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One of the goals was to align our internal processes to provide clear line of sight from our <br /> mission statement to task. In other words,we worked to define and focus how our <br /> multiple services align to provide value through quality of life utility services to our <br /> community. <br /> Another goal was to establish criteria on how to prioritize projects for our 5 year capital <br /> projects projections and determine when projects are presented for Commission approval <br /> through the budgeting process. These criteria will help to quantify and objectify the <br /> process of prioritization. <br /> We also are looking to develop large project management processes to improve <br /> efficiency in the sharing of information and coordination between multiple departments. <br /> Examples of when this project management methodology would prove beneficial are for <br /> projects like our recent billing/accounting software conversion and the electric service <br /> territory transfer. <br /> We are excited to focus on development and value. As these processes are developed, <br /> they will be integrated into the way we work day to day. And to be clear, we are not <br /> adding work but rather refining the methods of how we communicate, document, <br /> prioritize, and evaluate existing work. And,therefore, this is not adding cost to the day to <br /> day operation of the Utilities. This should create an opportunity for all staff to grow <br /> professionally with an end goal of providing higher value of services to our community. <br /> As ERMU grows, so does the value we can provide to the community. <br /> E7 IiiIüii <br /> Page2of2 E <br /> Reliable Public <br /> Power Provider POWERED T o SERVE <br /> 125 <br />