Local voices shape co-op vision and strategy to provide power with purpose
by General Manager Steve Stroshane
When you hear the word cooperative, what comes to mind? We hope you think of Polk-Burnett, your local electric cooperative. As a co-op, we are member owned and locally controlled. Decisions are not made in corporate boardrooms hundreds of miles away to benefit investors; they are made right here in Centuria, Wisconsin, by local employees and directors elected from the membership. This month, I'd like to share how we plan, budget and make decisions to meet your expectations for reliability, affordability and service.
Our mission is to benefit members by providing reliable electricity with efficiency and extraordinary service.
Listening to our members and community
Polk-Burnett follows a strategy execution system that uses a balanced scorecard and key performance metrics to pursue excellence and achieve breakthrough performance across our entire organization. I'm proud to say we have closed value gaps and attained top scores over the past decade, but we are always looking for ways to improve, making sure we identify and respond to challenges and opportunities on the horizon.
The first and most important step in strategy execution is listening to our members and community. We create opportunities to connect with members to learn what's working, what's important to you and what we can do better. Whether you respond to our surveys or social media posts, reach out to us by phone or email, stop by our office or visit us at the annual meeting, we are always happy to hear from you. We also conduct regular research to identify internal strengths and weaknesses, and external opportunities and threats.
Our vision
Our vision describes our desired state, where we want to be. It guides our work and resources toward high-level outcomes that benefit our member-owners. Our local co-op vision directs us to:
1. Reduce outage time to an average of 45 minutes or less per member, per year.
2. Be in the top 25% for low electric rates, compared to other Wisconsin utilities at 1,000 kWh.
3. Earn high member satisfaction scores, equal to or greater than the national Touchstone Energy average.
4. Keep employees safe and productive on the job through training and alignment with our mission and goals.
5. Be involved in our community.
Our vision is widely understood and shared by employees; it is reaffirmed and acted upon by co-op leadership and is measured for accountability and success.
Strategic action plans
Each August, we begin a strategic planning process to determine action plans and budgets for the year ahead. Strategic action plans identify where and how progress can be made to resolve weaknesses, reinforce strengths and respond to opportunities and threats. Action plans are developed in key areas:
1. Electric operations, reliability and power supply
2. Member service, communication and outreach
3. Financial strength and competitive rates
4. Technology and innovation
5. Human resources, employee safety, training and professional development
Financial forecasts, budgeting and investments are aligned to support strategic action plans. In addition to annual planning, we have long-range plans for electric grid improvements, right-of-way clearing, trucks, technology, employee succession, and co-op buildings and grounds. Key performance indicators (KPIs) are carefully measured in each strategic area to ensure accountability—staying on target, on time and on budget.
Focus on technology
Technology is integrated into all action plans and is the backbone of providing exceptional service and reliable power. Like all modern organizations, we use computerized business systems for accounting and paying bills, tracking inventory, communication, and managing your member accounts and billing information. From substations to the meters on your home, technology enables us to efficiently operate the electric grid, and even helps us identify outages across 3,500 miles of power line before trucks roll!
People make the difference
Technology, strategy and vision are important, but they mean little without the people who bring them to life. Our co-op employees are highly qualified and dedicated to our mission. They give their very best every day, consistently looking for ways to work safely and efficiently. They are guided by our co-op values and deliver extraordinary service.
As a cooperative, we are not motivated by profit, but by service. We are local. We live in the communities we serve and want to help them thrive. Because we are local, we have the passion and flexibility to focus on what matters most to our members and communities.
This October, we invite you to join us in recognizing Co-op Month and our cooperative business model. We never lose sight of the fact that our members own the co-op, and our purpose is to serve you. Happy Co-op Month!
The co-op invested $5 million into grid upgrades in 2026. Our work plan includes converting miles of power line from overhead to underground to improve your reliability.
