As many at IID know, I’ve been involved in strategic planning at IID along with several successful large companies and believe strongly that planning is key to success at any company. In that regard I have been known to quote an old anonymous saying: “If you don’t know where you are going, any road will take you there.”
With the above in mind, I am compelled to ask, is there a plan for IID’s future?
In the short term, where is the controversial and much discussed Transmission Plan that was due in March and no later than April? As I understand this was communicated as a central concern for the claimed need for management and staff changes.
For the long term, where is the Succession Plan? Succession planning is necessary to maintain internal knowledge and skills, in particular for key managerial and staff positions and functions. Doing so establishes a foundation to allow for improvements, thus minimizing the potential for deterioration in these areas. Indications from current IID “leadership” is that there is sufficient time down the road to create a Succession Plan.
Developing a Succession Plan and in particular as part of that replacing the consultants with internal staff should be priority one. The process of recruiting , training, and redeveloping the wisdom and knowledge lost with the recent actions will take years. Even if that never existed, being core functions, those Energy roles and associated functions are some of the most critical to establish and develop internally. The longer this is delayed the longer it will take to properly fill these roles and then develop staff . The difficulty of addressing this situation is compromised by the need for professional registration, physical location, extreme industry competition, lack of competitive industry compensation packages, internal inequities and the accelerating retirements of the baby boomer era personnel.
Accelerating the process of moving from external staff support to internal staffing would also save significant funds as the consultant effort is more than twice as expensive as maintaining internal staff salaries and benefits. If completed quickly this alone would save millions in consultant expenditures leaving more than sufficient funds for addressing the noted shortfalls and leave funds for operation, maintenance activities and capital projects.
For the sake of IID’s employees, Valley citizens, their children and grandchildren I hope succession planning was included in the deliverables of the $9 million consultant fee.