safety report march 2021 - grant pud
TRANSCRIPT
Safety ReportMarch 2021
Injuries Reported
Date Injury Description Cause(s) Prevention
2/1 Knee While excavating in a field an employee stepped backwards into a small hole resulting in hyperextending their knee.
Overexertion Be aware of surroundings
2/17 Head/neck
An employee was plowing snow, stepped out of the truck and slipped off the seat and on the icy pavement. As he fell, he hit his head on the step and forearm on the bed of the truck. He later went to the Chiropractor and was adjusted.
Slip/Fall Use traction device(s) for footwear
2/23 Hip
While rolling an SF6 cylinder out of the rack it caught an edge and tipped over. The bottle grabbed to keep it from hitting the ground, stood the bottle up and continued to roll the bottle to the truck. Then had my work partner help me load it into the back of the truck. We weighed the bottle later and it weighed 276 lbs. it is a one-of-a-kind bottle, none of our other bottles weigh this much.
Overexertion Use hand cart/truck
Monthly and Year to Date
2020 Month YTD
Total Incidents Reported 3 7
Recordable Case(s) 1 2
Restricted Duty Case(s) 1 1
Lost Workday Case(s) 0 0
Vehicle Incidents
Date Vehicle Driver’s Account: Prevention
2/6 Vehicle #224Driver pulled forward from a parked position and hit a piece of ductwork left next to the warehouse entrance puncturing the sidewall of the right front tire.
Perform a 360 walk around.
2/22 Trailer # 242 On 360 walk around noticed rear right marker light on trailer was hit and damaged. N/A
Close Calls
Date Location Description2/1 Royal City This is an example of good work practice. Utilities were found that were not marked, they were identified
and safely removed.
2/2 Wanapum Dam
While conducting Flow & Pressure readings an employee attempted to plug the air compressor into one of the weatherproof GFCI outlets and noticed a piece of metal sticking out from the outlet that looked like a broken plug from an extension cord or power cord. Thankfully, the metal piece was only contacting the inner rubber gasket of the outlet cover and did not pose a direct shock hazard from the cover. We immediately stopped work and discussed the situation. Photos were taken for Dam Safety and another outlet was used to continue work. Information was also sent to operations.
2/8 Wanapum Dam While doing maintenance on lighting transfer switch TS5 it was noticed that a cut bolt was lying on the insulating lug guard of C-phase (foreign material program).
2/11 Quincy A chunk of frozen dirt fell into hole breaking conduit and phone line. No injuries, and the phone company was contacted to make repairs.
Close Calls
Date Location Description
2/17 EHQOpened door to exit building and noticed that the steps from the door to the sidewalk had not been shoveled free of snow. Snow was trampled down from other people exiting the door. Snow should be cleared as this is a dedicated emergency exit.
2/23 George While straightening up a pole the primary underground wire pinched and blew the fuse. Wire was under the dirt and no one was near it.
2/26 Ephrata
Had tension on hoist after bringing up wire, completed work and released latch to come off hoist. Applied pressure to hoist to start coming off when the latch of hoist broke and all tension released. No one was hurt and took hoist out of service.
Contractor Close Calls, Injuries & Incidents
Date Location Description
2/2 MLSC
Contractor: On Tuesday (2/2/2021) at 11:45 a Safety Coordinator received a call stating that a contractor was unloading a large concrete culvert in the laydown yard of MLSC and the Boom and load broke off the Turret. The load and Boom fell to the ground. No injuries occurred. Labor and Industries was called, an investigation is ongoing under their jurisdiction.
2/9 Road 16North Sky Communication employees were proofing on Road 16 and pulling mule tape through the pipe very quickly. As the end of the Rodder exited the pipe it whipped up and hit the employee in the left eye.
2/12 UnknownContractor erecting scaffold platform smashed their finger while moving a gate arm out of the way of the installation. While pushing on the unattached gate arm it moved suddenly smashing the finger.
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
2021 incidents Year to Date Summary
2021
3Recordable Cases TTL.
202077
13
11
0
7
5
6
13 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 Workday Case(s)
Level 6 – Fatality or Hospitalization
9
0
0
2
1
0
0
Leading & Lagging Indicators
1 02 2
0
4
25
13
18
4
0
5
10
15
20
25
30
May June July August September October November December January February
COVID-19 Positive Cases by Month 2020-Present
Safety Action Item Critical Success FactorsIncident Reporting
(Date of Entry into System vs Date of Distribution Systemwide) • Number of Close Calls in February = 9• Number of Close Calls sent Next day after being entered into the system = 4
Number of Open Action Items over 60 days oldAs of January 2021 As of February 2021Year 2017 = 7 Year 2017 = 8Year 2018 = 10 Year 2018 = 11Year 2019 = 21 Year 2019 = 22Year 2020 = 11 Year 2020 = 11Month Total = 49 Month Total = 52
Net - February 2021: +3
Incident Reporting for February 2021
(Date of Incident vs. Date of Entry into System)
Injuries• Total Number of Injuries = 6
• Total Number of Injuries Which Date of Incident and Date Entered into System Match = 4
Mobile• Total Number of Mobile Incidents = 2
• Total Number of Mobile Incidents that Date of Incident and Date Entered into system match = 1
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Thank You!
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SHIP Update – Q1 2021
Safety
Today’s GoalProvide insight into the
COVID-19 activities
I would like to share the following:• Contact Tracing Activities• The Number of Cases per Month• Cases per Work Group• COVID Cases – Contractor verses GCPUD
Contact Tracing Activity03/08/2021
1 02 2
0
4
25
13
18
4
0
5
10
15
20
25
30
May June July August September October November December January February
COVID-19 Positive Cases by Month 2020-Present
COVID-19 by Location
GCPUD COVID-19 CASES
Update to the SHIP
• We have made many changes in our Safety Program over the last 4+ years:• Staffing changes• Organizational changes
• Moving training to Organizational Development• The addition of our Operational Excellence Program
• All of the efforts of the CI Teams 1 – 5
Day to Day Safety Activities• Updates to Safety Policies and the Transition to
PolicyTech• Coordinating the PPE committee activities (FR and
Reflective Clothing Programs)• Updates to Arc Flash Labeling Programs• Job Site Reviews• Monthly Safety Meetings• Contractor Safety Programs• Ergonomics at Home and Work• Workers Compensation
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Commission meeting 3/23/21
Continuous Improvement Team 5
Definition:Active Work Zone (AWZ)-Any area usually demarcated with visual aids and or barricades that contains potential safety hazards that are identified and recorded on a Job Brief Form and/or a Job Hazard Analysis.All shop areas designated for craft work where continuously evolving hazards may be present shall be considered permanently Active Work Zones and must be treated as such.
Examples of Active Work Zones
The designation of an Active Work Zone is not intended to replace the existing requirements set by governing regulatory agencies.This program is designed to work in conjunction with existing safety measures and code requirements.
Entering an Active Work Zone
Before entering an active work zone the individual/s shall have been part of the job brief and be aware of all hazards associated with the work zone. The individual shall have all required PPE on and follow all safety guidelines while in the active work zone.
Personal Protective Equipment (PPE)
When entering an active work zone ALL individuals will wear all required PPE.
ALL individuals will follow all safety guidelines.
Barriers, Barricades, and Other Identifiers
This Photo by Unknown Author is licensed under CC BY This Photo by Unknown Author is licensed under CC BY-ND
YELLOW - Caution Tape
Caution Tape indicates minor hazards may be present.
Understand the hazards before you enter this work zone.
RED – Danger Tape
Danger Tape indicates an immediate hazard that presents threat of death or serious bodily injury.
DO NOT CROSS WITHOUT PERMISSION FROM THE PERSON IN CHARGE.
Conclusion:Be aware of your surroundings and do
not enter active work zones without identifying and understanding all hazards present.
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State of SecurityYTD ending February 28th, 2021.
Details of Q1 Security Review
• Security Contract• Incidents• Security Risk Assessment• Quarterly Business Review• Genetec Project Status• Emergency Management and IMT
Review
Star Protection Agency
• Star Protection Agency began a 6-month contract with Grant PUD beginning January 1st, 2021
• Quarterly Contract Reviews
Q1 we will establish expectations and guidelines for ongoing Quarterly Contract Reviews
• Security Officers to attend Safety Meetings
• Star Protection Team Site Assessments
Updating Post Orders
Training
Patrol Routes
• Preparation for Seasonal Coverage
5
2
6
2
4
3
2
3
2
6
2
1
4
6
10
0 5 10 15 20 25
Burglar Alarm
Facilities/Maintenance Issue
Suspicious Activity
Unsecured Access Point
Unsecured Vehicle
Vandalism
NUMBER OF INCIDENTS
TYPE
OF
INC
IDEN
T
2021 YTD Reportables
Customer Service Power Delivery Power Production Recreation
4
2
1
1
5
2
1
1
1
1
1
2
1
8
4
1
1
4
4
0 2 4 6 8 10 12 14 16
Burglar Alarm
Facilities/Maintenance Issue
ISP Complaint
LE / Fire / EMS Response
Safety Incident
Suspicious Activity
Unsecured Access Point
Vandalism
NUMBER OF INCIDENTS
TYPE
OF
INC
IDEN
T
2020 YTD Reportables
DSOC EHQ Desk HOB Desk Hydro Patrol T&D Patrol
Year-to-Date Reportable Incidents Compared to Previous Year
Physical Security Risk Assessment
SCOPE OF SERVICEDiscovery – Assessment – Findings/Ratings/Recommendations for Improvement – A Written Contingency & Mitigation Plan –Risk Policies –Defined Controls -- Delivered in Formal Review with Leadership
Completion Date: 2/23/21
Completion Date: 3/5/21
Completion Date: 3/12/21
Completion Date: 6/16/21
Genetec Project Update
Planned activities: WD Genetec transition. PRD transition. Migrate EDC and MLBDC pending CIP PACS Policies and
Procedure certification. Upon completion of above:
o Issue new HID cards. o Install new long range card readers on all gates.
Close the project.
Issues: • IT has lost number of employees with organizational
knowledge. Provisioning network is challenging due to gap in knowledge of current environment and configuration. Increase in potential outages and mitigation efforts require additional resources and time.
Risks: • Covid-19 will continue to challenge project coordination
and timeline.• Product and organizational knowledge loss due to both
internal and external resources leaving the organizations.
The IMT continues their response to the Coronavirus pandemic (COVID-19) with no anticipated date of standing down.
We continue to meet collectively every Monday to provide updates to our Situational Report and that information is then shared with the Executives.
Sequestration: Due to multiple identified close contacts with a positive COVID-19 case our mission critical Operations staff at Priest Rapids Dam, we initiated our second sequestration at the plant on December 2nd, 2020 and successfully ended that sequestration on December 17th, 2020.
Throughout this sequestration and through January 13th, 2021 at 5AM we operated the plants at both Priest Rapids and Wanapum in an Incident Criticality Level (ICL) 1 (Critical) restricting access and work to those areas necessary. We remained in ICL 2 (Severe) for the rest of our operations.
The restrictions placed on the Wanapum Dam Powerhouse were a precautionary step to protect the mission critical employees/operations while at the same time providing assets to assist operations at the Priest Rapid Dam if necessary.
We acknowledged the sacrifice these mission critical employees and their families made to keep the powerhouses operating safely.
Our first, and only other sequestration took place at PRD in October 2020.
Antigen Testing: After working closely with and obtaining the support of the IBEW we initiated mandatory twice-weekly antigen testing on January 27th, 2021 for those designated Power Production employees, Power Delivery’s senior system operators and specified contractors to increase probability they are free of the virus as they perform work in Grant PUD control centers, powerhouses and some other facilities. This decision, coordinated and supported by the Mattawa Community Medical Clinic (MCMC) and supported by the Centers for Disease Control (CDC), has resulted in 190 average tests per week (140 employees/50 contractors). To date this process has identified one confirmed positive test result from a contractor; substantiating our need to conduct these tests.
Vaccines: The IMT has established a Vaccine Planning Team (VPT) that includes IMT/Support staff and representatives from the IBEW. This team has a strong and calculated focus in the development of a vaccine plan. Though a lot of work has gone into looking at a plan from all perspectives, to include a white paper and a full SWOT analysis (Strengths, Weakness, Opportunities and Threats) no decision have been made as to the direction we will be recommending. It is anticipated those recommendations will come in late Q1 or early Q2/2021.
Incident Command System (ICS) Status
Emergency Management Development
The work of the Comprehensive Emergency Management Program/Incident Management Team (CEMP/IMT) has slowed due to our COVID response as anticipated. These team members are actively participating in our response and development along with their primary duties and responsibilities.
Though our internal work (team) has slowed we continue to work with our contractors and Grant County Emergency Management authorities in the development of our all-hazards Comprehensive Emergency Management Plan and the buildout of the support annexes to this plan as previously identified.
Incident ManagementField and EOC Operations
Resource and AcquisitionManagement
Environmental
Incident Action Planning Logistics Support Physical Security
Evacuations and Shelters
Information Technology and Communications Cyber Security
Damage Assessment Finance and InsuranceBusiness Continuity Recovery/Response and Restoration
Public InformationCommunications /Media
Human Resources Mitigation
External AffairsCommunity Relations Legal Preparedness
Customer Relations Health and Safety Cultural
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Quarterly Business Report
March 2021Leadership & Organizational Development
Agenda
1. Organizational Linkage
2. Progress Toward Objectives
3. Ongoing Performance Metrics
4. The Year Ahead
Organizational LinkageAligning the work of the team with the needs of the organization
Organizational Objective 2
Organizational Objectives
Department Objectives
Individual Objectives
Department Objectives
To reinforce a people-centric culture where employees acknowledge problems, focus on possibilities and share responsibility for their growth.
We exist to support organizational health by creating clarity around how we lead, train and treatpeople at Grant PUD.VI
SIO
N
MIS
SIO
N
Individual Objectives
1. 90% completion rate for Leading@grant and Working@grantyear 1 & Year 2 training content & transition from consultant to in-house trainers
2. Implement Enabling Structures: New LMS (implemented), Implement Performance Management (goal setting, succession planning), Individual Development Plans, and Onboarding Guides
3. Workforce Development: Hire a Workforce Development Manager & set a strategy for long-term workforce planning
Progress Toward Objectives02
Employee Engagement Assessment
Engagement Hierarchy - Continued
Grant PUD’s – Engagement Summary
Investing in our workforce: Educational reimbursement policy outcomes
• More than doubled participation in program.
• 2021 budget of $275,000 budget allocated
• Featured Employees: • Mike Stussy (Operations Technical
Advisor), Completed BA in Business Management.
• Jake Firestone (Hydro Maintenance Assistant @ Wanapum Dam), Summer 2021 Starting at BismarkState College, Power Generation Technology
• Increase program utilization
• Eliminate barriers
• Reinforce learning organization philosophy
• Nudge toward hard-to-fill roles
• Enhance ability to recruit
• Add structure and greater specificity
Objectives Outcomes
Performance Management Development
• What is it? Conversations that align the work of the individual, to the needs of the organization.
• Need a software solution that supports four facets of performance Management: Plan (organizational & individual goal-setting, succession, talent inventories) Monitor (goals are actively tracked, feedback is given & documented, Supervisory notes, Perf.
Improvement Plans) Dialogue (performance is discussed, good performance is recognized/rewarded, 360/180/90
reviews). Develop (performance is addressed, strengths-based potential is developed, LMS pathway
integration--Individual Development plans)
• Primary 2021 focus is on Plan & Monitoring (goal setting and supervisory notes). Reinforced by Gallup Q12 data.
Leading Self
Leading Others
Leading a Function
Leading an Industry
Learning Pathways• Purpose: Create a clear pathway for people to move within the organization. Calls out capacities and
required learning to get there.
• Reflects “Excellence in service and leadership”. Progression builds upon one another and reflects belief that: Leadership is learned, Leadership is available, Leadership is for everyone
Exam
ple Leading Self
Leading Others
Leading a Function
Leading an Industry
L e a r n i n g P a t h w a y s
Excellence in Service &
Leadership
Individual Development Plans (Grow@Grant)What is an Individual Development Plan (IDP)?
A process the employee directs, in partnership with their manager, to enhance professional growth by:
• Identifying and pursuing personal goals for professional development.
• Setting goals to learn or improve an important competency needed now or in the future.
• Identifying strengths, talents and passions and planning ways to use them on the job.
Exam
ple
Ongoing Performance Metrics03
McKinsey, OHI Training Effectiveness
Q12, Employee Engagement
Orientation Satisfaction
422019 Overall Organizational Health Index Benchmark
Top Quartile
Second QuartileThird QuartileBottomQuartile
Top Decile
Training Completion
In-Flight Educational
Reimbursements
22
YTD responses: 611
YTD responses: 5Q1 2020: 10
As of 2019
As of Feb 24, 2021
As of 2020
The Year AheadQ3-Q4 Commitments04
Learning Progression
Pathway in LMS
Individual Development Plan
Rollout
LMS Implementation
Code of Excellence Program
Implementation
Working@Grant & Leading@Grant“live” sessions
McKinsey Organizational Health Survey
Employee Appreciation Day
Performance Development System
The Year Ahead…
Q1 Q2 Q3 Q4
Questions?
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Commission Presentation March 23, 2020
PUBLIC POWER / INDUSTRY OUTREACH ACTIVITY REPORT
Andrew Munro, Senior ManagerExternal Affairs & CommunicationsChuck Allen, SupervisorPublic Affairs
Public Power/Industry Outreach Activity Report – Agenda:
I. Vision and Goals
II. Memberships
III. Leadership
IV. Recent Activities
V. All-New Waterpower Tradeshow 2021!
Vision & GoalsTrusted & Reliable Utility Leader
2021 Goals External Affairs & Communications
1. Increase Revenue Opportunities $50M for Fiber by end of 2021 $100M for PP/PD by end of 2021 ≥ 65% Fiber take rate by end of 2021
2. Top 5% Utility in Communications Excellence Develop “Bot” for grantpud.org by Q4 Develop customer engagement comms. plan by Q2 Conduct customer satisfaction survey by Q4
3. Operational & Compliance Excellence Achieve balanced WA carbon policy (CETA) Maintain 100% compliance with PRA Implement Policy Mgt. Tool Districtwide
Operating Unit Goals align/support GCPUD Strategic Plan Objectives.
Industry MembershipsUnified Voice
Industry Memberships (Unified Voice)
Industry LeadershipPowerful Voice
Industry Leadership (Powerful Voice)
Board of Directors – Andrew Munro
President of Board of Directors – Chuck Allen
Environmental Task Force CEO Sponsor – Kevin Nordt
Board of Directors – Tom Flint
Resource Adequacy Steering Committee – Rich Flanagan
Industry Leadership (Powerful Voice)
Board Chair – Kevin Nordt
Executive Committee Vice Chair – Kevin Nordt
Board of Directors – Judy Wilson
Communications Committee – Chuck Allen
Recent ActivitiesIndustry Collaboration & Outreach
Public Power Week CampaignParticipated with APPA in social media campaign in October.
Public Power Week CampaignFor Public Power Week, we gave away fair backpacks and other items at local grocery stores.
FWEE • Collaborated on production of a
student manual titled “Northwest Sources of Electricity” to highlight power generation in the NW.
FWEE • NW Sources of Electricity Publication, is a
part of the curriculum for our elementary-school energy education program and highlights the importance of hydropower in the Northwest. It replaces an outdated national publication.
NWHA Annual Conference
Presentation on Mitigation and Fish Passage by Mid-Columbia Public Utility Districts: Peter Graf, Grant Public Utility District; Tom Kahler, Douglas Public Utility District and Lance Keller, Chelan Public Utility District.
Salmon in the Classroom • Video demonstrates
Grant PUD’s commitment to fish mitigation and education
• Video had a combined online reach of 125,000+ through Facebook, Instagram and streaming services.
https://vimeo.com/463893801/59288adf7d
Hanford Reach Broodstock Derby• Video illustrates how
Grant PUD collaborates to preserve Columbia River salmon run.
• Video to debut this spring through social media and streaming video services.
https://vimeo.com/491446186/13700d02e5
All-New Waterpower TradeshowClean Currents 2021
All-New Waterpower Tradeshow + Conference!
Industry Participants
Powering our way of life.
March 23, 2021
Commission Report
Operational Excellence (OPEX) Quarterly Business Report Senior Manager of Operational Excellence Daniel Blazquez
• Provides oversight, guidance, leadership, and strategicdirection to all program initiatives working to limit risk inoperations while providing safe and predictable outcomes.
• Manages the Corrective Action, Continuous Improvement andHuman Performance Improvement Programs.
• Experienced Program Manager in
• Aerospace
• Agriculture
• Sales & Marketing
• Continuous & Human Performance Improvement
• Manufacturing, Quality, & Safety
About the Presenter
Daniel BlazquezSenior Manager of Operational Excellence
• OPEX Overview
• OPEX Team
• OPEX Program Description/Initiatives
• OPEX Budget versus Actuals
OPEX The Overview
OPEX Vision and Mission A C o m p a r i s o n
Grant PUD Vision Grant PUD OPEX Vision
Excellence in service and leadership Excellence in service and leadership as a high reliability organization (HRO)
Grant PUD Mission Grant PUD OPEX Mission
To safely, efficiently, and reliability generate and delivery energy to our customers.
To make Grant PUD the safest, most reliable, and efficient provider of energy and fiber on earth.
2021 Org ObjectivesF i n a l i ze a n d I m p l e m e nt O P E X F ra m e w o r k
2021 Organizational Objectives Enterprise Wide 2021 Priority Elevating Safety Priorities
Improving Org HealthAdvancing
Compliance Outcomes
Delivering on our financial and
operational targets Status
OrganizationFinalize and implement operational excellence framework (OPEX) COO lead High X X X X In Progress
Roll out Code of Excellence organization wide Yes High X In Progress
Finalize and Implement Enterprise Risk Management Program Yes High X X X In Progress
Refresh and continue delivery of Technology Roadmap Yes High X X In Progress
Adopt and rollout Julie's EPMO (Enterprise Project Mgmt. Org.) governance and framework and execute on John M's EPPM (Enterprise Project Portfolio Mgmt.) V2.0
Yes High X In Progress
Advance large customer focused capital projects - DB2, retail load requests, transmission interconnection requests.
Yes High X In Progress
Meet Fiber buildout and take rate objectives Yes High X In Progress
Finalize and rollout "New Normal" work design, policy and procedures - telecommute
Yes High X X In Progress
Finalize and implement workforce development framework CCO lead Medium X In Progress
Execute on enhanced Financial and Management Reporting CFO lead High X In Progress
COOFinalize and implement foreign material exclusion program (FME) COO High X X In Progress
Perform evaluation and requirements gathering for lock out/tag out program
COO / CFO - Facilities
High X X In Progress
Development and/or revision/updates of operational procedures - checklists…
COO High X In Progress
Advance CMMS focus for Power Delivery to allow increased data collection, planning and execution activities
COO High X X X In Progress
CFODevelop enterprise controls program and complete phase #1 of implementation
CFO lead Medium X In Progress
Institute "top quartile" internal strategic review and implementation plan (People Development/Process and system improvement)
CFO High X X In Progress
CCOFinalize and implement generation acquisition framework (Resource Planning and Resource Acquisition)
CCO High X In Progress
Develop a long term specified source product CCO High X In Progress
Retail Cost of Service / Rate Design Review CCO High X In Progress
• OPEX Policy
• OPEX Charter
• OPEX Roadmap
OPEX FrameworkPo l i c y Ro a d m a p C h a r te r
• OPEX Common Language
• OPEX Education and Training
• OPEX Focused/Directed Sustainable efforts
• OPEX is Part of Grant PUD Culture
• OPEX Program Vision Common Across Grant
OPEXTHE TEAM
Continuous Improvement Human Performance Improvement
Corrective Action
Brad Martinez Sr. Program Spc
Rey Pulido CI Manager
Cindi HarrAdmin. Assistant
Abel SabedraSr. Program Spc
Tyler O’BrionSr. Safety
Coordinator
Robert LougeeCAP Manager
Danny CombsProgram Spc.
Mark BeattieProject Spc. IX
Montague MeadowsLead Program Spc.
Operational Excel lence Team
Daniel BlazquezOPEX Senior Manager
OPEX The Programs (Descriptions and Initiatives)
Corrective Action ProgramProgram Purpose Statement (Mission) – Why it exists
The Corrective Action Program (CAP) is a reactive approach to problem identification and resolution (PI&R) which addresses process and organizational shortcomings once they become consequential.
Program BenefitsCAP implements a methodical approach to problem identification and resolution to provide measured solutions to consequential issues.
Current Program Initiatives
Expectation from the Program in 2021Provide Leadership an enhanced understanding of state of Grant PUD’s performance through an aggregate review process based on trending data. Also, a new approach to the timely and effective resolution of issues with expanded capabilities to track corrective actions to completion and assure sustainability of these actions. Driving a data driven approach.
#1 #2 #3 #4 #5 #6 #7
Support Ongoing Cause Evaluations
Ongoing Development of
Condition Reporting System (CRS)
Prepare the District for the Impact of
CAP Change
Condition Reporting System
Launch
Mentor District Personnel
Deploy KPI’s and Data Intelligence
Align CAP with OPEX Framework
Corrective Action Program (CAP)Init iat ive Highl ight - Condit ion Report ing System (CRS)What it is An application built upon Maximo to serve as common entry point for adverse and off-normal conditions identified through
the performance of daily work at Grant PUD. This tool will allow for conditions reported to be associated within the asset databaseor to be bucketed with like conditions for further analysis.
Why we are doing it To provide consolidated platform to report all issues. This will allow for the tracking and trending of allconditions reported to ensure that each condition is resolved at the appropriate level, based on significance.
How we are doing it Through a set of policies, procedures and protocols in conjunction with the Condition Reporting Systemplatform. The Condition Reporting System, combined with written governance will ensure that all conditions are resolved with themost consistent application of CAP methodologies possible.
2021 Program Outcomes Grant PUD’s improved confidence that all issues are identified and corrected at the appropriate levels.We will also have a complete command of where all conditions are at every point of the process.Through the prudent application of keywords to each condition submitted to the Condition Reporting System, the District will haveimproved capabilities to identify and correct adverse trends prior to those conditions rising to the level of consequence.
Continuous Improvement ProgramP ro g ra m O ve r v i e w
Program Purpose Statement (Mission) – Support employee efforts to enhance work practices and deliver business
excellence to internal and external customers.
Program Benefits- Engage and provide employees with a resource for implementing their ideas for improving their work
practices through the elimination of non-value-added work, utilizing creative and innovative ways to sustainably increase-quality and organizational performance.
Current Program Initiatives
Expectation from the Program in 2021
1. Increase visibility and awareness into CI departments: support, services, skills, capacity, capabilities, and plan. 2. Enterprise-wide Continuous Improvement training modules for Leaders and Staff. 3. Developed and defined improvement model with proficient staff to support improvement work.
#1 #2 #3 #4 #5 #6 #7
PP-Leadership Assessment
PD- Work Order Process Map
PP- Clearance Request Process
PP- Confined Space Project
PD- Outage Reporting Process
PP- Scheduling and Planning
PD-District System Load Map
Continuous Improvement ProgramP ro j e c t H i g h l i g h t - Po w e r P ro d u c t i o n L e a d e rs h i p A s s e s s m e n t
What it is To gain an understanding of the current state of leadership’s priorities and time commitments, and develop a structure to enable them to focus on value added work
Why we are doing it feedback was given to management about the lack of resources and time to allocate towards the plans/objectives that were put together. This analysis will further help understand the barriers that keep us from progressing in our strategy and other initiatives.
How we are doing it By gather information about the day in the life of a leader at Grant. We can use the data collected to help develop an understanding of leader’s priorities and time commitments, which could then help us create countermeasures to support leader’s ability to spend time on the appropriate work.
2021 outcomes Leader Standards for expectations, priorities and time commitments, Identify resource limitations, development of countermeasure
Human Performance Improvement (HPI) ProgramP ro g ra m O ve r v i e w
Program Purpose Statement (Mission) A strategic effort to minimize the frequency and severity of events triggered by
human errors through defining and reinforcing behaviors that support safe, reliable and error free operation and maintenance defined actions.
Program Benefits Safer work environment for employees and reduced financial losses and damage to equipment.
Current Program Initiatives
Expectation from the program in 2021
1. Increase visibility and awareness of HPI through Enterprise-wide HPI training modules for Leadership and Staff.2. Developed and defined HPI Program with a proficient staff to support Human Performance work.
#1 #2 #3 #4
HPI Leadership Training
HPI Champions District Wide HPI Introductions
HPI Integration
Human Performance Improvement (HPI) ProgramI n i t i a t i v e H i g h l i g ht – D i s t r i b u t i o n o f H u m a n Pe r fo r m a n c e To o l s
What it is Four core human performance tools: Situational Awareness, Questioning Attitude, Take-A-Minute, Stop Work. These four corehuman performance tools are critical attributes demonstrated by a properly trained, developed and engaged employees.
Why we are doing it These core tools or cultural attributes are a prerequisite for any high performing and reliable organization. Toenhance human performance, all employees at GCPUD need to be provided training that focuses on these tools.
How we are doing it This is accomplished mostly through internal and external training and through cultural shifts inside theorganization by employee engagement. Leadership support and commitment is critical to success.
2021 outcomes Improved focus, attention and concentration by employees on the proper execution of work tasks.
OPEX The Budget Versus Actuals
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Thank You
March 23, 2021 Commission Presentation
Customer SolutionsCOVID Impacts
Agenda• Aging
• COVID Relief
• Opportunities Industrialization Center (OIC)
• Share the Warmth
• Low Income
• What are we doing?
• Courtesy Calling and Payment Arrangements
• Irrigation Collection Plan
• After Proclamation Plan
Aging
Aging
$388,274.05
$639,758.75
$28,815.23 $216,865.89
$1,012.90
$286,395.17
$-
$100,000.00
$200,000.00
$300,000.00
$400,000.00
$500,000.00
$600,000.00
$700,000.00
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb
2020 2021
Residential AgingJanuary 2020 - February 2021
Arrears 31-60 Days Arrears 61-90 Days Arrears Over 90 Days
Aging
$1,012.90
$420,319.76
$286,395.17
39
1,766
1,072
$-
$50,000.00
$100,000.00
$150,000.00
$200,000.00
$250,000.00
$300,000.00
$350,000.00
$400,000.00
$450,000.00
-
200
400
600
800
1,000
1,200
1,400
1,600
1,800
2,000
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb
2020 2021
Residential Service Agreements in Arrears over 90 Days
Arrrears Over 90 Days Service Agreement Count
Residential customers owing over $500 / Over 90 daysOperational Area Count Average $ Total AmountMoses Lake 92 $ 845.00 $ 77,757.59 Ephrata 29 $ 860.73 $ 24,931.43 Quincy 22 $ 779.61 $ 17,151.47 Royal City 19 $ 918.45 $ 17,450.68 Grand Coulee 9 $ 711.96 $ 6,407.66
171 $ 143,698.83
Aging
$1,706,022.49
$198,927.59
$2,456,544.19
$1,512,451.85
718
264
$-
$500,000.00
$1,000,000.00
$1,500,000.00
$2,000,000.00
$2,500,000.00
$3,000,000.00
-
100
200
300
400
500
600
700
800
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb
2020 2021
Irrigation Service Agreements in Arrears Over 90 Days
Arrears Over 90 Days Service Agreements Over 90 Days
Aging
$-
$50,000.00
$100,000.00
$150,000.00
$200,000.00
$250,000.00
$300,000.00
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb
2020 2021
Small Commercial Service Agreements in Arrears
Arrears 31-60 Days Arrears 61-90 Days Arrears over 90 Days
COVID Relief -OIC
• Opportunities Industrialization Center (OIC) is located at 903 W 3rd Ave in Moses Lake. The organization has many services which include:
• Energy Assistance Program (LIHEAP and CARES)
• The appointments are over the phone, they verify income and obligate funds by calling Grant PUD
• National Farmworker Jobs Program
• The Prosperity Center
• Financial Education, Money Management, Home ownership Counseling
• Rental Obligations Paid to the Landlord
COVID ReliefOpportunities Industrialization Center (OIC)
0
50
100
150
200
250
300
350
$-
$20,000.00
$40,000.00
$60,000.00
$80,000.00
$100,000.00
$120,000.00
Janu
ary
Febr
uary
Mar
ch
April
May
June July
Augu
st
Sept
embe
r
Oct
ober
Nov
embe
r
Dece
mbe
r
Janu
ary
Febr
uary
Mar
ch
April
May
June July
Augu
st
Sept
embe
r
Oct
ober
Nov
embe
r
Dece
mbe
r
Janu
ary
Febr
uary
2019 2020 2021
Monthly Amounts Obligated with Family CountJanuary 2019- February 2021
Obligation Amount Family Count
Year Obligated Family Count2019 $ 354,814.00 9082020 $ 397,007.13 9552021 $ 55,809.00 128
COVID Relief – Share the
Warmth
• Grant PUD Share the Warmth Program:
• Contributions are Posted to the Share the Warmth PUD Account
• Residential Customers Only
• Income Qualification is 150% of Poverty Level
• CSRs and OIC Verify Income
• CSRs Transfer Share the Warmth Funds to the Customer Account
• Up to $300 per Household per Year
• Balance: $145,455
COVID Relief – Share the WarmthCustomer Donations
$0
$10,000
$20,000
$30,000
$40,000
$50,000
$60,000
$70,000
$80,000
$90,000
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb
2019 2020 2021
Share the Warmth ContributionsJanuary 2019 - February 2021
Customer Donations
Year Amount2019 $ 216,659.15 2020 $ 158,003.70 2021 $ 23,868.78
COVID Relief – Share the WarmthHelping Households
2629 30
27 27
17
23
1612
27 28
36
72
60
34
22
7 84
74 5
2
14
23
14
$-
$5,000.00
$10,000.00
$15,000.00
$20,000.00
$25,000.00
0
10
20
30
40
50
60
70
80
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb
2019 2020 2021
Share the Warmth January 2019 - February 2021Transfer Amount and Count
Customer Amount Customer Count
Year Amount2019 $ 78,406.57 2020 $ 66,652.58 2021 $ 11,100.00
COVID Relief – Low Income
Discounts
• Grant PUD Low Income Discount Program:
• Residential Customers Only
• Income Qualification is 150% of Poverty Level
• CSRs and OIC Verify Income
• Senior Discount – 62 Years or Above
• Disabled Discount – Signed Form
• 20% Discount on their Bill each Month
COVID Relief – Low IncomeDiscounts Given
Year Amount2019 $ 13,140.00 2020 $ 12,758.00 2021 $ 2,062.00
How we are Helping Customers
•
•
•
•
•
•
•
•
Irrigation Collection
Plan
• Calling Campaign begins March 9th and Continues to March 23rd
• CSRs call every irrigation customer to collect past due amounts and 2021 prepay amounts
• CSRs monitor and follow up to confirm payments have been received
• All Arrears (2020 and 2021 prepay) are due March 15th
• Customers Eligible for Disconnects will Begin March 24th
Post Proclamation
Collection Plan
• Proclamation ends
• Start sending auto generated reminder letters 2 months prior to the proclamation ending
• Letters mailed to all customers that include helping agencies, payment arrangements opportunities, late payment charges, begin disconnects by …..
• over 90 days in arrears
• over 60 days in arrears
• Courtesy calling from the collection process instead of severance process
• Late payment charges will begin the following month after proclamation ends
• The initial disconnects for non-payment, disconnect for nonpayment (dnp) collection fee or deposits will be charged
• Designated CSR during this time period manually pushing out disconnects to manage the workload for CSRs and the servicemen
• Start the CCS system severance process
Post Proclamation
- Share the Warmth
Expanded Share the Warmth Offering – Max $25,000
Offer $300 Share the Warmth funds for customers that have been financially impacted by COVID-19
Residential customers only
Current low-income verification using 1-month income verification and/or unemployment paperwork
$300 contribution
Increased Share the Warmth Offering – Max $25,000
Offer $150 additional Share the Warmth funds for customers that have been financially impacted by COVID-19
Residential customers only
Currently on low-income discounts, have received OIC funding or Share the Warmth funding in the last 12 months
Thank You