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TRANSCRIPT
Emerald People’s Utility District
Board Work Session
A G E N D A
33733 Seavey Loop
5:30 pm - meeting Tuesday, April 25, 2017 Eugene, OR 97405
1. CONVENE WORK SESSION – CALL TO ORDER – ROLL CALL – INTRODUCTIONS
2. AGENDA TIMELINE – Requests for Additions or Deletions
3. PUBLIC COMMENT – Statements from the public are limited to 5 minutes per speaker and
are a comment period only on utility business, time permitting. The Board will not engage or
respond to comments unless it is to correct inaccurate information or statements from the
public. Interaction with the Board will be allowed if a member of the public has previously
submitted a request to be added to the Agenda.
4. SHORT MOUNTAIN ANNIVERSARY
5. AUDIT PRESENTATION – Moss Adams
6. 2016 COST OF POWER
7. 2016 ACCOMPLISHMENTS AND CLOSEOUT
8. GENERAL MANAGER’S REPORT
9. PUBLIC COMMENT – Open comment period (if time permits)
10. ADJOURN
Board WorkshopCost of Power Review - 2016
Presented April 25th, 2017
Category $/MWh
BPA Slice/Block $34.42
Short Mountain $44.32
White Creek Wind (Gross) $55.00 ‐ $65.00
White Creek Wind (Net) $44.47
2016 Cost of Power Results
2
Slice/Block Financial Components
3
• The components of our Slice/Block power cost include:
BPA Power Costs (Slice and Block)+ Market Purchases+ Scheduling & Risk Management (TEA)– Market Sales
= Net Power Cost
Category 2016 Total
BPA Power Costs (Slice and Block) $14,695,182 Market Purchases (via TEA) $668,706 Scheduling & Risk Management (TEA) $723,973 Total Power Costs $16,087,861
Market Sales (via TEA) $1,110,784
Net Power Cost (NPC) ‐ BPA Supply $14,977,077 Net Purchased MWh 435,131
NPC ($ per MWh) $34.42
Slice/Block Financial Results - 2016
4Excludes impact of Halsey mill customer
$30.14
$31.89
$30.88
$33.11
$34.42
$20.00
$22.00
$24.00
$26.00
$28.00
$30.00
$32.00
$34.00
$36.00
2012 2013 2014 2015 2016
Emerald Slice/Block Cost
Historical Slice/Block Power Costs ($/MWh)
5
6
Short Mountain Cost of Power
Category 2016 Total
Royalty Payments $39,832 Well Maintenance $61,840 Generation Maintenance $529,419 Depreciation $191,432 Property Tax on Generating Plant $30,070 Total Generating Cost $852,593
Generated MWh 19,239
Generating Cost ($ per MWh) $44.32
Short Mountain Cost of Power - 2016
7
21,455
19,146
17,036 16,184
19,239
$37.21 $38.08
$45.89 $48.11
$44.32
$0.00
$10.00
$20.00
$30.00
$40.00
$50.00
$60.00
0
5,000
10,000
15,000
20,000
25,000
2012 2013 2014 2015 2016
Generation (MWh) Production Cost ($/MWh)
Short Mountain Historical Performance
8
9
White Creek Wind Cost of Power
Category 2016 Total
White Creek Total Cost $2,414,654
White Creek Resale Revenue $651,961
White Creek Net Cost $1,762,693
White Creek Net Cost per MWh $44.47
White Creek Wind Cost of Power - 2016
10
White Creek Wind Production Trend (MWh)
11
44,477
39,315 38,793
43,785
37,647 37,270 38,912
34,917
39,634
‐
5,000
10,000
15,000
20,000
25,000
30,000
35,000
40,000
45,000
50,000
2008 2009 2010 2011 2012 2013 2014 2015 2016
12
Loss Factor/Equation Overview
System Losses
13
• Losses occur at several points in the electrical system
• Most commonly discussed:
• Transmission losses (between generation site and local substations)• Distribution losses (between our local substation and customer locations)
• We also experience losses between our substations and BPA metering points (POMs)
• BPA recently changed the methodology used to calculate and charge for these losses
POM Losses – Old vs. New Calculation
14
• Prior to last year, BPA assigned a “loss factor” based on historical data and applied this to the metered energy:
• BPA now calculates actual losses using a quadratic equation:
POM Losses – Pros and Cons
15
• New methodology is more precise and requires less updating than did the prior version
• Thus far, the new methodology appears to have been largely cost neutral
• It’s also more complex and less transparent
• May be difficult for us to know when and if errors occur
Emerald PUD2Ot6 Close-Out
FinancialRevenues for 2016 were nearly spot-on-budget at S48 million. Strong sales in Commercial-type
(we believe mostly new grow operations) offset the lower surplus sales. Those sales were
down due to lower White Creek wind production and also lower wholesale prices. (See
attached budget report).
The bottom line on the budget was 5886,000 better than the original Board-approved budget.
This includes the addition of roughly 5762,000 in costs incurred during 2016 related to the
December 2016 ice storm. Adding the carryover into 201-7, total costs related to this storm have
topped SL million based on the most recent available data. Staff is working through the FEMA
process in an effort to recoup up to 75% of eligible costs. Overall, we feel very good about the
District's financial performance this year.
From the S+g m¡ll¡on in revenues:
o We funded 57.2 million in capital additions without borrowing any new money.
o Retired Sg.+ m¡ll¡on of bonds.
o Reduced our asset-to-debt ratio from 27%to23o/o.
o Employees drove 576,790 miles with only one verv minor accident when one of our
chippers was rear-ended.
o We did not have any lost-time days from accidents.
o BUT, we were plagued with injuries:
o 4 back injuries of varying degrees
o 2 torn rotator cuff surgeries
o 1 separated shoulder
o L strained elbow
o We also had significant lost work time for employees' non-work-related medical issues
We worked with SAIF on some training to try to moderate the number and severity of the
injuries. We will continue to work on this in 2017.
Safety
Customer Satisfactiono We did not do a Customer Satisfaction Survey during 20L6. Kevin and I have decided
that the benefits derived from this type of survey do not outweigh the costs.
o Although a formal survey was not completed, the District continues to receive kudos
from customers on a regular basis regarding our level of service, especially related to
outage response (see appendix).
Reliabilityo A planned outage at the Latham substation over Memorial Day was a prime example of
how improved inter-operability and capital investments in reliability improvements pays
off. BPA needed an outage to work on their equipment. With line rebuilding over the
past 3+ years, it allowed us to redirect power to serve all of our customers in the area
except Weyerhaeuser. Even as recently as one year ago, we would have had to drop
around 4,000 customers for this planned outage.
o We added 8 automated reclosers for faster response to unplanned and planned
outages. These reclosers were "re-deployed" once we connected with the new
industrial customer in Cottage Grove to improve their reliability picture.
o The December ice storm may have been the biggest test of our reliability investments.
Between more focus on our tree trimming and stronger circuits, coupled with more
advanced technology that allows faster transfers of more customers to alternate
sources, we came out of that massive storm much more quickly than our neighbors.
The storm hit on December L4 and we were wrapped up on December 19. Our
neighbors were still connecting customers on Decemb er 23.
r Much of the December ice storm success has to be credited to our dedicated team -
both inside and outside staff. Everyone worked together to cover our work needs
regardless of their regular "day-job". I believe this interchangeability of our non-union
staff literally cut significant costs out of our recovery costs and allowed us to reconnect
customers much more quickly.
Employee Satisfactiono We conducted the exact same survey again this January that we did last year to test
employees' attitudes. We had 67 of our 74 full-time employees take the survey, a9L%
participation rate.
o The 2017 results (for the 2016 time-period) were slightly lower in every category.
o The highest score again was under "fosters a safe work environment", which tied with
"GM's expectations are realistic of me."
o There were L7 written comments.
DEPARTM ENT ACCOM PLISHM ENTS
20L6
Finance and Accountingo Developed an unexpected FEMA Hazard Mitigation Plan at the last minute to secure
the $130,562 payment for the Badger Mountain undergrounding project.
o lmplemented the weekly BitCoin pre-payment process. This included setting up a
unique bank account as well as ensuring a solid contract was in place. This process
reduces our A/R exposure by roughly 5140,000 (2 months of revenues from this
customer).
o Worked with Moss-Adams complete a successful audit result.
. lmplemented a Work-Order estimated-to-actuals tracking comparison.
o Updated the Purchasing Policy Manual to include dollar limits on all employees,
including the General Manager.
o Updated the Board Policy.
o Paid down 53.4 million in debt, bringingourAssetto Debt ratioto 23%(see charts in
the appendix).
Operations and Engineeringo Line work; highlights of 337 "capital" work-orders
o Added L.2 miles of brand new feeder line connecting south Coburg w/McKenzie View Drive. This is part of a multi-year project improving service to
Coburg and the Mohawk Valley.
o Built a new loop feed to the Veneta retail area on Hwy 126.
o Added 8 new reclosers with remote capability. This is a big step forward for
our responsiveness and reliability.
o Prepared for PakTech's needs.
o Full maintenance and testing of 2 substations (each substation is on a 5-year
rotation).
o Major repairs to 2 transformers at 2 of our substations.
o Replaced 6 substation breakers and added a new breaker position.
o Tree Work
o Successfully worked through fire season with no issues.
o Continued on our 3-year rotation for trimming out our 5 feeder lines.
. lnjuries warranted use of contract crews to stay current.
o Several storms, including a significant wind storm in October, tested our
trimming investments and proved our strategy is paying dividends.
o
o
O
Short Mountain
o lnstalled the new engine controls on the remaining 3 engines:. A vendor did the first one in 2015, and staff did the other 3 in 2016.
o lnstalled new variable-speed blower.
o lnstalled a new, modern, control panel for the blower.
o Plant updates have increased production by roughly 2O%. This year we are
required to update our permit and test the emissions. Preliminary test
results show our COz emissions decreased an astonishingS5%.
o lnstalled 4 new wells (1300' of piping).
o lnstalled 2 "trench collectors" for odor control (420' of piping).
o Upgraded condensate pump to handle storm flow (out in the field).
o Worked with Lane County on their SZ m¡ll¡on project by moving and
rebuilding various collection equipment to accommodate the County's
needs.
o Paid Lane County 539,832 in royalties.
o Produced 19.3 million kWhs (2.2 aMWs). Up from L6.2 million kWHs (L.8
aMWs) in 2015.
Vehicles - Updated
o A Slashbuster head was added to the excavator, which was purchased in
201-5
o Bought a used John Deere excavator (back-hoe) at the Lane County auction.
o Purchased a new F-550 "foreman's" bucket truck.
o Rebuilt the line-puller, saving over 535,000 as compared to buying new,
which was the original plan).
Vehicles - Sold
o John Deere excavator (1987). Used the proceeds to offset the cost of a
"new" one, cutting the net cost down to 57,000.
o Prius. lt was due for replacement, but we opted for down-sizing the motor-
pool fleet by one vehicle. So, no replacement.
o Two old chippers.
o Two F-550 Servicemans' bucket trucks. Both had 300,000 miles.
o l Tree Chip truck (a 1985 model).
Customer Service and Communications
Customer ServiceThe Customer Service Department achieved their 5 target goals. ln total, these goals are saving
our customers at least $123,000 (553,000 from paperless and 570,000 in write-offs).o The target for total write-offs was 5125,000 or less.
o The target was exceeded with less than 555,000 in actual write-offs. This
took a lot of thought and hard work on the team's part.
o The target for gross write-offs as a percent of revenue was 032% or less.
o The target was exceeded with the results coming in at 0.18%. This is the
lowest our write-offs have been since 1992, which ties us for the lowest in
the District's history.
o The target for 90-day past-due was 3% or less.
o The target was exceeded with results coming in at 2%.
o The target for paperless billing was27% or more.
o The target was met with results coming in at30%o, for a savings of 553,000 a
year for our customers.
o The target for AutoPay was 2L.5% or more.
o The target was met with results coming in at22%.
o Collected on a major "meter tampering" back-bill. S11,500 was collected from one
residential customer.
o Our customers used the lunchroom a total of 2Ot times in 2016.
Communicationso Focused on developing a strong working relationship with the media which resulted
in several news releases getting picked up.
o 8 stories were published in local newspapers.
o 3 stories were highlighted on the local news.
o 3 stories were broadcasted on local radio.
o Utilized social media more as a communication channelto increase customer
engagement.
o lncreased the number of customers following us on Facebook by 53%.
o December outage communication on Facebook reached more than 266,000
people.
o Received more than 4,300 interactions from customers on Facebook.
o The Communications team received 5 awards at the annual NWPPA Excellence in
Com munications Conference.
o First Place, Website.
o First Place, Newsletter - Powerlines.
o First Place, Special Publication - Calendar.
o Second Place, People's Choice Award for Photography.
o Third Place, Social Media.
Power Resourceso Met with the combined Finance and Rates Committee to initiate the rate structure
envisioned in the Strategic Plan. This included some extra meetings to discuss the
Cost of Service Analysis (COSA) and implications for rate design. The Committee was
very engaged and helpful in defining a recommendation to the Board on the
monthly electric system charge and tiered rates for residential customers.
o Met with the Resource Committee to reaffirm the resource plan outlined in the
Strategic Plan. There was very strong support for the direction that the District is
headed.
o Awarded the third "GREEN' grant project: A solar array at Pleasant Hill schools.
o Developed and initiated Sharing Sun, Emerald's community solar project, which
included a ground-breaking first for NW util¡t¡es: directing 20% of the project
towards low-income customers.
o Funded 20 new customer solar projects, adding 1L2 kW in capacity (total of over 800
kW system-wide now installed).
. Energy Efficiency: Achieved a total of 0.23 aMWs of savings from customer projects
including:
o 175 heat pump installations.
o 62 home weatherization projects.
o 80 appliance upgrades.
o L4 commercial/industrial projects.
o lnitiated new tracking software and gained acceptance of it at many other
COU's, bringing our net cost down substantially.
o Very busy year for "keY accounts"l
o Nearly lost one large load, but used the BERI rate to keep them moving
forward and eventually back on at a larger load amount.
o Worked with our largest single load to support them as they added load.
o Super busy with "indoor ag." customer work.
o Renewed the large industrial customer power sales agreement with
enhanced terms. Contract is effective through 12/31'/2OL9.
Human Resourceso Updated the Personnel Policy Manual.
o Said goodbye to two long-term employees who retired. Both were past 65 but
finally decided they had had enough fun here.
o Hired:o Customer Service Representative (replacement for one employee moving to
an apprenticeship).
o Public Relations Coordinator (replaced someone going back to college).
o Business Systems Analyst (replaced a loss from several years ago).
o Senior Project Manager (new position for Grid Management lnitiative).
o Staking Engineer (replaced an employee who resigned).
o Buildings and Grounds Worker (promoted from "shop intern")
o Part-time shop intern (to replace the employee promoted to Building and
Grounds).
o Substation/Meterman Apprentice (succession planning position)
o 2 Lineman Apprentices (succession planning)
. We have a third Lineman Apprentice who is scheduled to "top out"
this summer (e.g., become a Journeyman Lineman).
Buildings and Grounds. Upgraded warehouse lighting to LED.
o Replaced all headquarter gutters and downspouts, funded through an SDAO grant
program.
. Upgraded staff work-out room.
o Completed initial seismic study on headquarters building.
Attachments:
--Facebook comments
--Debt to Asset charts
--Budget Report
--GM Survey
= II I itqiåïå:rffJ3ji. ",,
Emerald PUD Facebook Comments
April18,2016
Emerald People's Utility District:Today is #Nationallineman-AppreciationDay, a day honoring all those who keep our lights on and gadgets
charged.
Want to #ThankÂLineman? Leave a comment and we'll be sure to DASS lt On tO OUï CfeWS.I
Jim Sly:Linemen are rcallry good workers and people. I've always admired their skills
Emerald People's Utility District:Thank you,Jim! ì7e couldn't agree more! :)
Robert Sayles:I have never witnessed line crews that are as prompt, hard working, & truly interested in getting the powerrestored as fast as they can as the Emetald Peoples linemen.
Vida Berry:Thank youl
0o_l poüenI nanx a Ltneman.
Sam Stoufet:Thank
E's u
d
9TH AT
BOARD OF DIRECTORS: Ron Davis, Lee Kelley, Kevin Parrish, Brian Parker, Brandon Jordan GENERAL MANAGER: Scott A. Coe
Decembet 212016
Emerald People's Utility District:KLCC is featuring our upcoming low-income lottery for our new Sharing Sun community solar program.
There is still timelo apply online or download the application. epud.org #PublicPower #Solar #Lottery
New Progmm to Provide Solar Energy to Low Income Residents
The New Year will bdng a one-of-a-kind program that will provide solar energy to Lane County tesidents
who normally would not be able to afford it.
Gail Karuna-Vettet:Thank you! I'm sad that this is for Emerald PUD customers only, but at least it's a statt! Muyb. EWEB v/i1l
take a clue and offer something compatable. :)
Tiphanie Reeves:Sarah 1 don't know if you qualify, but this is awesome!!
Decembet 312016
Jennifer Johnsen:A huge thank you for the service men that came out tonight! 'We now have power and heat!!! I've never been
so happy to see someone Pull uP!
Emerald People's Utility District:We are huppy )¡ou have power.
December 1912016
Tonee Webber:Thank you! Yout cre.u/s are the best!! Miss being an EPUD customer -
Emerald People's Utility District:Thank )¡ou, Tonee - we LOVE this kind of feedback! :)
Edc Redmond:Yal, are rockstars! Thanks fot all the hard work'
Emerald Peoplers Utility District:Thank you, Eric! We apprec-iate your support. :) Have a greât night!
2lPage
Stephany Freeman:Not only do the crews deserve kudos, but so do those of you that have been keeping us updated via social
media. It's easy to feel fnrstrated and anxious when we'te cold, in the dark, isolated, and without watet. Yourpostings provided regular reassurânce that you knew we were out hete, waiting, and that you v/ere doing youtbest to get our power Ftxed.
Emerald People's Utility District:Thank you, Stephany! Being without power is difficult, especially in freezingweather. We provide ftequent
updates to help our customers take some of the sttess and guesswotk out of the situation. Thete's nothing
worse than being in the dark about how long you'll be in the dark. We're h"ppy to have helped. O
Mark A. Mortensen:Äll crews should be commended for an outstanding job!! ù You had a huge affected atea and you worked
very hard and fast. They really good news is that you did it safely and were able to go home in one piece foryour familiesllllThank You so much. !7e were out five days but it could have been many more without you
great people!!!!
Marietta Spencer:Nicely put Mark - they've eatned
^ p^t orr the back
Decembet 20,2016
Kim Rosman:Will this effect upper fir butte because I'm getting ready to put food in the oven. Thanks
Emerald People's Utility District:We're happy to give you the green light to put your food in the oven. So... what's for lunch? e
Kim Rosman:lol cookies! You'te welcome to some!
Decembet 2112016
Tom Morter:W'e were lucky enough to not lose power during the ice storm, but we've known and appreclated for a longtime how hard your linemen (and -women?) wotk. H^ppy holidays to each and every EPUD employee!!!
Courtney Putcell:Not just the lineman. All epud staff. You've all been so kind and hard wotking. Thank ALL of you!
3lPage
fu..t¡
245%
225%
20s%
ras%
165%
L45%
r2s%1988 * 2005 2006
* 1988 wasthe yearthat EmeEld'sTotal Debtwas at its highest level,
Debt Service Coverage(the higher the %, the better)
a2%
2200/"
2008 2009 20102007
222"/o
20tt 20L2 2013
2?3yo
20t4
203%
20t5
224% _
201.6
tIL78o/.
ItsL"Á
I
200%I-l:az'Á
ta4%1810Á
t34%I
=TTI 116tt3LL2
to7104
$120
$1oo
$80
$40
S20
Total Debt to Total Assets in Millions of Dollars
203.0 20tt 2012
3 $eo
3
=4
$-20L4 2015 20t6
I Total Debt I Total Assets
20t32006 2007 2008 2009
* 1988 was the year that Emerald's Total Debt was at its highest level.
1988 *
27
31
35
Ã7
46
51
T
55
ço
I
66
959492
909088
84
=III96%
1988 *
74%
2006 2007 2008
40%
20L2 2013
3L%
2014 20t5
2?%
2016
35%
æ%
70%
LOe/"
9ú/o
8ú/o
7Olo
60%
50%
40o/o
3æ/o
20%
tOYo
o%
Total Debt to Total Assets Percentage 7o
(the lower the %, the better)
s3%
2009 2010 ?OLL
* 1988 was the year that Emerald's Total Debt was at ¡ts h¡ghest level,
=IIIfiIine
Management Report Summary
Category
12 GrandTotal Revenue
Total Power and Transmission
Grand Total Revenue Net ofTotal Power and
Transmissionl;
iTotal Energy Efficiency, Non-Labor Expenses &iLabor Expenses
Total Other Expenses
Total Expenses Excluding Capital
Revenue Available for Capital Program(Grand Total Revenue - Total Expenses Excluding Capital)
5,756,327 t,424,472 25%
49,179,337
143,306
394,869
538,175
(937,708)
886,297(1,114,336)
20t6Actual
6,555,587
40,832,79t
7,Lg0,7gg
3,496,096
3,9t2,743
7,408,838
48,24t,629
(228,039)
20t6Budget
$ change2016 Actual -
2016 Budget%
Change
a%
-5%
-2%
-?%
2L
22
49
54
55
56
64
73
74
75
76
48,013,590
24,466,O57
23,547,533
-3o/o
48,065,001
25,309,065
22,755,936
10,288,360
6,7tL,249
42,3O8,674
(51,411)
(843,008)
(477,2L31
(155,662)t
(1,475,883)
79'-,597 3%
t,L4719,8
Total Capital Program Non-Labor:
Total Capital Program Labor:
Total Capital Program
Grand Total Expenditures
Grand Total Excess/(Deficit)
3,352,789
,87473,51
6,87O,663
40Á
tt%
8%
-2%
-80%
Page 1 of 4
=PTI#[ine
Management Report Detail
20t6Actual
26,536,869
9,34r,68r3,778,25t
778,1t5'3,753,130:
492,363 l
1,668,267 '
288,077139,045 I
!,247,792t,48,013,590
14,695,t81207,940
3,445,9222,414,654
723,973 ,
668,706 ,
106,2062,209,475
24,466,O57
$ Change
2016Actual - %
2016 Budget ChangeCategory
lRevenue:1 lResidential2 iCommercial Type
3 ìlndustrial4 rOther Retail Sales
5 ,Large lndustrial
6 :MiscellaneousRevenue7 lSurplus Sales
8 ilnterest lncome
9 lNon-Operating lncome - lnternet10 lReimbursableRevenue
t2 GrandTotal Revenue
2016Budget
26,39r,7569,649,9454,084,733
659,327
4,032,r20493,707
2,478,260 ,
255,900!20,253'900,000 ì
¿18,065,001
14,658,015
200,246
3,788,7052,742,554
8r0,0r2 .
725,OOO ,
L81,421 :
2,203,r1225,309,065
t45,tt3692,736 ,
(306,482)l
L78,788 :
(278,990|:(rr,3441:
(809,993),
32,r7718,792
347,792 .
(51,411)
37,166 :
r,694 :
(342,783',):
(327,900) ì
(86,039)(s6,2s41'
(75,2r5):
13
i
Purchased Power and Transmission:
'Bonneville]* Snort Mountain
lHalsey
iwhite creekiscfreduling and Risk Management
]Short Term Purchases
,Other Power Supply
Transmission
Total Power and Transmission* Excludes labor costs, which are reflected below.
Grand Total Revenue Net ofTotal Power and
Transmission
6,363
23,547,533 22,755,936 791,597
t%8%
-8%,
r8%:-7%
-2o/o,
-33%
13%'
76%l
39%o%
0%
T%
-9%
-12%
-tt%-8%
-4r%0o/o
-3%
3%
t415
T6
t718
19
20
2t (843,008 )ì
22
?age 2 of 4
=PTILine Category
I Energy Efficiency Customer Projectsr
23 'Customer Energy Efficiency lncentives
24 BPA EEI Reimbursement
25 ,Total Energy Efficiency Customer Pro¡ects
Departments Non-Labor Expense:
General Manager
Board of Directors
OperationsEngineering
Energy Services - Other
. Purchasing
'Power Resources - Other
, F¡nance & Administrationlnformation Technology
, Customer Service & CommunicationsTotal Departments Non-labor Expense
: Labor Expense:
iRegular Time
,Temporary Personnel'Vacation/Sick Pay Out,Comptime Accrual
FICA Taxes
rPension Contribution
; wtedical Admin/PremiumiMedical Claims
. Retiree Medical Claims/AdminWorkers Comp lnsurance PremiumUnemployment Claims
, Franchise Fees & Property TaxesiLow lncome Assistance
: Uncollectable Accounts Expense
'Total Other Expenses
Total Expenses Excluding Capital
Management Report Detail
2016Actual
450,801(426,733l,
24,069
226,719',77,259 ,
65r,254173,456 ,
12,079r39,720t01,467 :
294,447 :
509,668466,170 ,
2,652,179
4,423,566 ,
9,286 ,,
II4,728 ,
418,558
329,377341,064227,683,
r,!54,698 :
52,47555,862 :
7,670
7,L34,90t
4,770,5251,537,534
193,039
54,4896,555,597
40,832,791.
5 Change
2016Actual - %
2016 Budget Change
(7s8,778l,
20t6Budget
294,555804,197
54r,3742,985,018
1,621,868r93,480125,000
6,7LL,249'42,3O8,674
4,769,609
2,536rr0,33229r,275357,018367,450
:
258,420 :
919,800111,000
68,822
10,288,360' (477
4,770,90r
t34,765(24,OL3
37,42r(s8,48s)
99,118(8,361)
(9,2641
(21,226)(2,203)
(108)
(294,s281
(75,2041
(332,840)
(345,042)
6,750 I
4,396727,283(27,647l'(26,386)
(30,737l.,
234,898 ,
(s8,s8s)l(r2,960):
7,670(120,360)
(84,334)
(441l,
(70,s171
(155,662) l
(1,475,883)
609,579(561,498)
48,081
'260/o
-24o/o
-5oo/o
20o/o
o%
-5%
0%
-s6%
-2%
-3%
-5%,2L31
(376
,255,26L7
79,8L1,t4
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
4I42
43
4445
4647
48
49
50
51
52
53
54
55
189,298 ,
735,743
552,136tgr,8172r,283
160,945,703,670
-43%
r8%-5%
-44o/o
-13%
-2%
o%
-37%
-1.4%
-Llo/o
-7%'
266%
4%
44%:
-8%
-7%
-12o/o
26%
-s3%
-IgYo,
n/a-2%**Total Labor Expense
**Excludes Capital Portion of Labor, which is reflected belowTotal Energy Efficiency, Non-[abor Expenses &Labor Expenses
Debt Service
Page 3 of 4
EITIManagement Report Detail
Category
Revenue Avallable for Capltal Program(Grand Total Revenue - Total Expenses Excluding Capital)
7,!80,799 5,756,327 1,424,472 25%
20t6Actual
924,293313,373
205,529
20,000r,872,39L
160,s09
3,496,096
2,338,742
20t6Budget
$ Change
2016Actual - %
2016 Budget Change#Line
56
57
58
59
60
61
63
64
65
66
67
68
69
70
77
72
73
74
75
76
Capital Program Non-Labor:
OperationsShort MountainEngineering
:Energy Services - other, Purchasing
r I nformation Technology
otal Capital Program Non-labor:
Capital Program labor:Regular Time
Vacation/Sick Pay Out
Comptime Accrual
FICA Taxes
Pension ContributionMedical Admin/Premium
Medical Claims
Workers Comp lnsurance Premium
iTotal Capital Program Labor:
Total Capltal Program
:
Grand Total Expenditures
, Grand Total Excess/(Deficit)
58,057 :
548,030 ;
224,265 |
t90,676 t
84,212 i
427,08042,28r .
625,239 a
307,874l205,313 l
50,000 ,
r,76r,524 :
402,839 :
3,352,789]
2,343,857 I
41,748 :
275,053 :
r84,4r7189,986
95,580340,200
299,0545,499 ,
276(30,000)
110,868
(242,3371,
t43,306
(5,775
16,309
272,977
39,848690
(11,368
86,880(4,7s2
394,869
{937,708)
886,297
:
48%:
2o/o:
0%
-60%
6%',
-60%
40Á.
o%
39%
99%22%
0%
-t2%26%
-10%
LLo/o
8%
-2%
-80%
3,9t2,743
7,408,838
48,241,629
{228,039}
47,0333,5L7,874
49,179,337
75538,16,970,663
114,336)(L,
Page 4 of 4
= I I I iií;iåîä:ïîsiJijÍ. ""
General rSu 2017
4. The GM is supportive of continuing education / other off-site training opportunities.
2017 Average
2016 Average
2015 Average
2014 Average
1.00 3.00
I
6.00
I
2.OO s.004.00
I
7.OO 8.00 9.00
UE,,5 Ul
r¡,Et¡¡
c
ô
Ê TH A1
1. I feel supported by our GM
8.00 9.001.00 s.00
20L7 Average
2016 Average
2015 Average
2014 AverageI
7.OO
I
2.OO
I
3.00
I
4.00
I
6.00
2. The GM has been good for employee morale over the past year
7.OO 9.001.OO 8.002.00 3.00 4.00
2017 Average
2016 Average
2015 Average
2014 AverageI
5.00
I
6.00
3. I feel comfortable voicing concerns to the GM
3.00 9.004.00 8.001.00
2017 Average
20L6 Average
2015 Average
2014 Average 'I
5.00
I
6.00
I
7.OO
I
2.OO
BOARD OF DIRECTORS: Ron Davis, Lee Kelley, Kevin Parrish, Brian Parker, Brandon Jordan GENERAL MANAGER: Scott A. Coe
5. In meetings with the GM, my inputs are valuable and respected
2017 Average
2016 Average
2015 Average
201.4 AverageT
2.OO
I
3.00
' I'4.00
t'6.001.00 5.00 8.00 9.00
6. The GM is open to input and feedback.
2O!7 Average
2016 Average
20L5 Average
2014 Average¡
'l
7.OO1.00 2.00 3.00 4.00 5.00 6.00 8.00 9.00
7. The GM shares inforrnation appropriately.
201.7 Average
201-6 Average
20L5 Average
2014 Average!
6.001.00 2.00
l'4.00
I
7.OO 8.00 9.00
8. The GM treats peopie fairly.
2017 Average
2016 Average
201.5 Average
201.4 Average
r..00 2.00 3.00 4.OO 5.00 6.00 8.00 9.00
2lPage
9. The GM is reasonably accessible.
2017 Average
2016 Average
2015 Average
2014 Average
1.00 2.OO 3.00 4.00 s.00 6.00 7.O0 8.00 9.00
10. The GM explains reasoning / process as to why a previously established goal or direction has
changed.
2017 Average
2016 Average
2015 Average
2014 Average
1.00 2.00 3.00 4.00 s.00 6.00 7.OO 8.00 9.00
11. The GM's expectations of me are realistic.
2OL7 Average
2016 Average
2015 Average
2014 Average
1.00 2.00 3.00 4.00 s.00 6.00 7.OO 8.00 9.00
12. The GM fosters a safe work environment.
2017 Average
2016 Average
2015 Average
2014 Average
9.001.00 2.OO 3.00 4.00 5.00 6.00 7.OO 8.00
3lPage
20t7Average
20t4Average
2015Average
2016AverageQuestions
8.007.95 8.37 8.27L. I feel supported by our GM
7.97 8.24 8.36 7.802. The GM has been good for employee morale over the past
year.
7.66 8.1.6 8.16 7.703. I feel comfortable voicing concerns to the GM.
7.12 7.82 8.02 7.904. The GM is supportive of continuing education / other off-
site training opportunities.
8.00 8.20 7.807.885. ln meetings with the GM, my inputs are valuable and
respected.
8.25 8.24 8.007.756. The GM is open to input and feedback.
8.02 7.707.77 8.247. The GM shares information appropriately
7.89 7.807.73 8.348. The GM treats peoPle fairlY.
8.r7 8.008.08 8.s39. The GM is reasonably accessible.
8.00 7.907.69 7.8210. The GM explains reasoning / process as to why a
previously established goal or direction has changed
8.13 8.L07.90 8.15L1. The GM's expectations of me are realistic.
8.1.08.16 8.57 8.4912. The GM fosters a safe work environment.
4lFage