Strategy Report

Yellowstone-Teton Clean Energy Coalition

Strategies identified at the January 28, 2009 Board Meeting in Idaho Falls, ID 
 

(These strategies are updates of those developed at our Stakeholder’s Meeting, October 13, 2004 at Western Transportation Institute, MSU, Bozeman, MT) 
 

SHORT TERM STRATEGIES IDENTIFIED (up to 18 mos. or June 2010) 
 

I. Organizational Development for Y-TCEC (board members and 

    coordinator)

1. By October 1, 2009, hire, as YTCEC staff, a full-time Executive Director.  In order to do so the President will delegate a small committee to work with the current coordinator to:
   1. Develop a job description for the position.
   2. Determine skills/criteria to prioritize for hiring consideration.
   3. Recommend a hiring process to the full board.
   4. Develop a fundraising plan and recommendations to support the action.
   5. Begin to recruit potential applicants and advertise the position.  
   6. Consider role, if any, of current contract staff including coordinator and renew contracts or implement a new plan.
   7. Consider infrastructure needs such as office space/location, office furniture and tools, utilities, etc.

2. Develop an Ongoing Fundraising Plan to Support the Work of Y-TCEC with input

      from the Executive Committee, the new director and current coordinator and other

      board volunteers. 
 

3. Continue to identify and recruit potential board members.  Confirm willingness of

      officers and nominating committee to retain their assignments.  Take appropriate

      board action as necessary.  Check for new volunteers for positions. 
 

II. Maintain Outreach and Communication with Clean Cities Program,

   Governments, Fleets, Communities, Individuals, Distributors and Niche Groups.

   (primarily coordinator and sub-contractors, with board as available) 
 

III. Complete work to develop a user friendly and readily maintained data

      tracking system with accurate stakeholder list, fundraising and newsletter lists.

      (coordinator with sub-contractors, volunteer(s), new director and with tech   

       support if required) 
 
 

MID-RANGE STRATEGIES IDENTIFIED (through 3 yrs. Up to January 2012) 
 

1. Facilitate the implementation of The Transportation Co-op for regional public transportation- by supporting or partnering with providers such as Streamline, INL and START, Yellowstone Business Partnership, TAAF and others in order to promote implementation of service and coordination of parties involved.  (board and staff)

II.   Focus on converting heavy duty fleets, governmental fleets and the general

       public to use of alternative fuels and/or more advanced vehicle technologies   

       including plug-in hybrids, idle reduction techniques and upgraded or converted

       engines.    (primarily staff with board support as available)

1. School districts- idle reduction
2. USFS and local government fleets-biofuels and hybrids; diesel  engine upgrades
3. Construction and excavating companies-biodiesel and diesel engine upgrades

 
 

III.    Participate in development of a basic fueling network in the region.  Pursue 

           grant funding and collaboration as needed. (current and new staff)

1. CNG, Biofuel public access pumps along interstates, scenic routes and in gateways to the national parks.
2. Work with Lower Valley Energy on CNG infrastructure

 
 

IV. Pursue intermodal development as a way of reducing petroleum consumption.  

(all) 
 

V.   Partner with air quality organizations. (Director) 
 

VI.    Provide training for example, idle reduction workshops with

         school bus fleets, alternative fuel and vehicle workshops, etc. (staff and

         consultants/trainers)) 
 

VII.     Develop strategies for policy change needed to support CC goals. (all) 
 

VIII.  Continue to develop relationships with the fleet supervisors and

           administrators of agencies subject to federal mandates for alternative fuel use  

          such as the national parks, forest service, states, local elected officials, school 

          districts, the INL and more.  Seek collaborative opportunities. (staff and  

          board).

Long Term Interest

  Build an organization that is capable of responding to Clean Cities program opportunities and requests, strengthening a collaborative network, maintaining financial viability and of exploring, implementing or promoting regional projects that serve the mission of deploying cleaner energy in the 3 state region. 
 

(approved or consensus of 7 board members as of 3/14/09)