Safety Report January 2019 Incidents Reported Date Injury - - PowerPoint PPT Presentation

Safety Report January 2019

Incidents Reported

Date Injury Description: Causes: Prevention: 12-3-18 Back Employee Had back spasm and was

• incapacitated. EMS was called as a

precaution Previous condition Employee is in active treatment with primary care physician

Monthly and Year to Date

2018 December YTD Total Incidents Reported 1 57 Recordable Case(s) 4 Restricted Duty Case(s) 4 Lost Workday Case(s) 11

Vehicle Incidents

Date Vehicle Driver’s Account: Prevention

12-17-18 284 Employee was backing up truck 284 down a dirt road didn't see low profile panel and backed into panel knocking it over. Panel was still energized so used caution tape to mark off area and contact electricians. 360, spotter, fog 12-18-18 317 Truck was on a lift for maintenance was lowered on to a loose tire that was near the lift causing it to dent the side of the bed. Proper pre-planning, walk around the lift to ensure all is clear before lowering the vehicle. 12-18-18 321 ​While re-attaching auger assembly to main boom after disassembly, miss-judged clearance to ladder and hooked bottom

• f leg with auger teeth, sustained damage to bottom of ladder, no

damage to auger. Try and clear all items around the area to aide in the ease of disassembly and re-assembly of components.

Close Calls

Date Location Description

12-21-18 ESC During annual inspection, found foreign material on fiber glass section of boom that could affect the dielectric protection for employees and equipment. several action items will be completed after investigation is complete. 12-21-18 Quincy Chutes Stop work authority was given to a contract crew working inside the pen stock, contractors had no Confined space training and lack of required switching and clearance training and access.

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

41 10 41 4 4 11

Injury/Illness INCIDENT RATES (0.0 is the Ultimate Goal!) 2017 (Year End) 2018

12 mo. Rolling AVG*

Total OSHA Recordable Case (Levels 3,4,5) Rate 5.0 2.8* Lost Time Case (Levels 4&5) Rate 0.8 1.2

Employee Safety

2018 incidents Year to Date Summary - January

2018

2017

34 3 48 19 4 7

Leading & Lagging Indicators

12 Month Rolling – Recordable Injury Rate 2017 vs. 2018

4.7 4.6 4.5 4.6 5.0 4.4 4.9 4.8 5.1 5.2 5.0 5.0 4.6 3.9 3.8 3.8 3.4 3.1 3.6 2.9 2.7 2.0 2.8 2.8

0.0 1.0 2.0 3.0 4.0 5.0 6.0

Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec 2017 2018 Linear (2017) Linear (2018)

Accident Prevention Program Training

Mandatory training on Accident Prevention Program (APP) will be pushed out through LMS training notification email. This training applies to ALL Grant PUD employees. Training must be completed within 30 days of receiving the LMS training notification email. This short training will assist you with information about Grant PUD’s Accident Prevention Program (APP). The training will cover the following:

• What is an APP
• Cardinal Rules
• Where to find the APP
• Your responsibilities as a Grant PUD employee.

Safety Manual Updates:

Document # Title Status Training

SA111104-POL Substation Entry Under Review Under Development SA000003-POL Heat Stress Under Review SA111108-POL Fall Protection Program Under Review SA000002-POL Agency Inspections Under Review SA-11107-PRG Trenching and Excavation Under Review SA121213-POL Hot Work Under Review SA000015-POL Departmental Safety Meetings Under Review SA000016-POL Safety Committees Awaiting Review SA000005-POL Reporting Injuries Awaiting Review SA111112-PRG Hearing Conservation Program Awaiting Review SA010101-PRG Fire Prevention Program Awaiting Review SA020206-POL Evacuating A Grant PUD Facility Awaiting Review SA111101-PRG Asbestos Program Awaiting Review SA111123-POL Crane, Derrick, Hoist Awaiting Review SA111102-POL Hazard Communications Awaiting Review SA111120-POL Respiratory Protection Program Awaiting Review SA111100-POL Handling and Use of Sulfur Hexafluoride (SF6) Awaiting Review

Powering our way of life.

Thank You

Powering our way of life.

Dam Safety

and Emergency Action Planning

Commission Presentation - January 2019

• Team Members:
• Ian Hunter – Chief Dam Safety Engineer (Engineering and EAP Supervisor)
• Rebecca Simpson – Dam Safety Engineer & EAP Coordinator
• George Thompson – Dam Safety Engineer
• Brandon Little – Dam Safety Engineer
• Lori Davis – Administrative Assistant and EAP Support
• Dave Mishalanie (Contractor) – Dam Safety Engineer

Dam Safety Engineering Department

What is Dam Safety?

• To ensure our hydroelectric projects continue to remain

structurally stable and safe for operation through on-going surveillance and monitoring activities, visual inspections and a wide-range of engineering studies and analyses.

• Manage and Implement our Emergency Action Plan

Owner’s Dam Safety Program

• What is an “Owner’s Dam Safety Program” and why is it important?
• ODSP Audit (Peer Review)
• Conducted by three external peer reviewers
• Documentation review, site visit, anonymous questionnaire, staff interviews and findings report
• Initial findings
• Next steps

ODSP Audit Contributions

• Dale Campbell – Lead
• Kevin Nordt, Kevin Marshall, Rich Wallen – Management
• Mindy Johnston, Mark Beattie, Jack Mizner, Steve Warner, Ty Ehrman, Ben

Pearson, Sally Morgan and Miguel Rubio – Operations

• Rebecca Simpson, George Thompson, Brandon Little and Dave Mishalanie –

Dam Safety Engineering

• Steve Frazier, Tammi Kassman, Matt Clark and Jeff Thorpe – Engineering

Technicians

• Fallon Long and George Hainer – Security
• Ross Hendrick – Environmental Compliance
• Lisa Reyes – Administrative and Logistics

Dam Safety - Ongoing tasks & responsibilities

• Emergency Action Plan
• Annual spillway gate testing and certification
• Operator and engineering technician training
• Surveillance and monitoring data collection and reporting
• Annual FERC inspections
• Dam Safety Engineering Callouts

Current Dam Safety Studies/Analyses

• Seismic stability analysis of concrete structures
• Priest Rapids spillway stability and conceptual remediation
• Priest Rapids spillway root cause analysis
• Priest Rapids Part 12 Inspection (2019)
• Wanapum left embankment seismic analysis

Current & Upcoming Dam Safety Projects

• Wanapum future unit intake piezometer installation
• Spillway monolith 14 lift joint drains
• 10-year spillway gate inspection
• Wanapum and Priest Rapids foundation drain cleaning program
• Priest Rapids Right Embankment Improvement Project
• Priest Rapids spillway structural improvements

Powering our way of life.

Quarterly Business Report – January 22, 2019

Power Delivery

Outline

• Purpose and Goal
• Structure and Personnel
• Safety Performance
• Operational Performance
• Budget to Actuals
• Major Initiatives
• Challenges

Purpose: Provide

• ur

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

• perational excellence with continual focus on our values of safety,

innovation, service, teamwork, respect, integrity and heritage.

Purpose and Goal

Managing Director Power Delivery (Jeff Grizzel)

Administrative Assistant Darlene Brooks

Senior Manager Construction & Maintenance (Mike Tongue) Manager Dispatch (Jesus Lopez) Senior Manager Power Delivery Engineering (OPEN) Manager Control Systems Engineering (Jeff Mettler)

• Line Department
• Electric Shop
• Fiber & Electronics
• Systems Planning &

Standards

• Transmission,

Substation & Automation

• Customer &

Distribution Engineering

• Dispatch
• Control Systems

Structure and Personnel

75% 80% 85% 90% 95% 100% July August September October November December

Attendance Month

2018 Safety Meeting Attendance

Safety Performance

Safety Performance

July – December 2018 7 5

Construction & Maintenance

Operational Performance

Operational Performance

Preliminary 2018 Budget to Actuals

CAPITAL O&M

BUDGET $37,170,262.00

DIRECTS

$5,700,998.00 ACTUAL $17,324,091.00 $5,902,288.00 REMAINING $19,846,171.00

• $201,290.00

BUDGET $5,618,652.00

LABOR

$14,558,889.00 ACTUAL $5,879,017.00 $14,790,301.00 REMAINING

• $260,365.00
• $231,412.00

BUDGET $42,788,914.00

TOTAL

$20,259,887.00 ACTUAL $23,203,108.00 $20,692,589.00 REMAINING $19,585,806.00

• $432,702.00

• Engineering

► Mountain View Substation Expansion

■ Two new transformers to serve Microsoft ■ Material delays, but project still on schedule (3/30 and 6/30)

► Quincy Transmission Studies

■ 6 customer requests for service totaling 140 MW ■ Plans of Service and System Impact Study in progress

► Design-Build #2

■ Driven by customer load growth and system growth ■ In process of hiring Owner’s Engineer to support internal staff

Major Initiatives

Major Initiatives

• Engineering

► Wheeler Substation Transformer Failure

■ December 26; testing verified internal short circuit/failure ■ Distribution work to balance loads; new transformer by 6/1

► Rocky Ford-Larson #2 Transmission Line

■ Delay due to misstep in securing circuit breaker and problems with original RTU ■ New RTU installed; end-to-end testing 1/28; energize week of 2/5

► Fill Senior Manager of Power Delivery Engineering position

■ No later than 3/31

Major Initiatives

• Construction & Maintenance

► ARCOS implementation

■ Mobile workforce solution – more efficient deployment of crews

► Min/Max implementation

■ Electronic maintenance tracking & documentation

• Dispatch

► Reliability coordination services transition (PEAK to CAISO)

• Control Systems

► Two-dam operation

■ Transition from hourly coordination to independent operations

Challenges

• Load Growth

► Large industrial growth

■ Resource shifting (Engineering, Construction & Maintenance)

► Residential growth

■ Higher than average staff turnover in Construction & Maintenance ■ Increased time to connect customers (+ 2 weeks)

• Maintaining Focus on Maintenance
• Aging Infrastructure

► 33 Transformers > 30 years old (expected life = 40 years) ► Must begin long-term planning & budgeting for replacement

Challenges

• Office Space – Quality & Quantity

► Ephrata Service Center ► Ephrata Headquarters

• Maintaining Focus on Safety

► Substantial progress over past 3 years

■ Leading indicators – meeting attendance, JSRs, perception survey ■ Lagging indicators – recordable incident rate

► Growth & associated workload = potential to distract

Powering our way of life.

Wholesale Fiber Q4 2018 Business Report

Business Unit Value, Mission, Vision

We exist to provide every Grant County resident with access to a reliable and competitive fiber optic connection.

VALUE MISSION VISION

To improve the quality of life for the communities we serve through increased access to competitive fiber optic internet services. The Wholesale Fiber Optic Business Unit exists to complete and maintain a sustainable wholesale fiber optic network (Strategic Plan Objective 6).

2018 Priorities & Outcomes

PRIORITY: Build the Operating Unit

• Outcome: Resource-loaded Full Time Regular (FTR) plan &

Service Level assurance

PRIORITY: Determine Expansion Parameters & Sequence

• Outcome: Develop & agree upon expansion parameters to

include both funding triggers & sequencing

PRIORITY: Expand the Network

• Outcome: Build out ML5
• Outcome: Build out George
• Outcome: Add 1,200 new fiber subscribers across the network

PRIORITY: Identify partnerships for marketing & expansion

• Outcome: Service provider interaction
• Outcome: Community engagement

Done George construction pending Hut Delivery (Building that houses electronics), ML5 completion delayed until Q1. (Supply Chain delays) Added 1,914 new subs. Done Done

2018 Priorities & Outcomes

PRIORITY: Routine ISP Support/Interaction

• Outcome: Set individual meetings with every service

provider and develop consistent service provider meetings quarterly

PRIORITY: Data Integrity, Data Visualization

• Outcome: Identify what to measure and how it will

consistently & transparently displayed

PRIORITY: Identify & Secure Alternative Funding Sources

• Outcome: Add at least $250,000 in revenue to finance

expansion

PRIORITY: Grow Subscribers in Warden

• Outcome: Engage service providers to move into Warden

with marketing and customer support

• Outcome: Increase take-rate in Warden by 10%

Done Done Added $237,000 in Contributions in Aid of Construction and $200,000 from Microsoft. Warden take-rate grew by 28%. From 197 to 252 at YE.

2019 Priorities & Outcomes

PRIORITY 1: Expand the Network

• Outcome: Completion of construction in areas 1-9 in sequence.

PRIORITY 2: Identify updated Return on Invested Capital (ROIC) target or alternative.

• Outcome: Identify transparent overall success metric for network by end of Q1.

PRIORITY 3: Technological Roadmap

• Outcome: Work with CTO to develop multiyear technological roadmap for network by end of Q1.

PRIORITY 4: Achieve Average System Uptime

• Outcome: Meet or exceed 99.97% average system uptime at the hub level. Excluding scheduled maintenance windows. After actions complete

following outages.

PRIORITY 5: 56.5% Take Rate

• Outcome: Achieve an overall network take-rate of 56.5%
• Outcome: Ensure that every community achieves an overall take rate of at least 50% by end of 2019. (Mardon, Quincy, Wilson Creek, George)

PRIORITY 6: Service Provider Tools

• Outcome: Providers have real-time access to their customer Gateway Status as up/down.
• Outcome: Providers have ability to provision/deprovision (Activate, Deactivate) customers.

Budget to Actuals

Annual Budget Q4 Actuals % Spend CAP- Connect the Customer $3,100,000 $3,217,286 104% CAP- Expansion* $7,000,000 $4,644,104 66% O&M $756,562 $564,532 75% TOTAL $10,856,562 $8,425,922 78%

Figures as of Jan. 09, 2019 SSRS report. *CAP-Expansion figure includes labor

Historic Take Rates

0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00% 2013 2014 2015 2016 2017 2018 Take Rate

23% in 5 years

Customer Take Rate

• 16,681subscribers

currently, (53.89%) as of

• Dec. 31, 2018.
• Added 1,914 new

customers in 2018. Results in over $660k in new annual billed revenue.

Area Potential Subscribers Actual Subscribers Particpation Actual Growth for

• Dec. ‘18

YTD Growth Coulee City 302 153 50.66%

• 2
• 3

Desert Air 1115 754 67.62% 1 70 Electric City 660 398 60.30%

• 1

43 Ephrata 3627 2470 68.10% 17 140 Grand Coulee 663 387 58.37% 5 27 Hartline 116 68 58.62% 3 Hydro 46 28 60.87%

• 1

1 Mardon 630 262 41.59% 3 44 Mattawa 1082 836 77.26% 3 63 Moses Lake 15745 8152 51.78% 79 1094 Quincy 2764 1248 45.15% 16 183 Royal City 732 397 54.23% 2 74 Soap Lake 2279 1143 50.15%

• 1

98 Warden 931 252 27.07% 3 55 Wilson Creek 163 74 45.40% 1 4 George-Burke 101 59 58.42%

• 1

18

30,956 16,681 53.89% 124 1,914

Billed Revenue by Service

YE 2017 billed revenue comparison: $7,020,494

Q4 2018: 8,447,101

2018 Revenue Target: $7,832,000

Basic Access , $4,090,749.63 , 58% Premium Access, $342,145.92 , 5% Upstream Internet, $139,157.62 , 2% Port Charges, $77,316.44 , 1% Special VLAN, $1,320,890.29 , 19% Advanced Services, $362,749.35 , 5% Dark Fiber, $617,474.00 , 9% Wireless, $70,014.91 , 1%

2017 BROADBAND BILLED REVENUE BY SERVICE

Advanced Services $368,811.94 4% BasicAccess $5,072,156.18 60% PremiumAccess $382,921.25 5% UpstreamInternet $156,212.17 2% Port Charges $83,945.36 1% WirelessInternet $80,726.15 1% Special VLAN $1,553,144.61 18% Sum of Total Dark Fiber $749,184.00 9%

YE 2018 BROADBAND BILLED REVENUE BY SERVICE

Moses Lake & George Expansion

• Supply chain shortage delays new service

connections until early Dec.

• Moses Lake Area (ML5)
• George Community

Moses Lake George Green areas indicate expansion footprint

Design Build Contractor ‘19-’23

• Contract in place for fiber plant

construction and design and network restoration and or maintenance as needed.

• Not to Exceed $10 million (changes
• rders based on future funding)
• Hourly contract for labor and
• equipment. District supplies materials.
• Kickoff meeting held in late 2018
• Crews mobilizing. Schedules to come in

Q1

Expansion Sequence Factors

• 1. Per Capita Income
• 2. Take-Rate Assurance (based on

wireless survey results)

• 3. Potential end-users
• 4. Construction efficiencies (proximity

to existing plant)

Expansion Sequence (no associated timeframe)

(continued)

Potential Construction End-Users Location Cost 465 Crescent Bar -Off Island + Trinidad $ 1,400,000 168 Complete Hub 226 - Beverly and Schawana $ 900,000 488 Sunland Estates $ 1,600,000 271 Complete Coulee City Area $ 1,600,000 342 Blue Lake - Park Lake - Alkali Lake $ 1,500,000 279 Ancient Lake White Trail $ 1,900,000 376 McConihe Neppel Stonecrest $ 2,100,000 346 ML - Complete Base Area $ 2,800,000 142 Kittleson/Rd N Industrial/Wheeler $ 1,000,000 312 Ephrata City Limits/Hub 106/Rocky Ford $ 2,600,000 106 Electric City - Banks Lake Hub 86 Completion? $ 700,000 145 Cave B to Beverly Burke 2SW to 2NW $ 1,300,000 285 Ephrata - South Ephrata Substation $ 2,200,000 280 Rd 9 NW and Hwy 283 $ 2,200,000 110 Gloyd to Stratford $ 1,500,000 315 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 constructed in 2019

Product & Service Schedule 100 recommendations coming

• Staff to recommend:
• Increase in 100x100 Mbps product by $1 (from $29 to $30/month)
• Addition of a new intermediate bandwidth product 250 Mbps (for

$40/month)

• Decrease price of Gigabit product from $94 to $50/month
• Discontinuation of Synchronous Optical Network (SONET) service
• Increase throughput of all 10 Mbps Special Virtual Local Area Networks

(VLANs) to 50 Mbps while holding prices at existing levels

Moses Lake George

Q4 2018 - Q1 2019 Business Planning

• 5 year expense and revenue model finalized
• Refreshed Telecomm Customer Service Policies
• Recommended updates to dark fiber product & pricing
• Additional tools that allow retail service providers to better manage end-user

experience and end-user information

• Refreshed marketing materials and community event participation.

Moses Lake

Grantpud.org/getfiber

Powering our way of life.