Strat plan 2018-2021_eng_public

1. STRATEGY
(2018-2021)
This document is a revised and updated version of the strategic plan for 2017-2020, prepared at the
strategic session held in July 2018 under the grant provided by the Open Society Foundations (OSF)
for institutional development of DiXi Group.

2. PURPOSE
Values
 Continuous improvement
 Responsibility
 Independence
 Result orientation
 Free competition
Mission
Driving the latest solutions and fair rules for affordable, high-quality and clean energy
Vision
We see development of Ukraine in three areas:
 energy independence achieved, in particular, via diversification of supply and integration
with EU markets;
 a drive toward sustainable energy by gradually reducing the share of “dirty” in favor of
renewable energy in end consumption;
 free energy markets promoting, via competition, decline in prices and better quality of
services provided to consumers.
As a driver of these processes, DiXi Group helps:
 implement new standards on governance in the energy policy;
 disseminate knowledge and the best practices in new markets;
 improve transparency and openness of market information, in particular, via open data.
DiXi Group also enters new niches providing us with steady financing and making us self-
sufficient. For that purpose, we are freeing a portion of our company’s capability. The goal is
at least one commercial product launch.
DiXi Group operates outside Ukraine as well, implementing international projects. Our
business reputation drives our growth.
DiXi Group boasts professional teams in target areas, a network of contacts and direct
communications, both in Ukraine and among international partners.

3. STRATEGIC GOALS AND PRIORITIES
 Quality implementation of existing projects in priority areas:
o Monitoring and advocating reforms in the energy and environment sectors, to
which Ukraine committed under the Ukraine-EU Association Agreement;
o Fighting corruption and improving financial transparency in Ukraine’s energy
sector.
A vision of development and/or transformation of DiXi Group’s most important existing
projects (or a confirmation from the donor) must be available as of the beginning of 2019 to
continue activity in these areas.
 Launch of the Energy Reforms School
o Starting off in the fall of 2018 with several seminars to study demand;
o Launching a noncommercial program for public sector managers in 2019;
o Finding niches to engage business community as listeners.
The School will combine two approaches: purely technical knowledge of the industry and
skills in modern management and regulation methods in the energy sector. Over a long term,
the School must become a hub disseminating knowledge regarding the energy policy in the
region (Eastern Partnership and Energy Community states).
 Open data
o Completing the audit of data at the Ministry of Energy and Coal Industry;
o Launching an audit of data at the National Commission for Regulation of the
Energy and Utilities Sectors (NCREUS) in 2019;
o Initiating a project concerning development and implementation of an advanced
data processing and systemization system for NCREUS as the beneficiary.
The efforts of DiXi Group’s experts must help build efficient data gathering, processing and
storage processes and publish data of social interest or of importance for consumers and
investors.
 Foreign consulting project
o Arranging consultations regarding reform of energy regulators in prospective
markets, in particular, countries of the Southern Caucasus and Central Asia.
This project is important for DiXi Group’s transition to financial self-sufficiency, which is our
long-term priority.

4. STRATEGY IMPLEMENTATION STEPS
 Quality implementation of existing projects in priority areas to continue activity
Project: "Enhancing impact of civil society in monitoring and policy dialogue on energy and
related sectors’ reforms in line with the Association Agreement implementation" (European
Commission)
o Procuring co-financing from IMF by October 2018;
o Achieving the project’s goals (including those concerning events and products) by
May 2019;
o Reporting by the applicable deadline;
o Negotiating / applying for a new tender to continue.
Project: "Energy Sector Anticorruption and Fiscal Transparency Initiative (Transparent
Energy)" (USAID)
o Achieving the project’s goals (including those concerning events, products and
indicators) by November 2018;
o Reporting by the applicable deadline;
o Completing the new project’s design by November 2018 to continue without
interruption.
Projects: "Organizational Development Grant - DiXi Group NGO" (OSIFE), "DiXi Group
Institutional Support" (TTDI: SIDA-IRF-OSIFE)
o Extending the OSIFE grant implementation timeframe by 3-4 months, completing
the project (including trips and trainings) by March 2019;
o Ensuring adequate implementation of TTDI project (in particular, as regards events
and additional commitments) that guarantees its completion on schedule by 2020.
Projects: "Stimulating public dialogue in Ukraine and the EU regarding possible
consequences of implementing the Nord Stream 2 project" (IRF) and “Improving the resource
governance in the extractive sector” (NRGI)
o Ensuring completion (in particular, as regards products) by the applicable deadline
 Launch of the Energy Reforms School
o Goal: organizing one structured (noncommercial) program for the public sector in
2019 and graduation of the first 15-20 students. Duration of active study: 2 months.
 It is important to coordinate it with the start of a new USAID project to begin
preparations for the project’s start where possible.
o Starting off in the fall of 2018 with several one-day seminars under the Transparent
Energy project to work out logistics and study demand.
o Organizing, for the purpose of studying demand, a forum of donors and a separate
meeting of beneficiaries to identify “weak spots” in both cases.
o Deciding on the program’s topic and materials (course design), and completing
arrangements with lecturers.
o Measuring, after the first graduation, various feedback metrics from domestic and
foreign stakeholders (recommendations, alumni, etc.).

5. o Searching for niches for commercialization and to engage business community as
listeners.
 Open data
o Goal: completing the audit of data at the Ministry of Energy and Coal Industry and
launching an audit at NCREUS.
o The work at the Ministry of Energy and Coal Industry is financed with funds
provided under a USAID project; an enlarged team will be formed at the start of a
new USAID project and an audit at NCREUS.
o Forming a team of 1 coordinator + 5 members: 3 technical specialists (paired with
responsible auditor and 3 persons responsible for content (paired with subdivision
head). If necessary, the number of engaged persons may be scaled.
 An audit of one subdivision by two experts (work pair) takes 2 to 6
months.
o Making sure, based on a signed agreement with the NCREUS management, that
one person is delegated (by an official internal document) to handle coordination at
the NCREUS’s end.
o Organizing a constituent meeting at the NCREUS management level (one member
in attendance would suffice) with a NCREUS coordinator and the heads of audited
subdivisions.
 In the end, subdivision heads must have a clear idea of the meaning and
procedure of data audit and make sure, if necessary, that data handling
specialists do not slow down the process.
o Facilitating the audit per se:
 gathering information regarding all available data sets,
 ascertaining information gathering method,
 studying concrete examples of gathered data,
 developing a new structure and description of data sets,
 discussing the results with NCREUS’s concrete specialists,
 finalizing the draft structure and description (if the result is satisfactory at
this stage),
 testing the process and making the necessary corrections.
o Preparing recommendations concerning formation of additional data sets,
improvement of internal processes and data handling procedures, and
communicating these recommendations to NCREUS.
o Performing a feasibility study to identify opportunities for development of this area in
Ukraine and abroad.
Initiating a project envisaging development of an IT system for data processing and
systemization for NCREUS
 Duration of project: up to one year. Project’s outcome: saving man-hours
spent by NCREUS’s specialists on technical work involving gathering
and subsequent analysis of data and, consequently, making decisions.
o Forming a team: audit coordinator, IT system coordinator, legal advisor (specializing in
IT contracts), and if necessary, technical specialists engaged in audit. Receiving
consultations from IT specialists to understand what areas require detailed
elaboration and/or improvement.
o Making sure, based on a signed agreement with the NCREUS management, that one
person is delegated (by an official internal document) to handle coordination at the
NCREUS’s end.

6. o Studying the model of data connections for which a system needs to be developed,
preparing terms of reference (draft) and engaging an outsourcing IT company.
o Developing the system’s architecture in “wide strokes”.
o Organizing a constituent meeting at the NCREUS management level (one member in
attendance would suffice) with a NCREUS coordinator and the heads of audited
subdivisions to discuss draft architecture.
o Making changes in the system’s architecture with concrete functional characteristics,
and elaborating it in detail.
 Discussing, in the course of development, structural elements with
NCREUS’s departments concerned, and ensuring simultaneous oversight
by a legal and an IT consultant.
o Organizing a general discussion with the NCREUS management, and securing an
official decision to put the system into operation.
o Overseeing the system’s testing and making the necessary corrections.
 Foreign consulting project
o Goal: having one implemented consulting project in 2019 concerning reform of a
regulator in a foreign country.
o Forming a team of 3 full-time members (the coordinator may handle several projects).
o Completing preparatory work in 3 months: making market analysis, generating the
necessary documentation (reform guidelines, recommendations, description of
experience and competences). Considering, first of all, prospective markets of the
Southern Caucasus and Central Asia (Uzbekistan, Tajikistan, Kyrgyzstan).
o Making "sales" in 3 months: reaching agreements with the country’s officials and
donors regarding the scope of consultations.
o In the end, preparing updates to the portfolio and making corrections in project
documentation.

7. ANNEXES:
 Behavior models indicating conformity with values

8. Behavior models
Values Behavior models
Continuous
improvement
Training, professional improvement
Search and perception of the new
Search of new niches and areas
Abandoning whatever doesn’t work
Responsibility Diligent performance of tasks
Fulfillment of obligations (including deadlines)
Mutual support
Correct task setting
Independence Impartial analysis (in particular, not fitting results to suit customer’s
interests, taking into account points of view of all parties)
Diversification of sources of financing
Result
orientation
Focusing on products, not the process
Every product must be a driver of structural changes, useful and
applied
Products set quality standards (verified information, impartiality,
absence of emotional assessments, convenient format)
Free
competition
Not doing anything that could distort free competition
Promoting competition in energy markets (against monopolies
abusing their position, advocating transparent rules equal for all)
Realizing the principle by our own example