STEP 5. IMPLEMENTATION 26 Program goals and measures of success (e.g. safety, operational, financial, regulatory) designed to describe a general direction or state to be achieved in the pursuit of the overall program mission/objective. The measures of success or objectives specifically answer the questions of how much, how often, by when, and so forth in modifying either goals or strategies. o Operational goals should originate from the customer in outage focused reliability metrics, such as CAIFI, CTAIDI, CEMI-5, CELID, and TLR. These are more relevant in assessing the impact of targeted resiliency programs into which undergrounding strategies fall. In the case of TLR, it is a nontraditional measure and used by Dominion Energy to better weigh the cost-effectiveness and resiliency improvement of their Strategic Undergrounding Program (SUP). This approach also better considers certain areas where numerous, extended overhead outages have occurred, and how strategic undergrounding would reduce frequency and duration. o Regulatory goals tied to Public Utilities Commission (PUC) or legislative requirements for spend, units, miles installed. Program strategy and tactics designed to answer the question "How will we accomplish that goal?” Exhibit 5.1 Program Planning Hierarchy General Vocabulary Listing Vision – Answers the question of “What could the relationship/organization look like?” Mission – Mission statements, in theory, give overall direction and boundaries. They are useful only if they are not generic, overly wordy, or esoteric. Some of the best mission statements are very concise and easy to remember. The intent of a mission should be to galvanize a group of people, change the basis of thought, provide a model of behavior, or set a big target. BHAG – “Bold Hairy Audacious Goal” is sometimes used to modify a vision or mission to make the statements clearer. Generally speaking, they would be measurable and galvanize the statements of vision or mission for the group. An example might be to drive 75% of the current cost of construction out. Values – Values are our general, guiding principles. They shape our ideology and provide foundation for our purpose. These values are used to drive the development of goals, objectives, measures, etc. and can shape the formation of the mission or vision. Goals – A goal is a general direction or state to be achieved. A goal may or may not be quantifiable but must ultimately be measurable either through its statement or through the objectives that modify it. Strategies – A strategy is a general statement that answers the question, "How will we accomplish that goal?” A single strategy can support multiple goals. Frequently, there are fewer strategies articulated than goals due to the fact that a well-crafted strategy will meet multiple goals. Objectives – An objective is a quantified measurement of a goal or intention. It specifically answers the questions of how much, how often, by when, and so forth in modifying either goals or strategies. Tactics/Action Items – The action plan or tactics will spell out what will be done (in sometimes excruciating detail), who will be responsible for insuring the task gets accomplished (one individual, and not necessarily the one who does the work), and a specific date for the completion of the task (not annually, quarterly, or ASAP). Often, required resources, budget impact, and other concerns are considered for more significant items. Source: Continuum Capital depiction of general planning vocabulary hierarchy. Vision Mission Values Goals Strategies Tactics/Action Items Objectives BHAG
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