Exhibit 15-A
CONTENTS DECISION
DRIVERS
.Page 3 STRATEGIC
RESULT AREAS
.Page 6
A mission statement is a clear definition of the aims, focus
and emphasis of an organization over a specified time frame. Following is a
statement of NYPA's mission for the next three years:
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Our |
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to provide clean,
economical and reliable
energy consistent with our commitment to safety, while promoting energy efficiency and innovation, for the benefit of our customers and all New Yorkers. |
DECISION DRIVERS
Underlying this Mission Statement is a set of core drivers
that define the priorities for the organization. Drivers determine how we will make decisions,
perform our work and deal with others.
By understanding the driving forces behind what we want to be, we will
make decisions that will support our company's goals.
PUBLIC BENEFIT
Our history demonstrates that the underlying, and perhaps
primary, purpose of the authority is to implement the State's energy policy in
the public interest as such policy and interests are determined at any point in
time by the Governor and/or the Legislature.
We will utilize, when called upon, our resources, people and
expertise to provide a crucial public service in the States electrical energy
sector.
OPERATING EXCELLENCE
Reliable operation of our generation and transmission assets
is essential to carry out our mission.
We will achieve operating excellence through best
maintenance practices, Life Extension and personal commitment to the continuous
improvement of all our business processes as well as to the development and
success of our employees.
COST EFFECTIVENESS
The survival of the Authority mandates that our cost of
operation be below that of any competing power supplier or operator.
We will critically examine all our processes and practices
learn from others, provide sufficient financial resources, and make changes to
attain best-in-class performance.
ENERGY EFFICIENCY SERVICES & TECHNOLOGIES
We believe our role is to improve energy efficiency and
stimulate new energy technologies in
We will demonstrate the commercial viability of various
technologies so that private developers might be willing to take them
further.
We will retain and expand energy-service markets for our
customers and the benefit of the people of
ETHICS
The Authority, as a public entity, has a responsibility for
instilling and maintaining the highest level of honesty, ethical conduct, and
public trust in all of its activities. Authority employees are entitled to
privacy in their personal affairs. At the same time, as employees of a public
entity, Authority employees are responsible for conducting Authority business
solely in the public interest and must do so in an ethical manner.
We will develop and
deliver ethics and compliance training to all NYPA employees that not only reaffirm compliance
with the laws, regulations and policies that govern our behavior but also
articulate our commitment to ethical business conduct.
FINANCIAL
NYPA financial performance is the means to an end, not an
end in itself. It must have the
resources necessary to achieve our mission, to maximize opportunities to serve
our customers better and to preserve our strong credit rating.
We commit to utilizing the Authoritys assets in a
responsible manner consistent with our mission.
BUSINESS GROWTH in
We must continuously identify new opportunities to support
economic growth in
NYPA will be an engine for economic development in
CUSTOMER LOYALTY
True customer loyalty is defined as the selection of NYPA as
the supplier of choice and the support of NYPA politically and publicly.
We will win customer loyalty by providing a wide range of
value-added services tailored to individual customer needs. We will aggressively communicate the benefits
and services NYPA provides.
STAKEHOLDER SUPPORT
The electric utility industry is changing at a rapid and
accelerating pace. We must maximize our
efforts to establish and maintain among our key stakeholders an awareness of
our unique value and range of contributions.
In this era of consolidation and privatization, their dedicated support
is essential.
We will aggressively build awareness of NYPAs
We will cultivate better relationships with all our
customers, public officials and other key influencers to ensure that they
support us and share in our commitment.
COMPETITIVE PRIVATE SECTOR
We believe the private sector should be able to meet the
challenges and capitalize on available opportunities in the energy marketplace.
We will buy the electricity from private sources to meet
future capacity requirements
We believe that any transmission lines necessary to maintain
reliability can effectively be built by merchant providers and the utilities
that directly serve retail consumers.
The only circumstances under which the Power Authority would
foresee building any new generation or transmission facilities would be in
response to a compelling public or reliability need that is not being fulfilled
by the private sector.
PERFORMANCE COMMITMENT
In todays competitive world, effort doesn't count, results
do.
We will hold ourselves and each other accountable, recognize
and reward success contributors, and actively confront non-performers.
We will critically examine all our processes and practices
learn from others, provide sufficient financial resources, and make changes to
attain best-in-class performance.
We will set clear performance and behavior expectations and
provide continuous feedback.
STRATEGIC RESULT AREAS
If we are to succeed
in our
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GENERATION |
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GOALS: Ensure its hydro facilities are as reliable in the future
as they have been in the past. Operate its existing generation assets as safely and
efficiently as anyone else can. |
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OBJECTIVES: Provide a continued supply of safe, clean, economical and
reliable power to our customers. Complete the life extension and modernization efforts at
our hydro facilities. Successfully Re-license the Niagara Power Project for a
period of 50 years. Improve the productivity and effectiveness of our work
force. Support the continuing implementation of a successful
competitive electricity market in |
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INITIATIVES: Complete constructions of the 500 MW combined cycle plant
and commence commercial operation during the winter of 2005-06. Complete the upgrade of Robert Moses Niagara Power Plant
by the end of 2006 (1 unit/year) Complete the Life Extension & Modernization Program at
the St. Lawrence Project by 2013 (1.5 units/year) Complete the Life Extension & Modernization Program at
the Blenheim-Gilboa Project by 2010 (1 unit/year starting in 2006) Initiate a Life
Extension & Modernization Program for the Lewiston Pump Generating Plant
and the balance of plant equipment at RMNPP Plan for the orderly closure of the 885MW Poletti Plant Continue the Maintenance Resource Management program and
related initiatives. |
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TRANSMISSION |
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GOALS: NYPA will operate and maintain its high voltage
transmission facilities, consistent with its commitment to safety and the
environment, working closely with the NYISO, the other transmission owners
and the PSC to help ensure a high level of power system reliability. |
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OBJECTIVES: Maximize NYPAs transmission system availability and
reliability, and protect NYPAs rights of way from adverse impacts. Maintain state-of-the-art primary and backup Energy
Control Centers to help ensure reliable and secure operation of NYPAs transmission
and generation assets. Pursue new technologies to improve the capability and
efficiency of the Help achieve cost effective competitive generation and
transmission markets in Provide quality and cost-effective transmission-related
services for NYPA and external entities. |
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INITIATIVES: Ensure that transmission facility operators are fully
compliant with NERC certification standards. Tri-Lakes Reliability Project, complete the licensing of
the New Line in 2006 and work with Niagara Mohawk to facilitate the
installation of the static var compensators and the New Line in 2006
and 2008, respectively. Complete protective relay replacement program at all
substations. Upgrade NYPAs Energy Management System, including cyber
security, by mid 2006. Complete NYPAs ISO meter upgrade program by end of 2006. Protect transmission easements from un permitted
intrusions and development that would adversely impact use of such easements
for transmission purposes in the future. Complete an examination of transmission line clearances to
verify compliance with the National Electric Safety Code by end of 2008. Complete assessment of life extension requirements for the
Moses Adirondack lines in 2006 and NATL lines in 2007. Complete current 4-year Integrated Vegetation Management
program on all lines by end of 2008. Implement appropriate transmission related recommendations
from Federal, State and other final reports on the Complete all necessary modifications to allow emergency
supervisory control of Marcy switchyard by end of 2006. Facilitate the interconnection process of new wind
generating facilities to NYPA transmission lines. |
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ECONOMIC DEVELOPMENT |
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GOALS: NYPA will support the improvement of |
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OBJECTIVES: Optimize the use of its available hydropower and other low
cost power resources for economic development purposes. Strengthen economic development activities with Empire
State Development Corporation, the Public Service Commission and other
appropriate entities. |
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INITIATIVES: Develop a strategic assessment of the best use of such
power for economic development purposes. Continue active consultation with Empire State Development
Corporation, the Public Service Commission and others regarding the
allocation of power for economic development. |
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ENERGY SERVICES |
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GOALS: NYPA will assist in the improvement of overall energy
efficiency in |
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OBJECTIVES: Implement energy efficiency services for NYPA customers,
and to the extent authorized by law, provide such services to state and local
governmental agencies as well as other eligible entities to reduce their
costs and improve the environment. Partner with the public and private sector to deliver new
value added energy services. Obtain state legislation to expand NYPA authority to
provide energy services. Further assist in the implementation of Executive Order
No. 111. |
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INITIATIVES: Meet with public and civic leaders to educate them on
program offerings, and to identify cost effective project opportunities. Partner with NYSERDA, LIPA, PSC & DOE to enhance
program offerings. Affiliate with NYS based professional organizations and
their members to raise awareness of NYPA program offerings Solicit input from external entities (NAESCO, etc.) to
develop new strategies for program enhancement and market penetration. Work with manufacturers and contractors to develop new
technologies and enhance customer savings and program offerings. |
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TECHNOLOGY |
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GOALS: Develop and demonstrate innovative energy technologies to
benefit NYPA, its customers and the people of |
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OBJECTIVES: Develop and transfer to NYPA facilities technologies that
focus on productivity, O&M savings, increased reliability, and capital
asset utilization. Implement and develop clean and efficient distributed
resources and renewable energy technologies for NYPA customers and as
authorized by law. Promote the development and use of electric drive and
other clean transportation technologies in Participate in collaborative research at national and
state levels. |
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INITIATIVES: Equipment condition monitoring and expert diagnostic
systems development and deployment. Substation, transmission and hydro-plant reliability
centered maintenance program. Time synchronized measurement techniques for improved
power system performance monitoring and event reconstruction. Stay current in development of bio-mass and clean coal
generation technologies. Provide technological solutions and value added services
to our customers. Work with eligible entities to develop and implement
renewable and distributed generation technologies, and combined heat and
power applications. Develop and implement energy storage technologies. Partner with customers & other organizations to
procure clean modes of transportation and demonstrate new electric drive
technologies. Leverage NYPA co-funding with other State & Federal
funding to develop new projects. Actively participate in the EPRI, NYSERDA and USDOE
advisory structures. Partner with NYSERDA, EPRI and USDOE in the development
and implementation of the H2 Road Map. |
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