FAMILIES FIRST CORONA RESPONSE ACT Commission Presentation April - - PowerPoint PPT Presentation
FAMILIES FIRST CORONA RESPONSE ACT Commission Presentation April 28th Darla Stevens, Senior Manager Human Resources Powering our way of life. FFCRA Requirements Two weeks (up to 80 hours) of paid sick leave at the employees regular rate
Powering our way of life.
Commission Presentation April 28th
Darla Stevens, Senior Manager Human Resources
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.
Two 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.
Up 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
related to COVID-19.
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.
Wholesale Power Supply April 28, 2020
content associated with their electricity consumption.
Non-Core Customers, and Customers that purchase Rate Schedule 13 Specified Source.
1. 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.
Washington State Department of Commerce (column C)
Washington State Fuel Mix (column S)
amount used to serve Rate Schedule 13 Specified Source
Nuclear, Wind and Unspecified source) based on their pro rata share of total load.
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. 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 Non-Core Customers that did not purchase Rate Schedule 13 S.S. was a Carbon Content of .184 Metric Tons/MWh
Specified source receive benefit from the Hydro Generation up to amount purchased.
Wind and Unspecified source) based on their pro rata share
Tons/MWh for Microsoft in this example.
Powering our way of life.
incident management by integrating a combination of the areas listed below all
managers to identify the key concerns associated with the incident—often under urgent conditions—without sacrificing attention to any component of the command system.
in functional areas:
THIS IS THE INCIDENT MANAGEMENT TEAM!
under rehabilitation/upgrade.
Emergency Level 0
Critical
Level 1
Severe
Level 2
Moderate
Level 3
Normal
Level 4
Asset Preservation and Delivery of Core Products Asset Preservation
Grant PUD Incident Criticality Levels (ICL)
Ensure Employee and Public Safety
Business Objectives by Level
OPERATIONAL OBJECTIVES
for critical items, considering potential for larger PPE use as we move down in Incident Criticality Level (ICL).
mitigation measures for high risk positions/activities.
plant operator sequestration plans.
capture and report incident costs.
and employee communication gaps and plan for solutions.
need for a change in communication outside of Incident Management Team (IMT).
allow simultaneous use of VPN and teams.
Liaison Officer Report:
Report on key actions, guidance and information from external agencies:
Commerce Energy Office)
Planning Section Report:
Operations Section Report:
Logistics Section Report:
Finance & Administration Report:
Safety Officer Report:
Communication Report:
Information Technology Report:
Report
Report on key actions, guidance and information from external agencies:
Intelligence & Investigation Dashboard
Grant County Health District Samaritan Hospital Grant County Sheriff’s Office- EM
Powering our way of life.
Date Injury Description: Causes: Prevention: 3-2-2020 Shoulder Employee was putting material on the shelf, Material began to slip out of their
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 Forehead Employee 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
2020 March YTD Total Incidents Reported 2 9 Recordable Case(s) 1 1 Restricted Duty Case(s) 1 2 Lost Workday Case(s) 1
Date Vehicle Driver’s Account: Prevention
3-15-2020 401 Wheel 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
Stay alert, utilize defensive driving skills
Date 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
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.
Jose Luera Foreman, Electrician – PRD Brian Saunders Mechanic – WMC Rey Pulido Manager, Continuous Improvement Program – PRD
New Hire Safety Training / Mentor Program Feedback
New Hire Safety Training / Mentor Program Feedback
Safety Improvement / Process Comments
End Term Questionnaire Results - Yes / No
Mentor Program Question Do 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
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
CI Team #5 was formed by the Safety Steering Committee and met the week
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.
Desired Outcomes:
Specific improvements:
Next Steps:
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 2
Employee Safety
2020 incidents Year to Date Summary
2020
2019
67 7 11 8 5 7
4
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 3 1 2 1
Powering our way of life.
Purpose: Provide
customers with safe, reliable electric and communication services by effectively planning, designing, constructing, maintaining and operating our transmission, substation, distribution, and fiber assets and their associated control systems.
Goal: Achieve our purpose while championing a culture of safety and
innovation, service, teamwork, respect, integrity and heritage.
Managing Director Power Delivery Jeff Grizzel
Administrative Assistant Darlene Brooks
Senior Manager Construction & Maintenance Mike Tongue Manager Dispatch LeRoy Patterson Senior Manager Power Delivery Engineering Jesus Lopez Manager Control Systems Engineering Jeff Mettler
Standards
Substation & Automation
Distribution Engineering
2020 Budget Actuals through 3/31/2020 Budget 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%
► 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
Powering our way of life.
PRIORITY 1: Expand the Network
expansion sequence list
PRIORITY 2: Increase the take rate of services on the Network.
PRIORITY 3: Technological Roadmap
PRIORITY 4: Achieve Average System Uptime
scheduled maintenance windows. After actions complete following outages.
Permits
Electric Make-Ready
Materials
Network Traffic
Expenditures
Type As of 03/31/20 Q 3 Q 4 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
2020 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%
Q1 2020 Growth By Community
Area Potential Subscribers Actual Subscribers Particpation Actual Growth for Month YTD Growth Coulee City 627 231 36.84% 67 66 Desert Aire 1119 860 76.85% 19 27 Electric City 660 388 58.79%
Ephrata 3627 2642 72.84% 23 67 Grand Coulee 663 406 61.24%
Hartline 116 69 59.48% 2 1 Mardon 648 334 51.54% 10 18 Mattawa 1376 985 71.58% 45 87 Moses Lake 16686 9601 57.54% 142 376 Quincy 3177 1749 55.05% 49 90 Royal City 756 488 64.55% 19 27 Soap Lake 2286 1271 55.60% 21 45 Warden 942 368 39.07% 19 36 Wilson Creek 163 81 49.69% 3 4 George-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 3 Desert Air 1117 771 69.02% 7 17 Electric City 660 402 60.91% 2 4 Ephrata 3627 2508 69.15% 10 38 Grand Coulee 663 388 58.52%
1 Hartline 116 68 58.62% 1 Hydro 46 29 63.04% 1 Mardon 639 288 45.07% 13 26 Mattawa 1082 851 78.65% 8 15 Moses Lake 16184 8504 52.55% 103 352 Quincy 2803 1330 47.45% 45 82 Royal City 732 427 58.33% 12 30 Soap Lake 2279 1168 51.25% 14 25 Warden 932 281 30.15% 13 29 Wilson Creek 163 75 46.01%
1 George-Burke 89 74 83.15% 4 15
31,434 17,320 55.10% 230 639
Q1 2019 For Comparison
Completed Blue Lake/Park Lake/Alkali Lake areas (almost all) Completed Coulee City area (mid-April)
faster
Moses Lake
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)
1* Crescent Bar/Trinidad May 31 3* Sunland Estates
August 30 October 11
2* Beverly/Schawana
August 16 November 22
8* Larson/Base
December 6 December 12
4* Coulee City
August 23 November 29 April, 2020
5* Blue/Park/Alkali
September 27 December 6 March, 2020
October 31 January 10 April 21 May 29
December 20 January 17 May 5 May 8
December 31 February 14 May 12 June 19
Moses Lake *Original Sequence #
June 30
August 4
October 6
December 8
December 22
December 31
Moses Lake
(continued)
Potential Construction End-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
Powering our way of life.
Powering our way of life. Shaun Harrington, Sr. Data Analyst Bob Brill, Economist
April 28, 2020
Table 1: Quarter 1 in Summary
2020 Q1 Load Budget Load (aMW) 625 Actual Load (aMW) 565 Load Variance (aMW) (60) Load Variance %
Revenue Budget Retail Revenue $ 54,639,887 Actual Retail Revenue $ 50,720,481 Retail Revenue Variance $ (3,919,406) Retail Revenue Variance %
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)
Commercial (2) 79 173,107 71 154,294 (9) (18,813)
Irrigation (3) 7 14,805 22 (7) (14,783)
Streetlights (6) 1 1,178 1 1,155 (0) (23)
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)
Industrial (15) 230 502,965 211 460,758 (19) (42,207)
Ag Food (16) 38 82,626 36 79,240 (2) (3,385)
Evolving Industry (17) 22 48,000 22 48,658 658 1.4% Ag Food-Boiler (85)
New Large Load (94) 11 24,458 9 19,414 (2) (5,044)
Totals 625 1,364,968 565 1,233,191 (60) (131,777)
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)
Commercial (2) $ 7,935,418 $ 7,331,974 $ (603,444)
Irrigation (3) $ 413,519 $ 80,647 $ (332,872)
Streetlights (6) $ 254,562 $ 252,716 $ (1,846)
Large General (7) $ 2,593,005 $ 2,780,313 $ 187,307 7.2% Industrial (14) $ 3,999,513 $ 3,147,311 $ (852,203)
Industrial (15) $ 18,492,836 $ 17,098,105 $ (1,394,731)
Ag Food (16) $ 2,615,125 $ 2,461,438 $ (153,686)
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)
Totals $ 54,639,887 $ 50,720,481 $ (3,919,406)
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 Sales 2013 to 2020
1
April 28, 2020
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
variation.
Retail Revenue
Table 1: Quarter 1 in Summary
2020 Q1 Load Budget Load (aMW) 625 Actual Load (aMW) 565 Load Variance (aMW) (60) Load Variance %
Revenue Budget Retail Revenue $ 54,639,887 Actual Retail Revenue $ 50,720,481 Retail Revenue Variance $ (3,919,406) Retail Revenue Variance %
2
Description: Retail Load
Ag Food Processors loads were all less than expected. Retail Revenue
expected.
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
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
to monitor and evaluate COVID impacts as the situation progresses. Weather
forecasted.
higher February loads.
currently available, but we have determined there is an interaction between these two variables.
hypothesized to be due to sunnier weather (13% above normal) and less volatile temperatures (9% below normal volatility).
residential customers is estimated to be explained by weather.
commercial customers is estimated to be explained by weather. Economy
to the COVID-19 virus statewide stay-at-home order.
A smaller Rate Schedule 14 customer was moved into Rate Schedule 7 in
rest of the year.
3
Three data center constructions that were expected to start ramping up their load this quarter have not begun and are not expected to begin until 2021 or beyond. Two other customer construction projects are behind schedule resulting in lower loads than expected.
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.
decrease futures loads. The magnitude of these reductions is not fully known, but we are working to identify the expected impacts to Grant County PUD loads. Retail Revenue Variance
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
4
200 300 400 500 600 700 2013 2014 2015 2016 2017 2018 2019 2020
Comparison of Q1 aMW Sales 2013 to 2020
aMW Linear ( aMW )
5
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)
Commercial (2) 79 173,107 71 154,294 (9) (18,813)
Irrigation (3) 7 14,805 0 22 (7) (14,783)
Streetlights (6) 1 1,178 1 1,155 (0) (23)
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)
Industrial (15) 230 502,965 211 460,758 (19) (42,207)
Ag Food (16) 38 82,626 36 79,240 (2) (3,385)
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)
Totals 625 1,364,968 565 1,233,191 (60) (131,777)
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)
Commercial (2) $ 7,935,418 $ 7,331,974 $ (603,444)
Irrigation (3) $ 413,519 $ 80,647 $ (332,872)
Streetlights (6) $ 254,562 $ 252,716 $ (1,846)
Large General (7) $ 2,593,005 $ 2,780,313 $ 187,307 7.2% Industrial (14) $ 3,999,513 $ 3,147,311 $ (852,203)
Industrial (15) $ 18,492,836 $ 17,098,105 $ (1,394,731)
Ag Food (16) $ 2,615,125 $ 2,461,438 $ (153,686)
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)
Totals $ 54,639,887 $ 50,720,481 $ (3,919,406)