Commissioners review the latest draft of Imagine 2075

information released

Imagine it’s 2075. With hydropower as the foundation, Chelan PUD generates electricity pioneered from a variety of clean energy sources, and provides other essential services that allows communities to thrive. The electrical grid easily withstands severe storms and other threats.

How do we get there? Innovation. Collaboration. Bold decisions. A year in the making, Chelan PUD now has a vision to work toward that future. On Monday, commissioners reviewed the latest draft of Imagine 2075, a guiding document that will evolve over time. (Available on the audio recording at 44:00)

“It is a commitment to our future generations,” said board president Steve McKenna. “It’s really important how we use these words and this work honors the past. By embracing this vision, we reaffirm our commitment to being good ancestors and ensuring a sustainable, thriving future.”

Commissioners also thanked customer-owners, staff and stakeholders for their participation in the process. About two dozen people submitted comments regarding the PUD’s new mission, vision and nine long-range goals in an online survey over the three weeks.

“I’ve been involved in a lot of strategic planning processes over the course of my career, and I think this is one of best I’ve ever seen, particularly with community engagement and community involvement,” community leader Gene Sharratt said at the board meeting. “I felt from the onset that your direction was sincere, it was clear, and it was concise. I had lots of opportunities – so did others I talked with – to participate.”

Under the 50-year vision, a new mission statement will guide the PUD’s work: Provide essential services to empower the community. The plan also proposes a new vision statement: Create bold, enduring value for future generations.

The draft plan is centered on nine long-range goals:

  • Ensure energy and water forever: Meet rising energy demands, preserve local control and keep rates stable by investing in infrastructure for essential services.
  • Harness the power frontier: Expand the PUD’s energy portfolio to power the community’s growth and future.
  • Bend don’t break: Invest in equipment, skilled workers and advanced technology to make essential services more resilient to adverse events, such as severe weather, changes in hydrology, and cyber events.
  • Future facing: Boldly act on opportunities that can benefit customers in the long run.
  • Community power: Keep the public informed and involved through collaboration and transparency.
  • Partners in success: Build strong collaborative relationships with governments, community organizations and others to support a high quality of life.
  • Lead with purpose: The publicly-elected board will shift their role from operational to strategic by providing proactive guidance, setting policies and tracking progress.
  • Can do: Build a strong workforce that’s engaged, adaptable, resilient, and learning-oriented.
  • Fly in formation: The mission, vision and goals provide a North star for the PUD to prioritize and drive innovation.

As for next steps, staff and commissioners will continue the work of Imagine 2075 by developing a strategic plan in 2025. The strategic plan will set measurable goals and a general timeline.

“It’s one thing to have a vision, it’s another thing to implement it,” said General Manager Kirk Hudson. “I want to make sure there’s a clear understanding, it’s not going to be business as usual. There will be a transformation that occurs within the organization.”

About Imagine 2075

The Imagine 2075 project began about a year ago, when commissioners and senior leaders decided to pursue a 50-year vision to guide the utility’s future beyond the typical 5-year planning cycle.

More than 150 staff and 50 community partners identified the top trends – both challenges and opportunities – that it will likely face in the next 50 years. Employee-led teams created four possible future stories that explored different scenarios for 2075.

Based on those scenarios, commissioners and senior leaders identified nine goals deemed critical to ensure the best chance of success under good and challenging times. More than 1,700 customer-owners prioritized those goals in a survey in August and September.

More information: chelanpud.org/imagine2075.