Safety Report February 2020 Incidents Reported Date Injury - PowerPoint PPT Presentation

Project Staffing Steering Committee SCOTT TOMLINSON, CCM VANIR Construction Management Executive Project Sponsor Director Selection POWER Grant PUD Schneider Avineon Field Audit Committee Engineers  Martin Roche  Anil Jayavarapu  Rick Jahoda  Brooks Kelly STANLEY CONSULTANTS Roles and Responsibilities Document

Project Staffing Steering Committee SCOTT TOMLINSON, CCM VANIR Construction Management Executive Project Sponsor Director Selection POWER Grant PUD Schneider Avineon Field Audit Committee Engineers  Vendor and Staff TBD STANLEY CONSULTANTS Roles and Responsibilities Document

High Level Project Plan Tasks 2020 2021 2022 M J J A S O N D J F M A M J J A S O N D J F M A M J Initiation (S/G/P/A) Analysis and Design (S/G/P/A) Build/Develop (S/G/P) SAT Planning (S/G/P) Install Test (S/G/P) Data Migration (A/G/P) System Testing (S/G/P) User Training (S/G/P) Go-Live (S/G/P/A) Field Audit Planning (G/F) Field Audit (G/F) Critical Path Schneider Electric – S Grant PUD – G POWER Engineers – P Avineon – A Field Audit - F

High Level Project Plan - Electric Tasks 2020 2021 2022 M J J A S O N D J F M A M J J A S O N D J F M A M J Initiation (S/G/P/A) Analysis and Design (S/G/P/A) Build/Develop (S/G/P) SAT Planning (S/G/P) Install Test (S/G/P) Data Migration (A/G/P) System Testing (S/G/P) User Training (S/G/P) Go-Live (S/G/P/A) Field Audit Planning (G/F) Field Audit (G/F) Schneider Electric – S Grant PUD – G POWER Engineers – P Avineon – A Field Audit - F

High Level Project Plan - Fiber Tasks 2020 2021 2022 M J J A S O N D J F M A M J J A S O N D J F M A M J Initiation (S/G/P/A) Analysis and Design (S/G/P/A) Build/Develop (S/G/P) SAT Planning (S/G/P) Install Test (S/G/P) Data Migration (A/G/P) System Testing (S/G/P) User Training (S/G/P) Go-Live (S/G/P/A) Field Audit Planning (G/F) Field Audit (G/F) Schneider Electric – S Grant PUD – G POWER Engineers – P Avineon – A Field Audit - F

Project Cash Flow Summary SCOTT TOMLINSON, CCM VANIR Construction Management STANLEY CONSULTANTS Appendix Packet Link – Project Cash Flow Summary

Project Economic Analysis - Overall Appendix Packet Link - Project Economic Analysis Support

Project Economic Analysis - Electric Appendix Packet Link - Project Economic Analysis Support

Project Economic Analysis – Fiber Appendix Packet Link - Project Economic Analysis Support

Capital Costs SCOTT TOMLINSON, CCM VANIR Construction Management Vendor Service Cost Uncertainty Schneider Electric Software and Implementation $ 1,404,148 +/- 10% POWER Engineers Staff Augmentation 830,000 +/- 10% Avineon Data Migration 479,000 +/- 40% Vendor TBD Field Audit 1,000,000 +90% / -10% Grant PUD Internal Labor 1,576,000 +/- 35% Total $ 5,289,148 $4.4M - $7.2M STANLEY CONSULTANTS

Capital Cost Uncertainty Analysis SCOTT TOMLINSON, SCOTT TOMLINSON, Schneider Electric CCM CCM VANIR Construction VANIR Construction Management Management +/-10% POWER Engineers +/-10% Avineon +/-40% Field Audit TBD +90% /-10% Internal Labor +/-35% STANLEY CONSULTANTS STANLEY CONSULTANTS Capital Cost Uncertainty Analysis

Project Affirmation Document SCOTT TOMLINSON, SCOTT TOMLINSON, CCM CCM VANIR Construction VANIR Construction Management Management STANLEY CONSULTANTS STANLEY CONSULTANTS PAD

Questions / Comments? SCOTT TOMLINSON, CCM VANIR Construction Management STANLEY CONSULTANTS

Powering our way of life.

Rate Schedule 17 2019 Update: Results and Recommendations Process Co-Leads: Clark Kaml and Louis Szablya Presented by: Louis Szablya and Baxter Gillette, Large Power Solutions February 25, 2020 Powering our way of life.

Resolution 8891 - Rate Schedule 17 (RS17)  Available to Evolving Industry (EI) customers  EI rate class criteria • No less than annually, a team composed of Grant PUD staff will review the El Rate Class to recommend if it is appropriate for a customer's industry to move into, or out of the El Rate Class • The team will be composed of representatives from Large Customer Care (now called Large Power Solutions), Customer Solutions, Engineering, Rates, and Finance/Accounting 2

RS17 Team Members Name Role Dave Churchman Executive Sponsor Louis Szablya*/Clark Kaml Co-Lead Large Power Solutions/Rates Baxter Gillette Update Manager** Terry McKenzie Customer Service Mike Facey Accounting Jesus Lopez Engineering Bonnie Overfield Finance Paul Dietz Risk Management *Prime ** Subject Matter Expert 3

RS 17 Update Team Charter Objectives  Concentration and EI Assessment • Assess for concentration risk • Requests from nascent uses or industries new to Grant PUD – active new electric service requests • Current EI Class – current load and future requests • Existing customers with nascent uses – current load and future requests • Then, as appropriate, assess the other criteria • Regulatory risk • Business risk (including nascency)  Assess if RS17 billing rates require adjustment • Update assumptions – current market conditions • Internal team discussion to confirm the model and assumptions • Replace any information, assumptions or data that is no longer available with available information, if necessary • Recalculate 2021 RS17 (the target rate) if any parameters have changed • Recommend changes to the RS17 billing rates or trajectory as appropriate 4

Industry or Use Assessment Concentration Risk

Evolving Industry Assessment  Determine what uses and / or industries to include in the Evolving Industry Class  For retail customers whose energy load activity and / or industry has meets the criteria established by resolution 8891 • Concentration Risk – the sum of existing loads plus new electric service request queue compared to total Grant PUD load • Business Risk – including price volatility of primary product, nascency and Porter’s Five Forces • Regulatory Risk - pending state or federal legislation or regulation and feedback from investment banks 6

Concentration Risk Threshold Concentration Threshold Calculation 2017 2019 % Change Load aMW 537.0 589.5 9.8% Queue MW 514.5 567.0 10.3% Sum 1,051.5 1,156.5 10.0% 5% 52.6 57.8 9.9% • There was only a 10% change in the concentration risk threshold since the original calculation • The size of the new electric service request queue changed proportionally between the two periods • The composition of the new electric service request queue has changed drastically with the Evolving Industry queue going from 402.0 MW to 89.5 MW while the traditional queue went from 112.5 MW to 477.5 MW • Recommendation – use 57.8 as the threshold number for the concentration risk calculation 7

Concentration Risk Assessment  All energy load Cryptocurrency Mining / Cryptomining activities and / or 450 410.7 402 industries within Grant 400 PUD’s service territory 350 were assessed 300 250 200 • Cryptomining is the 150 only nascent industry 112 89.5 that exceeds the 100 57.8 57.8 threshold of 57.8 50 22.5 8.7 0 2017 2019 Actual aMW Queue MW Total 5% Threshold 8

Industry or Use Assessment Business and Regulatory Risk

1 Nascent Industry Characteristics From Invention to Commercial Viability  Factors that affect nascency • Extensive parallel or sequential technological experiments • Bottlenecks and problems, which may not be well understood until after development of various versions of the entire system • Substantial efforts devoted to designing and establishing complementary systems • Commercial viability of a new industry may still not be evident until technological, demand, social, and institutional uncertainties are resolved.  From invention to first commercialization • 3 studies range 13.6 to 21.8 years average; range 1-140 years • Dropping over last century  From commercialization to commercial viability • Can take over a decade 1 Goldfarb, Brent. 2017. Time to Commercial Viability in Nascent Industries: A Historical Study. SSRN Electronic Journal. 10

Porter’s Five Forces THREAT OF SUBSTITUTE PRODUCTS BARGAINING POWER OF SUPPLIERS • Number of substitute products available • Number and size of suppliers • Buyer propensity to substitute • Uniqueness of each supplier’s • Relative price performance of product substitute • Company’s or industry’s ability to • Perceived level of product substitute RIVALRY AMONG differentiation EXISTING COMPETITORS a • Switching costs • Brand loyalty • Barriers to exit • Number of competitors • Diversity of competitors • Industry concentration BARGAINING POWER OF BUYERS THREAT OF NEW ENTRANTS • Quality differences • Barriers to entry • Switching costs • Number and size of customers • Economies of scale • Size of each customer order • Brand loyalty • Difference between competitors • Capital requirements • Price sensitivity • Cumulative experience • Buyer’s ability to substitute • Government policies • Buyer’s information availability • Access to distribution channels • Switching costs • Switching costs 11

Cryptocurrency: An Evolving Industry Although cryptocurrencies are expanding and resilient, they continue to be a volatile, evolving industry. THREAT OF SUBSTITUTE PRODUCTS BARGAINING POWER OF SUPPLIERS • Competing currencies, algorithms, and ASIC resistance • CPU to GPU to ASIC • Precious metals and fiat currencies • High machine turnover (efficiency • Governments, banks and and difficulty) companies • 20+ firms globally, $3-4B/yr in sales • Stablecoins and virtual banking RIVALRY AMONG EXISTING COMPETITORS a • Miners in pure competition • Mining pools concentrated • No brand loyalty to miners • Brand loyalty to BARGAINING POWER OF BUYERS THREAT OF NEW ENTRANTS currencies • Barriers to exit are low • Exchange listings: BTC on CME • Suppliers becoming competitors and ICE • Cryptojacking • 85% annualized volatility • Scandals: 51% attacks, wallet • Over 42 million blockchain wallets hacks, Ponzi schemes • Top 0.55% of wallets (150k) have 86% of BTC • 0.1% BTC purchase has sent prices up 20% • SEC repeated refusals to list ETFs 12

2019 Rate Schedule 17 Update  Current Evolving Industry uses and / or industries • Cryptocurrency mining  No new uses and / or industries were identified  Assessment of cryptomining • Concentration risk is greater than the 5% threshold • Business risk is high and qualifies it for the Evolving Industry Class • Regulatory risk was reviewed and not considered onerous at this time  Recommendation – Cryptocurrency / cryptomining should remain in the Evolving Industry Class 13

Pricing Model Review Rate Schedule 17 Billing Determinant Rates

Revisiting Rate Schedule 17  2017 methodology and models reviewed • Data sources – availability, quality and resolution • Confirm methodologies used and enhance where appropriate • Calculations verified  Assessed components of RS17-2017 • Three components are unchanged • Two components have had significant changes to inputs  Confirmed data sources and were able to improve resolution and separation of components to model better detail 15

RS17 Calculation Components Description Inputs Recommendation/Notes 1) Basic Energy 2017 COSA Unchanged 2) Transmission Acceleration Capital Costs Unchanged Load-Duration Study Adopt Load-Duration Study Peak Load Study Adopt Peak Load Study Coincidental Peak* Use Coincidental Peak Studied* Strike, Market Use Calculated EI and Embedded Volatility Unchanged based on NEPOOL Data 3) Distribution System Engineering Estimate Unchanged 4) Lost Retail Revenue Retail Rate Calculation Use State-level Competitive Analysis* Recovery Wholesale Prices Update Price Data* Retail Load Use Updated Actual Loads Probability of Departure* Adopt Enhanced and Updated Spread Analysis 5) Additional Assessment % Commission Unchanged *Enhancement 16

Transmission Acceleration  Assessed the timing when new transmission capacity is needed on a pro-forma basis  Potential transmission projects unchanged • The timing of need is independent of the timing to construct facilities • Transmission capital cost is a proxy to calculate rate impacts and is not tied to or associated with any specific planned construction project  Assessed the expected cost of acceleration on rates • Two inputs have greatest impact • Size of the queue and • Time when incremental transmission is needed with Evolving Industry compared to without it • Added a module that calculates impact as a function of size and timing • Uses forecast information • Uses estimate of coincidental peak (enhancement) • Allows for different System and Evolving Industry characteristics and queues 17

Timing of Need – Non-Coincidental jpg 75.9 + 1,408.2 = 1,484.1 2023 Peak = 75.9 MW 2023 Peak = 1,408.2 MW 18

Timing of Need – Coincidental 19

Transmission Call EI Impact - Minimal 2023 – 12.74% 2022 - 0.99% 20

Calculation of Transmission Acceleration  Basic components • Cost per MWh of embedded transmission for all customers - unchanged • Cost per MWh of incremental transmission allocated between System use and Evolving Industry pro-forma use - enhancement • EI Loads use the transmission first, system takes advantage of unused capacity - enhancement • Capital cost of incremental transmission projects - unchanged • Black-76 Model inputs using direct data or proxy data - unchanged  Transmission acceleration RS 17 Transmission Acceleration ($/kWh) 17a Proposed $ 0.001921 Original $ 0.019200 Change $ (0.017279) Percent Change (90.0%) 21

Departure Cost Due to Competition  Lost revenue recovery • 12 month period studied to match Grant PUD’s 12 month hedge horizon - unchanged • Expected revenues based on RS17 retail forecasted sales - unchanged • Loss of revenue mitigated by selling undelivered retail energy wholesale - unchanged • Wholesale value is 12-month, 24 x 7 x 365, delivered at Mid-Columbia strip - unchanged • Wholesale price is Heavy Load and Light Load weighted average - unchanged  Expected retail revenue • Retail revenues at the typical Evolving Industry load factor – unchanged (load factor updated)  Competitive markets • Increased resolution to state level competition - enhancement • Included data back to 2010 - enhancement 22

Departure Cost Due to Competition  Departure probability • Based on the competitive state identified – enhancement over regional • Uses historic volatility of Washington State and the state identified – enhanced by using longer history • Specific calculation of monthly departure verses annual – enhancement but minor impact  Revenue recovery due to departure Rate Schedule 17 Departure Due to Competition Recovery ($/kWh) Revenue Recovery 17a 17b Proposed $ 0.016836 $ 0.003963 Original $ 0.022200 $ 0.011000 Change $ (0.005364) $ (0.007037) Percent Change (24.2%) (64.0%) 23

Overall Rate Recalculation (2021 rate) Rate Schedule 17 Proposed 2019 Update ($/kWh) Rate Schedule 17b Rate Schedule 17ar & 17ac 31.00% Assigned Additional Assessment 31.00% Assigned Additional Assessment $0.028068 Rate 14 Cost to Serve $0.063100 Blended (RS 1 &2) Cost to Serve $0.001921 Transmission Acceleration $0.001921 Transmission Acceleration $0.003365 Distribution Adder $0.003365 Distribution Adder $0.003963 Departure Liquidation Cost $0.016836 Departure Liquidation Cost $0.011568 Additional Assessment $0.026419 Additional Assessment $ 0.048885 Target for RS17b $ 0.111641 Target for RS17a $0.060610 11/25/2019 Workshop $ 0.106500 11/25/2019 Workshop $0.080800 Original 2021 Target $0.138200 Original 2021 Target 24

Comparison to Current RS 17 Rate Schedule 17 Proposed 2019 Update ($/kWh) Rate Schedule 17a Rate Schedule 17b Proposed November Original Component Proposed November Original Component 31.00% 31.00% 31.00% Assigned Additional Assessment 31.00% 31.00% 31.00% Assigned Additional Assessment $0.063100 $0.063100 $0.060700 Blended (RS 1 &2) Cost to Serve $0.028068 $0.028068 $0.028100 Rate 14 Cost to Serve $0.001921 $0.000749 $0.019200 Transmission Acceleration $0.001921 $0.000749 $0.019200 Transmission Acceleration* $0.003365 $0.003365 $0.003400 Distribution Adder $0.003365 $0.003365 $0.003400 Distribution Adder $0.016836 $0.014086 $0.022200 Departure Liquidation Cost $0.003963 $0.014086 $0.011000 Departure Liquidation Cost** $0.026419 $0.025203 $0.032705 Additional Assessment $0.011568 $0.014343 $0.019116 Additional Assessment $ 0.111641 $ 0.106503 $ 0.138205 Target for RS17a $ 0.048885 $ 0.060611 $ 0.080781 Target for RS17b 25 Dimmed text shows unchanged components

Current Rate Schedule 17 Current RS 17 Current RS17a RS17b 2019 2020 2021 2019 2020 2021 Base $5.00 $7.50 $10.00 $500.00 $750.00 $1,000.00 Energy $0.054480 $0.081650 $0.122090 $0.022190 $0.024650 $0.035180 Demand $8.00 $19.00 $30.00 Proforma Customer RS17a RS17b 2019 2020 2021 2019 2020 2021 Base $152.08 $228.13 $304.17 $500.00 $750.00 $1,000.00 Energy $1,103.63 $1,654.02 $2,473.24 $30,081.56 $33,416.43 $47,691.27 Demand $0.00 $0.00 $0.00 $16,000.00 $38,000.00 $60,000.00 Bill Total $1,255.71 $1,882.15 $2,777.40 $46,581.56 $72,166.43 $108,691.27 All-in Rate $0.061988 $0.092911 $0.137105 $0.034361 $0.053234 $0.080177 Target $0.138200 $0.080800 26

Recommended Rate Schedule 17 Current RS 17 Recommended RS 17 Current Recommended RS17a RS17b RS17a RS17b 2019 2020 2021 2019 2020 2021 2019 2020 2021 2019 2020 2021 Base $5.00 $7.50 $10.00 $500.00 $750.00 $1,000.00 Base $5.00 $7.50 $10.00 $500.00 $750.00 $1,000.00 Energy $0.054480 $0.081650 $0.122090 $0.022190 $0.024650 $0.035180 Energy $0.054480 $0.075588 $0.096626 $0.022190 $0.013039 $0.003888 Demand $8.00 $19.00 $30.00 Demand - - - $8.00 $19.00 $30.00 Proforma Customer Proforma Customer RS17a RS17b RS17a RS17b 2019 2020 2021 2019 2020 2021 2019 2020 2021 2019 2020 2021 Base $152.08 $228.13 $304.17 $500.00 $750.00 $1,000.00 Base $152.08 $228.13 $304.17 $500.00 $750.00 $1,000.00 Energy $1,103.63 $1,531.23 $1,957.40 $30,081.56 $17,676.14 $5,270.71 Energy $1,103.63 $1,654.02 $2,473.24 $30,081.56 $33,416.43 $47,691.27 Demand $0.00 $0.00 $0.00 $16,000.00 $38,000.00 $60,000.00 Demand $0.00 $0.00 $0.00 $16,000.00 $38,000.00 $60,000.00 Bill Total $1,255.71 $1,882.15 $2,777.40 $46,581.56 $72,166.43 $108,691.27 Bill Total $1,255.71 $1,759.36 $2,261.57 $46,581.56 $56,426.14 $66,270.71 All-in Rate $0.061988 $0.092911 $0.137105 $0.034361 $0.053234 $0.080177 All-in Rate $0.061988 $0.086850 $0.111641 $0.034361 $0.041623 $0.048885 Target $0.138200 $0.080800 Target $0.111641 $0.048885 27

2019 RS 17 Update Team Findings  Confirmed cryptocurrency mining / cryptocurrency should remain in the Evolving Industry Class  No new energy load activity and / or industries meet the concentration threshold  It is appropriate to update the rates for the energy billing determinants  The impact of the Evolving Industry Class on the need for incremental transmission given the current loads and queues is less than 12 months  State level retail competition is at a par with Grant PUD for the most competitive states as evidenced by some cryptomining companies opening new facilities in the competing states 28

2019 RS 17 Update Team Recommendations  Updated Rate Schedule 17 as recommended by the 2019 Rate Schedule 17 Update Team  Review the energy component of the rate annually in addition to the inclusion or removal of certain energy load activity and / or industry from the Evolving Industry Class  Adopt a resolution implementing the recommended rates 29

Powering our way of life.

1

 The RPIC administers the District 401(a) and 457(b) deferred compensation plans  Members of the committee are appointed by the Manager (some District positions require committee membership).  Current Members: ◦ Jeffery Bishop, Chief Financial Officer* ◦ Darla Stevens, Manager of Human Resources* ◦ Dmitriy Turchik, District Auditor* ◦ Brian Owens, Manager appointee ◦ Rod Noteboom, Manager appointee ◦ Dawn Woodward, Retiree, Manager appointee *Required committee members 2

 Supplemental retirement and/or post employment income  Part of overall compensation package of a competitive employer  Tax advantages  Many employees do not work at Grant for a full career ◦ Deferred comp is more portable than a pension ◦ All funds in deferred comp are immediately vested

 A 401(a) plan is a Governmental Profit-Sharing retirement plan that is set up by an employer. The plan allows for contributions by the employer, the employee or both. Contribution amounts are either dollar-based or percentage-based and the sponsoring employer establishes eligibility and the vesting schedule. Withdrawals incur a 10% federal penalty unless the employee is 59 1/2, dies, retires, is disabled or rolls over the funds into a qualified IRA or retirement plan.  A 457(b) plan is a deferred compensation plan established by state and local governments and tax-exempt governments and tax-exempt employers. Eligible employees are allowed to make salary deferral contributions to the 457 plan. Earnings grow on a tax-deferred basis and contributions are not taxed until the assets are distributed from the plan. 4

 401(a): Eligible participants choose a contribution percentage within 60 days of fulltime regular employment status. Beginning 4/1/2020 an employee can choose a contribution percentage from 1% to 20% (of gross pay). The current limits are from 4% to 20% of gross pay. This is an irrevocable election that cannot be changed or inactivated. Beginning 12/27/2019 all employees began to receive a 3% contribution from the District that is not dependent on an employee contribution.  457(b): Eligible participants may elect any amount (flat amount or percentage) and may change their contribution any time throughout the year. The current Federal annual limit is $19,500 (age 50 and over annual limit is $26,000). 5

 Currently - total plan fees are 10.5 basis points (0.105%) ◦ ICMA Share 6.4 bps ◦ District Share 4.1 bps  Beginning 4/1/2020 – total plan fees will be $88 per account per year ◦ ICMA Share $54 ◦ District Share $34 These fees are for the operation of the plan and do not include the management fees charged by the funds in the plan 6

457(b) 401(a) Eligible Employees 648 648 As of 12/12/19 Participating Employees 446 563* As of 12/31/19 Percent Participation 69% 87% Approximate due to dates shown above Total Participants including those not 698 784 As of 12/31/19 currently employed by the District Number of Investment Options 30 30 As of 12/31/19 Plan Balance on 12/31/19 $70,835,40 $60,331,928 *401 participation does not include the added accounts on 12/27/19 where all employees receive a contribution. These accounts had zero balance on 12/27/19. Participation in the 401 is now 100% 7

Su Summary of of s some ome of of th the is issues addre ddressed by by th the I IPS  Purpose Statement ◦ establishes and implements policy to assist in selection and monitoring of investment options  Role of the Deferred Compensation Committee ◦ meets quarterly to develop and implement investment policies ◦ reviews, adds and removes investment providers and investment options ◦ select investment advisors, managers, or consultants to assist Committee  Role of Investment Adviser ◦ recommendations and insights on investment policies ◦ Information and advice on fund performance and other relevant metrics ◦ Review plan utilization ◦ Review plan communications ◦ Guidance on changes to law, public policy, and market circumstances ◦ Guidance on a variety of topics related to the operation of the plan 8

Su Summary of of s some ome of of th the is issues addre ddressed by by th the I IPS  Design of investment menu ◦ Track Record Fund management personnel Performance Adherence to stated investment style Risk adjusted return Fees and expenses  Criteria for monitoring, adding and removing funds 9

 The District uses ICMA-RC for record keeping, educational, and outreach services.  The ICMA-RC contract is re-evaluated on a regular basis and the committee can choose to change the record keeper upon conclusion of the contract term.  Tasks performed by the record keeper include  Individual account recordkeeping  Contribution and distribution administration  Fund transfers  Loans  Fee collection  General communication  Education and outreach  One on one participant consultations including financial planning 10

 The committee utilizes a consultant to ensure the District is following best practices for deferred compensation plans.  Cammack Larhette Advisors, LLC is our advisor. Cammack’s advise includes but is not limited to:  Regulations  Monitoring the investment performance  Investment menu including changes to funds in the plan  Fees  Communication with participants  Following the IPS  New legislation and issues that need to be addressed 11

 District and individual committee members have fiduciary responsibility.  The Commission has fiduciary responsibility based on global oversight of District activities.  The District provides insurance to cover fiduciary responsibly of the District and the individual employees who are fiduciaries.  The District has an indemnification resolution #3311.  Advisor also carries insurance and acts as a co-fiduciary. 12

 Participants may keep their accounts in the District program during retirement  Total fees within the District program will typically be much lower than fees in a managed account.  Fund fees will typically be lower in the District program compared to a discount broker since the District program has access to institutional shares, which have lower fees for the exact same fund compared to shares available to individual investors  The District is able to negotiate lower institutional share fees with higher balances, and thus all the participants benefit when retirees keep their funds in the District program. 13

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Project Management Office Quarterly Commission Update 2/25/2020 Powering our way of life.

2020 Q1 Review • Purpose and Goal • Structure and Personnel • Safety Update • Budget Update • Department Updates • 2019 Accomplishments • 2020 Initiatives • 2020 Projects

Acronym List • ET Enterprise Technology • PMO Project Management Office • PP Power Production • PD Power Delivery

Department Purpose and Goal Project Management Office = Strategy Execution Office Purpose • Provide a framework that will support all stakeholder and projects teams to improve the probability of successful project delivery, ultimately creating greater business value to Grant PUD. • Over time, the PMO will become the source for guidance, documentation and metrics for the practices involved in managing and implementing projects within Grant PUD. Goal • Cultivate a business driven PMO that enables consistent, reliable data and outcomes • Standardized business driven project management framework • Consistent and reliable project health data and outcomes • Project resourcing and training The success of the PMO is derived exclusively from achieving greater business value to the utility.

Structure and Personnel Senior Manager PMO Julie Pyper Manager Power Project Services Lead Project Manager IT Manager Power Production Business Administrative Supervisor Manager Projects Delivery Projects Analysts Assistant Dustin Bennett Randy Weisheit Chris Roseburg Russ Seiler Aaron Kuntz Project Administrative Project Managers Project Manager Coordinators Assistant Project Project Construction Project Managers Coordinators Coordinators Inspectors Outage Coordinator Senior Training Coordinator

Safety Update: Safety Meetings Attendance Goal = 100% Annual Average = 96%

Safety Update: Job Site Review s • Projects Managers • Minimum 2 per active project per month • Inspectors • Minimum of 1 per month per assigned project • Enterprise Technology projects • Requirement to do is on a project by project basis • Next QBR provide year to date data

Safety Update • Q4 2019 Recordable incidents • Zero • Q4 2019 Vehicle incidents • Zero • Emphasis on job site reviews and contractor safety • Goal: increase quality of job site reviews, recognize good behavior/conditions, suggestions for areas of improvement

2019 Budget versus Actuals CAPITAL O&M TOTAL BUDGET $34,928,995 $148,805 $35,077,800 DIRECTS ACTUAL $36,270,110 $182,779 $36,452,889 % SPENT 104% 123% 104% BUDGET $2,256,934 $911,914 $3,168,848 LABOR ACTUAL $1,941,466 $1,257,831 $3,199,297 % SPENT 86% 138% 101% BUDGET $37,185,929 $1,060,720 $38,246,649 TOTAL ACTUAL $38,211,576 $1,440,610 $39,652,186 % SPENT 103% 136% 104% * Preliminary December Actuals

Enterprise Technology Chris Roseburg - Manager

Department Services & Team • Responsible for delivery and oversight of the enterprise technology roadmap of projects, including development of the organizational change management capability for the PMO. • Team Composition • (1) Project Manager • (2) Project Coordinators, (1) temporary Project Coordinator • (1) Organizational Change Management Practitioner • (4) Contracted Project Managers

2019 Accomplishments • AMP - Automated Metering Program completed and transitioned to O&M. • ARCOS Mobile Workbench – Replaced the Trouble Reporting System and delivered the capability to electronically assign work to field crews. • myHR – First phase of the Human Capital Management System (HCMS) project went live for core HR and Payroll. • Oracle CCS – Kicked off the customer and billing system upgrade to migrate from an in-house to a cloud solution. • ESRI GIS – Completed and RFP to select a electric and fiber GIS and work order design solution. • Office365 Migration – Launched the migration of the Microsoft business line technology and application stack to the Office365 cloud platform.

2020 Initiatives • Development of the Enterprise Technology components of the PMO standardized project framework. • Develop a pilot Agile project management treatment for technology projects. • Mature the PMO Organizational Change Management (OCM) capability and integrate it with the PMO project framework. • Develop standardized onboarding plan for contractors to improve process efficiency.

2020 Projects • Oracle CCS – CIS migration projected to go-live of September 2020. • ESRI GIS and Work Order Design – Project initiation, planning, and implementation scheduled to commence in Q1 2020. • myHR – Completion of final project phases for HCMS. Currently projected to complete in early Q3 2020. • Office365 Migration – Complete the migration of the SharePoint platform and remaining in-house infrastructure to the Office 365 cloud. Projected to complete in late Q3 2020.

Pow er Delivery Russ Seiler - Manager

Team Sheila Wald Greg Cardwell Jeremy Conner David Klinkenberg Vangie Crago

2019 Accomplishments Fiber Buildout • Added 150 miles of Fiber Plant • 2,500 New Passings Design Build 2 • Owner’s Engineer Selection • State Project Review Committee Randolph Rd Sub • Design-Builder Selection

2020 Initiatives • Technical Project Management • Contractor Safety • Project Delivery

2020 Projects (Q1 and Q2) Design Build 2 Quincy Fiber Buildout Transmission • Design, Procurement • Complete 2019 Expansion Builds • Negotiate “Guaranteed • Design, • Line Route Selection Maximum Price” Procurement, • Project Scoping, Permitting for 2020 • Break Ground in Planning Builds Early Summer • Property Rights • Break Ground on Planning 2020 Builds in April