SAFETY PERFORMANCE GOALS YEAR TO DATE 0 Zero Recordable - - PowerPoint PPT Presentation
SAFETY PERFORMANCE GOALS YEAR TO DATE 0 Zero Recordable Incident Rate OBJECTIVE 0 1 TARGET 2.86 PROJECTION PROJECTION PROJECTION PROJECTION OBJECTIVE 0 2 TARGET Electric System >= $155MM $ 158.9 MM Liquidity TARGET
OBJECTIVE 01
TARGET YEAR TO DATE
2.86 Zero Recordable Incident Rate
OBJECTIVE 02
TARGET
Electric System Liquidity >= $155MM $158.9 MM
TARGET
>= 3.6% 2.9%
TARGET
<= 63% 61%
TARGET
>= 1.80X 1.87X Consolidated Return On Net Assets Consolidated Debt To Plant Ratio Consolidated Debt Service Coverage
PROJECTION PROJECTION PROJECTION PROJECTION
OBJECTIVE 03
TARGET
Retail Operating Ratio ‐ Adjusted <= 114% 111%
TARGET
<= 100.0% N/A
TARGET
>= AA3
(Moody's equivalent)
AA3 "Peer Group of Excellence" Rate Index Ratio District Credit Rating
PROJECTION PROJECTION PROJECTION
OBJECTIVE 04
TARGET
Average System Availability Index (ASAI) >= 99.97%
99.99%
TARGET
< 150 min 100 MIN
TARGET
>= 85% TBD
TARGET
12/12 Mo's 10/12 Mo's Customer Average Interruption Index (CAIDI) Retail Customer Satisfaction Survey PRP Total Availability
YEAR TO DATE PROJECTION PROJECTION YEAR TO DATE
OBJECTIVE 05
BY ATTAINING ENVIRONMENTAL, CULTURAL RESOURCE AND REGULATORY COMPLIANCE
TARGET
Financial Statement Audit Performance Unqualified Audit Opinion
TBD
TARGET
WA State Audit Office Compliance Audit Performance No Audit Findings No Audit Findings Zero Violations Zero Late Filings
TARGET
FERC / NERC / WECC Electric Reliability Compliance Performance
YES
TARGET
Safety, Health, Cultural Resource and Hazardous Material Performance
YES
TARGET
Timeliness of All FERC and Regulatory Filings
YES TBD
PROJECTION PROJECTION PROJECTION YEAR TO DATE YEAR TO DATE
OBJECTIVE 06
TARGET PROJECTION
> = - 4.1 % TBD Return on Invested Capital
PROVIDE LONG TERM LOW RATES
OBJECTIVE 03
PROVIDE OUTSTANDING SERVICE TO OUR CUSTOMERS
OBJECTIVE 04
OPERATE RESPONSIBLY
by Attaining Environmental, Cultural Resource and Regulatory Compliance
OBJECTIVE 05
DEVELOP A SUSTAINABLE BROADBAND NETWORK
OBJECTIVE 06
SAFETY PERFORMANCE GOALS
OBJECTIVE 01
MAINTAIN A STRONG FINANCIAL POSITION
OBJECTIVE 02
2018 INTERIM TARGETS
2018 TARGET Electric System Liquidity Consolidated Return On Net Assets Consolidated Debt To Plant Ratio Consolidated Debt Service Coverage >=$155 MM >= 3.6% <= 63% > 1.80X $158.9 MM 2.9% 61% 1.87X Average System Availability Index (ASAI) Customer Average Interruption Index (CAIDI) Retail Customer Satisfaction Survey PRP Total Availability >= 99.97% < 150 MIN >= 85% 99.99% 12/12 Mo's 100 MIN TBD 10/12 Mo's Financial Statement Audit Performance WA State Audit Office Compliance Audit Performance
FERC / NERC / WECC Electric Reliability Compliance Performance Safety, Health, Cultural Resource & Hazardous Material Performance
Timeliness of All FERC and Regulatory Filings
UNQUALIFIED AUDIT OPINION NO AUDIT FINDINGS NO AUDIT FINDINGS ZERO VIOLATIONS ZERO LATE FILINGS
TBD TBD YES YES YES Retail Operating Ratio ‐ Adjusted "Peer Group of Excellence" Rate Index Ratio District Credit Rating <= 114% <= 100.0% >= AA3
(Moody's equivalent)111% N/A AA3 >= -4.1% TBD Zero Recordable Incident Rate 2.86 PROJECTED Return on Invested Capital
Powering our way of life.
Operate Responsibly by Attaining Environmental, Cultural Resource and Regulatory Compliance
Grant PUD Commission Meeting September 11, 2018
The Fish and Wildlife Business Unit uses technology, innovation, strategic thinking, good stakeholder relations and skilled negotiations to ensure we are achieving compliance with our Natural Resources regulatory requirements in a safe, cost efficient and biologically sound manner while helping to maintain the long-term financial health of the District.
No Recordable Incidents during Q1-Q3 - 2018; A total of 410 Job Briefs (as of 8/28/18); A total of 60 Job Site Reviews (as of 8/28/18); Goal =10%. Currently at 14.6%; 96.2% attendance at Environmental Affairs Safety
100%; Fish & Wildlife Business Unit has completed reviewing and updating 5 Job Hazard Assessments (JHAs) for critical tasks during 2018;
25.0% 8.0% 10.5% 8.9% 24.4% 35.5% 19.1% 23.1% 14.6%
0% 10% 20% 30% 40% 50% Jan Feb Mar Apr May Jun Jul Aug TOTAL
Fish & Wildlife Job Site Reviews - Updated 8/28/2018
94.1% 100.0% 88.0% 96.0% 96.0% 100.0% 100.0% 96.0% 96.2% 80% 85% 90% 95% 100% Jan Feb Mar Apr May Jun Jul Aug TOTAL
Fish & Wildlife Safety Meeting Attendance Updated 8/28/18
EA Other Target
Develop a cost-effective and biologically sound approach to achieve No-Net-Impact for summer subyearling Chinook (Eliminate NNI Contributions & Modify Survival Evaluation requirements 2020, 2021 & 2022); Evaluate potential cost-effective and biologically sound strategies to control costs for hatchery operation, maintenance, monitoring and evaluation programs; Complete analysis to determine if operating the Priest Rapids Hatchery (with GPUD employees) is a cost effective, biologically sound and prudent business decision; Develop strategy for hatchery recalculation (2023); Develop and implement strategy for ensuring that avian predation outside the project area is addressed by federal entities; Develop long-term plan and strategy for northern wormwood; Seek out opportunities to use existing information/data to reduce or modify unnecessary reporting and/or compliance requirements; Implement LEAN business practices/principles within the FW-BU
Develop a cost-effective and biologically sound approach to achieve No-Net-Impact for summer subyearling Chinook (Reduce or Eliminate NNI Contributions & Modify Survival Evaluation requirements 2020, 2021 & 2022);
Presenting proposal to PRCC to recalculate the NNI fund for summer subyearling Chinook; Presenting proposal to PRCC to defer summer subyearling Chinook to out years due to technology and life history strategies; Explore other means to achieve summer subyearling requirements (hatchery, habitat, concrete only evaluations, etc.)
Evaluate potential cost-effective and biologically sound strategies to control costs for hatchery
Analysis is substantially complete and does illustrate a cost savings. FW staff is currently reviewing analysis and performing QA/QC. FW staff developing list of SWOT; Need to schedule meeting with Sr. Manager & Managing Director
Goal: Efficient use of F&W storage space at the WMC warehouse; clear floor space of all non-essential items and target shelf space at no more than 90% full (allow 10% for new/incoming items).
Goal: Efficient use of F&W storage space at the WMC warehouse; clear floor space of all non-essential items and target shelf space at no more than 90% full (allow 10% for new/incoming items).
purchases and/or received cashiers check totaling $15,400.
Develop long-term plan and strategy for northern wormwood;
Per License Article 412, Grant PUD was required to develop and submit a Northern Wormwood Conservation Plan to FERC. After 10 years, Grant PUD was also required to update the plan in consultation with required external stakeholders and submit to FERC by Dec 31, 2018. Grant PUD required to provide recommendations for future efforts (data collection, management, research, etc.). The population of Northern wormwood at Beverly, Washington, has fallen to near-extinction levels. Extinction of the Beverly population in the very near term (ten years) is a very real possibility given the past performance, trajectory, and population declines. FW Staff working with USFWS and WADNR – Heritage Staff to refine existing conservation plan. Proposed Measures
Develop and implement strategy for ensuring that avian predation outside the project area is addressed by federal entities;
FW Staff working with USBOR to develop strategy to preclude Caspian terns from nesting on Goose Island in Potholes Reservoir. Utilize NNI Funds to address regional issues that can impact Grant PUD’s ability to maintain performance standards for “covered species” Provide formal letter to the Northwest Power Conservation Council (NWPCC) supporting amendments to the Fish and Wildlife Program for regional funding to control fish and avian predation
Crescent Island – McNary Pool Goose Island - Potholes Reservoir
NWCouncil.org
Develop strategy for hatchery recalculation (2023); Ongoing – Planning stages Seek out opportunities to use existing information/data to reduce or modify unnecessary reporting and/or compliance requirements; Continue to examine other areas to implement LEAN business practices/principles within the FW-BU (Possibilities); Report Management; Equipment Tracking/Audit System; PR Hatchery Operations;
File Boundary Adjustment for Nason Creek Acclimation Facility with FERC (May need to place
File twenty-eight annual reports and plans with various agencies; Completed and Submitted (to date)
FERC)
File thirteen reports related to mitigation sites;
Priest Rapids Project FERC License
NMFS 2008 Biological Opinion WADOE 401 Certification USFWS 2008 Biological Opinion Hanford Reach Fall Chinook Protection Program Priest Rapids Salmon and Steelhead Settlement Agreement
2018 Allocated Resources
Staffing – 15 FTRs & 10 FTEs
Budget
$12,911,095
$563,180
$1,972,625 2018 Total Budget $15,446,901
Net Decrease from 2017 = 1.0%
Operations and Maintenance = 83.6% Labor = 12.8% Cap = 3.6%
Category Budget Actuals ($) for month ending 7/31/18 Year-End Projection ($) Year-End Projection (%) O&M $12,911,095 $6,266,622 $13,202,235* 102.3% Capital $563,180 $6,621 $893,500** 158.7% Labor $1,972,625 $1,087,589 $1,875,567 95.1% Total $15,437,352 $7,360,832 $15,971,302 103.5%
*Projected to be overspent by $300,688. Overspending due to increased coho hatchery mitigation (~25K), predator removal program (~25k), outstanding costs associated with survival
evaluation (~$173K, received 2 invoices from vendor for acoustic tags, development of final report for PRCC and development of Standard Operation Manual for survival evaluation) and CPI adjustments for NNI Fund (~$78K).
**Projected to be overspent by ~$330,320. A majority of the overspending would be a direct result of addressing necessary contractual requires per the hatchery sharing agreement with
DPUD (Wells Modernization).
Achieved juvenile steelhead performance standards (>86.5%). Standards have also been achieved for yearling Chinook, sockeye and coho; Reduced No-Net-Impact (NNI) Fund Contributions by $403,420.40 annually for the term of the license for achieving steelhead standards; Reached long-term agreement with Yakama Nation and Priest Rapids Coordinating Committee on coho and performance standard schedule for above species (5 to 10 years); 10 year agreement reached with Priest Rapids Fish Forum
Wanapum Food Fish Bill signed by Governor Inslee. Allows Wanapum to fish for other freshwater food fish for ceremonial and subsistence purposes.
Finalized and submitted 10-year Total Dissolved Gas Compliance Report based on Washington Department of Ecology input. Continued implementation of hatchery production of ~8.3 million yearling and subyearling salmon and steelhead (10 different hatchery programs) and required monitoring and evaluation programs; Continued implementation of 35 separate Fish, Wildlife and Water Quality Programs; Continued contract management and oversight (~75 contracts); Continued implementation of vegetation management and mitigation planting program; Maintaining Strong External Stakeholder Relationships; Continued Support of the Wanapum Relationship.
Succession Planning; Employee Retention; Maintain balance between meeting compliance, stewardship and budget requirements; Intake Structures for Acclimation Facilities (Nason & Carlton) Hatchery Monitoring and Evaluation Program Fire Restoration Maintaining External Stakeholder Relationships
Powering our way of life.
Quarter 3 Commission Update 9/12/18
Powering our way of life.
potential effects of the PR right bank project on the Wanapum Indian Village.
their development projects while maintaining compliance with the license.
2018 Budget Actuals - 7/30 Q2-YEP CAP $90,000 $41,565.18 $90,000.00 O&M $1,147,065 $587,650.07 $988,065.00 Labor $1,914,797 $894,792.61 $1,551,203.13 OT $41,200 $24,643.00 $37,654.04 2018 Labor Budget Actuals - 7/30 Q2-YEP $1,155,590.00 $563,886.00 $1,014,464.18 $718,007.00 $306,264.00 $499,084.91 $41,200.00 $24,642.61 $37,654.04 Regular Other OT
to the Historic Properties Management Plan. Because the resources are in the MOP zone, there is essentially no additional burden related to management costs.
language program development.
District PA for Cultural Resources that was initiated on license issuance.
implementation
two positions that were recently vacated.
the students, Nathan Buck is working on a degree at UW, pursuing a double major in bioengineering and chemistry.
agencies regarding mitigation of project-related adverse effects to archaeological sites and Traditional Cultural Places.
We’ll begin analyzing the data to further refine our methods and to identify the most efficient survey parameters.
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