Strategic Plan (2009)

Strategic Plan—2009

Executive Summary

This Strategic Plan was developed by the CORRE Strategic Planning Committee following a series of meetings and work sessions during the Spring of 2009.  The Committee consisted of Dave Mason (Chair), Bob Henderson, Keith Kibbe, Charlie Kuykendall, Pete Lotts, Pete Peterson, Dave Reichle, Dub Shults, Don Wood, and Bob Worrell.

The Plan is organized as follows:

  1. CORRE's Vision
  2. CORRE's Mission
  3. CORRE's Guiding Principles
  4. CORRE's Strengths–Weaknesses–Opportunities–Threats (SWOT)
  5. Strategies Resulting from SWOT Assessment
  6. Measures of Success

Based on the SWOT assessment and focused on the opportunities and threats that appear to have a relatively high probability of occurrence, the Committee identified four strategies to be include in the Strategic Plan.

  1. Maintaining Mutually Supportive Relationships with DOE and its Contractors
  2. Expanding Support Among Local Organizations
  3. Building Support at the Regional and State Levels
  4. Achieving Support at the Federal Level

These are presented in detail in the Appendices.

Strategic Plan—2009

In January 2009, a Strategic Planning Committee was established within the CORRE Board of Directors, consisting of Dave Mason (Chair), Bob Henderson, Keith Kibbe, Charlie Kuykendall, Pete Lotts, Pete Peterson, Dave Reichle, Dub Shults, Don Wood, and Bob Worrell.  This Committee was charged with development of a strategic plan for the organization.  A series of meetings and work sessions followed, during which a SWOT—strengths, weaknesses, opportunities, and threats—analysis was conducted and strategies were developed.  These are summarized in the following sections.

Three important, and perhaps the most difficult, parts of a strategic planning process occur after a Strategic Plan is written and approved:

  • Communication.  The Plan must be communicated to all CORRE Board members.  All must understand and accept the Plan and want to be a part of its successful implementation.
  • Action Plans.  These must be developed to implement each of the strategies that CORRE decides to pursue.
  • Assessment and Evaluation.  The CORRE Board must, at least annually, assess and evaluate progress of implementation of the Plan and make changes when needed.

1.  Vision.  The following orgaanizational vision statement was adopted by the Committee:

  • CORRE is an organization that improves the welfare of Oak Ridge DOE contractor retirees by protecting and enhancing retirement benefits.

2.  Mission.  A slight modification of the Mission and Purpose stated on the CORRE website was adopted by the Committee.  The following is the revised organizational mission statement:

  • To improve the benfits of retirees of the DOE operating contrractors in Oak Ridge.

3.  Guiding Principles.  The Committee developed the following list of guiding principles that CORRE publicly proclaims as driving its conduct:

  • Be ethical
  • Have integrity
  • Be accurate and reliable
  • Be supportive of local facilities and their contractors
  • Be good stewards of CORRE funds
  • Be action-oriented
  • Be well-informed with regard to data, information, and retiree issues
  • Maintain good relations with DOE and local contractors
  • Adhere to CORRE Bylaws and State Charter.
  • Inform elements of government and the public regarding retiree issues
  • Seek political and public support for CORRE objectives
  • Represent all retirees with discrimination
  • Seek and utilize the best available people to achieve CORRE objectives
  • Be open and transparent in CORRE activities
  • Work for permanent (e.g., legislative) solutions to issues related to pensions of DOE contractor retirees

4.  SWOT Analysis

The Committee considered key factors—strengths, weaknesses, opportunities, and threats—that can impact the ability of CORRE to fulfill its vision and mission:

  • Strengths
    1. CORRE represents 12,000 members and their familities.
    2. Collectively, the CORRE Board has approximately 1,000 years of company service and diverse talents and work experience.
    3. CORRE has a credible reputation with the press, contractors, DOE-ORO, and congressmen and their staffs.
    4. CORRE has good rapport with DOE operating contractors in Oak Ridge.
    5. CORRE gets local and state support when requested.
    6. There is much talent among CORRE members and Board members.
    7. CORRE has a track record of success.
    8. CORRE is an organizatioon operating under IRS code 501(c)5.
    9. The CORRE Board is organized, it wants to succed, and its members are willing to work.
    10. CORRE has an extensive website.
    11. CORRE does annual and strategic planning.
    12. CORRE has e-mail addresses for about 15% of its active members.
    13. CORRE can respond quickly to opportunities.
    14. The news media is interested and fair toward CORRE issues.
    15. CORRE maintains up-to-date data and information related to all retiree issues.
  • Weaknesses
    1. CORRE lacks effective communication methods with many members.
    2. 75 percent of retirees are not active members of CORRE.
    3. CORRE has no dues—must rely on donations from new members.
    4. Pessimism exists among current retirees regarding pension issues.
    5. CORRE does not have strong support from the unions and their retirees.
    6. CORRE does not have backup for the administrators of its website.
    7. Many retirees are not comfortable with computers.
    8. It is difficult to get members to write or contact media or legislators.
    9. The roles and responsibilities of the CORRE Board and its committees are not documented.
    10. There is no orientation for new CORRE Board members.
  • Opportunities
    1. Politicians sometimes change positions when there is an administration change.
    2. Some members of the Tennessee delegation have powerful committee appointments.
    3. People in senior positions in DOE are changing.
    4. The new Secretary of Energy has agreed to do a review of pension issues.
    5. CORRE should seek outspoken "champions" within DOE.
    6. CORRE has a good opportunity to initiate conversations with contractors.
    7. CORRE can expand support in neighboring counties.
    8. CORRE needs to get support of ETEC and similar organizations.
    9. CORRE should "educate" the Oak Ridge Chamber of Commerce.
    10. The number of "active" CORRE retirees should be increased.
    11. The normal congressional budgeting process should have funds for pension adjustments.
    12. Restrictive DOE contracts could be changed to encourage contractors to support retirees.
  • Threats
    1. Some congressmen have said things that are counter to CORRE's objectives.
    2. There may be no change in DOE policy re pensions, i.e., may retain Bodman policies.
    3. DOE could experience smaller budgets.
    4. Stimulus funds could be seen as zero-sum.
    5. Our elected representatives are changing assignments.
    6. Wamp will leave the House and run for Governor.
    7. National economic conditions may work against CORRE.
    8. DOE-HQ reviews may not include post-retirement issues.
    9. Some DOE-contractor pension plans are underfunded.
    10. Management turnover at DOE and operating contractors prevents familiarity with the plight of retiree's problems and CORRE issues.
    11. Disinformation persists in Washington about Oak Ridge pension benefits.
    12. DOE and its contractors have violated the precedence and practice of periodic adjustments to retirees' pensions.

5.  Strategies

Based upon a SWOT analysis and with focus on opportunities and threats appearing to have a high probability of occurrence, the Committee identified four strategies for improvement, as listed below.  Each is presented in detail in the appendices below.

Appendix 1.  Maintaining Mutually Supportive Relationships with DOE and its Contractors

Appendix 2.  Expanding Support Among Local Organizations

Appendix 3.  Building Support at the Regional and State Levels

Appendix 4.  Achieving Support at the Federal Level

6.  Measures of Success

The ultimate measure of success will be that CORRE continues to improve the welfare of its member retirees and their spouses.

Key questions are:

  • Are their retirement benefits preserved?  Improved?
  • Are DOE, the contractors, and CORRE mutually supportive?
  • Does CORRE have broad, proactive support of:
    1. Local organizations?
    2. Regional officials?
    3. State Legislators?
    4. Federal representatives?
  • Does CORRE maintain and provide information that is current, accurate, and helpful?
  • Does CORRE communicate openly and accurately with its members?  The public?  The officials?  The legislators?
  • DOES CORRE conduct itself in a professional manner, with persistence and integrity?

Appendix 1

Maintaining Mutually Supportive Relationships with DOE and Its Contractors

1.  Contractors have a culture or written policy valuing retirees.  Actions:

  • First and foremost, to the extent possible, build a strong and constructive relationship with contractor management, which will encourage candid interaction without adversarial posturing.
  • Do everything possible to maintain CORRE's credibility as a legitimate retiree advocacy organization.
  • Meet on a regular basis as mutually agreed upon with appropriate management representatives.  In addition to the senior manager at each site, it is also immportant to maintain relationships with less senior people, such as appropriate Associate Directors at ORNL, HR Directors, Benefit Managers, and others who can provide useful information, as needed.
  • Prepare and present appropriate data supportive of CORRE's objectives.
  • Look for opportunities to be supportive of contractor issues.  (For example, Kuykendall and Bradshaw voluntarily appeared before a DOE hearing on modernization and upgrading for weapons plants.  Their comments were well-received and appreciated by DOE and Y-12 Managements.)
  • Request that the contractors include reference in their internal policy documents concerning the potential need for ad hoc pension adjustments.

2.  DOE and NNSA include in their contracts the intent to value retirees.  Actions:

  • The first five bullets in 1. above apply to DOE/NNSA, as well as contractors, although meetings with the Feds may be limited to Gerald Boyd (DOE) and Ted Sherry (NNSA).
  • Request DOE/NNSA to recognize the past practice of ad hoc adjustments and value the contributions of retirees when issuing RFPs or extending contracts.

3.  Contractors periodically review benefits of current retirees.  Actions:

  • Request that DOE/NNSA and the contractors include a biennial review of existing pensions coincident with the Ben-Val survey.  This is a long-standing request and is listed among Significant Issues in the 2009 Position Paper.

 

Appendix 2 

Expanding Support Among Local Organizations

1.  Identify organizations and individuals to be pursued, especially those with political influence.

  • Organizations—Oak Ridge Chamber of Commerce, ETEC, ETEBA, ATLC, League of Women Voters, Friends of ORNL, East Tennessee Heritage Association, AARP, Anderson County Community Action Commission, The Oak Ridger, the Oak Ridge Observer, the Knoxville News-Sentinel, Knoxville Chamber of Commerce.
  • Individuals—Randy McNally, Jim Hackworth, Pete Craven, Dave Coffey, Mike Farmer, Troy Beets, Tracy Wandell

2.  Identify potentially hostile organizations.

3.  Identify CORRE members and other interested parties and match them with the entities to be visited or contacted.

  • Board Members:
    1. Lou Dunlap (Oak Ridge Chamber, ETEC)
    2. Bob Keil (ATLC)
    3. Ed Mee (ATLC)
    4. Dave Mason (ETEC)
    5. Dave Reichle (FORNL)
  • Others:  Tracy Wandell (Anderson County Community Action Commission)

4.  Prepare information and educational materials that are tailored to fit each audience.

  • Library:  Develop a repertoire of information that will allow us to prepare presentations directed at specific organizations
  • Agenda:  Tailor agenda to each audience to assure that the correct points are made
  • Documents:  Use during meeting; leave with organization
  • Visuals:  Include where emphasis is appropriate
  • DVDs:  CORRE's message on an organization-specific DVD (in free-running PowerPoint) to be left with the organization

5.  Meet with each of the organizations identified in #1 and with others when identified.

  • Officers:  Meet first with President and Board Chair
  • Others:  Meet with entire Board, if invited
  • Champions:  Seek "champions"

6.  Near-term follow up to reiterate key points and express appreciation

  • Letter:  Thanks plus a summary of key points
  • DVD:  A brief organization-specific presentation of CORRE's message in free-running PowerPoint

7.  Long-term follow-up to maintain active relationships

  • Communicate:  Provide current information regarding CORRE's activities

Appendix 3

Building Support at the Regional and State Levels

1.  Maintain contact with the following bodies of the Tennessee State Government, with purposes as listed for each:

  • Governor and Governor's Office
    1. Purpose:  To consider how the University of Tennessee fails to honor the commitments of its predecessors (Union Carbide and Lockheed Martin), as it participates in UT–Battelle LLC.
    2. Objective:  To raise his/her level of awareness and concern that UT is cooperating with a policy of unfair practice.
    3. Actions Needed:  Express official concern and ask for resolution in favor of retirees through direct communication with Congressmen and DOE.
  • University of Tennessee Board of Trustees
    1. Purpose:  To consider how the University of Tennessee fails to honor the commitments of its predecessors, as it participates in UT–Battelle LLC.
    2. Objective:  To raise the level of awareness and concern by the trustees that UT is cooperating with a policy of unfair practice.
    3. Actions Needed:  Express official concern and ask for resolution in favor of retirees through communication with Congressmen and DOE.
  • Tennessee General Assembly:  Representatives and Senators for a six-county region, including Anderson, Blount, Knox, Loudon, Morgan, Roane.
    1. Purpose:  To obtain an up-to-date statement of concern of the state legislature on an as-needed basis and to have members of the legislature request resolution when they meet with Congressmen, contractors, or Federal Government officials.
    2. Objective:  To maintain pressure on the legislative delegation for solutions.
    3. Actions Needed:  Official resolutions and contact by legislators with Congressmen and contractors.

2.  Maintain contact with country government officials.

Counties:  Anderson, Blount, Knox, Loudon, Morgan, Roane

  • Office Holders:
    1. County Commissions
    2. County Mayors
    3. School Boards
    4. School Superintendents
    5. Selected persons seeking office or active on the issues
  • For all of the above county contacts:
    1. Purpose:  To obtain an up-to-date statement of concern from local officials on an as-needed basis and to have these officials request resolution in favor of retirees when they meet with Congressmen, contractors, or Federal Government officials.
    2. Objective:  To maintain pressure on local county officials for corrective actions.
    3. Actions Needed:  Official resolutions and contact by officials with Congressmen and contractors.

3.  Maintain contact with officials of city governments.

Cities:  Clinton, Lake City, Norris, Oak Ridge, Maryville, Alcoa, Friendsville, Townsend, Rockford, Knoxville, Farragut, Lenoir City, Loudon, Greenback, Philadelphia, Wartburg, Sunbright, Oakdale, Oliver Springs, Harriman, Kingston, Rockwood

  • Officials to be contacted:
    1. City councils
    2. City Mayors
    3. School Boards (if they exist)
    4. School superintendents (if system exists)
    5. Selected persons seeking office or active on issues
  • For all of the above cities, the following apply:
    1. Purpose:  To obtain an up-to-date statement of concern from local officials on an as-needed basis and to have these officials request resolution in favor of retirees when they meet with Congressmen, contractors, or Federal Government officials.
    2. Objective:  To maintain pressure on local city officials for solutions.
    3. Actions Needed:  Official resolutions and contact by officials with Congressmen and contractors.

4.  General distribution of information to all contacts—state and local officials

  • Annual update on CORRE, especially:
    1. Appraisal of actions of DOE and DOE contractors to address deficiencies in retiree treatment.
    2. Information and data on how the state, county, and local communities would benefit from fair treatment of retirees by DOE and DOE contractors.
    3. Information, as necessary, on who is responsible for pension administration and adjustment decisions (how they are done and where Congress fits in the picture; why it is not just a concern with contractors, but is a Federal Government fairness problem).
  • Special contact if issues arise where their action is needed or desired or where circumstances have changed sufficiently to warrant contact.

5.  Arrangements for contacting local officials personally

  • Contact persons will be recruited by the Government Relations Committee to assist in contacting officials, with a prime consideration given to seeking individuals who are represented by respective officials whom they will contact.
  • The Government Relations Committee maintains roster of contact personnel.

6.  The Government Relations Committee will be responsible for this component of the Strategic

Plan.  It will develop an action plan with timing to carry out the assigned tasks.

Appendix 4 

Achieving Support at the Federal Level

1.  The Tennessee Congressional delegation is supportive.

  • Maintain regular communications with a key staffer in each office.
  • Letters stating CORRE positions and issues are routinely sent to each office.
  • CORRE is visibly represented when any member of the Tennessee delgation speaks in East Tennessee.
  • At least annually, CORRE travels to DC to visit each member of the Tennessee delegation.

2.  The Department of Energy/HQ is supportive.

  • Through DOE/ORO, identify the DOE/HQ executive most likely to view CORRE objectively and communicate regularly with him/her.
  • Ensure that the Secretary's review of pension plans include those of retirees.
  • Develop a channel of communications that allows CORRE to know when DOE/HQ contemplates any changes to pension plans or other policy that could impact CORRE's objectives.