HomeMy WebLinkAbout2015-02-26 RMLD Board of Commissioners MinutesReading Municipal Light Board of Commissioners
Regular Session
230 Ash Street
Reading, MA 01867
February 26, 2015
Start Time of Regular Session: 7:30 p.m.
End Time of Regular Session: 9:40 p.m.
Commissioners:
David Talbot, Chairman Philip B. Pacino, Vice Chair
John Stempeck, Commissioner - Secretary Pro Tem Thomas O'Rourke, Commissioner
Dave Hennessy, Commissioner
Staff:
Coleen O'Brien General Manager
Robert Fournier, Accounting/Business Manager
William Seldon, Assist. Director of Integrated Resources
Citizens' Advisory Board (CAB):
Mark Chrisos, Member
DECEIVED
TOWN CLERK
READING. MASS.
j , -3 ADO t
Jeanne Foti, Executive Assistant
Hamid Jaffari, Director of Engineering and Operations
Call Meeting to Order
Chairman Talbot called the meeting to order and stated that the meeting was being videotaped; it is live in Reading only.
Opening Remarks
Chairman Talbot read the RMLD Board of Commissioners Code of Conduct.
Introductions
Chairman Talbot introduced the new CAB Member from North Reading, Mark Chrisos, and thanked him for his service.
eport of the Chairman
introduction New RMLD Board Member — David Hennessy
Chairman Talbot introduced the new RMLD Commissioner, Dave Hennessey, and thanked him.
Public Comment
There was no public comment.
Commissioner Stempeck will be the Secretary this evening.
Approval of Board Minutes October 2, 2014 (Attachment 1)
Mr. Pacino made a motion seconded by Mr. O'Rourke to approve the October 2, 2014, as presented.
Motion carried: 5:0:0.
General Manager's Report — Ms. O'Brien — General Manager (Attachment 1)
Recent Storm Feedback
Ms. O'Brien provided feedback from the storms, now nicknamed snow apocalypse. Ms. O'Brien stated that with the back to back
storms, RMLD actually had no outages. The team was ready in anticipation of the snow turning wet and heavy, but RMLD managed
to get through the first few storms without any outages whatsoever. Ms. O'Brien thanked staff for being ready to go. Ms. O'Brien
reported that during the most recent storm as the ice dams and icicles started breaking off, they hit and broke some SE cables as well
as meters off houses.
Although not electrical, Ms. O'Brien reminded those houses who have natural gas that there are vents on the gas meter that must be
dug out, homes with septic there is methane discharge pipes that should be shoveled out as well as gas and electric dryer vents.
Sometimes when there are problems within the house gases that could be back - feeding into the house are not thought of. Ms. O'Brien
also pointed out that bathroom vents that are on the roof can get blocked in due to the snow. Ms. O'Brien stated that RMLD had to
dig some lines and vents due to gas fumes in the Line & Operations area. Mr. Stempeck added that the regulation for the gas from
ome furnaces is three feet, unfortunately the snow is about six feet.
Ms. O'Brien stated that her presentation addresses all items found on the agenda under her report with the exception of the recent
storm feedback, which has been already addressed. In addition, Mr. Tom 011ila, Integrated Resource Engineer, one of RMLD's recent
hires, will explain RMLD's new Demand Response Program and Tangent.
Regular Session Meeting Minutes 2
February 26, 2015
General Manager's Report — Ms. O'Brien — General Manager (Attachment 1)
Brief Overview of RMLD's Roadmap
Ms. O'Brien reported that Mr. Seldon will present for Ms. Parenteau, who is on vacation and handle the Competitive Electricit-
topics followed, by Mr. laffari, RMLD's Director of Engineering and Operations, who will handle the Engineering & Operatio
section. '
Ms. O'BrSei QteAthat the title for presentation includes RMLD' Strategic Plan for 2008. RMLD Mission Statement: The RMLD is
committed to providing excellent customer service including competitively priced electricity as a result of diligence in the areas of
power supply, risk management, system reliability and flexibility, as well as overall business efficiency.
Ms. O'Brien stated that recently there was a company -wide staff meeting to remind everyone of the four bullets in the 2008 Strategic
Plan.
RMLD 2008 Strategic bullets are as follows:
• Provide customers with a product mix that optimizes electric costs and maximizes value through energy efficiency and load
management.
• Procure a long term diverse and environmentally responsive power supply portfolio including consideration of ownership of
generation.
• Assure long term reliability of the RMLD distribution system.
• Enhance customer service to residential and commercial customers to the highest level.
Ms. O'Brien said that when she came on board, essentially the first bullet and half of the second bullet were being worked on
diligently. She started working on the second half of bullet two, bullets three and four. Ms. O'Brien stated that has been RMLD's
focus, the Organizational and Reliability Study is working in parallel.
Ms. O'Brien stated that we will now address what we have been doing that for the last year and a half. Ms. O'Brien pointed out tl
RMLD's Annual Reports were sent out in digital format. RMLD's motto in the Annual Report, was `Be Efficient, Get Greener AV)
Go Paperless ", demonstrating what have we been doing. Ms. O'Brien provided the example of efficiency measures at the RMLD:
Residential Hot Water Program, Time of Use Rate, Energy Star Rebate Program, Reliability and Efficiency and Career Development
Programs and Training, the Operating Standards, Safety Committee and Construction Standards, Organizational and Reliability
Studies, Distribution and Substation Maintenance Programs, SharePoint communication system, creating a new Tech Services Group
and a new Apprentice Line Worker Group and the Working Groups, which all fit into the categories `Be Efficient ", "Get Greener ",
"Go Paperless."
Ms. O'Brien pointed out that for Energy Savings Measures RMLD has done the following: LED Streetlight Program, increasing
renewable power supply portfolio, solar partnerships, peak demand reduction program, transformer load management and substation
maintenance program, go paperless, let's move towards wireless data from communications internally with our customers within the
electric system, the enhanced fiber network for the SCADA system, the distribution system, the new 500 Club AMI system, the
responsive communications plan, the SharePoint, paperless billing and on line payments. The IPad for Commissioners decreases
putting together the big Board books, this is how those models are targeted. Ms. O'Brien explained that the technology road map, the
plan to get the system smarter in order that it communicates with the transmission system creates efficiencies such as the outage
management to get the power restored in a timely fashion.
Ms. O'Brien reminded the Board that RMLD currently has an AMR system, not an AMI system. The 500 Club meter installations
were delayed for those customers to be on an AMI system which is integrated on top of the fixed network and put AMI in areas where
a two way communication is needed. Evaluate implementation of distribution generation, develop cyber security system for RMLD
technology, which is a requirement and maintain reliability.
Mr. Seldon stated that for the energy efficiency programs, RMLD offers for the residential customers the renewable energy rebates
and appliance rebates. We are more actively involved with the solar projects and have approximately thirty solar customers. Mr.
Seldon continued with the programs for the commercial customers that include the Commercial Energy Initiative, which the
Efficiency Engineers, Mr. 011ila and Ms. Shakespeare, are working diligently on with the many of the commercial customers as we" `
lighting rebates. Mr. Seldon said that the RMLD offers a myriad of rate options to residential and commercial customers to cov
efficiency. One program is the controlled hot water heater project that is currently in transition because RMLD is in the process o
getting the hot water heaters under one uniform technology. Mr. Seldon stated that other efficiency programs include the Time of Use
Rate, not only for residential customers, but also for the industrial and commercial customers. RMLD also offers interruptible rates.
Regular Session Meeting Minutes 3
February 26, 2015
General Manager's Report — Ms. O'Brien — General Manager (Attachment 1)
Brief Overview of RMLD's Roadmap
011ila will review in detail the peak demand reduction program. Mr. Seldon highlighted the Economic Development, because
ther than discussing revenue erosion because of the efficiency that is going on, RMLD is trying to meet this challenge. Some means
0 offset the declining revenue is offering technology that will help sell kilowatts hours such as the electric charging stations that Ms.
Shakespeare has been working on. The RMLD has applied for and received a grant for this. RMLD has installed units at industrial
commercial customers and hoping to grow that. RMLD is working with Sequentric systems which is wireless that is used for the hot
water program and hope to expand this into other avenues.
RMLD's Peak Demand Reduction Program Lunch and Learn
Mr. 011ila reported that utility studies consistently rank RMLD rates as some of the lowest in the state. RMLD's challenge as
managers of the organization is to continue that tradition. One of the ways RMLD does this is by working with the largest customers
to mitigate the effects of cost pressures. Since 2008, RMLD has had several commercial energy efficiency programs that incentivize
upgrading equipment to today's higher efficiency standards. However, last year RMLD added a new program aimed at reducing the
peak demand of some of the largest commercial and municipal customers. Mr. 011ila explained that RMLD has been seeing
increasing fees for capacity and transmission charges and almost all of the utility market forecasts indicate those will continue to rise
in the near future. As a percentage of RMLD's overall wholesale costs those two items are becoming a much bigger piece of the pie.
The goal of the Peak Demand Reduction Program is to help mitigate those increases. This has not hit full force yet, but it is coming so
things are being put into place to help our customers deal with it.
Chairman Talbot suggested that since we have a new Commissioner, maybe the public does not know what a capacity charge or a
transmission charge is. Mr. 011ila explained that RMLD's wholesale power costs are broken down into several "buckets" and with
deregulation of the industry several years ago the industry was divided up into certain segments. These segments include power
plants, which most people think of as the Seabrook nuclear plant or a coal fired generating plant, which is easiest to identify. There
are three phases, the power plants, the transmission lines that take the power from the power plants to get onto the major distribution
points and lastly is the distribution side. RMLD is in the distribution segment. All of the power that RMLD sells to customers,
RMLD buys from the power plants and the transmission owners provide the power to RMLD. Thus, the capacity costs are tied to the
building of the power plants themselves. Those are long term and highly capital intensive investments that must be bought out ahead
of time because these are paid by the owners well in advance. The same holds true for the transmission side which is to cover the
AP*vsts of the copper infrastructure to get the high voltage power from the power plant to the distribution centers. Mr. 011ila continued,
ose two items are tied to the infrastructure to the plant and the wires, the feeding mechanisms that provide the power to RMLD.
Chairman Talbot clarified that, the capacity is a function of RMLD's peak day on a given month or over the year it is really just a
single hour of the whole year for usage. Mr. 011ila answered that it is a single hour. That is the why the industry is structured that the
rates customers pay to cover the capacity is determined by that one hour of the year when the entire system, all of ISO New England,
is maxed out for what it planned for. From an engineering and systems point of view, it is not an optimal way to run a piece of
equipment and size it for the worse case. Then most of the year it's running at thirty percent to forty percent capacity, but the way
electricity works RMLD must be able to supply the demand in that worse case condition.
Chairman Talbot asked if capacity costs represent RMLD's capacity cost or RMLD's portion. Mr. 011ila answered that everybody
that takes load must pay their portion and that is why ISO New England, at that peak hour, takes a snap shot of how much power all of
the different users are using and that determines each user's "piece of the pie" for the next capacity year. Chairman Talbot explained
that is why RMLD is doing this because if one hour can be knocked every month, especially the one in July which is the worst of the
year, there is huge payoff probably a six figure cost savings.
Mr. 011ila pointed out that although RMLD is not a profit making entity, all of the cost that is incurred must be passed along to the
customers. RMLD is trying to mitigate that, at least for those two items. Mr. 011ila stated that he would be happy to answer more
detailed questions about this at some other time or set up a special session to discuss this topic.
Mr. 011ila said that two items, transmission and capacity are becoming a larger piece of the pie, in order to address this, the RMLD has
set up a new program, the Peak Demand Reduction Program (PDR).
Mr. 011ila stated that RMLD's PDR Program offers commercial and municipal customers an opportunity to reduce their costs by
adjusting their demand during a relatively few number of hours during the year. Customers can do that one of two ways, they can
shed load by turning off equipment or adjusting set points or they can run onsite generators. In either case, the amount of power they
e drawing from the RMLD's system is reduced and that is the goal of the program. When ISO New England is taking that picture
LD wants their load to be as low as possible. Mr. 011ila pointed out that the summer peak is the easiest one to identify because it is
4;e hot days in July and August when all the air conditioners are working. On the transmission side, the transmission peaks are
determined the same way for that maximum usage period, but that is each month. Therefore, every month of the calendar year
contains a transmission peak. Those peaks are more difficult to forecast because they are not that obvious. Participation in the
program is one hundred percent voluntary if the customer decides to opt out of the program entirely or just for certain events there is
no penalty associated with it.
Regular Session Meeting Minutes
February 26, 2015
General Manager's Report Ms. O'Brien — General Manager (Attachment 1)
R.MLD's Peak Demand Reduction (PDR) Program Lunch and Learn
Mr. 011ila stated that this is really in the customer's favor. The economic benefit the customer can accrue for every megawatt of load
the customer sheds, can equate to a total savings of $60,000 for that customer over the calendar year of the program.
Mr. 011ila added that this is a significant savings. It can be achieved by participating a few hours a month. The key is working with
the customers to educate them on the value of the program and to enable them to have the equipment and/or processes in place to
allow them to take advantage of this. Some of the modifications entail; communications gear, providing them the information about
what their loads are or to tie into automated systems that adjust their air conditioners during those hours. That is what RMLD has
been doing over the past six months, focusing more on the educational side. This involves introducing the program and running
workshops. We had a work shop a few weeks ago where customers came in and we spent a couple of hours training them. RMLD is
conducting many onsite visits, to perform energy audits to work with the customers to figure out what works best for their individual
company.
Mr. Stempeck asked if the response has been good. Mr. 011ila answered, yes the response has been good and explained that this is a
pilot project for our largest customers; i.e.; the 500 Club. RMLD has approximately ten to twelve of our larger commercial customers
signed up with another ten to twenty in the process. The long term goal is to expand this program to all customers as well as projects
on the residential side that could contribute to this. Primarily, the hot water heater program could be tied into a demand reduction
approach.
Mr. 011ila continued explaining another big piece of the implementation side is setting up a web portal for all of the customers in the
program in order for them to have a live picture of what their load is. At any given hour or during the day they can see what their load
profile is, this also has automated tools that calculate what the effect was of any load shedding action that they take. If the RMLD
calls a demand reduction event, customers can call it up the next day to see how many kilowatts they saved that translates into dollar
savings. These web enabled tools are provided by RMLD at no cost to the customer for signing up for the program.
Mr. O'Rourke asked what the significance of the 500 Club is, what does that designate? Mr. Seldon explained that several years ago
RMLD performed a study to define who the largest customers were and it was determined that the cutoff point was 500 kilowatts. The
500 Club is anybody that has a 500 kilowatt peak or greater. Mr. 011ila further explained the 500 Club is currently RMLD's top fifty
customers. Much of his focus on the support side is working with those larger commercial customers to enroll them into this progrz
as well as supporting their ongoing day to day projects or issues.
Mr. O'Rourke asked if these customers are distributed evenly across the service towns. Mr. 011ila replied that these commercial
customers are primarily Wilmington and North Reading, which is the bulk of the larger users. Analog is by far RMLD's biggest
customer. Industrial Way and Ballardvale in Wilmington as well as River Park Drive in North Reading those are the three main
centers of location for the commercial customers.
Chairman Talbot asked about municipalities and their buildings', do they get a chance to participate in this program. Mr. 011ila
replied that the municipalities are included in this and he has talked with representatives from all of the towns. In Wilmington,
Messrs. Hooper and Kelley have looked into the program, but have been preoccupied with building the new high school. Mr. 011ila
stated that he has spoken to all the municipal facilities staff and made them aware of the program. Some of the school buildings have
some pretty high peak demand loads, so they could benefit from it.
Chairman Talbot asked if the Town of Reading or the schools responded that they would like to garner these savings. Mr. 011ila
responded that he is working with Kelly at the Reading High School although she is evaluating existing programs, but this will
definitely be a piece of what she rolls out going forward. The Reading High School has already signed up for some energy efficiency
programs that are pay for performance type contracts. One of the issues is they have to see how RMLD's program fits.
Mr. 011ila explained that the both the 500 Club and municipalities are eligible for the PDR program.
Chairman Talbot asked how much the Town of Reading could save with this program. Mr. 011ila replied that some of the Town of
Reading's buildings were peaking at two or four hundred which could be a savings of as much as $25,000 total for all town buildings
including the schools. It could easily be tens of thousands of dollars. A major push for RMLD now is to educate them and show them
what they would have to do to implement the program. It is a relatively small amount of effort, but there are things that must be done.
Ms. O'Brien commented that the 500 Club is being focused on right now. Mr. 011ila commented that in order for RMLD t�
implement this program the customers' usage needs to be monitored which requires meters that are capable of recording and givi.
the feedback for that. There are other issues such as integrating their result into the billing system and crediting them. Those are th
logistics that RMLD needs to sort through, but it is all certainly worth doing because this involves substantial dollars.
Regular Session Meeting Minutes 5
February 26, 2015
General Manager's Report — Ms. O'Brien — General Manager (Attachment 1)
RMLD's Peak Demand Reduction (PDR) Program Lunch and Learn
Chairman Talbot suggested that the CAB liaison report back to their towns to explain this savings opportunity and also report this
ormation at the next CAB meeting for all the members.
Mr. Stempeck asked how many of the customers that Mr. 011ila is working with would have these diesel generation capabilities. Mr.
011ila replied there are approximately twenty or thirty customers that have a generator, but a lot of them are fairly small. The
generators they have are for emergency lights. The companies that have substantial generators are three or four. Charles River
Laboratories has some large three or four megawatts of generators because of the nature of their business. RMLD is working with
them to install some additional emissions equipment to allow those generators to be run in a non - emergency conditions. Most of those
generators were only permitted to run under emergency conditions, so they cannot be run for economic reasons unless they are re
permitted. RMLD is working through those issues with them and/or add additional emissions equipment in order that they can run
them without violating any EPA guidelines. Mr. 011ila also noted that RMLD has been working with Analog to put in some additional
generation which will be primarily customer funded.
Mr. Chrisos asked if these generators are primarily gas. Mr. 011ila responded that the generators are primarily gas, although there are
a fair amount of diesel. All of the Charles River generators are diesel, but even those can be outfitted with enough gear that it meets
all the EPA requirements.
Mr. O'Rourke commented that at the beginning of the presentation the 2008 Strategic Plan was discussed, is there is a process to
revisit the strategic plan every five, seven or ten years. Ms. O'Brien replied that the recommendation is that every three to five years
the Strategic Plan should be reevaluated to ensure it is in line with the most current technology, business plan or if the economics have
changed. Mr. O'Rourke mentioned that with the new studies that are in process that this Strategic Plan will be revisited post studies.
Ms. O'Brien said that after receiving the preliminary studies, recommendations will be discussed then addressed revising the Strategic
Plan. From this, the long term Twenty Year Plan for both the system and the organization will be laid out.
Chairman Talbot stated that to an uninformed person the numbers look high, that somebody can receive $60,000 back from RMLD by
turning off things, asked Mr. 011ila where do those numbers come from, i.e., $3.50 per kilowatt hour when normally RMLD is paying
a dime. Mr. 011ila explained that it is based on the savings that RMLD achieves on the capacity charge. RMLD is sharing the total
vmgs that the system gets with the customer. Every month Ms. Parenteau receives a bill from the ISO for transmission and capacity
es and it is all based on those numbers.
Mr. Jaffari explained the overall capacity and transmission charges are reduced from the total amount that RMLD pays ISO thus when
RMLD saves, the customer saves. Chairman Talbot stated that he understands no checks are being issued as a result the customer's
bills will decrease. RMLD is saving more than reducing, but we are sharing those cost savings with participating customers. Ms.
O'Brien answered, that is correct.
Chairman Talbot asked since these are rates, who set those rates, isn't that the Board's job. Mr. Seldon answered that this is a pilot
program at this point. Mr. 011ila stated those rates can be adjusted as the program develops and that the rates are based on the ISO
capacity rates. Chairman Talbot stated that he wanted to know where the rates come from and if the RMLD gets a chance to set rates
on what is going back to customers. Mr. 011ila used the example of the rebate checks RMLD issues to customers in order to lower
their peak usage and that is all based on how much savings the system receives so it is just another form of a rebate program.
Mr. Stempeck stated that he understands what Chairman Talbot is asking, but noted this is not system wide, these are pilot programs,
if it grows out of a pilot program that is substantial then that would likely trigger a revisiting of the rates and maybe reduce the overall
peak, but everything is going the right way.
Ms. O'Brien stated there are competitive companies out there like EnerNoc that can come in and do the same type of thing. The
RMLD wants its customers to come to them because with EnerNoc, RMLD would not get the reduction in the peak and not provide
the customers sufficient incentive. The RMLD would still have to pay the peak price because that virtual generation they are creating
by turning on their generator is worth the money.
Chairman Talbot explained that he is only getting down to a level of rate setting and giving back customers a certain rate and asked
where that number comes from and when does the Board get involved. Mr. Seldon stated that the specific rate that RMLD is basing
the credit on is a FERC filed rate which is dictated to RMLD. In clarification, Chairman Talbot asked, the $1.50 and the $3.50. Mr.
,,,Seldon concurred. Mr. Seldon answered that is actually twice that, that is just a calculated credit off a FERC filed rate.
hairman Talbot stated that this is all great stuff and asked if RMLD has the technical capacity at this time to expand to a larger
segment of customers? The average homeowner cannot get $60,000 off their bill, but get $60.00 off their annual bill, for example,
$5.00 or $10.00 per month for turning off the air conditioner at 3:00 p.m.
Regular Session Meeting Minutes 6
February 26, 2015
General Manager's Report — Ms. O'Brien — General Manager (Attachment 1)
RMLD's Peak Demand Reduction (PDR) Program Lunch and Learn
Ms. O'Brien explained that right now RMLD is working with the 500 Club because that was the line of new meters with the two wa-
communication. As those meters are being implemented into the 500 Club, or whoever wants to participate in that group, then the
needs to be a discussion about how many of these meters RMLD wants to buy. There is the investment in the AMR System tha
RMLD does not want to eliminate, but that two way communication is what needs be targeted. The next level of customers that needs
to be addressed will be the next level of usage. This entails looking at the cost to RMLD and what goes back to the customers. If
RMLD needs to put more capital into changing out meters than the existing meters this is a decision that has to be made.
Mr. 011ila stated that on the residential side, the electric hot water heater pilot program currently has two hundred customers. That
could be expanded to a more aggressive peak demand program. Although individual residences do not have substantial consumption,
collectively it provides a reduction in the load. The homeowner is not actively involved, so implementation is easier whereas
commercial customers are called reminding them to turn a machine off.
Ms. O'Brien pointed out that Chairman Talbot may be referring to a home area network that is on a Time of Use Rate. There is a box
in the home where RMLD provides notification of the peak time, then the resident lowers their peak usage during that hour. Certainly
RMLD can come up with a program to incentivize them as well, it is getting that two way communication to the home network,
customer interest and how many meters would need to be changed out. Chairman Talbot stated that these are all great programs, but
long overdue for energy savings measures. It is obviously a huge payback to the customer at the high level. Chairman Talbot asked if
there is a bottom line that RMLD expects these programs to cost in terms of the give backs, but if we are going to give back it would
good to see the two numbers. It would be good to determine what is being given back, but RMLD is also seeing this larger savings as
this progresses.
Ms. O'Brien stated there can be charts of what the peaks are, but capacity/transmission will be going up significantly. Chairman
Talbot asked for some projections for a sense of how much the Department is saving as well as the customers and improving RMLD's
business.
Mesh Network — 500 Club
Mr. Jaffari said that RMLD is proposing approximately twenty megawatts over the next ten to twenty years for the Distributed
Generation Installation Project. These are the meter generators that does not require heavy permitting such as emergency back -
generators which RMLD can run for a number of hours. The generators can run six hundred to one thousand hours during the pea
which is going to activate the peak shaving unit. These units are being used as peak shaving during the peak this way RMLD could
get credit for capacity and transmission. Mr. Jaffari stated that this is where the industry trend is moving towards. The benefits are
the demand response, peak shaving and no loss of kilowatt hour sales. Also, the ISO New England is issuing credits for both the
capacity and transmission all the customers will benefit.
The cost is approximately $1,000,000 to install per megawatt and the RMLD is working on two models. The first proposed model is
customer owned, which the customer will pay for the installation and RMLD will be getting fifty percent of the ISO credit on capacity
and transmission charges and the customer gets the other half. The second model is RMLD owned units at our substations. RMLD
performed an analysis for four megawatts generators (2 -2MW units) over a period of ten years, which results in a cost savings of
approximately $5,700,000 or $570,000 annual savings for RMLD if this program is implemented.
Mr. Stempeck clarified return on investment is about five years, what is the equipment life. Mr. Jaffari explained that the equipment
life is about ten to fifteen years. Mr. Jaffari explained that the credit that RMLD receives would be paying off the unit in the first five
years and anything after that is free credit. This is a new technology trend. As you recall twenty to thirty years ago there were big
mainframe computers, which are now replaced by small servers, notebooks, and IPads. It is the same concept where the big hefty
power plants which will cost billions of dollars are now broken down into mini generators onsite in order to increase the reliability and
economic cost benefits that will be associated with that.
Mr. Jaffari continued, the capacity and transmission credit costs will triple in 2017. ISO New England is predicting these units will be
paid back faster than five years maybe three and a half to four years. There are two proposed models, the first is that the customer
pays, the other is RMLD pays and would try to install those units at the substations. The limit is two and a half megawatts per feeder
without getting into heavy permitting. These can be used during the peak in order to generate savings to the customers.
Mr. Jaffari stated that other municipals are looking into this are: Middleborough, Taunton, Braintree and West Boylston. These units
are the micro turbines that have silencers, run very efficiently and are very cost effective. The noise level is approximately frft-
decibels which is slightly audible at about ten to fifteen feet distance from the generator. Another positive is that RMLD will be at
to operate these units from the SCADA.
Mr. O'Rourke stated that it sounds like this is an easy quick win for RMLD, what is the vision for these units. Mr. Jaffari said that he
envisions about ten of these units at two megawatts each. Because we do not know whether these credits are sustained over time or
not, RMLD will move toward this technology cautiously.
Regular Session Meeting Minutes 7
February 26, 2015
General Manager's Report — Ms. O'Brien — General Manager (Attachment 1)
Mesh Network — 500 Club
Mr. Jaffari said that it is anticipated to start with two megawatts per year and within the next ten years ramp it up to ten to twenty
egawatts. By then, it will be clear how the marketplace is doing and whether it makes sense to continue investing or not. Mr. Jaffari
oted that these units will be paid for at a faster rate than what they are estimated. The credit benefits everybody or at least we have
the generating units that will be cutting down the capacity charges from our supplier in the area.
Mr. Stempeck stated that the substations sounds like the most logical place to put them. Mr. Jaffari explained these units can be put in
government buildings as well. One of the sites RMLD is proposing and studying is the old retired substation site in Lynnfield due to
its location. This site already has pipes that go out to Main Street. The new substation RMLD is proposing to build in Wilmington
would be another site which could contain more of these units. Mr. Jaffari added that RMLD is in the process of studying and
analyzing to ensure this technology will produce the predicted savings.
Mr. Chrisos asked if there have been discussions about any of the towns of where these will be sited. Mr. Jaffari answered, no we
have not, because these units will be placed at our substations and we will get a construction permit for them. We are still in the
discover stage, just an idea. Mr. Jaffari stated that he is proposing one unit at two megawatts for the fiscal year 2016 budget. That
will result in an increase in the plant value and provide cost savings on the rates if completed before fiscal year 2017. The price of
these units will go up in 2017 as ISO charges go up. Therefore the time to get started is now.
Chairman Talbot asked if these are gas generators. Mr. Jaffari answered that these are two types; gas and also diesel. The dual fuel
will increase the cost, but dual fuel units are not efficient, opens itself to possible environmental limitations and permitting which we
want to avoid. Chairman Talbot asked if those assumptions are based on today's possible prices or are they based on what they were
two years ago being doubled what they are now and what they will be in future? Mr. Jaffari answered this is based on the old prices
and the last price received was about six months ago based on whatever that price was six months ago. Mr. Seldon stated that these
units will not be run continuously. Mr. 011ila stated that the fuel is a relatively small piece of the overall price.
Chairman Talbot stated that another technology that is getting better is batteries; lithium ion batteries. They have been dubious for
grid storage and discharge, but they are getting much better rather quickly. The DOE has huge programs and there are all kinds of
products coming out in grid batteries which would do exactly the same thing. The batteries can be triple charged overnight when
W:ower is dirt cheap and turn it on at 3pm to 5pm discharge them and do the same thing at night. Chairman Talbot stated that he would
e to see a full analysis why this would be better than a lithium ion battery since this proposal is based on two to three years from
now before putting one in. Mr. Jaffari stated that right now based the research reveals that they are not cost efficient and not justified
economically yet. RMLD cannot benefit form battery storage units when compared with DGs because the technology is not there yet.
Also, required is a huge field. The solar technology is also the same. We need huge amounts of land/roofs for these units and the
maintenance cost is not cheap either. Mr. Jaffari pointed out that the generation cost/kilowatt hour for both solar and battery storage
units are not cost justified yet. The return on investment on both technologies are more than fifteen years.
Mr. Stempeck stated that he is intrigued by the batteries as well and it would be great to perform a test in parallel, if it doesn't cost too
much. The units are a proven technology that Mr. Jaffari is speaking about, it's been in the field and well tested, very reliable. The
batteries are just coming out, they are huge, must be converted into AC with invertors and have all kinds of issues.
Chairman Talbot commented, point taken and asked if this expansion is the program that Mr. 011ila is speaking about. RMLD wants
to knock the two megawatts off with this new fossil fuel generator that is put somewhere and the same two megawatts would become
even further expansion. Chairman Talbot asked why not simply further expand the peak shaving offers to a deeper level, to the 500
Club and the 400 Club and go to the next level to continue this. Why would RMLD want to add this rather than just do it
intelligently? Mr. Jaffari replied that incrementally RMLD is moving towards this technology. RMLD wants to take a low risk
technology as Mr. Stempeck said, to maximize benefits.
Chairman Talbot commented that he gets the concept, but as with batteries he would like the analysis, before the Board gets a budget
that includes a seven figure sum, go through permitting and local citing for a fossil fuel generator in this district.
Chairman Talbot stated that we have also explained how peak shaving could be done with expansion of peak shaving programs
directed by measure. What the relative cost benefits and complexity is of doing either one because you are about to talk about the
smart grid, which is amazing, which is exactly what to do and that is the future.
Mr. Stempeck stated that history repeats itself when he first came to Reading there was a bond issue for an incinerator, which was the
3t new environmental technology that we never used. The town never used it although there was huge bond issue that needed to be
aid off via taxes because the environment permits were not correct, but it was hot technology at the time. Mr. Stempeck stated that
he likes the concept of this new technology, but is leery of it and agrees with Chairman Talbot that an analysis should be performed
and it would be wonderful to do a trial test.
Regular Session Meeting Minutes
February 26, 2015
General Manager's Report — Ms. O'Brien — General Manager (Attachment 1)
Mesh Network — 500 Club
Chairman Talbot stated that there will be a discussion at the Board level about this going forward and maybe the communities who
they hear RMLD is installing a diesel generator. Mr. Jaffari added that the generators will be low pressure natural gas.
Mr. Chrisos stated that the proposed pipe line, the Kinder Morgan pipeline, going through the Town of North Reading is a big issue
within the Town of North Reading. Mr. Chrisos suggested that RMLD start discussions early with the communities if they are going
to propose the distributive generation sites. Mr. Jaffari stated that this is not any different from when home generators are purchased
as a back -up, same concept on a larger scale, it does not consume much gas as it consumes low pressure gas. It is very efficient with
limited operational hours, maybe only six hundred hours per year, maybe less. For that six hundred hours the economic benefit that
comes with it justifies that. Ms. O'Brien pointed out that the Organizational and Reliability Study Consultants are also looking at this
in parallel. The consultants will be making recommendations that are separate from RMLD's proposal although they will get this
information in order to evaluate it and provide their opinion.
Mr. Jaffari continued with the grid modernization plan. This is a 30,000 foot plan that shows the next ten, fifteen, twenty years. There
are three technologies, AMI, this is the home area network and this is the distribution automation or the distributed devices. Mr.
Jaffari stated that as Ms. O'Brien explained, we do not completely have a full AMI technology. RMLD has invested close to
$2,500,000 a few years ago with AMR technology, which is not full two -way communication capabilities. As a result, RMLD cannot
implement some the technology driven devices. RMLD cannot have full two -way communication with office to meter and meter back
to the office. There are sixty five meters in the 500 Club with usage at 500 kilowatt hours or more, Itron does not have any technology
available for them or any solution. As a result of this, RMLD bid to employ technology and are looking into technology that could do
two things at once, investing in AMI that could utilize the existing AMI Itron system without spending more money to change out all
the meters. RMLD wanted that to be integrated into the new technology as well as being able to do all the demand response,
distributive generation and get the distributed automation in place with this future trend in future technology. The reason for the
distribution automation is the faster the outages are restored, the faster the meters will be restored and this results in more revenue for
RMLD.
Mr. Jaffari continued that RMLD purchased the Eaton technology, which this system is a mesh network and will be able to handle the
metering system needs as well as the demand response and home area network devices which the next generation of home appliances
will be IP based therefore it can be run from Mad. This system will be able to handle the IP based technology and the band widt
large enough to bring the distribution devices and the electronic devices out in the field back to the office. The three systems will se
the data into the data collector on the RMLD poles, the data collector with the fire wall will pass on to the switch that converts the
signal into fiber. The fiber will jump on the RMLD fiber loop that is system wide with seventeen fiber nodes. As soon as the signal
reaches one of the nodes the data will jump on this fiber network and it will be brought back to the servers in the office. Then the
outage management system, SCADA system, AMI server, demand side management and the Cogsdale has all this data, the system
will be able to feed all these servers with the data thus every server will get the related data needed for processing and integrity for all
the information.
Mr. Jaffari noted that once the information comes to the host servers then it will be transferred into some type of service for
architecture or enterprise service bus, which is a data super highway where every lane is dedicated for a certain data. It will not slow
down the speed of the servers and data processing. Once that data comes in it will be classified to its proper destination, it will go to
the customer information system integrity work order management system for reporting. This is the historical data, the real time data
from the SCADA and outage management system will transfer to the real time bus that is a real time server that will come through the
SCADA for processing for the default detection isolation registration system which means automatically the fault will be isolated in a
matter of seconds, rather than hours, meaning the meters will be brought back to life faster. The Outage Management System (OMS)
will have a map that shows the pockets of where the outages are and the system is smart that can detect what can be the possible
problem, where the fault is and once the sensor senses the fault it can send a message to the IPad or to the field devices. This will
allow the field person, to direct the trucks where the fault is. The fault will be automatically be isolated in order to make the repairs
thus leading to a fast restoration of the system rather than having two thousand customers out of power, there will be only be fifty to
one hundred customers.
Mr. Jaffari pointed out that there is the conservation voltage reduction which is another technique for savings to ensure that during
peak time the demand for electronic devices is reduced by lowering the voltage, the electronic devices will not get damaged, but once
the load is reduced the linear loads or the voltage or the current, chase one another will reduce the demand without damaging the
appliances, but the nonlinear load will still have the voltage to keep up with the current. Then, there is the simulator which is for
Engineers in order that they can simulate the data in the background for switching in a way to be more efficient, productive and le
labor intensive which brings more savings. Another one is the power factor corrections. Right now RMLD has capacitors that
being manually operated which means during the peak time when we try to lower the demand of the system it is another way to save
money and get less capacity transmission charges from ISO New England.
Regular Session Meeting Minutes
February 26, 2015
General Manager's Report — Ms. O'Brien — General Manager (Attachment 1)
Mesh Network — 500 Club
Mr. Jaffari stated that currently, the field personnel have to go to the street to turn on the capacitors manually, however, once
Wtomated they can be controlled through the SCADA. These will be programmed so when the load comes up these capacitors will
ine in at different locations and suppress the rising demand. The goal is for the next ten to twenty years bringing the data from the
field, more intelligent data for processing more intelligently, to become efficient and more productive with the result being bringing
more cost savings to the customers, this is the plan. The plan will be rolled out in pieces and the Board will be provided ongoing
reports until the whole picture is completed
Mr. Stempeck asked Mr. Jaffari if he has these pieces ranked to the most important and which will be completed first. Mr. Jaffari
replied, yes. Mr. Jaffari explained that this year RMLD upgraded the SCADA system and also purchased the OMS System that will
be integrated with the CIS. This was done because the system had to be in place before the AMI System was implemented for testing
to ensure all the data from the Itron as well as new AMI system could both be hosted in the server and the server integration would be
seamless with the OMS System. Mr. Jaffari continued, that has been done in addition to purchasing a cyber - security firewalls this
year.
Mr. Jaffari mentioned that going forward during next year there is a plan that shows the proposed location of field switches and
electronic devices. This information has been given to Booth & Associates for a second opinion to make sure that the switches are
located in optimal locations and they are adequate. Once this is reviewed by Booth & Associates they will provide us their
recommendations, then that will be the template.
Chairman Talbot stated that all this is very technical and he understands the high concepts, it is outstanding that RMLD will have a
smarter grid, which is the bottom line. For the average person who may be watching is the goal for RMLD to have faster responses to
outages and smarter management of incidents and reliability or is it mostly so the demand can be more controlled noted in earlier
points?
Mr. Jaffari stated the three things he would like people to take out of this meeting is, at the end of the day once this plan is
implemented it is going to minimize the duration and the frequencies of the outages and that is the top goal, rather than being out for
hours it will be restored within seconds. Right now, the section that is damaged we roll the trucks and everything from the station all
AP%he way to the last point on the circuit, for safety has to be inspected, switching must be done and then for the linemen to actually fix it
at takes a minimum forty-five minutes to one hour.
Chairman Talbot asked what the cost is to have it done this way. Mr. Jaffari replied that the overall cost over the next ten to fifteen or
maybe twenty years will vary depending on the number of switches, number of technologies being used. It could cost anywhere from
$10 million to $20 million dollars. A good things about stretching this plan over ten to twenty years is that RMLD will be able to
keep up with the technology advancement. This is an open. architecture so it cannot be called obsolete within five to ten years from
now because it is adaptable, flexible and has the ability to be matched to anything.
Chairman Talbot asked to what extent right now is there a problem with longer duration and frequent numerous outages? His
understanding was that there weren't a lot of outages. Mr. Jaffari agreed that there are not a lot of outages but there are maintenance
issues that haven't been addressed such as the substations, switches and the transformers for years. Mr. Jaffari noted it is important to
maintain the reliability by keeping up the maintenance as well as investing in the infrastructure.
Chairman Talbot asked if the fundamental infrastructure will need to be expanded in order to do this. Mr. Jaffari replied that the
current infrastructure right now can respond to the needs of the system, but RMLD can benefit from expanding fiber loop to reach out
all of our assets in the future. As we are expanding our fiber loop for leasing to contractors like Light Tower, we must choose the
routes that are most beneficial to RMLD. Once these are built the ownership is transferred to the RMLD.
Chairman Talbot stated that he thinks that it is outstanding that the RMLD is going to have a smarter grid that the goal is that we have
faster responses to outages, smarter management of incidents so there is more reliability or to control demand.
Chairman Talbot asked if the fiber infrastructure is going to be expanded to support the infrastructure to do this. Mr. Jaffari replied
that the current infrastructure meets the needs of RMLD, but in the future we might need to expand. Chairman Talbot said that this is
all great, is all for it and would like to see the push be more towards the intelligence that provides us the demand side management as
a priority. The RMLD needs to look at other ways to generate revenue.
Jaffari stated that this plan will definitely help the Integrated Resource Department have more capabilities for implementing
emand response and all of those energy savings. The RMLD needs to extract information from the field and customers back for
processing into the office and does not want to depend on a third party. Currently, RMLD is utilizing Tangent for its demand
response. The RMLD will not need Tangent or Interlock or anybody else, RMLD wants to have complete control over our own
destiny. Chairman Talbot agreed that removing the middle man is a good goal.
Regular Session Meeting Minutes 10
February 26, 2015
General Manager's Report — Ms. O'Brien — General Manager (Attachment 1)
Mesh Network — 500 Club
Mr. Pacino asked for the other priority items. Mr. Jaffari explained that the priorities include, (1) cutting down the duration any'
frequencies of the outages even though the reliability is good (2) Keeping up with the needed system maintenance, and (,
implementing DR for rate stabilization and keeping the rates as low as possible for our customers. The energy market prices are going
up by 2017, NStar and National Grid have already increased their rates by 37 %. Programs like these will help to keep the rates down.
The big driver for implementing these plans is optimizing the efficiency and increasing productivity. Any time RMLD trucks roll out
that means the customers are spending money and one of the goals for implementing the smart grid or grid moderation or inteli grid is
that there are less truck rolls, less money spent on the operational expense.
Ms. O'Brien stated that this is all a road map, it is a vision, it has to be laid out in a schedule and it has to go through the budget
process every year. We are just trying to formulate the long term plan. Chairman Talbot stated that the planning is long overdue and
that this Board appreciates it. Mr. Pacino said that the Department has a blinking green light to go forward. Ms. O'Brien said that as
Mr. Jaffari has pointed out, we look at the risk and the cost benefit. There will be no recommendations going forward without the
figures.
Mr. Jaffari explained that the Substation Maintenance Program is another new program started at RMLD. This program was
developed in order to prolong the life expectancy of assets. RMLD just completed Substation testing for all substations because some
of the equipment hadn't been tested for years. During the testing they found a few problems and are in the process of fixing them.
The formation of the Tech Services Group is another great thing for RMLD. We are now training the techs in order that they can
perform those services. RMLD has just spent over $150,000 to hire outside consultants to do the testing at the substation and now the
techs will be able to test all the equipment, with the exception of 115kV breakers and 115kV infrastructures, everything else will be
done in- house. Relative to the Distribution System Maintenance Program, Mr. Jaffari explained there are seven programs that are
initiated in order to keep up with maintenance. RMLD now has a transformer replacement program because we have some
transformers that are aged, really old at forty to forty five years and the life expectancy of a transformer is based on the Institute of
Electronic Engineers is approximately twenty years depending on the loading. The fact that some of the transformers have had
leaking in the past was the contributing factor to the failures. Thus, that program identified all the transformers and the replacements
in a reasonable manner because eighteen hundred transformers cannot be replaced in a year. Within the next five to six years all the
transformers will be replaced and that will add more to the plant value.
Mr. Hennessy asked how many transformers are that old, thirty plus years old? Mr. Jaffari replied that there is a total of about 3,801
transformers and approximately 1,800 of those are over twenty years old. There are about three hundred padmounted transformers
that contain large quantities of oil and have rusted. RMLD has paid close to $250,000 to $300,000 for oil clean -up. The oil leakage
cost can range $20,000 to $50,000 depending upon the severity of the leak and we are trying to avoid that cost. We want to be
proactive rather than reactive.
Mr. Jaffari explained that the Pole Testing Program noting there are approximately 6,400 poles that RMLD owns in the system within
all four communities. Based on the USPA mandate, ten percent of the RMLD's own poles are supposed to be tested annually, which
means 640 poles. All 640 poles have been tested, the ones that needed to be addressed immediately have been done and have a
continuing process to replace them all until everything is addressed.
Mr. Jaffari stated that RMLD has a Manhole Inspection Program within the various parts of the towns and these are being inspected to
make sure that RMLD's assets are complete, in good shape and if there are any sign of premature failure to address it before they
actually fail.
Mr. Jaffari commented on the revamping of the Tree Trimming Program and that RMLD has a good program in place. The RMLD
awarded the bid to one of the best contractors, Mayer Tree Services. We have visited all the towns with a presentation informing them
RMLD would like to cut the trees back from five feet to an increase of seven feet. The justification for this is because in some areas
the crews were going back twice just to keep up with the maintenance.
Mr. Jaffari stated that he will give a full report soon for the Porcelain Cutouts Replacement Program noting that approximately eight -
five percent of the Porcelain Cutouts shatter in time with approximately twenty percent more left to complete. This will increase the
safety and the durability of the system.
Mr. Jaffari reported on the Quarterly Inspections of the 13.8kV and 35kV feeders the RMLD wants to get to the areas that need
addressing, i.e., if anything is going on in the system, if there is a broken spreader or something is seen visually that could potentially•
lead to a failure we want to address it before it happens. All the circuits in the system quarterly be patrolled to be check for obviot
areas that need to be addressed, being proactive. The most important program initiated this year is the Infrared Scanner the
substations and the underground facilities in the parks. RMLD has captured a few problems at the substations which have been
addressed and fixed. Every month the crews go to the substations and compare the temperature changes. If they see there is a trend
that something needs to be addressed it is addressed, again before it contributes to a failure.
Regular Session Meeting Minutes 11
February 26, 2015
General Manager's Report — Ms. O'Brien — General Manager (Attachment 1)
Mesh Network — 500 Club
Mr. Jaffari then reported on the Building and Grounds Maintenance Plan which includes a truck maintenance study that is underway
review and make recommendations on the fleet. This program will be started soon. We are also looking for improvements to the
uilding and keeping up with the maintenance of all the buildings. The HVAC system, is obsolete and that is being replaced in order
to have a sound system.
Mr. Jaffari stated that Succession Planning and Career Development Planning is something Ms. O'Brien started when she joined
RMLD, which is a great plan. Every employee in the organization has a Career Development Plan for them. This will ensure that all
the most important assets in the organization have the skills necessary to carry us into the future. Since every employee has a Career
Development Plan that lists the skills required in order to be prepared for the upcoming technology as well as provides a roadmap to
make it to the next level. That is why we are very pro training that will be a cost savings to avoid unnecessary consulting fees.
Mr. Stempeck asked how this program is being received by the employees. Mr. Jaffari replied that the employees like it because there
is incentive for them and that is part of the employee retention plan. The organization is providing the opportunity to learn more, be
more efficient and productive to do their jobs. Mr. Jaffari stated that this year alone there has been fifteen or twenty trainings with
some of these trainings offered by the manufacturers at a very reasonable cost. They come in to provide us the training required which
represents cost savings because of no travel costs. RMLD has brought in the best instructors in the field such as Energy Council of
New England (ECNE) and Northeast Public Power Association (NEPPA). RMLD now uses the experts in the field rather than
sending employees out for training costing $7,000 to $8,000 per person. Having the instructor come to the RMLD we can train ten or
fifteen employees at one time which cuts costs.
Ms. O'Brien added that at the beginning the employees were a little bit hesitant because the program changed to performance based
for step raises, but as Mr. Jaffari stated, we have to identify the skill sets for current and future employees. Also, as Mr. Jaffari stated
we could look at all the career developments, see the same people need the same type of training, bring instructors in as opposed to
sending employees out. Ms. O'Brien stated that there were a few areas that RMLD was not compliant, those have been corrected. For
example, the Linemen, it is RMLD that certifies the linemen to be Journeymen. If the RMLD does not have a Career Development
Program that makes sure employees understand who have time and grade to learn all the aspects to become a Journeyman, similar to
Local 104, then we really shouldn't be in a position to be certifying them. Now we have a full certifiable program for both, the
memen and the Substation Technicians. Ms. O'Brien stated that at the beginning the employees were a little apprehensive because
ey were not required to have much training. We are doing this in such a way that is encouraging. The concept is more like you'll
learn more, have a better skill set and someday when you retire you'll have more skills that you can take into your retirement. From
that perspective it has been well received. Mr. Stempeck stated that it could be more attractive for bringing employees in, as well as a
benefit that you care enough about them to want to ensure their training and that is part of a benefit package for new employees.
Ms. O'Brien stated that career development can be used for existing employees, also when hiring a new employee. Now we will
know where employees fall on the scale for their skill sets. It is on the SharePoint, and you can check things out like a library, put
them back in. When we get the dashboards fixed we will have a SharePoint that the Board can have to access this information.
Mr. O'Rourke stated that what Ms. O'Brien mentioned doesn't sound like it's remedial, on one hand you have training as part of the
performance management process and this sounds like more development. It's the power of the employees that they have skills you
can use now or in a future position. Ms. O'Brien stated that now the employee is accountable and wants to get to the next step,
therefore wants to get that training completed. Management has a responsibility to make sure the employee receives the training. We
are all working together in order that each employee can succeed, be safe and that is the goal.
Mr. O'Rourke asked if these goals get in their performance reviews, if they don't accomplish it or is that not the case. Ms. O'Brien
replied if not accomplished, employees would not get their next step raise. Ms. O'Brien added that with middle management without
step raises we are going in the direction to create steps. Mr. O'Rourke noted that there is no negative consequence, but is more in line
with career plan so if they want to get ahead, this is the template and this is how they get to the next step. Mr. O'Rourke stated that it
sounds like a good program because some programs are remedial and address performance gaps in this feels more like real career
development, preparing for the job and/or future job.
Ms. O'Brien educated the Board on how she explained this program to the employees. Mr. O'Rourke stated that the fact there is a
career development for each employee is very ambitious and commendable.
Jaffari stated that lastly, we are looking into updating or revising our operational policies and procedures to ensure that they are
ective of the best practice. That is another way to become efficient and productive.
Regular Session Meeting Minutes 12
February 26, 2015
General Manager's Report — Ms. O'Brien — General Manager (Attachment 1)
Update on Organizational and Reliability Study
Mr. Jaffari stated that the recommendations from the Organization and Reliability Study, will have a ten to twenty yearlong plan. Tl -
studies will be completed late March and are currently eighty percent completed. RMLD has been working closely with Lels
well as Booth & Associates to ensure their recommendations will be provided to the Board for an opportunity to review what RML
needs to address. Mr. Jaffari stated that the recommended changes and goals will be put into a five year plan. Every year when the
budget is submitted the recommendations will be submitted until completion. RMLD also needs to revise the 2008 Strategic Plan. As
Ms. O'Brien stated, usually every three to five years these plans should be updated. It is time that RMLD's Strategic Plan be
revisited.
Mr. O'Rourke suggested that perhaps the Board review should be performed in a manner similar to the budget process. It might be
helpful to have some advanced materials for the Board to review, that would ease with the presentations on these studies.
Ms. O'Brien pointed out that the plan is to have presentations to the Board on both studies. Leidos flies in from Texas, due to the
snow storms they tried for three weeks to get here. Leidos is now scheduled to be at the RMLD March 9, 2015. Currently, we have a
preliminary draft data to review with them and then will be in a better position to review the benchmarking and current situation at
that time.
Power Supply Report — January 2015— Mr. Seldon (Attachment 2)
Mr. Seldon reported that his highlight is the metered load portion which is the energy, noting that the metered load for the month is
61,599,102 kilowatt hours. The chart compares the Fiscal Year 2014 to Fiscal Year 2015, RMLD was metering a little bit more load
last year, whether that was due to efficiency measures, or a combination of both it looks like it is not a lot of kilowatt hour reduction,
but there is some kilowatt hour reduction. The majority of the months, September was pretty lean for the both years. Mr. Seldon
stated that he is confident that February will come in higher because we've had a historically cool February. When Mr. Fournier and
he looked at the actuals we were almost at last year's level today with two more days to go, thus should be at 4,000,000 kilowatts
hours over what it was last year. The good news is that what we budgeted for energy purposes for the winter and the actual fuel
numbers are coming in a little lower. On an energy side, that is always good to see. Mr. Seldon stated that he wanted to show the ISO
New England interchange numbers show up on the overall portfolio. Basically, at any given time that piece of the pie is what is out in
the Spot Market, everything else we have under contract, which is the piece of the energy part of our portfolio that would seeing the
spikes if all of a sudden we had a real bad cold snap and prices went up. Mr. Seldon pointed out that in the winter time around fifte
percent of our portfolio has the ability to fluctuate, the other parts are locked in.
Mr. Hennessy asked if that is consistent year after year or just this year. Mr. Seldon replied that is an actual fifteen percent of what
January looks like for us for this year and typically we try to narrow the gaps in the winter and in the summer it leaves less open to the
swings in the market and let it get a broader on the shoulder months when it does not matter so much that is the goal.
Mr. Seldon went on the next slide which was a comparison for what was budgeted for capacity costs, highlighting that the larger
portion which is the actual capacity costs, but the reasoning for that is about eight months ago, it was reported that we transferred our
Hydro Quebec transmission rates over to Energy New England to market for us. They did market the product and we just have not
seen the capacity payment for January come in yet so that line will go down as soon as the capacity payment comes in. The actuals in
the budgeted line will be closer together. Mr. Seldon then pointed out the transmission costs for the first six or seven months of the
fiscal year and where the actuals are compared to what was budgeted. It is basically lagging by one month from where we had
budgeted, no big surprises in transmission costs. Mr. Stempeck clarified, on the previous charge it shows we made money by having
someone else market it? Mr. Seldon replied, yes we did, for at least this year it will work out in RMLD's favor.
Chairman Talbot stated that at some point he would like to see a curve of what we are selling and how it has drifted down or is flat.
Apparently, there are some new developments that were put in. He would like to see a twenty year curve at some point showing what
we sell monthly, or total monthly sales by month for ten or twenty years. Mr. 011ila stated that RMLD has been looking at that
especially over the last ten or fifteen years.
Chairman Talbot stated that he is curious to see what that looks like and if there is any way to correct it. Mr. 011ila added that there
are a number of variables that contribute to it, some of the major ones are weather and we are looking into ways to break it down to
separate out those different effects. They are looking to see what the weather effect, what the economic effect and what is the fuel
charge effect. Mr. Seldon stated that we are also going to drill down to the customer class.
Mr. Seldon said that overall there are less kilowatt hour sales. Chairman Talbot stated that he would just like to see a simple curve r
what has been sold over the last ten to fifteen years represented in a number, the bottom line for the month.
The commission members liked the chart format for the presentation.
Regular Session Meeting Minutes 13
February 26, 2015
Financial Report — January 2015 — Mr. Fournier (Attachment 3)
Mr. Fournier reported that during the month of January, RMLD had a net loss, a negative change in assets, of approximately
$200,000, which decreased the Net Income to $2.8 million. Budgeted Net Income was projected at a little over $2 million resulting
et Income being over budget by about $750,000 or 36 %. The reason this came under budget is because the Fuel Expense is about $2
illion higher than Fuel Revenue. At the end of the year, that is a pass through and it is reflective of the timing of that particular
month. The numbers look a little better through the first seven months. The actual Fuel Revenue exceeded the Fuel Expenses by
$965,000. The Base Revenues are under budget by $230,000 or about 1.7 %. The actual Base Revenues came in at $12.9 million
compared to the budget amount of $13.1 million.
Mr. Fournier pointed out the budget reflected on chart, the reforecast numbers show seven months actual and five months projected
for the remainder of the year, the budget numbers will not be met, but are close. One of the things Ms. O'Brien has implemented over
the last several months is monthly meetings to go over the numbers. As we project out for the rest of this fiscal year, the budgeted
numbers will not be met as stands, different factors go into that. The RMLD will make about 6% of the allowable 8 %. On the
expenses, year to date Purchase Power Base Expenses are over budget by $250,000 or 1.5 %. The actual Purchase Power Base costs
came in at $17.1 million versus the budgeted cost of $16.9 million. On the Operating and Maintenance side combined we are over
budget by about $5,000 or less than one tenth of a percent. The actual and budgeted expenses came in at $8.3 million. Mr. Fournier
continued noting on the chart, the budgeted amount projecting out the rest of this year the RMLD will come close to hitting its
operating and maintenance expenses. These charts demonstrate that RMLD had a big decrease in actual expenses compared to the
budget with a big discrepancy in the month of July even though the budget was exceeded. When flattened out through the whole
twelve months of the fiscal year the RMLD will come close to what was budgeted.
Mr. Stempeck stated that a three month rolling average it would actually smooth out a lot of those peaks. Mr. Fournier stated that the
budgeted numbers going forward and are very close. July was an anomaly, but the some savings compensated for the over budget in
the succeeding months, but overall for the twelve months we should be in good shape. The cash position, Operating Funds are at
$11.5 million, the Capital Fund balance is at $5.8 million, the Rate Stabilization is at $6.7 million, Deferred Fuel is a little over $5
million and the Energy Conservation Fund is at $500,023. On the general information side, the year -to date kilowatt hour sales are
414,554,425, which is $3.27 million, or about 1% behind last year's actual figure. That gap which is due to the cold weather. On the
Budget Variance side, cumulative within the five divisions, came under budget by about $20,000. RMLD is in the middle of the
budget season, the capital and operating budgets are due the end of next month.
engineering and Operations Report — January 2015 — Mr. Jaffari (Attachment 4)
Mr. Jaffari reported on the Engineering and Operations Report during the month of January $100,057 was spent. That brings the total
year to date to $1,810,740. The maintenance programs for part of December and January were slow due to the weather constraints.
The padmount transformer replacements were completed as follows: single phase 11.36% and three phase 6.41 %. The overhead
single phase, 8.62% and three phase 3.33 %. Pole testing 645 poles have been inspected, which represents 10% of the system.
Mr. Jaffari stated that the results of the pole testing are as follows: 390 which passed, 233 failed with 21 replaced (the rest are being
re- evaluated because some tested marginal) and 22 that were condemned have all been replaced. There have been 17 of 43 transfers
completed to date.
Mr. Jaffari reported that for Quarterly Inspection, lists the circuits that have been inspected. These circuits were are listed and there
were not many problems found. In some areas there were some vines that were climbing the poles and were removed from the base of
the poles. The Manhole Inspection is pending due to this year's extreme winter weather. It is difficult to reach the manholes on the
streets and sidewalks therefore, will be put hold until better weather conditions. The Porcelain Cutouts Replacements are
approximately 88% complete, with 314 needed to be done in order to finish the program.
The Substation Programs are checked monthly and have not found any issues. Under the Substation Maintenance Program there are
two breakers that need to be tested as well as the bushings at the 35kV Transformers at Station 4 which needs to be replaced.
Mr. Jaffari explained the System Reliability report uses indices to define how well the system is performing. All categories are doing
well compared against the national and regional average and they are all well below, which means we are doing well compared to
other systems in durations and outages.
Mr. Jaffari reported that the System Average Interruption Duration Index (SAIDI) for 2014 there is a spike which is higher than the
regional average due to pole hits. For the month of January, across the board we are doing very well, no pole hits. The System
verage Information Frequency Index (SAIFI) and Customer Average Interruption Duration Index (CAIDI) and we haven't had much
utages to report, but those numbers go up in spring and summer. Mr. Jaffari then reported on the reliability and the cause of the
outages, the average of the last five or six years with the contributing factors to the outages which 28% trees, 24% wildlife and 36%
equipment where the transformers could fail or maybe the porcelain cutout. All of those maintenance related issues help decrease the
incidents for equipment and the trees. Once we implement the maintenance and make progress these numbers will shrink.
Regular Session Meeting Minutes
February 26, 2015
14
Engineering and Operations Report — January 2015 — Mr. Jaffari (Attachment 4)
Mr. Hennessy asked about the outages related to wildlife. Mr. Jaffari replied that RMLD uses animal life guards for the devices, but
somehow the animals still manage to chew them.
Budget Review Meeting Dates
Ms. O'Brien stated that in an attempt to limit the amount of meetings, she e- mailed the CAB Chairman, Mr. George Hooper, and
asked if the budget review meetings could be combined with the RMLD Board. Mr. Hooper prefers not to combine the meetings. Ms.
O'Brien stated that Budget meetings and a Policy Review Committee meeting need to be scheduled. Ms. O'Brien reported that she
and Mr. Jaffari will not be at the March 26 meeting, they are on vacation. Ms. Jane Parenteau will be acting General Manager during
that timeframe and Mr. Peter Price will give the Operations and Engineering report. Ms. O'Brien noted that she and Mr. Jaffari will
complete the budgets prior to departing for vacation.
Mr. Pacino clarified what was the need for a Policy Committee meeting to take place. The Policy Committee members agreed to meet
on March 5, 2015 at 7:30 a.m.
General Discussion
There was none.
BOARD MATERIAL AVAILABLE BUT NOT DISCUSSED
E -Mail responses to Account Payable/Payroll Questions
Rate Comparisons, February
RMLD Board Meetings
Thursday, March 26, 2015 and Thursday, April 30, 2015
CAB Meetings
Wednesday, March 11, 2015
Wednesday, April 15, 2015 — Budget Meeting — Wilmington and Wednesday, April 22, 2015 — Budget Meeting
Executive Session 1J
At 9:35 p.m. Mr. Pacino made a motion seconded by Mr. O'Rourke that the Board go into Executive Session to approve the Executive
Session meeting minutes of October 2, 2014 and return to Regular Session for the sole purpose of adjournment.
Motion carried 5:0:0.
Chairman Talbot called for a poll of the vote:
Mr. Pacino, Aye; Chairman Talbot, Aye; Mr. Stempeck, Aye; Mr. O'Rourke, Aye and Mr. Hennessy; Aye.
Motion carried 5:0:0.
Adjournment
At 9:40 p.m. Mr. Pacino made a motion seconded by Mr. O'Rourke to adjourn the Regular Session.
Motion carried 5:0:0.
A true copy of the RMLD Board of Commissioners minutes
as approved by a majority of the Commission.
John Stempeck, Secretary Pro Tem
RMLD Board of Commissioners
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\J
4W To: Coleen O'Brien
From: Maureen McHugh, Jane Parenteau
Date: February 20, 2015
Subject: Purchase Power Summary — January, 2015
n
Energy Services Division (ESD) has completed the Purchase Power Summary for the
month of January, 2015.
ENERGY
The RMLD's total metered load for the month was 61,599,102 kWh, which is a 1.19%
decrease from the January, 2014 figures.
Table 1 is a breakdown by source of the energy purchases.
Table 1
Attachment 2
Amount of
Cost of
% of Total
Total $
$ as a
Resource
Energy
Energy
Energy
Costs
%
(kWh)
($ /Mwh)
Millstone #3
3,713,872
$6.70
6.01%
$24,893
0.72%
Seabrook
5,889,780
$6.69
9.53%
$39,380
1.14%
Stonybrook Intermediate
171,123
$215.96
0.28%
$36,956
1.07%
Shell Energy
7,828,200
$70.72
12.67%
$553,649
16.01%
NextEra
9,462,000
$74.29
15.32%
$702,923
20.32%
NYPA
2,576,940
$4.92
4.17%
$12,679
0.37%
ISO Interchange
8,826,747
$87.02
14.29%
$768,107
22.20%
NEMA Congestion
0
$0.00
0.00%
- $114,191
-3.30%
Coop Resales
13,029
$226.74
0.02%
$2,954
0.09%
BP Energy
9,643,800
$47.73
15.61%
$460,299
13.31%
Summit Hydro /Collins /Pioneer
2,756,518
$73.95
4.46%
$203,831
5.89%
Braintree Watson Unit
121,521
$199.19
0.20%
$24,206
0.70%
Swift River Projects
2,261,267
$22.21
3.66%
$225,502
6.52%
Exelon
8,512,200
$60.86
13.78%
$518,012
14.97%
Stonybrook Peaking
0
$0.00
0.00%
$0
0.00%
Monthly Total
61,776,997
$55.99
100.00%
$3,459,198
100.00%
Attachment 2
Table 2 breaks down the ISO interchange between the DA LMP Settlement and the RT
Net Energy for the month of January, 2015.
Table 2
Amount Cost % of Total
Resource of Energy of Energy Energy
(kWh) ($ /Mwh)
ISO DA LMP 9,955,363 81.01 16.11%
Settlement
RT Net Energy " - 1,128,617 33.97 -1.83%
Settlement
ISO Interchange 8,826,747 87.02 14.29%
(subtotal)
Independent System Operator Day -Ahead Locational Marginal Price
Real Time Net Energy
JANUARY 2015 ENERGY BY RESOURCE
Swift River
Projects, 3.7%
Braintree Watson
Unit, 0.2%
Summit Hydro,
4.5%
BP Energy, 15.6%
Stonybrook
Peaking, 0.0%
#3, 6.0%
Stonybrook
Intermediate, 0.3%
Energy, 12.7
NYPA, 4.2%
S•s •fR. M1waa
•S t.r h.se
5
! ♦ T ♦ -.- l
The RMLD hit a demand of 109,061 M, which occurred on January 8, at 6 pm. The
RMLD's monthly UCAP requirement for January, 2015 was 209,812 Ms.
Table 3 shows the sources of capacity that the RMLD utilized to meet its requirements.
Table 3
Source
Amount (kWs)
Cost ($ /kW- month)
Total Cost $
% of Total Cost
Millstone #3
4,950
34.42
$170,356
11.07%
Seabrook
7,919
39.88
$315,783
20.51%
Stonybrook Peaking
24,981
2.01
$50,266
3.27%
Stonybrook CC
42,925
7.76
$333,022
21.63%
NYPA
4,019
4.19
$16,834
1.09%
Hydro Quebec
0
0
$21,550
1.40%
Nextera
60,000
5.65
$339,000
22.02%
Braintree Watson Unit
10,520
10.77
$113,290
7.36%
ISO -NE Supply Auction
54,498
3.29
$179,193
11.64%
Total
209,812
$7.34
$1,539,294
100.00%
Table 4 shows the dollar amounts for energy and capacity per source.
Table 4
Cost of
% of
Amt of Energy
Power
Resource
Energy
Capacity
Total cost
Total Cost
(kWh)
($ /kWh)
Millstone #3
$24,893
$170,356
$195,250
3.91%
3,713,872
0.0526
Seabrook
$39,380
$315,783
$355,162
7.11%
5,889,780
0.0603
Stonybrook Intermediate
$36,956
$333,022
$369,978
7.40%
171,123
2.1621
Hydro Quebec
$0
$21,550
$21,550
0.43%
-
0.0000
Shell Energy
$553,649
$0
$553,649
11.08%
7,828,200
0.0707
NextEra
$702,923
$339,000
$1,041,923
20.84%
9,462,000
0.1101
* NYPA
$12,679
$16,834
$29,512
0.59%
2,576,940
0.0115
ISO Interchange
$768,107
$179,193
$947,300
18.95%
8,826,747
0.1073
Nema Congestion
- $114,191
$0
- $114,191
-2.28%
-
0.0000
BP Energy
$460,299
$0
$460,299
9.21%
9,643,800
0.0477
Summit Hydro /Collins /Pioneer
$203,831
$0
$203,831
4.08%
2,756,518
0.0739
Braintree Watson Unit
$24,206
$113,290
$137,495
2.75%
121,521
1.1315
* Swift River Projects
$225,502
$0
$225,502
4.51%
2,261,267
0.0997
Coop Resales
$2,954
$0
$2,954
0.06%
13,029
0.2267
Exelon Energy
$518,012
$0
$518,012
10.36%
8,512,200
0.0609
Stonybrook Peaking
$0
$50,266
$50,266
1.01%
-
0.0000
Monthly Total
$3,459,198
$1,539,294
$4,998,493
100.00%
61,776,997
0.0809
* Renewable Resources
12.29%
RENEWABLE ENERGY CERTIFICATES (RECs)
Table 5 shows the amount of banked and projected RECs for the Swift River Hydro
Projects through December 2014, as well as their estimated market value. In January
2015 the RMLD sold 8456 2014 RECs for $409,180.
TRANSMISSION
The RMLD's total transmission costs for the month of January, 2015 were $812,385.
This is a decrease of 11.19% from the December transmission cost of $812,385. In
January, 2014 the transmission costs were $989,607.
Table 6
Current Month
Table 5
Last Year
Peak Demand (kW)
109,061
Swift River RECs Summary
112,204
Energy (kWh)
61,776,997
Period - July 2014 - January 2015
61,774,795
Energy ($)
Banked
Projected Total
Est.
Capacity ($)
RECs
RECs RECs
Dollars
Woronoco
0
1,872 1,872
$89,856
Pepperell
1,342
2,562 3,904
$187,392
Indian River
638
1,457 2,095
$100,560
Turners Falls
1,609
504 2,113
$0
RECs Sold
0
$0
Grand Total
3,589
6,395 9,984
$377,808
TRANSMISSION
The RMLD's total transmission costs for the month of January, 2015 were $812,385.
This is a decrease of 11.19% from the December transmission cost of $812,385. In
January, 2014 the transmission costs were $989,607.
Table 6
Current Month
Last Month
Last Year
Peak Demand (kW)
109,061
109,529
112,204
Energy (kWh)
61,776,997
58,942,336
61,774,795
Energy ($)
$3,459,198
$2,754,213
$3,161,945
Capacity ($)
$1,539,294
$1,415,709
$1,365,300
Transmission($)
$721,439
$812,385
$989,607
Total
$5,719,932
$4,982,307
$5,516,852
Dt: February 25, 2015
To: RMLB, Coleen O'Brien, Jeanne Foti
Fr: Bob Fournier
Sj: January 31, 2015 Report
The results for the first seven months ending January 31, 2015, for the fiscal year
2015 will be summarized in the following paragraphs.
1) Change in Net Assets: (Page 3A)
*For the month of January, the net loss or the negative change in net assets was
$196,863 decreasing the year to date net income to $2,855,653. The year to date
budgeted net income was $2,097,231, resulting in net income being over budget
by $758,422 or 36.1 %. Actual year to date fuel revenues exceeded fuel expenses
by $965,650.
2) Revenues: (Page 3A)
*Year to date base revenues were under budget by $231,391 or 1.7 %. Actual
base revenues were $12.9 million compared to the budgeted amount of $13.1
million.
3) Expenses: (Page 12A)
*Year to date purchased power base expense was over budget by $246,143 or
1.5 %. Actual purchased power base costs were 17.1 million and budgeted power
base costs were $16.9 million.
*Year to date operating and maintenance (0 &M) expenses combined were over
budget by $5,327 or .06 %. Actual and budget O &M expenses were $8.3 million.
*Depreciation expense and voluntary payments to the Towns were on budget.
4) Cash: (Page 9)
*Operating Fund was at $11,519,798.
* Capital Fund balance was at $5,825,309.
* Rate Stabilization Fund was at $6,756,780.
* Deferred Fuel Fund was at $5,098,344.
* Energy Conservation Fund was at $523,143.
5) General Information:
*Year to date kwh sales (Page 5) were 414,554,245 which is 3.27 million kwh or
.8 %, behind last year's actual figure.
Budget Variance:
*Cumulatively, the five divisions were under budget by $20,398 or .16%
Attachment 3
ASSETS
CURRENT
UNRESTRICTED CASH
RESTRICTED CASH
RESTRICTED INVESTMENTS
RECEIVABLES, NET
PREPAID EXPENSES
INVENTORY
TOTAL CURRENT ASSETS
NONCURRENT
INVESTMENT IN ASSOCIATED CO
CAPITAL ASSETS, NET
TOTAL NONCURRENT ASSETS
TOTAL ASSETS
TOWN OF READING, MASSACHUSETTS
MUNICIPAL LIGHT DEPARTMENT
BUSINESS -TYPE PROPRIETARY FUND
STATEMENT OF NET ASSETS
1/31/2015
PREVIOUS YEAR CURRENT YEAR
(SCH
A P.9)
10,941,912.04
11,522,798.06
(SCH
A P.9)
16,727,989.33
21,412,555.78
(SCH
A P.9)
850,000.00
1,292,906.26
(SCH
B P.10)
6,203,587.62
8,526,102.90
(SCH
B P.10)
1,432,221.97
2,427,520.14
1,484,913.45
1,490,441.14
37,640,624.41
46,672,324.28
(SCH
C P.2)
31,379.32
26,993.75
(SCH
C P.2)
69,863,386.54
69,512,012.08
69,894,765.86
69,539,005.83
107,535,390.27
116,211,330.11
LIABILITIES
CURRENT
ACCOUNTS PAYABLE
CUSTOMER DEPOSITS
CUSTOMER ADVANCES FOR CONSTRUCTION
ACCRUED LIABILITIES
TOTAL CURRENT LIABILITIES
NONCURRENT
ACCRUED EMPLOYEE COMPENSATED ABSENCES
TOTAL NONCURRENT LIABILITIES
TOTAL LIABILITIES
NET ASSETS
INVESTED IN CAPITAL ASSETS, NET OF RELATED DEBT
RESTRICTED FOR DEPRECIATION FUND (P.9)
UNRESTRICTED
TOTAL NET ASSETS (P.3)
TOTAL LIABILITIES AND NET ASSETS
Z'
5,862,730.00 6,948,038.36
713,375.92 839,254.91
399,624.15 565,058.48
52,294.21 211,120.34
7,028,024.28 8,563,472.09
2,885,367.8B
2,918,870.73
2,885,367.88 2,918,870.73
9,913,392.16 11,482,342.82
69,863,386.54 69,512,012.08
4,555,865.98 5,825,309.97
23,190,168.74 29,391,665.24
97,621,998,11 104,728,987.29
107,535,390.27 116,211,330.11
(2)
TOWN OF READING, MASSACHUSETTS
MUNICIPAL LIGHT DEPARTMENT
NONCURRENT ASSET SCHEDULE
1/31/2015
SCHEDULE C
PREVIOUS YEAR
CURRENT YEAR
SCHEDULE OF INVESTMENTS IN ASSOCIATED COMPANIES
NEW ENGLAND HYDRO ELECTRIC
3,261.87
2,975.74
NEW ENGLAND HYDRO TRANSMISSION
28,117.45
24,018.01
TOTAL, INVESTMENTS IN ASSOCIATED
COMPANIES 31,379.32
26,993.75
SCHEDULE OF CAPITAL ASSETS
LAND
1,265,842.23
1,265,842.23
STRUCTURES AND IMPROVEMENTS
6,430,835.66
6,108,069.51
EQUIPMENT AND FURNISHINGS
12,719,213.58
12,423,666.11
INFRASTRUCTURE
49,447,495.07
49,714,434.23
TOTAL CAPITAL ASSETS, NET
69,863,386.54
69,512,012.08
TOTAL NONCURRENT ASSETS
69,894,765.86
69,539,005.83
(2)
TOWN OF READING, MASSACHUSETTS
MUNICIPAL LIGHT DEPARTMENT
BUSINESS-TYPE PROPRIETARY FUND
STATEMENT OF REVENUES, EXPENSES AND CHANGES IN FUND NET ASSETS
1/31/2015
MONTH MONTH LAST YEAR CURRENT YEAR YTD 6
LAST YEAR CURRENT YEAR TO DATE TO DATE CHANGE
OPERATING REVENUES: (SCH D P.11)
BASE REVENUE
3,710,000.73
1,869,424.05
27,306,136.67
12,939,211,71
- 52.616
FUEL REVENUE
2,487,172.37
2,845,745.09
18,324,954.30
20,738,447.56
13.178
PURCHASED POWER CAPACITY
70,193.46
2,526,828.66
234,927.19
17,564,396.05
7376.538
FORFEITED DISCOUNTS
91,316.20
76,469.60
552,684.56
467,992.73
- 15.326
ENERGY CONSERVATION REVENUE
54,410.15
56,535.32
411,264.98
405,562.39
-1.399
GAW REVENUE
55,283.59
0.00
417,615.74
0.00
- 100.009
NYPA CREDIT
(88,308.33)
(100,190.60)
(360,980.63)
(482,453.42)
33.656
TOTAL OPERATING REVENUES 6,380,068.17 7,274,812.12 46,886,602.81 51,633,157.02 10.126
OPERATING EXPENSES: (SCH E P.12)
PURCHASED POWER CAPACITY
1,365,299.61
1,541,650.35
10,253,099.08
9,870,582.68
-3.736
PURCHASED POWER TRANSMISSION
982,261.69
805,943.23
6,869,568.82
7,265,172.90
5.766
PURCHASED POWER FUEL
3,161,945.22
3,456,178.99
18,961,412.59
19,290,344.43
1.736
OPERATING
863,006.66
1,003,026.29
5,638,642.09
6,423,655.11
13.926
MAINTENANCE
276,902.81
208,813.65
1,669,338.60
1,920,847.36
15.076
DEPRECIATION
314,969.55
321,788.79
2,204,786.85
2,252,521.53
2.176
VOLUNTARY PAYMENTS TO TOWNS
116,666.67
118,000.00
815,183.67
816,754.00
0.198
TOTAL OPERATING EXPENSES 7,081,052.21 7,455,401.30 46,412,031.70 47,839,878.01 3.089
OPERATING INCOME
NONOPERATING REVENUES (EXPENSES)
CONTRIBUTIONS IN AID OF CONST
RETURN ON INVESTMENT TO READING
INTEREST INCOME
INTEREST EXPENSE
OTHER (MDSE AND AMORT)
TOTAL NONOPERATING REV (EXP)
CHANGE IN NET ASSETS
NET ASSETS AT BEGINNING OF YEAR
NET ASSETS AT END OF JANUARY
(700,984.04) (180,589.18) 474,571.11 3,793,279.01 699.316
3,361.74
3,500.00
26,428.62
80,861.92
205.966
(191,.768.42)
(194,405.26)
(1,342,378.92)
(1,360,836.76)
1.386
2,384.73
10,660.93
25,765.51
81,545.81
216.496
(251.19)
(248.88)
(2,937.10)
(3,042.07)
3.576
5,447.43
164,218.44
123,370.10
263,845.22
113.866
(180,825.71)
(16,274.77)
(1,169,751.79)
(937,625.88)
- 19.846
(881,809.75) (196,863.95)
(3)
(695,180.68) 2,855,653.13 - 510.788
98,317,178.79 101,873,334.16 3.626
97,621,998.11 104 728 987.29 7.286
TOWN OF READING, MASSACHUSETTS
MUNICIPAL LIGHT DEPARTMENT
BUSINESS -TYPE PROPRIETARY FUND
STATEMENT OF REVENUES, EXPENSES AND CHANGES IN FUND NET ASSETS
1/31/2015
OPERATING REVENUES: (SCH F P.11B)
BASE REVENUE
FUEL REVENUE
PURCHASED POWER CAPACITY
FORFEITED DISCOUNTS
ENERGY CONSERVATION REVENUE
NYPA CREDIT
TOTAL OPERATING REVENUES
OPERATING EXPENSES: (SCH G P.12A)
PURCHASED POWER CAPACITY
PURCHASED POWER TRANSMISSION
PURCHASED POWER FUEL
OPERATING
MAINTENANCE
DEPRECIATION
VOLUNTARY PAYMENTS TO TOWNS
TOTAL OPERATING EXPENSES
OPERATING INCOME
NONOPERATING REVENUES (EXPENSES)
CONTRIBUTIONS IN AID OF CONST
RETURN ON INVESTMENT TO READING
INTEREST INCOME
INTEREST EXPENSE
OTHER (MDSE AND AMORT)
TOTAL NONOPERATING REV (EXP)
CHANGE IN NET ASSETS
NET ASSETS AT BEGINNING OF YEAR
NET ASSETS AT END OF JANUARY
* ( ) = ACTUAL UNDER BUDGET
ACTUAL BUDGET %
YEAR TO DATE YEAR TO DATE VARIANCE* CHANGE
12,939,211.71
13,170,603.00
(231,391.29)
-1.76%
20,738,447.56
22,268,444.00
(1,529,996.44)
-6.87%
17,564,396.05
17,548,623.00
15,773.05
100.00%
467,992.73
671,510.00
(203,517.27)
- 30.31%
405,562.39
417,825.00
(12,262.61)
-2.93%
(482.453.42)
5408,331.00)
(74,122.42)
18.15%
51,633,157.02 53,668,674.00 (2,035,516.98) -3.79%
9,870,582.68
9,577,035.00
293,547.68
3.07%
7,265,172.90
7,312,577.00
(47,404.10)
-0.65%
19,290,344.43
22,253,071.00
(2,962,726.57)
- 13.31%
6,423,655.11
6,411,256.00
12,399.11
0.19%
1,920,847.36
1,927,919.00
(7,071.64)
-0.37%
2,252,521.53
2,270,331.00
(17,809.47)
-0.78%
816.754.00
826.000.00
(9,246.00)
-1.12%
47,839,878.01 50,578,189.00 (2,738,310.99) -5.41%
3,793,279.01 3,090,485.00 702,794.01 22.74%
80,861.92
150,000.00
(69,138.08)
- 46.09%
(1,360,836.76)
(1,360,835.00)
(1.76)
0.00%
81,545.81
58,331.00
23,214.81
39.80%
(3,042.07)
(1,750.00)
(1,292.07)
73.83%
263,845.22
161,000.00
102,845.22
63.88%
(937,625.88)
(993,254.00)
55,628.12
-5.60%
2,855,653.13 2,097,231.00 758,422.13
101,873,334.16 101,873,334.16 0.00
104,728,987.29 103,970,565.16 758,422.13
(3A)
36.16%
0.00%
0.73%
19
9
.7
TOWN OF READING, MASSACHUSETTS
MUNICIPAL LIGHT DEPARTMENT
RECONCILIATION OF CAPITAL FUNDS
1/31/2015
SOURCE OF CAPITAL FUNDS:
DEPRECIATION FUND BALANCE 7/1/14
CONSTRUCTION FUND BALANCE 7/1/14
INTEREST ON DEPRECIATION FUND FY 15
DEPRECIATION TRANSFER FY 15
TOTAL SOURCE OF CAPITAL FUNDS
USE OF CAPITAL FUNDS:
LESS PAID ADDITIONS TO PLANT THRU JANUARY
GENERAL LEDGER CAPITAL FUNDS BALANCE 1/31/15
(4)
4,130,584.59
1,000,000.00
12,632.66
2,252,521.53
7,395,738.78
1,570,428.81
5,825,309.97
TOWN OF READING, MASSACHUSETTS
MUNICIPAL LIGHT DEPARTMENT
SALES OF KILOWATT HOURS
1/31/2015
(5)
MONTH
MONTH
LAST YEAR
CURRENT YEAR
YTD %
SALES OF ELECTRICITY:
LAST YEAR
CURRENT YEAR
TO DATE
TO DATE
CHANGE
RESIDENTIAL SALES
23,543,268
23,519,829
159,621,466
155,521,685
-2.57%
COMM. AND INDUSTRIAL SALES
29,157,811
31,327,972
240,358,620
240,458,635
0.04%
PRIVATE STREET LIGHTING
76,611
79,972
522,817
553,396
5.85%
TOTAL PRIVATE CONSUMERS
52,777,690
54,927,773
400,502,903
396,533,716
-0.99%
MUNICIPAL SALES:
STREET LIGHTING
240,064
242,710
1,678,350
1,699,775
1.28%
MUNICIPAL BUILDINGS
833,573
877,249
5,555,240
5,622,101
1.20%
TOTAL MUNICIPAL CONSUMERS
1,073,637
1,119,959
7,233,590
7,321,876
1.22%
SALES FOR RESALE
248,102
248,384
2,033,042
2,020,077
-0.64%
SCHOOL
1,171,117
1,407,377
8,054,809
8,678,576
7.74%
TOTAL KILOWATT HOURS SOLD
55,270,546
57,703,493
417,824,344
414,554,245
-0.78%
(5)
TOWN OF READING, MASSACHUSETTS
MUNICIPAL LIGHT DEPARTMENT
KILOWATT HOURS SOLD BY
TOWN
(W
1/31/2015
TOTAL
READING
LYNNFIELD
NO.READING
WILMINGTON
MONTH
RESIDENTIAL
23,519,829
7,689,445
3,326,327
5,616,456
6,887,601
COMM & IND
31,327,972
3,934,121
255,393
4,735,884
22,402,574
PVT ST LIGHTS
79,972
13,418
1,524
24,882
40,148
PUB ST LIGHTS
242,710
81,549
32,769
42,685
85,707
MUNI BLDGS
877,249
267,192
166,602
129,442
314,013
SALES /RESALE
248,384
248,384
0
0
0
SCHOOL
1,407,377
431,908
272,403
262,560
440,506
TOTAL
57,703,493
12,666,017
4,055,018
10,811,909
30,170,549
YEAR TO DATE
RESIDENTIAL
155,521,685
48,418,009
22,561,349
35,807,724
48,734,603
COMM & IND
240,458,635
29,586,953
1,890,375
37,036,415
171,944,892
PVT ST LIGHTS
553,396
93,610
10,668
173,708
275,410
PUB ST LIGHTS
1,699,775
571,190
229,526
298,750
600,309
MUNI BLDGS
5,622,101
1,423,815
1,179,468
1,005,993
2,012,825
SALES /RESALE
2,020,077
2,020,077
0
0
0
SCHOOL
8,678,576
2,943,174
1,819,853
1,384,200
2,531,349
TOTAL
414,554,245
85 056,828
27,691, 39
75,706,790
226,099,388
LAST YEAR
TO DATE
RESIDENTIAL
159,621,466
50,631,452
22,579,896
36,816,392
49,593,726
COMM & IND
240,358,620
29,771,228
1,968,350
37,235,744
171,383,298
PVT ST LIGHTS
522,817
91,903
9,740
157,092
264,082
PUB ST LIGHTS
1,678,350
564,734
227,500
293,407
592,709
(W
MUNI BLDGS
5,555,240
1,442,815
1,109,454
1,015,956
1,987,015
SALES /RESALE
2,033,042
2,033,042
0
0
0
SCHOOL
8,054,809
2,883,359
1,837,664
972,440
2,361,346
TOTAL
417,824,344
87,418,533
27,732,604
76,491,031
226,182,176
KILOWATT HOURS
SOLD TO TOTAL
TOTAL
READING
LYNNFIELD
NO.READING
WILMINGTON
MONTH
RESIDENTIAL
40.76%
13.33%
5.76%
9.73%
11.94%
COMM & IND
54.29%
6.82%
0.44%
8.21%
38.82%
PVT ST LIGHTS
0.14%
0.02%
0.00%
0.04%
0.08%
PUB ST LIGHTS
0.42%
0.14%
0.06%
0.07%
0.15%
MUNI BLDGS
1.52%
0.46%
0.29%
0.22%
0.55%
SALES /RESALE
0.43%
0.43%
0.00%
0.00%
0.00%
SCHOOL
2.44%
0.75%
0.47%
0.46%
0.76%
TOTAL
100.00%
21.95%
7.02%
18.73%
52.30%
YEAR TO DATE
RESIDENTIAL
37.52%
11.68%
5.44%
8.64%
11.76%
COMM & IND
58.00%
7.14%
0.46%
8.93%
41.47%
PVT ST LIGHTS
0.1316
0.02%
0.00%
0.04%
0.07%
PUB ST LIGHTS
0.41%
0.14%
0.06%
0.07%
0.14%
MUNI BLDGS
1.36%
0.34%
0.28%
0.24%
0.50%
SALES /RESALE
0.49%
0.49%
0.00%
0.00%
0.00%
SCHOOL
2.09%
0.71%
0.44%
0.33%
0.61%
TOTAL
100.00%
20.52%
6.68%
18.25%
54.55%
LAST YEAR
TO DATE
RESIDENTIAL
38.20%
12.12%
5.40%
8.81%
11.87%
COMM & IND
57.53%
7.13%
0.47%
8.91%
41.02%
PVT ST LIGHTS
0.12%
0.02%
0.00%
0.04%
0.06%
PUB ST LIGHTS
0.40%
0.14%
0.05%
0.07%
0.14%
MUNI BLDGS
1.331s
0.35%
0.27%
0.24%
0.47%
SALES /RESALE
0.4916
0.49%
0.00%
0.00%
0.00%
SCHOOL
1.93%
0.69%
0.44%
0.23%
0.57%
TOTAL
100.00%
20.94%
6.63%
18.30%
54.13%
(6)
TOWN OF READING, MASSACHUSETTS
MUNICIPAL LIGHT DEPARTMENT
FORMULA INCOME
1/31/2015
TOTAL OPERATING REVENUES (P.3)
ADD:
LESS:
POLE RENTAL
INTEREST INCOME ON CUSTOMER DEPOSITS
OPERATING EXPENSES (P.3)
CUSTOMER DEPOSIT INTEREST EXPENSE
FORMULA INCOME (LOSS)
(7)
51,633,157.02
0.00
2,787.32
(47,839,878.01)
(3,042.07)
3,793,024.26
LIA
SALE OF KWH (P.S)
KWH PURCHASED
AVE BASE COST PER KWH
AVE BASE SALE PER KWH
AVE COST PER KWH
AVE SALE PER KWH
FUEL CHARGE REVENUE (P.3)
LOAD FACTOR
PE.OAD
TOWN OF READING, MASSACHUSETTS
MUNICIPAL LIGHT DEPARTMENT
GENERAL STATISTICS
1/31/2015
MONTH OF
JAN 2014
55,270,546
61,774,795
0.038002
0.067124
0.089187
0.112124
2,487,172.37
75.42%
112,204
MONTH OF
% CHANGE
YEAR
THRU
JAN 2015
2014.
2015
JAN 2014
JAN 2015
57,703,493
-1.42%
-0.78%
417,824,344
414,554,245
61,776,997
-1.32%
-4.46%
437,908,739
418,371,883
0.024955
3.55 %
- 39.66%
0.039101
0.023593
0.032397
0.88%
- 52.24%
0.065353
0.031212
0.080901
-1.96%
- 15.41%
0.082401
0.069701
0.081714
-4.64%
- 25.61%
0.109211
0.081238
2,845,745.09
- 13.31%
13.17%
18,324,954.30
20,738,447.56
77.60%
109,061
(8)
TOWN OF READING, MASSACHUSETTS
MUNICIPAL LIGHT DEPARTMENT
SCHEDULE OF CASH AND INVESTMENTS
1/31/2015
UNRESTRICTED CASH
CASH - OPERATING FUND
CASH - PETTY CASH
TOTAL UNRESTRICTED CASH
RESTRICTED CASH
CASH - DEPRECIATION FUND
CASH - TOWN PAYMENT
CASH - DEFERRED FUEL RESERVE
CASH - RATE STABILIZATION FUND
CASH - UNCOLLECTIBLE ACCTS RESERVE
CASH - SICK LEAVE BENEFITS
CASH - HAZARD WASTE RESERVE
CASH - CUSTOMER DEPOSITS
CASH - ENERGY CONSERVATION
TOTAL RESTRICTED CASH
INVESTMENTS
SICK LEAVE BUYBACK
TOTAL CASH BALANCE
(9)
PREVIOUS YEAR
10,938,912.04
3,000.00
10,941,912.04
4,568,442.83
308,435.09
1,612,048.46
6,702,132.09
200,000.00
2,035,867.88
150,000.00
713,575.92
437,487.06
16,727,989.33
850,000.00
28,519,901.37
SCHEDULE A j
CURRENT YEAR
11,519,798.06
3,000.00
11,522,798.06
5,825,309.97
312,405.25
5,098,344.67
6,756,780.52
200,000.00
1,707,316.51
150,000.00
839,254.91
523,143.95
21,412,555.78
1,292,906.26
34,228,260.10
1101
1�
TOWN OF READING, MASSACHUSETTS
MUNICIPAL LIGHT DEPARTMENT
SCHEDULE OF ACCOUNTS RECEIVABLE
1/31/2015
PREVIOUS YEAR
SCHEDULE OF ACCOUNTS RECEIVABLE
RESIDENTIAL AND COMMERCIAL 2,390,003.10
ACCOUNTS RECEIVABLE - OTHER 81,174.01
ACCOUNTS RECEIVABLE - LIENS 37,169.47
ACCOUNTS RECEIVABLE - EMPLOYEE ADVANCES 892.14
SALES DISCOUNT LIABILITY (224,197.44)
RESERVE FOR UNCOLLECTIBLE ACCOUNTS (239,476.16)
TOTAL ACCOUNTS RECEIVABLE BILLED 2,045,565.12
UNBILLED ACCOUNTS RECEIVABLE 4,158,022.50
TOTAL ACCOUNTS RECEIVABLE, NET 6,203,587.62
SCHEDULE OF PREPAYMENTS
PREPAID INSURANCE
1,376,413.77
PREPAYMENT PURCHASED POWER
(437,058.23)
PREPAYMENT PASNY
242,260.90
PREPAYMENT WATSON
236,081.83
PURCHASED POWER WORKING CAPITAL
14,523.70
TOTAL PREPAYMENT 1,432,221.97
ACCOUNTS RECEIVABLE AGING JANUARY 2015:
RESIDENTIAL AND COMMERCIAL 3,182,778.67
LESS: SALES DISCOUNT LIABILITY (233,751.34)
GENERAL LEDGER BALANCE 2,949,027.33
CURRENT 2,523,985.62 85.59%
30 DAYS 315,200.25 10.69`k
60 DAYS 61,037.37 2.07%
90 DAYS 9,215.60 0.31%
OVER 90 DAYS 39,588.49 1.34%
TOTAL 2,949,027.33 100.00%
SCHEDULE B
CURRENT YEAR
3,182,778.67
185,999.32
37,433.70
892.14
(233,751.34)
(269,518.871
2,903,833.62
5,622,269.28
8,526,102.90
1,388,734.37
556,401.78
259,957.39
209,726.49
12,700.11
2,427,520.14
TOWN OF READING, MASSACHUSETTS
MUNICIPAL LIGHT DEPARTMENT
SCHEDULE OF OPERATING REVENUE
1/31/2015
SCHEDULE D
MONTH
MONTH
LAST YEAR
CURRENT YEAR
YTD %
SALES OF ELECTRICITY:
LAST YEAR
CURRENT YEAR
TO DATE
TO DATE
CHANGE
RESIDENTIAL SALES
2,890,566.06
2,224,111.00
19,487,125.62
14,826,171.91
- 23.92%
COMM AND INDUSTRIAL SALES
3,027,825.03
2,257,329.78
24,222,617.63
17,294,119.99
- 28.60%
PRIVATE STREET LIGHTING
5,768.87
9,549.01
38,765.85
66,126.49
70.58%
TOTAL PRIVATE CONSUMERS
5,924,159.96
4,490,989.79
43,748,509.10
32,186,418.39
- 26.43%
MUNICIPAL SALES:
STREET LIGHTING
27,103.76
29,865.45
187,220.01
209,030.65
11.65%
MUNICIPAL BUILDINGS
91,793.96
67,624.07
614,291.81
445,635.00
- 27.46%
TOTAL MUNICIPAL CONSUMERS
97,489.52
801,511.82
654,665.65
- 18.32%
118,897.72
SALES FOR RESALE
28,240.80
21,078.97
229,803.05
172,862.46
- 24.78%
SCHOOL
125,874.62
105,610.86
851,267.00
663,712.77
- 22.03%
SUB -TOTAL
6,197,173.10
4,715,169.14
45,631,090.97
33,677,659.27
- 26.20%
13
FORFEITED DISCOUNTS
91,316.20
76,469.60
552,684.56
467,992.73
- 15.32%
PURCHASED POWER CAPACITY
70,193.46
2,526,828.66
234,927.19
17,564,396.05
7376.53%
ENERGY CONSERVATION - RESIDENTIAL
23,554.34
23,532.17
159,705.06
155,586.76
-2.58%
ENERGY CONSERVATION - COMMERCIAL
30,855.81
33,003.15
251,559.92
249,975.63
-0.63%
GAW REVENUE
55,283.59
0.00
417,615.74
0.00
- 100.00%
NYPA CREDIT
(88,308.33)
(100,190.60)
(360,980.63)
(482,453.42)
33.65%
TOTAL REVENUE
10.12%
51,633,157.02
46,886,602.81
7,274,812.12
6,380,068.17
TOWN OF READING, MASSACHUSETTS
MUNICIPAL LIGHT DEPARTMENT
SCHEDULE OF OPERATING REVENUE BY TOWN
1/31/2015
LAST YEAR TO DATE
RESIDENTIAL
TOTAL
READING
LYNNFIELD
NO.READING
WILMINGTON
MONTH
54.43%
7.42%
0.74%
8.73%
37.54%
RESIDENTIAL
2,224,111.00
730,057.37
312,435.31
529,406.71
652,211.61
INDUS /MUNI BLDG
2,324,953.85
337,657.22
34,687.75
371,058.95
1,581,549.93
PUB.ST.LIGHTS
29,865.45
10,014.23
4,024.08
5,272.05
10,555.09
PRV.ST.LIGHTS
9,549.01
1,571.38
185.16
3,080.19
4,712.28
CO -OP RESALE
21,078.97
21,078.97
0.00
0.00
0.00
SCHOOL
105,610.86
33,223.67
20,239.28
20,097.28
32,050.63
TOTAL
4,715,169.14
1,133,602.84
371,571.58
928,915.18
2,281,079.54
THIS YEAR TO DATE
RESIDENTIAL
14,826,171.91
4,637,538.10
2,135,880.29
3,405,283.77
4,647,469.75
INDUS /MUNI BLDG
17,739,754.99
2,480,723.03
250,885.12
2,873,065.99
12,135,080.85
PUB.ST.LIGHTS
209,030.65
70,099.61
28,168.56
36,876.85
73,885.63
PRV.ST.LIGHTS
66,126.49
10,985.44
1,296.12
21,505.70
32,339.23
CO -OP RESALE
172,862.46
172,862.46
0.00
0.00
0.00
SCHOOL
663,712.77
227,966.60
137,732.49
108,174.40
189,839.28
TOTAL
33,677,659.27
7,600,175.24
2,553,962.56
6,444,906.72
17,078,614.75
LAST YEAR TO DATE
RESIDENTIAL
19,487,125.62
6,209,263.78
2,742,397.42
4,494,522.29
6,040,942.13
INDUS /MUNI BLDG
24,836,909.44
3,383,964.02
338,426.72
3,984,142.57
17,130,376.13
PUB.ST.LIGHTS
187,220.01
60,853.47
24,024.38
33,256.28
69,085.88
PRV.ST.LIGHTS
38,765.85
6,743.84
707.32
12,057.48
19,257.21
CO -OP RESALE
229,803.05
229,803.05
0.00
0.00
0.00
SCHOOL
851,267.00
306,691.52
190,629.70
106,567.18
247,378.60
TOTAL
45,631,090.97
10,197,319.68
3,296,185.54
8,630,545.80
23,507,039.95
PERCENTAGE OF OPERATING
INCOME TO TOTAL
TOTAL
READING
LYNNFIELD
NO.READING
WILMINGTON
MONTH
RESIDENTIAL
47.17%
15.48%
6.63%
11.23%
13.83%
INDUS /MUNI BLDG
49.31%
7.16%
0.74%
7.87%
33.54%
PUB.ST.LIGHTS
0.63%
0.21%
0.09%
0.11%
0.22%
PRV.ST.LIGHTS
0.20%
0.03%
0.00%
0.07%
0.10%
CO -OP RESALE
0.45%
0.45%
0.00%
0.00%
0.00%
SCHOOL
2.24%
0.70%
0.43%
0.43%
0.68%
TOTAL
100.00%
24.04%
7.88%
19.70%
48.38%
THIS YEAR TO DATE
RESIDENTIAL
44.02%
13.77%
6.34 %.
10.11%
13.80%
INDUS /MUNI BLDG
52.68%
7.37%
0.74%
8.53%
36.03%
PUB.ST.LIGHTS
0.62%
0.21%
0.08%
0.11%
0.22%
PRV.ST.LIGHTS
0.20%
0.03%
0.00%
0.06%
0.10%
CO -OP RESALE
0.51%
0.51%
0.00%
0.00%
0.00%
SCHOOL
1.97%
0.68%
0.41%
0.32%
0.56%
TOTAL
100.00%
22.57%
7.58%
19.14%
50.71%
LAST YEAR TO DATE
RESIDENTIAL
42.73%
13.61%
6.01%
9.85%
13.26%
INDUS /MUNI BLDG
54.43%
7.42%
0.74%
8.73%
37.54%
IUB.ST.LIGHTS
0.40%
0.13%
0.05%
0.07%
0.15%
RV. ST. LIGHTS
0.08%
0.01%
0.00%
0.03%
0.04%
CO -OP RESALE
0.50%
0.50%
0.00%
0.00%
0.00%
SCHOOL
1.86%
0.67%
0.42%
0.23%
0.54%
TOTAL 100.00% 22.34% 7.22% 18.91% 51.53%
(11A)
SALES OF ELECTRICITY:
RESIDENTIAL
COMM AND INDUSTRIAL SALES
PRIVATE STREET LIGHTING
MUNICIPAL BUILDINGS
PUBLIC STREET LIGHTING
SALES FOR RESALE
SCHOOL
TOTAL BASE SALES
TOTAL FUEL SALES
TOTAL OPERATING REVENUE
FORFEITED DISCOUNTS
PURCHASED POWER CAPACITY
ENERGY CONSERVATION - RESIDENTIAL
ENERGY CONSERVATION - COMMERCIAL
NYPA CREDIT
TOTAL OPERATING REVENUES
* ( ) = ACTUAL UNDER BUDGET
TOWN OF READING, MASSACHUSETTS
MUNICIPAL LIGHT DEPARTMENT
BUDGETED REVENUE VARIANCE REPORT
1/31/2015
SCHEDULE F
ACTUAL
BUDGET
%
YEAR TO DATE
YEAR TO DATE
VARIANCE *
CHANGE
6,969,343.57
6,890,231.00
79,112.57
1.15%
5,530,064.16
5,767,892.00
(237,827.84)
-4.12%
136,228.95
205,530.00
(69,301.05)
- 33.72%
70,362.64
80,762.00
(10,399.36)
- 12.88%
233,212.39
226,188.00
7,024.39
3.11%
12,939,211.71
13,170,603.00
(231,391.29)
-1.76%
20,738,447.56
22,268,444.00
(1,529,996.44)
-6.87%
33,677,659.27
35,439,047.00
(1,761,387.73)
-4.97%
467,992.73
671,510.00
(203,517.27)
- 30.31%
17,564,396.05
17,548,623.00
15,773.05
100.00%
155,586.76
159,622.00
(4,035.24)
-2.53%
249,975.63
258,203.00
(8,227.37)
-3.19%
(482,453.42)
(408,331.00)
(74,122.42)
18.15%
51,633,157.02
53,668,674.00
(2,035,516.98)
-3.79%
(11B)
Ic
OPERATION SUP AND ENGINEERING EXP
STATION SUP LABOR AND MISC
LINE MISC LABOR AND EXPENSE
STATION LABOR AND EXPENSE
STREET LIGHTING EXPENSE
METER EXPENSE
MISC DISTRIBUTION EXPENSE
METER READING LABOR & EXPENSE
ACCT & COLL LABOR & EXPENSE
UNCOLLECTIBLE ACCOUNTS
ENERGY AUDIT EXPENSE
ADMIN & GEN SALARIES
OFFICE SUPPLIES & EXPENSE
OUTSIDE SERVICES
PROPERTY INSURANCE
INJURIES AND DAMAGES
EMPLOYEES PENSIONS & BENEFITS
MISC GENERAL EXPENSE
RENT EXPENSE
ENERGY CONSERVATION
TOTAL OPERATION EXPENSES
MAINTENANCE EXPENSES:
MAINT OF TRANSMISSION PLANT
MAINT OF STRUCT AND EQUIPMT
MAINT OF LINES - OH
MAINT OF LINES - UG
MAINT OF LINE TRANSFORMERS
MAINT OF ST LT & SIG SYSTEM
MAINT OF GARAGE AND STOCKROOM
MAINT OF METERS
MAINT OF GEN PLANT
TOTAL MAINTENANCE EXPENSES
DEPRECIATION EXPENSE
PURCHASED POWER FUEL EXPENSE
VOLUNTARY PAYMENTS TO TOWNS
TOTAL OPERATING EXPENSES
40,891.03
TOWN OF READING, MASSACHUSETTS
298,055.94
309,364.06
3.79%
10,239.83
MUNICIPAL LIGHT DEPARTMENT
64,538.00
93,661.10
45.13%
104,572.60
SCHEDULE OF OPERATING EXPENSES
485,784.93
492,564.08
1.40%
39,766.62
1/31/2015
289,483.75
SCHEDULE
3.87%
6,906.53
7,347.04
43,509.39
E
25.51%
20,293.55
MONTH MONTH
LAST YEAR
CURRENT YEAR
YTD $
OPERATION EXPENSES:
LAST YEAR CURRENT YEAR
TO DATE
TO DATE
CHANGE
PURCHASED POWER CAPACITY
1,365,299.61 1,541,650.35
10,253,099.08
9,870,582.68
-3.73%
PURCHASED POWER TRANSMISSION
982,261.69 805,943.23
6,869,568.82
7,265,172.90
5.76%
TOTAL PURCHASED POWER
2,347,561.30 2,347,593.58
17,122,667.90
17,135,755.58
0.08%
OPERATION SUP AND ENGINEERING EXP
STATION SUP LABOR AND MISC
LINE MISC LABOR AND EXPENSE
STATION LABOR AND EXPENSE
STREET LIGHTING EXPENSE
METER EXPENSE
MISC DISTRIBUTION EXPENSE
METER READING LABOR & EXPENSE
ACCT & COLL LABOR & EXPENSE
UNCOLLECTIBLE ACCOUNTS
ENERGY AUDIT EXPENSE
ADMIN & GEN SALARIES
OFFICE SUPPLIES & EXPENSE
OUTSIDE SERVICES
PROPERTY INSURANCE
INJURIES AND DAMAGES
EMPLOYEES PENSIONS & BENEFITS
MISC GENERAL EXPENSE
RENT EXPENSE
ENERGY CONSERVATION
TOTAL OPERATION EXPENSES
MAINTENANCE EXPENSES:
MAINT OF TRANSMISSION PLANT
MAINT OF STRUCT AND EQUIPMT
MAINT OF LINES - OH
MAINT OF LINES - UG
MAINT OF LINE TRANSFORMERS
MAINT OF ST LT & SIG SYSTEM
MAINT OF GARAGE AND STOCKROOM
MAINT OF METERS
MAINT OF GEN PLANT
TOTAL MAINTENANCE EXPENSES
DEPRECIATION EXPENSE
PURCHASED POWER FUEL EXPENSE
VOLUNTARY PAYMENTS TO TOWNS
TOTAL OPERATING EXPENSES
40,891.03
43,671.73
298,055.94
309,364.06
3.79%
10,239.83
16,426.47
64,538.00
93,661.10
45.13%
104,572.60
122,812.61
485,784.93
492,564.08
1.40%
39,766.62
46,128.61
289,483.75
300,699.20
3.87%
6,906.53
7,347.04
43,509.39
54,610.66
25.51%
20,293.55
19,992.92
124,167.60
110,806.86
- 10.76%
32,036.79
41,345.86
206,788.42
259,715.59
25.59%
1,505.38
1,857.25
16,742.36
10,574.12
- 36.84%
114,625.47
160,739.32
874,747.30
1,051,962.91
20.26%
10,500.00
10,000.00
73,500.00
70,000.00
-4.76%
25,837.91
35,221.03
212,529.80
237,222.29
11.62%
64,648.11
68,901.79
495,013.22
487,363.14
-1.55%
24,663.81
27,558.30
161,890.92
174,445.83
7.76%
51,730.30
28,395.44
260,247.00
239,243.82
-8.07%
21,558.27
31,070.39
201,114.26
210,252.92
4.54%
2,838.89
3,070.27
22,642.04
26,070.72
15.14%
236,738.23
247,934.19
1,295,814.23
1,757,985.52
35.67%
10,747.29
17,569.24
109,003.58
99,315.42
-8.89%
14,434.09
14,514.48
110,269.77
98,117.43
- 11.02%
28,471.96
58,469.35
292,799.58
339,679.44
16.01%
863,006.66
1,003 026.29
5,638,642.09
6,423 655 11
13.92%
227.08
227.08
1,589.58
1,589.58
0.00%
13,441.16
29,640.30
105,294.10
332,251.43
215.55%
142,129.76
127,359.96
941,448.98
1,039,748.23
10.44%
29,761.23
311.96
120,434.50
77,479.82
- 35.67%
1,420.78
0.00
87,218.31
60,065.12
0.00%
46.14
(8.06)
(358.27)
(92.54)
- 74.17%
77,194.56
43,995.58
319,811.02
271,799.85
- 15.01%
867.67
0.00
11,288.34
0.00
- 100.00%
11,814.43
7,286.83
82,612.04
138,005.87
67.05%
276,902.81
208,813.65
1,669,338.60
15.07%
1,920,847.36
314,969.55
321,788.79
2,204,786.85
2,252,521.53
2.17%
3,161,945.22
3,456,178.99
18,961,412.59
19,290,344.43
1.73%
116,666.67
118,000.00
815,183.67
816,754.00
0.19%
7,455,401.30
47,839,878.01
3.08%
7,081,052.21
46,412,031.70
(12)
TOWN OF READING, MASSACHUSETTS
MUNICIPAL LIGHT DEPARTMENT
BUDGETED OPERATING EXPENSE VARIANCE REPORT
1/31/2015
SCHEDULE G
OPERATION EXPENSES:
PURCHASED POWER CAPACITY
PURCHASED POWER TRANSMISSION
TOTAL PURCHASED POWER
OPERATION SUP AND ENGINEERING EXP
STATION SUP LABOR AND MISC
LINE MISC LABOR AND EXPENSE
STATION LABOR AND EXPENSE
STREET LIGHTING EXPENSE
METER EXPENSE
MISC DISTRIBUTION EXPENSE
METER READING LABOR & EXPENSE
ACCT & COLL LABOR & EXPENSE
UNCOLLECTIBLE ACCOUNTS
ENERGY AUDIT EXPENSE
ADMIN & GEN SALARIES
OFFICE SUPPLIES & EXPENSE
OUTSIDE SERVICES
PROPERTY INSURANCE
INJURIES AND DAMAGES
EMPLOYEES PENSIONS & BENEFITS
MISC GENERAL EXPENSE
RENT EXPENSE
ENERGY CONSERVATION
TOTAL OPERATION EXPENSES
MAINTENANCE EXPENSES:
MAINT OF TRANSMISSION PLANT
MAINT OF STRUCT AND EQUIPMENT
MAINT OF LINES - OH
MAINT OF LINES - UG
MAINT OF LINE TRANSFORMERS
MAINT OF ST LT & SIG SYSTEM
MAINT OF GARAGE AND STOCKROOM
MAINT OF METERS
MAINT OF GEN PLANT
TOTAL MAINTENANCE EXPENSES
DEPRECIATION EXPENSE
PURCHASED POWER FUEL EXPENSE
VOLUNTARY PAYMENTS TO TOWNS
TOTAL OPERATING EXPENSES
* ( ) = ACTUAL UNDER BUDGET
ACTUAL
BUDGET
%
YEAR TO DATE
YEAR TO DATE
VARIANCE *
CHANGE
9,870,582.68
9,577,035.00
293,547.68
3.07%
7,265,172.90
7,312,577.00
(47,404.10)
-0.65%
17,135,755.58
16,889,612.00
246,143.58
1.46%
309,364.06
340,379.00
(31,014.94)
-9.11%
93,661.10
62,083.00
31,578.10
50.86%
492,564.08
391,744.00
100,820.08
25.74%
300,699.20
232,832.00
67,867.20
29.15%
54,610.66
48,499.00
6,111.66
12.60%
110,806.86
137,030.00
(26,223.14)
- 19.14%
259,715.59
228,941.00
30,774.59
13.44%
10,574.12
18,019.00
(7,444.88)
- 41.32%
1,051,962.91
999,160.00
52,802.91
5.28%
70,000.00
70,000.00
0.00
0.00%
237,222.29
284,688.00
(47,465.71)
- 16.67%
487,363.14
485,591.00
1,772.14
0.36%
174,445.83
175,700.00
(1,254.17)
-0.71%
239,243.82
219,695.00
19,548.82
8.90%
210,252.92
264,488.00
(54,235.08)
- 20.51%
26,070.72
28,866.00
(2,795.28)
-9.68%
1,757,985.52
1,667,606.00
90,379.52
5.42%
99,315.42
179,631.00
(80,315.58)
- 44.71%
98,117.43
123,669.00
(25,551.57)
- 20.66%
339,679.44
452,635.00
(112,955.56)
- 24.96%
6,423,655.11
6,411,256.00
12,399.11
0.19%
1,589.58
1,750.00
(160.42)
-9.17%
332,251.43
281,352.00
50,899.43
18.09%
1,039,748.23
975,373.00
64,375.23
6.60%
77,479.82
76,259.00
1,220.82
1.60%
60,065.12
117,000.00
(56,934.88)
- 48.66%
(92.54)
5,695.00
(5,787.54)
- 101.62%
271,799.85
338,275.00
(66,475.15)
- 19.65%
0.00
33,132.00
(33,132.00)
- 100.00%
138,005.87
99,083.00
38,922.87
39.28%
1,920,847.36
1,927,919.00
(7,071.64)
-0.37%
2,252,521.53
2,270,331.00
(17,809.47)
-0.78%
19,290,344.43
22,253,071.00
(2,962,726.57)
- 13.31%
816,754.00 826,000.00 (9,246.00)
47,839,878.01 50,578,189.00 (2,738,310.99)
(12A)
-1.12%
-5.41%
MAINTENANCE.EXPENSES:
MAINT OF TRANSMISSION PLANT
TOWN OF READING, MASSACHUSETTS
3,000.00
1,589.58
1,410.42
MUNICIPAL LIGHT DEPARTMENT
MAINT OF STRUCT AND EQUIPMT
HJ
484,026.00
BUDGETED OPERATING EXPENSE VARIANCE
REPORT
31.36%
MAINT OF LINES - OH
HJ
1,675,794.00
1/31/2015
636,045.77
37.95%
MAINT OF LINES - UG
HJ
RESPONSIBLE
77,479.82
53,214.18
REMAINING
MAINT OF LINE TRANSFORMERS
HJ
SENIOR
2015
ACTUAL
BUDGET
REMAINING
OPERATION EXPENSES:
MANAGER
ANNUAL BUDGET
YEAR TO DATE
BALANCE
BUDGET %
PURCHASED POWER CAPACITY
JP
16,332,282.00
9,870,582.68
6,461,699.32
39.56%
PURCHASED POWER TRANSMISSION
JP
12,556,732.00
7,265,172.90
5,291,559.10
42.14%
TOTAL PURCHASED POWER
170,180.00
28,889,014.00
17,135,755.58
11,753,258.42
40.68%
3,240,260.00
OPERATION SUP AND ENGINEERING EXP
HJ
583,668.00
309,364.06
274,303.94
47.00%
STATION SUP LABOR AND MISC
HJ
108,848.00
93,661.10
15,186.90
13.95%
LINE MISC LABOR AND EXPENSE
HJ
657,259.00
492,564.08
164,694.92
25.06%
STATION LABOR AND EXPENSE
HJ
398,849.00
300,699.20
98,149.80
24.61%
STREET LIGHTING EXPENSE
HJ
82,907.00
54,610.66
28,296.34
34.13%
METER EXPENSE
HJ
247,938.00
110,806.86
137,131.14
55.31%
MISC DISTRIBUTION EXPENSE
HJ
402,885.00
259,715.59
143,169.41
35.54%
METER READING LABOR & EXPENSE
HJ
30,922.00
10,574.12
20,347.88
65.80%
ACCT & COLL LABOR & EXPENSE
RF
1,705,333.00
1,051,962.91
653,370.09
38.31%
UNCOLLECTIBLE ACCOUNTS
RF
120,000.00
70,000.00
50,000.00
41.67%
ENERGY AUDIT EXPENSE
JP
488,284.00
237,222.29
251,061.71
51.42%
ADMIN & GEN SALARIES
CO
842,170.00
487,363.14
354,806.86
42.13%
OFFICE SUPPLIES & EXPENSE
CO
301,000.00
174,445.83
126,554.17
42.04%
OUTSIDE SERVICES
CO
351,650.00
239,243.82
112,406.18
31.97%
PROPERTY INSURANCE
HJ
453,200.00
210,252.92
242,947.08
53.61%
INJURIES AND DAMAGES
HJ
49,059.00
26,070.72
22,988.28
46.86%
EMPLOYEES PENSIONS & BENEFITS
HJ
2,746,619.00
1,757,985.52
988,633.48
35.99%
MISC GENERAL EXPENSE
CO
240,727.00
99,315.42
141,411.58
58.74%
RENT EXPENSE
HJ
212,000.00
98,117.43
113,882.57
53.72%
4GY CONSERVATION
JP
778,812.00
339,679.44
439,132.56
56.38%
OPERATION EXPENSES
10,802,130.00
6,423,655.11
4,378,474.89
40.53%
MAINTENANCE.EXPENSES:
MAINT OF TRANSMISSION PLANT
HJ
3,000.00
1,589.58
1,410.42
47.01%
MAINT OF STRUCT AND EQUIPMT
HJ
484,026.00
332,251.43
151,774.57
31.36%
MAINT OF LINES - OH
HJ
1,675,794.00
1,039,748.23
636,045.77
37.95%
MAINT OF LINES - UG
HJ
130,694.00
77,479.82
53,214.18
40.72%
MAINT OF LINE TRANSFORMERS
HJ
156,000.00
60,065.12
95,934.88
61.50%
MAINT OF ST LT & SIG SYSTEM
HJ
9,745.00
(92.54)
9,837.54
100.95%
MAINT OF GARAGE AND STOCKROOM
HJ
567,531.00
271,799.85
295,731.15
52.11%
MAINT OF METERS
HJ
43,290.00
0.00
43,290.00
100.00%
MAINT OF GEN PLANT
RF
170,180.00
138,005.87
32,174.13
18.91%
TOTAL MAINTENANCE EXPENSES
3,240,260.00
1,920,847.36
1,319,412.64
40.72%
DEPRECIATION EXPENSE
RF
3,892,000.00
2,252,521.53
1,639,478.47
42.12%
PURCHASED POWER FUEL EXPENSE
JP
36,249,653.00
19,290,344.43
16,959,308.57
46.78%
VOLUNTARY PAYMENTS TO TOWNS
RF
1,416,000.00
816,754.00
599,246.00
42.32%
TOTAL OPERATING EXPENSES
84,489,057.00
47,839,878.01
36,649,178.99
43.38%
(12a)
TOWN OF READING, MASSACHUSETTS
MUNICIPAL LIGHT DEPARTMENT
PROFESSIONAL SERVICES
01/31/2015
PROFESSIONAL SERVICES BY PROJECT
ITEM
1 RMLD AND PENSION TRUST AUDIT FEES
2 LEGAL -FERC /ISO /POWER /OTHER
3 NERC COMPLIANCE AND AUDIT
4 LEGAL
5 LEGAL- GENERAL
6 LEGAL SERVICES
7 SURVEY RIGHT OF WAY/ ENVIRONMENTAL
8 INSURANCE CONSULTANT /OTHER
TOTAL
PROFESSIONAL SERVICES BY VENDOR
MELANSON HEATH & COMPANY
PLM ELECTRIC POWER COMPANY
RUBIN AND RUDMAN
UTILTIY SERVICES INC.
CHOATE HALL & STEWART
WILLIAM F. CROWLEY- ATTORNEY
HUDSON RIVER ENERGY GROUP
STONE CONSULTING
TRI COUNTY APPRAISAL OF SOUTH FLORIDA
DUNCAN & ALLEN
TOTAL
DEPARTMENT ACTUAL BUDGET VARIANCE
ACCOUNTING
33,582.24
35,000.00
(1,417.76)
INTEGRATED RESOURCES
82,303.00
80,675.00
1,628.00
E & 0
9,340.00
6,125.00
3,215.00
ENGINEERING
6,844.50
7,875.00
(1,030.50)
GM
89,979.25
30,919.00
59,060.25
HR
17,194.83
37,331.00
(20,136.17)
BLDG. MAINT.
0.00
6,020.00
(6,020.00)
GEN. BENEFIT
0.00
15,750.00
(15,750.00)
239,243.82
219,695.00
19,548.82
(13)
ACTUAL
29,920.00
9,969.50
155,030.44
9,340.00
9,184.08
2,477.24
2,925.62
1,000.00
525.00
18,871.94
ZJ`#,Z43.tlZ
,Lq-
m
RMLD
DEFERRED FUEL CASH RESERVE ANALYSIS
01/31/15
(14)
GROSS
MONTHLY
TOTAL
DATE
CHARGES
REVENUES
NYPA CREDIT
DEFERRED
DEFERRED
Jun -14
4,132,694.96
Jul -14
3,287,589.94
3,782,699.41
(35,898.34)
459,211.13
4,591,906.09
Aug -14
2,768,364.01
3,844,854.74
(47,884.92)
1,028,605.81
5,620,511.90
Sep -14
2,358,565.60
2,758,999.30
(73,836.15)
326,597.55
5,947,109.45
Oct -14
2,290,434.18
2,425,374.16
(74,545.03)
60,394.95
6,007,504.40
Nov -14
2,374,999.11
2,418,013.33
(68,098.89)
(25,084.67)
5,982,419.73
Dec -14
2,754,212.60
2,662,761.53
(81,999.49)
(173,450.56)
5,808,969.17
Jan -15
3,456,178.99
2,845,745.09
(100,190.60)
(710,624.50)
5,098,344.67
(14)
DIVISION
BUSINESS DIVISION
INTEGRATED RESOURCES AND PLANNING
ENGINEERING AND OPERATIONS
FACILITY
GENERAL MANAGER
SUB -TOTAL
RMLD
BUDGET VARIANCE REPORT
FOR PERIOD ENDING JANUARY 31, 2015
ACTUAL BUDGET
VARIANCE
5,917,125
5,848,385
68,740
659,205
817,999
(158,794)
3,029,823
2,868,556
161,267
2,688,576
2,772,043
(83,467)
482,926
491,070
(8,144)
TOTAL
49,203,755
51,940,736
12,777,655
12,798,053
(20,398)
CHANGE
1.18$
- 19.41$
5.62$
-3.01$
-1.66$
-0.16$
PURCHASED POWER CAPACITY
9,870,583
9,577,035
293,548
3.07$
PURCHASED POWER TRANSMISSION
7,265,173
7,312,577
(47,404)
-0.65$
PURCHASED POWER FUEL
19,290,344
22,253,071
(2,962,727)
- 13.31$
TOTAL
49,203,755
51,940,736
(2,736,981)
-5.27$
(15)
9
n
READING MUNICIPAL LIGHT DEPARTMENT
FY 15 CAPITAL BUDGET VARIANCE REPORT
FOR PERIOD ENDING JANUARY 31, 2015
' completed project
ACTUAL
COST
YTD
ANNUAL
REMAINING
PROJ
DESCRIPTION
TOWN
JAN
ADDITIONS
BUDGET
BALANCE
CONSTRUCTION:
101
5W9 Reconductoring - Ballardvale Area
W
9,862
253,000
243,138
102
Pole Line Upgrade Lowell Street
W
17,069
60,697
173,000
112,304
104
Upgrade Old Lynnfield Center URDs (Cook's Farm)
LC
26,847
217,000
190,153
105
4W5 - 4W6 Tie
R
70,000
70,000
106
URD Upgrades
ALL
48,109
319,000
270,891
107
Step -down Area Upgrades
ALL
2,803
30,150
203,000
172,850
212
Force Account West Street
R
224,000
224,000
SUB -TOTAL
19,871
175,665
1,459,000
1,283,335
STATION UPGRADES:
108
Relay Replacement Project - Gaw Station #4
R
50,000
50,000
' 110
Station 3 - Replacement of Service Cutouts
NR
2,192
130
Remote Terminal Unit (RTU) Replacement- Station 3
NR
85,000
85,000
SUB -TOTAL
-
2,192
135,000
135,000
NEW CUSTOMER SERVICES:
112
New Service Installations (Commercial / Industrial)
ALL
12,465
57,000
44,535
113
New Service Installations (Residential)
ALL
10,208
87,874
260,000
172,126
SUB -TOTAL
10,208
100,339
317,000
216,661
ROUTINE CONSTRUCTION:
114
Routine Construction
ALL
101,357
1,081,740
947,000
(134,740)
SPECIAL PROJECTS / CAPITAL PURCHASES:
103
Distribution Protection and Automation
ALL
69,000
69,000
116
Transformers and Capacitors
ALL
444,000
444,000
117
Meter Purchases (Including "500 Club ")
ALL
55,171
127,000
71,829
122
Engineering Analysis Software and Data Conversion
ALL
55,000
55,000
125
GIS
ALL
150,000
150,000
126
Communication Equipment (Fiber Optic)
ALL
30,000
30,000
' 131
LED Street Light Pilot Program
ALL
26,250
37,000
10,751
132
Outage Management Software and Integration
ALL
85,000
85,000
133
Predictive Asset Management Program
ALL
80,000
80,000
134
Substation Test Equipment
ALL
121,000
121,000
135
Arc Flash Study
ALL
35,000
35,000
137
SCADA System Upgrade - Hardware
ALL
20,332
63,000
42,668
SUB -TOTAL
101,753
1,296,000
1,194,248
OTHER CAPITAL PROJECTS:
118
Rolling Stock Replacement
ALL
434,000
434,000
119
Security Upgrades All Sites
ALL
5,012
6,470
61,000
54,530
120
Great Plains / Cogsdale Upgrade
ALL
32,500
350,000
317,500
121
HVAC System Upgrade - 230 Ash Street
R
10,900
399,000
388,100
123
Oil Containment Facility Construction
LC
11,168
80,000
68,832
127
Hardware Upgrades
ALL
19,387
102,000
82,613
128
Software and Licensing
ALL
28,316
122,000
93,684
129
Master Facilities Site Plan
R
50,000
50,000
136
Organizational / Reliability Studies
ALL
100,000
100,000
SUB -TOTAL
5,012
106,741
1,698,000
1,589,259
Attachment 4 TOTAL CAPITAL BUDGET
$ 136,449
$ 1,570,429
$ 5,852,000
$ 4,283,763
' completed project
READING MUNICIPAL LIGHT DEPARTMENT
Engineering and Operations
Monthly Report
January 2015
CAPITAL IMPROVEMENTS
Special Proiects /Capital Purchases:
February 20, 2015
Complete
FY14 -15
Construction Projects:
Status
Month
YTD
Pole Line Upgrade- Lowell Street, Wilmington
102 Engineering plans completed. Construction has begun
15%
$17,069
$60,696
(as of 1/14/15).
107 Step -down Area Upgrades — All Towns:
On-
$2,803
$30,149
Vine Street Area, Reading
going
New Customer Service Connections:
112 Service Installations — Commercial /Industrial:
going
n/a
$12,465
Service Installations — Residential:
113 This item includes new or upgraded overhead and
going
$10,208
$87,874
underground services.
Special Proiects /Capital Purchases:
February 20, 2015
Routine Construction:
Jan
YTD
Pole Setting/Transfers
45,929
252,765
Overhead/Underground
34,196
317,667
Projects Assigned as Required
• Analog Devices, Wilmington (charging station
480
218,813
Pole Damage /Knockdowns
• Work was done to repair or replace three (3)
damaged poles.
1,526
28,849
Station Group
24,165
Hazmat/Oil Spills
3,831
Porcelain Cutout Replacement Program
278
5,068
Lighting Street Light Connections
1,631
12,681
Storm Trouble
1,071
33,597
Underground Subdivisions new construction
44,055
Animal Guard Installation
423
5,812
Miscellaneous Capital Costs
15,823
134,437
TOTAL: $ 101.357
$ 1081740
PI
February 20, 2015
MAINTENANCE PROGRAMS
Aged /Overloaded Transformer Replacement through 12/31/14
Padmount:
Single- Phase: 11.36% replaced (of those over 20 years old)
Three - Phase: 6.41% replaced (of those over 20 years old)
Overhead:
Single- Phase: 8.62% replaced (of those over 20 years old)
Three - Phase: 3.33% replaced (of those over 20 years old)
Pole Testing System -wide (600 -1,000 poles /year)
Year -one inspection complete: 645 poles tested (-10 %)
• 390 silver tag (PASSED)
• 233 red tag (FAILED): 21 have been replaced (as of 2120115)
• 22 double red tag (CONDEMNED): 22 have been replaced
17 of 43 transfers have been completed (as of 2/20/15)
13.8kV /35kV Feeders - Quarterly Inspections
5W8, 5W9, 5W4, 5W5, 4W7, 4 W23, 3W8, 3W18, 3W6, 3W13, 3W5, 3W15, 4W5,
4W6, 4W13, 4W10, 4W12, 4W16
Miscellaneous branches and vines were found and removed.
Manhole Inspections
Pending.
Porcelain Cutout Replacements (with Polymer)
As of January 2015, there are 314 remaining porcelain cutouts to be replaced. 88%
complete.
Substations:
Infared Scanning (Monthly)
Station 3 Scanning complete through January - no hot spots found
Station 4 Scanning complete through January - no hot spots found
Station 5 Scanning complete through January - no hot spots found
Substation Maintenance Program
• Inspection of all three stations by UPG in progress. 95% complete
February 20, 2015
SYSTEM RELIABILITY
Key industry standard metrics have been identified to enable the RMLD to measure and track
system reliability.
SAIDI (System Average Interruption Duration Index) is defined as the average interruption
duration (in minutes) for customers served by the utility system during a specific time period.
SAIDI = the sum of all customer interruption durations within the specified
time frame _ by the average number of customers served during that period.
SAIDI 2010 -2015
100.00
90.00
80.00 85.75 � 2010
70.00 � 2011
60.00 t -- — 6235 2012
50.00 �- ._ _ __ -_ � 2013
40.00
30.00 - ._ - � 2014
20.00 i � 2015 YTD
10.00 0.11
0.00
Region Average
_
2010-2011-2012--2013 2014-2015 National Average
Average SAIDI
SAIFI (System Average Interruption Frequency) is defined as the average number of
instances a customer on the utility system will experience an interruption during a specific time
period.
0.90
0.80
0.70
0.60
0.50
0.40
0.30
0.20
0.10
0.00
SAIFI = the total number of customer interruptions _ average number of customers
served during that period.
SAIFI 2010 -2015
0.83
0.55
2010- 2011 - 2012 - 2013 - 2014 -2015
Average SAM
X2010
� 2011
� 2012
X2013
X2014
� 2015 YTD
Region Average
National Average
February 20, 2015 4
C7
PE
CAIDI (Customer Average Interruption Duration Index) is defined as the average duration (in
minutes) of an interruption experienced by customers during a specific time frame.
CAIDI = the sum of all customer interruption durations during that time period _ the
number of customers that experienced one or more interruptions during that time period.
120.00
100.00
80.00
60.00
40.00
20.00
CAIDI 2010 -2015
0.00 + - -- —T
2010 -2011- 2012 - 2013 - 2014 -2015
Average CAIDI
105.77 � 2010
83.00 r 2011
2012
� 2013
� 2014
� 2015 YTD
Region Average
National Average
This matric reflects the average customer experience (minutes of duration) during an outage.
Note: Since SAIDI, SAIFI and CAIDI are sustained interruption indices; only outages lasting
longer than one minute are included in the calculations.
February 20, 2015 5
Outages Causes Calendar YTD (from eReliability website)
January 2015
Unknown
Weather 7
10 3%
Vehicle Accident 5%
9
4%
Wildlife
55
24%
Utility Human Error
1
0%
Natural
1
0%
Outage Cause Count
Tree 2'
Total 4
Outage Causes
Annual Average 2010 -2015
Equipment
83
36%
■ Tree
Equipment
Wildlife
Vehicle Accident
Weather
a- Unknown
Utility Human Error
■ Natural
February 20, 2015 6
Jeanne FoU
m: Jeanne Foti
'�Wnt: Thursday, February 19, 2015 9:27 AM
To: RMLD Board Members Group
Subject: Account Payable Warrant and Payroll
Good morning.
In an effort to save paper, the following timeframes had no Account Payable and Payroll questions.
Account Payable Warrant — No Questions
January 23, January 30, February 6 and February 13.
Payroll — No Questions
January 26 and February 9.
This e -mail will be printed for the Board Book for the RMLD Board meeting on February 26, 2015.
(W
Jeanne Foti
Reading Municipal Light Department
Executive Assistant
230 Ash Street
Reading, MA 01867
781 - 942 -6434 Phone
781 - 942 -2409 Fax
Please consider the environment before printing this e-mail.
Jeanne Foti
From:
Coleen O'Brien
Sent:
Thursday, February 26, 2015 9:39 AM
To:
RMLD Board Members Group
Cc:
Jeanne Foti
Subject:
ACCOUNTS PAYABLE QUESTIONS
Categories: Blue Category
Good morning: Chairman Talbot had provided me these questions based on reviewing the AP Warrant.
1. Can the RMLD check to see if they can garner abetter pricing for long distance landline telephone service.
It is my understanding that the town and the RMLD share a Federal ID number and therefore there may be
certain limitations to RMLD having its own separate long distance plan. We will be discussing how the RMLD can
reduce its long distance calling costs with both Verizon as well as the town. I can keep the Board apprised of the
progress on this analysis.
The RMLD has three year contracts for the single - purpose dispatch radios and mobile phones that have push -
to -talk, can these be combined.
The three radio contracts cover the entire radio system, repeaters, dispatch radios, and maintenance. The
primary function of the radio system is to provide a required reliable and dedicated frequency communication
for electric circuit and substation switching. Radio coverage, unlike cell phone coverage, is critical when
vendors submit bids for the system; with demonstrated capability for 100% coverage through adequate
repeaters within the entire service territory. A cell phone system can be utilized as the back -up to a radio
system for limited switching, only if a push to talk group feature can be enabled without delay in transmitting
the command, without dead zones, and have sufficient group capacity for the number of employees /trucks
who may be assigned to the switching order. The plan was to eliminate the older flip phones with push to
talk smart phones to combine a number of other smart features; however the smart phones still have
problems with the push to talk application including delay and battery drain. The RMLD continues to evaluate
efficiencies in communication systems to ensure proper electric system operations for the safety of the
employees and the system.
3. RMLD pays for Internet service, however, owns its own Internet - connected fiber infrastructure. Can the RMLD
bring Internet service in -house and provide this to other Town departments in order for both entities to save
money.
As part of the Organizational and Reliability Studies, maximizing the use of RMLD's fiber internally to enhance
operation and reliability of its electric system and communication with its electric customers is being evaluated
(Demand Response, Outage Management System, etc.). The studies will also address whether utilizing strands
of the RMLD dark fiber loop for other core businesses could have a benefit. Recommendations on this topic
would be at higher elevations and a dedicated study would be required to address your question specifically.
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