communicate clearly, forthrightly and fully Hold ourselves accountable for performance on our commitments by aligning our words and actions. Collaborative Relationships Trustworthiness grows out of a collaborative approach to relationships. Internally we must collaborate across organizational lines to maximize the value we bring to the region. Externally we work with many stakeholders who have conflicting needs and interests. Through collaboration we discover and implement the best possible long-term solutions. This approach of creating together requires: Taking time to listen and understand each other's viewpoints, issues, and concerns Searching respectfully for mutually beneficial solutions Sharing and explaining decisions in a timely fashion Operational Excellence Operational excellence is a cornerstone of delivering on the four pillars of our strategic objectives (system reliability, low rates, environmental stewardship and regional accountability) and will place us among the best electric utilities in the nation. Operational excellence requires: Continual review and improvement of standardized systems, processes and controls Measurement of our accomplishments against clearly-defined and benchmarked performance standards Investment in our people Focus on ease of doing business with customers and with each other Stakeholder Perspective Focus: The value of mission deliverables as experienced by stakeholders _3618fc76-c26b-412e-b1a7-e6a31e4953c3 S Policy and Regional Actions BPA policies result in regional actions that ensure adequate, efficient and reliable regional transmission and power service. _e0135f3c-ad48-463a-bbcb-9e0ad7182d0c S1 BPA policies will seek regionally optimized solutions for the adequacy, efficiency and reliability of power and transmission service in the Pacific Northwest. BPA intends to seek the best outcomes for regional consumers of electricity, whether through policies set by BPA or through recommendations made to regional or other bodies. Key BPA policy areas looking ahead include but are not limited to regional electric infrastructure investment, regional resource adequacy standards, one-utility transmission management and reliability standards. Regional Electric Infrastructure Investment: Adequate infrastructure development is essential to ensuring a reliable future power supply and avoiding excessive market price volatility. By offering 20-year power contracts, BPA seeks to increase long-term certainty for regional federal power customers and thereby substantially contribute to stable conditions for resource and transmission infrastructure investment. By offering tiered rates within these contracts, BPA intends to define the amount of power each public preference customer is able to buy at a low embedded cost rate (the Tier 1 rate). We also intend to define pricing and terms for incremental power beyond this base amount (the Tier 2 rate) both to reflect the cost of purchasing power to meet those incremental loads and to encourage the region to make resource provider decisions sufficiently in advance of 2011 when current BPA power sales contracts expire. To these ends, BPA will engage customers in the process of developing new contracts well in advance of the expiration of existing power sales contracts. Adequate infrastructure development is essential to ensuring reliable electricity service to consumers and avoiding excessive market price volatility. BPA will work with the region to develop policies for reducing congestion on the transmission grid and for transmission expansion to enable delivery of new resources to load. Further, BPA will continue to work with FERC, the Western Electricity Coordinating Council (WECC) and the region to develop workable regional and internal processes that provide for coordinated and eventually more integrated resource and transmission planning within the region and at BPA, while complying with Standards of Conduct. Regional Resource Adequacy Standards: The development of consensusbased regional resource adequacy standards, which create transparency over whether the region will have sufficient resources to reliably serve load three-tofive years out, is a critical first step toward clearly defining the respective responsibilities of resource providers across the region. Another important step is developing mechanisms to reasonably assure utilities will plan and build resources consistent with these regional standards. With strong BPA leadership, the PNW Resource Adequacy Forum (Forum) has already developed energy and pilot capacity adequacy standards and an implementation plan for the region (adopted in 2006 by the Northwest Power and Conservation Council, or the Council). BPA will continue to actively support and rely on the Forum to assure long-term regional resource adequacy. BPA will support the next steps toward establishing a more robust resource adequacy framework, including finalization of a capacity adequacy standard, development of an economic adequacy standard and formulation of a utility-specific translation of the regional standards (to show utilities how their resource plans relate to the regional standard). BPA will also strive to assure additional participation in and coordinate progress on adequacy issues by working with national, Western and regional institutions such as the North American Electric Reliability Corporation, WECC, Northwest Power Pool, Council and ColumbiaGrid. One-Utility Transmission Management: For the last decade, BPA and Northwest utilities have been considering ways to improve operation and management of the Northwest transmission system. BPA will continue to support a “one-utility” vision for the Northwest’s transmission system consistent with FERC open access requirements and SOC standards. While BPA believes that it is important to have an independent entity that is free of market interests to manage this development, an evolutionary approach also is needed to provide a meaningful set of checks and balances to ensure nondiscriminatory access, regional accountability and responsiveness to regional needs. BPA will continue to support ColumbiaGrid as an independent entity to foster regional transmission planning, reliability and operational efficiency objectives in an open and transparent forum. ColumbiaGrid’s organization, board, CEO and Functional Agreements for Planning and Expansion and Reliability are now in place. To continue to pursue its “one-utility” vision in the near term, BPA will strive to increase participation in ColumbiaGrid. BPA will also work with ColumbiaGrid to develop a common OASIS Functional Agreement and, as a long-term objective, a Transmission Operator and Balancing Authority Functional Agreement (consolidated control area). Reliability Standards: BPA will continue its active engagement in North American Electric Reliability Council (NERC) and WECC on national and regional reliability issues in order to shape related policies, standards and tools and to advance the quality of the region’s power and transmission systems, including their interface with other regions. 7fe17deb-8046-4b38-a780-e9b47c225f5e e45bb342-3dfe-4c39-b0a7-80096425d674 FCRPS Operations Operation of FCRPS power and transmission facilities meets availability and reliability standards in the most regionally cost-effective manner. _6a4c8826-81d5-4cc7-a1ec-75f287cb14b0 S2 The operation of FCRPS power and transmission facilities, including among other things the transmission grid, hydro operations, Columbia Generating Station (CGS) resources and future wind resources, is intended to result in the best regional outcomes for consumers of electricity in the Pacific Northwest. We will work actively and collaboratively consistent with SOC to identify regional best outcomes. In some instances, the “best for the region” operational approach may not be best for BPA Power Services or best for BPA Transmission Services. If so, we will attempt to find ways of accomplishing the best regional solution while sustaining the health and integrity of Power Services and Transmission Services and their respective customers. Likewise, the regulatory and legal mandates under which we operate are sometimes in conflict. This will challenge us to continue to seek ways to accomplish the best regional solutions while complying with these mandates. Meeting this objective will become increasingly challenging as demands on the system increase in number and complexity. While continuing to improve system operations and maintenance, we will endeavor to increase the available transfer capacity, facilitate implementation of regionally cost-effective transmission adequacy guidelines, facilitate the integration of large amounts of new wind generation, address increasing peak loads including summer peaks, meet regional resource adequacy standards, work within the increasing limitations on hydro operations for fish protection, provide redispatch of the hydro system to support the transmission system, provide ancillary services, and comply with regional standards and guidelines and the evolving requirements from FERC, NERC and WECC. 51aec1c9-b37e-4cf3-bc3f-2974d0a161f0 bb5689ce-76d0-45a6-a534-feacb897ba47 FCRPS Expansion Expansion of FCRPS power and transmission supplies results in regionally cost-effective incremental service. _6c5d6f3b-1c30-4104-94c3-aabb2b3de530 S3 BPA will make prudent investments in FCRPS power and transmission system supplies that result in the best outcomes for consumers of electricity in the Pacific Northwest. To this end, we will work with ColumbiaGrid and other regional planning entities to conduct integrated generation and transmission planning studies to develop least-cost, environmentally sound plans and provide transmission expansion information to help facilitate customer resource decisions. We will also work to implement our share of actions consistent with PNW Resource Adequacy Forum standards to support an adequate and regionally cost-effective resource supply for the region. We will work with our customers and the region to cost-effectively expand the transmission system to meet load projections and deliver resources consistent with NERC, WECC and regional reliability and adequacy standards and guidelines and with environmental objectives. We will integrate new generation into the BPA grid under terms that meet generators’ development needs and schedules while equitably allocating and recovering the costs they add to the system. We will work with the region to develop and implement new business policies for transmission expansion to reduce congestion. In addition, we will continue to work with the U.S. Army Corps of Engineers and the Bureau of Reclamation to ensure implementation of all regionally costeffective system refurbishments and enhancements to federal hydro projects. We will also work with Energy Northwest to improve the efficiency and cost effectiveness of the CGS nuclear plant. 19f769b3-f2e0-4a3c-a186-d5d1fd86caba f73b9335-8316-4a99-ae71-9e308a39c093 Transmission Access and Rates Open, non-discriminatory transmission services are provided at rates that are kept low through achievement of BPA’s objectives at the lowest practical cost. _d3efc3dd-6712-48fb-a49e-1ca14a036371 S4 BPA will ensure open, timely and non-discriminatory access to our transmission services. We will target future transmission costs and revenues based on meeting reliability, adequacy and cost-recovery objectives in the most efficient manner, and then will seek to manage to these levels. We are sensitive to the rate pressures of additional infrastructure investment and will manage costs to keep rate increases as low as possible, while ensuring reliable power delivery, facilitating power markets and repaying the federal taxpayers’ investment in the system. 76d4dea1-2c6e-4922-812d-e235f889c29b eee97820-6913-4af2-b6cf-c00f363d8451 Tier 1 Power BPA’s Tier 1 rates to public preference customers reflect the cost of the undiluted Federal Base System (FBS), are below market for comparable products and are kept low through achievement of BPA’s objectives at the lowest practical cost. _62c61881-2eb2-4abd-bf37-e3a64a84460f S5 We have a legal mandate to keep our power rates as low as possible consistent with sound business practices, and this is one of the greatest contributions we make to the Northwest economy. With greatly reduced sales to direct service industries (DSIs) and no requirements sales to investor-owned utilities (IOUs), this mandate applies, as a practical matter, primarily to our rates to our public preference customers. The tiered rate structure we are putting in place will help us meet this objective by minimizing the “dilution” of the low-cost existing system with higher-cost purchases. Achievement of BPA's objectives at the “lowest practical cost" requires that we translate BPA's objectives into clear performance measures and then seek creative ways to meet those performance measures at the lowest practical cost. f248f1bc-1201-4e17-bd99-d5e00751cb79 2beb4c82-f0f3-42c2-a69d-9b206198132d Tier 2 Power BPA offers excellent unsubsidized Tier 2 products that meet our customers’ needs. _474cae4a-d6a2-4fba-a72d-51c4583b6079 S6 BPA will manage the Tier 2 business to effectively meet customer requests that we serve all or part of their load growth with Tier 2 services priced at their full incremental cost to BPA. We will do so in a fashion that contributes to a power and transmission system that is regionally optimized for adequacy, reliability and efficiency. BPA's intent is neither to compete aggressively to serve its customers' load growth nor to try to push customers toward nonfederal sources. Rather, BPA's intent is to do an excellent job of meeting customers' requests for service at the Tier 2 rate, and do so without using Tier 1 to subsidize Tier 2 sales. Avoiding subsidy from Tier 1 requires close management of the risks of Tier 2 to prevent those risks spilling into Tier 1 rates. Doing an "excellent job" includes ensuring that our purchases and acquisitions for Tier 2 fit into an optimal plan of expansion of the federal system that is consistent with the Council's power plan. We will use Tier 2 to help with our renewables facilitation goal by offering a renewablesbased Tier 2 option to customers. 8f8ee776-ccb3-42c2-8377-203b8f1494ef 68297971-48f0-4d07-9c4c-42b8fe1c7b5f Environment, Fish and Wildlife BPA fish, wildlife and environmental responsibilities are managed with clearly-defined performance standards, emphasizing "on-the-ground" results and cost-effective solutions. _25dca4e5-549d-4903-8698-db869aae6ed4 S7 BPA will work in concert with others to clearly define its fish and wildlife mitigation responsibilities under the Endangered Species Act and the Northwest Power Act. In meeting those responsibilities, BPA will further move from measuring the success of its mitigation activities by how much it spends or by merely carrying out a list of activities to defining the mitigation objectives in biological or environmental terms. We will then pursue the most cost-effective set of actions for achieving those objectives. In addition, BPA will work to sharpen the focus of on-the-ground mitigation activities and reduce the level of effort associated with studying mitigation alternatives through research, monitoring and evaluation. 64fbad81-d5af-40f7-8f71-2fdd1625f17c 1a0c5d05-05c2-48ba-9be3-e8af57b96964 Energy Efficiency, Renewables and Non-Wires BPA and public power cooperatively accomplish public power’s share of regionally cost-effective energy efficiency/demand management and renewable resources. BPA deploys cost-effective non-construction alternatives to transmission expansion. _b369dfe0-8b28-434c-b30c-146c0ec8c913 S8 Consistent with the Council’s energy efficiency targets for all the region’s utilities, BPA will work with the public utilities we serve to help ensure that they achieve their share of energy efficiency in the region. In this context, BPA will pursue energy efficiency that is regionally cost effective and will continue to treat energy efficiency as a resource integral to meeting our load-serving obligations. BPA expects the costs of achieving public power’s share of these targets will be recovered in Tier 1 rates (to the extent BPA pays for them). To meet its conservation goals, BPA intends to implement tiered rates to create an economic incentive for customers to pursue conservation whenever they face Tier 2 rates. BPA will also provide a set of conservation programs that build on those incentives to ensure that conservation targets are met at the lowest practical cost. While the specific portfolio of conservation programs is slated to be set closer to 2012, the programs are expected to be a combination of costeffective energy efficiency acquisition programs, adoption of policies that support others’ development or acquisition of cost-effective energy efficiency, support of market transformation that results in more efficient electric energy use and support for tribal and low-income weatherization programs. BPA’s renewable resources goal will be to ensure the development of our share of cost-effective renewables based on our public customers’ share of regional load growth and the renewables forecast in the Council’s power plans. Targets will be adjusted over time to match load growth and the Council’s updated forecasts. To achieve these targets, BPA will pursue least-cost actions including the acquisition of renewable-based power to serve public power load at Tier 1 and Tier 2 rates. BPA is also committed to providing shaping and integration services to public power utilities serving requirements load to accommodate intermittent renewable generation. BPA will work with others in the region to promote long-term resource planning and to minimize the costs of integrating large amounts of wind into the grid. In particular, BPA will work with the region to develop flexibility resources to balance loads and resources in real time in order to accommodate wind variability and to identify needed transmission system upgrades as noted in the Northwest Wind Integration Action Plan. BPA may also choose to provide renewable incentives such as a rate credit program. To help ensure the targets are met, BPA will budget up to $21 million/year (plus escalation) in Tier I rates to cover above-market renewable costs. BPA plans to design its renewable efforts to complement utility and state-level initiatives such as portfolio standards. BPA will also continue to evaluate and deploy cost-effective non-wires solutions to transmission needs, including demand-side management, on equal footing with new transmission construction. 5182be71-4af3-43fe-9f91-19bb9c636fb4 edad68cd-e5d1-4d1e-afa8-d69140754900 Greenhouse Gas BPA encourages and implements integrated, cost-effective policies which lead to greenhouse gas emission reductions. _7879ad25-573e-4f72-9468-e02cf9548bdd S9 Potential climate changes resulting from greenhouse gas emissions are of increasing concern in the Northwest, the nation and the world. We recognize that the region’s existing greenhouse gas emissions are very low, thanks to hydropower and years of investment in energy conservation and renewable generation, but load growth and the capacity limits of the hydro system will challenge the region to maintain its low-carbon footprint. BPA will support greenhouse gas mitigation by engaging with the region and the nation in devising reasonable policies to reduce greenhouse gas emissions. BPA will integrate greenhouse gas mitigation considerations into all relevant internal decisions and processes to ensure internal compatibility, and will consider the cost of greenhouse gas emissions in its operating and planning decisions. The agency will continue its active support of energy efficiency, renewables development and climate-friendly internal business practices. BPA will include greenhouse gas emission implications as an important criterion in evaluating and selecting strategies and actions for meeting its other environmental/fish and wildlife objectives. Finally, the agency will track and report its greenhouse gas emissions. 726ca2fa-4a1b-4988-9dab-9e1025f20635 4fac4e20-71d7-4772-af2a-77a04f966901 System Value The value of the existing federal power system is preserved for the region for the long run, while ensuring obligations to federal taxpayers are met. _743cf72b-4e22-4374-9f60-8d52ad90a2d0 S10 Federal taxpayers made a tremendous initial investment in the FCRPS. BPA ratepayers have been faithfully repaying that investment for more than 65 years. The benefits of the federal system are provided to our customers in return for their commitment to pay the full costs of the system. New 20-year contracts and tiered rates will secure these benefits for Northwest citizens and also secure BPA’s ability to continue full and timely repayment of the taxpayers’ investment in the system. Long-term clarity through contracts and rates about allocation of the costs and benefits of the system among public preference customers, IOU residential and small-farm customers, and the remaining DSIs is also important to the future development of electric infrastructure. Public preference customers will benefit through our delivery of most of the firm output of the existing system at a costbased Tier 1 rate. BPA will work with the region to develop a sustainable residential exchange mechanism that provides IOU residential customers a fair allocation of system value, but without the year-to-year uncertainty and high administrative costs of the traditional residential exchange program. Although BPA is not obligated to sell DSIs power, the DSIs are longstanding customers who are the economic mainstay of several communities. We anticipate providing an agreement that gives the remaining DSIs a reasonable chance of sustaining their operations within the region while strictly limiting BPA’s costs and risks. 5a23549a-e124-4d3a-8bdb-fddf5dc2e374 2fc82e31-cdc7-4720-b36d-52fa5f2b1fa0 Stakeholder Satisfaction Customer, constituent and tribal satisfaction, trust and confidence meet targeted levels. _af4b703d-c261-4005-b836-d6b00b4a0090 S11 BPA provides a fundamental public service to the Pacific Northwest and delivers on its responsibilities through a commercially successful business. Feedback on how we are serving the region is an integral part of achieving and delivering high value. Customers provide the funding for everything we do, and their satisfaction is crucial to BPA, just as it is for any business. Customer, constituent and tribal government satisfaction also reflect both how effectively and fairly the agency is balancing the needs of its various constituencies and how clearly BPA is communicating its abilities and limitations to meet those needs, especially given multiple and often competing demands. We will regularly survey our customers, constituents and tribes to determine our performance in meeting targets for the quality of our relationships, communications, programs and service to them. 8ad4bba8-b27d-4505-807e-e51ffc9ef51e b34ad6e1-4699-48a2-8ea2-a48e4d530c75 Financial Perspective Focus: The strength of BPA’s financial health and performance _2e893798-5160-4afa-acb4-0cb5ed57f932 F Capital Access BPA has sustainable capital access. _77e8f852-a4a6-4ac8-ac96-2a89053bb6c9 F1 BPA will develop a capital investment and funding program that will ensure sustained access to adequate capital to accomplish our mission without relying on additional borrowing authority from the U.S. Treasury. This program will include an increasing use of third-party financing options, such as capital leases. 4b5a3e6c-7f67-465e-beea-1aa8abe318ff fcbb231b-2c38-4ed3-bf18-6ceefa9bb63c Cost Recovery BPA consistently recovers its costs over time. _fad9e775-50d9-466b-b751-27bf9bfe748a F2 BPA sells cost-based wholesale power and transmission services at rates consistent with sound business principles that are designed to fully recover the taxpayers’ investment in the FCRPS. We remain committed to meeting all of our financial obligations in full and on time. BPA will measure its progress in recovering its costs by managing to sustain positive Net Revenues over time and will maintain its Accumulated Modified Net Revenue at targeted levels. 04e2a7c0-203d-4665-96f6-9fe38186314b 4789a4b0-2383-4304-be41-f597c60f0574 Cash Flow BPA maintains adequate cash flow for liquidity. _4a3344bb-0514-4cbe-87a2-978c5e34b496 F3 BPA will continue to apply the financial standard it adopted in 1992. That means it will plan to achieve and maintain a Treasury payment probability (TPP) target that is the equivalent of a 95 percent probability of making our annual Treasury payments – in full and on time – for a two-year period. This helps retain our high credit quality and access to cost-effective capital, which in turn lowers costs for ratepayers in the long term. c7f328e8-f991-4e71-8d5d-d293d2e7a271 23342cf5-71dd-4d50-b9f8-1d9b9ce98815 Internal Operations Perspective Focus: The efficiency and effectiveness of BPA and FCRPS operations _e6957818-99e1-4dbe-9b57-e0fc684a6fd4 I Systems and Processes Standardized systems and processes are fully capable of meeting complex operational demands through an emphasis on best practices and strong cost management. _a909790d-687b-4c85-a7ea-3c28690be526 I1 In pursuing a complex mission that encompasses power, transmission, environmental, and fish and wildlife responsibilities, BPA has risen to meet this challenge with equally complex and unique systems and processes. In recent years, we have undertaken significant efforts to improve, standardize and simplify how we meet these increasingly complex, evolving and interwoven demands. For the past three years, the Enterprise Process Improvement Program (EPIP) has identified, benchmarked, analyzed and redesigned systems and processes to meet BPA’s operating requirements. To date, this work has included initiatives within Energy Efficiency; Public Affairs; Marketing and Sales; Transmission Plan, Design, Build; Transmission Operations and Maintenance; Human Capital Management Asset Management; Supply Chain; and Information Technology. Sustaining these and similar continuous improvement efforts is important. As noted in the critical factors driving our strategy, we face operational demands which are increasing in number, complexity and interdependence. Because of this, it is imperative now that we optimize the future time, talent and dollar costs required to manage and maintain our systems and processes. BPA recognizes the benefits of more standardized systems and processes and will pursue these, particularly when more centralized approaches fully meet both demanding operational requirements and strong cost-management criteria better than approaches that are locally optimal but less integrated and economical. f3e65e64-3fd4-4eaf-8130-01eb8c6b7558 1eca553b-d2d7-43d1-934f-62125469eadc One BPA One BPA consistent with Standards of Conduct. _6d2fd03e-17a4-464b-8ada-c5a3f833c842 I2 BPA is committed to complying with Standards of Conduct (SOC), while pursuing integrated and efficient solutions to the complex operational challenges of running a transmission and power business. In the mid-1990s, BPA separated its transmission and power functions in response to Federal Energy Regulatory Commission’s Standards of Conduct (SOC), the protocols for organizations that both operate transmission and market power. The SOC are intended to help ensure nondiscriminatory, open access to transmission. At the same time, BPA has an obligation to provide both power and transmission services at the lowest possible cost, consistent with sound business principles. This does not mean achieving lowest cost through discriminatory behavior as a transmission provider. It does mean that, while ensuring open access, we otherwise manage our business in the most efficient and economic fashion, consistent with our legal and environmental obligations. Accordingly, we have an ongoing obligation to assess and refine implementation of SOC and find ways to capture cost savings and efficiencies. In this process, we believe we can also improve customer service, make better use of capital, improve system operations and improve workforce succession planning. 79657669-596e-4747-80da-81ae07d93323 20a0545c-cab5-4b78-9885-66370151356f Governance and Internal Controls Governance and internal controls are robust, reasonably balanced and adhered to across the organization. _65578ee9-9f88-4c0f-8889-5e554b655423 I3 A strong and highly effective governance structure requires that oversight, direction and control are robust, reasonably balanced and applied consistently across the agency. BPA’s governance framework should make it clear to employees how the “business of business” is to be conducted. BPA will strive to have consistent and appropriate policies and procedures for managing its day-today operations. In addition, organizational responsibilities and internal delegations of authority will be clear and documented. Reasonably balanced and risk-informed internal controls will help assure efficient and effective operations, proper financial disclosure and compliance with applicable laws and regulations, all of which will build stakeholder trust and confidence. 93e4a4b7-8b27-4927-87a4-fc9d0d3e68a1 4c9897aa-2df9-4556-9c52-0baba835961b Asset Management Integrated asset management practices maximize the long-term value of FCRPS assets. _3e26696a-0b23-4d44-9748-9c12d72be014 I4 Our goal is to maximize the long-term value of FCRPS assets for the benefit of the region. To do this, BPA will integrate and optimize its total approach to planning and implementing capital investments and to operating and maintaining FCRPS assets. This includes managing the performance, costs and risks of FCRPS assets so that the agency’s strategic objectives are achieved at lowest long-term cost to the region. BPA will target improvements to its asset management practices to achieve industry “best practices.” Capital investments will be made with a full understanding of their long-term impact on the region and on the agency’s longterm operational costs, benefits and risks. The agency’s operation and maintenance programs will be implemented based on full information on the condition, performance and cost history of the assets. 8756c2e0-3b66-4245-a8dd-19958573069b 6f20e8c6-9716-4994-8977-5007d0380172 Technology Innovation BPA is a leader in the application of technologies that increase the value of mission deliverables. _f5f5f70f-43ca-4ebc-9fff-11ee53f9e3a8 I5 Our technology application challenge requires engagement in technology development, technology demonstrations and technology integration into BPA operating standards and asset management initiatives. In addition, the challenge requires modern research portfolio management, project management excellence, and a focus on research and development projects directed at BPA and PNW electric grid operations. BPA's history of creating and applying technologies critical to our own business challenges and the industry's development has provided significant reliability and financial benefits to the Pacific Northwest. We will increase financial support and personnel resources for investments in technology innovation commensurate with a baseline of 0.5 percent of gross revenues and with technology innovation achievements that enable us to meet our strategic business objectives at lower cost. We have opportunities now in the Pacific Northwest to support innovative industries developing new technologies that promise to add value to our power, transmission and public benefits delivery. dff289ef-899e-41ee-a31c-6c75af04aa77 ebb2efdb-4bfa-4479-910c-039080215619 Risk Management Risks are managed within acceptable bounds. _dc8e35f1-0758-4337-8e84-11bbb57ffabe I6 BPA’s ability to deliver public benefits depends on its continued commercial success. Effective risk management is a vital ingredient to this success. While BPA has always faced significant risks such as hydro supply variability, BPA today faces an increasingly complex array of risks. These include: • strategic risks related to BPA’s ability to deliver on future business plans, strategies and on its mission and vision (e.g., workforce skill gaps); • operational risks resulting from inadequate or failed internal systems and processes, facilities performance, and personal performance (e.g., extended loss of Columbia Generating Station); • legal/regulatory risks arising from new and existing regulations and court rulings (e.g., environmental compliance regulations); and • hazard risks from situations that have an adverse effect on overall business operations (e.g., disruption of critical functions from a natural disaster). Assuring commercial success in the face of these risks requires sophisticated risk management. BPA will strengthen its risk management governance, policies and practices. We will increasingly employ a coordinated, systematic, integrated, documented and repeatable risk management framework to effectively and efficiently manage risks to achieving our strategic objectives. In doing this, BPA will clarify its tolerance for risks and will work to minimize the cost of managing risk within that tolerance. db308fb6-2556-4184-afa8-c2852355a06e 92530b52-2025-4bb9-a82f-75fec9aa00f8 Decision Making Decision making is integrated, risk-informed and managed through consistent application of specified criteria. _38039e17-5efb-4f72-812f-749c66cced32 I7 BPA’s business, environmental and regulatory requirements and stakeholder expectations are continually evolving. We will continuously improve the quality of our business decisions by applying a risk-informed decision-making framework. This framework will employ a consistent set of decision criteria, including impacts on: (1) BPA’s finances and business; (2) external stakeholders; (3) the environment; (4) BPA’s legal mandates; and (5) BPA’s people and processes. BPA’s decision-making framework will be internally and externally transparent. c7e33226-8037-4cf3-8fd8-a9d2aa11394f 3d147cfb-dddb-4699-8b76-20649f1239ae Transparency BPA's processes, decision making and performance are transparent. _84f8751e-8958-4b5f-bc87-18a65d187b20 I8 We will provide accessible, well noticed and timely opportunities for public involvement to ensure that customers, constituents, tribes and others in the region have appropriate input into our decision making. Our public processes will clarify decision making and the rationale for policy decisions and we will manage them to facilitate a better understanding of both BPA’s overall direction and of individual issues. We will continue to improve the clarity, content and timeliness of reports on our performance, particularly financial performance, and we will do this in ways that are consistent with law, standard reporting practices, commercial interest and fair disclosure. We believe these practices will enhance our credibility with our customers, constituents, tribes and other stakeholders, and consequently will increase their trust of us. db704c91-ecee-49d3-855a-b9d2e5c2fe01 63a975ab-c948-4579-84d9-68781563251e Collaboration Collaborative relationships with customers, constituents and tribes are supported by our managing to clear, long-term objectives with reliable results. _a09874cd-3f0a-4f4e-ba90-cbfeefcbb2f2 I9 We recognize the benefit of drawing on customers’, constituents’ and tribes’ insights and experience and will seek to be responsive to regional views to increase their satisfaction, confidence and trust. We will work collaboratively with our stakeholders to identify regional priorities and issues, to increase stakeholder understanding of the trade-offs we are balancing, and to develop potential alternatives and options. We will seek as much alignment as possible on how to meet long-term objectives that will benefit the region as a whole, and we will manage our efforts accordingly, making ourselves clearly accountable to the region for results. 29e99a61-6020-4b40-bddc-c138d587180b a8e76036-f9fc-4d24-9f4c-b23cb29d5b23 People and Culture Perspective Focus: The health of workforce capabilities, performance, and work environment _1de9fa2a-45d6-4fdf-98c0-1b5fc75bada6 P This section is from 2004 and is slated to be updated in 2008. Leadership Leaders set clear direction and are accountable for results. _61310232-e60b-4bdf-84d7-203bed6ecbe4 P1 BPA must be clear about its strategic direction. We will articulate our mission, vision, strategic objectives and how performance will be achieved through specific initiatives. We will hold ourselves accountable for achieving these results. f86a49b9-b654-4947-8ca7-1c61c9f13464 41153425-81e1-4a1d-aeec-4eb763821c12 Talent BPA invests in a talented workforce to achieve strategic results. _3560ec79-2177-4e61-a23f-ae1bb336b757 P2 BPA succeeds only through its highly skilled, knowledgeable, creative and service-oriented employees. BPA anticipates the loss of key institutional knowledge and skills due to attrition and will replace that loss in a timely manner. Given the current age profile of the BPA workforce, both advance hiring and accelerated training will be employed in parts of the organization. d026cb01-a72d-4a9e-9d35-806b01acc1fa 480ec7bb-13f6-4e44-a544-f8a9d0dbd9d5 Motivation and Alignment Effective feedback motivates and aligns employees around meaningful work. _9723327c-9992-41d5-a193-bafca9da0b62 P3 People are motivated when they have meaningful work that is clearly aligned with organizational objectives. Through balanced scorecards, managerial performance contracts and other performance management tools, BPA will establish clear objectives and accountabilities. These will provide the foundation for appropriate systems to reward good individual and team performance and to address poor performance. 814c3c0f-41c5-491c-8c0f-5f3e2869c5b5 c38c4ba3-19ff-4267-aafd-732261478232 Work Environment BPA’s positive work environment enables its people to do their best work. _fa0701bc-8711-408a-bd7d-4c7b097e8f65 P4 BPA will support and enhance a positive work environment to attract and retain the talent needed to fulfill its challenging public service mission. A positive work environment allows people to do their best work and to bring the full benefit of their diverse backgrounds, styles and skills to meet the needs of BPA. 55d4136b-f222-45fb-bfb1-3e4782011f41 517a6058-02fd-4286-b835-f32c0aa0331e 2008-10-01 2014-09-30 2010-02-08 Arthur Colman ( Submit error.