2018-2019 Strategic Direction | Burlington Electric Department

Burlington Electric Department
2018–19 Strategic Direction

Mission

To serve the energy needs of our customers in a safe, reliable, affordable, and socially responsible manner.

Values

Safety, Integrity, Community, Engagement, Innovation

2030 Vision

Make Burlington a "net zero energy city" across electric, thermal, and ground transportation sectors by managing demand, realizing efficiency gains, and expanding local renewable generation, while increasing system resilience.

BED defines "net zero" as Burlington sourcing at least as much renewable energy as it consumes in energy for electric, thermal, and ground transportation purposes.
We source energy from New England and adjoining states and territories with a strong preference for generation closest to Burlington.
For thermal and electric, we will work toward net zero with Burlington residential, commercial, and industrial customers.
For transportation, our goal is to make in-city travel net zero, and lower the impact of intercity travel. Air travel is not included at this time.

Strategic Objectives

Create a nimble organization by transforming our business platform and developing our human capital to best leverage an era of rapid change in the energy industry.

Deliver exceptional customer care by enhancing personal service and increasing engagement across all channels to efficiently resolve customer issues and proactively promote energy efficiency and other program opportunities.

Leverage our electric assets to take advantage of high intensity, bi-directional energy made possible by distributed energy resources.

Strategic Initiatives

Establish modern, simple full-function customer care platform

Create service delivery model focused on high quality customer care

Develop web and social media platforms, plus other forms of promotion, to increase engagement

Create more equitable and accessible programs for all of our customers, especially rental and New American populations

Re-envision energy efficiency model to create even more customer value

Update BED Operating Guidelines to align fees and services with current technology

Strengthen distribution and generation assets to increase reliability and efficiency

Implement asset maintenance plan for McNeil, Winooski One, and distribution system

Pilot grid automation

Use grid analytics to improve system reliability and efficiency and enable end use technologies and programs

Modernize core technology infrastructure and business processes

Upgrade customer, financial, and meter data management information systems

Pursue business process improvements

Enhance cyber security capabilities

Upgrade communications & phone system for dispatch, customer care, and all users to assist with delivery of exceptional customer care.

Use facilities to showcase the impact of new technologies

Advance nationally significant energy innovation

Launch Solar Shopper 2.0 for community solar

Advance district energy and microgrid projects

Implement citywide demand reduction strategy

Work with broad group of stakeholders to advance electric transportation across all modes

Implement EV end use rate and advance dynamic rates

Establish mileposts to achieve net zero vision by 2030 (including an integrated approach to EE, fossil fuel reduction, demand management and distributed energy resources)

Budget and manage risk to maintain stable rates

Build a suite of financial options to support customer energy investments including pilot for tariff-based financing

Develop an organizational culture that supports a modern and comprehensive learning model to enhance employee engagement, education, safety, and training

Implement strategies to moderate future rate impacts, including alternative revenue models

Strengthen rating factors to improve Moody’s credit rating