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Founded in 1939 and headquartered in Linden, Tipmont REMC is a member-owned cooperative providing electric service to more than 22,000 members, primarily in Tippecanoe, Fountain, and Montgomery counties as well as portions of Benton, Boone, Carroll, Clinton and White counties.
Tipmont is a Touchstone Energy Cooperative, a national alliance of local, consumer-owned electric cooperatives providing high standards of service and dedicated to serving members with integrity, accountability, innovation and commitment to community.
At Tipmont REMC, our mission is simply to "do the right thing for our members".
Our Vision, Strategic Initiatives and Business Model
Office Hours: 8:00 am - 4:30 pm, Monday - Friday
Office Phone: 1-800-726-3953
Monthly Newsletter: Electric Consumer
Miles of Line Energized: 2,615
Number of Meters: 26,359
Meters per Mile of Line: 10.08
Number of Members: 21,880
Members per Mile of Line: 8.37
Power Supplier: Wabash Valley Power Association
Number of Employees: 64
To define an organization and its mission, we believe one must be able to clearly articulate what that organization is here to do and how it goes about doing those things. At a high level , this is achieved through our mission and vision statements and our strategic initiative areas. We then tie these items back to a business model to help keep our organization focused on its goals. Below is an explanation of all of these business elements and how they fit together.
The mission statement answers the question, “what are we here to do” or “what are we all about?” Tipmont REMC is a not-for-profit organization. Our mission is simple:
“To do the right thing for our members”
So, what does it mean, “To do the right thing for our members?” Our vision statement defines what we believe is the right thing:
“The right thing is to improve the quality of life in our service area through community involvement, education, safety, personal and economic growth while providing reliable and affordable electric service for our members.”
Being a good corporate neighbor and citizen is more than just providing a basic service. It is also about the things you can do to improve the overall quality of your community. Having said this, it does not mean the answer is always, “yes” to every member’s request. I wish we had the ability to make every member happy all the time, but that is not realistic. However, it does mean we weigh out the overall good for the cooperative members as a collective and make decisions that support the whole.
To achieve this vision, we have defined tasks laid out in a multi-year plan with focus in specific performance areas. These “strategic initiatives” are targeted to achieve internal improvement for the cooperative and make it stronger. In turn, that internal growth allows the cooperative to achieve external results that help to improve the quality of life and service we provide to the fellow members of our community. Those strategic focus areas are as follow:
- Engage the Member
- System Reliability
- Affordable Power
- Organizational Development
While we could go into great detail about each component of the business model, we won’t do that here. At the highest level, our business model is quite simple when one thinks about it. We start with our mission statement.
To do the right thing for our members, we must first develop the organization. Organizational Development is the foundational element of the model. This area encompasses all administrative and basic operational components that allow an organization to be successful. For the sake of this example, it includes hiring the right people, training them to do their jobs well, providing them with the required resources, and develop a culture that encourages their input to better serve our members.
The next level of the model encompasses three strategic initiatives. System reliability, affordable power, and stewardship are umbrella areas in which member’s expectations fall. With minimal exception, all the expectations we hear from members can be categorized in one of these focus areas. We develop the organization to meet our member expectations in these three focus areas.
At the top of the model is a directive to engage the membership. Members look to us to provide them with information, educational material, and programs. Members need to be informed about many topics including, but not limited to, electrical safety, legislative activity, their electrical usage, energy efficiency, conservation, programs to help them save money, power cost, outages, how the electric distribution system works, renewable energy, industry happenings that could impact them, and what is going on at their cooperative. All of these items fall under the initiative to engage our members.
Therefore, to tie the model together…..We do the right thing by developing the organization to meet member expectations and through our efforts to engage the membership we educate and communicate about items of interest to them.
Our mission, “to do the right thing for our members,” is our pledge to you. This business model serves as a roadmap to constantly remind and focus us on that task!