AGENDA BENTON COUNTY PUBLIC UTILITY DISTRICT NO. 1 ... · 10/22/2019 · Motion by Barry Bush, seconded by Lori Sanders setting a Public Hearing on the Preliminary 2020 Budget for

AGENDA

BENTON COUNTY PUBLIC UTILITY DISTRICT NO. 1 COMMISSION MEETING

Tuesday October 22, 2019 9:00 a.m. 2721 West 10th Ave., Kennewick 1. Pledge of Allegiance 2. Safety Minute Info. Only/Cindy Willis 3. Public Comment Public in attendance should read the “Guidelines for Public Participation at Commission Meetings”, available the day of the meeting, or at www.bentonpud.org, Guidelines. 4. APPROVAL OF CONSENT AGENDA (All matters listed within the Consent Agenda have been distributed to each member of the Commission for reading and study, are considered to be routine, and will be enacted by one motion of the Commission with no separate discussion. If separate discussion is desired by any member of the Commission, that item will be removed from the Consent Agenda and placed on the Regular Agenda by request.) a) Commission Minutes of October 8, 2019. (pg.2) b) Periodic Travel Report dated October 22, 2019. (pg.8) c) Vouchers dated October 22, 2019. (pg.9) d) DJ’s Electrical, Contract No. 17-07, Project Completion and Acceptance. (pg.32) 5. REPORT FROM MANAGEMENT 6. BUSINESS AGENDA a) Northwest RiverPartners Update Info. Only/Jodi Henderson/Kurt Miller (pg.34) b) 2020-21 Conservation Budget Plan

Action Item/Chris Johnson (pg.35) c) Initial Draft – 2020-2021 Strategic Plan

Info. Only/Steve Hunter (pg.62) d) Financial Forecast Update and 2020 Preliminary Budget Information

Info. Only/Keith Mercer (pg.99) e) September 2019 Financial Statements Info. Only/Kent Zirker (pg.100) 7. Other Business

8. Future Planning 9. Meeting Reports 10. Executive Session (To request an accommodation to attend a commission meeting due to a disability, contact [email protected], or call (509) 582-1227, and the District will make every effort to reasonably accommodate identified needs.)

1 1

http://www.bentonpud.org/

http://www.bentonpud.org/

https://www.bentonpud.org/Your-PUD/Commission/Meeting-Agendas-Minutes

https://www.bentonpud.org/Your-PUD/Commission/Meeting-Agendas-Minutes

mailto:[email protected]

mailto:[email protected]

PUBLIC UTILITY DISTRICT NO. 1OF

BENTON COUNTY

Date: October 8,2OLgTime: 9:00 a.m.Place: 272LWest l-Oth Avenue, Kennewick, Washington

Present:Commissioners Hall, Sanders and Bush

General Manager BartramLegal Counsel DahlhauserGeneral Manager HunterSenior Director of Engineering & Power Management DunnDirector of Finance and Business Services MeyerDirector of Customer Programs & Services Ball

Director of lT & Broadband Services Folta

Senior Manager of Human Resources ConoverManager of Power Resources JohnsonManager of Customer Service McAloonManager of Power Contract & Analytics WhiteManager of Risk Management & Treasury MercerManager of System Engineering Edwards

Manager of Accounting ZirkerCustomer Service Programs Analyst DemorySenior Engineer SchererExecutive Assistant to the General Manager MarshallDepartment Specialist - Power Management Weller

Guest: Ted Light, EES Consulting

The Pledge of Allegiance was given

Treasurer's ReportManager of Risk Management and Treasury reviewed the September 20L9 Treasurer's Report.The Commission accepted the September 2019 Treasurer's Report. The counterparty credit andsector reports were distributed and briefly discussed.

Consent AgendaMotion by Barry Bush, seconded by Lori Sanders to approve the Consent Agenda as follows:a) Approving the minutes of the regular Commission Meeting of September 24,20L9.b) Approving the Travel Report dated October 8,2019.

Commission Meeting MinutesOctober 8,2019 Page 1 of6

2 2

c) Approving Vouchers audited and certified by the auditing officer as required by RCW

42.24.080, and those expense reimbursement claims certified as required by RCW 42.24.090,have been recorded on a listing made available to the Commission. As of this date, theCommission does approve the following for payment: Accounts Payable: Automated ClearingHouse (DD) payments 76525-76589 in the total amount of 51,355,567.24, Checks & CustomerRefund Payments (CHK) 77690-77806 in the total amount of 5355,442.34, Electronic FundTransfer (WIRE) payments 5058-5078 in the total amount of S1-0,324,I78.IO, Payroll: DirectDeposit Advice 09/19/L9 76368-76524 in the total amount of 5364,923.26, for a grand total of5L2,308,624.25. Voided Checks O9/20L9 in the total amount of 5609.56 were included on thereport.d) Adopting Resolution No. 25L6 amending Customer Service Policies effective October 8,

20L9.

e) Reviewing Quarterly Contract Activity Report to Commission.f) Reviewing Quarterly Broadband Service Orders Report to Commission.g) Rescinding in its entirety the motion passed at the September 24, 2OI9 Commissionmeeting regarding the Hyas Group contract change order #L; due to an administrative error inthe wording.

Authorizing the General Manager, on behalf of the District, to sign Change Order #1- ofcontract #1,6-02-01, with Hyas Group, to extend the contract from a two-year term July I,20t9to June 30,202L, to perform consulting services, at a rate of 523,000 per year for an increase of5¿6,000; for a not-to-exceed amount of S112,000.MOTION CARRIED UNANIMOUSLY.

Report from Management

General Manager:1,. General Manager informed the Commission that today's meeting is expected to last until12:15 - L2:30 p.m.

2. Kurt Miller from Northwest RiverPartners will provide a presentation at the October 22,

2019 commission meeting.3. Manager of Communications and Governmental Relations is attending The EnergyExperience today; an event that the District co-hosts at The REACH for middle schoolers to learnabout energy and careers in the public power industry.4. Senior Director of Engineering & Power Management and General Manager held a

discussion on the Resource Adequacy Symposium which staff and commissioners attended lastweek in Portland. Discussion was held on the SMR conversation with Jim Collins from Microsoft,other speaker topics, as well as what utilities are going to do moving forward with resource

adequacy. General Manager recommended and commissioners concurred with writing an Op-Ed on the subject in an effort to increase customer awareness regarding the challenges. Staff willbegin to draft an Op-Ed and send to commissioners for review and further edits. Staff will returnto a future meeting for further discussion.

Commission Meeting MinutesOctober 8,2019 Page 2 of 6

3 3

Senior Director of Engineering & Power Monogement:1. A brief summary was provided on the draft 20L9 lntegrated Resource Plan (lRP) thatPacific Corp released, as well as a discussion on the reports released by Clearing Up and PGP

regarding the Pacific Corp 20L9 draft lRP.

2. An update was provided regarding the Bonneville Power Administration's Record ofDecision (ROD) to move forward with the process required to ultimately join the Western Energylmbalance Market (ElM) operated by the California lndependent System Operator (CAISO).

2. An update was provided on the Scout Clean Energy proposed development of two 250MW wind farm projects along the Horse Heaven Hills south and southwest of Kennewickrespectively. Scout has been communicating with Staff regarding possible impacts theirproposed 1L5-kV transmission line interconnection to the Bonneville Power Administration's Red

Mountain substation may have on the District's plans for a Sunset-Road-to-Dallas-Road 115-kVtransmission line.

Di re cto r of O pe rati o ns :

1. Director reported on the first snowfallthat occurred on top of Rattlesnake Mountain lastweekend which caused a disruption of service to Energy Northwest communication equipmentlocated on the mountain. Energy Northwest automatically diverted to back-up power until theDistrict was able to restore service.

Manager of Risk Management & Treosury:L Manager provided an update on the Benton Franklin Council of Governments revolvingfund. Currently one loan is outstanding.

Director of lT & Broodbond Services:

L. A follow up discussion was held regarding the September 10, 2OI9 strategic planningworkshop on Broadband. Key points were reviewed and included discussion on the District's Line

Extension Credit policies outlined in Resolution 249I, the methodology used to calculate the netcash funding of Broadband, the effect of impacting technologies such as Low Earth Orbit satellitedeployments, fiber to the home, and the widespread adoption of small cell/5g technology.Director also discussed how large emerging capital projects would be brought to the Commissionfor capital funding consideration. The principle Broadband Strategy directives approved in

Resolution 2432were discussed emphasizing Broadband's financial policy requiring net positivecash flows over a S-year rolling performance looking ahead as well as looking back. No furtherfeedback was provided from the commissioners.

Set Public Hearing on the Preliminary 2O2O Budget, November 6,20L9,5:30 p.m.Manager of Risk Management and Treasury reviewed proposed key dates for the 201-9 budgetprocess. A presentation on the preliminary 20L9 budget will be provided to the Commission andany public in attendance at the November 6,2019 public hearing at 5:30 p.m.


4 4

Motion by Barry Bush, seconded by Lori Sanders setting a Public Hearing on the Preliminary 2020Budget for November 6, 2019, at 5:30 p.m., at the District's Administration office located at272IWest 10th Avenue, Kennewick, Washington, and directing the General Manager to publish thenotice of the public hearing date, time and location.MOTION PASSED UNANIMOUSLY.

At 9:50 a.m., President Jeff Hall announced that the commission meeting would recess for 10

minutes.

At 1-0:00 a.m., President Jeff Hall announced that the commission meeting would reconvene in

regular open public session.

Commission President Jeff Hall announced that agenda items 6c and 6d would be moved aheadof item 6b to accommodate a guest attending the meeting.

Conservation Potential Assessm ent 2O2O-2O29

Manager of Power Resources introduced Mr. Ted Light, Senior Project Manager with EES

Consulting, who conducted the analysis of the District's Conservation Potential Assessment(CPA). Manager and EES Consulting reviewed a PowerPoint presentation outlining past andfuture conservation targets, rules and regulations mandating these targets, District's 2OtO-2019

Conservation Savings, two- and ten-year target reductions, and consistent methodology withPower Council's Seventh plan. A similar presentation will be provided during the upcomingOctober 22nd public hearing followed by a recommendation to adopt the District's two- and ten-year conservation targets.

Set Pubfic Hearing on Conservation Potential Assessment 2O2O-2O39, October 22,20L9,8=3Oa.m.Manager of Power Resources recommended the Commission schedule a Public Hearing on theConservation Potential Assessment 2019-2039 for October 22,2019 at 8:30 a.m. Managerexplained that setting a Public Hearing allows for required public notice and comment prior toCommission consideration to adopt the new targets required by the Energy lndependence Act.

Motion by Barry Bush, seconded by Lori Sanders setting a public hearing of the Benton PUD

Commission for October22,2OL9 at 8:30 a.m. at the Administration Office of Benton PUD locatedat272t West LOth Avenue, Kennewick, Washington for the purpose of reviewing the 2020-2039Conservation PotentialAssessment (CPA) and considering action on the District's 2O20-2029Ten-Year Cost-Effective Conservation Potential and 2020-202L biennial target.MOTION CARRIED UNANIMOUSLY.

lntegrated Resource Action Plan Update and Capacity Product Request for ProposalRecommendationSenior Director of Engineering and Power Management reviewed the agenda memo included intoday's commission packet. The District contracted with The Energy Authority, and staff havereviewed their capacity analysis and agree with their capacity purchase recommendation. Senior


5 5

Director further explained that his goal upon completion of today's presentation is torecommend a motion approving staff's issuance of a request for proposal (RFP) for a seasonalcapacity product for December 2022 through August 2025. This is the first step toward coveringthe District's seasonal capacity deficits, which aligns with the 2018 IRP Action Plan. With an RFP,

there is no obligation for the District to purchase and staff would return to Commission with a

recommendation to approve a power purchase agreement.

Senior Director provided a presentation highlighting the District's current and near-term seasonal

capacity deficits along with an assessment of regional power market capacity deficits andconsiderations which informed staff's proposed capacity product action plans. Senior Directorreviewed Benton PUD's power supply portfolio, capacity deficits strategies & challenges and theDistrict's possible path forward. Discussion included information on the District's financialhedging process and the current state of the northwest region with respect to maintainingelectric load and resource balance. Upon completion of the presentation and discussion, SeniorDirector recommended a motion from the Commission.

Motion by Barry Bush, seconded by Lori Sanders to direct staff to issue a capacity product requestfor proposal for 75MW heavy load hours for July/August and 25MW heavy load hours forDece m ber/J a n u a ry/Feb ru a ry f ro m Dece m be r 2022 lo Au gust 2025.MOTION PASSED UNANIMOUSLY.

At 11:30 a.m., President Jeff Hall announced that the commission meeting would recess for 10

minutes.

At 11:40 a.m., President Jeff Hall announced that the commission meeting would reconvene inregular open public session.

Strategic Planning Presentation - Demand Response

General Manager introduced Manager of Power Contracts & Analytics and Senior Engineer whowill be providing today's Strategic Planning presentation on Demand Response.

Manager and Senior Engineer provided a presentation on whether the District should considerdemand response as a capacity resource. A review of the regional perspective, District's loadprofile, overview of demand response, rate-based demand response, BPA's Tri-Cities Potential,challenges and opportunities, clean energy transformation act (CETA), and a path forward werepresented and discussed.

Discussion was held on possible demand response program elements and residential demandcharges which are now in effect in 22 states.

Commissioner Lori Sanders recommended staff review the Washington State Energy Code, whichrequires new home builders to meet certain limits for rebates and incentives.


6 6

Senior Director of Engineering & Power Management thanked staff for their hard work on today'spresentation.

Meeting reportsCommissioner Lori Sanders asked staff if they have seen an increase in signups for "Pay as yougo" since the Low-lncome Workshops. Director of Customer Programs and Services stated therehas been about l-0 more customers signed up for the program since the workshops.

At L1:50 a.m., President Jeff Hall announced that the Commission would go into executive sessionwith legal counsel for 10 minutes for the purpose of discussing collective bargaining.

At 1"2:00 p.m., President Jeff Hall reconvened the commission meeting into regular open publicsession.

A discussion was held on the District's auditorium policies

Hearing no objection, President Jeff Hall adjourned the Commission Meeting at L2:05 p.m.

Jeffrey D. Hall, PresidentATTEST:

Barry A. Bush, Secretary


7 7

Periodic Trovel Report - October 22, 2019

Date Start Business Days Name City Purpose

'10t2t20't9

10t8t2019

10t13t2019

10t20t2019

10t20t2019

10t20t2019

10t21t2019

1012312019

10t24t2019

10t27t2019

11t2t2019

11t5t2019

11t13t2019

2

3

Meyer, Jon

Dunlap, Karen

Darling, Anthony

Kostenko, Mar¡etta

Grad, Jessie

Tharp, John

Lanphear, Levi

Johnson, Chris

Mapes, Terry

Sparks, Jenny

Cobb, Kelly

Zones, Austin

Bartram, Chad

Wenatchee, WA

Portland, OR

San Diego, CA

Shelton, WA

Shelton, WA

Shelton, WA

Ainivay Heights, WA

Portland, OR

Portland, OR

New Orleans, LA

Pasco, WA

Seattle, WA

Portland, OR

WPUDA FINANCE OFFICERS MEETING

LABOR & EMPLOYEE RELATIONS GROUP ANNUALMEETING

RED HAT SYSTEM ADMINISTRAION II

NISC E&O SUPPORT ROADSHOW



ISM 75TH ANNUAL PACIFIC NORTHWESTPURCHASING CONFERENCE

WCWI 2O2O BUDGET MEETING

STRATEGIC ENERGY MANAGEMENT 2019 FALLWORKSHOP

APPA CUSTOMER CONNECTIONS CONFERENCE

EVERGREEN FLAGGER TRAINING CERTIFICATION

PASS SUMMIT 2OI9

NWRP, PPC AND PNUCC ANNUAL MEETINGS

5

a

3

3

3

2

2

4

4

â

Tuesday, Oclober I 5, 2019 Page I ofI8 8

PAYMENT APPROVALOctober 22,2019

The vouchers presented on this Payment Approval Report for approval by the Board of Commissioners have been audited and certified by theauditing officer as required by RCW 42.24.080, and those expense reimbursement claims by officers ând employees have been certified asrequ¡red by RCW 42.24.090.

*tn addition to voids from normal operations, on OctoberT, 2019, outstanding checks from July 2017 to June 2018totaling 56,725.45, were

voided to be repo¡led to the Sfafe as unclaimed propefty.

l, the undersigned Auditor of Public Utility Distríct No. 1 of Benton County, do hereby ceriify undet penary of perjury that the materials have

been furn¡shed, the services rcndered, orthe labor pertormed as described, orthat any advance payment is due and payable pursuant to acontract or is available as an option for full or paftial fulñllment of a contractual obligation, and that the claims ident¡f¡ed ¡n this repoñ are iust,due and unpaid obligat¡ons against the District and that I am authorízed to authenticate and ceñify to said cla¡ms.

//42^--,--- tolr/t1Jo, tllt"yen, Auditl Date

by: Approved by:

Jeffrey D. Hall, President

Lor¡ Kays-Sanders, Vice-President

Tvoe of Pavment Startins # End¡nq # Page # Amount

Accounts Pavable:

Automated Clearing House (DD) Payments 76748 7681 I 1-9

s 1.365.542.44

Checks & Customer Refund Payments (CHK) 77807 77890 14-19

$ 393,874.16

Electronic Fund Transfer (WIRE) Payments 5080 5090 20 -21

$ 470,367.94

Res¡dent¡al Conservation Rebates:

Credits on Customer Accounts22 o 230.00

Purchase Card Detail:Pavroll:Direct Deposit - 10103119 76590 76747 $ 349,011.95

TOTA,L $ 2,579,026.49

Void DD $

Void Ghecks 07117 - 10119. 10-14 $ 11,894.24

Void Wires

Chad B. Ba¡íram,

Barry A. Bush, Secretary

9 9

BENTON COTINTY PUD NO. 1 Revision:96739

10/1412019 10:18:14 AM Accounts PayableCheck Register

Page I

0913012019 To t0lI3l20|9Bank Account: 1 - Benton PUD ACIVWiTe

Check / PmtTran Date Type Vendor

76748 t0/02/2019 DD 1736

76'149 t0/02/2019 DD 963

76750 t0/02/2019 DD 8l I

76751 t0/02/2019 DD 613

767521010212019 DD 2985

Vendor Name

A W REHN & ASSOCIATES,INC.

ANIXTERINC.

AUS WEST LOCKBOX

CAMPBELL & COMPANY

CHINOOK HEATING & AIR, INC.

Reference

Flex Spending Dependent Care

Flex Spending Health Care

SLEEVE THINWALL CU 75OMCM

WASHERROUND GALV TI2

WASHER SP LOCKGALV 5i8

Insul Str Fiberglass l2FGO CU 2 SOL GC 5OO2

Fargolene Corrosion Inhibitor #GFl58

Pedestal, fiberglass, 9X14X30,

sQ 2 t/4X2 I I 4X3 I 1 6 | | I t6

Pedestal, fiberglass, 9X14X30,

Switchgear padmount S&C PME-I1

DE PREF 4 ACSR

Meter Ring Seals

weekly svc

weekly svc

weekly svc

weekly svc

weekly svc

WEEKLY SVC

V/EEKLY SVC

REEP

REEP

Total for Check/Tran -76748:

Total for Check/Tran - 76749:

Total for ChecllTran - 76750:

REEP

Software maintenance/support

Amount

977.s7

2,006.48

2,984.05

417.t5

108.60

651.60

3ss.99

1,715.88

1,258.02

1,324.96

s64.72

1,324.96

53,885.52

137.92

3,909.60

6s,6s4.92

44.24

40.61

30.52

32.08

2r.94

21.94

21.94

213.27

500.00

500.00

1,000.00

1,100.00

51204

76753 t0/02/2019 DD 2972 COMPUNET, INC.

/pro/rpttemplate/ac ctl 2.4 5. I / ap / AP,CHK_REGISTER.xmI.rpt

Total for Check/Tran - 76751

2t7.20

10 10

BENTON COLINTY PUD NO. I Revision:96739

1011412019 l0:18:14 AM Accounts PayableCheck Register

Page2

091301201 9 To l0l 13 12019Bank Account: I - Benton PUD ACII/Wire


76754 tÙl02l20r9 DD 57

767s5 t0/02/2019 DD t05t2

767s6 10102/2019 DD 375

767s7 10t0212019 DD 7s

767s8 t0/02/20t9 DD 79

76759 r0/02/20t9 DD 10126

76760 t0/02/20r9 DD 88

7676t 1010212019 DD 10420

7676210102/2019 DD 3232

76763 10t02/20t9 DD 3018

76764 t0/02/2019 DD 1818

Vendor Name Reference

CONSOLIDATED ELECTRICAL DISTRIB Bend22 S/40, 3" belled and ch

DENYS COTERO

Amount

407.25

Safety Mtg - Kennewick

Open Enrollment Mtg - Kennewick43.04

43.04

DAYCO HEATING & AIR REEP

REEP

REEP

REEP

REEP

REEP

REEP

REEP


Total for Check/Tran -76756:.

Total for CheckiTran -76758:.

86.08

500.00

1,100.00

s00.00

1,100.00

500.00

500.00

500.00

500.00

5,200.00

1,290.00

759.t|

1,845.12

2,604.23

512.33

15,009.20

980.77

369.t9

22,379.17

3,036.62

5,276.21

8,312.83

43.04

43.04

FRANKLINPUD Fiber Lease

GENERAL PACIFIC,INC CrystalSþ Display for Remote 2,7.85"

DJI Charging Station for TB55 Batteries

KATLIN GRANDGEORGE WA Safety & Health Conf

GRAYBAR ELECTzuC CO, INC. Core Electronics - Prosser Courthouse

HEALTH INVEST HRA TRUST HIRA Trust - ER

JENNIFERM HOLBROOK 2019 NISC MIC Conf

HRA VEBA TRUST MSA/VEBATrust-ER

IBEW LOCAL 77 IBEW A Dues Assessment

IBEV/ BA Dues Assessment

LYNSIE KENNEDY Safety Mtg - Kennewick

Open Enrollment - Kennewick

/ pro/ rpflemplale/ acctl2.45.l / ap / AP _CHK_REGISTER.xml.rpts1204

76765 t0/02/2019 DD 10546

Total for ChecklTran - 76764:

11 11

BENTON COUNTY PUD NO. I Revision:96739

10/14/2019 10:18:14 AM Accounts PayableCheck Register

Page 3

09/301201 9 To I0l 13/2019Bank Account: I - Benton PUD ACIVWiTe


76766 t0/02/2019 DD 2642

7676't 1010212019 DD 2098

76768 10t02/2019 DD 3180

76769 10t02/2019 DD 3l 15

76770 t0/02/20t9 DD 286

7677t t0102/2019 DD 4254

76772 1010212019 DD 3871

76713 t0/02/20t9 DD 146

76774 t0/02/20t9 DD rrzs

76775 10102/2019 DD 2154

Vendor Name

GAYLE KNIGHT

MARIETTA KOSTENKO

SHAWNEE LANPHEAR

DAVENE MARTIN

NORTH COAST ELECTRIC COMPANY

POWERWORLDCORP

SANDRA REYNA

S&C ELECTRIC COMPANY

BLAKE SCHERER

SENSUS USA,INC.

Reference

Specialist Mtg - Kennewick


Open Enrollment Mtg - Kennewick

2019 NISC MIC Conf

Meter Apprentice & NW Tech Training

2019 NISC MIC Conf

Coupling, PVC,2" X 8" long

Material

Credit - Inv# S9362899-001

PowerWorld Software Maintenance


Open Enrollment Mtg - Kennewick

Total for Check/Tran -76765

Total for Check/Tran -76766'.

Total for ChecWT rzn - 7 67 7 0 z


Amount

86.08

4.35

4.35

4.35

Recloser, S&C TripSaver II Dro

PNUCC Load Forecast Wkshp

Meter Order Spec 15983

Order Spec 15985 - Meters







13.05

232.43

157.76

204.91

423.54

494.25

-494.25

423.54

3,583.80

43.04

43.04

86.08

t2,595.43

72.82

t,st2.33

1,5t2.33

t,512.32

1,651.03

t,512.32

1,512.32

1,651.04

r,65t.02

51204 /pro/rpttemplate/ ac ctl 2.4 5. I / ap I AP _CHK_REGIS TER.xml. rpt

Total for Check/Tran -76775: t2,5t4.71

12 12

BENTON COTINTY PUD NO. I Revision:96739

1011412019 10:18:14 AM Accounts PayableCheck Register

Page 4

0913012019 To 10113/2019Bank Account: I - Benton PUD ACfVWire


767761010212019 DD 3033

76777 r0t02/2019 DD n63

7677810102/20t9 DD 1048

76779 t0102120t9 DD 3098

Vendor Name

KAYLA SIDWELL

Reference

WA Safety & Health Conf

Clothing -Faircloth/Talkington

Clothing - Faircloth

Clothing - Hartman

Clothing - Talkington

Clothing-Cowan/FairclothÆIartzell

Amount

436.99

TYNDALE ENTERPzuSES, INC.

TINITED WAY OF BENTON & FRANKLIN EE United Way Contribution

757.48

327.16

222.85

184.67

738.90

Total for ChecUTrrn - 7 6777 : 2,23t.06

793.70

US BANK CORPORATE PAYMENT SYST Operations Prosser PCard

Communications & Gov Rel PCard

Human Resources PCard

Fin & Business Svc PCard

Cust Svc Prg Mgr PCard

Engineering Prg Mgr PCard

Info Svcs Pgr Mgr PCard

Ops Superintendent PCard

Operations Prg Mrg PCard

Meter Shop PCard

Tr¿nsformer Shop PCard

Maintenance 1 PCard

Maintenance PCard

Auto Shop PCard

Wa¡ehouse Pgr Mgr PCard

Prosser Branch PCard

Power Mgmt PCard

Admin Prg Mgr PCard

Dunn - JSOC Mtg

bunn - PGP Mtg

Enterprise - White

White - CEPA Rulemaking

/ pro/ rpttemplate/ acctl2.45.l / ap I AP _CHK_REGISTER.xml.rpt

t,939.12

2,237.14

4,541.62

2,237.50

2,s28.90

2,087. r 8

9,278.66

75.tr

454.93

1,804.12

2,180.62

737.81

1,639.42

9,674.49

t8,232.58

476.50

900.09

1,766.38

486.59

251.60

49.86

351.60

51204 13 13

BENTON COUNTY PUD NO. 1 Revision: 96739

I0ll4l20l9 l0:18:14 AM Accounts PayableCheck Register

Page 5

091301201 9 To I0l 13 12019Bank Account: 1 - Benton PUD ACIVWiTe


76780 t0/02t20t9 DD 10519

7678t 1010212019 DD 575

76782 t0/0212019 DD 182

76783 10/09/2019 DD 2872


White - PGP mtg

Lanphear - WEI NW Elec Mete¡ School

Sunford - WEI NW Meter School

Schafer - NWPPA Environmental Task Force

Gaston - Cascade User Grp

Timmerman - NISC User Grp

Drake - WAPRO

Credit - Henderson - PGP Mtg

Henderson - PPC/Ì.{'W Power Pool

Credit - Swanson - NISC MIC Conf

Kostenko - NISC MIC Conf

Enterprise - Hall

Hall - PPC/NW Power Pool

Storm Card l0

WAVECONTROL, INC. Wave control WaveMon RF-4O-FCC

WELLS FARGO BANK EE Vision

ER Vision

EE Health

ER Healtl

EE Dental

ER Dental

WESCO DISTzuBUTION Hubbell Cat#GDE5201L

TERM 2 STR 175 MrL QUICKFiber Loop 500 ft

A V/ REHN & ASSOC FSA/Dep Care Admin Fees

ALTEC INDUSTRIES, INC. Cab & Chassis dHydraulic Digger Derrick

/pro/rpttemplate/a cct/ 2.4 5. | / ap I AP _CHK_REGISTER.xml.rpt

Amount

35 r.60

1,069.30

809.20

568.86

t,026.79

4s8.96

351.60

-330.60

369.00

-895.00

674.33

38.87

369.00

122.55

Total for ChecklTran - 76779:

Total for Check/Tran -76781:.

68,916.28

8,633.70

160.86

3,008.39

t3,21s.s9

174,029.s3

892.66

16,7M.63

208,051.66

939.93

2,690.13

1,876.61

s,s06.67

166.s0

51204

76784 10109/2019 DD 433

Total for Check/Tran - 76782:.

353,357.25

14 14

BENTON COLiNTY PUD NO. I Revision:96739

l0ll4l20l9 l0:18:14 AM Accounts PayableCheck Register

Page 6

09 130/201 9 To \01 13 12019Bank Account: I - Benton PUD ACIVWiTe


76785 r0/09120t9 DD 963

7678610/0912019 DD 811

7678',7 r0109120t9 DD 1328

76788 10/09/2019 DD 36

76789 t0/09/2019 DD 34

76790 1010912019 DD 2032

7679r t010912019 DD 34sr

AUS WEST LOCKBOX weekly svc

weekly svc

weekly svc

weekly svc

weekly svc

CHAD BARTRAM NW Power Pool

BENTON PUD - REVOLVINC FLIND-MAI Credit Balance Retund

Easement Recording Fees

BENTON PUD-ADVANCE TRAVEL

Vendor Name

ANXTERINC.

ROBERT BURRUS

BARRY BUSH

Reference

Digger Derrick - Additional Parts Needed

Fuse, ELF, Cooper,l2 amp, 15kV

Fuse, ELF, Cooper,2O amp, l5kV

CLAMPS 2 BOLT HL GA I13L

CONN SLEV ANDSN VHS 1/O

TERM END VHCL,I/O 38

ICUEE

ICUEE

ICUEE

ICUEE

ICUEE

WA Gov Industrial Safey & Health Conf

Reimbursement - Mobile Hydralic Cert

NW Power Pool

365 migration project

/pro/rpttemplate/a cct/2.45 -l / ap / AP -CHK_REGISTER.xml.rpt


Total for Check/Tran - 76785.


Total for Check/Tran - 7678E:.

Amount

1,4t2.89

354,770.14

2,645.50

r,984.12

2,379.64

4,050.35

69.59

11,129.20

44.24

40.ól

30.52

32.08

2t.94

169.39

538.23

350.79

427.00

777.79

20.00

283.50

273.50

60.00

2t3.50

322.37

1,172.87

185.00

563.13

51204

7679210109120t9 DD 2972 COMPI.INET,INC.


10,317.00

15 15

BENTON COUNTY PUD NO. 1 Revision: 96739

10/14/2019 l0:18:14 AM Accounts PayableCheck Register

Page 7

091301201 9 To l0l 13 12019Bank Account: I - Benton PUD ACtVWire


76793 10/09/2019 DD 36t9

767941010912019 DD 3742

7679s 10/09/2019 DD 75

76796 t0109120t9 DD 3t7s

76797 t0/09/20t9 DD 3130

76798 10/09/2019 DD 79

76799 1010912019 DD 3773

76800 1010912019 DD 1624

76801 10/09/2019 DD 877

't680210109/20t9 DD 103

7680310/09/2019 DD 2642

76804 1010912019 DD 3180

7680s t0t09t2019 DD 88s

7680610t09t20t9 DD 1580


Ofc 365 License

MELINA CONOVER WA Gov Indust¡ial Safety & Health Conf

EMPLOYMENT SCREENING SERVICES, I Employment Screeing Svc

FRANKLIN PUD CWPU Membership Assessment

FRONTIER COMMLJNICATIONS NW INC. monthly billing

monthly billing

GDS ASSOCIATES,INC. PSA

GENERAL PACIFIC, INC PLP 12" Flat Extension (MM)

PLP 6" Flat Extension Link (MM)

training - drone

GENUINE CABLE GROUP Fiber patch cable, single mode

JEFFREY HALL NW Power Pool

CHRISTOPHER JOHNSON PPC,Nine Canyon MtgiPackwood

KENNEWICK, CITY OF Occupation Tax 09/19

GAYLE KNIGHT Training Kenn Ofc - 17 trips

SHAWNEE LANPHEAR Meter Apprentice Class w/ NW Tech Train

CHRISTINE MCALOON 2019 NISC MIC Conf

JONATHAN MEYER WPIIDA Finance Officer Mtg

Badger wireless Outage

Finley Call Tower Outage

Plymouth Outage

Grandridge COK AirpoÍ Upgrade


Total for Check/Tran - 76796l.


Amount

3,381.84

13,698.84

ts9.7s

174.50

270.71

2,504.78

96.73

2,60r.s\

608.75

590.51

297.29

5,400.00

6,287.80

41.38

32s.9s

s69.08

4s3,169.87

73.95

157.76

172.43

323.t3

820.09

564.33

12,284.87

3,512.12

51204

76807 t0/09/20t9 DD 919 NOANET

lpro /rpttemplaæ/ acct/2.45. | / ap / AP_CHK_REGISTER.xml.rpt

Total for Check/Tran -76807: 17,181.41

16 16


10/14/2019 10:18:14 AM Accounts PayableCheck Register

Page 8

09 1301201 9 To l0l l3l20l9Bank Account: 1 - Benton PUD ACIVWiTe


76808 1010912019 DD t24I

76809 rc109/20t9 DD r46s

76810 10/09/2019 DD t46

76811 t0/09/2019 DD 2277

768t2 r0109120t9 DD t250

76813 t0109/20t9 DD 396

768141010912019 DD 2154

768t5 1010912019 DD 3696

76816 t0109120r9 DD 10194

76817 t0/09/20r9 DD 1163

76818 10/09/2019 DD 182


PARAMOLINT COMMUNICATIONS, INC. Almond Orthodontics

Almond Orthodontics

Leslie Pole Upgrade

Leslie Pole Upgrade

Ace Jewelry

Ace Jewelry

Silo Sports Bar

Silo Sports Bar

KRIS PURDOM Gov Industrial Safety & Health Conf

S&C ELECTRIC COMPAI.TY PMH Insulators

PMH Insulators

LORI SANDERS NW Power Pool/PPC Mtg

JOHN SCHAFER ICUEE

SD MYERS,INC. Testing

SENSUS USA,INC. Pallet charges PO 52478

SUMMIT LAW GROUP, PLLC Professioanl Svc

KATIE TIMMERMAN Water for Low Income Programs Workshop

T}IJDALE ENTERPzuSES, INC. Clothing - Cowan

Clothing - AndersonlB Seger

WESCO DISTzuBUTION

Total for ChecllTran - 76808:



Amount

190.0s

1,3t9.27

8l .45

3,937.29

1,009.98

7,445.51

s86.44

s,395.52

19,96s.51

11.26

4.03

637.34

633.3r

877.88

22.10

192.00

r 08.60

504.00

3.25

t41.62

246.t5

387.77

944.17

486.53

335.57

1,403.66

21,014.10

Conn, LV, CMC#NSM500-6SLIU 1" for lOOkva

Hoffman Enclosure or Equal

DE AUTO 4 ACSR

Neutral Extension Bracket

CU 5OO MCM STR DB 6OOV

51204 /pro/rpttemplate/acctJ2 -45. | / ap / AP _CHK_REGISTER.xml.rpt 17 17


l0ll4l20l9 l0:18:14 AM Accounts PayableCheck Register

Page 9

0913012019 To l0l l3l20l9Bank Account: I - Benton PUD ACIVrüire


76819 t0/09/2019 DD 34ts

Vendor Name

KEVIN K V/HITE

Reference

NWPPA Resource Adequacy SymposiumÆPC


Total Payments for Bank Account - I :

Totâl Voids for Bank Account - I :

Total for BankAccount- 1 :

Amount

24,184.03

502-50

1,365,542.44

0.00

1,36s,s42.44

(72)

(0)

(72)

5t204 I pr o I rpÍemplatþ/ aþctl2.45.1 / ap I AP _CHK_REGISTER.xml.rpt 18 18

BENTON COLNTY PUD NO. 1 Revision: 96739

10114/2019 l0:18:14 AM Accounts PayableCheck Register

Page l0

091301201 9 To l0l 13 12019Bank Account: 2 - BPUD Accounts Payable Warrants

Check / PmtTran Date Type Vendor Vendor Name

7t298 07/06/2017 CHK 99999 GUILLERMO BIIELNA RTVERA

JAVIER DE SANTIAGO VALLE

KEYTON R SYKES

ALLIE R HANSEN

JENNIFER MASTROLIA

BRANDON MEADORS

ROBIN S MEYERS

QUICKEN LOANS INC

EDWIN L MARTIN

DANITA WETLE

JOURDON COLLIS

EVAN STROTHER

ANGELA VOMOSY

BRIANNA L WALLIS

DANIEL J FURROW

YOBANARGUEVARA

FRANCISCO R HERNANDEZ

MICHELLE B MEIER

TABITHA N MITCHELL

JOSE P ROBLEDO

AMANDAKTROUT

STEPHEN D WASHBURN

71308 07/06/2017 CHK 99999

71344 07106/2017 CHK 99999

71395 07/12/2017 CHK 99999

7t403 071t212017 CHK 99999

7t404 07/12/2017 CHK 99999

71405 0711212017 CHK 99999

714120711212017 CHK 99999

71494 0712612017 CHK 99999

7t498 07/26/2017 CHK 99999

7tst7 08/02/2017 CHK 99999

71542 08/02/2017 CHK 99999

71545 0810212017 CHK 99999

7t546 0810212017 cHK 99999

71s88 08/10/2017 CHK 99999

7t656081t612017 CHK 99999

7t6s9 08/t6/2017 CHK 99999

71673 08/1612017 CHK 99999

7167408/16/2017 CHK 99999

71683 0811612017 CHK 99999

7t688 08/t6/2017 CHK 99999

7t690 08t16/2017 CHK 99999

Reference

Cred Bal Refund

Cred Bal Refrrnd

Cred Bal Refund

Cred Bal Refund

C¡ed Bal Refund

Cred Bal Refund

Cred Bal Refund

Cred Bal Refund

Cred Bal Refund

Cred Bal Refund

Cred Bal Refund

Cred Bal Refund

Cred Bal Refund

Cred Bal Refund

Cred Bal Refund

Cred Bal Refund

Cred Bal Refund

Amount

6s.lSvoID

z:36vorD

76.0lvoID

36.95VOID

24.48voID

43.50voID

19.17VOID

l38.94voID

28.z|vorD

266.96VOID

96.96vorD

s7.7svorD

46.91voID

88.63vorD

63.44voID

21.3ovoID

128.34voID

105.33voID

76.72votD

89.80voID

40.01voID

181.67voID

Cred Bal Refund

Cred Bal Refund

Cred Bal Refund

Cred Bal Refund

Cred Bal Refund

Cred Bal Refund

st204

71896 0813012017 CHK 99999 MAzuA FLORES

/proirpttemplate/acctJ2.45. | / ap / AP _CHK_REGISTER.xml.rpt

19.71VOID

19 19

BENTON COUNTY PUD NO. 1 Revision:96739

I0ll4l20l9 l0:18:14 AM Accounts PayableCheck Register

Page I I

091301201 9 To 101 13 12019Bank Account: 2 - BPUD Accounts Payable Warrants


7t906 0813012017 CHK 99999 GENARO C MATA

7r9r3 08/30/2017 CHK 99999 VICTORM zuVERA AGUSTIN

719t4 08/30/2017 CHK 99999 KELSI L ROBACK

71920 08/30/2017 CHK 99999 PETER WAYNICK

72088 09/0712017 CHK 99999 MIGUEL M BAUTISTA

72t02 0910712017 cHK 99999 DEAN B LITTLEJR

72106 09t07/2017 cHK 99999 DERLYN MUNOZ.MARTN

72109 0910712017 CHK 99999 JOAQUIN RAMIREZ

72168 0911312017 CHK 99999 HEIDI B TREMBLY

72169 09/1312017 CHK 99999 JEFF R TRUMAN

72200 09t20t2017 cHK 99999 LUCAS O'DELL

72202 09/2012017 CHK 99999 NYCOLE M ROBINSON

72321 t0/12/2017 CHK 99999 GERMAN G GONZALEZ

72322101t212017 CHK 99999 FOSTER K HAYES

72323 t01t212017 CHK 99999 DAVID B HEGE

72324 10/t212017 CHK 99999 ISRAELM HERNANDEZ

72328 t0/12/2017 CHK 99999 FARDOSA M HUSSEIN

72335 t0/12/2017 CHK 99999 LEIGH MARTIN

72338 t0lr2l20l7 CHK 99999 CHRIS MCKINNEY

72348 l0n2/2017 CHK 99999 KEITH D SKAGGS

7238s 10/18/2017 CHK 99999 JOSE GARCIA SILVA

72386 t0lr8/2017 CHK 99999 ADAM KESTER

Reference

Cred Bal Refund

Cred Bal Refund

Cred Bal Refund

Cred Bal Refund

Cred Bal Refund

Cred Bal Refund

Cred Bal Refund

Cred Bal Refund

Cred Bal Refund

Cred Bal Refund

Cred Bal Refund

Cred Bal Refund

Cred Bal Refund

Cred Ba1 Refund

Cred Bal Refund

Cred Bal Refund

Cred Bal Refund

Cred Bal Refund

Cred Bal Refund

Cred Bal Refund

Cred Bal Refund

Cred Bal Refund

Cred Bal Refund

Amount

62.36voID

)¡fivon19.02vorD

76.z}vorD

43.2lvoID

6f l6vorn

50.73vorD

1¡.56VOID

48.09vorD

l03.6svolD

14.46voID

73.22votD

14.33VOID

3l.75voID

14.98voID

,r rrvon27.llvorD

33.6lvorD

l02.70voID

n.12votD

91.99VOID

n.22votD

51204

7239s t0lt8l20l7 cHK 99999 KIRKAWILSON

/pro/rpttenrplate/acctl 2.45.1 / ap / AP _CHK_REGISTER.xml.rpt

n5.67votD

20 20

BENTON COLINTY PUD NO. 1 Revision: 96739

1011412019 l0:18:14 AM Accounts PayableCheck Register

Page 12

09 1301201 9 To I0l 13 12019Bank Account: 2 - BPUD Accounts Payable Warrants


72440 t0/25/2017 CHK 99999

7244210/25/2017 CHK 99999

724821110t/2017 CHK 99999

72s4s 1r/0812017 cHK 99999

726rt 11/22/2017 CHK 99999

726t6 tt/22/2017 CHK 99999

72621 t1/22/2017 CHK 99999

72650 1U29120t7 CHK 99999

72658 1112912017 CHK 99999

72706 12106/2017 CHK 99999

727t2 t2t06t2017 CHK 99999

727s6 t2/13/2017 CHK 99999

72760 12/t3/2017 CHK 99999

72763 t2/13/2017 CHK 99999

72764 t2lt3/2017 CHK 99999

72772 t2lt3/2017 CHK 99999

72852 t212712017 CHK 99999

7286s t2/27/2017 CHK 99999

72867 1212712017 CHK 99999

72906 01/03/2018 CHK 99999

72907 0r/03/2018 CHK 99999

72908 0|0312018 CHK 99999

Reference

JOSE A TORRES Cred Bal Refund

KEITH A WHITFORD Cred Bal Refund

JESSE ROLPH Cred Bal Refund

PARRIS G PACK SR Cred Bal Refund

\ruSBEL ALVAREZ Cred Bal Refund

ROBERTO CARILLOCRUZ Cred Bal Refund

JOSE ANTONIO RODRIGUEZ ZLINIGA Cred Bal Refirnd

NYAWULANG GUGUK Cred Bal Refund

MARLENE MENDEZ Cred Bal Refund

JASON JOHNSON Cred Bal Refund

PILEA SALON Cred Bal Refund

VICKY ERGER Cred Bal Refund

ALEXIS J HORST Cred Bal Refund

RACHEL LOPEZ Cred Bal Refund

VICTORH LOSEY Cred Bal Refund

ESMERALDA ROMERO Cred Bal Refund

WHITNEY N DUBY Credit Balance Refund

JOSE O RUMBO Credit Balance Refund

AARON SALSBURY Credit Balance Refund

LOS TOREROS TIENDA Y CARNICERIA Credit Balance Retund


LOS TOREROS TIENDA Y CARNICERIA Credit Balance Refund


Amount

18.95vorD

g6_64VOID

76.oovolD

s7.13voID

42.:l4votD

26.41voID

3l.nvorD

27.gOvoID

67.3lvoID

l0.58voID

16.o4vorD

4l.89voID

45.g5VOID

37.73voID

23.56voID

19.09voID

35.46voID

n.g7vorD

90.46vorD

330.88voID

26.l5voID

72.88vorD

51204

72909 0110312018 CHK 99999

/pro/rpttemplate/ acct/2.45.1 / ap / AP_CHK_REGISTER.xml.rpt

98.l8vorD

21 21



Page 13

091301201 9 To I0l 13 12019Bank Account: 2 - BPUD Accounts Payable Warrants


730t1 0U24t2018 cHK 99999 LOGAN CASEY

730t'7 0U24/2018 CHK 99999 LISA KENDAHAWKS

73023 01/24/2018 CHK 99999 CODY STAMEY

73059 01/31/2018 CHK 99999 DAVID W BTINDRANT

7319s 02/28t2018 CHK 99999 GUADALUPE ORTEGA CAMPOS

73200 0212812018 cHK 99999 RODNEY L SHOEMAKER

73229 0310712018 CHK 99999 ruAN J BIRRUETA ZAMBRANO

73281 03/1412018 CHK 99999 TYLER SZELIGA

73336 03123/2018 CHK 99999 DIEGO L PEREZ

73368 0312812018 CHK 99999 LYLE OWEN

73372 03/28/2018 CHK 99999 KIMBERLY C SCHNEIDER

73399 04/0412018 CHK 99999 MIKE D CONNER

73406 0410412018 CHK 99999 RYAN A STEWART

73439 0411 1/2018 CHK 99999 JEFF G BELLINGHAM

73s04 04tr8/2018 CHK 99999 MORHKHIN

73stt 04tr8t2018 cHK 99999 JOSE M RUELAS

73s1204/t8120r8 cHK 99999 STEPHANIE L SANCHEZ

73s82 0s10212018 CHK 99999 OWALDO S BERUMEN

73585 0s102/2018 CHK 99999 IAN G BRYAN

7358'7 05/02/2018 CHK 99999 SAMUEL DELAFUENTE

73597 0s10212018 cHK 99999 LYNESEIGHLMAHAN

73601 0s/02/2018 CHK 99999 KYLE MILLINGTON

73637 0s10912018 CHK 99999

Reference

Credit Balance Refund

Credit Balance Reñmd




Credit Balance Refi¡nd

C¡edit Balance Refund









Credit Balance Reñmd








Amount

305.29voID

15.79VOID

33.44voID

l02.50voID

7g.4gVOID

98.81voID

49.93VOID

t 13.49voID

25.8OvoID

67.11voID

149.80vorD

52.03voID

l9.84voID

333.38voID

19.71VOID

25.43voID

1g.11VOID

l0.42vorD

59.3ovoID

11.98voID

20.83voID

67.49vorD

51204

DOMINIC O OCHAM

/pro/rpttemplate/acct/ 2.45.1 I ap I AP_CHK_REGISTER.xml.rpt

l00.00voID

22 22

BENTON COLTNTY PUD NO. I Revision:96739

I0/14/2019 10:18: l4 AM Accounts PayableCheck Register

Page 14

091301201 9 To l0l 13 12019Bank Account: 2 - BPUD Accounts Payable Warrants


73675 0511612018 CHK 99999 MICHAEL TIPEGALVAN

73713 0s/23/2018 CHK 99999 COLEN SMITH

73734 0st30/2018 CHK 99999 KRISTINE BUSKRUD

73736 05/30/2018 CHK 99999 ZEI}/'.A CADENAS

73757 0s13012018 CHK 99999 FREDY MARTINEZ

73765 05130/2018 CHK 99999 DAVID PONCE

73774 0s/30/2018 CHK 99999 STEPHANIE VANOUREK

73809 06/06/2018 CHK 99999 ALYSSA SILVA

73880 06/2012018 CHK 99999 KEITH DORSEY

73899 06/20/2018 CHK 99999 ASHA A TAHA GORAISH

73934 06t27t2018 CHK 99999 MATTHEW FISHER

7394s 0612712018 CHK 99999 ARACELI MEDINA

739s0 06/27/2018 CHK 99999 LAKI OAKHURST

73956 06/27/2018 CHK 99999 KARIM S SALEH

73959 0612712018 CHK 99999 ALEXANDRA TAJNER

764t1 05/22/2019 CHK 99999 PEDRO SALGADOORTEGA

77t98091t0120r9 cHK 10372 DAVID CHAVEY-REYNAUD

77s69 091t012019 cHK 3663 RODNEY SPANIEL

77807 t0/02/2019 CHK 258

Reference












Credit B¿lance Refund





2019 Solar Incentive GEN19.20701

2019 Solar Incentive GEN19.20701

Amount

52.91voID

135.65VOID

20.t2vo[D

123.t5vorD

24.4gvoID

156.23VOID

15.67VOID

l5.43voID

63.29VOID

26.64votD

63.43VOID

54.17voID

59.37voID

10.79voID

33.71voID

21.4ovolD

1,617.36VOID

3,223.26YOLD

I,100.00

1,100.00

1,100.00

3,300.00

8,796.45

8,2t6.36

APOLLO MECHANICAL CONTRACTORS REEP

REEP

REEP

BOYD'S TREE SERVICE, LLC Tree Trimming Svc

Tree Trimming Svc

51204

77808 t0/02/2019 CHK 3344

/pro/rpttemplate/acctlZ.45.l / ap I AP _CHK_REGISTER.xml.¡pt

Total for Check/Tran -77807.

23 23



Page 15

09 1301201 9 To L}l 13 12019Bank Account: 2 - BPUD Accounts Payable Warrants


77809 t0/02/2019 CHK 3029

77810 10/0212019 cHK 3253

778rr 1010212019 cHK t0499

7781210/02/2019 CHK 99

778t31010212019 CHK 2176

77814 t0102/2019 CHK 10035

7781s 10/0212019 cHK 128

77816 t0/02/2019 CHK l3s

77817 t0102/2019 cHK 10204

778t8 t0102/2019 CHK 3663 RODNEY SPANIEL

77819 t0/02/2019 CHK 2699

Reference

DELTA HEATING & COOLING, INC. REEP

FRONTIER COMMLTNICATIONS NORTH 2019 Pole Rental

INDUSTRIALCONSTRUCTORS,INC. Chillier/boiler/Stuccobldg

KfE SUPPLY CORP BEND 90 PVC SCH 40 3 IN

PACIFIC OFFICE AUTOMATION, INC. monthly billing

PACIFIC POLE INSPECTION LLC Pole Inspection

Pole Inspection

Pole Inspection

Pole Inspection

Pole Inspection

Fire Guard Paint Application

PERFECTION GLASS, INC. REEP

PROSSER, CITY OF Monthly Billing

Monthly Billing

Monthly Billing

Monthly Billing

SOUTHWIRECOMPANY, LLC Sag10 Software - 5 concurrent licenses

SAG10 LicenseÀ{aintenance Agreement

Sag I 0 Software Maintenance

2019 Sola¡ lncentive GEN19.20701


Total for Check/Tran - 77814l.


Amount

17,0t2.81

500.00

9,183.12

84,434.00

1,068.62

277.60

1,303.3'7

734.11

t,041.76

789.68

1,046.84

2,497.80'7,413.56

489.00

1.05

9.79

t,243.41

777.70

2,03t.95

t3,032.00

-t,t35.20

1,303.20

13,200.00

3,223.26

500.00TOTAL ENERGY MANAGEMENT & HVA REEP

TOTAL QUALITY AIR, LLC REEP

51204

77820 1010212019 cHK 3589

/pro/rpttemplate/ acct/2.45.1 / ap I AP _CHK_REGISTER.xml.rpt


800.00

24 24



Page 16

09 1301201 9 To I0l 13 12019Bank Account: 2 - BPUD Accounts Payable Warrants


7782t t0/02t2019 CHK 3725

77822 t0/02/2019 CHK 174

77823 t0102/2019 CHK 170

77824 10/0212019 CHK 99999

77825 10t02/2019 CHK 99999

77826 t0/02/2019 CHK 99999

77827 t0/02/2019 CHK 99999

77828 10t02/2019 CHK 99999

77829 r0/02t2019 CHK 99999

7783010102t2019 CHK 99999

77831 1010212019 CHK 99999

77832 10/0212019 CHK 99999

77833 1010212019 CHK 99999

7783410/02/2019 CHK 99999

77835 10/02/2019 CHK 99999

77836 t0/02/2019 CHK 99999

77837 1010212019 CHK 99999

77838 t010212019 CHK 99999

77839 10/0212019 CHK 99999

77840 t0/02/2019 CHK 99999

Reference

US BANK NATIONAL ASSOCIATION Bond Admin Fees

Bond Admin Fees

Bond Admin Fees

WASH STATE DEPT EMPLOI'MENT SEC Paid Med Leave voluntary plan app

WASH STATE DEPT LABOR & INDUST 3rd Qtr Ending 09/30/19

GUILLERMO BUELNARIVERA Cred Bal Refr¡nd

JAMES CAUDLE District Claim

BILLIE K DURFEE Credit Balance Refund

FOX CORPORATE HOUSING LLC Credit Balance Refund

ERICA GARY Credit Balance Refund

DIANA GUERRERO Credit Balance Refund

RAYMOND S HEAVILIN Credit Balance Refund

LEON HIGGINBOTTOM Credit Balance Refund

DONNA L KEIZER Credit Balance Refund

DIEGO LARACABRERA Credit Balance Refund

JOAN P LEHMANN Credit Balance Refund

ANTHONY F LLERENAS Credit Balance Refund

MARIA G MAGALLON Credit Balance Refund

RICKY D MAHON Credit Balance Refund

ERNESTO OROZCO Credit Balance Refund

JO ANN M PERRY Credit Balance Refund

CANDICE R SMITH Credit Balance Refund

MARK VANNORDSTRAND Credit Balance Refund


Amount

300.00

300.00

500.00

1,100.00

250.00

39,892.62

65.1 8

2,808.40

9.59

t19.2s

37.92

66.39

53.67

68.56

524.46

60.67

328.z3votD

98.77

26.20

494.25

88.67

190.93

32.93

5t204

77841 1010212019 CHK 99999

/pro/rpttemplatei acct/Z.45. 1 / ap / AP_CHK_REGISTER.xml.rpt

114.45

25 25

BENTON COI-INTY PUD NO. 1 Revision:96739


Page I 7

091301201 9 To I0l 13 12019Bank Account: 2 - BPUD Accounts Payable Warrants


77842 t0t02/2019 CHK 99999 ANDREW RVANDERPAS

77843 t010212019 CHK 99999 GARRETT S VAUGHN

77844 t010912019 CHK 215 ALLAN ELECTRIC

77845 10/0912019 CHK 242s AT&T MOBILITY

77846 t0109t2019 CHK 39 BENTONCOLINTY

77847 t0/09/2019 CHK 259

Reference



AMI

monthly billing

Benton County GIS Prints

BENTON FRANKLIN COMMTINITY ACTI Helping Hands

BENTON PUD - CUSTOMER ACCOLTNT D monthly billing

BNSF RAILWAY COMPANY Permit

Permit - Vista Field

BOYD'S TREE SERVICE, LLC Tree Trimming Svc

Tree Trimming Svc

CITY OF BENTON CITY Occupation Tax09ll9

COLUMBIA FORD, INC. 2019 F-150 Crew Cab Truck

ENERGY NORTHWEST Advertising

FP MAILING SOLUTIONS Postage Machine - Prosser

HOOPES V/ELL DRILLING, INC. drilling and casing

LINGUISTICA INTERNATIONAL, INC. phone translation svc

HORTENCIA LI.INA Saftey Training - Kennewick

PACIFIC OFFICE AUTOMATION, INC. monthly billing

PACIFIC POWER monthly billing

PASCO TIRE FACTORY, INC. tires

Occupation Tax09/19

Amount

80.40

62.70

168.34

68.30

64.00

1,072.05

528.66

506.00

19,788.00

20,294.00

7,703.36

8,216.36

ts,9t9.72

10,728.92

39,050.02

2,500.00

84.71

19,697.87

3 1.59

43.04

t20.37

34t.23

1,400.77

77848 t0/09/2019 CHK 35

778491010912019 CHK s4

778s0 10t09/2019 cHK 3344

77851 10t09/2019 CHK 32

778s2 10109/2019 CHK 1s29

778s31010912019 CHK 169

778s410t09/2019 CHK 3478

7785s r0t09t2019 cHK t0552

778s610/09/2019 CHK 10162

77857 10t0912019 CHK 3424

778s8 1010912019 cHK 2176

778s910t09/2019 cHK 962

77860 t0/0912019 cHK 10095

77861 t0/09/2019 CHK 135



s1204

PROSSER, CITY OF

/pro/rpttemp latei acct/ 2. 4 5. 1 / ap / AP_CHK_REGISTER.xml. rpt

37,795.25

26 26



Page 18

091301201 9 To L0l 13 12019Bank Account: 2 - BPUD Accounts Payable Warrants


77862 t0/09/2019 CHK 379

7786310/09/2019 CHK 141

77864 10/09/2019 CHK 3182

7786s 10t0912019 CHK 163

77866 1010912019 cHK 2s2

77867 10t09t2019 CHK 193

77868 10/09/2019 CHK 1304

77869 10/09t2019 CHK 992

7787010/09/2019 CHK 172

77871 1010912019 cHK 99999

77872 1010912019 CHK 99999

7787310/09/2019 CHK 99999

77874 10/09/2019 CHK 99999

77875 t010912019 CHK 99999

77876 1010912019 cHK 99999

77877 t0/09/2019 CHK 99999

77878 1010912019 CHK 99999

778791010912019 CHK 99999

7788010t09/2019 CHK 99999

51204

Reference

PURMS JOINT SELF INSURANCE FTIND Property General Assessment

RICHLAND, CITY OF Occuaption Tax09/19

TECHNOLOGY IINLIMITED, INC. maintena¡ce renewall

TRI CITY HERALD Advertising

TRI CITY REGIONAL CHAMBER OF CO Advertising

TINITED PARCEL SERVICE OF AMERICA mailing svc

US CELLULAR monthly billing

VERIZON NORTHWEST monthly billing

monthly billing

monthly billing

monthly billing

monthly billing

monthly billing

WASH STATE DEPT TRANSPORTATION App fee - utility permit

AUSTIN BALLARD Credit Balance Refund

MICHAEL J BOBBITT Credit Balance Refund

LINDA BOWE Credit Balance Refund

MARGO CARR Credit Balance Refund

CORTES IIPHOLSTERY Credit Balance Refund

CHRISTIE L CROW Credit Balance Refund

DAERICSTON LLC Credit Balance Refund

DANIEL B EDWARDS Credit Balance Refund

TRENT R HARRIS Credit Balance Refund

GRACE C INGOLIA Credit Balance Retund

/pro/rpttemplate/acctl 2 -45 -l / ap / AP_CHK_REGISTER.xml.rpt

Amount

36,957.52

2,824.32

2,628.t2

79.33

1,000.00

122.96

r29.25


94.00

20.08

136.98

r,027.24

t47.00

156.95

1,582.25

150.00

53.02

M.90

40.60

117.t2

77.39

64.01

I 10.10

136.33

34.86

64.48

27 27



Page 19

0913012019 To 1011312019Bank Account: 2 - BPUD Accounts Payable Warrants


7788t 10/0912019 CHK 99999 J & L VAN ZUYEN LLC

778821010912019 CHK 99999 LESLIE LUEDTKE

77883 t0/09/2019 CHK 99999 JAMES C MCNALLY

77884 1010912019 CHK 99999 TRAVIS PARKER

77885 1010912019 cHK 99999 JESUS S RIVAS

7788610t09/2019 CHK 99999 JAHLILAH RIVERS

77887 t010912019 CHK 99999 PEDRO SALGADOORTEGA

77888 t0t09t2019 CHK 99999 ruDITHASCOTT

77889 t0/09/2019 CHK 99999 RONALD J WILLIAMS

77890 r0lr0l20l9 cHK 54 BNSF RAILWAY COMPANY

Reference



Credit Balance Refrrnd

Interview - Lineman






Permit - Badger

Lease - Paterson

Lease - Paterson

Total for ChecllTran -778902

Total Payments for Bank Account - 2 :

Total Voids for Bank Account - 2 :

Total for Bank Account - 2 :

(83)

(111)

(le4)

Amount

l18.81

76.14

10.34

304.71

116.53

141.83

2r.40

76.8',7

66.1 8

16s.00

3,537.02

3,434.00

7,136.02

393,874.16

11,894.24

40s,768.40

1,759,416.60

11,894.24

t,771,3t0.84

Grand Total for Payments :

Grand Total for Voids :

Grand Total :

(1 5s)

(111)

(266)

s1204 lpro/rpttemplafe/acct/2.45.1/ap/ AP CHK REGISTER.xml.rpt 28 28

BENTON COLINTY PUD NO. 1 Revision: 96739


Page20

ALLBank Account: I - Benton PUD ACIVWiTe


5080 0913012019 wrRE 2800

s08210/03/20t9 WIRE 2205

5083 10/03/2019 WIRE 1567

508410t03/20t9 WIRE 437

5085 10/04/2019 WIRE t69

s08610/04/20t9 WIRE 925

Vendor Name

LL&P WIND ENERGY, INC.

TINITED STATES TREASURY

ICMA RETIREMENT CORP

Reference

Pu¡chased Power 08/19

Federal Income Tax

Medicare - Employee

Medicare - Employer

Social Security - Employee

Social Security - Employer

457 þ) Leav e EE Contribution

457(b) Roth EE Contribution

Plan A 457(b) Employee Contribution

Plan B 457(b) Employee Contribution

Plan C 401(a) EE Contribution

Plan C 401(a) Option I EE Contribution

Plan C 401(a) Option 2 EE Contribution

Plan C 401(a) Option 4; Step I EE Contri

Plan C 401(a) Option 4, Step 2 EE Contri




Plan C 457(b) Employee Contribution

Deferred Comp - ER



Amount

44,502.78

58,083.28

8,124.94

8,124.94

32,867.18

32,867.r8

140,067.52

t,235.22

3,076.6s

7,t08.44

2t,t42.12

1,471.t5

3,370.60

1,s62.92

90.80

347.09

ï,299.03

707.64

1,759.11

5,5t9.57

9,428.89

58,119.23

925.25

33,146.08

4,058.46

39,592.23

1,961.26

172.82

7.72

WASH STATE DEPT SUPPORT REGIST Gamishment - Child Support

ENERGYNORTHWEST Pnrchased Power 09119

KLICKITAT COI.INTY PUD TX White Crk/Rock Crk 08/19

WASH STATE DEPT RETIREMENT SYS PERS PlAn 2

PERS Plan 3A 5% All Ages

PERS Plan 38 5% Up to Age 35

PERS Plan 3B 6% Age35-45

/ pro / rptiemplate/ acctl2 -45 -l / ap I AP_CHK_REGISTER.xml.rpts1204

s087 1010712019 WIRE t7l

29 29

BENTON COUNTY PUD NO. I Revision:96739

l0lr4/2019 10:20:06 AM Accounts PayableCheck Register

Page2l

ALLBank Account: I - Benton PUD ACfVWire


5089 10/08/2019 WIRE 3875

5090 09130120t9 WIRE t0052


PERS Plan 3D 7% All Ages

PERS Plan 3E l0% All Ages

PERS - ER

EMERALD CITY RENEWABLES LLC Renewable Energy Credit Agrmnt

JACK HENRY & ASSOCIATES, INC. Merchant Svc


Total Payments for Bank Account - 1 :

Total Voids for B¡nk Account - I :

Total for B¿nk Account - I :

Grand Total for Payments :

Grand Total for Voids :

Grand Total:

(e)

(0)

(e)

(e)

(0)

(e)

Amount

3.91

7s3.19

70,921.99

t13,4t3.12

75,616.20

519.30

470,367.94

0.00

470,367.94

470,367.94

0.00

470,367.94

51204 / pt o I rptlemplaæ/ acctl2.45.1 I ap I AP -CHK_REGISTER.xml.rpt 30 30

ãrtä.lt.D

BENTON PUD - RESIDENTIAL CONSERVATION REBATE DETA¡LDate

10to1t201910t01t201910t01t201910to1t201910t01t201910t01t201910t01t2019

CustomerHampton, AnthonyHampton, AnthonyAbken, SusanAbken, SusanSouza, ScottBarron, MaricelaOlson, Gary

Rebate Amount$ 50.00$ 20.00$ 50.00$ 20.00$ 50.00$ 20.00$ 20.00

Rebate DescriptionRebate - Energy Star Clothes DryerRebate - Energy Star Clothes WasherRebate - Energy Star Clothes DryerRebate - Energy Star Clothes WasherRebate - Energy Star Clothes DryerRebate - Energy Star Clothes WasherRebate - Energy Star Clothes Washer

$

Page22

230.00

31 31

BEilTOil Business Agenda

Second Reoding

Consent Agendo

I nfo O n ly/ P ossi ble Acti o n

lnfo Only

Subject

COMMISSION MEETING AGENDA ITEM

Project Completion and Acceptance for Contract #L7-07, DJ's Electrical,

lnc.

Agenda ltem No

Meeting Date:4C

October 22,20t9

Presented by: Michelle Ochweri

Approved by (dept): Jon L. Meyer ¡¡n,

Approved forCommission review:

Støff Presenting ltem

Chad B. Bartram

Director/Manager

Ge ne ro I M ø na ge r/Asst GM

Motion for Commi on ConsiderationMotion authorizing the General Manager on behalf of the District to sign Contract Completion

and Acceptance for Joint Use - NESC Compliance and Cable Replacement Construction Projects

(1"'t and 2nd Years) by DJ's Electrical, lnc., Contract#L7-07, (CPO #52877), in the amount of$5,435,209.00 including tax,

BackgroundThe District entered into a contract on September L2,201-7 with DJ's Electrical, lnc. to provide

work for Joint Use - NESC Compliance and Cable Replacement Construction Project, and added

change orders on March 1-3,z}I9,April 10,2018 and August 28,2018 for a total of55,435,209.00 for the L't and 2nd years. The work for the 1't and 2nd years are now complete.The contract has been extended for a 3'd yearwith an expiration date of September 30,2020.

SummaryThe L't and 2nd years of the Joint Use forthe District from DJ's Electrical, lnc. has been provided

and the invoices for their services have been received and paid; therefore, the Lst and 2nd years

retainage is now ready to be released,

Fiscal lmpactThis project completion and acceptance will have no additional fiscal impact on the District.

Upon closing out the L't and 2nd years of this contract the retainage which was held per the

term of the contract will be released.

X

32 32

BErÍûfl----F-A-L

PROJECT COMPLETION AND ACCEPTANCE(Contracts $120,000 and greater)

TO Commission/General ManagerBENTON PUD

The following information is submitted to the Commission/General Manager after being reviewed and certifiedas being accurate by District staff. The work has been fully completed and approved by the staff.

CONTRACT NUMBER

CONTRACT TITLE

CONTRACTOR NAME

UBI NUMBER

AFFIDAVIT NUMBER

DATE WORK COMMENCED

DATE WORK COMPLETED

DATE ACCEPTED BY STAFF

CONTRACT BID AMOUNT

CONTRACT ADDITIONS

TOTAL CONTRACT AMOUNT

ACTUAL CONTRACT AMOUNT

AMOUNT RETAINED

17-07 (CPO #52877)

Joint Use - NESC Compliance & Cable Replacement ConstructionProjects

DJ's Electrical, lnc.

601 678455

Multi

September 12,2017

September 30, 2019

September 30, 2019

$4,192,788.00

$1,242,421.00

$5,435.209.00

$4,373,886.14

$201,429.86

Submitted by Michelle Ochweri Date: October 14, 2019

Accepted by Commission October 22,2019

Bonding Co,

(Date) (Chad B. Bartram)

Travelers Casualty and Suretv Company of America

Original - Vault FileCopy to - AccountingRevised July 31, 2019

33 33

8EflfOT Business Agenda

Second Reading

Consent Agenda

lnfo Only/Possible Action

lnfo Only

æ.lr.D


Motion for Commission Consideration:

None

Background:

Northwest RiverPartners (NWRP) is an alliance of farmers, utilities, ports and businesses thatpromote the economic and environmental benefits of the Columbia and Snake Rivers and

salmon recovery policies based on sound science. Benton PUD was one of the foundingmembers.

Kurt Miller replaced Terry Flores as Executive Director in 20L9. Kurt has twenty-seven years ofNorthwest energy industry experience. He began his career at BPA as an economist and spenttwenty years at Portland General Electric in a variety of leadership and expert roles focused onpower supply, customer programs, and organization change management. ln his tenure, Kurthas initiated a series of initiatives to expand the organization's education and outreach.

Summarv:

Kurt Miller, Executive Director, NWRP will provide an update on the organization's educationand outreach efforts, including efforts underway to prepare for and respond to the draft EIS

scheduled for release in February 2020. Kurt willalso provide a high-levelsummary of the mostrecent Northwest Attitudes survey conducted in 2019.

Fiscal lmpact:

X

X

Subject: Northwest RiverPa rtners U pdate

Agenda ltem No: 0AMeeting Date October 22,20t9

Presented by: Jodi Henderso Stoff Presenting ltem

Approved by (dept) Chad Bartram Director/Manager


Chad Bartram Ge ne ra I M o nage r/Asst G M

None

34 34

Business Agendo

Second Reading

Consent Agenda

I nfo O n ly/P oss i ble Acti on

lnfo Only


Motion for Commission Consideration:

Motion to approve the2O20-2L Conservation Budget Plan as presented today

Recom mendation/Backgrou nd

Staff has prepared the District's 2O2O-2L Conservation Budget Plan (Plan) for the two-yearbiennium which is prepared every two years in tandem with the District's Conservation

Potential Assessment (CPA). The CPA determines the biennial conservation target ne'eded tocomply with requirements set by the Energy lndependence Act (ElA). The CPA responds to thedifferent requirements the District must consider for this period and establishes how all plan

goals and objectives will be accomplished.

ln developing this Plan, staff considered the District's long-standing commitment toconservation, ongoing customer demand, existing large project requests, BPA requirements and

EIA requirements of the State of Washington.

BPA collects funds from the District, through BPA wholesale rates each rate period which

results in approximately 53.9 million available to the District to fund its 2Q20-2L conservationprogram. The District is required to document ¡ts conservation achievements under a set of BPA

established rules in order to receive these funds.

Additionally, as the District has over 25,000 retail customers, the EIA requires the District toachieve all cost-effective conservation. Staff has reviewed the EIA requirements and has

developed a CPA for the 2020-2t biennium. Results of the CPA conclude the District has a two-year potential of 1-.71aMW. A resolution to establish the TOTO-ZI biennialtarget was

considered by the District's Commission at a Public Meeting held earlier this morning. Pending

adoption of resolutioñ _, the2O2O-2L biennialtarget is established at L.71- aMW.

X

Subject: 2O2O-27 Conservation Budget Plan

Agenda ltem No {"4Meeting Date: October 22,20L9

I

Presented by: Chris Johns o"/y' Stoff Presenting ltem

Approved by (dept): Rick Dunn Director/Monager


chad Bartr^^ gfÈ Generql Monager/Asst GM

35 35

SummarvBy following the attached Conservation Budget Plan, the District will self-fund approximately

5957 thousand in rhe 2O2O-21 biennium to meet its adopted EIA target of L.7L aMW. The S3.9million BPA conservation funds allocated to the District are insufficient to meet the target.

Fiscal lmpactThe net fiscal impact for 2O2O-2L is 5957 thousand and is included in the projected 2O2O-202L

budget.

Attachment - 2O2O-2L Conservation Budget Pla n

36 36

2O2O-2L Consenration Budget PlanPublic Utility District No. 1 of Benton County

Residentiol Rebotes

t

h6k oll o!. .eut6 ¿d æ!

Lovr¡ I ncorTre Progrcrrrr

Commerci al /lndustricr l/Agriculturcr I Rebclles

ocToBF,R 22,2OL9

37 37

Table of Contents

Executive Summary...

Biennial Target vs Budget P|an............

lnternal Programs

Residential Programs

Figure 2 - 2O2O-2t Forecasted Residential Program savings.......

Commercial/lndustrial Programs....

Figu re 3 - 2O2O-21, Fo recasted Co m mercia l/l nd ustria I Progra m Savings ..

Agricultural Programs

Figure 4 - 2O2O-2L Forecasted Agricultural Program Savings

lndirect Savings

Figure 5 - 2O2O-2t Forecasted lndirect Savings

Financial Summary...

Table L -2020-2t Budget Plan ............

Figure 6 -2020-21Gross Program Spending By Sector.

Section 1,: 2O2O - z)2l,Conservation Reporting

Conservation Reporting System.......

District Reporting

Section 2: Operating Plan & Budget

Residential and Commercial .......

lnd ustrial

Agricultural

Budget Planning

Table 2-1: 2O2O - 2021" Conservation Budget........

Section 3: Low Cost Conservation and its Effect on Load ...........

Chart 3-l-: Historical Cost of Conservation by Biennium................

Chart 3-2: District Forecast Effect of Conservation Potential on Load Growth

Table 3 - 1 Cost Effective Demand Savings (MW) .........

Section 4: Bonneville Programs

Figure 7 -Conservation lifecycle cash flow ...............:..

Section 5: Conservation Promotion .............

Direct Customer Contact

1.

T

L

2

2

2

2

3

3

3

3

4

4

4

5

5

5

5

5

5

6

6

6

7

7

7

8

8

9

9

9

October 22,2019 il

38 38

Onsite Audits

Community Outreach....

Attachments.................

Attachment A: Washington State Conservation Policies........

Energy I ndependence Act

Setting Conservation Ta rgets

Attachment B: Program Rebate Forms

REEP Weatherization and HVAC Rebate Form - Standard

LEEP Weatherization and HVAC Rebate Form - Low lncome.......

REEP Appliance Rebate Form...........

REEP Heat Pump Water Heater Rebate Form...........

NEEM Home Rebate Form..........

Attachment C: District Policy - Resolution No. 2312.....

Benton PU D Conservation Rebate Po1icy..........

Attachment D: 2O2O - 2O2t Conse rvatio n Com m u nicatio ns Pla n..........

.9

.9

10

10

L0

10

L2

....12

....14

....16

....17

....18

....1_9

....20

....22

October 22,z0tg

39 39

Executive Summary

The Conservation Budget Plan (Budget Plan) is prepared every two years in tandem with the District's

Conservation Potential Assessment (CPA) which determines the biennial conservation target needed to

comply with requirements set by Washington State's Energy lndependence Act (ElA) (See Attachment Al.

Pending adoption of a resolution to set the target by the District's Commission, the EIA biennial conservation

target f or 2020-21. is 1.71 aMW. Looking two years out, the Budget Plan is developed to provide background,

highlight key data assumptions, and offer conclusions on how the District will achieve the target. Key points

of the Budget Plan are highlighted below.

Biennial Target vs Budget Plan

The adopted EIA biennial conservation target is 1.71- aMW; however, the District has the opportunity to

leverage a provision in the EIA that allows overachievement of up to 25% (0,a3 aMW) to be allocated

towards meeting future targets in the next two biennial compliance periods (Conservation smoothing / carry

over). As seen on the leftin Figure I below, the District's target plus its smoothing goal totals 2.14 aMW.

Plans to achieve the target with a combination of lnternal Programs, Codes/ruf ¡R, and Conservation

Smoothing /Carryover are shown on the right,

Figure 7 - 2020-21 Biennial target vs budget plan

Internal Programs

The District in conjunction with Bonneville Power Administration (BPA) has been engaged in providing

residential, commercial, industrial and agricultural conservation programs by funding conservation

incentives for nearly 40 years. These programs are very popular with District customers who continue to

request assistance with making their homes and businesses more energy efficient. Highlights from each

program listed below will achieve 1.80 aMW which meets the EIA target.

t

2.85

2.t4

October 22,20!940 40

Residential ProgramsResidential savings will be achieved through a combination of BPA administered programs and internal

programs, with the latter being generated by the District's residential contractor network. Low income

programs will be funded at amounts determined at the beginning of each budget year and will be used for

the internal Low-lncome Energy Conservation Program (LIECP) and through a third-party organization, the

Benton Franklin Community Action Committee (CAC). Figure 2 below shows the forecasted residential

program savings for 2020-21.

Figure 2 - 2020-27 Forecqsted Residential Program savings

Commercial/Industrial ProgramsHistorical achievements for Commercial/lndustrial Programs have been primarily due to more effícient

lighting (LEDs), Strategic Energy Management (SEM) and custom projects at various facilities. The District

will continue to promote and incentivize customers through similar programs. Figure 3 highlights the

expected commercial/industrial projects in 2020-2I that will achieve the savíngs necessary to meet the

District's biennial conservation target.

Figure 3 - 2020-27 Forecasted Commercial/Industrial Program Savings

2

0.320

-

o-oo7

0.fi}4

1.030

-

ryEM

October 22,2OI941 41

Agricultural Programs

With the conclusion of Scientific lrrigation Scheduling (SlS) at the end of 2018, the focus for agricultural

savings shifted to supplying incentives for irrigation hardware replacements such as sprinklers, nozzles,

regulators and gaskets. However, incentives for these measures have been reduced considerably leaving

most opportunities for sector savings coming from the replacement of large pump motors, and variable

frequency drives (VFD). Additionally, the District's agricultural customers are receiving a significant amount

of assistance for projects including potato and onion sheds, but Bonneville Power Administration considers

these savings to be part of the industrial sector. Figure 4 below shows the agricultural program savings

expected in the 2020-2L biennium.

Figure 4 - 2020-21 Forecasted Agricultural Program Savings

Indirect Savingsln addition to internal program savings, the District expects to have a portion of its biennial conservation

target achieved through indirect savings from the Northwest Energy Efficiency Alliance (NEEA) and

Conservation Smoothing/Carryover. Savings from NEEA will be achieved through codes and standards

changes, whereas Conservation Smoothing/Carryover utilizes savings overachievement from a previous

biennium. Figure 5 below highlights the 2020-21 indirect savings and how they will impact achievement of

the EIA target,

3October 22,2019

Figure 5 - 2020-27 Forecasted IndirectSavings

42 42

Financial Summary

ln conclusion, to maximize Smoothing the District needs to achieve 2.1-4 aMW of savings of which

approximately 1.80 aMW will be achieved through internal programs with the remaining balance from indirect

savings, TheDistrict'sConservationBudgetPlanisshownbelowinTablelandindicatesgrossconservationspending of S4.S million with reimbursements from BPA of 53.8 million resulting in estimated total net cost

of approximately $957 thousand. Figure 6 below presents the gross program expenses by sector.

Table 7 - 2020-27 Budget PIøn

4

s

Is

ss

s

743

537

727

67

436o¿0

o,42

0.06

0.33

0.00

0.31

7L8

!67154

59

s

s

s

sss

0.16

a.L2

0.09

0.06

0.00o.00

0.31

s

s

)s

1,46L

704

881

126

s

o,32

0.52

0.51

o.l20.33

0.00

0.62

R¡bcir Co¡l¡ S zþtq 1.68 S r,ogs BJ4 3 c,tzz 2/.2

s 781 s eo5 s 1,s86

Tobl Progrem Go¡l¡ $ z¡ss''37

S rBoc o.43 $ atss 1.80

s {2,171)

s (4os¡

s (40'

s (1,0esl

$ (xso)

s {40)

s

s

,166)(ss5)

(80)

(3

Totul R¡ilnbur¡üÍant $ (2,s16) s (1,285) s (3,80u

S 33e $ sre $ es7

2020 2021AA 2020-21 Biennial Targel - 1.71 aMW

{$ìThou s onds

Tolol Res idenliol

TololComme¡ciol

Tolollnduslriol

Totol Agriculturol

Fixed Costs íLobol Benefits & Dept. Expenses)

Reimbursemenl - Reboles

Reimbvrsemenl - Perf Poyment

PTCS Reimbursemenl

Self FundinE Iiobility

Total

oMW

NËEA

"r" I

{$)Thouso

Distribulion Eff iciency,Voltoge O ptimizotion

($)

oMW T¡or.o.¿"

Non Federolly Funclec.l

Spending (in thousands|

Srzs

Low lncome

Sz¡o

October 22,7otg

Figure 6 - 2020-21 Gross Program Spending By Sector

43 43

Section L: 2O2O - ZOZL Conservation Reporting

Conservation Reporting System

Conservation activity is currently submitted to BPA by the District's Energy Programs staff on a monthly

basis using BPA's lnterim Solution 2.0 (lS 2.0) reporting system. These monthly submittals are the current

method of verifying the District's energy savings used to meet state EIA requirements. Conservation

activity can be self-funded by the District or reimbursed by BPA using the Energy Efficiency lncentive (EEl)

fund established by BPA at the beginning of each two-year rate period. The current rate period

commenced on October Ist,20L9 and the EElfund established forthe District was set at -S3.8 million.

District Reporting

The State required EIA Conservation and Renewable Energy Report which documents the District's

progress in meeting the biennial target, is presented to Commission for adoption and subsequently

submitted to the Washington State Department of Commerce by June l.'t of each year. Additionally, the

Commission is provided with a report on a quarterly basis detailing any conservation projects that were in

excess of S50,000.

Section 2: Operating Plan & Budget

Residential and Commercial sector programs will essentially continue to be operated as they have in

the past. Local contractors generate much of the residential sector savings through their sale of qualifying

heat pumps, water heaters, insulation, windows, and other products. The BPA program, "Simple Steps

Smart Savings" which incentivized local retailers for off-the-shelf LED lights, fixtures, and showerheads

generated valuable savings at low cost, but was discontinued in mid-2019. lnternal low-income residential

programs will continue but at a 50% higher funding level while District funding for the CAC low-income

weatherization program will remain at the current funding level. The majority of commercial sector

savings will come from new and existing Strategic Energy Management (SEM) projects as well as direct

customer requests for lighting and HVAC improvements in commercial facilities. The District's current

rebates are shown in Attachment B, but are subject to change as BPA or the District updates theirprograms offerings.

Industrial sector projects planned for completion this biennium will play a primary role in conservation

efforts for the upcoming biennium. Based on current estimates, those projects will achieve approximately

2O% of the two-year CPA target of I.7t aMW. Almost all industrial projects are currently created and

funded through the BPA Energy Smart lndustrial (ESl) program, which is administered by Cascade Energy.

Cascade Energy partners with the District to proactively approach industrial customers within the District's

service territory to offer their expertise to lower onsite energy consumption. These energy saving projects

can often involve changes in operational procedures which result in significant savings that can be claimed

over multiple years.

5october 22,20L944 44

Agricultural sector savings will be more challenging this biennium due to the conclusion of the SIS

program and reductions to incentive payments for irrigation hardware replacement. Staff is expecting

irrigation hardware replacement to capture only .02 aMW of the .12 aMW savings available in this sector.

The other .L0 aMW is expected to be achíeved through upgrades for variable frequency drives in pump

applications and replacements of rebuilt pumps with new more efficient pumps. Non-federally funded

(NFF) agricultural lighting projects are not needed in this biennium. NFF projects do not qualify for BPA

reimbursement and self-funding these projects create additional rate pressure across all customer classes.

The District's2020-202I EIA target has been reduced by 2a% and energy savings from self-funded NFF

projects would exceed EIA requirements, therefore no NFF funds are available for the 2020-202I

biennium.

Budget Planning. Throughout each year, conservation program achievements are evaluated to

determine if funding by customer class should be increased or decreased. lt ¡s difficult to project actual

expenditures and kWh savings by customer class and actual expenditures will vary from projections. To

mitigate risk and ensure meeting biennial targets, the conservation program is designed to acquire -60-

70% of its savings in the first year of the biennium.

Table 2-l identifies rebate costs of $2.1 million for calendar year 2O2O (*65% of biennium total) and

St.t million for calendar year 2021- (-35o/ol. During the b¡ennium, Energy Programs staff will follow the

rebate policy, Attachmenú Ç which states, "The District will consider using BPA funds first, when

available, followed by District self-funding." Using BPA funds first, the net conservation for 2020 is 5339

thousand but increases to 5618 thousand in2O2I as the BPA funds are exhausted. This results in an

overall net conservation budget for the 2O2O-2t biennium of 5957 thousand.

6

s

Is

s$

$

743

537

727

67

0.16

0.40

0.42

0.06

0.33

0,00

0.31

s

s

s

ss

s

7t8L67

t5459

0.16

o.t20.09

0.06

0.00

0.00

0.31

s

$

s

s

$

L,461

704

881

L26

0.32

0.52

0.51

o.t20.33

0,00

0.62

Rcbaþ Co¡l¡ 5 z,ot+ 1.68 $ t,ogg o.74 $ g,tlz 2.J,2

78Ls s 8os S r,sao

Totol Progrcm Gcrtr $ 2,85s t.?7 $ 1,903 0¿3 $ 4,758 1.80

s

$

$

(2,07t1

{405)

{40}

$ {1,095)

s (1s0)

s (40)

5

$

$

{3,166)

(s5s)

(80)

S {2,s16} s {1,285} $ (9,801)Totsl Rcimbur¡cmsnl

$ sss $ 618 $ gsz

2020 202t Total

AA2020-2l Biennial Target - 1.71 aMW

Total Residenliql

Tolol Commercitrl

Totql lndushisl

Tolol Agricuhurol

Dis t¡ibulion fff iciency/Vohoge O p,tim izotio n

Non Federolly Funded

NEEA

Fixed Cosfs (Lobor/Benefits & Depl. Expenses)

Reimbursemenl - Reb¡¡les

Reimbursement - Perf Poymenl

PTCS Reimbursemenl

Self Funding Iiobility

<¡MW qMW($)

oMW, 1¡rorro¡¿g($)

Thousc¡nds

($)

Thousqnds

October 22,2OI9

Table 2-7:2020 - 2027 Conservation Budget

45 45

Section 3: Low Cost Conservation and its Effect on Load

Although the district currently has excess resources on an annual basis, conservation is the lowest-cost

resource that also reduces capacity needs. Chart 3-l shows the historical levelized cost of conservation

since 2010 and estimates the cost to be S16/MWh for the 2020-27 biennium. Comparatively, the

forecasted market price for power over the next ten years (2020-2029l,is approximately S35/MWh. Also

shown is the historical cost of conservation for each biennium since 2010-L1, Low cost lndustrial projects

in2018-l.9andthoseprojectedfor2O2O-2LhavedecreasedthecostperMWh. Overtime,conservation

will also have an impact on load growth. Chqrt 3-2 below shows the effects of conservation which result

in an overall reduction in the forecast for the District's load growth.

Chart 3-7: Historicøl Cost of Conservatíon by Biennium

o.60

0.¡lO

0.20

':t'--r--l-r- -I--l- --r- - f --r-'-

?a |Tt rrl |\ gl rl ar¡ |ô |\ gl Gl aî rtì '\88888ÉdÉÉdssss

a! l\l a{ ö¡ ¡{ ar¡ a! ^l

¡ìl .\l t! .\t l\l a{

-ffiu¿15 -

f6¡s6¿51 - - - - [6¡s6¿st {out Conserv. ------- Linear (Actuals)

Chart 3-2: District Forecast Effect of Conservation Potential on Load Growth

Energy efficiency also has the potential to reduce peak demands. Estimates of peak demand savings are

calculated for each measure using the Northwest Power and Conservation Council's ProCost tool which uses

hourly load profiles developed for the Seventh Power Plan and a Benton PUD-specific definition of when peak

demand occurs. These unit-level estimates are then aggregated across sectors and years in the same way thatenergy efficiency measure savings potential is calculated. The reductions in peak demand provided by energyefficiency are summarized in Table 3-7 below.

7

Historial Bienníal Targets vs Actuals

2,71

1.7!

5.¡U)

4-ttl

3.56

3.08 3.Ol

2.372.25

1.97

¡ NEEA

I Programs

I Tafget

2.42.

October 22,207946 46

The savings from most energy efficiency measures is concentrated in those periods when energy is being used,

and not evenly throughout the day. Thus, the peak demand reduction, measured in MW, is nearly double theannual average energy savings. Benton PUD's annual peak occurs most frequently in summer evenings,

between 4 and 6 PM. ln addition to these peak demand savings, demand savings would occur in varyingamounts throughout the year.

2-Year 6-Year 10-Year 20-Year

Residential

CommerciallndustrialDistribution Efficiency

Agricultural

1.20

0.60

0.64

0.10

0.04

5.00

2.03

2.33

0.29

0.27

10.09

3.25

3.91

0.40

0.61

22.39

4.95

4.78

0.46

L.68

Table 3 - 1 Cost Effective Demand Savings (MW)

Total 2.58 9.92 t8.27 34.26

Section 4: Bonneville Programs

BPA collects funds from their utility customers' wholesale rates in order to achieve regional conservation targets.

Approximately thirty percent of the funds collected are used for BPA operational costs and the balance is

available for reimbursement of District conservation programs.

At the start of each rate period, BPA establishes specific requirements for measures as well as any changes

to savings and incentive levels and publishes them in their Energy Efficiency lmplementation Manual (lM). ln

order to receive reimbursement for its conservation efforts, the D¡strict must comply with the lMrequiremenTs. Figure 7 shows an example diagram of the flow of funding between BPA and the District.

DlBtr¡êr dl,rEcdybånåfits frominvestment in

'lnf¡eslruclura' æcts

8

NEËÂ

Enåtgy SntartG¡Ðærtlrdr¡stdal

PrqremDswloprnent

BFA keeee 3096"

3l.7il.ÈrIñfr€Êhr¡ofira'

oGtß

Råsêarctr MdrnentümI

Dlstricr Pa¡'a,i85.7 ftlvla BPA Fou¡er Ratee

DklÉct rccsh¡r€rûf6, $4.Oil.

btrk for r€bslðåand trüsfric* labûrrËlmbu€emênt

October 22,201947 47

Figure 7 -Conservation liþcycle cash flow

BPA also uses operational funds to create programs designed to aid the utilities in their pursuit and

acquisition of energy savings. lndustrial programs for the most part, are administered by BPA third-partyprovider, Cascade Engineering. Cascade serves as a liaison between the District and its lndustrial

customers to provide expertise for specific programs and are often used to facilitate the process of

im plementing efficient eq uipment a nd procedures.

Another energy saving measure being utilized by the District is in the Utility Distribution Sector. These

sector savings are acquired by performing Voltage Optimization (VO) and Electrical Distribution System

lmprovements (Sl). The District is currently implementing VO, a technique used to improve the efficiency of

the electrical grid by reducing voltage on power lines running from substations to retail loads. This VO

project is expected to be completed in 2020.

Section 5; Conservation Promotion

The District provides a broad marketing and advertising campaign through a variety of resources including,

customer newsletters, radio, web page, social media, brochures, customer meetings, etc.

Direct Customer Contact

Onsite Auditsln an effort to continue the District's role as a Trusted Energy Partner to its customers, direct customer

contact will continue to be a primary focus of the strategic goals for the Energy Programs staff. ln the

residentialsector, Energy Advisors are required to inspect a minimum percentage of allconservation

measure installations. They are also responsible for conducting home energy audits in response to all

low-income applications which come through the District's LIECP Program, and to offer customer high bill

investigation audits. ln the commercial sector, the Energy Advisor is required to inspect the final

installation of all projects before granting an authorization of payment. These inspections offer an

opportunity to engage customers directly and thereby increase mutual familiarity and trust.

Communíty OutreachCommunity outreach is another means of promoting energy conservation efforts through direct contact

with our customers. Senior Day and the Energy Experience are examples of events designed to continue

building on being our customers' Trusted Energy Partner through education and interaction. Social

media is being used to expand customer contact through areas such as Facebook, Twitter, lnstagram and

YouTube. (See Attøchment Dl

9October 22,201948 48

Attachments

AttachmentA: Washington State Conservation Policies

Energy Independence ActRCW Chapter 19.285.040 discusses Energy conservation and targets. The chapter states:

(1) Each qualifying utility shall pursue all available conservation that is cost-effective, reliable, and feasible.

(a) By January L, 2OtO, using methodologies consistent with those used by the Pacific Northwest electric

power and conservation planning council in the most recently published regional power plan as it existed

on June 12,2014, or a subsequent date as may be provided by the department or the commission by rule,

each qualifying utility shall identify its achievable cost-effective conservation potential through 20L9.

Nothing in the rule adopted under this subsection precludes a qualifying utility from using its utility specific

conservation measures, values, and assumptions in identifying its achievable cost-effective conservation

potential. At least every two years thereafter, the qualifying utility shall review and update this assessment

for the subsequent ten-year period.

Two of the primary components of the EIA related to WAC 194-37 are; 1) documenting the development of

conservation targets, and 2) documenting the savings from conservation activities. According to RCW

19.285.060, if conservation targets are not met, utilities may be required to pay a sSO/fvlwn (2007 dollars)

penalty on the shortfall.

Setti n g Conse rvatio n Ta rgets

WAC 1-94-37-070 (5) states: The methodologies used by the NWPCC in its most recently published regional

power plan are summarized in this subsection.

(a) Technical potential. Determine the amount of conservation that is technically feasible, considering

measures and the number of these measures that could physically be installed or implemented, without

regard to achievability or cost.

(b) Achievable technical potential. Determine the amount of the conservation technical potential that is

available within the planning period, considering barriers to market penetration and the rate at which savings

could be acquired.

(c) Economic achievable potential. Establish the economic achievable potential, which is the conservation

potential that is cost-effective, reliable, and feasible, by comparing the total resource cost of conservation

measures to the cost of other resources available to meet expected demand for electricity and capacity. A

utility may use either of the following approaches to identify economic achievable potential:

(i) lntegrated portfolio approach. A utility may analyze, as a part of its integrated resource plan, the

cost-effective potential of conservation resources over a range of potential future outcomes for unknown

variables, such as future demand, costs, and resource availability. Economic achievable potential will be based

on resource plan that achieves a long-run least-cost and least-risk electric power system considering all power

system costs and quantifiable nonenergy costs and benefits.

(ii) Benefit-cost ratio approach. A utility may establish economic achievable potential as those

conservation measures or programs that pass a total resource cost test, in which the ratio of total benefits to

total costs is one or greater. The benefit-cost calculation must use inputs that incorporate the cost of risks

that would otherwise be reflected in an integrated portfolio approach.

october 22,2019 10

49 49

(d) Total resource cost. ln determining economic achievable potential as provided in (c) of this subsection,

perform a life-cycle cost analysis of measures or programs to determine the net levelized cost, as described

in this subsection:

(i) Conduct a total resource cost analysis that assesses all costs and all benefits of conservation

measures regardless of who pays the costs or receives the benefits;

(ii) lnclude the incremental savings and incremental costs of measures and replacement measures

where resources or measures have different measure lifetimes;

(iii) Calculate the value of the energy saved based on when it is saved. ln performing this calculation,

use time differentiated avoided costs to conduct the analysis that determines the financial value of energy

saved through conservation;

(iv) lnclude the increase or decrease in annual or periodic operations and maintenance costs due to

conservation measures;

(v) lnclude avoided energy costs equal to a forecast of regional market prices, which represents the

cost of the next increment of available and reliable power supply available to the utility for the life of the

energy efficiency measures to which it is compared;

(vi) lnclude deferred capacity expansion benefits for transmission and distribution systems;

(vii) lnclude deferred generat¡on benefits consistent with the contribution to system peak capacity of

the conservation measure;

(viii) lnclude the social cost of carbon emissions from avoided nonconservation resources;

(ix) lnclude a risk mitigation credit to reflect the additional value of conservation, not otherwise

accounted for in other inputs, in reducing risk associated with costs of avoided nonconservation resources;

(x) lnclude all nonenergy impacts that a resource or measure may provide that can be quantified and

monetized;

(xi) lnclude an estimate of program administrative costs;

(xii) lnclude the cost of financing measures using the capital costs of the entity that is expected to pay

for the measure;

(xiii) Discount future costs and benefits at a discount rate equal to the discount rate used by the utility

in evaluating nonconservation resources; and

(xiv) lnclude a ten percent bonus for the energy and capacity benefits of conservation measures as

defined in L6 U.S.C. S 839a of the Pacific Northwest Electric Power Planning and Conservation Act.

October 22,2019 TT

50 50

Attachment B: Program Rebate Forms

REEP Weatherization qnd HVAC Rebate Form - Standard

HVAC and Weatherlzat¡on Rebate AppllcationOlfervalid througñ Sepfemôer fi,2020 or unttlfunding e¡pties

Suömrt all workto or fax to 582-1296Orvner(s): Phone:

Properfy Address: üa¡!¡ng Addre3s [¡f rame, pfGasê ¡nd¡cåte]:

Coolracto¡: Du

Ë

ctwork Locallon:MAt\Âostly lnsidehllostly Outside

Home Type:fl $nsie Family(9F)

Effi ïl|'.'åT[*,J','''iri

Year Built:

Square Feet:

Exisling Heating & Cooling System (ELECTRIC ONLY):

H [rî.:,trrP I Forced Air FurnaceWith Central Air E Zonal fl Forced Air Furnace Wilhout Central Air

En rgy E f¡cllncy Meõsurcs Butldirrg D.scription RrbätrAmount

JobCost

For PUD Ur. OnlyBPA#

Ducl Sealing - PTCSStF Exi$ing > 50% outside $250 RlrvHs r1379

Manuf Exiling > 5S7o outside $250 RfiV¡tS 12081

Duct $eallng - Prescriptive SIF Eristing > 307o outside $250 RHVHS 1æS9

Manuf Exiling > 30% outside $250 Rt-tvt-ts 120õ3

PTCS Commissioning &Controls

Single Family Existing $300 RHVHS 10456

Manufactured Existing $300 RHVHS 1O4S5

Heat Pump or Zonsl Ele€tric toPTCS Air Source Heat Pumpfü?úildas&t1kcls.

PTCSCofirnís5'io'thg &-arbl Õma Stäúæl

S/F Existing $500 RHVHS 1035'6

Manufaclured Existing $500 RHVHS 12388

þleat Pump or Zonal Electric toVariable Speed Heat Pump(lrÌc.Atdês PTC S Gonn'isttúthg &?ñUt k - ìúrl Õtba .S.-ñhc I

SlF Exisling $1 100 RHVHS 11¡Or

Manufactured Existing $1 100 RHVHSIS&tõ

Electric Forced A¡r Furnsce toPTCS Air Source Heat Pump(¡nc&tdæ ?TC 8 Cúr,'r)kßioning 8,

ør?trots {þ{ Ouc( Saa¡?o)

SIF Exisling $50û ffiilå 1036810314

F¿ACFrdÕAC

Manufactured Exisling $500 EffiYTffi?8F/ACFw/ÕAC

Electric Forced Air Furnace loVariable Speed Heat Pumpfn€Ârdrs PrGS Gottl,mlcs'tonht &Cßrtto''ß -lrb.l Ðucl Sfflhr I

9F Existing $1 1ûû ffiYX:13t¡49I 143ß

F¡ACF w1õ AC

Manufactured Existing 91 100 nffivHs13o4o F/AcËlnxvHs ræqs F øoAc

Ouctless Heal Pump wlZonal Elect¡ic SIF Existing $s00 RHVHS 13022

Ductless Heat Pump w/Electric Fu¡nace

SrF Existlng $80t RHVHS 13018

Ðuctless Heal Pump w/Flâîlr¡c Fr rrnãnâ Manufactured Existing or new $800 RHVHS 12392

Duciless Heal Pump w/Zonal Elect¡ic

Manufactured Existlng or new $800 RHVHS 13ô01

October 22,2019

Rcvisêd 10¡01¡20t9

72

51 51

Measure f Homes musthåvÉ ele{tric heat as prim¡ry

heàiing sourocl

ObservedExisting

lnsulationRanoe

MeasureEndingR-Value

RebateAreaSqfFt

Job Cost RebateAmount

For PUD lJseOnly BPÀ#

R0lo Rl R-38 or R4g $1 .3ü / so. ft. R]vFN t 23fi8S/F Attif, lnsulåtian RBtoR1 I R-38 or R4g Rt-lvEN123 Írl

'ì SU|åtl(l n R12 to RlI R-38 or R4g $.20 / Bü. ft. RIVFNl 23/751F Attic lnsulãtion P¿|] to R3D R49 Rt-lvEN123 f b

¡sulation R3i to R38 R{S '$.ül / sq. ft. RIVFNl 23lfiS/F Fbor lnsulåtion RD ta RlI R-1 S $.50 / sq. ft. Ft-.tvEN 12318SJF FhOT nsulå1¡on RDtoRiI D-'E $.6û J eû. ft. RJVFNl 2379S/F Fhor lnsulåtion R0toR1 1 R-3fl RIVEN1238DS/FWall lnsulâtion l'.hne Fre$1nl R-11 €rR-13 $1 .30 i sq. ft RHVEN12377

SJF Fr€script AiÍ S€al C€ilinq $.08 / sq ft. RHVEN12U48

S/F PrescriDt Air S€ãl Floor $.08 / sq. ft. RlvEN t204S

Mult¡iF Attic lnsulåtian < R11 tÕ R38 $.€t / sq. ft. FHVENl D.I D1

Mult¡iF Attic lnsulåtion Rl 1 lo R19 to R38 $.20 1 sit. ft. FUVEN101 02

Mult¡/F Attic lnsulBt¡on Fll I to R19 to R49 $ 20 / sq. ft. Ft-tvEN11/35

Multii F Flc(rr lnsulât¡on <Rl1 to R1g $. /4 / sq. fi. FHVEN1 O1 t}4

Mult¡/F FIo{lÍ lnsulâtion < RlI 1a R30 $.86 / sq. ft. FHVENl Û1 T5

Mulli/F FlooI lnsulätion Rl 1 to R19 ta R3D $. l4 J stl. ft. R}1VEN101 DIJ

Multi/F Wäll lnsulat¡on RÛ to R-l I $1 .34 i sq. ft. FIIVEN.IÛ1 D¡

Manuf Floor lnsulslion R|] ta R/ to R22 $.€0 / so. ft. RI-tVEN11 gDT

Månuf Fioor lnsulälion R€tÕR1 1 t0 R22 S.4û i s{. ft. RlvEN.t t08sWindow I SGD Rplmt

Home TvpeExistingWindow

RebateLevel

U-Value Rating AreaSqlFt

Job Cost RebateAmount

For PIJD UseOnlv BPA#

Single Fåm¡lyDoubl€ Psn€M€lâl Fråm€

$6 1sq, ft. {u-.30 RHVEN1241 1

$6 / sq. ft. 4u -.22 FrvEN124l 3

S¡ngle Fåmily S¡ngle Pän€$6 J sq. ft. <Ll - 30 FHVENII4i D

$6 / sq. ft. ! I I _ f f FHVEN1241 2

Mult¡/Fam¡lyDaubhr Pan€Metal Fråm€

$6 / sq. tt. RI.{VEN1D1 34

.Sfi / ß{t fi RIVEN12821

Mult¡/Family S¡nql€ Päne $6 / 5q. fi. < u -.3u F!-lvENl û1 Sl,SfiJffi ft RHVEN1282€

Mãnufactur€dDoubhr Fân€M€lål FÍame

$6 i sq. Ît. su-.30 RIVENI O2O|]

$ö i sq. fl. ¿tt_1a F!-tvENl l S1 5

Mänufãctur€d Singl€ Pån€$o i sq. lt. ¿ ll_ ?n RIVENlDI 97

$6 / sq. ft. )-.?2 RIVEN1 1 31 4

$/F Rpl. Erter¡aÍ DoorSubståndärd

Frt nflflr $40 ENERGY STAR@ F!-tvEN11 978

Manuf RFl. Ext€Íior DoorsuDsländârd

Ert. Door $40 ENERGY STAR@ ËlvEN il 975

Multi. Rpl. Erterior D00rSubstandård

Ert. DooÍ $40 ENERGY STAR@ FHVEN12838

Total Job Cost and PUD A roved Rebate

Total Job Cost (including lax) $

Rebate Credited to Cuslomer $

Tolal Cosl to Customer (including tax) $fr?eASUte on sppriÊ[ffi cûileci snd lñsl eJJ n?e€sureroBnis s.rÊ EúúursfB.

/4.r1rñÊ€surËs har€ .beÊn msþÍed lh a sdÞ, ef¡bcùr€, woú1(|flantße rr,anner âEcDrdji?g lo (he atilenl tetsiún of (he plDg/sÌl spei]fjcs(rþns.lvnderslândlhsll lvll'f rBcÊ,r,€a Benlon PUÐßbÙlerefvnd vpon¡obãpptÞt'åJsnd coJ"npleüon.

lâ0rÊÉ tÞ sJ/Dr8lÊ sJ/ EBnfDn frJO ¡Êòales lo {he fi,,stoj'ner 8s I ili?B JTem c{edit on lheit invoiúe.I haue suppled thJs cuslomEr rqJiÞ a æpy of lhe tuãrrsnq r8qurred ñrr the mslefed roaasurefs).I r'il!ú thet hß hÞmøs primary hæting sys(Ên? ]þ pos/Ê/Èd åy Ê/ÊË(r.r'ci(y

C,ontractor Signalure Date____

Pf€m ileflnvo¡ce NumÞer BPUD Vendor lD# P# Mànaqer Approv¿UDãtë

Approì¡ed?YN

GL DEPÊÕ8.30 4s

R€sou rcs112

Amount Due cRc S'efi Fundedftoiect:2OS4

vefilrãd B}fDãte Rs.lnsprçlron Fees

October 22,2019

Reviæd 1O,+1i201Ë

L3

52 52

cilmr

æ.4.0

LEEP Weatherization and HVAC Rebate Form * Low Income

Weatherizat¡on and HVAC Low lncome Rebate ApplicatlonTo be completed by Wbathcrization & HVAC Conlractors

Otfer valid through Deæmber 31,2020 or untú funding e¡pr'resSubmit all work to æ[email protected] or lax to (505) 582-1296

Owner(s): Phone:

Properly Address: Mailing Address (if same, plea*e lndicate):

Conlraclor: Home Type:E Sinqle Famil(S/F)I Mañufactureil Home

Square Fêêt: Year Buill:

Cooling System (ELECTRIC ONLY!:Forced-AiiFurnaieWith Central Air ' fl Zonal D Forced Air Furnace Wilhoul Central Air

Energy EfficlencyMea¡ures fÞscription Rebate

Level

Ex¡$tang,Flnal R-Value

AreaSq/Ft Job Cosf Rebate

AmountFoTPUD UseOnly BPA#

Weathe¡lzation for Exîsting Homes

S,F Atlic lnsulation Rl9lo R38 t1.25dsq n LHVEN12429

9F Attic lnsulation R11 to R38 $1.ZSsq ft LHVENlZ4Z/

gF Atl¡c lnsulalion Rû lo R38 $1.25/sq ft LHVEN12425

9F Attic lnsulation R19 to R49 $1.25/sq ft LHVEN1243O

9F Attic lnsuletion R11 lo R49 $1.25lsq ft LHVEN12428

9F Atlic lnsulalion Rt, to H49 s'l.b{r/sq n LHVEN12426

S,F Floor lnsulalio¡ R0 to R19 S1.25i sq fl LHVEN12435

9F Floor lnsuletion R0lo R25 $1.25/sq ft LHVEN12436

S,F Floor lnsulation R0 to R30 S1 .50/sq fl Lt-tvEN12437

S,F Wall lnsulation Rû to R11 $1.25/sg fl Lt-rvEN12434

Manufaclured HomeFlo,or lnsulalion

R0 to R22 $2.50/sq ft t.l-tvEN11906

Menufaclured HomeFloor lnsulation

R11 to R22 $2.50/sq ft LHVENl OOl /

Prescriptive AirSealino Altic S/F Exlsting $0.1Zsq ft NA tr-tvEN12054

Prescriptiv€ A¡rSealinn Orawl Soece SIF Existing $0.1Zsq ft NA LlrvEN12055

October 22,2019

Rëvissd 1C/01/2019

7453 53

Windows and/orPatio Ooor

Replacement

ExistingWindow

Description

RebaleLevel

WeightedAverage U-

ValueRalinc

AreaSqlFt

Job CostRebateAnrounl

FoTPUD UseOnly BPA#

9F EfficiencyUpqrade

Double PaneMetal Frame $20/sq fi {u- 30 LHVEl.l1246S

9F Efficiencl,Uoorade Single Pane S20/sq ft Eu-.30 LHVET'112467

l\tlanufactured HomeEfficíencv U pqrade

Double PaneMetal Frarne $20/sq ft Eu -.30 LHVENl 01B2

Manufactu¡ed HomeFfficienr:v lloorarle Single Pane $20/sq fl ru -.30 LHVENl O1 /9

SF Rpl Exlerio¡ Dr¡o¡l¡,]{ulti-Fåm¡ty not el¡giÞle}

Su bstand ardErl. Door $40û Energy Slar@

LHVEI\|11978

fvlanufaclured Hr>me

Rpl. Exlerior DoorSubstandard

E¡l. Door $400 Energy Star@ LHVEN12O39

Energy EflÌciency Measures Building Description RebateAmounl

JobC ost

For PUD Use OnlyBPA#

PTCS Duct Seãling tJ¡J/ Ducls OutsideS/F Erislin(r $500 LHVHSl 20Sö

Mânufa€lur€d Er¡sting $500 LHVHSl 20¿8

P.€scriptiv€ Dr€t sealing rr'J/ Or¡tls ûulsideS/F Erisiinü $500 I HVt-.{917tì6ñ

llhnufåclur€d Eristing $50û LHVHSl 2O60

PrCS Air 8ouÍce Heât Funrp R€placing HP{Duct 5¿åling måy Þ r6quied}

SiF Exislint $3800 LHVHSl 3480

lvlanufaclur€d $3BOD LHVHSI 347S

PTCS Air Sou¡ce Heal Puri'rp Replacing Zonal{Drcl Sêalinç may le regsirsd}

S/F Exisling lI;3800 LHVHS I 3400

fdânufâclur€c, $38tû LHVHSI 347S

FTCS Air Source H€åt Fump ReÞlacing FÅl0uct 5êålìrg may lê requ¡red]

S/F Exisling $3800LHVHEI3479 F v.,ACLHVHSl348ô F w.b AC

Manufac{ured $3800LHVHSi347¡F$ACLHVHål 3485 F w/o AC

Duc{less Heåt PumF @ Zonal Eleclric S/F Existing $3,800 LHVHS 1303r

Ducllesg H€at Punìp @ Eleclric Furnac€ ,SJF Erisl¡ng s3,s00 LHVHS I3818

0udl€ss Heal Pump @ Electric Furnace hhnufaclured Ei(isl¡ng $3,8ù0 LHVHS 12995

Duc'lless Heat PumFr @ Zonål Elect¡ic lånufactured Eriel¡ng $3,8û0 LHVHS 13ûDS

Tçtal Job Ccsl {inclu(ling tax} $

Tolal Rebäte $

Refiaining cosl ltncludrng lax) $

.. I cár0ll tlát tÞrs rÉsdôftåþ iousêrlùtd inaorn, tnests BôÞlù? PUO Lov¡ lncomø CÞnsôruâ(r'tn PrôEárt vôgurèmènls

. A$ eûaryy ellicierìty measvre *¡{þt nsûþ¡? slaled or tl¡¡s apprr'Érûþ¡? 15 cÞ'eal End thal ai n"asueroenk ile aæwate

. ÁdÀ¡essuras ,ler? beer? ú'?s{si/åd ih å ssl¿ 9ffúctr'up, l(rodü¡sr?t$e nanrct to (he ü!ftÊt1l w,sior? ot tte gFA \oec.

. I çet6v U\a( l]/ts ño,rtÈ! ¡)rir¡åry fÊå{r¡g sys(â,l? }5 þÞ!üâtât} þy elècaicily.

Contraclsr Srgrrature Date_

lþmrg*ln!úcê Nùmþ¡ YTJE lr¿ûager ApPt@¿lau¡lÈ

,c.pPme6 a

YtruL uÞr xÈ!ùufcåX\qaù 46 I le

AmÖ!ûl u!ê gt tut{*Pr¡ælttcêl

te0n& öl.u3te xF¡n5Pec¡o[ rÉ5

October 22,2019

Rev¡s,åC 1,rli/ô1¡201 S

15

54 54

REEP Appliance Rebate Form

l0$ldOltllt lnügu tmd0ncu ñ0gtrmAppllan ce Rebate Appl lcation

Offer valid through September 30, 2020 or untú funding expires

APPL¡CATION INSTRUCTIONS

l. Applianoe must be ¡n3tillêd within Benton PUD's rrvlce tcrritory2. Complrte Applianæ Rebate Application3. Attach a copy of your reorlpt (the rooo¡pt mu¡t includr your nam., addrcss,

applirnor makr, modrl and purcharr date)4. Rrturn applic¡tion and rrcript within E0 days of purchasr to:

Benton PUD,2721W. lOe Ave., P.O. Box 6270, Kennewick, WA 99336*Rebate(sl wi,ll ba apf,ied to lhe custome('s Senton PUÐ accwnt. âtceplíons may apply

INFORMATION

REBATE INFORMATIONNÌ Ëlú€RGySIÁR@ producß mustrneetaa,e crjlerie /rsled þelow. For noîe ttforma$ør aôoütÊl{€RGy SIÁR6, vßit lheiî

"Åtl tsbate emounts ate deoenüant upon REEP spsc¡t¡eetiofls et lfie trme tt e fotm ferece,Vedöy Benlon PUD

Applicant Nâmr øtease prin| Brnton PUD Accosnt f

Phonr Numb¡r Crll Phone Numbrr

Property Address {whrrr ln¡tallod I zipUnitlApt. C¡ty

Mailing Addre¡¡ zlpUnilApt C¡ty

QTf Bfand Moæ¡r I}aþ ol Purcnase

LJ BTIERGY STAR CLOTÍ|ES wASllERlftaler heating provided byelectric or gar$30 Rebale

€/oat es lluashaî rrustbe Et e$y Star Énd BPA qtalii,led

EIt¡ERGY SIAR CLOIfITS ¡JRYTR

'C{baares Ðtyers m/st Èe'ffiahestrve¡s îttstþe

Eneryt Star urd &PA qtdil¡edeleclr¡c

U$50 Rebare

By slgning below. I cenify that all informalion listed above is true and corect and the in$allalion sddress is in the BentonPtlD servlce territory. I alted thât I hÊv€ nol previously applied for or received a rebate for lhe appliance listed above. I

understand thal Bênton PUÐ reserves the righl to verify installalion of the lisled home appliance ãnd thåt complelion ofthis form does ncit guarantee my rebate. I acknorrvledge that Bôntott PUD's Appliance Rebate Program is subject tochange and funding availability.

Applicant Sþnature__ __ Date_

Prem¡s€lnvolc€ #YFS NOAppfove(l? venned ùy¡uate IOlaI AmOUnt

€L908.30

DEP45

Regoufcefi7

BPUD V€NdOf# tuþr ApprorâilDat€ ¡dlusmenuDal€{nn¡al

October 22,2OI9

Revieed 10/0112018

L655 55

REEP Heat Pump Wster Heqter Rebate Form

8EilNT

#.1r.0 n$SilBnfiel tnHgy tfllclGn0u lt0gtemtleat Pumpwater tieater Rebate Appllcatlon

Ofler valid through September 30, 2020 or untú lunding expíres

,tas wngleted o n./ñe ¡t'alolng.

APPLICAÏION hISTRUCTIONS1. Fill outthi¡ Heat Appllcation.

Form.2 Attach a completed Pump Waler H€alêr3. Alt¡ch a completed llônufåcluror'c Checkllst,4. Atlrch a copy ofyour payment roc€¡pl ûnd cü3tomer ¡nvo¡co,

(musl include your nsme, addre¡s. appliance make, model and prchssê date)5. Submlt all papeiwolk wllhln 60 dayr of pu¡cha¡e lo:

Benton PUD, 2721 W. 10lh Àve., P.O. $ox 627t, Kennewhk, WA 99336'Reþac(t) ut be tÐ&d lb Itte f,,Élùftr'r, Sct lon WO ôcc,l.rrL Exce''j.,t6 ñay apñ.

Applicant Nam e O!æ$e stot) Bcnton PUD Account fPhone Numbcr{s} Purehaso Ðate

Proporty Addnro (wherr lnÍallod) Clty Zi,p

Mailing Address C¡ty ap

çnâæTvaê T¡êr Rêbálê Hômå Tv6ô l¡lanüfaclrlrêt ;tôdel s [lÂf N^

efdlþned I t300 Er¡$¡ng re9þ€n0ål RWH,I'H13078

L¡rsrdilþned '! It3g0 Eü$ng FÞsl(fttnllal ftwHwHt ixJtt[¡mt¡Ktn€o 2 ¡500 Exlslifiq rusHsntâl RWHWH!g'84

urændnonee¡ z s5uu EX¡Stng Resrdenïåt l<wFtwFn l a¡

&fdltþnåd 3 s500 E,{$¡ng Rg5$€ntlal RWftvYHt 3t 0z

u1ærìdltþn€d 3 $500 Ex¡$¡ng Resld€nliel FtwFf{tYHt 30It3

8yldañhgbrbfl.lcÈrtlythåtâllhtomrtloíbirdãboyËblñËårxtón€cltodllËln{¿ltlloomécbâllcrlcrbo¡¡l¡lcdåtlh{tlopol$bfcín. låttêClì¿tlhs!¡üñolprorirjst¡pgbdlcrorrêcþcdrrcb¡lcfrltrlËrlÊ¡mp!¡rrlcrllrrlcrÍdëat¡bôrG. luddrdrndlbålgêr¡loÍPUolcrcfvælhcrlgbtþva,fyh.t¡¡¡tbîåôdtb¿tðfllÞLtiilrôltlþfnñdo.shot¡ua¡¡otee myÉb.þ. l¿clÐoìüLdqôü¡tSan!00PUO'aRôb¿þProqnnbsrrÞi¡clþ.hãn{È.nd lûndhq ð€l¿b¡ty.

Åpplbðnt t)ðlË-

Ffemtgeflnvoþe Í Appfoved?YÊA Nô

vof¡Íed ryiDat€ Totâl Amounl

i,rgf Appfo¡âuÐåre ¡drus¡rn€nvuâþfnmarGL008 30

DEFÁE

Fl€sourc€117

EFUDVENOOÍF

Rcvþêd t0û1¡2018

October 22,2OL9 t756 56

NEEM Home Rebate Form

nGsilGmH tnGlglr ttr¡dGn0y r0glrmfVew Constructløn llome Rebate Application

üfer valid through September 30, 2020 or untú funding expiresAPPLICATION INSTRUCTIONS

1. Gomplete Application2. Attach Program Csrtifi cate lwhen þu!Ìdns to e speclie prvgîaøl and Bonneville Power

Adminietration'e {BPA} Peilormance Path Calculator3. Submit to Benton PUD within 30 days of completion

avð tþðt€d

Rrmit cornplotod forn to: Benton P|.tD.,2721W. lOth Avr., P,O. Box 8270, Konnrwick, WA 99336{õflg} õ82-1234 1o/01/ãl,re

Buildrr Payablr To @ease$¡nl

Buildrr Addrr¡s City zlp

Phono Number Mal¡ing Addro3s clty ztp

Brnton PUD Site lD Sito Addre¡s City zip

VrrifirrlRator Email Addreg¡

Ernton PUD Energy EffiDbnt Homo3Rebafe Requirementr:

. lt must be built a núnimum of l0% above code.

. Verified and npdeled by a certilied Residential Energy Services Network (FESNET) raler.

. l-lome must be modeled and registered in REM/Rate (NW Modeling Requirements).

. lnpul into the AXIS database.

. Rebate shall be calculaled by inputting AXIS reported ensrgy savings into BPA's Performance PathCalculalor.

Rebate: &lculatu,d on kWhs swed.

Optional (Must meet rebate requiremenfs)fuilders may also build to one of lhe programs liled below.

. Energy Star Homes 3.2r Built Green Homesr DOE Zero Enerov Readv Homes

By signing belor, I certify that all informalion listed above is true and correc{ and the site address is in theBenton PUD selice terrilory. I attest that I have nol prerriously applied for or received a rebate for the homelisted above, I undersland that Benton PUD reserves the right to verify home certification and thatoompletionoflhisformdoesnotguaranleêmyrebate. lacknowledgethatBenlonPUD'sNewConstructionHone Prograrn is subject to change and funding availability.

Applicant Signalure

Premise/l nvoice N umberRW8H013263REFN

DEPGLRESÔURCË

Amount Manager Approval / DateApproved?YN

October 22,2019 1857 57

Attachment C: District Policy - Resolution No. 23Lz

RESOLUT¡ON NO.2312

MARCH 24,2OI5

A RESOLUTION OF THE COMMISSION

OF PUBLIC UTILITY DISTRICT NO. 1OF BENTON COUNTY

ADOPTING THE DISTRICT CONSERVATION REBATE POLICY

WHEREAS, Resolution No. 2048 was passed on September 8, 2009 authorizing establishmentof an Energy Conservation Plan; AND

WHEREAS, The General Manager is authorized to enter into Bonneville PowerAdministration's Conservation Programs and other District determined programs financially beneficialto our service area as a means to achieve energy savings; AND

WHEREAS, Washington State Energy lndependence Act (ElA) RCW 19.285 (lnitiative 937)

mandates that each qualifying utility pursue all available conservation that is cost-effective, reliable

and feasible; AND

WHEREAS, District Commissioners set a biennial target every two years to meet therequirements of the EIA; AND

WHEREAS, District staff establish biennial conservation budgets to assure the targets are me|AND

WHEREAS, Conservation program offerings are managed to meet the biennial budget and

funding may not be adequate to provide rebates for all customer requests; AND

WHEREAS, The District wishes to outline the policy by which it will provide conservation rebates

in an equitable manner.

NOW, THEREFORE BE lT HEREBY RESOLVED By the Commission of the Public Utility District No

1 of Benton County that the attached Conservation Rebate Policy be adopted.

ADOPTED By the Commission of Public Utility District No. 1of Benton County at an openmeeting, with notice of such meeting being given as required by law, this 24th day of March,201.5

J rv

October 22,20L9

Vice-President

1958 58

Benton PUD Conservation Rebate Policy

The District offers conservation rebates to all customers in a variety of diverse offerings with the primary

purpose of saving energy that will count towards the Energy lndependence Act requirements and providing

customers' opportunities to save energy on their electric bill. The following outlines the District's

Conservation Rebate Policy:

L. Every odd year the Benton PUD Commission approves an Energy lndependence Act (ElA) ConservationBiennial Target in an open public meeting to establish a two-year conservation target. The target is

determined by the District's Conservation Potential Assessment (CPA) or other accepted target settingrequirements of the ElA.

2. Following CPA approval by Commission, staff will prepare and present a two-year Conservation Budget

Plan that allocates the estimated necessary budget amounts to each customer class to achieve the EIA

Conservation Biennial Target.

3. The District may budget a larger portion of the Commission approved target for the first year of each

biennium to mitigate risk of postponed or cancelled projects and to ensure the biennial target is

reached.

4. The District will consider using BPA funds first, when available, followed by District self-funding.

5. Conservation program rebate offerings and the unit energy savings (UES) per measure are calculated

by the entity responsible (Northwest Power and Conservation Council, Bonneville Power

Administration (BPA), District, etc.) for establishing the energy savings values, but can change

throughout the biennial period.

6. The District may allow for Conservation smoothing / carryover which allows banking of achieved

savings that exceed the biennial target by up to 50% and spreads the excess over the next two

biennium beginning January !, 2Ot4.

7. Applications for conservation rebates will be reviewed on a first come first served basis and once

approved by District staffwill be disbursed upon installation or project completion. When allfunding is

allocated, customers will be advised funds are no longer available and they may request rebates for

the following year subject to item numbers 8 and 9 below.

8. Any potential rebate to a customer in excess of 5L00,000 must be presented to Commission for

approval.

9. The Commission must approve any single customer request for a rebate that is greater than 50% ofthat customer class biennial budget or 50% of self-funding customer class biennial budget in the case

of marijuana industry related rebate requests.

October 22,2Ot9 2059 59

10. The Commission recognizes that large energy savings projects will be reviewed and discussed with

District customers many months in advance to prepare for budgeting and project coordination and

that some projects may take several years from beginning to end.

1-1. A baseline of energy consumption must be available for all customers requesting a rebate for new

construction projects. lf no baseline is available, supporting information will be required to satisfy

documentation requirements for meeting ElA.

12. Any customer requesting conservation incentives related to the marijuana industry must be licensed

with the State of Washington for legal marijuana activities. BPA conservation funds are not allowed for

marijuana induitry related rebates.

L3. Distribution System Efficiency Savings programs may be funded via conservation funds from BPA,

District Self-Funding, or through normal Engineering/Operations capital funding which is included in

the District annual budget and approved by Commission as work orders.

October 22,2019 2t60 60

Attachment D: 2020 -ZOZL Conservation Communications Plan

Newsletterso Residentialo Commercial/lndustrial

a Bill lnsertso Brochureso Handouts

a Websiteb Program lnformationo Forms

o FAQs

o Videos

Social Mediao Facebooko Twittero lnstagramo YouTube

a

a

Radio Advertising

Community Outreacho Weatherization & Home Automation Workshopso Low lncome Workshopso Home Builder Association's Home Show

a Lobbyo Ductless Heat Pump Display

Banners & Signage

a TrainingU Performance Tested Comfort System

a Ongoing

Ongoing

Ongoing

Ongoing

As needed

Ongoing

Ongoing

As needed

a

o

october 22,2019 2261 61

Business Agenda

Second Reading

Consent Agendo

I nfo O n ly/ P ossi bl e Acti on

lnfo Only


Subject:

Agenda ltem No

Meeting Date:

Presented by:

Approved by (dept):

Approved forCornmlssion review:

Chad Bartram

Staff Presenting ltem

Director/Manager

Ge ne rrsl M a na ge r/Asst G M

Motion for Comrnission Consideration:

None"

Recommendation/Background

I recommend an information only agenda item forthe initial draft of the 2020 -202t StrategicPlan to be presented to the Commission for their review and input. The planning process thisyear included Commission special sessions on Maintaining Grid Reliability and Affordability in a

Clean Energy Era; Broadband; and Demand Response.

Staff shared an update to the Strategic Environmental Factors section with Commission on

September t0,20t9, for their review and comment.

SummarV

The attached initial draft 2020 -202t Plan includes the updatecl Strategic Environmental

Factors along with updates to the Goa!s, How we Measure Success, and Actions sections. Staffvuill request comments at the November 12,20L9, Commission meeting; then present the finaldraft with a motion to adopt on Novemb er 26,2Aß.

Fiscal lmpact

None

SBH/das

att

X

lnitial Draft: ZO2O - 2021 Strategic Plan

October 22,zOLg

Steve Hunter

Chad Bartram

62 62

BET]TOil

Maintaining Grid Reliabilityand Affordability in a

Clean Energy Era

I

Súra teg ic PI an 2020-202163 63

Strateg ic Plan 2020-2021 164 64

Maintaining Grid Reliability and Affordability in a Clean Energy Era

Table of Contents

Message from the Commission............Planning Process...Mission, Purpose, Values and StrategicAnchors.............Code of EthicsSafety-Goals.Safety - Action ltems.......Safety - How we measure successCustomerValue - GoalsCustomer Value - Action ltems.......Customer Value - How we measure success.Reliability and Resiliency - Goals....Reliability and Resiliency - Action ltems.......Reliability and Resiliency - How we measure success..........Stewardship - GoalsStewardship - Action ltemsStewardship - How we measure success..Skilled Workforce - GoalsSkilled Workforce - Action ltems.......Skilled Workforce - How we measure successAppendix - Strategic Environment...................

34567

II

2Strategic Plan 2020-2021 65 65


Message from the Commrssion

Text is being drafted

Strategic P

Jeff Hall Lori Sanders Barry Bush

66 66

Maintaíning Grid RelÍability and Affordability in a Clean Energy Era

Planning Process

Benton PUD's planning process diagram shows how we convert our plans to action. lt begins withthe strategic plan which describes our foundational purpose and principles (mission, vision values,code of ethics), and also those initiatives that will maintain our focus on our core business and pre-pare us for changes in our industry. We cascade these initiatives down into the organization throughoperating plans and individual performance plans to help ensure proper execution. Ultimately, wemeasure our progress through strategic plan updates, financial reports, and performance measures.

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Maintaining Grid Reliabílity and Affordability in a Clean Energy Era

Mission, Purpose and Values

MrssionWe contribute high value to our community and customers by providing energy and related servicesusing reliable and efficient delivery systems.

?urplo rmprove

osethe quality of life in our community through leadership, cooperation and stewardship.

ValuesSafety - We place high value on public and employee safety and each individual is committed to theprevention, education and awareness of hazardous conditions that could lead to accidents or injuries

lntegrity - We are honest, trustworthy, ethical and demonstrate this by taking responsibility for ouractions.

Excellence - We take pride in doing quality work and meeting our commitments

Foruvard Focus - We anticipate the future, seeking better and more innovative waysto serve our customers.

Mutual Respect - We value each individual for who they are, understanding and appreciating theiropinion and input.

Teamwork - We work together as an interdependent group of multi-talented people committed tocommon goals for individual and organizational success.

trate ic AnchorsPUD categorizes its strategic actions into five areas, called Strategic Anchors. These Stra-

Anchors are cornerstones that represent fundamental, guiding principles important to publicStrategicAnchors are used to evaluate every option when making decisions, large and small

r Action ltems may support one or more Strategic Anchor, but are categorized under a

chors include: Safety, Customer Value, Reliability and Resiliency,

Strategic P

Workforce

68 68

Maintaining Grid Reliabilíty and Affordability in a Clean Energy Era

Code of EthicsAs stewards of the public's assets we, the Commission and Employees of Benton PUD, have the highduty and responsibility to ensure that our actions and deeds are consistent with the trust placed in us.To further these objectives, we agree to adhere to legal, moral and professional standards of conductin the fulfillment of our responsibilities. This ethical code is designed to uphold our values and en-hance the performance of all persons engaged ln the business of the District.Personal and Professional lntegrity. We abide by approved professional practices and standards and act in accordance with the law.. We demonstrate our values of mutual respect, forward focus, integrity, teamwork, excellence, andsafety.. We respect the rights, responsibilities and integrity of our customers, colleagues, and public officialswith whom we work and associate.Responsibilities to our Customers and Gommunity. We fully dedicate our skills and energy to provide value to our customers.. We abide by the laws, regulations, and governmental standards to protect the public and the envi-ronment.. We promote public safety through education, training, awareness and compliance.Responsibilities as Employees. We promote equal employment opportunities and oppose any discrimination, harassment, and otherunlavvful practices.. We value the contributions of every employee and treat each individual with respect.. We maintain a work environment free from pressures that would encourage departure from ethicalbehavior or acceptable standards of conduct.. We encourage good faith questioning of our practices and provide a structure within which we reportunethical behavior or unacceptable standards of conduct free from retaliation.. We maintain a work environment that enhances the safety of our employees and customers.. We maintaín confidentiality when required and limit the disclosure to lawful or generally acceptedpractices.. We promote a safety culture that involves all employees in identifying safety issues and empowersthem to take action to prevent and correct safety deficiencies.Business Responsibilities. We openly provide information to our constituents, allowing them to measure the effectiveness ofour performance.. We ensure financial reports and records are an accurate reflection of the transactions of thein accordance with generally accepted standards.. We exercise prudence and integrity in the management of funds in our custody.. We adhere to all laws applicable to public agencies and exercise good stewardship. We are responsive to public records requests, and our commission meetings arewith opportunities for input.Conflict of lnterest. We refrain from engaging in any outside matters of financial or personal i

the impartial, objective, and effective performance of our duties.. We do not seek or accept favors or items resulting in personal gain,pear to influence the conduct of our official duties.. We do not use District property or resources for personal or



SafetyGoals

We are committed to cultivating an enriched Safety culture which actively in-volves all employees in identiflting issues that could impact workplace and publicsafety, and empowers them to take actions to prevent and correct safety deficien-cies.

1. Promote ownership and accountability for safety within each individual.Benton PUD's culture promotes an uncompromising commitment to safety for the public and our em-ployees, and it is considered a shared responsibility that each of us will take personal responsibilityfor and live every day.

2. Engage safety committees to continuously improve our safety culture.We engage our safety committees in the development of programs and initiatives to increase employ-ee safety awareness, prevent accidents/incidents, reduce losses, and understand compliance withapplicable safety regulations.

3. Support employee and public safety through education, training, awareness, andcompliance.Benton PUD supports an environment in which the public can be safely served. Safety education,training, awareness, and compliance play a vital role in furthering this effort.

4. Encourage employee participation in workplace safety and recognize safety contributions.Benton PUD encourages employee communication and participation in safety activities/programssuch as serving on a safety committee, helping identify and resolve safety issues and concerns,implementing new programs, and participating in safety training. Benton PUD will continue to recog-nize employee contributions toward the maintenance and development of safe work practices andresponses to safety issues.

5. Commit to pursuing an injury and pain-free workplace.Benton PUD is committed to strengthening and broadening our safety program in pursuit of an injuryand pain-free workplace.

6. Be recognized as a safety leader in the utility industry.Benton PUD will continue to set the benchmark for safety excellence throughout our region



¡â

SafetyAction ltems

1. Employee Safety. Continue to engage safety committee members in the review of accident/incident trends to identify areas of risk and deliver targeted training prograaddress those risks.

. Continue to leverage data analytics to assist safety committees in developing performance evalu-ation and metric analysis.

. Evaluate the third-party physical security assessment recommendations as outlined in the studyconducted in 2019 in the ongoing effort to ensure employee and public safety.

2. Public Safety. Correct safety code compliance and construction standard deficiencies related to the joint-use ofBenton PUD poles.

. Provide targeted customer communications related to public safety.

MS

IStrateg ic Plan 2020-2021 71 71

Maintaining Grid Reliability and Affordability in a Clean Energy Eratl

SafetyHow we measure success

Reportable lnjuries: Benton PUD tracks the number of reportable injuries asdirected by Occupational Safety and Health Administration (OSHA) to identifytrends and opportunities to correct issues through training, retraining, work proce-dure changes, engineering controls or other reasonable actions.

Safety Training: Benton PUD monitors attendance at safety and wellness training courses, includingthe number of classes attended and how many sessions are offered.

Safety Pertormance Benchmarks: Benton PUD measures its OSHA recordable incidents againstthe Bureau of Labor Statistics incident rate as measured against other Washington State electricalutilities. Benton PUD also measures employee safety training and meeting attendance.

RP3: The application process forAPPAs RP3 Award includes a safety component worth 25o/o of theoverall score. RP3 measures Benton PUD's safety performance in three areas 1) Safety Manual, 2)Safe Work Practices, and 3) Benchmarking. Benton PUD will use this information to assess its prac-tices against best practices in the industry

Safety lncentive: Benton PUD's voluntary Safety lncentive Program facilitates active participationand recognizes individual employee contributions to enhance a positive safety culture. lt also re'wards participation as a group reinforcing that we are more successful when everyone does their partto contribute to a safe workplace.

IStrateg ic Plan 2020-2021 72 72

Customer ValueGoals

We create and maximize Customer Value by providing cost-effective, efficient,and quality service.

1. Become the trusted energy partner.Electric utility customers continue to have high expectations for enhanced energy services, real-timeaccount information, and always-on communication channels to interact with their utility. Our cus-tomer facing technologies provide greater value, more options and allow us to meet these expecta-tions while retaining high customer satisfaction and loyalty. To be the trusted energy partner for ourcustomers, we will educate, advise and support our customers on the use of emerging technologiesand energy services options.

2. Preserve long-term fiscal sustainability.Benton PUD is dedicated to maintaining a strong financial conditíon with competitive and affordableretail rates at or below the median of benchmark utilities. Through our financial planning, BentonPUD's monthly bills have been at or below the median of comparable benchmark utillties since 2005

3. Preserve federal power system benefits.As a consumer-owned utility in the Northwest, Benton PUD has preferential access to power pro-duced within the Federal Columbía River Power System. We will work with other public utilities inpreserving our priority access to affordable, reliable and clean hydroelectric power.

4. Maintain a world-class broadband system.Through our relationships with retail service providers, Benton PUD will provide high speed world-class telecommunications to our customers and communities. We will develop business strategiesand leverage our partnership with NoaNet to enable efficient and cost-effective management of ourbroadband system and target maintaining positive cash flows over the long-term. ln addition to pro-viding this beneficial and essential service to our communities, our broadband system will serve asthe communication backbone for our electric system.

5. Advocate for our low income customers.Benton PUD recognizes the challenges facing low income customers and will consider programs thatwill make electric service more affordable.

Strateg ic Plan 2020-2021 1073 73

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Customer ValueAction ltems

1. Trusted Energy Partner. Drive customers to utilize SmartHub@ key features including payment op-

tions, usage information, email and text alerts, and outage notifications.Utilize data analytics and other technologies to provide enhanced usage informa-tion to customers in comparison to others and educate them on how consumptionpatterns drive Benton PUD's power costs.lmplement an informational plan on electric vehicle charging stations investments, installations,and incentives (in accordance with the Commission adopted plan).Consistent with Benton PUD's Community Engagement Policy, establish connections with ourcommunities and schoofs by finding ways to engage in community-support activities and educa-tional opportunities.

2. Preserve Federal Power System Benefits. Maintain Benton PUD's leadership profile in public power organízations to monitor and influence

issues that have a significant impact on Benton PUD customers including, but not limited to:a. BPA budgets and ratesb. Western energy imbalance market (ElM) expansionc. California lndependent System Operator (CAISO) day-ahead market enhancement (DAME)efforts and possible development of a future extended day-ahead market (EDAM)d. Value of hydropowere. Carbon emission reductionsf. Columbia River Treaty

3. Advocate for Low lncome Gustomers. ldentify ways to share information about Benton PUD's low íncome programs and create outreach

opportunities for eligible customers:a. Host a low income program workshop for community and social services partnersb. Coordinate with local entities to provide on-site application processing at social serviceagencies in the community, such as VFW, Kennewick Senior Center, etc.c. Collaborate with affordable housing organizations to interact, educate Fnd learn. Develop anunderstanding of how utility bills are viewed in the affordable housing process and evaluatepotential new low income programs or changes to existing programs to better serve this groupof low income customers. Share information about Benton PUÐ's existing low income programs to promote enrollment.

. Evaluate other utility low-income programs to determine the effectiveness and adequacy of ourlow-income programs and adopt a strategy on how Benton PUD programs are structured for thefuture.

4. World-class Broadband System. ln partnership with NoaNet, develop a proactive plan and strategy to respond to requests by tele-

communication companies relative to the deployment of advanced wireless technology.. Evaluate existing Washington State PUD programs for enabling broadband products and services

for residential customers.

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Customer ValueHow We Measure Success

We identified the following measures of Gustomer Value.Progress against performance measures can be found at: BentonPUÐ.org

Customer Satisfaction: One of our most important measures is overall customersatisfaction. This is measured through customer satisfaction surveys and focus groups.

Average Bill Comparisons: Benton PUD compares its average monthly bill for each customer rateclass to other utilities in the Northwest.

Telephone Servlce Level: Benton PUD continuously seeks to provide excellent customer serviceln doing so, Benton PUD monitors the timeliness of answering calls routed to the customer servicequeue, and the effectiveness of staff in managing and monitoring the call queue.

Servrce Order Process: ln order to monitor the timeliness of establishing new services for custom-ers, the District measures the time it takes to energize a new service and setup the customer accountin our customer information system.

Self-Service Payment Apfions: Multi-channel self-service payments offer choice, efficiency andconvenience for customers to pay their bill. Benton PUD measures the number of payments madevia self-service means.

These measures are a suósef of those we use to evaluate our success. They are a compilatian of internal and external measures, aswell as key ratios from our annual financial statements and those monitored by rating agencies.

c 75 75


Re I i a b i I i%å[" s i I i e n cy

We maintain high standards of Reliability and Resiliency in providing prod-ucts and services that are essential to the quality of life.

1. Maintain electric and broadband reliability & resiliency.As a public power utility committed to maintainíng a reliable distribution system, we apply best prac-tices to maintain and extend the life of our systems. Systematic upgrades and replacement of aginginfrastructure is needed to ensure reliable service to our customers. We work diligently to protect oursystems from cyber security threats. We plan and train for major disaster or outage events to ensureour service is resilient.

2. Manage risks and opportunities related to power supply.As a Slice/Block customer of the Bonneville PowerAdministration (BPA), Benton PUD must employsound risk management practices and strategies over its power resource portfolio. BPAs hydroelec-tric output can vary as much as 200o/o, creating a much larger degree of variability than utilities whoseprimary source of energy is thermal generation. Power risk strategies are intended to ensure an ad-equate power supply to meet customer loads, manage power costs within budget, and mitigate largeswings in power supply costs.

3. Optimize distribution assets.With the deployment of our advanced metering infrastructure, geographical information system andoutage management system along with extending the reach and capabilities of our Supervisory Con-trol and Data Acquisition (SCADA) system, Benton PUD has made significant progress towards meet-ing smart grid objectives. We are better able to provide efficient and timely customer service, optimizeour distribution system operations, manage loads and resources and minimize system losses. BentonPUD is well-positioned to implement new initiatives related to distribution system automation that willenable us to continue to optimize the operation and efficiency of our transmission and distribution sys-tems.

4. Promote the convergence of broadband, information systems and electrical system.Electric distribution operations are changing rapidly as the application of operations technology (OT)

- particularly two-way communications, intelligent devices, and SCADA - are changing the way dis-tribution systems are monitored and controlled. At the same time, evolving information technology (lT)continues to affect distribution operations, with advances in mobile technologies, analytics, systemsintegration, and computing platforms. lntegration of lT and OI along with optimization of broadbandand the electric system are keys to maximizing the efficiency of our systems.

Strateg ic Plan 2020-2021 1376 76


þReliability & Resilie ncy

Action ltems1. Advanced Metering lnfrastructure. Maximize the value of Benton PUD's advanced metering infrastructure

(AMl) system to include:a. Completing an assessment of the vendor and technology viability

i. Evaluate the proactive replacement of aging meter populationii. Upgrade and replace the radio transceiver base stations serving the AMI metersiii. lmplement a near real-time data analytics sofution that presents advanced alertingand visualization of hot socket, tamper, high voltage, low voltage, and outage meterdata.

2. Substations. Complete design and construction of the Southridge substation tn 2020. Purchase property necessary lor future Ridgeline substation.

3. Transmission. Begin permitting and design of the Spaw to Phillips transmission line in 2020 and complete con-

struction in 2021.. Work with BPA to complete studies and agreements necessary to facilitate construction of a new

McNary substation 115 kV point-of-delivery in2020.

4. Distribution System. lmplement remote communications optlons and control upgrades to integrate feeder line devices

into the District's Supervisory Control and Data Acquisition (SCADA) system.. Apply for the American Public PowerAssociation's Reliable Public Power Provider (RP3) in 2020for the 2A21-2024 award period.

. Continue technology surveillance related to the costs and benefits of customer deployed energystorage.

5. Regional Power Supply Adequacy. Monitor the activities of the Northwest Power Pool regarding the possible development and en-forcement of regional resource adequacy requirements and incorporate into Benton PUD's lnte-grated Resource Plan (lRP) as applicable.

6. Resiliency. Participate in disaster response planning with Benton County Emergency Services relative to a

Cascadia earthquake in order to evaluate the direct and indirect impacts on the District's electricsystem operations.

. Develop a written plan to ensure adequate critical ínventory and supplies for a credible major out-age event.

. Electricity lntensive Loads - Monitor industry activities related to crypto currency mining and blockchain operations, developing recommendations as needed to modify policies.

. Develop and implement a plan to establish "Data Center lndependence" through computer net-work segmentation (Benton PUD facility locations).

. DeveStrategic Plan

redundan an for each facility location.

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Maintaining Grid Reliability and Affordability in a Clean Energy Era\

Rel i abi I ity & Resr'líe ncyHow We Measure Success

We identified the following as measures of Reliability and Resiliency. Prog-ress against performance measures can be found at: BentonPUD.org

Electric Sysúem Reliability lndices: Benton PUD monitors reliability of the electric systemusing three industry standard indices, System Average lnterruption Frequency lndex (SAlFl), Sys-tem Average lnterruption Duration lndex (SAlDl), and CustomerAverage lnterruption Duration lndex(cArDr).

Broadband Network ReliabílÍty. Benton PUD monitors broadband network reliability by monitoringfour areas: Regional Network, Fiber Backbone, Customer Fiber, and Wireless.

Energy Loss Percentage: Benton PUD monitors the reasonableness of line loss by the ratio of en-ergy losses within our electric system to total load as report by the BPA.

AMI Operations'. Benton PUD monitors the overall performance of the AMI system which correlatesto improved billings and labor efficiencies.

lnformation System Reliability: Benton PUD measures the availability of critical information sys-tems during both business and non-business hours.

RP3: The application process forAPPAs RP3 Award includes a reliability component worth 25o/o ofthe overall score. RP3 measures the District's reliability performance in six areas 1) Reliability lndi-ces Collection, 2) Reliability lndices Use, 3) Mutual Aid, 4) Disaster Planning, 5) Physical Security,and 6) Cyber Security. Benton PUD uses this information to assess its practices against best practic-es in the industry.

Strategic Plan 2020-2021 '1578 78

Maintaining Grid Reliability and Affordability in a Clean Energy Eratã

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SfewardshipGoals

We preserve the public's trust through our Stewardship of assets, our care forour environment, and our compf iance with laws and regulations.

1. Advocate for our customers on legislative issues.As legislation and regulatory rules are established, the impact to electric rates and the reliability of theelectric system must be considered. Benton PUD provides information to legislators and regulatoryagencies in an effort to prevent unintended consequences that can impact energy costs, threaten thestate's solid foundation of renewable hydroelectric power, or deter broadband service.

2. Gomply with legislative and regulatory requirements.The number and complexity of regulatory requirements has grown significantly over the last severalyears. We promote a culture of compliance to ensure that Benton PUD meets its obligations.

3. Ensure long-term financial sustainability.Through sound financial planning and internal control systems and policies, Benton PUD will assurethe long{erm fiscal strength and demonstrate fiscal stewardship. Having sound financial policies isconsidered a utility best-practice and is important to the rating agencies that assign credit ratings.Over the long run, sound financial policies help rates remain low.

4. Manage enterprise-wide risks.Enterprise Risk Management (ERM) is a comprehensive, ongoing disciplined approach to assessing,managing and monitoring the uncertainties faced by our organization. Benton PUD's ERM programidentifies risks to enable Benton PUD to be proactive in mitigating our risks.

5. Build partnerships.Benton PUD will continue to collaborate and work closely with local and regional entities to maximizecustomer benefit.

6. Promote honesty, integrity, and trust.Benton PUD will continue to honor our commitments and conduct business in an ethical manner thatpromotes integrity, fairness, respect, honesty and trust. We strive to lead by example, act at all timesin the best interest of our ratepayers, comply with laws and regulations, and advocate equitable treat-ment in our behaviors, policies and practices.

7. Maintain a sustainable low-carbon power supply portfolio.Benton PUD supports the use of low-carbon resources. We are advocates for the zero-carbon as-sets within our power portfolio including the federal hydropower system on the Columbia and Snakerivers, nuclear power provided by the Columbia Generation Station, as well as our wind and solarassets. We recognize the importance of hydropower's flexibility to follow loads, peak capacity value,and transmission support value. We also value the baseload and winter peak value of Columbia Gen-erating Station. We acknowledge the importance of energy efficiency as one of the least-expensive,envi ron mental ly-friend ly resources.

Strateg ic Plan 2020-2021 1679 79

Maintaining Grid Reliabtlity and Affordability in a Clean Energy Era

SfewardshipAction ttemé

Ia

. Ensure long-term financial stabilityExplore emerging healthcare strategies to help contain costs for Benton PUDand its employees while preserving the integrity of our benefTt plans.

2. Sustainable low-carbon power supply. lmplement an initial feeder voltage optimization project as a qualifying conservation measure atKennewick Substation.

. Advocate for the preservation of the Federal Columbia River Power System and Columbia Gener-ating Station through active publlc engagement and education.

3. Manage Enterprise-Wide Risks. Evaluate and implement the third-party security assessment recommendations as part of the over-

all cybersecurity strategy and update Benton PUD's security score for the Department of Energy'sCybersecurity Capabll ity Maturity Model (C2M2).

. Develop a three to five year technology plan that identifies strategic business processes andinitiatives with a goal of optimizing and leveraging investments in lnformation Technology Systems

. across the organization.. Conduct third-party cyber security assessment and evaluate Benton PUD's security posture

against the Department of Energy's Cybersecurity Capability Maturity Model.

4. Rate Design. Ensure adequate fixed-cost recovery through appropriate increases to the customer daily system

charge; increases should benchmark to the median base charge of comparable northwest utilities.. Complete an analysis and study of the costs and benefits of implementing demand charges for allmetered rate classes; including residential and small-general service and begin customer educa-tion processes.

. Monitor corporate sustainabilíty goals and evaluate alternatives to help corporations to meet thesegoals.

. Evaluate and consider rate structure changes to General Service. Reach out to customers affect-ed by proposed or adopted General Service rate structure change (communications plan, meet-ings, etc).

5. Manage Power Costs to help ensure Competitive and Affordable Rates. Continue to mitigate power supply cost risks and uncertainty through completion of the District's

2020lntegrated Resource Plan and continuous improvement of Risk Management Committee(RMC) analysis and processes.


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6. Advocate for Our Customers on Leg¡slative & Regulatory lssues. Educate, inform and influence the state and federal representatives on issuesthat impact Benton PUD's customers including:

a. Carbon emission reduction initiativesb. Distributed generationc. Telecommunicationsd. Value of hydroelectric power

. Support science-based salmon recovery efforts as defined by the Federal Columbia Snake RiverOperations Environmental lmpact Statement.

7, Citizen Engagement. lncrease citizen engagement in Kennewick, Prosser, and Benton City through a multi-channel

approach that includes school education programs, "Plug into Your Future" strategic educationmeetings, website videos, social media, speaker's bureau, community engagement, and "specialtopic" stakeholder panels.

Strateg ic Plan 2020-2021 1B81 81


tl

Súeu¡ardshipHow we measure success

We identified the following as measures of Stewardship.Progress against performance measures can be found at: BentonPUD.org.

Days Casfi On Hand: Days Cash on Hand measures the number of days we can cover ouroperating expenses using unrestricted cash and investments and assumes no additional revenue iscollected. This is an important measure of liquidity used by the rating agencies.

Debt Service Coverage: Ðebt service coverage is a ratio of net revenues to annual debt service andis an indication of Benton PUD's ability to meet its annual debt service obligations. Coverage require-ments are set forth within the District's bond resolutions and financial policies.

Fixed Charge Coverage: Fixed charge coverage measures the margin of funds available to meetcurrent debt service requirements and fixed or "debt-like" obligations related to purchased power.This ratio treats a portion of Benton PUÐ's purchases from BPA as "fixed" or a recovery of debt ser-vice. Some rating agencies use this ratio to compare distribution-only utilities to distribution utilitieswith generation.

Debt to Capitalization Ratio: This is a measure of the level of debt as compared to Benton PUD'sasset base. Targets are established within financial policies and are an important measure used bythe rating agencies.

O&M Cosús Per Customer. Benton PUD compares Operating & Maintenance costs per customer tosimilar utilities.

lnvestment Yield: The District seeks to maximize ínvestment yield while preserving principal andinvesting only in those instruments allowed by state law.

External and lnternal Audit Resu/fs: Demonstrate compliance with laws, regulations, policies, andprocedures.

Regulatory Compliance: Benton PUÐ measures its performance against targets established bystate law related to the purchase of renewable energy and cost-effective conservation.

Energy Efficiency (EE): Benton PUÐ measures EE savings each biennium as measured againstgoals established by the conservation potential assessment.

RP3: The application process forAPPAs RP3 Award includes a system improvement componentworth 25o/o of the overall score. RP3 measures the District's system improvement performance inthree areas: 1) Research and Development, 2) System Maintenance and Betterment, and 3) Finan-cial Health. Benton PUD will use this information to assess its practices against best practices in theindustry.

These measures are a subsef of those we use to evaluate our success. They are a compilation of internal and erternal measures, aswell as key ratios from our annual frnancial statements and those monitored by rating agencies.

Plan 2020-2021 82 82

Skilled WorkforceGoals

We recruit, develop, motivate, and retain a highly skilled, resilient, and diveworkforce and foster a healthy, safe, well-equipped and productive work envi-ronment for our employees, their families, and the public.

1. Attract and retain talent.ln order to position ourselves as a progressive employer which promotes employee engagement, wemust provide innovative, responsive, fair and consistent recruitment, selection, compensation, ben-efits and work-life programs to attract and retain a high-performing workforce. The new employmentenvironment, with social media, competing employment choices and shifting skill set demands, willrequire new approaches to recruitment through innovative marketing and communication strategies.

2. Ensure leadership is developed to meet existing and future challenges.Benton PUD is committed to maximizing the potential of every employee and supporting BentonPUD as a learning organization. We will continue to focus on creating leadership pipelines to ensureknowledge transfer, continuity and success of Benton PUD's operations and service delivery to ourcustomers. The design and development of succession planning initiatives for engaging and retain-ing leadership will be vítal.

3. Promote employee engagement.Benton PUD will continue to support its commitment to creating a culture of employee engagementby fostering communication and transparency of information, resources and service to our employeeswhich promotes collaboration, cross functional teams, connection and commitment to their work andthe goals of Benton PUD. We will expand opportunities to drive engagement in the workforce.

4. Optimize knowledge management.Optimization is established through clear performance expectations linked to a shared vision of ourstrategic plan. Reinforcing performance also involves key opportunities for recognition, rewardingstrong performance and accountability. Benton PUD's performance management system encourageseffective communication, supports employee personal and professional growth, and demonstratesalignment between the individual and Benton PUD's goals which drives meaning and purpose.

5. Enhance individual and organizational effectiveness.Benton PUD continues to experience changes relating to services, technology, staffing, and citizenexpectations. The fast-paced environment requires Benton PUD to be nimble, providing structuresthat are flexible and adaptive. As our workforce becomes increasingly tech-sawy, we will offer flexi-ble, user-friendly, integrated technology which supports employee self-service for transactional busi-ness processes.

6. Champion employee wellness and work-life programs.Benton PUD will continue to champion employee wellness and work-life balance by offering pro-grams, activities and services that focus on healthy lifestyles and balancing the responsíbilities ofwork and personal life. This focus increases employee engagement, optimizes health and productiv-ity, promotes creativity, helps to attract and retain employees, reduces absenteeism, lowers health-care costs, and reduces turnover.Strateg ic Plan 2020-2021 2083 83

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Skilled WorkforceAction ltems

1. Leadership & Development. Develop a training matrix outlining an annual leadership development planContinue to offer employee training through various technology options (online,webinars, etc.)Deliver short, periodíc employee updates created by supervisors and/or subject experts related tostrategic and other emerging issues cultivating an "informed workforce."

2. Recruitment & Retention' Deploy new approaches to Talent Sourcing - shifting strategy from recruitment to marketing.' lmprove the recruitment, hiring, and onboarding software solution by modernízing our online sys-

tem.' Evaluate the framework for a potential Performance-Based Employee lncentive Program.

3. Employee Engagement. Promote employee participation in community engagement activities.' Create opportunities for employees to participate in cross functional teams or committees which

promotes collaboration.. Continue to foster a positive relationship with the IBEW.. Conduct periodic employee engagement surveys.

4. Health & Well-Being' Engage the wellness committee members to promote a culture of health and well-being by review-

ing-hãafthcare trends to identify areas of risk and delivei targeted wellness programs tà addressthose risks.

' Develop strategies to ensure employees are educated consumers of their healthcare.

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2trateg ic Plan 2Q20-2021 84 84

Skilled WorkforceHow we measure success

Hiring Efficiency. Benton PUD measures the time-to-fill an open position incalendar days from approval of a job requisition up to acceptance of the job offer(internal) or the date a candidate's background screening is cleared (external). Thegoal is to ensure staffing requlrements are achieved by administering internal and ex-ternal recruiting and staffing processes resulting in timely and quality hires.

Training and Development Benton PUD measures training and development attendance. Thetraining plan includes those Leadership and Workforce courses approved by the Leadership TeamThe goal is to ensure the majoríty of scheduled participants attend the training.

RP3: The application process forAPPAs RP3 Award includes a Workforce Development componentworth 25o/o of the overall score. RP3 measures Benton PUD's worKorce development performancein three areas: 1) Succession Planníng and Recruitment,2) Employee Development and Recognition,and 3) Education, Participatíon, and Service. Benton PUD will use this information to assess its prac-tices against best practices in the industry.

Customer Feedback Our employees are the key to our success. Success of Benton PUD opera-tions and service delivery to the community is reflective of our workforce. This is measured throughcustomer satisfaction su rveys.

Periodic Employee Surueys: Knowing that employees are our greatest asset, Benton PUD con-ducts periodic employee surveys to help measure the engagement level of our employees.

Strateg ic Plan 2020-2021 2285 85


Súrategic EnvironmentElectric lndustry and Regional Power MarketsSúafe Clean Energy LegÍslation; The Energy lndependence Act (ElA) requires utilities with custom-ers greater than 25,000 to comply with renewable energy requirements. Achieving compliance withthe 2020 target of 15o/o through purchases of renewable energy credits has resulted in a projectedincremental net cost of just over $3 million annually. This increase in spending levels would not berequired except for the ElA. Since the initiative was passed in 2006, many of the assumptions per-taining to the calculation of the targets have changed. For example, the EIA assumed a 1.4o/o averageannual growth rate in utility loads. Due to investments in energy efficiency and other factors, loadgrowth estimates have been revised downward to fractional percentages.

The recently enacted Clean Energy Transformatíon Act (CETA) requires that utilities eliminate coalfrom their resource portfolio by 2025 and that all retail sales of electricity be greenhouse gas neutralby 2030 and 100% from non-emitting or renewable resources by 2045. Based on Benton PUD's2018 energy mix, we have a greater than 95% carbon-free energy portfolio which places us in astrong position to achieve the 2030 and 2045 milestones.

Renewaþle Energy Integration; BPA has connected almost 5,'100 megawatts of wind generationto their transmission system and expects to connect another 3,000 to 4,000 megawatts by 2025;2,764 megawatts of the installed wind generation operates in the BPA Balancing Area. The increasingconcentration of intermittent generation associated with wind and solar projects can produce largeswings in generation, which in turn requires significant balancing reserves to preserve system stabilityand reliability. The intermittency of wind and solar generation creates operational complexities andcost risks for power balancing area authorities like BPA.

The installed utility-scale and customer solar generation capacity within the California lndependentSystem Operator (CAISO) balancing area is large enough to create periods of significant surplusenergy in California. The effect of this non-dispatchable energy is to create what is referred to as a"duck curve" when considering a daily electrical load profile that is net of solar generation ("net load")Relatively rapid drops in "net load" in the mornings and increases in the evenings corresponding tothe rising and setting of the sun requires conventional rotating generators to ramp down and back upeach day. This creates operational complexities and reduces the opportunity for certain generationprojects to recover costs due to reduced volumetric sales. ln addition, opportunities to sale surplusBPA hydro energy into California have been diminished by the massive solar buildout thereby reduc-ing BPAs secondary sales revenues and increasing the pressure to raise their rates to preferencecustomers.

Overall, the continued build out of renewable energy projects to meet state mandated renewableportfolio standards and now clean energy requirements is depressing wholesale power market pricesto unprecedented levels throughout the west and northwest. This has a negative impact on many util-ities' net power costs and is resulting in the need to consider ways to increase customer energy andpower product sales rather than sell into a depressed secondary market. BPA is beginning to explorehow the flexibility and fast-ramping capabilities of their fleet of hydro generation projects may havevalue in meeting the challenges of the California "duck curve" thereby potentially offsetting the largereduction in secondary energy sales that is expected to continue.

Strategic Plan 2020-2021 2386 86


Energy Súorage; Energy storage in a variety of forms is being promoted as a way to firm intermit-tent renewable generation sources such as wind and solar and is also being considered as a meansfor relieving congestion on transmission and distribution systems which may allow utilities to defercostly upgrades. Energy storage systems are also being considered for ancillary services related tostable power grid operations. Battery based energy storage is emerging as the preferred technologyfor a wide variety of purposes. Battery storage is seen as a complement to the growth of distributedsolar generation and has begun to enter the mainstream. Volume production of established batterytechnologies are helping to drop prices, while new, potentially less-expensive technologies are mov-ing toward commercial deployment. Commercialization of energy storage technologies is also beingspurred by federal and state legislatures, including in California where a bill was passed requiring1,325 megawatts of energy storage by the year 2020. ln addition, Tesla Motors is producing lithi-um-ion batteries at their "Gigafactory" in Nevada for use in their electric vehicles and Powenruall homeenergy storage units. Powenrall is advertised as ready to integrate with solar, enabling customers toself-power their homes and even go off-grid if desired.

Electric Vehicles: While a mass market for electric vehicles has been very slow to arrive, they area key component to the carbon reduction objectives being promoted by federal and state legislators.ln an era where electric utilities are seeing small or declíning load-growth rates due to conservationand customer self-generation, electric vehicles may represent an opportunity for utilities to preserveor even grow revenues. ln 2019, the state legislature passed the Electrification of Transportation Actwhich allows a utility to adopt a plan that establishes outreach of and investment in the electrificationof transportation. The plan should not increase the net costs to our customers in excess of one-quar-ter of one percent. This plan is one way to help incentivizes customers to purchase electric vehiclesand help offset lost revenue resulting from our conservation and net metering programs.

lnterest in electric vehicles has grown in the Tri-Cities. The Electric Vehicle lnfrastructure Transporta-tion Alliance (EVITA) continues to advocate for sustainable electrification transportation and to pro-mote public/private partnerships for the development of electric vehicle charging stations across theTri-Cities region.

Natural Gas Supplies/Shale Gas.' Changing technology in the area of natural gas exploration andrecovery has significantly increased the supply of domestic natural gas and as a result the marketprices have remained relatively low. Low gas prices tend to depress northwest wholesale electricitymarket prices thereby reducing the revenue opportunities for the District and our "lorì9" energy po-sition. Most predict only modest price increases for natural gas ín the foreseeable future. However,anti-fossil fuel sentiment is building within the general public and many elected officials are beginningto favor some form of carbon tax in Oregon and Washington. This creates uñcertainty regardinginvestments in natural gas infrastructure both from a supply and demand perspective. Despite theincreasing negative perception of natural gas, the continued reliance of the western power grid onnatural gas for maintaining reliability for the foreseeable future has been clearly established by theWestern Electricity Coordinating Council (WECC). This reliance will increase as base-load coal-firedgeneration plants are retired at an accelerating pace. While dependence on natural-gas-fired gener-ation for dispatchable capacity is increasing, the plants are expected to run fewer and fewer hoursas new wind and solar generation plants are connected to the grid. Natural gas price forecasts havebeen incorporated into the District's long-range financial forecasts and plans but the future for naturalgas is very uncertain at this point.

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Energy lmbalance Market: Due to the increasing need to more efficiently and cost effectively bal-ance generation and loads in the western interconnection, many balancing area authorities are partic-ipating or planning to participate in the Western Energy lmbalance Market (ElM) hosted by the Cali-fornia lndependent System Operator (CAISO). BPA has enabled northwest utility participation in theEIM through the use of their transmission system and has begun the process of evaluating the costsand benefits of joining themselves. While BPAs preference customers continue to express concernsthat expansion of the EIM might lead to a loss of preference rights, increased costs to BPA, or to costshifts, these same customers are encouraging BPA to explore ways to increase the market value oftheir hydro generation assets as a means for increasing secondary revenues and mitigating futureBPA rate increases. Some utilities also expressed concerns that an EIM could lead to a RegionalTransmission Organization (RTO) and FERC regulation of the Northwest power grid. ln addition tocontinued EIM expansion, CAISO has undertaken an initiative to explore a new day-ahead productthat will address ramping needs between intervals and uncertainty that can occur between the day-ahead and real-time markets (DAME). Another anticipated future CAISO effort is a possible Extend-ed Day-Ahead Market (EDAM) which would allow EIM entities to participate in the day-ahead market.There is some concern that overall CAISO expansion efforts may reduce the number of northwestcounterparties available for market transactions which could impact the District in the future if we con-tinue to rely on market power purchases and sales to meet foad and resource balance requirements.The Public Power Council and Public Generating Pool (PGP) are actively involved in the ElM, DAMEand EDAM efforts and are pursuing outcomes that mitigate BPA costs and enhance its secondaryrevenues to the largest extent feasible and achieve fair and comparable treatment of BPA and otherNorthwest public utilities when they trade in those markets

Distributed Generation (DG).' Customer interest in DG has grown significantly in California andother states. This growth has been fueled by two major factors: 1) economic benefits that arise fromthe avoidance of high electríc rates charged by utilities, coupled with significant federal and state in-centives that help offset purchase and installation costs, and 2) environmental benefits that arise fromthe substitution of "green" solar energy for carbon-emitting energy sources. A continued reductionin the cost of solar panels and new technology advances, along with federal tax credits, accelerateddepreciation, state incentives, customer desires to exercise environmental beliefs and favorable netmetering policies continue to generate interest in roof-top and other solar installations. ln 2019, thestate met its solar incentive cap however, we anticipate this to be revisited and additíonal dollars to beallocated to further incentive solar projects.

Community solar projects continue to be a popular option for utilities to partner with their customers toincrease sustainability branding and to allow them to exercise personal environmental beliefs withoutthe hassle of building roof-top or other on premise solar arrays.

The advance of DG as a complement to traditional electric service has potential benefits as well asoperational challenges for electric utilities. Potential benefits include lower line losses and avoidanceof new generating facilities in the long term. Operational challenges include grid reliability, potentialhazards for line workers, and cross-subsidization of net-metered DG customers by other customers.

Third Party Entrants to the Utility lndustry: Recently, non-utility businesses have communicatedbusiness plans to offer services normally provided by utilities. Tesla has announced a home storagesolution. Solar leasing companies have had a significant impact on utility loads in California. lndustryexperts have indicated that solar may cause the next 10 years to change the electricity industry morethan the past 100. Looking into the future, public power may find advantages in strategic partneringopportunities with third party service providers with expertise in specific business processes, such asenergy efficiency, solar, demand response, and energy storage.Strategic Plan 2020-2021 2588 88

Maintaining Grid Reliabílity and Affordability in a Clean Energy Era

Public Power Business Model: The value offered by the public power business model remains rel-evant although some threats to the model have emerged, particularly related to corporations choosingto contract their energy supply directly from generation sources. Public ownership, local control, andcost-based rates are strengths of the public power model. According to the APPA, the public powerbusiness model must remain flexible to respond to customer needs. Flexibility is key due to the un-certainty surrounding the massive changes underway in the utility industry.

Northwest Power and Conseruation Council Power Plan: The 7th Power Plan was approved inFebruary 2016 and has an effective life of six years to coincide with BPA rate periods. The Council(NWPCC) is beginning the scoping phase of its 8th Power Plan, with the final plan due in April2021.The Power Plan is an analysis and recommended resource portfolio for the region that is updated ap-proximately every five years. The results of the NWPCC power planning process can influence BPAsenergy efficiency program and resource acquisition decisions. The 7th Plan's resource portfolio large-ly consists of energy efficíency and natural gas fired generation to meet any increases in load withrenewable generation development at a level equal to that representing achievement of state mandat-ed renewable portfolio standards. The Plan encourages research in advanced technologies to im-prove the efficiency and reliability of the power system through emerging smart technologies such asintegrating electric vehicles, geothermal, ocean waves, advanced small modular nuclear reactors andemerging energy efficiency technologies. Past power plans have emphasized energy efficiency as themost cost-effective resource for the region in the near-term. However, this conclusion partially de-pended on specific assumptions around electricity pricing and often ignored the economic situationsfor individual utilities. Given recent developments in carbon legislation and coal plant retirements, the8th Power Plan has the potential to be a useful set of studies for BPA and the Northwest more broad-ly. ln addition to the longer power plan effort, the NWPCC produces an annual Resource AdequacyAssessment which examines resource adequacy over a five-year future planning horizon. This effortseeks to highlight potential resource adequacy issues far enough in advance to allow utilíties to takepotential actlon as necessary. Resource Adequacy is a major concern for northwest utilities in light ofcoal-fired power plant retirements and the chilling effect Washington State's Clean Energy Transfor-mation Act is expected to have on investments in natural-gas fired power plants which are proven tobe dependable capacity resources.

Power SupplyPower Supply Contracts; The District has assured itself of an allocation of low-cost Tier-1 powerfrom BPA through 2028 up to a "critical wate/' contract high-water mark (CHWM). While the origi-nal CHWM was set at204.642 average megawatts (aMW), the District's current allocation has beenadjusted down to approximately 200 aMW (rate-period high-water mark)due to BPAs assessmentof the current energy production capability of the Federal Columbia River Power System (FCRPS).The District's annual wholesale power purchases currently can exceed our BPA contract amount in acritical water year by as much as I aMW depending on weather. However, the District's Fredericksoncontract for 50 megawatts together with 6.3 average megawatts of other hydro and wind generationalong with water years that typically outperform the critical water baseline has created a "long" ener-gy position for the District. While the District is "long" on energy, we are regularly short on capacityduring summer months and can be short capacity in the winter during extreme cold weather events.The District continues to rely on market purchases to cover capacity deficits but remains concernedabout the emerging regional capacity deficits caused by coal-fired power plant retirements and thereluctance to build new natural'gas plants in light of recently passed state clean energy requirements.ln spite of the District's "long" position, the Energy lndependence Act requires the District to procureadditional energy or renewable energy credits to meet the 15o/o renewable energy mandate for 2020.

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Rising BPAWhalesale Power Cosfs; BPA issued the final Record of Decision (ROD) in July 2019on rates for their next rate period (FY 2020--2021). While there is no increase to the power base rate,the ROD contains a Financial Reserve Policy (FRP) Surcharge that equates to about a 1.5o/o increasein power rates. The FRP Surcharge is a mechanism that BPA will use to build power reserves to atarget of 60 days cash on hand gradually over time. Currently, BPA is projecting to end FY 2019 withabout 38 days cash on hand and forecasts show it is likely the FRP Surcharge will be needed for thenext four years in order to achieve the 60 day target. ln addition, the ROD includes a3.60/o increaseto transmission rates. ln total, as these rates are applied to Benton PUD's contract, BPA costs willincrease by 1.2o/o or $800,000 annually going fonruard. At the same time, generation on the Federalhydro system is projected to decrease going forward as a result of the latest water projections thatincorporate earlier timing of water runoff and the new spill regime resulting from the court orderedspill. Since about half of the District's contract with BPA is a Slice product where the District receives1.37o/o of the Federal hydro system output, the result will be less power received by the District underthe BPA contract. This is estimated to add additional costs of $0.5M - $1.3M annually going forward.BPA will continue to see cost pressures in future rate cases resulting from increasing capital and O&Mneeds as well as continuing reductions in secondary market sales due to declines in available gener-ation and market prices that continue to remain low on average.

Energy Etriciency Requiremenfs.' The Energy lndependence Act (ElA) requires utilities with great-er than 25,000 customers to implement all cost-effective conservation. Energy efficiency has manylong-term benefits for the District in that it helps avoid the purchase of higher-cost resources. lt alsohelps lower monthly bills for those customers who invest in conservation. ln the short term, the Dis-trict's investments in conservation have led to increased revenue requirements and higher retail rates.ln the longer term, the Ðistrict's customers should benefit from investments in conservation due to theavoidance of future power purchases. Distribution system efficiency improvement projects have nowemerged as approved conservation measures that can be claimed toward EIA targets. Conservationvoltage reduction (CVR) whereby distribution system voltages are optimized using automated controland monitoring equipment to reduce energy consumption is a measure that is emerging as a candi-date for implementation by many utilities. CVR represents a continuing trend toward the use of tech-nology based solutions as the means for meeting continually increasing efficiency goals.

Political & RegulatorySnake River Dams: The Columbia River System Operations (CRSO) Environmental lmpact State-ment (ElS) is undenruay. The EIS is considering five alternatives relative to the future operations of thedams. One alternative is to breach one or more of the dams. A draft EIS is scheduled to be releasedin February 2024 for public review and comment. Afinal EIS is slated for issuance in July 2020 and aRecord of Decision by September 2020.

Breaching of the dams would come at significant to cost to both BPA and region. Out of the 31 damsin the federal system, the Lower Snake River Dams are some of the least expensive to operate andtherefore provide some of the greatest value for BPA ratepayers. According to BPA, the cost of powerfrom these dams, ranging from $10 to $14 per megawatt-hour, makes them some of the most afford-able power resources in the federal power system.

Because of their location on the east side of the Cascades and the size of their generators, the LowerSnake River Dams are critical links in the carefully synchronized operation of the Northwest's hydro-power system. The 50O-kilovolt transmission lines that run from western Montana to eastern Wash-ington were designed to integrate the Lower Snake River Dams to keep energy flowing and the elec-tric grid stable.

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According to BPA, lce Harbor Dam is critical for transmission operations because it provides supportin both power and voltage to the Tri-Cities area especially during high-demand periods. lf lce HarborDam were breached, either costly new generation or significant transmission reinforcements would beneeded to meet Tri-Cities power loads, especially during the high-demand periods of the summer.

Under a scenario where a goal has been set to achieve an 80% reduction in carbon emissions from1990 levels by 2050, recent studies have indicated that 5,600 MW of wind and solar would be re-quired to produce the equivalent energy from the retiring resources, and an additional 1,900 MW ofnew natural gas turbines would be required to provide a comparable level of capacity. The cost ofthese replacement resources would be an additional $1.6 billion per year in 2050.

lnvestment in Fish & Wildlife; Since 1978, BPA customers have invested nearly $17.0 billion inEndangered Species Act and other statutory fish and wildlife obligations. The Public Power Council(PPC) estimates 25 - 30o/o of the power cost charged by BPA is attributable to fish and wildlife mea-sures. According to PPC and BPA, fish populations are trending upward. There are more salmonand steelhead returning to the Columbia River Basin now than at any time since the first federal damswere constructed in 1938. ln 2014, over 2.5 million salmon and steelhead passed Bonneville Dam,setting a new record. Snake River fall Chinook have made a tremendous recovery. ln 1990, only 78adult fish returned to the Snake River; almost 76,000 returned in 2013. Dams are not the single det-riment to the salmon runs. Poor ocean conditions have adversely affected the return of many salm-on and steelhead stocks and hatchery practices, habitat and harvest have to be considered. SnakeRiver dams are getting blamed for the decline of Orcas in the Puget Sound area which has becomea hot topic in the news. Countering the misinformation about the Snake River dams and the overallhydrosystem is an ongoing challenge.

Columbia River Treaty: 2014 was a milestone year in the treaty between the United States andCanada. Beginning in 2014, with notice of 10 years, the United States or Canada may terminatethe Columbia River Treaty. BPAand the U.S- Army Corps of Engineers, who together form the U.S.Entity, have submitted a recommendation to the Department of State that calls for a modernization ofthe Treaty and rebalancing of the Canadian Entitlement. An lnteragency Policy Committee has beenformed by the White House to determine the next course of action. A successful renegotiation of theCanadian Entitlement could result in lower District retail rates between 1.7o/o and 2.4o/o beginning in2026; however, significant uncertainty remains as to how this will be resolved. Led by the U.S. De-partment of State, the United States and Canada began negotiation to modernize the Treaty regimein May 2018.

Carbon Initiatives.' We anticipate continued efforts by the state legislature to address economy-widecarbon reduction initiatives. These initiatives could take the form of a cap and trade system or alow-carbon fuel standard (LCFS). lt is unknown how those initiatives would coordinate with CETA orto what extent, if any, utilities would be required to comply with new standards. A cap and trade sys-tem would most likely impact some of our large commercial customers.

Reliability Regulations.' lncreased regulatory standards have been placed on utilities to ensure theintegrity of the bulk power system. Compliance requirements are increasing the complexity and fre-quency of interactions between BPA and District operations and engineering personnel.

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Maintaining Grid Reliability and Affordability in a C\ean Energy Era

Customer & ComrnunityReliability: The single most important factor in customer service remains system reliability. As moresophisticated electronics are used in customer processes, power quality and reliability continue torise in importance. Systematic and timely replacement of aging infrastructure is key to maintainingthe District's standard of reliability. Online outage management enhancements for customers that notonly display known outage locations but also provide outage restoration times are becoming increas-ingly expected in the modern utility grid.

Customer Engagemenú.' Emphasis continues to be placed on the need for utilities to anticipateevolving customer expectations, and to act on those changes. With the implementation of NISC,more opportunities now exist to offer targeted services to customers based on their interest in termsof how they want to interact with the District. Customer education on the use of these service offer-ings will continue, along with identifying other opportunities that may be available as a result of theDistrict's partnership with NISC. The District will also pursue community engagement opportunities toraise awareness of the goal to be the trusted energy partner to our customers.

Customer Demographics: The Smart Energy Consumer Collaborative and APPA urges memberutilities to recognize the expanding diversity of their customer base in order to best serve the interestsof each customer segment. lt is also important to understand the environment created by the localemployment market and how it has influenced the diversity of the regional work force and ultimately,the District's customer base. The region enjoys a broad spectrum of employers, including researchand development, health services, governmental entities and agricultural producers. ln turn, the Dis-trict's customer base consists of a 1) broad spectrum of workers including both relatively high wage,highly technical and stationary workers; and 2) cash paying customers. This diverse customer basepresents both opportunities and challenges in terms of successfully meeting expectations and cre-ating value for all customer segments. Customer surveys and focus groups can help define BentonPUD customers and help the District target communications.

CÍtizen Engagement: ln addition to trends in the utility industry relative to customer engagement,there is an emerging practice within local governments to proactively reach out to their citizens. Thistrend helps emphasize one of the key aspects of the Public Power Business Model: local control.Benton PUD has placed a priority on transparency and information sharing; however engagement in-volves more: "....convening groups of people, giving them the facts, talking over issues respectfully,and implementing the decisions you make together." The District has taken action to engage cus-tomers in dialogue about factors affecting the industry and the effort to strengthen the public powermodel will continue. lt is recognized that customer engagement also involves more staff time in plan-ning, organizing and participating in constituent sessions.

Local Economy: ln an article in the Tri-City Herald (4118119), Ajsa Suljic, regional labor economistfor Benton and Franklin counties noted the Tri-Cities remained one of the state's most vigilant andforward-pulsating economic regions in 2018. The region's labor force recorded growth over the yearof 3.2 percent in December 2018, outpacing the state's labor force growth o12.4 percent. Agricultureemployment has had upward growth of 1.9 percent per year since 2010. The construction industrybroke a record with a year over increase of 4.5 percent in 2018. The average median age was 33.6years, younger than the statewide average of 37.6 years.

A July 23,2019, Tri-City Herald Article noted two major milestones had been achieved in the Tri-Cit-ies. The labor force has now topped 150,000 workers and the Tri-Cities population now stands ataround 300,000 people.

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TRIDEC notes the Tri-Cities economy continues to out-perform íts neighbors and is the brighter spotin Washington State and across the nation. Since 2000, no other community in Washington hasgrown faster than the Tri-Cities. Current population estimates are now 300,000, an ¡ncrease of 17o/o

since 2010.

While there are positive economic trends in the community, our customers are diverse. The USCensus shows 12o/o of Benton County's population is below poverty level. There is a population of lowincome families who experience difficulty paying their electric bills. While many are eligible for dis-count programs and energy assistance funds, these customers still struggle. Many have had limitedaccess to energy efficiency programs that might reduce their heating and cooling costs. The Districtrecognizes the challenges facing these customers and will consider programs and services that willmake electric seruice more affordable.

External Factors Affecting Rafes; While the District has completed a comprehensive retail ratedesign; efforts to develop rate structures that address the dynamic environment facing today's utilitieswill continue. The District will continue to evaluate the rate impact of rising BPA costs, low wholesalemarket príces, conservation initiatives, technologies, changing customer perceptions, distributed gen-eration and demand response.

Fixed Gosú Recovery: Distributed generation continues to highlight challenges with fair and equita-ble recovery of fixed and variable costs for all customers and will potentially require additional retailrate design changes. Across the industry it is common that half or more of the utilities costs are fixed,while retail rate design continues to overwhelmingly recover the majority of revenues through variablecharges. Utilities across the country are continuing to increase base charges to address this issue.ln the Northwest, the median monthly base charge amongst comparable utilities has risen nearly $4in the past three years to just over $20. Utilities are also beginning study and understand demandcharges for residential customers as another way to align revenue collection with costs.

New Large Load Rate Schedules.' Companies looking to expand or build new large facilities seekutilities that not only offer competitive rates, but that are also able to provide up-front how rates wouldbe structured. These companies also may seek to attain environmental sustainability goals by seek-ing green power options. As an example, a large Mid-West publicly owned utility has published a rateschedule for large loads that allows the customer to buy enough green energy (wínd) to offset thetotal power consumed, but since wind ls intermittent, the utility sells power to the customer around theclock at wholesale market prices along with a demand charge to firm the green energy.

Electricity Intensive Load (EIL) - Safety and Reliability: Cryptocurrency mining and block chainoperatíons have created new challenges for utilities. While these technologies have started to ma-ture, they are still somewhat speculative, raising questions about busíness viability in the long term.Additionally, volatility in cryptocurrency value continues to occur, making the industry even moreunpredictable. Even so, cryptocurrency miners and block chain operators are locating throughoutWashington state, attracted by low electric rates. They are bringing unique business operations thatlack the load diversity of more typical residential and commercial customers. Utilities are being verycautious when serving these types of customers for several reasons: 1) Wanting to ensure distribu-tion systems are sized properly to handle the load and not overheat, causing a safety issue; 2) En-suring the added load does not cause reliability issues for customers served from common facilitíes;3) Avoiding stranded investments in distribution system improvements to serve the additional loadrequired by the customers; and 4) Mitigating risk of financial loss if there are unpaid power bills. Sev-eral utilities in Washington imposed moratoriums on cryptocurrency and block chain applications toallow staff time to monitor distribution svstem impacts. power supplv impacts. and rate implications.Strategic Plan 2020-2021 3093 93

Maíntaining Grid Reliability and Affordability in a Clean Energy Era

One utility has even created a rate class to mitigate the growth of high load customers and their im-pact on system reliability and power supply.

The District recognizes these concerns and also recognizes the benefits of the additional retail loadthese customers bring. The District has an Electricity lntensive Load (ElL) policy to establish require-ments for EIL customers. This policy mitigates the risks associated with EIL customers while allowingfor a greater customer base to cover the District's fixed costs and providing reliable service to all.The policy requires the customer provide advance notification to staff before starting service so thata distribution system analysis can be performed. Customers who fail to provide this notification andcause equipment damage are liable for costs associated with the repair. Customers are also giventwo billing optíons with deposit requirements that protect the District financially. While a policy hasbeen implemented, ongoing monitoring by staff will be required as the industry matures, as blockchain technology becomes more mainstream, and as the number of EIL customers submitting servicerequests - and being served by the District - increases.

TechnologyAdvanced Meters - Perceptions and Expectations.'The deployment of advanced meters by elec-tric utilities in the United States grew to almost 80 million units in 2017, with 88% of those installedat residential locations. Still, advanced meters continue to raise some public concerns over privacyissues, possible heafth effects and electrical safety. According to the Federal Communications Com-mission (FCC) standards and guidelines for exposure to radio frequency (RF) electromagnetic fields,advanced meters do not pose a health risk. The District's AMI meters have been independently testedfor RF energy exposure and the results verified the RF energy to be safely within allowable FCC lim-its. Other local utilities have indicated an interest in possible AMI implementations which may increasethe awareness of advanced meters in our service territory.

While potential public unease overAMl implementations still exists, the District has experienced littlecustomer concern as evidenced by the few customers who have opted out of their advanced meter(nine as of September 2019). The District's investment in this technology has proven successful indelivering measurabfe value to customers as well as enhancing operational efficiencies. The AMIsystem allows customers to use an online portal to monitor hourly electricity usage, enables addi-tional payment options, and provides customers an option to receive enhanced outage notificationsand alerts. Operational efficiencies have been achieved through a reduction in field visits, enhancedoutage detection, and real-time electrical load analysis.

Smart Grid and Customer Data Privacy: With the implementation of advanced metering infrastruc-tures (AMl), utilities now capture customer usage data at a granular level. Some customers may beuncomfortable with utilities or any other third parties possessing such granular usage information outof concern that it could be used inappropriately. This discomfort could lead to customer resistance ofAMI systems and could potentially erode the trust customers have in their utilities. Further, customerawareness of the privacy of their data is heightened, especially in light of the number of data securitybreaches that continue to occur in other industries. The District will monitor data security best prac-tices and will implement policy and technical changes as needed to strengthen data security and toproactively address potential customer concerns.

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Smart Grid: The drive toward a smarter grid has become a goal for many utilities across the na-tion. Advanced Metering lnfrastructure (AMl), Geographical lnformation System (GlS) and OutageManagement System (OMS) deployments at Benton PUD represent a significant initial step towarda smarter grid. The District invested in a Supervisory Control and Data Acquisition (SCADA) systemmany years ago to provide substation automation functionality and grid level metering in near realtime. Advancing the smart grld requires SCADA penetration on distribution system lines and equip-ment as well as the convergence and integration of SCADAwith AMl, GlS, OMS and other systems.Customers expect high levels of power quality and that power be available continuously. lf there is anoutage, customers expect to be communicated with in a way that works for them and that the poweris restored quickly. Further deployment of smart grid technology on our distributíon system is expect-ed to deliver benefits in the areas of customer service, asset optimization, load/resource manage-ment, and loss minimization.

Broadband Servíces; High-speed broadband is now considered a necessity for businesses and in-stitutions looking to expand and create jobs as well as communities looking for access to more healthcare and educational opportunities. The interconnection of the District's broadband network withNoaNet's regional network provides our community with access to the fastest and arguably one of themost reliable fiber-optic networks in the state. As demand for high-speed services increase, nationalcarriers are beginning to implement the next generation of advanced wireless technologies that willprovíde even greater capabilities by interconnecting the ever-growing number of lnternet of Thingsdevices. The build-out of these new technologies will require investments in fiber-optic infrastructureto effectively transport the large data quantities to be consumed by these devices. Additionally, thereare other potentially disrupting technologies on the horizon, such as low earth orbit satellites set to belaunched by tech gíants like Amazon, Google, and Facebook. The satellites are designed to providelow cost, high-speed internet connectivity whlch, if successful, could have the unintended effect ofstrand i n g some legacy fi ber-optic infrastructu re i nvestments.

Cyber Security: Cyber security is a fundamental reliability factor for utilities of all sizes. Recent cy-ber incidents show a trend toward more advanced, highly sophisticated and damaging cyber-attackson critical infrastructure and are often being conducted by well-organized and even state-sponsoredgroups. This threat continues to grow, thereby creating a significant challenge for utilities. The Districtcontinues to partner with the Department of Homeland Security, the Department of Energy's Electric-ity lnformation Sharing and Analysis Center, and the North American Electric Reliability Corporationto stay apprised of active cyber aggressors, critical vulnerabilities and strategies to protect sensitiveinformation assets.

Busíness Continuity - Dìsaster Recovery: Day-to-day reliance on technology requires sophisticat-ed planning to ensure a prompt recovery from business interruption events. The District continuallyimplements and tests robust capabilities to recover critical information systems in the event of a di-saster or significant incident that affects business operations. A comprehensive lnformation Têchnolo-gy Ðisaster Recovery Plan has been developed that meets recovery objectives specified in the Busi-ness Continuity Plan. Many potentially business-impacting factors are tracked and prioritized with theDistrict's Enterprise Risk Management program.

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District lnternal EnvironmentFinancial Condition; The District is projecting a 2.9o/o retail rate increase October 1,2019, the fîrstincrease since a 1.9o/o increase two years ago in October 2017. The primary driver of the increase isincreasing net power costs resulting from: an increase in BPA costs, a decrease in generation provid-ed under the BPA contract, and an increase in costs to meet the 2020 EIA renewable requirement of15% (up from 9% in 2019). ln addition, the District budgeted a large draw down of reserves in 2019that is now projected to be over $4M higher than planned. 2019 is proving to be a challenging year.Water conditions were below normal on average and were in the 1Oth percentile during periods ofextreme cold when the District's load was higher than normal. During this time of extreme cold, mar-ket prices surged resulting in expensive market purchases. ln one event in early March, wholesalemarket prices surged to $900/MWh over a weekend, costing the District over $2 million. Thís eventwas the result of several factors, and the region is anticipating that more volatile price events couldhappen in the future. While the District is projecting to end 2019 and 2020 with days cash on hand ator below the lower end of policy targets, it is currently projected that days cash on hand will return tothe District's long-term policy range of 108-132 days cash on hand in future years.

Retail rates continue to be highly competitive (even with an October 1,2019 increase), with the Dis-trict in the bottom third of average monthly bills when compared to benchmark utilities. Liquidity,coverage, and debt ratios exceed targeted performance providing stability for the near future. TheDístrict continues to review policies to determine appropriate targeted performance. Credit ratingagencies continue to view the District positively. Fitch upgraded the District's rating to AA- and S&Paffirmed the District's A+ rating in the summer of 2019 as part of their regular review cycle. The Dis-trict's rating with Moody's remained atAa3.

Public Records & Document Management: The District adheres to the requirements of open gov-ernment and transparency in its decision-making and public records processes. All public records,hard copy and electronic are maintained and properly managed, and can be requested by membersof the public under the rules found in the Washington Public Records Act. The District recognizes thepubfic's expectations for open government while also balancing customer privacy requirements andthe heightened awareness of electronic records and potentíal for identity theft. A number of issueshave been identified relating to records transparency, particularly due to the rapid growth of electronicrecords:a) Organizing records that are essential to the day-to-day business and what records are essen

tial in the face of a disaster and recovery processes.b) The need for efficient and accurate responses to public records requests and the need to

provide for transparency to records that are of interest to the public through quick and easyaccess to the District's website.

c) Providing quick and easy access to a customer's own information.d) Maintaining and protecting customer privacy.

The impacts of changes and requirements of public records and electronic records in particular re-quire policy and practice changes by public agencies throughout the state. New legislation effectivein July 2017 amended the Public Records Act in the areas of agency response requirements, elec-tronic records production, training requirements and fee allowances. The District continues to beinvolved in organizations that train and collaborate on best practices and requirements of the PublicRecords Act, and policies are being modifted and new ones written as they are identified.

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Enterprise Sysúem Optimization.' The District conducts technology planning in order to evaluateapplications and technologies that support strategic operating objectives. This process has led tomaking significant investments in integrated enterprise systems that enhance service delivery in theareas of: customer engagement, workforce mobility, engineering workflows, distribution system au-tomation, data analytics, and advanced metering. With the identified core systems implemented andintegrated, the District must focus on optimizing these investments. This will be achieved by imple-menting additional services and features over time as they become available. Further optimizationwill occur by creating value through employee, business process, and customer service efficiencies.To ensure future challenges and opportunities are met; the District proactively leverages relationshipswith its strategic partners: N¡SC, Sensus, and Survalent.

Culture: Societal, technological, environmental, political, and economic changes are rapidly trans-forming the workplace. As a result, leadership must continue to find new ways to promote the Dis-trict's culture and values for long-term sustainability. The key to long-term success is a culture whichis aligned with the District's strategic plan and fosters adaptability to the changes facing the utilityindustry while maintaining exceptional customer service. ln the face of the utility industry's transfor-mation, the District must create a workplace culture that demonstrates trust and collaboration andsupports employee engagement, recognition, social responsibility, welf-being, and transparency ofinformation.

Workforce Demographics, Development and Planning; With new generations entering the work-force and increased competition for talent due to a tight labor market, low unemployment and pros-perous construction opportunities for journey line craft positions, the District has and will continueto implement new strategies to attract, engage, and retain the best talent. With the changing utilitymodel, the District is in a favorable strategic position to be able to provide increased opportunitiesfor meaningful and challenging work. ln order to continue to be a leader in the utility industry we wilfcontinue to leverage workforce data analytics to help ensure we have the right roles, skills, and num-ber of employees to carry out our strategic initiatives. District leadership must continue to be open tonew ideas and creative thinking allowing for work to be done in new ways or using new technology.As tenured employees move toward retirement, the District must be committed to preparing the nextgeneration of leaders who will succeed them. ln order to achieve this, it is essential for the District topreserve the critical knowledge of more experienced or skilled employees and continue to increasethe skill level of less experienced employees. The District must also look for ways to incentivize po-tential leaders into taking leadership roles. Thirty-four percent (34o/o) of our workforce will be eligibleto retire within the next ten (10) years. As a result of these retirements and pending retirements, theDistrict must continue to identify options for organizational restructuring, and develop change man-agement strategies, and ensure leadership is developed to meet existing and future challenges.

Managing Complex Employment Laws; The state and federal legislative environment surroundingemployment and benefits continues to change in an expedited rate. ln response, Hurnan Resourceswill identify and address legal trends to determine the impact to the organization. Human Resourc-es will continue to be proactive in addressing the continued changes by offering regular training andconsultation with employees, supervisors, and managers.

Healthcare Costs/Emerging Healthcare Súraúegíes.' Healthcare costs continue to rise year overyear. ln order to attract and retain a qualified and productive workforce, the District must continueto provide affordable, high-quality health and wellness benefit programs and services which providevalue and improve the quality of life of our employees, while acting in good stewardship of publicfinances.

Strateg ic Plan 2020-2021 3497 97

Maintaining Grid Reliability and Affordabilíty in a Clean Energy Era

ln order to accomplish this, the District will continue to evaluate and implement proven benefit strate-gies which achieve long term financial sustainability, empower employee health and well-being, andpreserve the value of our health insurance plans. lt is our belief that better financial and health out-comes that contain rising healthcare costs can be achieved through plan design changes, promotingemployee wellness initiatives, virtual care offerings, exploration of cost effective healthcare deliveryoptions such as a near site clinic, and by educating employees on deductible plans and healthcareconsumerism. ln addition, the District must explore emerging healthcare strategies as a method tolower costs for the employee and employer while improving healthcare benefits for our employeesand their families.

SAFETYPublic and Employee Safety: Providing electrical power to consumers is by its nature hazardouswork to the public and our employees if not done correctly. Given this fact, safety is a top priority forthe District. The District's culture promotes an uncompromising commitment to safety for the publicand our employees, and it is considered a shared responsibility that each of us must take personafresponsibility for and live it every day. Some of the tools we use to reduce work hazards are timelyand appropriate training, management and employee safety committees, an active on-site inspec-tion program, proper mechanical guards, personal protective equipment, and an incentive programfocused on leading indicators and proactive approaches to preventing injuries at work, at home, andin the community. The electric utility industry is facing increased regulations for electric power trans-mission and distribution work. Regulations for lockouUtagout, electrical safety work practices, andpersonal protective equipment have been in place for many years. These rulings include provisionsfor training, job briefings, fall protection, insulation and working position of employees working on ornear energized parts, minimum approach distances, protection from electric arcs, de-energizing trans-mission and distribution lines and equipment, protective grounding, operating mechanical equipmentnear overhead power lines, working in vaults, and electrical protective equipment. These factors areall considered in an environment where electricity is viewed by many as a guaranteed product andthis view continues to grow.

Ðrraregr c 1-lan zvzu-zuz1 3b98 98

Buslness Agendo

Second Reoding

Consent Agendo

I nfo O n ly/ P ossi b I e Acti o n

lnfo Only


Financial Forecast Update and 2020 Preliminary Budget lnformation

Stoff Presenting ltem

Jon Meyer ¡¡4^ Director/Monager

Chad Bartram Generol Manager/Asst GM

Motion for Commission Consideration

None

Background

None

Summarv

District staff will present information on the current financial forecast and provide information on the

2020 preliminary budget.

Fiscal lmpact

None

Agenda ltem No:

Subject:

October 22,zOLgMeeting Date:

Keith MercerPresented by:

Approved by (dept)

Approved forCommission review

99 99

BEiJÍOT Business Agendo

Second Reading

Consent Agenda

hfo Only/Possible Action

lnfo Only


Motion for Commission Con sideration:

None

Recom mendation/Backeround

None

Summarv

The September financial statements will be reviewed during the Commission meeting.

Fiscal lmpact

None

Subject: September 201-9 Financials

Agenda ltem No: leMeeting Date October 22,2019

Presented by Kent Zirker Stoff Presenting ltem

Approved by (dept): Jon Meyer ¡:,^1 Director/Monoger


Chad B. Bartram Ge ne ra I M a nog e r/Asst G M

100 100

Documents

AGENDA BENTON COUNTY PUBLIC UTILITY DISTRICT NO. 1 ... · 10/22/2019 · Motion by Barry Bush, seconded by Lori Sanders setting a Public Hearing on the Preliminary 2020 Budget for