Investor Presentaiton

Imperatives Expand and Improve Stakeholder Engagement Objectives • • Increase diversity of agency stakeholder groups, rulemaking, oversight, and advisory boards Year-over-year increase in agency engagement with organizations representing historically and currently underserved populations and communities Year-over-year increase in the external use of agency produced reports, studies, and presentations Initiatives . • • . • Conduct assessment of current agency boards and decision-making bodies to identify opportunities for more diverse representation Develop a communication plan and engagement process collaboratively with historically and currently underserved populations and communities that includes actively listening, being responsive, and incorporating feedback in the development of programs, policies, and other areas of work Build on existing tribal engagement efforts by expanding internal responsibilities and resources, and reaching out to tribes to assess and amplify shared interests and priorities Work with external entities to assess their needs and priorities to strengthen relationships and better inform Oregon's energy policies and programs Strengthen staff capacity within ODOE to serve as liaisons and ambassadors with communities, stakeholder groups, and Tribes. Build Practices and Processes to Achieve More Inclusive and Equitable Outcomes • Year-over-year increase in the percent of agency job applicants identifying as Black, Indigenous, and People of Color. Year-over-year increase in the percent of historically and currently underserved populations and communities participating in ODOE programs and services • Increase agency Diversity, Equity, and Inclusion awareness and fluency • Enhance ODOE's internship program to provide benefits to interns, such as paid positions and greater access to educational credits, to help build a more diverse network of ODOE and energy industry employees Develop a Diversity, Equity, and Inclusion Action Plan in partnership with historically and currently underserved populations and communities • Create inclusive, multi-lingual communications to increase accessibility of agency program information and services • Conduct agency-wide DEI assessment and training to measure and increase employee knowledge, awareness, and skills Assess and Enhance Organizational • • Data Capabilities • Assess and • Modernize Agency • Programs and Activities Optimize Organizational Efficiency and Impact 100% of specified agency products (e.g., produced reports, studies, and analyses) use standardized agency data methodologies or tools Year-over-year increase of collection, review, and analysis of data . Establish and internally communicate agency data standards and tools • Assess and enhance agency data management roles, responsibilities, and internal structures • . • Year-over-year increase in data sharing relationships • 100% of ODOE programs and activities align with ODOE mission and position statements Complete assessment of ODOE work in the context of the state's energy ecosystem to identify redundancies and gaps • • Enhance staff data analysis and visualization skills to bring more interactive, value-add products (e.g. external data dashboards) to stakeholders Audit agency datasets to identify gaps and ensure they support implementation of state programs and priorities Collect and analyze demographic data to better inform ODOE's work and to identify barriers to achieving equitable energy outcomes Identify, catalog, and conduct outreach with data-holders across the state and among stakeholders Conduct a strategic evaluation of each program and activity. Share the outcomes of the strategic evaluation and describe the alignment of programs and activities with ODOE's mission and position statements. Where necessary, identify actions to achieve better alignment. Collaborate with energy stakeholders to identify Key Energy Indicators and state priorities and objectives (including statutory targets and goals, executive orders, non-energy goals like job creation, other executive guidance like the Equity Framework) Create dashboard(s) to monitor and report on status of Key Energy Indicators Build on collaborative effort to assess how other agencies and organizations in the state are working toward Key Energy Indicators and state priorities, and identify areas where ODOE's work may overlap with other entities or where there might be gaps in state efforts. Increase average Gallup Q12 engagement score to at least 4.0 (out of 5.0) Increase "Efficient and effective processes & procedures" (Whole Systems Model) survey score to at least 3.5 Increase in Key Performance Measure customer satisfaction score to at least 95% • Update and improve employee development and recognition plans and programs • Create internal action teams to identify and implement cross-functional process improvements Evaluate and improve agency collaboration and communication culture • Update ODOE's KPM customer satisfaction survey and implement timelier customer service evaluations

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