Each quarter, Administrator and CEO Mark Gabriel reports to the Deputy Secretary of Energy on Western’s performance toward its strategic targets. The following is a summary of the most recent memorandum submitted Jan. 29.
Reporting first quarter performance
For Fiscal Year 2016, we have expanded our use of quantifiable performance measures and targets, and modified our governance model to better understand the progress we are making. These performance measures will challenge us to sustain or improve performance and will be used to answer the question, “How is Western doing?”
Western’s performance targets are designed to both align with Department of Energy strategy and drive long-term strategic direction for the entire organization. As before, they cascade through Western’s performance management process, creating a line of sight between employee efforts and overall direction, ultimately translating Western strategy into everyday actions.
Western’s first quarter scorecard reflects our overall performance per target, with a focus on 14 of our 23 enduring key performance indicators, or KPIs, which serve as Western’s means of evaluating progress toward its targets. This quarter’s summary shows 12 KPIs scored Green, reflecting that they are “on track;” one scored Yellow, indicating that it is “on track with caution;” and one scored Red, which means it is “not on track.” A sampling of highlights specific to the performance scorecard includes:
A customer service survey that focused on improved communication and service to our customers. We have begun our initial analysis of the results. We also refreshed our stakeholder engagement plan with an emphasis on resolving misconceptions and increasing transparency.
Several of our core measures with our energy infrastructure and safety and security strategic targets show strong performance. Results associated with accountable outages, cybersecurity response and safety all exceeded expected results.
Our continuous improvement efforts saved money once again this quarter, with $228,000 from formal team-based projects and another $497,000 from “Just Do It” projects, which are selfdirected innovations from our staff.