families first corona response act...apr 28, 2020 · ffcra requirements two weeks (up to 80 hours)...

Powering our way of life.

Commission Presentation April 28th

FAMILIES FIRST CORONA RESPONSE ACT

Darla Stevens, Senior ManagerHuman Resources

FFCRA Requirements

Two weeks (up to 80 hours) of paid sick leave at the employee’s regular rate of pay where the employee is unable to work because the employee is quarantined (pursuant to Federal, State, or local government order or advice of a health care provider), and/or experiencing COVID-19 symptoms and seeking a medical diagnosis.

FFCRA RequirementsTwo weeks (up to 80 hours) of paid sick leave at two-thirds the employee’s regular rate of pay because the employee is unable to work because of a bona fide need to care for an individual subject to quarantine or care for a child (under 18 years of age) whose school or child care provider is closed or unavailable for reasons related to COVID-19.

FFCRA RequirementsUp to an additional 10 weeks of paid expanded family and medical leave at two-thirds the employee’s regular rate of pay where an employee is unable to work due to a bona fide need for leave to care for a child whose school or child care provider is closed or unavailable for reasons related to COVID-19.

FFCRA Requirements

In event employee needs additional time beyond what is offered by Emergency Sick Leave as identified by the FFCRA to recover (become fit for duty), the entire leave will be covered by Paid Administrative Leave. This leave would be above what employees accrue annually as part of their Personal Leave (PL) or the benefits that they would receive under Short Term Disability.

The PUD wants to remove any incentive for employees to not report symptoms or illness during this pandemic. This is important not only for the individual’s health, but also the health of coworkers.

By mitigating this risk of exposure, the PUD can help control costs that would be associated with multiple exposures by an employee not reporting or self-identifying symptoms or illness.

Overview of Carbon Calculation

Wholesale Power SupplyApril 28, 2020

End Goal of Carbon Content Estimate

• Our retail customers have requested a timely estimate of the carbon content associated with their electricity consumption.

• Provide that estimate within 60 days of year end• Be able to differentiate carbon content between Core Customers,

Non-Core Customers, and Customers that purchase Rate Schedule 13 Specified Source.

Highlights from Memo1. Grant may sell its physical share and the associated attributes of Priest Rapids and Wanapum

generation through Pooling and/or Slice contracts.2. The power purchased back to serve load through the Pooling and/or Slice contracts is

considered unspecified source unless specifically deemed otherwise.3. Market purchases to serve load will be considered unspecified source unless specifically

deemed otherwise.4. The power purchased to serve load under Rate Schedule 13SS is non-emitting and will be

separately disclosed.5. The assumption that any Grant specific or declared sources available, including but not limited

to Wanapum, Priest, PEC, Quincy Chute, Nine Canyon (as appropriate) and zero carbon emission purchases, are used first to serve retail customers.

6. The District will use the most current information available to estimate the carbon content of generation for specified and unspecified sources. Priority will be given to relevant information produced by the State of Washington.

7. Consistent with Commission Resolution 8768, Grant PUD’s Core Customers are given preference in receiving the low carbon benefits from hydro resources.

Stepping through the Calculation

1. Grant’s Fuel Mix Report Results for entire load are provided by the Washington State Department of Commerce (column C)

2. Grant inputs the carbon content associated with the aggregate Washington State Fuel Mix (column S)

3. The carbon content for all loads for 2018 was .117 Metric Tons per MWh


1. Core Customers are allocated all Hydro Generation net of amount used to serve Rate Schedule 13 Specified Source

2. They are allocated all other resources (Natural Gas, Nuclear, Wind and Unspecified source) based on their pro rata share of total load.

3. The results for 2018 Core Customers was a Carbon Content of .076 Metric Tons/MWh


1. Non-Core Customers that do not Purchase Rate Schedule 13 Specified source do not receive any benefit from the Hydro Generation for 2018.


3. The results for 2018 Non-Core Customers that did not purchase Rate Schedule 13 S.S. was a Carbon Content of .184 Metric Tons/MWh


1. Non-Core Customers that Purchase Rate Schedule 13 Specified source receive benefit from the Hydro Generation up to amount purchased.


3. The results for 2018 was a Carbon Content of .060 Metric Tons/MWh for Microsoft in this example.


COVID-19 Incident Management Team Update

April 28, 2020

Incident Command System (ICS)• ICS is a management system designed to enable effective and efficient domestic

incident management by integrating a combination of the areas listed below all operating within a common organizational structure.

• Facilities, • Equipment, • Personnel, • Procedures and • Communications

• It is a fundamental form of management, with the purpose of enabling incident managers to identify the key concerns associated with the incident—often under urgent conditions—without sacrificing attention to any component of the command system.

Incident Management Team (IMT)

• ICS is normally structured to facilitate activities in functional areas:

• Command• Operations • Planning• Logistics • Intelligence & Investigations• Finance and Administration

• We’ve added an additional functional area• Information Technology

THIS IS THE INCIDENT MANAGEMENT TEAM!

INCIDENT LEVEL OBJECTIVES

1. Ensure public and employee safety, shooting for zero safety incidents.

2. Ensure minimal potential for employee exposure to COVID-19.

3. Operate the power plants with all units available for generation except those under rehabilitation/upgrade.

4. Deliver power to core customers with minimum interruption.

5. Operate wholesale fiber infrastructure with minimum interruption.

6. Maintain support functions at proper level to support core functions.

7. Keep vital infrastructure intact.

8. Maintain NERC/CIP and FERC compliance.

9. Communicate with public and employees promptly on status of the incident.

10. Ensure customers are receiving bills and can make payments.

11. Process employee timesheets and complete payroll.

EmergencyLevel 0

CriticalLevel 1

SevereLevel 2

ModerateLevel 3

NormalLevel 4

• Not Generating and/or Delivering Power or Wholesale Internet• Gain/maintain integrity and safety of assets & projects in progress

• Operate power plants with existing available generating units• Deliver power and fiber internet to core customers with existing infrastructure• Pay invoices and deposit revenue• Send bills, answer phones and take payments• Process employee paychecks

• Fix generation, transmission, distribution and fiber infrastructure outages• Maintenance to remain compliant and prevent immediate asset failures• Construct customer power and fiber connections• Contractor work having significant customer or employee impact

• Maintenance to prevent mid-term asset failures (up to 6 months)• Establish Incident Management Team• Assess incident risks and deploy incident risk mitigation measures

• Normal Operation – All Business Functions Operational

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Grant PUD Incident Criticality Levels (ICL)

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Business Objectives by Level

OPERATIONAL OBJECTIVES

1. PPE

a. Revise resupply plan for critical items, considering potential for larger PPE use as we move down in Incident Criticality Level (ICL).

2. Risk Management

a. Revise practices and mitigation measures for high risk positions/activities.

b. Complete dispatch and plant operator sequestration plans.

3. Finance

a. Finish process to capture and report incident costs.

4. Communication

a. Identify existing team and employee communication gaps and plan for solutions.

b. Determine if there is a need for a change in communication outside of Incident Management Team (IMT).

5. Systems

a. Complete changes to allow simultaneous use of VPN and teams.

SECTION REPORTS

Liaison Officer Report: Report on key actions, guidance and information from external agencies:

Grant County Unified Command/Health District

Unified Command State Emergency Operations Center (WA Commerce Energy Office)

Governor Jay Inslee

Planning Section Report: Incident Criticality Level (ICL) at Level 2 (Severe)

Sequestration Plans

Supply

Critical spares/consumables (operational supplies)

Communication Survey Results

Operations Section Report: Prework Health Screening Protocol

Support needed:• Public Affairs• Training• IBEW Liaison• Human Resources

Logistics Section Report: Critical Supplies

Warehouse/Procurement

Facilities

Transportation

Security

SECTION REPORTS

Finance & Administration Report: Cost Coding Policy

COVID-19 Financial Breakdown:

Safety Officer Report:

• LMS Training for Wellness Checks• PPE Inspections (Masks)• New Employee Orientation• Guidance for Breaks and Lunches• Exemptions List

Communication Report:

• Employee Blog• Information Updates• Activity Report

• Website & Facebook Report• 414 people signed up for fiber in March!

Information Technology Report:

• Alternatives for tracking training using Forms• Split tunneling for VPN and Teams utilization

SECTION REPORTS

Intelligence & Investigations Report

Report on key actions, guidance and information from external agencies:

Discuss Dashboard

John Hopkins site

RACI Matrix & ERM Register

Stochastic Model of Financial Effects of COVID-19• Loads• Retail Revenues• Wholesale Revenues

Intelligence & Investigation Dashboard

Cooperating Agencies/Liaison Officers

Grant County Health District

Samaritan Hospital Grant County Sheriff’s Office- EM

Safety ReportApril 2020

Incidents ReportedDate Injury Description: Causes: Prevention:

3-2-2020 Shoulder

Employee was putting material on the shelf, Material began to slip out of their hands. Employee tried to catch material before it hit the ground. During that time felt shock in their right shoulder

Overexertion Get help when having to lift heavy or awkward material

3-17-2020 ForeheadEmployee was tightening a bolt overhead.The wrench slipped off of the bolt striking him in the forehead.

Overexertion Position body out of the line of fire if possible

Monthly and Year to Date2020 March YTD

Total Incidents Reported 2 9

Recordable Case(s) 1 1

Restricted Duty Case(s) 1 2

Lost Workday Case(s) 0 1

Vehicle IncidentsDate Vehicle Driver’s Account: Prevention

3-15-2020 401Wheel came off of an oncoming vehicle and struck the tire of a PUD truck, No real damage except some black tire scuff marks on paint of front fender.

Stay alert, utilize defensive driving skills

Close CallsDate Location Description

3-4-2020 WD Employee was using step ladder and misjudged bottom step causing them to stumble to the floor without injury.

3-4-2020 Spokane, Avista Parking Lot

After doing a 360 and making sure everyone had seat belts on, I backed up Vehicle #466 to get out of the parking lot. I was watching both side mirrors and trying to use the small in-dash rear-camera display. I removed my focus from backing up to viewing the display and gently tapped the bumper of the truck that was parked across the lane behind me. There was zero damage on the Truck and there did not appear to be any damage on the Grant PUD vehicle.

3-10-2020 EHQ

A Senior System Operator and System Operator Trainee gave a Grant PUD lineman an order to place a breaker on non-reclose and install a Hotline Hold protection tag. In the interim, they were handling other Dispatch activities. Prior to the breaker being placed in non-reclose and the tag being installed, a Hotline Hold was issued to a Contractor lineman. Four minutes later the Grant PUD lineman reported that the breaker was in non-reclose and the tag was hung. At that time, they realized a Hotline Hold was issued for four minutes with the breaker still in automatic and the contractor believed it was in non-reclose.

3-26-2020 Blue Lake Area Fiber Inspector doing fiber inspections mistakenly opened electrical vault/box that looked exactly like a fiber box. Only notable difference was there wasn't a fiber emblem on top. Lid was immediately closed and secured.

New Safety Steering Team Members

Jose LueraForeman, Electrician – PRD

Brian SaundersMechanic – WMC

Rey PulidoManager, Continuous

Improvement Program – PRD

New Hire Safety Training / Mentor Program Feedback- I wouldn’t change anything; I think the PUD is doing a good job with Safety- Having someone to show me the layout of the building, and where things are located is helpful- Transferring safety practices to other parts of my life- Quick response to new Hire Questions- Someone thinking about what I might need help with- Appreciate the one-on-one question / answer via the mentor- Positive attitude with a voice to address a situation- Having someone always available for questions- I loved that I got to know my boss better- Mentor has always been willing to drop what they are doing to help- One on One with Safety Procedure at work- A tour around our work to meet people- I appreciate at every meeting there is a Safety plan in place- Having a mentor was an important part of my orientation- I felt welcome thanks to my Mentor

New Hire Safety Training / Mentor Program FeedbackSafety Improvement / Process Comments

- Possibly getting to see other parts of the district, and see what else is going on in the district- Add a small test so that employees can prove they know where all the safety equipment is- Mentoring on Software- More information besides Safety- A more comprehensive checklist for my area

End Term Questionnaire Results - Yes / No

1. Did you receive adequate safety training related to your job? – 27 / 02. Do you understand the hazards associated with your daily operations? – 27/ 03. Do you feel that you have received adequate safety training for your job? - 27/ 04. Do you feel that the time period assigned for the mentoring process is adequate? - 27 / 05. Do you feel that you have received positive recognition for working safely? - 25 / 2 6. Do you feel that safety is being demonstrated on the job site? - 27 / 07. Do you feel that top management is visibly committed to safety? - 26 / 18. Do you feel that your supervisor is actively involved in safety? - 27 / 0

Mentor Program QuestionDo you feel that you benefited from the mentoring process? Yes / No - 27 / 0

Overall Since CI Team 2 implementation of the new hire safety

training / mentoring program, 140 total employees have completed the program.

New Hire Safety Training / Mentor Program Feedback

Meet Continuous Improvement Team #5!

Pictured (top row: L-R): Cody Stentz, Joseph Seelatsee, Danny Combs, Tyler DeLong, Leroy Boyd, Bryan Mickle, Jake Johnson, Mike Miland, Jessie Allemand (bottom row: L-R): Bross Holland, Antonio Mantese

Work ZoneProtection

CI Team #5 was formed by the Safety Steering Committee and met the week of March 2nd, 2020 to develop solutions for improving safety in and around active work zones. These solutions will increase awareness for visitors and contractors, standardize employee training, provide procedures for safe set up and improve availability of proper safety controls, among many other benefits.

Continuous Improvement Team #5Desired Outcomes:• Increase awareness of active work zones for visitors, contractors and employees from different areas• Create consistency, standardization and availability of proper controls across all departments• Promote employee involvement, positive perception and non-blaming• Make a safer workplace; with no close calls or incidentsSpecific improvements:• Create new employee and ongoing training processes and tools• Develop visual displays and interactive training techniques• Review and improve visitor traffic areas around identified hazards• Standardize work zone specific proceduresNext Steps:• All employees trained and updated on specific procedures and expectations by YE 2020• Development and implementation of visual displays and interactive testing at key location(s)• Pilot activities scheduled for Safety Days June 2020

Level O - Other – Close Call

Level 1 – Serious Close Call

Level 2 – First Aid Case(s)

Level 3 – Recordable Injury Case(s)

Level 4 –Restricted Duty Case(s)

Level 5 – Lost Work Day Case(s)

Level 6 – Fatality or Hospitalization

19

0

2

0

0

0

0

Employee Safety

2020 incidents Year to Date Summary

20202019

67

7

11

0

8

5

74 Recordable Cases TTL.

20 Recordable Cases TTL.

Level O - Other – Close Call

Level 1 – Serious Close Call

Level 2 – First Aid Case(s)

Level 3 – Recordable Injury Case(s)

Level 4 –Restricted Duty Case(s)

Level 5 – Lost Work Day Case(s)

Level 6 – Fatality or Hospitalization

32

0

3

1

2

1

0

Leading & Lagging Indicators


Thank You

Quarterly Business Report – April 24, 2020

Power Delivery

Outline

● Purpose and Goal● Structure and Personnel● Q1 Safety & Operational Performance● Q1 Budget to Actuals● Q1 Highlights● COVID-19 Response

Purpose: Provide our customers with safe, reliable electric andcommunication services by effectively planning, designing, constructing,maintaining and operating our transmission, substation, distribution, andfiber assets and their associated control systems.

Goal: Achieve our purpose while championing a culture of safety andoperational excellence with continual focus on our values of safety,innovation, service, teamwork, respect, integrity and heritage.

Purpose and Goal

Managing DirectorPower Delivery

Jeff Grizzel

Administrative AssistantDarlene Brooks

Senior ManagerConstruction

& MaintenanceMike Tongue

ManagerDispatch

LeRoy Patterson

Senior ManagerPower Delivery

EngineeringJesus Lopez

ManagerControl Systems

EngineeringJeff Mettler

• Line Department• Electric Shop• Meter/Relay Shop• Fiber & Electronics

• Systems Planning & Standards

• Transmission, Substation & Automation

• Customer & Distribution Engineering

• Dispatch • Control Systems

Structure and Personnel

Safety Performance

Operational Performance

2020 Q1 Budget to Actuals

2020 Budget

Actuals through

3/31/2020Budget

Remaining

% of Budget Spent

CAP $16,259,930 $1,868,237 $14,391,693 11.5%

O&M $6,448,102 $1,795,688 $4,652,414 27.8%

Labor $23,366,969 $4,369,245 $18,997,724 18.7%

TOTAL $46,075,001 $8,033,170 $38,041,831 17.4%

Q1 2020 Highlights● T&D System Deficiency Study Complete● Randolph Road Substation Expansion Complete● Continued Progress on Design-Build 2● Continued Progress on QTEP● Initiating ESRI GIS Expansion Project● Dispatch Fully Staffed w/10 Senior System Operators● New Senior Manager of Construction & Maintenance

COVID-19 Response● Primary goal = protect our employees● Secondary goal = maintain operations● Mitigation – social distancing, PPE, personal hygiene● Other measures:

► One person per vehicle► Sanitizing vehicles/workspaces► Staggered shifts for line crews and substation electricians► Splitting system operators between EHQ and MLBUCC► Health screening protocol► Plan for sequestering system operators if deemed necessary

Wholesale FiberQ1 2020 Business Report

Business Unit Mission

To improve the quality of life for the communities we serve through increased access to competitive fiber optic internet services.

2020 PrioritiesPRIORITY 1: Expand the Network

• Outcome: Completion of construction in areas not finished in 2019, as well as areas 10-15 of the expansion sequence list

PRIORITY 2: Increase the take rate of services on the Network.• Outcome: Take rate will rise to 60%

PRIORITY 3: Technological Roadmap• Outcome: A multiyear technological roadmap for the Network including Service Provider tools

PRIORITY 4: Achieve Average System Uptime• Outcome: Meet or exceed 99.98% average system uptime at the hub level, excluding

scheduled maintenance windows. After actions complete following outages.

ChallengesPermits

• Improving internal processes and using North Sky staff to support workload.• State is allowing telecom to continue work in State ROW, although most others shut down

Electric Make-Ready• PD Engineering assigned staff to focus on MR needs• COVID policies have had an impact, but will use dock crews to supplement MR effort as needed

Materials• Unpredictable lead times on CISCO parts may stop new connections in some areas• All long lead time materials for 2020 are on order – minimal COVID impact on outside plant materials

Network Traffic• End-users are upgrading to higher speed service at around 3x the conversion rate prior to COVID• Continue upgrades to core links as needed, but need to move faster

Expenditures

Type As of 03/31/20 Q3Q4 TOTAL BUDGET Remaining Budget % YTD Spend

Expansion Cap Directs $3,033,537.00 $13,300,000.00 $10,266,463.00 23%

Expansion Labor $117,593.00

Routine Capital Directs $947,109.00 $4,500,000.00 $3,552,891.00 21%

Routine Cap Labor $41,787.00

O&M $320,529.00

TOTALS $4,460,555.00

$1,309,425

Revenue2020 YTD INVOICES (No CIAC) $2,523,919

2020 Q1 REVENUE TARGET $2,440,000

Basic Services, $1,702,039.31, 67%Premium Services,

$105,549.41, 4%

Advanced Services, $182,399.03, 7%

UpstreamInternet, $39,167.34, 2%

Total, Port Charges, $8,799.05, 0%

WirelessInternet, $22,618.69, 1%

Special VLAN, $272,615.36, 11% Sum of Total Dark Fiber,

$190,731.00, 8%

YTD 2020 Broadband Billed Revenue by Service

Take Rate Target: 60.0%

ParticipationQ1 2020 Growth By Community

Area Potential Subscribers

Actual Subscribers

Particpation Actual

Growth for Month YTD Growth

Coulee City 627 231 36.84% 67 66Desert Aire 1119 860 76.85% 19 27Electric City 660 388 58.79% -11 -13Ephrata 3627 2642 72.84% 23 67Grand Coulee 663 406 61.24% -11 -20Hartline 116 69 59.48% 2 1Mardon 648 334 51.54% 10 18Mattawa 1376 985 71.58% 45 87Moses Lake 16686 9601 57.54% 142 376Quincy 3177 1749 55.05% 49 90Royal City 756 488 64.55% 19 27Soap Lake 2286 1271 55.60% 21 45Warden 942 368 39.07% 19 36Wilson Creek 163 81 49.69% 3 4George-Burke 873 386 44.22% 17 36

33,719 19,859 58.90% 414 847

Growth Target: 2,475 countywide

Area Potential Subscribers

Actual Subscribers

Particpation Actual

Growth for Month YTD Growth

Coulee City 302 156 51.66% 1 3Desert Air 1117 771 69.02% 7 17Electric City 660 402 60.91% 2 4Ephrata 3627 2508 69.15% 10 38Grand Coulee 663 388 58.52% -2 1Hartline 116 68 58.62% 1 0Hydro 46 29 63.04% 0 1Mardon 639 288 45.07% 13 26Mattawa 1082 851 78.65% 8 15Moses Lake 16184 8504 52.55% 103 352Quincy 2803 1330 47.45% 45 82Royal City 732 427 58.33% 12 30Soap Lake 2279 1168 51.25% 14 25Warden 932 281 30.15% 13 29Wilson Creek 163 75 46.01% -1 1George-Burke 89 74 83.15% 4 15

31,434 17,320 55.10% 230 639

Q1 2019 For Comparison

2020 Construction Activities

Completed Blue Lake/Park Lake/Alkali Lake areas (almost all)

Completed Coulee City area (mid-April)

Materials on site and permit pace has picked up, so making good progress

North Sky has continued working at full pace, as well as brought in subs to move faster

Moses Lake

All Build Update

1%

6%

11%

12%

15%

29%

26%

32%

99%

91%

70%

95%

99%

99%

96%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Perch Point

Gloyd to Stratford

Rd 9/HWY 283

South Ephrata Substation

Cave B-Beverly Burke

Electric City

Ephrata City Limits

Kittleson (ML9)

Base (HUB008)

McConihe (ML4)

Ancient Lake (AL1)

Blue Lake (BL1)

Coulee City (CC1)

Beverly-Schawana (BS1)

Sunland (SE1)

Crescent Bar (CB1)

Release Schedule - 2019 Areas 1* Crescent Bar/Trinidad May 313* Sunland Estates August 30 October 112* Beverly/Schawana August 16 November 228* Larson/Base December 6 December 124* Coulee City August 23 November 29 April, 20205* Blue/Park/Alkali September 27 December 6 March, 2020 6* Ancient Lake October 31 January 10 April 21 May 29

7* McConihe Neppel December 20 January 17 May 5 May 8

9* Kittleson/Industrial December 31 February 14 May 12 June 19

Moses Lake

*Original Sequence #

Release Schedule - 2020 Areas

10. Ephrata City Limits/Rocky Ford/Naylordale June 30

11. Electric City: Steamboat Rock to Osborn Bay August 4

12. Cave B to Beverly Burke/2 SW to 2 NW October 6

13. Ephrata: South Ephrata Substation December 8

14. Rd. 9 NW and Hwy. 28 December 22

15. Gloyd to Stratford December 31

Moses Lake

Expansion Sequence (plan to complete all by end of 2024)

(continued)

Potential ConstructionEnd-Users Location Cost (Est) Spend (Act)

465 470 Crescent Bar -Off Island + Trinidad $ 1,400,000 (1,511,758)

168 275 Complete Hub 226 - Beverly and Schawana $ 900,000 (1,224,284)488 509 Sunland Estates $ 1,600,000 (2,563,523)346 373 ML - Complete Base Area $ 2,800,000 (677,000)271 295 Complete Coulee City Area $ 1,600,000 (1,622,496)342 386 Blue Lake - Park Lake - Alkali Lake $ 1,500,000 (1,729,692)279 374 Ancient Lake White Trail $ 1,900,000 (2,140,385)376 467 McConihe Neppel Stonecrest $ 2,100,000 (2,386,306)142 213 Kittleson/Rd N Industrial/Wheeler $ 1,000,000 (782,994)

312 Ephrata City Limits/Hub 106/Rocky Ford $ 2,600,000 (466,476)106 Electric City - Banks Lake Hub 86 Completion? $ 700,000 (133,108)145 Cave B to Beverly Burke 2SW to 2NW $ 1,300,000 (221,026)285 Ephrata - South Ephrata Substation $ 2,200,000 (196,691)280 Rd 9 NW and Hwy 283 $ 2,200,000 (64,115)110 Gloyd to Stratford $ 1,500,000 (23,676)315 Perch Point-Wilbur Ellis to I90 $ 2,500,000 142 Dodson to Winchester Wasteway N I90 $ 2,100,000 337 Royal City Surrounding Area $ 3,100,000 40 Complete Hartline Area + Rd V NE at Rd 47 NE $ 1,500,000 121 George Area Completion $ 1,200,000 22 Between Hartline and Wilson Creek $ 1,100,000 238 Mattawa Surrounding Area $ 2,300,000

66 Soap Lake - SE to fish hatchery and N to Lake Lenore $ 600,000

254 Winchester $ 2,300,000

362 Warden Area Completion $ 3,600,000

242 North, East & South of Quincy $ 1,900,000

185 NW and SW of Quincy $ 1,500,000

167 Rd A SE/Smyrna/Crab Creek $ 2,100,000

188 Jericho $ 2,500,000

53 Dodson Frenchman $ 800,000

129 Wahluke Proposed $ 1,900,000

78 Desert Aire to Rd O SW $ 1,200,000

103 I90 Rd U NE/SE $ 1,100,000

83 Hwy 281 N. of I90 to Rd 3 $ 1,000,000

78 Stratford - Summer Falls - Billy Clapp $ 1,000,000

95 White Trail Substation Area $ 1,300,000

83 Braden to George and Black Sands $ 1,900,000

133 Ruff Substation $ 2,800,000

59 Complete Hub 114 $ 1,400,000

60 Sagebrush Flats w/Hub 15 Completion $ 2,200,000

$ 70,200,000 Locations to be completed in 2020

Grantpud.org/getfiber


Shaun Harrington, Sr. Data Analyst

Bob Brill, Economist

Retail Load & Revenue Report2020 Q1

April 28, 2020

Load & Revenue Summary:

Table 1: Quarter 1 in Summary

2020 Q1

Load

Budget Load (aMW) 625

Actual Load (aMW) 565

Load Variance (aMW) (60)

Load Variance % -9.7%

Reve

nue

Budget Retail Revenue $ 54,639,887

Actual Retail Revenue $ 50,720,481

Retail Revenue Variance $ (3,919,406)

Retail Revenue Variance % -7.2%

Appendix:Table A: Retail Load Budget, Actual, & Variance for 2020 Q1

2020 Q1 Budget Load 2020 Q1 Actual Load 2020 Q1 Load Variance 2020 Q1 Load Variance %

aMW MWh aMW MWh aMW MWh

Residential (1) 139 303,054 129 281,944 (10) (21,110) -7.0%

Commercial (2) 79 173,107 71 154,294 (9) (18,813) -10.9%

Irrigation (3) 7 14,805 0 22 (7) (14,783) -99.8%

Streetlights (6) 1 1,178 1 1,155 (0) (23) -2.0%

Large General (7) 37 81,881 39 85,710 2 3,828 4.7%

Industrial (14) 61 132,893 47 101,995 (14) (30,898) -23.3%

Industrial (15) 230 502,965 211 460,758 (19) (42,207) -8.4%

Ag Food (16) 38 82,626 36 79,240 (2) (3,385) -4.1%

Evolving Industry (17) 22 48,000 22 48,658 0 658 1.4%

Ag Food-Boiler (85) - - - - - - N/ANew Large Load (94) 11 24,458 9 19,414 (2) (5,044) -20.6%

Totals 625 1,364,968 565 1,233,191 (60) (131,777) -9.7%

Appendix:

Table B: Retail Revenue Budget, Actual, & Variance for 2020 Q1

2020 Q1 Budget Retail Revenue 2020 Q1 Actual Retail Revenue 2020 Q1 Retail Revenue Variance2020 Q1 Retail Revenue Variance

%

Residential (1) $ 15,694,471 $ 15,213,324 $ (481,147) -3.1%

Commercial (2) $ 7,935,418 $ 7,331,974 $ (603,444) -7.6%

Irrigation (3) $ 413,519 $ 80,647 $ (332,872) -80.5%

Streetlights (6) $ 254,562 $ 252,716 $ (1,846) -0.7%

Large General (7) $ 2,593,005 $ 2,780,313 $ 187,307 7.2%

Industrial (14) $ 3,999,513 $ 3,147,311 $ (852,203) -21.3%

Industrial (15) $ 18,492,836 $ 17,098,105 $ (1,394,731) -7.5%

Ag Food (16) $ 2,615,125 $ 2,461,438 $ (153,686) -5.9%

Evolving Industry (17) $ 1,710,726 $ 1,730,494 $ 19,768 1.2%

Ag Food-Boiler (85) $ 3,647 $ 3,647 $ - 0.0%

New Large Load (94) $ 927,065 $ 620,512 $ (306,553) -33.1%

Totals $ 54,639,887 $ 50,720,481 $ (3,919,406) -7.2%

-

200,000

400,000

600,000

800,000

1,000,000

1,200,000

1,400,000

2013 2014 2015 2016 2017 2018 2019 2020

Comparison of Q1 MWH Sales2013 to 2020

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Apr i l 28 , 20 20

TO: Kevin Nordt, General Manager

VIA: Dave Churchman, Chief Customer Officer

FROM: Shaun Harrington, Sr. Data Analyst Bob Brill, Economist SUBJECT: 2020 Q1 Retail Load and Revenue Variance

Purpose: To review the 2020 Q1 variance of actual retail load and revenue from the budgeted retail load and revenue. Background: This memo discusses the variance for the retail load and revenue and estimates the impact to wholesale revenue resulting from the variance in retail sales. Summary:

Retail Load o Variance of (131,777) MWh / (60) aMW was approximately 10% below the projected load in Q1.

Delayed loads in the Industrial sector accounted for over half of the load forecast variation.

Large Commercial and Evolving Industry loads were higher than anticipated.

Retail Revenue o Variance of $(3,919,406) was approximately 7% below the budgeted retail revenue for Q1.

Table 1: Quarter 1 in Summary

2020 Q1

Load

Budget Load (aMW) 625 Actual Load (aMW) 565 Load Variance (aMW) (60) Load Variance % -9.7%

Reve

nue Budget Retail Revenue $ 54,639,887

Actual Retail Revenue $ 50,720,481 Retail Revenue Variance $ (3,919,406) Retail Revenue Variance % -7.2%

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Description:

Retail Loado 2020 Q1: Budget, Actual, and Variance in retail load (Appendix - Table A)

Large Commercial and Evolving Industry loads were greater than expected. Residential, Commercial, Street Lights, Public Authorities, Industrial, Large Industrial, and

Ag Food Processors loads were all less than expected.

Retail Revenueo 2020 Q1: Budget, Actual, and Variance in retail revenue (Appendix - Table B)

Large Commercial, Evolving Industry, and Public Authorities had revenues greater thanexpected.

Residential, Commercial, Street Lights, Industrial, Large Industrial, Ag Food Processors,and New Large Load had revenues less than expected.

Analysis: This discussion will detail the reasons for the variances in both the retail load and revenue. See Tables A (load) and B (revenues) in the Appendix.

Retail Load Variance

o Residential (1) & Commercial (2) for Q1, 2020 were 7.0% and 10.9% respectively, below forecast. The two primary factors were weather and COVID. Commercial loads in March were 17% below forecast but it is too early to precisely determine the near term impact of COVID on Commercial loads. We expect load to recover over time as COVID restrictions are reduced and will continue to monitor and evaluate COVID impacts as the situation progresses.

Weathero A warm January (9% above normal) resulted in lower January loads than

forecasted.o Very low humidity levels (20% below normal) are believed to have caused

higher February loads. The specific correlation between humidity and load are not

currently available, but we have determined there is an interaction between these two variables.

o For March, Residential load was 13% below the budget forecast hypothesized to be due to sunnier weather (13% above normal) and less volatile temperatures (9% below normal volatility).

o For Q1 2020, 4.5% of the 7% (or approximately 65%) load variance for residential customers is estimated to be explained by weather.

o For Q1, 2020, 2.3% of the 11% (or approximately 20%) load variance for commercial customers is estimated to be explained by weather.

Economyo For March, Commercial load was 17% below the budget forecast likely due

to the COVID-19 virus statewide stay-at-home order.

o Large Commercial (7) loads for Q1, 2020 were 4.7% above forecast for Q1, 2020. The increase to Rate Schedule 7 was influenced by:

A smaller Rate Schedule 14 customer was moved into Rate Schedule 7 in November. This will result in an increase RS7 loads and decrease in RS14 for the rest of the year.

Load was 2.6% below the budget forecast for March.

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o Industrial (14) & Large Industrial (15) loads were 23.3% and 8.4% respectively, below forecast. Data Center loads were down 11% in the quarter due to:

Three data center constructions that were expected to start ramping up their loadthis quarter have not begun and are not expected to begin until 2021 or beyond.

Two other customer construction projects are behind schedule resulting in lowerloads than expected.

Manufacturing was below forecast by 11% on the quarter and down 16% in March. A customer in Moses Lake has shut down due to COVID-19 impacts. Decreased demand for the output of one manufacturer has caused a decrease in

load.

o Ag Food Processors (16) were 6.1% below forecast in Q1, 2020 Potato Processors were 7% below the budget forecast. Non-potato Food Processors were within 1% of the budget.

o Impacts of the COVID-19 pandemic and the associative governmental measures are expected todecrease futures loads. The magnitude of these reductions is not fully known, but we are workingto identify the expected impacts to Grant County PUD loads.

Retail Revenue Varianceo Rate Schedule 94: New Large Load

Lower market prices resulted in lower revenues through RS94.

Wholesale Prices

Wholesale Electricity Prices

Expected Actual

Heavy-Load Hours Light-Load Hours Heavy-Load Hours Light-Load Hours Jan. $ 46.20 $ 38.65 $ 38.25 $ 31.00 Feb. $ 37.95 $ 32.95 $ 24.81 $ 21.25

Mar. $ 27.20 $ 22.55 $ 17.84 $ 14.37

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2013 2014 2015 2016 2017 2018 2019 2020

Comparison of Q1 aMW Sales2013 to 2020

aMW Linear ( aMW )

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Appendix

Table A: Retail Load Budget, Actual, & Variance for 2020 Q1

2020 Q1 Budget Load 2020 Q1 Actual Load 2020 Q1 Load Variance 2020 Q1

Load Variance

% aMW MWh aMW MWh aMW MWh Residential (1) 139 303,054 129 281,944 (10) (21,110) -7.0% Commercial (2) 79 173,107 71 154,294 (9) (18,813) -10.9% Irrigation (3) 7 14,805 0 22 (7) (14,783) -99.8% Streetlights (6) 1 1,178 1 1,155 (0) (23) -2.0% Large General (7) 37 81,881 39 85,710 2 3,828 4.7% Industrial (14) 61 132,893 47 101,995 (14) (30,898) -23.3% Industrial (15) 230 502,965 211 460,758 (19) (42,207) -8.4% Ag Food (16) 38 82,626 36 79,240 (2) (3,385) -4.1% Evolving Industry (17) 22 48,000 22 48,658 0 658 1.4% Ag Food-Boiler (85) - - - - - - N/A New Large Load (94) 11 24,458 9 19,414 (2) (5,044) -20.6%

Totals 625 1,364,968 565 1,233,191 (60) (131,777) -9.7%

Table B: Retail Revenue Budget, Actual, & Variance for 2020 Q1

2020 Q1 Budget Retail Revenue

2020 Q1 Actual Retail Revenue

2020 Q1 Retail Revenue Variance

2020 Q1 Retail Revenue

Variance %

Residential (1) $ 15,694,471 $ 15,213,324 $ (481,147) -3.1% Commercial (2) $ 7,935,418 $ 7,331,974 $ (603,444) -7.6% Irrigation (3) $ 413,519 $ 80,647 $ (332,872) -80.5% Streetlights (6) $ 254,562 $ 252,716 $ (1,846) -0.7% Large General (7) $ 2,593,005 $ 2,780,313 $ 187,307 7.2% Industrial (14) $ 3,999,513 $ 3,147,311 $ (852,203) -21.3% Industrial (15) $ 18,492,836 $ 17,098,105 $ (1,394,731) -7.5% Ag Food (16) $ 2,615,125 $ 2,461,438 $ (153,686) -5.9% Evolving Industry (17) $ 1,710,726 $ 1,730,494 $ 19,768 1.2% Ag Food-Boiler (85) $ 3,647 $ 3,647 $ - 0.0% New Large Load (94) $ 927,065 $ 620,512 $ (306,553) -33.1%

Totals $ 54,639,887 $ 50,720,481 $ (3,919,406) -7.2%

families first corona response act...apr 28, 2020 · ffcra requirements two weeks (up to 80 hours)...

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