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

Safety Report October 2019

Incidents Reported

Date Injury Description: Causes: Prevention: 9-5-19 Wasp Sting Wasp sting on back of neck Environmental Awareness 9-16-19 Cut Finger Cut finger while cutting coil bars and in turns on W4 stator with a saws-all blade Line of fire Wear level 5 cut resistant gloves and keep both hands

• n the saw if possible

9-18-19 Cut on Head While moving scaffolding, scaffolding caught a hung light, light was pulled down and hit employee on the head, employee was wearing respirator for painting that was not compatible with a hardhat No hardhat Hang lights at higher elevation and wear a respirator that is compatible with a hardhat when overhead hazards exist 9-18-19 Cut thumb While moving metal roller stand, accidentally hit and released quick lock for height adjustment, smashed thumb requiring 4 stiches Lock bolt was not tightened down which would have prevented the injury Check equipment before you use it 9-26-19 Shoulder Tripped on step while rushing up stairs, caught myself with both hands on the rail pulling right shoulder when falling forward Inattention/Rushing Slow Down/Pay Attention

Monthly and Year to Date

2019 September YTD Total Incidents Reported 5 33 Recordable Case(s) 2 6 Restricted Duty Case(s) 2 Lost Workday Case(s) 3

Vehicle Incidents

Date Vehicle Driver’s Account: Prevention

9-3-19 284 Driver backed into bollard. Sun was blocking the drivers view Use a spotter or get out and check for clearance, don’t move the vehicle if you cant see. 9-4-19 448 Rock Chip N/A 9-18-19 Employee Vehicle was hit while parked near Ephrata Facilities Dept. by another unidentified vehicle passing through leaving dent and paint

• n right front fender of employees car

N/A

Close Calls

Date Location Description

9-17-19 EHQ Downstairs Bathroom It was discovered that the downstairs EHQ bathroom does not have the proper clearance for hardscaped accessibility. Facilities is evaluating the accessibility of other restrooms in the District. 9-17-19 EHQ Commission Room Laptop cord was draped across the floor and employee tripped over the cord catching themselves before falling 9-25-19 District Wide When dialing 911, the phone system does not accurately report the location of the caller to the 911 dispatcher. This can result in emergency services being sent to the wrong location, delaying time critical help for an employee in distress. This is an ongoing telecommunications issue. Until this can be corrected by telecommunications please follow the training, postings and stickers when calling 911 or 3911. 9-25-19 WD Left Bank Boat Launch Parking Lot During a pre-boat inspection, employee adjusted the trim on the kicker motor without checking to be sure all other employees were clear of the motor/pinch points (co-workers were in the vicinity but not in a pinch point). Remediation: Visually check that all employees are clear of pinch points and verbalize "raising kicker motor" prior to action. Discuss the need to be sure everyone is clear of any moving parts prior to operation. 9-25-19 WD Forebay ​Throttle cable broke while underway on boat PT-55. Shut engine down and used kicker motor to navigate to shore. The boat was tagged out of operation.

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

49 7 4 8 2 3

Injury/Illness INCIDENT RATES (0.0 is the Ultimate Goal!) 2018 (Year End) 2019

12 mo. Rolling AVG*

Total OSHA Recordable Case (Levels 3,4,5) Rate 2.9 2.9* Lost Time Case (Levels 4&5) Rate 1.7 0.8

Employee Safety

2019 incidents Year to Date Summary - September

2019

2018

41 10 41 4 4 11

13

Recordable Cases TTL.

19

Recordable Cases TTL.

Leading & Lagging Indicators

12 Month Rolling – Recordable Injury Rate 2018 vs. 2019

Powering our way of life.

Thank You

Powering our way of life. Clark Kaml , Sr. Manager Rates & Pricing Shaun Harrington, Data Analyst

Retail Load & R & Revenue Re Report

October 22, 2019

Load & & Revenue ue S Summar ary: y:

Table 1: Quarter 3 in Summary 2019 Q3

Load Budget Load (MWh / aMW) 1,434,063 MWh / 649 aMW Actual Load (MWh / aMW) 1,351,159 MWh / 612 aMW Load Variance (MWh / aMW) (82,904) MWh / (38) aMW Load Variance %

• 5.8%

Revenue Budget Retail Revenue $ 57,985,909.73 Actual Retail Revenue $ 54,655,151.65 Retail Revenue Variance $ (3,330,758.08) Retail Revenue Variance %

• 5.7%

Wea eather S Summary:

Variable Normal Observed Difference % Difference Average Cloudcover 29.16 35.43 6.27 21% Average Temperature 69.37 67.59 (1.78)

• 3%

Average Humidity 44.18 49.17 4.99 11% Average Windspeed 5.99 6.06 0.06 1% CDD 546.49 422.80 (123.69)

• 23%

HDD 144.02 186.00 41.98 29% Precipitation 1.30 2.98 1.68 128%

* Weather observations are an aggregate of observations from Yakima and Spokane

Quarterly Business Report – October 22, 2019

Power Delivery

Outline

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

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 LeRoy Patterson Senior Manager Power Delivery Engineering Jesus Lopez 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

Safety Performance

Operational Performance

New Goal = 99.985%

Operational Performance

New Goal = 110 Minutes

2019 Budget to Actuals Through July (58%)

CAPITAL O&M

BUDGET $19,924,282

DIRECTS

$6,490,033 ACTUAL $9,319,343 $2,484,246 % SPENT 47% 38% BUDGET $6,340,937

LABOR

$14,190,306 ACTUAL $3,494,802 $8,378,932 % SPENT 55% 59% BUDGET $26,265,219

TOTAL

$20,680,339 ACTUAL $12,814,145 $10,863,178 % SPENT 49% 53%

Major Initiatives & Accomplishments

• Dispatch & Control Systems

► Reliability coordination services transition work continues ■ from Peak to RC West; cutover date = Nov 1st ► Independent two-dam operation – in testing phase ■ 3/6 tests completed; fourth occurring today ■ go/no go decision is Nov 12th ► Energy Accounting System (EAS) upgrade – Dec completion ► Dispatch Performance Audit – Nov completion

• Engineering

► Quincy Transmission Expansion Plan (QTEP) ■ Route alternatives analysis underway ► Design-Build #2 ■ Contractor selected; contract review/approval upcoming ■ Construction projects scope/schedule in development ► Plans of Service for Industrial Customers ► Transmission & Distribution System Deficiency Studies ► Transformer End-of-Life (Risk) Assessment

Major Initiatives & Accomplishments

• Construction & Maintenance

► MinMax now operational in Electric Shop ► ARCOS (new Trouble Reporting System) now operational ► Dock Crew in place and working ► Additional substation crew in place (Moses Lake) ► Third station operator added ► Ongoing service connections, troubleshooting, maintenance

Major Initiatives & Accomplishments

Challenges & Opportunities

• Meeting Operational Goals (ASAI and CAIDI)

■ Electric System Improvements ■ Work Process Improvements

• Large Power Transformer Contractor (VTC)
• Graham Road Substation Outages
• Strengthening Working Relationships

■ Dispatch and C&M ■ PMO and PD Engineering ■ Management and Union

• Oil Leak HA800A
• Oil Leak HA800B

Powering our way of life.

Wholesale Fiber Q3 2019 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).

2019 Priorities & Progress

PRIORITY 1: Expand the Network

• Outcome: Completion of construction in areas 1-9 in sequence. In progress – more detail later in presentation

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

• Outcome: Completed – Per the Strategic Plan, the Key Metrics are achieve the planned capital build for the current year and average system take rate,

which for 2019 is targeted at 56.5% by year end

PRIORITY 3: Technological Roadmap

• Outcome: Work with CTO to develop multiyear technological roadmap for network by end of Q1. In progress – Technology Operations Manager David

Parkhurst now on-board. He is resourcing this task among the many others and we will have this accomplished by year’s end.

PRIORITY 4: Achieve Average System Uptime

• Outcome: Meet or exceed 99.98% average system uptime at the hub level. Excluding scheduled maintenance windows. After actions complete following
• utages. We are currently meeting this target

PRIORITY 5: 56.5% Take Rate

• Outcome: Achieve an overall network take-rate of 56.5% Take rate through Q3 is 58% including newly released areas
• 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. Accomplished and SP training is ongoing
• Outcome: Providers have ability to provision/deprovision (Activate, Deactivate) customers. This will not be accomplished in 2019. SP’s can reprovision the

gateways remotely for troubleshooting purposes, but they cannot change the provisioning to activate new customers or deactivate existing

Revenue

09/30/2019 YTD Billed revenues: $7,104,738 YTD Target: $ 6,675,363

Take Rate Target: 56.5% Growth Target: 2,575 county wide

Participation

Area Potential Subscribers Actual Subscribers Participation Actual Growth for Month YTD Growth Coulee City 302 163 53.97% 6 10 Desert Air 1117 844 75.56% 9 90 Electric City 660 398 60.30% Ephrata 3627 2528 69.70% 6 58 Grand Coulee 663 417 62.90% 5 30 Hartline 116 69 59.48%

• 1

1 Hydro 46 32 69.57% 4 Mardon 639 324 50.70%

• 2

62 Mattawa 1082 892 82.44% 7 56 Moses Lake 16184 8918 55.10% 50 766 Quincy 3030 1627 53.70% 27 379 Royal City 732 455 62.16% 11 58 Soap Lake 2279 1211 53.14% 12 68 Warden 932 319 34.23% 10 67 Wilson Creek 163 75 46.01%

• 1

1 George-Burke 365 149 40.82% 4 90

31,937 18,421 57.68% 143 1,740

Growth By Community (as of 9/30/19)

Q3 2019 Construction Activities

 Completed Crescent Bar/Trinidad area (except 5 passings – awaiting RR permit)  Completed Sunland Estates  Partial release of Beverly/Schawana

• Fiber Huts placed for Blue Lake and Ancient Lake
• Crews working in Beverly/Schawana, Coulee City, Blue Lake, Ancient Lake
• Field Engineering/Design underway for remaining areas

Moses Lake

All Build Update

44%

12% 29% 22% 30% 68% 37% 95% 100% 97% 0% 20% 40% 60% 80% 100% 120% Overall Completion (All Builds) Kittleson (ML9) Base (HUB008) McConihe (ML4) Ancient Lake (AL1) Blue Lake (BL1) Coulee City (CC1) Beverly-Schawana (BS1) Sunland (SE1) Crescent Bar (CB1)

Engineering & Construction of overall 2019 project

As of 10/4/2019

2019 Release Schedule

 1* Crescent Bar/Trinidad May 31  3* Sunland Estates

August 30 October 11

• 2* Beverly/Schawana

August 16 November 22

• 4* Coulee City

August 23 November 29

• 5* Blue/Park/Alkali

September 27 December 6

• 8* Larson/Base

December 6 December 12

• 6* Ancient Lake

October 31 January 10, 2020

• 7* McConihe Neppel

December 20 January 17, 2020

• 9* Kittleson/Industrial

December 31 February 14, 2020

Moses Lake *Original Sequence #

Expansion Sequence (no set timeframe beyond 2020)

(continued)

Potential Construction End-Users Location Cost 465 470 Crescent Bar -Off Island + Trinidad $ 1,400,000 ~1,500,000 168 275 Complete Hub 226 - Beverly and Schawana $ 900,000 488 509 Sunland Estates $ 1,600,000 ~2,000,000 271 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 planned to be constructed in 2019 Locations planned to be constructed in 2020

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