Imperative: Expand and Improve Stakeholder Engagement|
As we heard from the outreach and surveys, and also through years of experience, Oregonians aren't always aware of ODOE's work and how it affects
issues and topics that they care about. This imperative recognizes that there is an opportunity for ODOE to do even more to engage a diverse range of stakeholders to not only increase understanding and appreciation for the work that we do, but to create a more inclusive and coordinated discussion about energy challenges and solutions.
Through this imperative, we will consider
new partnership models and approaches that move away from a transactional relationship with our stakeholders. We will invest in better understanding communities' needs and the impacts of current policies and programs on communities. This will involve a lot of
listening, convening, and facilitating conversations, and following up.
Develop a communication plan and engagement process collaboratively with historically and currently underserved populations and communities that includes actively listening, being responsive, and incorporating feedback in the development of programs, policies, and other areas of work
Build on existing tribal engagement efforts
by expanding internal responsibilities and resources, and reaching out to tribes to assess and amplify shared interests and priorities
Work with external entities to assess their needs and priorities to strengthen relationships and better inform Oregon's energy policies and programs
Strengthen staff capacity within ODOE to serve as liaisons and ambassadors with communities, stakeholder groups, and Tribes
Imperative: Build Practices and Processes to Achieve More Inclusive and Equitable Outcomes|
Oregonians are committed to an
equitable energy future and ODOE has a role to play in helping to ensure equitable processes and outcomes as the state pursues a sustainable energy transition. We acknowledged early in the strategic planning process that
diversity, equity, and inclusion need to be at its core if we are to help address the energy needs of Oregon’s diverse communities and become a better partner. We know that we have a lot of work to do to build trust and develop relationships that will enable us to
meaningfully engage with diverse communities across the state in the coming years. This work must be done in partnership with underserved communities. This imperative underscores the opportunity for ODOE to examine our programs, processes, and practices to measure our impact across the state with a focus on historically and currently underserved populations and communities.
Year-over-year increase in the percent of agency job applicants identifying as Black, Indigenous, and People of Color.
Year-over-year increase in the percent of historically and currently underserved populations and communities participating in ODOE programs and services
Increase agency Diversity, Equity, and Inclusion awareness and fluency
Enhance ODOE's internship program to provide benefits to interns, such as paid positions and greater access to educational credits, to help build a more diverse network of ODOE and energy industry employees
Develop a Diversity, Equity, and Inclusion Action Plan in partnership with historically and currently underserved populations and communities
Create inclusive, multi-lingual communications to increase accessibility of agency program information and services
Conduct agency-wide DEI assessment and training to measure and increase employee knowledge, awareness, and skills
Assess and Enhance Organizational Data Capabilities|
The state needs a centralized source of unbiased energy information. Not only is providing data analysis and information one of ODOE's key statutory responsibilities, it was also identified by staff and stakeholders as an important ODOE service during outreach to inform our strategic plan. This is why serving as a “central repository of energy data, information, and analysis" is one of ODOE's core position statements (or what we do) identified in phase one of our plan. This imperative focuses on strengthening our skills, systems, and structure for research, working with data providers, vetting analytical assumptions, and producing unbiased data and information that can serve as a foundation for the agency and for public use.
This imperative acknowledges the importance of data to the work that we do, both in terms of collecting that data and then turning it into information that is informative and useful. It will help us produce better reports, more quickly and accurately answer questions, and provide trusted, unbiased information to inform conversations, solve problems, provide educational resources, and administer programs.
100% of specified agency products (e.g., produced reports, studies, and analyses) use standardized agency data methodologies or tools
Year-over-year increase of collection, review, and analysis of data
Year-over-year increase in data sharing relationships
Establish and internally communicate agency data standards and tools
Assess and enhance agency data management roles, responsibilities, and internal structures
Enhance staff data analysis and visualization skills to bring more interactive, value-add products (e.g. external data dashboards) to stakeholders
Audit agency datasets to identify gaps and ensure they support implementation of state programs and priorities
Collect and analyze demographic data to better inform ODOE's work and to identify barriers to achieving equitable energy outcomes
Identify, catalog, and conduct outreach with data-holders across the state and among stakeholders
Assess and Modernize Agency Programs and Activities|
Oregon's “energy ecosystem" is crowded, with many agencies and organizations active in the energy and climate change space. ODOE's new mission and position (what we do) help clarify the big picture role that we see for ourselves – but within this clear role, there are programs and activities that overlap with our sister agencies, non-profit organizations, and utilities. In addition, Oregon's energy ecosystem has changed substantially since ODOE was created in the 1970s, and it's time to develop a clear understanding of whether older programs continue to meet their intended purposes and whether there are different or updated activities or programs that could better meet Oregon's goals and needs.
Through this imperative, we will work collaboratively with stakeholders to evaluate our programs and make sure they are effectively delivering on our mission and improving the safety and resilience of Oregon communities, protecting Oregonians and our environment from Hanford's nuclear legacy, mitigating the effects of energy infrastructure and use, and shaping an equitable and affordable transition to a low-carbon economy for Oregon consumers and businesses.
This imperative will help ODOE, decision-makers, and the public better understand the unique role and value of ODOE's programs and activities and how they complement other energy activities in the state.
100% of ODOE programs and activities align with ODOE mission and position statements
Complete assessment of ODOE work in the context of the state's energy ecosystem to identify redundancies and gaps
Conduct a strategic evaluation of each program and activity
Share the outcomes of the strategic evaluation and describe the alignment of programs and activities with ODOE's mission and position statements. Where necessary, identify actions to achieve better alignment
Collaborate with energy stakeholders to identify Key Energy Indicators and state priorities and objectives (including statutory targets and goals, executive orders, non-energy goals like job creation, other executive guidance like the Equity Framework)
Create dashboard(s) to monitor and report on status of Key Energy Indicators
Build on collaborative effort to assess how other agencies and organizations in the state are working toward Key Energy Indicators and state priorities, and identify areas where ODOE's work may overlap with other entities or where there might be gaps in state efforts
Organizational Efficiency and Impact|
ODOE has a knowledgeable and capable staff. During phase one of strategic planning, our consultant Coraggio administered employee surveys that incorporated questions from the Gallup and other organizational performance systems to measure employee satisfaction and engagement, along with employee evaluation of organizational performance and processes. Coraggio found that ODOE could increase organizational efficacy and employee satisfaction through improved policies and processes, and greater direction on priorities and goals associated with the strategic plan.
A more efficient agency with more engaged staff that are clear on goals and organizational direction should help further our efforts under the previous imperatives that focus on improving stakeholder engagement, achieving inclusive and equitable outcomes, enhancing data capabilities, and modernizing agency programs.
Increase average Gallup Q12 engagement score to at least 4.0 (out of 5.0)
Increase “Efficient and effective processes & procedures" (Whole Systems Model) survey score to at least 3.5
Increase in Key Performance Measure customer satisfaction score to at least 95%
Update and improve employee development and recognition plans and programs
Create internal action teams to identify and implement cross-functional process improvements
Evaluate and improve agency collaboration and communication culture
Update ODOE's KPM customer satisfaction survey and implement timelier customer service evaluations