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HomeMy WebLinkAbout2015-05-14 RMLD Board of Commissioners MinutesReading Municipal Light Board of Commissioners Regular Session 230 Ash Street Reading, MA 01867 May 14, 2015 �w Start Time of Regular Session: 6:38 p.m. End Time of Regular Session: 9:55 p.m. Commissioners: Thomas O'Rourke, Chairman David Talbot, Vice Chair Philip Pacino, Commissioner John Stempeck, Commissioner Dave Hennessy, Commissioner, Secretary Pro Tem Staff: Coleen O'Brien, General Manager Robert Fournier, Accounting/Business Manager Jane Parenteau, Integrated Resources Director Guests: Steve Rupp, Vice President, Engineering Solutions, Leidos Ken McNeil, Operations Manager, Booth & Associates Joan Boegel, Climate Advisory Committee Gina Snyder, Climate Advisory Committee Citizens' Advisory Board (CAB): Dave Nelson, Vice Chair RECEiVE_U TOWN CLERK READING. MASS, 3 j y NOV -4 A O S'1 1 Jeanne Foti, Executive Assistant Hamid Jaffari, Director of Engineering and Operations Mark Uvanni, MIS Manager 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 �%w Chairman Talbot read the RMLD Board of Commissioners Code of Conduct. Introductions Commissioner Hennessy will be the Secretary this evening. Chairman Talbot recognized Citizens' Advisory Board member Dave Nelson. Chairman Talbot polled to see if there was any public comment, there was none. Ms. O'Brien stated that members of the Climate Action Committee were going to be present later in the meeting. Chairman Talbot will open up discussion at that point. Review of RMLD's Fiscal Year 2016 Capital Budget (Attachment 1) Ms. O'Brien reported both, the Capital and the Expense Budgets were presented to the Citizen's Advisory Board (CAB) and received approval for recommendation to the Board. This evening the Capital Budget will be presented. Ms. O'Brien reminded the Board that from last year RMLD has changed the budget into a six year plan including Fiscal Year (FY) 2015 budget and year to date out to FY 2020. FY 2017 through FY 2020 are illustrative to provide the Board an idea of the projects that are planned out. Ms. O'Brien pointed out that the RMLD had the preliminary results of the Reliability Study. Ms. O'Brien indicated that the results had already been incorporated in the budget. At this point, Ms. O'Brien turned the budget presentation over to the staff. Mr. Jaffari stated that in the FY 2016 Capital Budget, the results of the recently completed Organizational and Reliability Study were incorporated. Mr. Jaffari reported in regard to the FY 2016 Capital Budget, the following capital expenditures are also recommended by Booth & Associates in the Reliability Study: Substation 4 Switchgear Breaker Replacement $508,000, Distributed Generation $2.164 million with anticipation of this occurring at Substation 3 because there is a gas available. The gas line can be configured onto the corner of the property through a bus to the breaker. The Substation Equipment Upgrade at Substation 4 and 5 costing $254,000. GIS Upgrade is $420,000 the Request For Proposal (RFP) for that project is out and is due back by May 19 with approximately ten to twelve vendors who have sent in proposals. Stepdown Upgrades, which need to be converted from 4KV to 13.8 KV which will decrease system losses by replacing old equipment and increase plant value. The Transformers /Capacitors, $668,000 these are the ones that will be upgrade as `Il W part of the transformer load management program, the age related or load related. Mr. Jaffari reminded the Board there have been a few transformer oil leaks in the past that is a sign of transformer deterioration due to age. Regular Session Meeting Minutes 2 May 14, 2015 Review of RMLD's Fiscal Year 2016 Capital Budget (Attachment 1) Mr. Jaffari continued noting RMLD needs to install more cap banks that can be controlled from the SCADA. Currently, the capacitors, during the peak time, are manually being operated, with having the SCADA this will automate the process, as the load increases during the peak. These capacitor banks would be automatically programmed to come on which improves the power factor by decreasing kr losses. The following are capital projects: LED Streetlight upgrade is a three year program that costs $3.6 million, the HVAC System Upgrade is for 230 Ash Street building and will cost $600,000. Currently, the Request For Proposal (RFP) is being evaluated and the recommendation will be presented to the Board next month. URD upgrades are $340,000. These includes Cooks Farm in Lynnfield and others that our underground system contractor currently working on. In the Routine Construction category the RMLD generally spends approximately $1 million annually on the commercial and residential. Rolling Stock Program is budgeted at $448,000, which consists of trucks, forklifts and the spreader. Mr. Jaffari stated that the AMI/Metering System (500 Club) will cost $219,000, for approximately sixty meters because RMLD to get information out of those meters that we are not capable of reading. The RFP which was awarded to Cooper Eaton System, which is the most advanced AMI system providing a true two -way Fixed RF mesh networking. Using Eaton AMI, the metering information can come back to the SCADA system that can help fault detection & isolation operation. RMLD is in the pilot phase of this program with everything going well. MIS is budgeted for $451,000, which includes software and servers. Mr. Jaffari noted that he and Mr. Uvanni worked jointly on the technology road map to ensure there is no redundant spending cross departmentally. IRD includes EVSE, Data Loggers and Efficiency Meter is budgeted for $60,000. Other projects (Facility Site Plan, Lowell Street Project, West Street, and Fiber Optics) are budgeted for $2.014 million. These projects are Lowell Street, URD constructions, and the Department of Transportation, Commonwealth of Massachusetts funded projects like West St upgrade in Reading. The fiber optic loop needs more nodes for distributive automation projects. It is a great asset because fiber is the best communication backbone for the distribution automation system. Mr. Jaffari stated that the total Fiscal Year 2016 capital projects come in at $10.59 million. Most of the items in the budget are maintenance related with old items being taken down with new being put up that will increase the plant value. Ms. O'Brien asked Mr. Jaffari about the capital project transfers from last year off the $10.5 million that was approved by the CAB, what is the amount. Mr. Jaffari responded that the carryover is approximately $2.5 to $3.0 million. Mr. Jaffari reported that the HVAC, LED, URD and West Street were carry overs from last year. Mr. Jaffari reported that of the $7 million that $2.1 includes distributed generation. Capacity and transmission costs will be tripling in 2017 this is a way for the RMLD to mitigate some of the expenses whicl- are passed onto our customers and Ms. Parenteau will elaborate more on this issue. ..r Chairman Talbot asked if that piece of it will be presented later during the meeting. Mr. Jaffari confirmed that it will be presented in more detail. Mr. Jaffari discussed the new Tree Trimming Program as of January 2015. Integrated Vegetation Management (IVM). The IVM document is out and has been given to the tree wardens as well as the DPW Directors of each community. Mr. Jaffari stated that he had the first meeting with North Reading DPW Director and Tree Warden. We also met with each community, Town Manager and the Board of Selectmen, informing them that RMLD would like to go to the eight foot cut as soon as the IVM is out and will be delivered to them. Now RMLD is in compliance with Massachusetts Law Chapter 87 for IVM. The RMLD did not have an official IVM Plan prior to this implementation and are in compliance. Mr. Jaffari reported on the underground crews under the current contract effective September 1, 2015, with Fisbach & Moore will not be renewed. RMLD expects augmenting crews to handle all the underground splicing, terminations and making the elbows. In absence of the contractor beginning on September 1, the RMLD will take the underground work back. Mr. Jaffari explained that the contract currently states that RMLD is contractually obligated to give crews eight hours of overtime on Saturdays because the contractors are working on our system. As a result of this transition, mandatory overtime connected with the underground contractor will go away. However, that does not mean the overtime will be cut down totally because there is substantial maintenance that needs to be performed in order to get caught up. Also, part of the overtime on Saturdays and Sundays are subsidized by the contractors for the fiber installation or the jobs that the customers are required to shut down on holidays, therefore, not all overtime will be charged to RMLD costs. Mr. Jaffari stated that RMLD uses the pole software in house. In the past, the RMLD farmed out engineering services for circuit designs now RMLD has software, for a great investment of $14K, guarantees RMLD will be within the code, National Electric Safety Code. This software is interactive and is a very good tool to have for the design. It makes sure RMLD meets all the clearances for public safety and employee safety sake. Now every engineer has access to this software, for any type of design, pole upgrades, any change taking place first it will be performed on the software to make sure it is good engineering practice before it goes out to construction. Mr. Jaffari added this is another costs saving RMLD will have in place because it eliminates engineering firms. Mr. Jaffari said that the Substation Testing and Maintenance Program is in the works. RMLD has spent $150,000 on the substations order that equipment could be tested which has been completed. Now we have the list of what needs to be fixed with almost 70% those findings are fixed. Regular Session Meeting Minutes May 14, 2015 Review of RMLD's Fiscal Year 2016 Capital Budget (Attachment 1) Mr. Jaffari stated that a breaker that needed to be replaced, the eight bushings of the transformers at Station 4 - 115kV /5kV transformers that the bushings were bad which were on the verge of failure were replaced, the breakers were replaced, but some minor things still need to be repaired. Mr. Jaffari noted that the RMLD purchased a state of the art testing device from Omicron. The new Tech Services Group is receiving training from Omicron. In the future Tech Services will be perform those tests with the exception of 115kV which represents a cost savings. RMLD does not have testing equipment for the 115kV because it is expensive specialty equipment therefore, it is more effective to have professional testing vendors. Mr. Jaffari said that RMLD is using the NJUNS software that allows for better tracking that Verizon as well as Comcast also utilize this software. When RMLD is installing a pole and needs a transfer it automatically goes into the other party's database, showing when they need their transfer, which will make these timelier. Mr. Jaffari pointed out that RMLD will see an increase in number of double poles throughout the system because of all the system upgrades that is needed for the maintenance. In light of the pole testing program 30% of poles that were tested failed. RMLD has replaced all poles identified as condemned to make sure it is safe, however, there are more that need to be replaced. Mr. Stempeck stated that with the pole testing program he noticed that in the data that two thirds of the poles are owned by Verizon, is RMLD is testing their poles, as well? Mr. Jaffari stated no, not right now, that is a recommendations that Booth & Associates made. RMLD will have to meet with Verizon to work on the joint agreement as well as talking to them about the testing of their poles. Mr. Jaffari stated that his recommendation would be to test them even if they are not spending the money to do that. This must be discussed with Verizon first because it is their set area. It is Verizon's obligation, by law, to inspect 10% of the poles. RMLD will entertain the idea and will come up with a mutual agreement. Mr. Jaffari stated that the poles that are found in the field that are failing RMLD will give Verizon the list. In fact, RMLD has already tested 17 of their poles, 10 failed after receiving the report from RMLD Verizon has already replaced those poles. Mr. Jaffari stated that due to their liability they would embrace it and have it done. Mr. Jaffari and Ms. O'Brien are working with Verizon. Ms. O'Brien stated that there are states where Verizon has gotten out of the pole business and it is unclear about what is happening with Massachusetts because there is legislature under the DPU that gets a little sticky with Verizon. Ms. O'Brien commented that RMLD will be meeting with Verizon on the pole testing, pole replacement and transfers. RMLD does not know what the other companies, such (W as Frontier, that are buying out Verizon are doing, it could be a big issue in this area. Ms. O'Brien stated that if there are 13,000 poles with 2/3 of those poles are Verizon's, RMLD may need digger derricks and manpower to replace poles for transfers that is something RMLD needs to know. Mr. Pacino stated that for many years there has been discussion on buying the poles from Verizon. It has never been successful. Ms. O'Brien pointed out that Booth & Associates is at the RMLD training employees on the National Safety Code Training, which entails loading and guying on the pole. In some instances, out in the field, when a pole has been hit Verizon has come in and actually chopped down their wire and did not replace it, that is another issue. Ms. O'Brien stated that she wants to discuss with Verizon some of their equipment/wires on the pole just leaving and abandoning in place because it would affect RMLD's loading and guying. Mr. Jaffari reported on the Purchasing Power savings, in such areas such as distributed generation at Substation 3, implementing a Demand Side Management Program as well as a small Demand Response/Peak Shaving Program in which Ms. Parenteau will speak to. This will be implemented once the sixty meters are upgraded are replaced. Mr. Jaffari reported on Engineering & Operations pointing out that Booth &Associates investigated and endorsed all the newly developed programs such as: the Maintenance Programs, the Field Optimization Plans, System Automation Plan, System Planning and Designing Methods, NEC Codes Enforcement Method, System Design Tools, Training Programs and Safety Program, all the programs. The Reliability Study recommendations will be presented by Ken McNeil from Booth &Associates since these are all the major recommendations that they made. The Organizational Study, the deficiencies and recommendations will be presented by Steve Rupp from Leidos in more detail. Distributed Generation Cost Benefit Comparison Ms. Parenteau stated that since distributed generation was a large ticket item within the Capital Budget, three different technologies were looked at in terms of their strengths and weaknesses. One thing that is important to mention is that all of these technologies are very good, our approach has historically been the portfolio approach. In time, as prices have come down it is RMLD's hope that we can incorporate all of these into the portfolio, which in fact we have some of those items. In reviewing national gas fueled distributed generation and compared it with battery storage, energy storage and a solar pv canopy, which is really comparing apples and oranges. However, we wanted to give the Board some analytical cost benefits to look at this in terms of information and voting on the Capital Budget. The way we looked at this is we took $2 million and checked what that would buy us across these three different technologies. Regular Session Meeting Minutes 4 May 14, 2015 Distributed Generation Cost Benefit Comparison Ms. Parenteau pointed out that there is $2.1 million dollars which is the amount that is in the Capital Budget for the natural gas distributive generation that would obtain approximately two megawatts of off peak power that we would be able to curtail both for the capacity and the transmission peak. Ms. Parenteau explained that for $2.1 million for battery storage we would get about one megawatt which would have a capacity value of .8 and then for a solar canopy system $2.1 million gets approximately 750 kilowatts if you look at that in terms of peak demand, because from a capacity standpoint, we usually peak between 3:00 p.m. to 5:00 p.m. with the solar maximizing around 10:00 a.m. to 2:00 p.m. there would be some degradation in terms of the amount of peak value that we would be able to obtain from a solar system. We took a conservative approach because we do not want to overestimate any savings. We assumed a debt service of about 3.5% if we were to finance this over a ten year period of time over time in each of these scenarios, included some interest in as well as the payback of the principal amounts. When you look through the numbers over an annual basis the expenses of the three scenarios were about $500,000 for the DG (natural gas), about $300,000 for the battery storage and about $252,000 for the solar. For the potential income we looked at capacity credits, transmission credits and if we were to run this for economic and LMP or energy savings that would arrive at some additional dollars. On the solar side, the SRECs is really what generates it, those are solar renewable energy certificates and that market is regulated by the state and what we have is a pricing over a ten year period for that piece. The net cash value for those three scenarios for a ten year period is: the distributive gas unit it was about $4.2 million, battery storage was about $731,000, and about $414,000 for the solar canopy. Ms. Parenteau stated that we wanted to provide the relative impact on the residential customers because as we all know Purchase Power is a pass through, whatever our costs are we pass that to our consumers. If we are able to implement some of these things we could reduce that cost we are passing though because as a utility RMLD is unable to earn any revenue on it. Mr. Stempeck asked, in terms of the net cash value is it a cash flow over ten years. Ms. Parenteau answered, yes it is based on an assumption of 4% of the net present value. Mr. Stempeck asked if there was there any residual life. Ms. Parenteau stated they looked at the ten year period only because that was the finance period that RMLD assumes, but there is residual life after that period. Mr. Stempeck asked about the battery storage, is that for a conventional battery. Ms. Parenteau stated that it would be a utility size, but RMLD would like to do a pilot with that we can get some of those on the solar system in order to get a sense of the advantages /disadvantages for the consumer and for the utility to do an analysis. 0 Chairman Talbot asked about where these unit are housed. Mr. Jaffari responded that Southern California Edison is building a plant based on that. Chairman Talbot asked if you are going to test a lithium ion battery. Mr. Jaffari said that the RMLD are planning to start with the small packet, lithium ion. Mr. Stempeck asked if each one of the technologies provides positive net cash value. Ms. Parenteau responded that is correct. Mr. Stempeck stated that they are all liable. Ms. Parenteau agreed noting that it is just a matter of how we base those into a long term plan. Mr. Jaffari added that the return on investment on gas generators is four to five years, with the solar it is approximately ten years and the battery is also the same. It is a matter of what makes sense for now is distributed generation starting with two megawatts then next thing is solar at Station 3 and also some local pilot programs. Mr. Stempeck stated that the compelling feature of the gas generator would prove to be it is a proven technology that has been around for a long time. Ms. Parenteau stated that in hand with that we are doing demand response because our customers signed up. The advantage over an actual generator is that RMLD would have control, we can make appeals out there which we plan on doing and we have customers signed up. Again, it is trying to get a little bit of everything, when that peak period comes we show a decrease in our megawatts. Chairman Talbot stated that as batteries go down that is a blessing because they are more likely to get cheaper when everybody has them. In ten to twenty years the economy has changed all that cheap power at night is not cheap anymore because everybody is soaking it up in their cars and in their home batteries has anybody projected that? There will be a lot more electric cars coming out. Mr. Jaffari responded that RMLD will wait to see how the technology changes within the next ten years. Our goal is to do whatever makes sense. Chairman Talbot asked is it correct that we have about 300 electric water meters and 400 electric water heaters to switch? Ms. Parenteau answered that it is about 250 and three hundred 300. Chairman Talbot asked how many are there in the district, if a couple thousand. Ms. Parenteau answered yes, that is correct and it stated in GDS Study back in 2008 that there was about 2,000 to 4,000. Chairman Talbot stated that there is about 90% electric wales heaters they are getting about $20.00 per month. Regular Session Meeting Minutes May 14, 2015 Distributed Generation Cost Benefit Comparison Ms. Parenteau stated that there is an advantage of being on electric hot water heaters to allow us to shut it off for two hours per day and the credit for that is approximately $100 per year. Chairman Talbot stated that if people knew about it they would take the $100 *%► annually, it would be nice to hit the other 90 %. Chairman Talbot clarified that if all three thousand on this program, what would that buy the RMLD? Ms. Parenteau stated that it is estimated that the customers on the hot water rate we had a few years that were shut off during the peak was about 500kW. Chairman Talbot stated that 250 customers are on the electric hot water heater rate, if another 1,000 customers are on this rate the RMLD would save two megawatts right there. For 1,000 customers to have water heaters what is it in terms of cost? Mr. Jaffari replied that the labor takes about two to three hours, at an hourly rate of $150 for a cost of $300 to $450 installed. Chairman Talbot pointed out that for the cost of $100,000 if more customers were aware of this program the RMLD could obtain 2 megawatts of peak shaving. This is where the RMLD needs the outreach and where customers could help us. Ms. Parenteau stated that he nice thing about the hot water is it goes unnoticed for the customer. Mr. Jaffari added that the good news is with the new AMI System RMLD will be able to assist demand response programs. It would all be through the SCADA triggered by load. So as the load goes up it will automatically be activated. Chairman Talbot asked if RMLD has the ability to see who has electric water heaters by the power consumption signature because they may click on when they are getting a lot of juice at once and come up with a list. Mr. Uvanni asked how would RMLD know it was hot water, it could be something else at a house? Chairman Talbot stated that the technology does exist. Mr. Uvanni stated that the technology does exist, but the customer would need to have a smart hot water heater in order to determine being connected to a wireless internet, generally speaking. Chairman Talbot stated that if RMLD watched the load within the course of an hour or two and when the hot water heater kicks on it is such a big jump it is almost certainly going to be a hot water heater. Chairman Talbot asked if there is a way to know now. Mr. Uvanni replied, yes there is because technically we do hourly reads, we could measure a level of consumption by the hour. Mr. Stempeck stated that he thinks it is a good idea for an outreach perspective and maybe take the next step and ask the Board of Commissioners and CAB should convert their hot water heaters. Chairman Talbot stated that it is well worth infer existing electric water heaters from the RMLD reads, there are different vendors and software out there. If we can have a short list and then we have a job for community outreach to call these customers. Mr. Pacino pointed out that the CAB approved the Fiscal Year 2016 Capital Budget 4:0:1, Mr. Nelson was absent. Mr. Pacino made a motion seconded by Mr. O'Rourke that the RMLD Board of Commissioners approve Fiscal Year 2016 Capital Budget dated March 25, 2015 in the amount of $10,596,000 as presented. Motion carried: 5:0:0. Report of the Chairman of the Board — Chairman Talbot — Broadband Study Committee Chairman Talbot explained that the motion would make a suggestion to possibly be followed by the formation of a committee to study if there is a model that makes sense for an internet offering by the RMLD. There are twelve municipals in the state that have done some business. The right way to do this is incrementally by identifying a specific target. The opportunities such as Taunton seized was when a commercial park they have been making revenue off of that for fifteen years. You can be the service provider for your own municipality. The utility can look at what municipalities are spending today on leased lines, internet and look to see if you can offer a better price. A study can be compiled to look at the service and guaranteed revenues and potential savings to the taxpayer. A study committee is needed to start this. It has to be all four towns that look at this. The motion is a suggestion that this can be done. He spoke to the Town Manager and the Town Charter permits the Board to form committees. The proper way to form this is to sit down with the CAB. Defming who would be on the committee needs to be done. The first task is to identify what you have for fiber, the RMLD has and Town of Reading has fiber. What do the other communities that RMLD serves has, it is a holistic approach. The second thing to look at is what are the schools and town halls spending for telecom services, can we do it ourselves. Holyoke with their first approximation is saving approximately $200,000 annually over a ten year period that is $2,000,000. Mr. Stempeck said that he is in favor of this four communities working at one time. Four communities can have more of an impact. Is it going to be separate from the RMLD, is there an issue with the utility being involved, the arm's length. Chairman Talbot said that it is a good suggestion. The next step would be work with the CAB. As long as it is being done with recommendations for opportunity brought to us. Regular Session Meeting Minutes May 14, 2015 Report of the Chairman of the Board — Chairman Talbot — Broadband Study Committee Mr. O'Rourke said that this is appropriate, the arm's length issue can be addressed by who is the chairman and appointed not RMLD and CAB. Chairman Talbot said that it should not be RMLD or CAB members, but experts within the community. tvp Mr. O'Rourke asked Mr. Nelson if the CAB is interested in looking into this. Mr. Nelson said that is good to at least start the conversation. Mr. Stempeck made a motion seconded by Mr. Pacino that the RMLD Board of Commissioners suggests that a four -town Broadband Study Committee be investigated and if appropriate be formed, with input from RMLD Citizens' Advisory Board and the four Boards of Selectmen, to investigate potential municipal and school savings, economic development opportunities as well as other market needs that could be served by a RMLD Internet or telecom offering or other. Motion carried: 5:0:0. Note: Dave Talbot was Chairman up to this point in the meeting. Reorganization of RMLD Board of Commissioners (Attachment 2) Mr. Stempeck made a seconded by Mr. Talbot to nominate Mr. O'Rourke for Chairman of the RMLD Board of Commissioners. Motion carried 5:0:0. Chairman O'Rourke was honored for the opportunity. Mr. Stempeck made a motion seconded by Mr. Pacino to nominate Mr. Talbot for Vice Chairman of the RMLD Board of Commissioners. Motion carried 5:0:0. Committee Reorganization Audit Committee Mr. Pacino will remain on the Audit Committee with Mr. Pacino being appointed to the Town of Reading Audit Committee. Mr. Hennessy volunteered to be on the Audit Committee. Budget Committee Ms. Foti suggested eliminating this Committee considering the RMLD Board of Commissioners all vote on the budget, anyway. All Commissioners agreed to eliminate the Budget Committee. Policy Committee Mr. Pacino, Mr. O'Rourke and Mr. Stempeck will make up the Policy Committee. Account Payables and Payroll Ms. Foti suggested where Mr. Soli filled in, it will now be Mr. Hennessy with Mr. Pacino as first backup. All the commission members were in agreement. Mr. Stempeck made a motion seconded by Mr. Pacino to approve all the Committee changes and assignments. Motion carried: 5:0:0. Presentation — Organizational — Mr. Steve Rupp, Vice Present, Engineering Solutions, Leidos (Attachment 3) Chairman O'Rourke welcomed Mr. Rupp, who will present the Organizational Study results. Mr. Rupp started the presentation by pointing out that the utility industry is undergoing through profound changes. He has spent a lot of time with the agencies that focus on public power such as American Public Power Association, Light Public Power Council, and Northeast Public Power Association in addition to agencies across the country. Mr. Rupp stated that the type of categories he thinks about when referencing profound changes are aging infrastructure which is a national problem involving all elements of infrastructure from roads to wet infrastructure to electrical infrastructure. We are a country that has grown relatively fast and have not been as responsible as we could have been in keeping up with the infrastructure. Now we talk about the paying price as we look forward to challenges the next generations will face, how they will come up with the money, how they will come up with the resources to build up their streets, highways, sewers and water treatment delivery systems. Mr. Rupp also commented on the talent, the human resources it takes to operate these enterprises, the average age in this organization is in the high forties with the average years in service is over twenty years. 0 This is not Google, this is not Apple, this is not Microsoft, this is not what the contemporary companies; to attract bright young minds, it is tough to find people, hard to keep people and it will get worse as we look forward to time. We really need to think about career solutions to dealing with talent challenge. Regular Session Meeting Minutes 7 May 14, 2015 Presentation — Organizational — Mr. Steve Rupp, Vice Present, Engineering Solutions, Leidos (Attachment 3) Mr. Rupp said that we need to rethink about what is our role as an enterprise as an organization to manage talent and how hard should we be working to recruit, to develop and to retain. Technology has become pervasive in this industry. Mr. Rupp stated that he likes to think technology really should not be thought about anymore as the computer on the desk or the IPhone in the pocket. It has really more become part of the infrastructure itself. It is in the equipment that installed at the substations and devices installed in people's homes. On poles we use to operate by control over at the distribution system. Mr. Rupp said that if it is infrastructure it needs to be planned, operated and maintained. That is a real change in the way utilities are thinking. Distributed resources this infrastructure was built to deliver energy from centralized power plants through transmission and distribution systems to homes and that is changing. Now we are being asked to operate a two way distribution grid. Mr. Rupp stated that it was not designed for that, it was never intended to do these things. As previously discussed, the upcoming potential for the home battery energy storage that will change the landscape. It will be more interesting with solar being put on your home that charges up the batteries. At night there will be excess power flowing back into the distribution system which was never designed to do that. There are markets that are changing dramatically again; originally we had a nice monopoly here we built power plants, shared in building power plants, provided electricity for the customers, set them a bill, they sent us a payment and the relationship goes on, but the markets are changing dramatically. The Demand Response is becoming a commodity which will be treated just like generations participating in the market. When we discuss the ability to operate your resident's electric hot water heaters to turn them off to shave peak demand, the markets are will treat that like turning on generations, we have prices to associated with it and this will be incorporated into your portfolio. It is very complex and fast it is different from the way we will have always done business. Mr. Rupp stated that consumption is on the decline. He was at a presentation two weeks ago in Carlsbad, California with the Municipal Utilities Associates Tom Henner, presented a graph from Intel Resource Institute that showed the first time in history the relationship between gross national product capita and energy consumption per capita has changed. Now we are producing more per capita GNP with less energy per capita, it has never been that way. It is a real result in the investments made in energy efficiency, conservation and distributed generation. Mr. Rupp stated the challenge for RMLD and the other utilities is in order to make that sustainable to make it work you need to have a rate structure that allows that decline in revenue without going into your fixed operating costs. If you cannot recover a fixed cost operating the utility from that revenue stream, the utility cannot survive. Today, every kilowatt hour the customer reduces their consumption a little bit of that, a little slice of that, is your fixed operating cost that you are not getting that revenue from. The RMLD is making strides to change that to make those corrections a little bit in the last rate redesign, but you have to pay more attention to that as the distributed generation becomes prevalent in the service territory. Mr. Rupp said that to cherish retirements the investments to be made in centralized coal and nuclear were great when power was almost too cheap bare nuclear and very inexpensive to coal plants. Regulation, legislation and political agendas have changed that landscape greatly as coal plants are dropping off and nuclear power plants are not too far behind them. Mr. Rupp doubts we will see nuclear or coal completely gone, but it will significantly reduce replaced by natural gas and renewable resources. In this particular area there is not enough natural gas capacity to serve the demand. There is not enough pipe line to deliver gas to generation resources in the area, as a result prices are getting more dramatic that is another real threat. When all that is stacked up that is a lot to think about for this utility to survive going forward. The RMLD asked us to come in with questions in mind, but what we need to do to make the utility, in terms of its organization and structure, to survive through these kinds of changes. Mr. Rupp explained that his company looked at four main components of the operation, we performed a current situation analysis as we sat down and interviewed nearly half of the staff, all senior managers, talked about these challenges, what working, what is not working in order to obtain a good idea of the current state of the utility. We performed a benchmarking study to look at across twenty plus metrics on how RMLD compared to its peers in the regionally as well as nationally. Some of the electric utilities benchmarked were Peabody, Taunton, Danvers, Holyoke, APPA and NEPPA to compare how RMLD measured up and we will share those results with you. Mr. Rupp stated that an abbreviated compensation benchmark compensation survey by looking at some critical positions in the utility and how RMLD compares to the market, is there an answer in there that might help you understand what is needed to be done in order to address the retention where there have been issues. Mr. Rupp noted they also looked at the overall effectiveness of the organization and how the management team is working together, is work getting done that is budgeted for, those kinds of issues. We performed a best practices review looking at twenty five best practices that we believe are important for a utility, provided an assessment about how we think RMLD is doing and made some recommendations. As a result, we had fifty two recommendations prioritized and put into a schedule as a conclusion to the report and what we think RMLD team needs to look at and decide what they want to take on in order to move forward. Regular Session Meeting Minutes May 14, 2015 Presentation — Organizational Study — Mr. Steve Rupp, Vice Present, Engineering Solutions, Leidos (Attachment 3) Highlights of the current situation analysis: • The utility is definitely in a state of transition with a lot of work to be performed. • There is new management that has been here nearly two years that is highly in tuned to the challenges the industry. is facing, highly in -turned to this utility needs to do to be prepared and is looking for the right solution to be able to successfully manage the change that needs to happen to get through it. Mr. Rupp stated that there are some great success stories about what has been accomplished in this time period, there is a lot more that remains to be done. • The RMLD performed a Cost of Service Study resulting in a rate redesign was undertaken in 2013 with some initial changes have gone into effect there are some other rate changes that are coming in the near future, those are excellent moves at what a utility should do. • One of the nice values of public power is that RMLD has local control; has the ability to make those kinds of critical changes to the business and that gets reflective as to how the financial community looks at RMLD in terms of investment grading RMLD get when it is time to go out to borrow money to replace aging infrastructure, RMLD gets rewarded for that local control, it is a huge value. RMLD does not answer to shareholders that live outside the service territory, your shareholders are your neighbors and the community that reflects their values, their priorities and needs, they may not always agree with you, but they get you. That is something in which you all should be very proud. • RMLD has made improvement in the procurement process some of by design and some out of necessity which were important strides. • Improvements in financial reporting which has to do with contemporary idea of unbundling the rates in order that the RMLD can look at the cost of service from the generation transmission distribution side in order to manage the business against those unbundled characteristics. That means having to change the financial reporting to be able to look at that to compare a budget and actual performance based on those unbundled categories and RMLD is making very good progress. • A lot of work is starting to the Career Development Plans that is in recognition of the need to be able focus on the talent that RMLD has here because it is hard to recruit people, not a lot of people interested in coming in to this industry. It is difficult to attract them, the number one priority should be keeping people we have and helping them move along in their careers which means putting together plans for training, making clear to them what the expectations to be able to advance and RMLD is making great strides in this area. • Current efforts to improve internal communications have been well made and a reflection of that is that we had an all -hands meeting where Mr. Ken McNeil from Booth & Associates and Mr. Rupp had an opportunity to gather and present the same briefing to anyone who is willing to attend and there was a full house. There were some tough questions asked and basically people are beginning to understand, appreciate what lies ahead. Soon we should see who will be onboard and want to part of the solution or not that is the next step. Mr. Rupp stated there were great questions today from the Community Relations Manager noting that he overlooked the communications elements of the study's results and she called me to task, had great dialog. We discussed how important communication is both out facing the customers and the community RMLD serves as well as inward. Some of the old command control structures that were here and that is very typical of this industry, small utilities, very strong manager, very well structured silos and communication was always from one silo or manager down to the next silo and where it needs to go. A lot of utilities grew up that way, tough to survive, but we are facing the need to not operate that we see those silos coming down and that is the very important progress. Mr. Jaffari is working very hard on a technology roadmap and we review that they are very much on the right track. Again, there are opportunities to do more and road mapping is a strategic plan, it is not a destination it is a journey. This is the kind of thing that technology changes quickly and RMLD must continually look at your assumptions, choices and decisions, firm them. When they do not make sense make an adjustment going in one 40 direction and see a lot of support. We have seen a lot of that happen here and that is terrific. Regular Session Meeting Minutes May 14, 2015 Presentation — Organizational Study — Mr. Steve Rupp, Vice Present, Engineering Solutions, Leidos (Attachment 3) Highlights of the current situation analysis: ® • Getting on top of the maintenance a lot of time has been spent in trying to figure how to prioritize and where to focus in looking at the maintenance of the infrastructure. RMLD has had some strong signals from the infrastructure itself about what to pay attention to, transformers begin to leak and fail which is a good sign that we need to pay attention. • Become more proactive and less reactive in taking care of those maintenance plans that are in the budgets that were presented. You should feel confident that your utility is doing the right thing and focused in the right direction. The current Human Resource processes is here and in our opinion have not caught up with where they need to be to face the challenge that RMLD has coming ahead. This type of HR structure that is in place now worked well twenty years ago, but it needs to change. People are not fighting to come to work here, its difficult to find people it is important to think creatively and put more energy into recruiting. Many of the people that are here are very far along in their careers and it is getting to that point where RMLD is at risk of how to keep these valuable assets motivated and excited about embracing the challenges that must be solved when they may not be here in another three to four years, that is not an easy task. You have to try to find some way to get value out of the last two to three percent somebody's time and investment if you are going to build a new company. • Mr. Rupp commented that they have seen signs of that taking place. Succession planning is starting, there is a lot of work to do around succession planning still, RMLD is vulnerable in a lot of areas where there are key people have been in positions in a long time. If they were to leave tomorrow there will be a big gap to fill and RMLD is not prepare for it. That is a priority. Mr. Rupp continued noting the current Organizational Structure is less efficient with the utility. The current organization is the legacy was built out of necessity, it is a reflection of decisions that were made to solve problems with the least amount of pain. For example, people that could not work together as constructively as they might otherwise that problem was solved by putting them in different parts of the organization that solved that particular interpersonal problem. This perhaps was not the best thing for the utility to do in the long run. This must be looked at and plan what is the best organization structure for the what we have to do going forward, figure out how we are going to transition there and get beyond decision that were made in the past. There are a lot of opportunities for the leadership team, by leadership team here, anybody who is a supervisor and manager and above. Lots of opportunities to really work on what leadership means, what are the responsibilities of leadership that go beyond just being able to check off the tasks that are on the to do list every day, mentor it, team building, coaching, decision making, prioritizing, time management, these are kinds of things that are good qualities in an effective leader. Mr. Rupp suggested that creativity is another important attribute and that is something that cannot be taught you have to more nurture it and try to find those people that are creative and help them gain positions where they can make up for those that maybe are not as creative. Those kinds of opportunities exist and we have ideas improve that in the organization. Mr. Rupp stated that is the current situation analysis. Mr. Rupp provided a brief overview of the benchmarking. It is hard to summarize this when you have seen the report there are fifty slides on this, a lot of detailed information that requires some thought and consideration. We have tried to put it all in perspective and try to raise it up to right level. Mr. Rupp noted that in most of the benchmarks the utility is performing well. He put an asterisk by some of the things that need to be looked at very carefully particularly the last two, the distribution operating and maintenance expenditures per circuit mile. Generally speaking, when those numbers are lower it could be a sign of efficiency that RMLD is not wasting money, but if not spending enough money the results could be misinterpreted. The net metric may be better than the average, it may not be a good thing it can be warning sign. RMLD is in the middle in terms of financial performance and that is improving due to the adjustments that have begun to be made to deal with declining kilowatt sales. Mr. Rupp stated that based on the rate changes that were made RMLD will probably see some improvement in the operating income and the operating ratio which might be moving back toward the average. Mr. Rupp recommends reviewing these benchmarks at least once a year. A strategic plan can incorporate the benchmarks. Mr. Stempeck asked that on a quantitative basis on performance measures is there any reason we cannot add this to the same quarterly of the dashboard that we have talked about or do a monthly dashboard or every six months? Mr. Fournier replied that it can be done. CW Mr. Rupp added that he cautions to pick the right ones if you are going to look at it that frequently particularly things like and operating and maintenance expense. If you set a quarterly goal then it could be measured against quarterly progress, but generally it is annual. Mr. Stempeck stated he wonders if the data could be generated from the metrics. Mr. Rupp answered that many utilities look at that on a regular basis, but particularly things like the operating income and financial statistics that represent performance on a monthly or quarterly basis. It is very common for utilities to report those and put them on a chart that is presented to the Board. Such items as reliability outages statistics is reported, power costs, etc., are reported to the boards. Regular Session Meeting Minutes 10 May 14, 2015 Presentation — Organizational Study — Mr. Steve Rupp, Vice Present, Engineering Solutions, Leidos (Attachment 3) Chairman O'Rourke stated that Mr. Stempeck's point is good and in a high level on a regular basis on an annual matrix. Chairman O'Rourke asked that relative to the per customer matrix and asked whether attempt to normalize since not all customers are created® equal? Mr. Rupp replied that it is done in the narrative. For example, if the comparisons per customers are done against Holyoke (the one that is much smaller than RMLD) the dominator drives their numbers up, their values are skewed by RMLD's, there would need notes for a reminder that there are differences in their utility, don't try to mathematically normalize it. Mr. Rupp said that they stick with the APPA methods then we do not have to explain our approach if we conform to what the industry is doing. Chairman O'Rourke stated that what he meant was there may be some huge commercial advisors that are here in Reading that is a customer and Board members are customers, it is a service level benchmarking on customer service, it probably is true that the amount of service required for those are different noting that he just wanted to factor it in to our grand scheme of things. Mr. Rupp explained that it does not mathematically, but it does a qualitative assessment if there is an interpretative results. Mr. Rupp then noted they looked at the salary comparisons of selected positions and there is room to improve in some areas that may be a little over the market than others. In general the salary and compensation are not limiting factors for RMLD in terms of the ability to retain, there is a good program here. The bigger challenges are getting people are just not interested in getting into this business and investments that need to be made for the stem programs and working with community colleges to developed interest. RMLD is also competing against National Grid and the other larger players who recruit, they go out to colleges and recruit. They also have internships for students. There are a lot of tools out there to look at. Chairman O'Rourke stated that that his company which is an industrial specialty manufacturer has the same challenges. They found in recruiting strategies is to focus on their company has a huge environmental impact due to the use of their products, environmental friendly aspects because that has raised interest in their company for some out of college applicants because they are conscious of energy, the environment, etc. Mr. Rupp agreed noting that the recruiting strategies are out of date and recruiting today the same way as ten to twenty years ago does not work. Mr. Rupp stated that he looked at approximately twenty -five best practices categories and the typical quality that we think of about best practices. The RMLD could set the standard in some areas in terms of what the IT Department has done, it is very impressive and sets the bar. RMLD has the luxury of having an IT Department in this organization because in many municipals IT Departments like this are over at the town and it is a shared resource serving public safety, they are serving public works and the utility gets a slice o their time. 0 Having best practices, competitively prices services is all a good thing. RMLD is still limited in the 2008 Strategic Plan, which stated RMLD wanted to be the low cost provider that is not a sustainable strategy. The RMLD needs to be look at to decide whether to invest and update the 2008 Strategic Plan. RMLD needs to be competitive, needs to be fair, but it costs the organization, it costs the unit price to be the low cost provider especially to sustain this over a long period of time. Being a low cost provider is a market infant strategy and is not a market survival strategy unless you are able to be creative and RMLD is paying a price and trying to catch up in some areas. The resource efficiency and conservation side, RMLD are doing an excellent job and the demand response in the public power space is not really widespread yet, but is growing. There is a many programs for customers, but work needs to be done in the outreach and marketing those programs, but there is a wide selection to look. On the other end of the spectrum there are some areas that RMLD is behind the curve. RMLD needs to invest time and energy that is the work force development, organizational effectiveness, leadership development for management, and project management. We talked about most of those issues although RMLD has some exciting themes to work management Mr. Uvanni and Mr. Jaffari are working on, automating the service and work order process and pulling information out of the field to learn where it is needed. RMLD is at the beginning of that journey, but moving in the right direction. Project management there is a lot of room to improve. With project management it is important to be sure the work is getting completed. There are many reasons why that may not be happening, but we can always do better. Not everybody can be a project manager, but there are some that are very good it. What Mr. Rupp sees some utilities do that are struggling in that regard is go out and hire people who are really good project managers, give them a portfolio of work who are not subject matter experts, electrical distribution engineers, they are really good project managers. They will own a project and they will pull in the resources that is need to get that one done that is a strategy you may use. As RMLD gets the opportunity to hire new people hiring people with a project management professional certification is an important. He is encouraging the RMLD to put that into job descriptions and prove that kind of training for your employees to help them improve their project management skills. There are areas RMLD is doing very wele such as GIS, safety, risk management and energy planning. Mr. Rupp stated that some of the key areas such as work force developmental involves forecasting the future work force needs and in this meeting the Board approved a $10.5 million budget, but none of you asked how many people is it going to take to get that work done and will we have enough. Regular Session Meeting Minutes 11 May 14, 2015 Presentation — Organizational Study — Mr. Steve Rupp, Vice Present, Engineering Solutions, Leidos (Attachment 3) Mr. Rupp noted the short fall in understanding the work force needs going forward is the succession plan for key positions as we discussed there are many employees that are nearing the end of their careers. These employees carry a large amount of responsibility AN for the enterprise. There is nobody yet to back them up if they leave. Mr. Rupp pointed that Ms. O'Brien and her team are working on succession plans but there is still a lot to be done in that area. Mr. Stempeck asked if Mr. Rupp has done work in the succession plan area and noted that in private industry many times the senior managers are in charge finding their successor and developing them is part of their reward within the compensation system. Mr. Rupp replied that he has done work in succession planning. However, RMLD is encumbered by a couple of things the civil service structure does not promote that, most of the workforce is part of a collective bargaining unit therefore succession planning is prescribed by the next person with the number years of service as the successor. They take care of that from a math problem, but it does not solve getting the work done problem, it does not mean the person is succeeded by the right one. What we do in succession planning is help develop succession plans by identifying successors, help develop the redevelopment plans for those people to get them on the right track. Mr. Rupp stated that the most the job descriptions that RMLD have are out of date, they do not reflect the challenges going forward, and they do not impress the work force that you are trying to attract. The study encourages RMLD to invest in updating those to prepare. Chairman O'Rourke asked if that was a challenge in benchmarking the compensation since the position descriptions were outdated, but maybe having the interviews help clarify what employees do. Mr. Rupp answered, yes, Leidos had to make sure they had to put in a lot of thought when comparing the right positions in the other enterprises to be sure they had the right things. Leidos did not delve into the position descriptions to see if they were appropriate. Most of the other utilities are in the same position facing the same challenges. Mr. Rupp pointed out that consistent performance appraisal process is one of the issues here because of the collective bargaining unit agreements that were struck, designed with the incremental increases that are prescribed to you. Less emphasis has been on performance appraisal then the mechanics are getting it done, you need to make sure you understand how important that is to RMLD and put the right level of effort into getting it done. For new people coming in not having a meaningful performance appraisal system is probably the reason they will not stay, if they do not get the feedback and see a path forward to understand what they can do, it will be difficult to keep their attention, it is less important for somebody who is much further along in their career. Mr. Stempeck asked Mr. Rupp that to think about all you have done for other utilities is there one that stands out in your mind something that RMLD could copy? Mr. Rupp answered, yes, they do it brazenly every time we engage and see something that is working very well that sets the bar for our customer, share it, you can do it amongst yourselves and there are lots of examples out there. Mr. Stempeck said that perhaps later, you can point us to one or two of them as a model. Mr. Rupp explained that it is not a lack of data that is the challenge, it is more representative of what you are working on and take advantage. Chairman O'Rourke said that based on the presentation it speaks to pay for performance structurally it is not tough because of way things are structure. Mr. Rupp added that it is a trend in the utility industry. Ms. O'Brien pointed out that she changed the lineworker and technical services group for performance based step raises. The next challenge is middle management. Mr. Rupp added that accelerating recruiting efforts is really important. Mr. Rupp commented that as far organizational effectiveness some of the changes have been made. Mr. Rupp said that they are recommending the Engineering and Operations Division, Accounting would be Finance /and Accounting Division broader, process improvement and project management. What the RMLD has now is standard. Some of the things in the Engineering and Operations has been moved to Accounting/Finance in order they work on the grid assets. They are proposing a fourth division Customer Service will be focused on where the rest of the world is heading. Municipal are in the Stone Age when it comes to customer service compared to the private sector. It is up to Ms. O'Brien and her team to decide of where the RMLD is today and how to get there. Let's get away from working from people problem as to what is best for the utility. Mr. Rupp said that communications is always a big deal especially when you trying break down silos. Mr. Rupp stated that it needs to be planned out and make commitments to what communication to do, how frequently, what is the content, who is the audience, how to measure the effectiveness and take it on as a serious business function not as just another thing that gets done. Mr. Rupp stated that if RMLD is going to make changes to improve the organization and it cannot be quantified that improvement RMLD is probably not going to understand how successful you are. There are some tools to set the benchmark. RMLD will need to go through and survey an instrument to try an establish the difference between what an individual's values are in terms of a number of difference measures that you can come up with, whether its ethics, honesty, accountability, etc., and how the individual sees the organization. When there is a big gap between how an individual sees themselves and how that individuals sees the organization, that is a cultural entropy, which is unorganized energy that is sitting there waiting to do something and it is generally not something that is Wgood, its goes to negative places within the enterprise. Mr. Rupp noted that if RMLD can minimize that cultural entropy, people move into a place where they are more willing to accept change, they are more trusting and they are willing to take more personal risk possibly signing up to take on a task, a tactic or a strategy to make improvements, it is the direction RMLD wants to go. Mr. Rupp noted that this instrument gives you some measurements where the culture values lie. Over time allows you to take that survey every year or every other year to see if you are making progress towards where you want to go. Regular Session Meeting Minutes 12 May 14, 2015 Presentation — Organizational Study — Mr. Steve Rupp, Vice Present, Engineering Solutions, Leidos (Attachment 3) Mr. Rupp stated that Leidos has the same thing as an employee survey with an anonymous serving process where Leidos would design the survey with RMLD to come up with the issues that they think are the most important to get a metric back on satisfaction, longevity, what is important to you; there is a whole list of questions. You come back and look at the results. It may give results such• as 30% of employees are very satisfied, 30% are somewhat satisfied and 40% of employees are not satisfied at all. Mr. Rupp continued, RMLD could say the goal is to reduce the number of unsatisfied employees to 20% in two years. The RMLD implements some changes, makes corrections and comes back in two years later and redo the survey to see how RMLD is doing. That is just one example and Mr. Rupp stated that is an important thing to think about. Leadership development, Mr. Rupp stated before RMLD invests in significant organizational changes Leidos thinks RMLD needs to take a good look at the leadership teams. This goes at least from the General Manager to the Directors and the Directors' direct reports at a minimum is the right level to look at. The leadership assessment is much like the cultural values assessments is much more focused and detailed. It reflects how an individual sees themselves and then you select fifteen or twenty individuals that are impacted by that figure and they provide their input. Now you get to see how managers and supervisors are viewed by their subordinates and understands the Euterpe between how that managers sees themselves and how employees see that manager. You look for the limiting factors that may be overcome to allow that manager to be more of an effective leader or to understand where you can't set expectations that are beyond that leader's ability. It is really important to know that as you think about what you might do in terms of the - organization. Chairman O'Rourke asked Mr. Rupp if that is similar to a 360. Mr. Rupp answered, yes, it is the Barrett Learning Center version of a 360 which is done by a third party. Leidos does not perform this because we hope to have a relationship with the organization that allows them to get value out of the investment that you paid in getting here. Getting to that level of detail with individual leaders in the organization could lead to a compromise their trust they would bring an independent expert in and they would do that part. Then Leidos would come back and provide an opinion. The woman that we use is very effective and has magical ability to be very forthright and clear with some of the worst cases she had to deliver. Mr. Rupp stated that he already talked about management, leadership and training converging element plans. A lot of focus is on technical skills and other kinds of things that provide improvement and management leadership skills training has been discussed. Team building to build trust would be good. Then we crossed additional edge particularly in an environment where the worry is succession planning the idea of giving managers an opportunity to spend time in their colleagues' shoes in other parts of the organization is a good idea even if it is one week. Mr. Rupp stated that project management recommendations were talked about this at length. RMLD needs some project management policies• and procedures, better training, hire some project manager experts and establish expectations of those that have project manager responsibilities. Mr. Rupp commented that RMLD are the Flintstones when it comes to work management like a lot of utilities, there are still paper timesheets, time lapse when the entire work is done, feedback about whether that work was done well. Utilities that are implementing modern work management systems there are a lot of solutions available working with them with utilities accounting structure for FERC accounting, the way work accounts are set up, the way work orders are opened and managed - it automates that process, it makes information more useful to those trying to make decisions or trying to forecast future work force needs, etc. Business processes need to be documented there only a few documented. Mr. Stempeck stated that sometimes that is a function of the skills for an organization in terms of what level technology you want to implement, it is always a cross between paper based, systems and modem technology whether its mobile based or computer. He assumes that his assessment would go beyond needing that type of management technology. Mr. Rupp stated RMLD is scratching the surface of it now, there is no work management automation here at all, a little bit. The people that need it the most see it and they are working on it. The work management solutions that are being worked on will improve the success of meter reading upgrade project that is coming down the pipe line that is something that could expand. The real parts to make it work and one of the hardest things is try to get away from the idea to go out and buy a system that is customized for the organization. Once that is done trying to keep it up to date becomes almost impossible. There is constant customization it is easier to retune your business processes to fit a tool that can help adjustments will need to be made as things are done differently. The ability to manage what you have is important. Getting the right thing to done timely. Leidos provide fifty two recommendations and prioritized it over 3 %z year limitation schedule and this the first step in this prioritization. Ms. O'Brien and her team will look at this and decide what they want to do first, second, etc., but the road map is there. Chairman O'Rourke asked Mr. Rupp from a Board perspective if there is anything recommendations from the Board's perspective that should be done short of supporting the General Manager and the team and is there anything the Board can do. Mr. Rupp stated that their assessment is that the Board has made some really smart decisions about who they have brought on to run the utility and trust the decision you have made. Mr. Rupp said that not to make it too complex or pick the wrong metrics it will fail. If you decide to move forward into a strategic process and helping set a vision that the utility can work to is very important. Mr. Rupp suggested the APP National Conference in which there are workshops for commission members in which addresses strategic plans. Is Chairman O'Rourke thanked Mr. Rupp and his team stating the study has been very thorough analysis and provides a roadmap for going forward. Mr. Rupp thanked the Board. Regular Session Meeting Minutes May 14, 2015 13 Future of Climate Committee Chairman O'Rourke acknowledged Joan Boegel and Gina Snyder from the Climate Action Committee. The background is need to discuss the future of the committee. Mr. Talbot said that he spoke to the Town Manager, about this and next Tuesday the Reading ' Board of Selectmen will be meeting with the Climate Action Committee (CAC) what the future will be because the CAC is slated to finish on June 30. Mr. Talbot said that the town needs the voice of the CAC, the emission reduction strategy and sustainable strategy. Mr. Talbot hopes this committee continues. Earlier stated in this meeting if the RMLD can if we communicate with a thousand people for water heaters two megawatts can be shaved off RMLD's demand. Chairman O'Rourke said that he supports the great work the committee does. Ms. Snyder thanked the Board for letting them come up earlier on the agenda. The CAC has worked in Reading for over ten years. One of the first initiatives was with greenhouse gases and the RMLD was extremely helpful. RMLD is a wonderful partner when it involves electricity and energy efficiency. The biggest emission was from transportation and have done a lot in that area. Sustainability, recycling, Green Sense column in the newspaper as well as school outreach. Ms. Snyder said that they would like to work with the RMLD to form a committee to focus on electricity. The CAC said that she is working with Mr. 011ila on the community solar program which is outgrowth of the local energy plan. Mr. Stempeck asked if other towns have similar interest. Ms. Snyder replied with the new town administrator in North Reading. Chairman O'Rourke said that the RMLD serves four towns. Ms. Snyder said that have had workshops with other towns. Mr. Talbot said that the CAC will advocate to be a committee still under the Board of Selectmen. Ms. Snyder commented that she is in agreement. Mr. Pacino said that the Board of Selectmen should support the continuance of this committee in order that they can do their work and the committee take this message to the selectmen. The Board was in agreement. Presentation — Reliability Study — Ken McNeil, Operations Manager, Booth & Associates (Attachment 4) Mr. McNeil began his presentation on the Reliability Study noting that this study touched on more than just the electrical side; it involved every aspect of the electrical system. During the field assessment Mr. John Sidebottom, from our substation and protective coordination department, examined the substation facilities. Mr. William Parish and Mr. David Hufstaff spent a week to examine as much of the system, pointing out any observations relative to NESC compliance, aging condition of the facilities and how construction standards and processes that are employed by the utility, how they measure up to the standard utility practice. In general, most of the substations were in relatively good condition, there were general maintenance issues that need to be addresses and we have a long list of recommendations. A few of the situations that need to be addressed with the highest priority in most cases it was the condition of the fencing around the substations because they must meet the code as far as height, the wiring around the top and the grounding. Some of the fencing area were not grounded which can pose a safety risk to the public as well as employees. Substation 4 especially had a lot of vegetation trees overgrowing although those are just typical things that need to be addressees. Also, at Substation 4 it was found that the neighbors on either side of the substation had a pile of wood cord put up against the fence that is not a good situation. Animals tend to hide in the wood piles and snakes can do real damage when they crawl in the substation. In some parts of the substations there were erosion issues and a lot of these are easy to take care of with some gravel, but basically just general maintenance. Mr. McNeil stated that the bigger pieces of equipment, especially at Substation 4 and Substation 5, there were concerns about overall age and condition about the transformer situation. In conjunction with the time we were working, Mr. Jaffari had another group come in testing the equipment. It was our recommendation, to continue monitoring these older transformers. There were other issues with the planning side which Mr. McNeil stated he would address with Substation 4 and Substation 5, but in the recommendations in time a replacement of all these transformers and breakers at least if the condition does not dictate transformer 4 and 5 to be replaced, monitor age and monitor condition. In a long range planning aspect at least when these transformers get into the forty five to fifty year old range there needs to be a place in a long range budget to plan for those replacements. Relative to the distribution side, one of the deficiencies found were the lack of a specific construction standards; the system varies in ages, there may be some areas that were constructed sixty plus years, forty plus years, and some new construction. There is a variety of pole top assembly those types of things, a myriad staff, based on the interviews, with at least manufacturers standards for their construction practices, recently have implemented National Grid and APPA standards have been added. Mr. McNeil stated that he recommends that a set of construction standards specific to RMLD because there are situations out in the field where there are multiple circuits on one pole line that a generic construction standard will not address. It goes back to the succession, RMLD has it standards, the designer specific standards which will allow the subsequent employee a standard to follow for design and build. Mr. McNeil noted that with the design standards not only are there construction standards the RMLD is trying to implement new design standards. In the past, based on our observations, that a lot of construction has been done by "rule of thumb" engineering and, "this is the way we have always done it ". If you are hanging this size wire you use this size pole, there were no engineering calculations that backed this. One of the recommendations was to implement a set design procedures for proper pole sizes, proper guy standards, equipment sizing and again a construction guideline. Regular Session Meeting Minutes 14 May 14, 2015 Presentation — Reliability Study — Ken McNeil, Operations Manager, Booth & Associates (Attachment 4) Mr. McNeil stated that this way everybody is on the same page. We ensure with our designs that we are meeting the National Electric Safety Code Standards. One of the benefits of doing this is to be in compliance and limiting liabilities, there are accidents on • poles that do not meet standards. Mr. McNeil stated that another deficiency that we recommend taking another look at the joint use agreement, f this has been alluded to earlier in this meeting that the current agreement was executed in January 1, 1980. It does not address many critical issues of engineering and construction maintenance standards that were agreed upon between the two entities. When RMLD gets into implementing their own design standards that meets the code. Then to have a third party, such as Verizon, come along and attach to that pole without proper notification, proper re- engineering of that pole to make sure the calculations RMLD did to make sure that pole is the right size for strength requirements, that Verizon does not come in and overload that pole creating a code violation and equipment clearance for substation poles, opening RMLD up to a liability. Mr. McNeil stated that is one thing that is missing from the current standard, another item is the inventory attachments, knowing where they are attached to RMLD poles, knowing whether RMLD to attached to their poles. It is unclear about the rental agreements, but there is a value of each attachment, you want to ensure that everybody understand what these agreements are, on the same page about the number of attachments and what the value of that space of the pole is. Mr. Hennessy asked if by "value" Mr. McNeil means a financial value of the space of the pole. Mr. McNeil replied, yes. In most the utilities they work with down south the power company owns all the poles. Third parties that come in attach pay for that space on the pole. Mr. McNeil continued with liability issues stating that when RMLD attaches to pole that Verizon owns, two thirds of the poles that RMLD is attached to have "Verizon" on it. RMLD must be aware of the loading and not creating a liability or clearance issues when attaching to that pole. Thus, RMLD would want to do the engineering minimal construction standards that they understand that RMLD will build this pole line to NESC Standards. Part of that is notification of attachment because once you design that line you want to know if anybody else attaches and changes those conditions on that pole. Mr. McNeil stated that relative to the current Pole Inspection Program only addressed the RMLD owned poles, but his recommendation is that program be negotiated and expanded into that area. The reasoning is that two thirds of the poles that RMLD is responsible for potentially being held liable for there needs to be inspection processes, the current program has been set for one year now. There has been a thirty percent failure rate on the poles that RMLD has control. Based on their observations when they were in the Wilmington area where Verizon owns the poles is that the poles appear to be older in that area and a smaller class. You could likely expect that failure rate continue or increase in that particular area. Mr. McNeil stated that on the Maintenance Programs they were looking at transformers age and condition, although there have been some programs implemented recently on the operations and maintenance to actually come out on a cyclical basis to perform tests on the transformers. These are the major pieces of equipment, major investment on the system and it is important to monitor those to make sure they are not starting to have gas or water forming inside the transformers or something that would lead to a failure. The Pole Inspection Program another recently implemented program with the central poles that should be sustained. The Grounding Program is very important because some of the observations that were made during just the routine field visits were the copper pole box coming down to the ground rods are broken are some poles, transformers are seen broken, ground connections and the substation fencing missing or cracking. It is a critical part of system operations from a safety issue. Mr. McNeil noted even if new breakers and relays to deaden the line when the fault occurs, but they count on a strong grounding program. Vegetation Management just recently went through a three year cycle; trees are the number cause of outages even with the covered cable and conductors, it is heavily treed in this area. The vegetation management saves RMLD from a lot of momentary outages because from trees brushing into lines, but those trees get brushed and rub on the line can degrade that outer insulator around the cable, moisture gets inside the cable and that is the enemy of the life of that cable. Mr. Stempeck asked how the grounds were broken, stress fractures. Mr. McNeil replied that most likely it is from people cutting their lawns. Mr. McNeil stated that one area found lacking is a long range system plan, typically systems are expanded on a ten to twenty year period, in order to get a directional as to where you want to take the system. From those long range planning a development of short term capital improvement plans that are based on that long range philosophy. The critical hold establishing a planning program is to establish a design criteria, how much do we want to load the substation transformers, how much do we want to load distribution circuits, the delivery voltage and how you want to operate your system provides a roadmap of when you analyze your electrical system on what type of improvements that should be added and what priorities should be added. Developing a system model is underway, will be part of the GIS Update and the software will be able to load the GIS information into the Omni Software, load the customer information into the modeling software, there will be a real time as built model with real time loading and will give you peak conditions as well as knowledge of present system conditions for voltage compared to AMI reads. With the SCADA System Upgrade and the AMI, RMLD will be able to get substation and transformer loading data, distribution • circuit loading data that can be used based on five to ten year history for projections. Thus, having a good long range plan and referring back these projections when performing the short term projections saves money in the long run. Mr. McNeil stated that they created basic model and conducted a voltage capacity analysis using the model and projected loading with a loss during 2014 of 3.7% for a utility this size those numbers are in good range. Although, system losses are the same as system reliability, you want the numbers as low as possible. Substation transformer loading and contingency loading is something that needs to be addressed. Catastrophic failure of one transformer is a rare occurrence, but you want to analyze those positions and know where you fall. Regular Session Meeting Minutes 15 May 14, 2015 Presentation — Reliability Study — Ken McNeil, Operations Manager, Booth & Associates (Attachment 4) Mr. McNeil said that circuit getaway loading is one major issue that the RMLD needs to look at. Eight or nine circuits are currently loaded above the one hundred percent of the D/d rated capacity. Eighteen circuits are loaded above sixty percent above the D/d rated capacity. Mr. McNeil commented that in load shifting based on these factors mentioned can attribute to reliability with the underground duct with slices failing and elbows failing due to the heat buildup. Mr. McNeil stated that one of the major projects that he recommends is to identify the loads under the Wilmington area, a large portion of this utility's load is centered in that area. There is a large high frequency load center sitting adjacent to a transmission line. The recommendation is years three through five it will be multi -year process to construct that station, is to propose a new Wilmington substation in that area. This will relieve the loading on the transformers as well as the circuits. Mr. McNeil stated that one of the questions asked in the RFP was if RMLD is spending enough on O &M, what should RMLD be spending on O &M, which is an open ended questions. Mr. McNeil explained that typically you look at the life of the facilities, manufacturers have life for equipment, depreciation schedule with a thirty to thirty three year depreciation life. Although we know there are facilities that will last longer. Using a forty year window logically you are looking at rebuilding your system every forty years through operations and maintenance. You should be spending at least 2.5% percent of the net plant value on system upgrades or operations and maintenance projects just to keep pace with the loss of life with these facilities. From Booth & Associates observations looking at approximately at the median twenty years of age, a twenty year window, we estimate that the blended average life or age of the system is in excess of that twenty years, it may be accelerating ahead of that 2.5% each year. Mr. Talbot noted there is some extensive programs that Ms. O'Brien and Mr. Jaffari have outlined to the Board, do you feel that what has been sketched out is covering a lot of this? Mr. McNeil answered, yes, these programs are all implemented. Mr. Talbot asked what needs to be done that has not been implemented. Mr. O'Neil added the expansion of the grounding program, implementation of a detailed coordination study, expand the use of protective devices with reclosers. Mr. McNeil said that they have had discussions that all the programs are industry standards. Chairman O'Rourke commented that a piece of this is validation, an independent opinion to confirm we are doing the right thing. That is in itself is very important. Chairman O'Rourke pointed out with the Organizational Study there are areas that need to be targeted going forward. Chairman O'Rourke used seventy percent stay the course and thirty percent of accelerated programs. Mr. McNeil pointed out as you implement these design standards, pole guy and sizing in conjunction with the pole program many poles have been replaced. It provides an opportunity to implement these standards. Chairman O'Rourke commented much of this involves standardizing versus being reactive. Mr. McNeil said that with the long range analysis there were no major line loading issues that needed wholesale replacement due to the capacity of the lines. Mr. Talbot said that the Board needs to know abstracted one level higher. Mr. McNeil commented that the CAIDI and SAIFI numbers are below the regional and national average. With the age and condition what is of concern is the degradation and liability. On the safety side, there was the lack of a formal ARC Flash Program. RMLD employees do have the personal protective equipment, but in the interim the ARC Flash analysis has been completed. Booth & Associates supplied technical engineering with the new requirements for engineering and design there will be expanded job responsibilities and training will be available. Mr. McNeil said that the goal is to get minimal of five engineers up to the system engineers. Mr. McNeil said that the fiber loop and dark fiber were discussed in the study. There are avenues for expanding the grid modernization program with fiber. The RMLD leases the dark fiber. Mr. McNeil said that the study suggest that a comprehensive, realistic study and business plan is developed outside of the core business for fiber. Mr. Pacino wanted to know what an ARC flash is. Mr. McNeil explained that current wants to continue on a path when you break that path it wants to follow that path, if you open a switch it draws an arc with that comes, heat, pressure, combustion which can cause significant damage. The ARC Flash Study calculates the potential of that energy at different points on the system relative to your location to the blast, magnitude, how quick protective devices work. The study was performed on the system at critical points, that they have the proper protective equipment on which is an NESC, PPE and OSHA requirement. Mr. Stempeck liked the fact that many of the recommendations were incorporated into the budget. Chairman O'Rourke thanked Mr. McNeil. Report of the Committee— Vice Chair Pacino - Policy Committee (Attachment 5) RMLD's Surplus Material Policy 2, Revision 5 and RMLD's Procurement Policy 9, Revision 4 Mr. Pacino stated these policies were discussed at the last Policy Committee meeting with suggested changes. Mr. Pacino made a motion seconded by Mr. Stempeck that the RMLD Board of Commissioners adopt the RMLD's Surplus Material Policy 2, Revision 5 and the RMLD's Procurement Policy 9, Revision 4. Motion carried 5:0:0. Regular Session Meeting Minutes May 14, 2015 lot Report of the Committee— Vice Chair Pacino - Policy Committee (Attachment 5) Fiber Optic Update Mr. Pacino stated the Policy Committee discussed the fiber optic network, it was decided a presentation be made to the Board. A presentation on RMLD's fiber will presented at RMLD Board meeting on May 28, 2015. 4 Audit Committee Mr. Pacino reported on the Town of Reading Audit Committee that met on Wednesday, May 13, 2015, noting they met on the Fiscal Year June 30, 2014 audit, the Melanson and Heath audit. The audit is basically they break the audit down into two categories, the general fund (operations of the Town), and the priority funds (light and water department). There was nothing that came out of this relative to the RMLD at this point and no concerns were raised. One of issues raised was the revolving funds, which was also raised at the Town Meeting, the auditors believe that not all costs are being allocated properly against the some of the revolving fund. Their recommendation is that the Town look into that. The topic came up about the School Committee, it is believed that some of the reserve funds have anywhere between twelve and twenty four months' worth of revenue in them, going forward. That is potentially some of the reserve and the revolving funds of the Town may be over funded. The new business manager of the School Committee and the Town Accountant are working out this particular issue. The Audit Committee made a recommendation that the Town of Reading Finance Committee look into this situation and follow up on this. Mr. Pacino noted that the Chairman of the Audit Committee is also the Chairman of the Finance Committee basically in terms of the procurement Phase I is complete and everything was taken care of and that was an investigation about the trucks. There is Phase II now going on where a questionnaires have been sent out to all the Town Departments asking what their procurement is and they are waiting to get those questionnaires back then will decide where they will go from this point. Ms. O'Brien pointed out that the RMLD has sent in the forms. The Audit Committee voted to accept the audit and the management letter addressing the revolving fund issue. They also voted to authorize the audit for this year. General Manager Report on RMLD's Surplus Property Ms. O'Brien reported that the surplus property based on the policy there is nothing in the sustainable category to report, however, in the March auction of the JOJ Kane in Worcester the trucks were sold, two at $7,000 and one at $9,000 that takes into consideration the commissions and the appraisals. 2015 Northeast Public Power Association (NEPPA) Annual Conference August 23 to August 26, 2015 Mount Washington Resort, Bretton Woods, New Hampshire Mr. Pacino made a motion seconded by Mr. Stempeck to authorize the General Manger to attend the 2015 Northeast Public Power Association (NEPPA) Annual Conference August 23 to August 26, 2015. Motion carried: 5:0:0. MGL Chapter 30B Bid (Attachment 6) IFB 2015 -24 for One (1) Digger Derrick with Trade -In Ms. O'Brien noted the trade in was an older Digger Derrick and the amount for the trade in was $3,500. Mr. Stempeck made a motion seconded by Mr. Pacino that bid 2015 -24 for one Digger Derrick be awarded to James A. Kiley Co. for $253,550.00 as the lowest, qualified and responsive bidder on the recommendation of the General Manager Motion carried 5:0:0. Power Supply Report — March 2015— Ms. Parenteau (Attachment 7) Deferred until RMLD Board meeting May 28, 2015. Engineering and Operations Report — March 2015 — Mr. Jaffari (Attachment 8) Deferred until RMLD Board meeting May 28, 2015. Financial Report — March 2015 — Mr. Fournier (Attachment 9) Deferred until RMLD Board meeting May 28, 2015. BOARD MATERIAL AVAILABLE BUT NOT DISCUSSED E -Mail responses to Account Payable/Payroll Questions RMLD Board Meetings • Thursday, May 28, 2015, Thursday, June 25, 2015. Thursday, July 30, 2015 Policy Committee Meeting Tuesday, June 2, 2015 CAB Meeting Wednesday, May 20, 2015 Regular Session Meeting Minutes May 14, 2015 Adjournment At 9:55 p.m. Mr. Stempeck made a motion seconded by Mr. Talbot 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. David Hennessy, Secretary Pro Tern RMLD Board of Commissioners 1w 17 READING MUNICIPAL LIGHT DEPARTMENT FY2016 ` CAPITAL BUDGET MARCH 27, 2015 Coleen O'Brien General Manager Attachment 1 FY16 CAPITAL BUDGET TABLE OF CONTENTS PlannedPrograms ...................... ............................... ...........................Page 1 Facilities Management ................ ............................... ...........................Page 4 Integrated Resources .................. ............................... ...........................Page 28 Management Information Systems ( MIS) ................... ...........................Page 36 System........................................ ............................... ...........................Page 48 Reading Municipal Light Department SYSTEM PROFILE (based on rY 7n1 a1 SERVICE TERRITORY 51 square miles serving Reading, North Reading, Wilmington and part of Lynnfield TOTAL OPERATING REVENUES $88,216,289 NUMBER OF CUSTOMERS 29,661 ANNUAL PEAK LOAD 157,252 kW on July 2, 2014 ANNUAL SALES 682,401,652 kWh PLANT VALUE $130,149,514 (Gross) $69,697,353 (Net) SUPPLY VOLTAGE 115 kV Station 4: (3) 60 MVA Transformers (2) 35 MVA Transformers SUPPLY CAPACITY 250 MVA Connected, 190 MVA Firm Station 3: (2) 60 MVA Transformers 120 MVA Connected, 60 MVA Firm DISTRIBUTION SYSTEM VOLTAGE 13,800 volt wye 4,160 volt Wye OVERHEAD PRIMARY LINES All 335 miles UNDERGROUND PRIMARY LINES All 135 miles DISTRIBUTION TRANSFORMERS 3,980 — 271.2 MVA Capacity DISTRIBUTION SUBSTATIONS (3) 370 MVA Capacity 17,225 poles Ownership: 65% Verizon, 35% RMLD Ownership By Town: North Reading — RMLD Lynnfield — Verizon Reading UTILITY POLES • east of Main Street — Verizon • west of Main Street, east of West Street, south of Prescott Street — Verizon • west of West Street — RMLD • west of Main Street, north of Prescott Street — RMLD a Wilmington • all poles with 35 kV sub - transmission circuits, and Concord Street — RMLD • all other locations in Wilmington — Verizon APPLICATION SOFTWARE Billing and Accounting Great Plains /Cogsdale General PC Windows 2012, 2008, SQL, Office 2013, 2008, 2012 Exchange 2010, Windows 7, 8, 8.1 Sharepoint Itron Metrix ND (Daily Forecasting — Energy Services) FORECASTING _ ENGINEERING ANALYSIS Milsoft (in process) - 3/27/2015 2 C N a '^ W LL 0 N l7 d d a o V 6 z E i� 2 V Q K 0 9 4 rb > g Y _ a w 3 g _ S ; v o c. >E E c -_ FSg - o - € ° o n m 76 u _ A T e E i E. o o = g - n 4 E E a 4 _ _ E E E 3 3 8 - n _- c - _ c. - E c o _o m o o 25 0 Z g g $ g � Q 5: $ N Cp pp p L O 4 Q ry OO � E i cc E E E _ '^ ? m c-, a .c N ,� d E_ o ? E_ n` _°- = _ E . E F c 3 o _ co Ic -o _ All 0. °m °m ° °m S �p ' 0 s- ^Z xs a9 1ax a sa Is s 3 RP "P s ssxax a a a s a a a a a 3 i a s 3 a a s 3 a a a a a a I 9 2a \\ k/ )} ! \� - � }f\ \ !| - ( cl _- If ) § \k) ) $! a = ; A 1 8 !§ | . , � E 2■ ; m=f � § §~ � 2 [!; =a ©� ;■ ma. 2 \ } ! lo ) k ƒ) k k�E § \ \\�- _ 2 - \ r z � o rc ry a a W LL r � a a � a z E i� Z U O Q K � O 0 x 0 HI I e- .1 Fig N soa �I mi s$sj s O1I m Oi 0 N N }il vl OI n O1 N mm°I X 0 e a aq -ag m L LU Z 2 8 rR g p LL �Z rPVa If �o��yee3 q Z © 4LL s e = Q •^', RIZ,L OO 6 U i 0 a i E E i Q N U o O a i Ja r o m w wJ CIO r � l7 3 IE FACILITIES MANAGEMENT Continuing Projects: Page # Project a $g HVAC System Upgrade 8 121 $$ Master Facilities Site Plan 10 129 Rehabilitation of Station 1 — Pending Master Facilities Site Plan 124 $� Oil Containment Facility Construction 12 123 Security Upgrades —All Sites 14 119 New Projects for FYI 6: 230 Ash Street Building Repairs 18 TBD Station 4 (Gaw) Back -up Generator 20 TBD HVAC Roof Units — Garage 22 TBD Annual Projects: 9 Rolling Inventory 26 118 FY16 Capital Budget — March 27, 2015 Page 4 Page 5 FY16 Capital Budget — March 27, 2015 FACILITIES MANAGEMENT CONTINUING PROJECTS FY16 Capital Budget — March 27, 2015 Page 6 L J C Page 7 FYI Capital Budget - March 27, 2015 CAPITAL PROJECT SUMMARY Project Name: HVAC System Upgrade - 230 Ash Street Project #: 121 Project Schedule: FY15 -18 Project Manager: Facilities Manager Reason for Expenditure: Upgrade the HVAC system at 230 Ash Street. Brief Description /Scope: FY15: Professional Services including study /report phase, construction documents and bid /construction. FY16: Replace the HW boiler plant with condensing boilers. Replace DDC Control System. Replace VAV terminal box controllers. Replace AHU -3 as an indoor unit with split system DX condensing unit on the roof. FY17: Replace AHU -1 and AHU -2 as an indoor unit with split system DX condensing units on the roof. FY18: Enhance fin -tube radiation for higher output and to compensate for lower HW temperatures. Enhance heating of the front lobby. Reconfigure ductwork serving the receiving area roll -up dock. Barriers: Change in Scope of Work From Prior Fiscal Year: Status Update: FY16 Capital Budget - March 27, 2015 Page 8 FISCAL YEAR 2016 CAPITAL BUDGET COST SHEET CAPITAL PROJECT NAME: HVAC System Upgrade - 230 Ash Street SCHEDULE: FY15 -18 PROJECT #: 121 RMLD RMLD CREW CREW CREW OTHER OTHER MATERIAL ITEM WEEKS LABOR VEHICLE LABOR VEHICLE & MISC. TOTAL 2 -man COSTS COSTS $1,273,000 Multi -year upgrade to HVAC system. Unit Cost I $1,273,000 TOTAL $1,273,000 TOTAL ESTIMATED PROJECT COST1,273Q00 FY15 6% Estimate $73,000 FY16 47% Estimate $600,000 FY17 39% Estimate $500,000 FY18 8% Estimate $100,000 Page 9 0 Enz CAPITAL PROJECT SUMMARY Project Name: Master Facilities Site Plan Project #: 129 Project Schedule: FY16 Project Manager: Facilities Manager Reason for Expenditure: The Master Facilities Site Plan will begin in FY16, finalizing options and creating bid documents to begin addressing building use and storage allocation requirements. The final plan will also include the photovoltaic recommendations as part of the Facilities Master Plan. Brief Description /Scope: Complete assessment of the office space, Station 1, garage and leased warehouse space. Finalize recommendations and create a long- term strategic plan based on current and future needs working collaboratively with other Town agencies. Barriers: None anticipated at this time. Change in Scope of Work From Prior Fiscal Year: None. Status Update: This project was postponed pending the outcome of the Organizational Study. FY16 Capital Budget - March 27, 2015 Page 10 FISCAL YEAR 2016 CAPITAL BUDGET COST SHEET CAPITAL PROJECT NAME: Master Faci ities Site Plan SCHEDULE: FY16 PROJECT #: 129 RMLD RMLD CREW CREW NEW ITEM CREW LABOR VEHICLE OTHER OTHER MATERIAL WEEKS COST COST LABOR VEHICLE & MISC TOTAL 2 -man $138.000 $138, 000 Hire cons- tant to perform maste site p an for Asn Street campus Un t Cost Fac ites Department Labor $12,459 $12,459 4.5 weeK (s) Jnit Cost $2769 per weeK O TOTAL $12,459 $138,000 TOTAL ESTIMATED PROJECT COST: 5150,459 Page 11 CAPITAL PROJECT SUMMARY Project Name: Oil Containment Facility Construction Project #: 123 Project Schedule: FY15 -16 Project Manager: Facilities Manager Reason for Expenditure: RMLD stores new and used oil filled equipment in multiple locations. Necessary measures will be taken related to storage of this equipment at RMLD facilities. Brief Description /Scope: This project provides engineering, design and construction services at a number of RMLD facilities where equipment is stored. Barriers: Engineering, design and permitting. Change in Scope of Work From Prior Fiscal Year: All Substations were reviewed as part of the study. Work will be completed at Stations 3, 4 and 5 in addition to the Ash Street Campus. Status Update: Study was completed and recommendations made. We expect to begin construction at sites as per the recommendations and complete work by the end of FY16. FY16 Capital Budget —March 27, 2015 Page 12 FISCAL YEAR 2016 CAPITAL BUDGET COST SHEET CAPITAL PROJECT NAME: Oil Containment Fac -!' ty Construct,on SCHEDULE: FY15 -16 PROJECT #: 123 1.0 TOTAL $5,828 $920 $10,850 $72 $89,633 ESTIMATED TOTAL PROJECT COST: �107,3Q2 FY15 45% Est ;mate $48,434 FY16 55% Estimate $58,868 Page 13 RMLD RMLD CREW CREW CREW OTHER OTHER MATERIAL ITEM WEEKS LABOR VEHICLE LABOR VEHICLE & MISC. TOTAL 2 -man COSTS COSTS $15000 $15.000 Conduct a study and take temporary measures for the conta nment of of f l ed equipment at the Ash Street Campus and Staton 3 Unit Cost 10 $5,828 $920 $48,121 F $54.868 Improvements to Stat on 3 and oversight of construction. and Cost $5,828 $920 per week $2,712 $18 S13,043 $15.774 Improvements to Station 4 and oversite of construct on. Labor: Senior Techs (2 -man crew) 0.5 week(s) Unit Cost $5,425 $36 per wee, $8.13736 $54 513,469 $21,660 , mprovements to Station 5 and overste of constriction. Labor: Sen or Techs (2 -man crew) 1.5 wee,(s) Lin t Cost $5,425 $36 per week 1.0 TOTAL $5,828 $920 $10,850 $72 $89,633 ESTIMATED TOTAL PROJECT COST: �107,3Q2 FY15 45% Est ;mate $48,434 FY16 55% Estimate $58,868 Page 13 CAPITAL PROJECT SUMMARY Project Name: Security Upgrades — All Sites Project #: 119 Project Schedule: FY15 -16 Project Manager: Facilities Manager Reason for Expenditure: Security enhancements at our substations and other owned and leased facilities. Brief Description /Scope: Scope of work includes upgrades and modification or our cameras, access control points, entry point alarms, and perimeter fencing. Barriers: None anticipated at this time. Change in Scope of Work From Prior Fiscal Year: None. Status Update: FY16 Capital Budget — March 27, 2015 Page 14 FISCAL YEAR 2016 CAPITAL BUDGET COST SHEET CAPITAL PROJECT NAME: Security Upgrades - A; S tes SCHEDULE: FY15 -16 PROJECT #: 119 e upgrades pending master $50,000 $50,000 it as sate plan ,in t Cost Page 15 0 o � i i a TOTAL $11,075 $100,000 TOTAL: ESTIMATED PROJECT COST: 5111;075 FY15 55% Estimate $61,091 FY16 45% Estimate $49,984 0 RMLD RMLD CREW CREW CREW OTHER OTHER MATERIAL ITEM WEEKS LABOR VEHICLE LABOR VEHICLE & MISC TOTAL 4 -Man COSTS COSTS $11,075 $50,000 $61, 075 Upgrades ano mod;ficauons to cameras, access controi points, entry po nt a arms and perimeter fenc ng. 4 weeks Fac[it es Laoor Unit Cost $2,769 per week e upgrades pending master $50,000 $50,000 it as sate plan ,in t Cost Page 15 0 o � i i a TOTAL $11,075 $100,000 TOTAL: ESTIMATED PROJECT COST: 5111;075 FY15 55% Estimate $61,091 FY16 45% Estimate $49,984 0 FACILITIES MANAGEMENT NEW PROJECTS FY16 Capital Budget — March 27, 2015 Page 16 L Page 17 FY16 Capital Budget — March 27, 2015 0 CAPITAL PROJECT SUMMARY Project Name: 230 Ash Street Building Repairs Project #: TBD Project Schedule: FY16 Project Manager: Facilities Manager Reason for Expenditure: The deck is a means of egress for three doorways: two single doors exiting the cafeteria and a set of double doors leading from the main corridor. The deck was constructed in 1993 and has served us well. However, due to weather and age, it has deteriorated to the point that it needs to be replaced. Additionally, the exterior walls above the hung ceiling and the vestibule ceiling at the main entrance need insulation upgrades and to be resealed. Brief Description /Scope: Deck: replace /repair deck and related equipment per architectural consultant's specifications. Main Entrance: insulate and seal exterior wall and vestibule ceiling per architectural consultant's specifications. Barriers: None anticipated at this time. Change in Scope of Work From Prior Fiscal Year: n/a Status Update: n/a FY16 Capital Budget — March 27, 2015 Page 18 FISCAL YEAR 2016 CAPITAL BUDGET COST SHEET CAPITAL PROJECT NAME: 230 Ash Street Building Repairs SCHEDULE: FY16 PROJECT #: TBD TOTAL 580,000 TOTAL ESTIMATED PROJECT COST: $80,000 Page 19 RMLD RMLD CREW CREW NEW ITEM CREW LABOR VEHICLE OTHER OTHER MATERIAL WEEKS COST COST LABOR VEHICLE & MISC TOTAL $60.000 $60,000 Replace /repair deck and related equ pment per arcn tectural consuxant specifications. Un t Cost $60.000 $20,000 $20,000 nst.late and seal exteror wa in obby per arch tecturalconsjtant specificat ons. Un t Cost $20,000 TOTAL 580,000 TOTAL ESTIMATED PROJECT COST: $80,000 Page 19 i CAPITAL PROJECT SUMMARY Project Name: Station 4 (Gaw) Back -up Generator Project #: TBD Project Schedule: FY16 Project Manager: Facilities Manager Reason for Expenditure: Station 4 (Gaw) does not have a standby generator. This is standard item for a substation of this size and is necessary as a safeguard against outages at the Station. Brief Description /Scope: Purchase and install a generator with automatic transfer switches. Project would include concrete foundation, base -mount fuel tank, switches, installation and all associated wiring and hardware. Barriers: None anticipated at this time. Change in Scope of Work From Prior Fiscal Year: n/a Status Update: n/a FY16 Capital Budget — March 27, 2015 Page 20 FISCAL YEAR 2016 CAPITAL BUDGET COST SHEET CAPITAL PROJECT NAME: Station 4 (Gaw) Back -up Generator SCHEDULE: FY16 PROJECT #: TBD O I D I O I D TOTAL $12,069 $18 $95,000 TOTAL ESTIMATED PROJECT COST: $107,087 Page 21 RMLD RMLD CREW CREW CREW OTHER OTHER MATERIAL ITEM WEEKS LABOR VEHICLE LABOR VEHICLE & MISC TOTAL 2 -man COSTS COSTS $8,306 $95000 $103,306 Purchase and insta I a standby generator for the Gaw S.bstation Labor: 3 weeKs Facddies Labor Un t Cost $2,769 per weeK Labor: $3,763 S18 $3,781 iecnnical Sery ces Manager 1 weeK(s) Unit Cost $3763 $18 per weeK O I D I O I D TOTAL $12,069 $18 $95,000 TOTAL ESTIMATED PROJECT COST: $107,087 Page 21 CAPITAL PROJECT SUMMARY Project Name: HVAC Roof Units - Garage Project #: TBD Project Schedule: FY16 Project Manager: Facilities Manager Reason for Expenditure: The garage (at 218 Ash Street) has four, through- the -wall electric heat /air conditioning units and two small wall -mount space heaters to service five rooms. They are near the end of their expected life and run constantly to keep up with heat demands. The four units with AC have had multiple repairs and run constantly to keep up with the cooling requirements. Brief Description /Scope: Install HVAC equipment and duct work, per engineering evaluation and recommendations, to heat and cool five rooms in the garage. Barriers: None anticipated at this time. Change in Scope of Work From Prior Fiscal Year: n/a Status Update: n/a FY16 Capital Budget — March 27, 2015 Page 22 FISCAL YEAR 2016 CAPITAL BUDGET COST SHEET CAPITAL PROJECT NAME: HVAC Roof Units - Garage 9 SCHEDULE: FY16 PROJECT #: TBD RMLD RMLD CREW CREW CREW OTHER OTHER MATERIAL ITEM WEEKS LABOR VEHICLE LABOR VEHICLE & MISC TOTAL 4 -Man COSTS COSTS 0 lnsta I HVAC eq $50,000 $50,00 .,ipment ana a.,ctworR to heat and coo! f ve rooms at 218 Asn Street (Garage) TOTAL $50,000 TOTAL ESTIMATED PROJECT COST: $50,000 Page 23 ON FACILITIES MANAGEMENT ANNUAL PROJECTS FY16 Capital Budget — March 27, 2015 Page 24 1-1 Page 25 FY16 Capital Budget — March 27, 2015 • CAPITAL PROJECT SUMMARY Project Name: Rolling Stock Replacement Project #: 118 (vehicles, trailers and fork trucks) Project Schedule: Annual Project Manager: Facilities Manager Reason for Expenditure: Replace vehicles based on an 8 -10 year cycle to reduce maintenance costs and improve reliability. Vehicles removed from the fleet will be disposed of under RMLD Policy No. 2 "Surplus Material." Brief Description /Scope: In FY16, two (2) new vehicles (Box Truck and Digger Derrick), which will be bid in FY15, will be received. Additionally, we will purchase a new forklift and spreader. Barriers: None anticipated at this time. Change in Scope of Work From Prior Fiscal Year: Increase (Decrease) n/a Status Update: Specifications, bid, and purchase order will be complete for both the Box Truck and Digger Derrick, which will have an FY16 delivery. Scheduled purchase of two small SUV's was postponed pending outcome of a comprehensive fleet study. FY16 Capital Budget - March 27, 2015 Page 26 FISCAL YEAR 2016 CAPITAL BUDGET COST SHEET CAPITAL PROJECT NAME: Rolling Stock Replacement SCHEDULE: FY16 PROJECT #: 118 ice Details (4 appilcable) Un t Cost 7 TOTAL Page 27 $4411,000 TOTAL ESTIMATED PROJECT COST: $448;000 RMLD RMLD CREW CREW NEW ITEM CREW LABOR VEHICLE OTHER OTHER MATERIAL WEEKS COST COST LABOR VEHICLE & MISC TOTAL $155,000 $155,000 Box Tack - scned,.led to be rece vea n FY16 Unit Cost $155.000 per ven cle $250,000 $250,000 45' Digger Derrick - scheduled to be rece vea in FY16 Unit Cost $250,000 per veh c e S35000 $35,000 Purchase ano receive one ForK t- It Unit Cost $35000 per ven cie $8.000 $8,000 Purchase and receive one Spreaaer (sand and sail) in t Cost C nnn .,.., .— _ _ ice Details (4 appilcable) Un t Cost 7 TOTAL Page 27 $4411,000 TOTAL ESTIMATED PROJECT COST: $448;000 • n INTEGRATED RESOURCES Continuing Projects: Page a Project # None New Projects for FYI 6: $$ IRD Hardware 32 TBD 9 Electric Vehicle Supply Equipment (EVSE) 34 TBD Annual Projects: None FY16 Capital Budget — March 27, 2015 Page 28 Page 29 FY16 Capital Budget — March 27, 2015 u • INTEGRATED RESOURCES NEW PROJECTS FY16 Capital Budget — March 27, 2015 Page 30 LI v Page 31 FY16 Capital Budget — March 27, 2015 CAPITAL PROJECT SUMMARY Project Name: IRD Hardware Project #: TBD Project Schedule: FY16 Project Manager: Jane Parenteau, Director of Integrated Resources Reason for Expenditure: This is an amount reserved to purchase equipment used to measure and verify commercial rebates for energy efficiency upgrades. Brief Description /Scope: Some potential equipment includes lighting meters, data loggers, digital multi- meters, and infrared camera. Barriers: None anticipated at this time. Change in Scope of Work From Prior Fiscal Year: n/a Status Update: n/a FY16 Capital Budget — March 27, 2015 Page 32 FISCAL 2016 CAPITAL BUDGET COST SHEET CAPITAL PROJECT NAME: IRD - Hardware SCHEDULE: FY16 PROJECT #: TBD RMLD RMLD CREW CREW CREW LABOR VEHICLE OTHER OTHER MATERIAL ITEM WEEKS COST COST LABOR VEHICLE & MISC TOTAL s10,000 S100700 Generai hardware purcnase for efficiency meas- rement ano verf cat on Unit Cost I SO $0 SO f � �— SO TOTAL 0.0 0 $0 $0 $0 $10,000 TOTAL ESTIMATED PROJECT COST: 510,000 Page 33 CAPITAL PROJECT SUMMARY Project Name: Electric Vehicle Supply Equipment (EVSE) Project #: TBD Project Schedule: FY16 Project Manager: Jane Parenteau, Director of Integrated Resources Reason for Expenditure: RMLD installed three EVSE's in FY15 and anticipates further demand in FY16. Brief Description /Scope: Each EVSE is a dual charger. This will increase RMLD's kWh sales. Barriers: Based on customer requests and the increasing use of electric vehicles. Change in Scope of Work From Prior Fiscal Year: n/a Status Update: n/a '4v FY16 Capital Budget — March 27, 2015 Page 34 FISCAL 2016 CAPITAL BUDGET COST SHEET CAPITAL PROJECT NAME: Electric Vehicle Supply Equipment (EVSE) SCHEDULE: FY16 PROJECT #: TBD RMLD RMLD CREW CREW CREW LABOR VEHICLE OTHER OTHER MATERIAL ITEM WEEKS COST COST LABOR VEHICLE & MISC TOTAL P- rchase f ve (5) EVSE for nsta at on on Rtv1LD service terrtory Jnit Cost 550.000 1 $5500 $10 000 eacn 50 �1 TOTAL 0.0 0 $0 $0 $0 $50,000 TOTAL ESTIMATED PROJECT COST: $50,000 Page 35 C MIS Continuing Projects: Page # Project # 9 Great Plains /Cogsdale Update 40 120 New Projects for FYI 6: None Annual Projects: 39 Hardware Upgrades 44 127 39 Software Upgrades 46 128 FY16 Capital Budget — March 27, 2015 Page 36 El Page 37 FY16 Capital Budget — March 27, 2015 n a MIS CONTINUING PROJECTS FY16 Capital Budget — March 27, 2015 Page 38 Page 39 FY16 Capital Budget — March 27, 2015 CAPITAL PROJECT SUMMARY Project Name: Great Plains /Cogsdale Upgrade Project #: 120 Project Schedule: FY15 -16 Project Manager: Mark Uvanni, MIS Manager Reason for Expenditure: We are currently using Great Plains /Cogsdale Version 10 as our financial management and customer service management (CSM) software. Version 10 will no longer be supported by the end of 2014 (calendar) or shortly thereafter. We will be doing a 'data conversion' upgrade to Great Plains /Cogsdale 2013. The costs include software, hardware, training, consulting, custom programming and project management. System will provide new work order system capability and integration with Engineering and customer data -bases for improved customer service and system reliability. Brief Description /Scope: Upgrade will be a 'data conversion' update to Version 2013 (most current stable build). It will update current CSM and financial systems to the newest version. Project will encompass software, hardware, consulting (CDM), training, custom programming, and project management (RMLD and CDM) Barriers: Successful interfacing of various adjunct systems. Change in Scope of Work From Prior Fiscal Year: Status Update: The "go live" date is set for August 1, 2015. We still have to solve a few issues; mainly the USPS Smart Bar Code on bills to eliminate having to send a data file to our mailer. We also have to decide, what if any, new processes we will introduce based on the Business Process Review. Overall we seem to be in good shape and the testing is going well. We will continue to test with periodic data refreshes. FY16 Capital Budget — March 27, 2015 Page 40 FISCAL YEAR 2016 CAPITAL BUDGET COST SHEET CAPITAL PROJECT NAME: Great Plains /Cogsdale Upgrade SCHEDULE: FY15 -16 PROJECT #: 120 $55.000 $55.000 CDM Project Management and Consulting - GP /Cogsdale Update Un t Cost $52,219 $52,219 Network/System Administration 17 weeK(s) Unit Cost $3,072 per week TOTAL $52,219 $155,000 TOTAL ESTIMATED PROJECT COST: $207,219 FY15 39% Estimate $80,000 FY16 61% Estimate $127,219 Page 41 PIN RMLD RMLD CREW CREW CREW OTHER OTHER MATERIAL ITEM WEEKS LABOR VEHICLE LABOR VEHICLE & MISC. TOTAL 4 -Man COSTS COSTS $100,000 $100,000 Great PiainsiCogsdale Update to 2013 Unit Cost $55.000 $55.000 CDM Project Management and Consulting - GP /Cogsdale Update Un t Cost $52,219 $52,219 Network/System Administration 17 weeK(s) Unit Cost $3,072 per week TOTAL $52,219 $155,000 TOTAL ESTIMATED PROJECT COST: $207,219 FY15 39% Estimate $80,000 FY16 61% Estimate $127,219 Page 41 PIN Ell C7 :7 MIS ANNUAL PROJECTS FY16 Capital Budget — March 27, 2015 Page 42 Page 43 FY16 Capital Budget — March 27, 2015 CAPITAL PROJECT SUMMARY Project Name: Hardware Upgrades Project #: 127 Project Schedule: Annual Project Manager: Mark Uvanni, MIS Manager Reason for Expenditure: This is an amount annually reserved for failed and /or obsolete computer and related equipment. This budget item is also used for unforeseen purchases, which may be necessary. Brief Description /Scope: General hardware purchases plus the following specific projects. • General Hardware Purchases • Wireless Mesh Build -Out • Convert Digital Phones to VoIP Barriers: None anticipated at this time. Change in Scope of Work From Prior Fiscal Year: n/a Status Update: n/a FY16 Capital Budget — March 27, 2015 Page 44 FISCAL YEAR 2016 CAPITAL BUDGET COST SHEET CAPITAL PROJECT NAME: Haraware >Jpgrades SCHEDULE: FY16 PROJECT #: 127 RMLD RMLD CREW CREW NEW CREW LABOR VEHICLE OTHER OTHER MATERIAL ITEM WEEKS COST COST LABOR VEHICLE & MISC TOTAL $7.065 540000 3t7,0o5 a) Genera harOharep_rcnases 2 30 weeps NernorK System Aomin strauon Ln I Cost 53.072 per AeeK $40000 $40 OOC C Commence o_ lo-oat of A reless mesn unit Cost 365' -" SFi5 000 Convert a g to pnones to VOIP in t Cost TOTAL $7,065 $145,000 TOTAL ESTIMATED PROJECT COST: $152,065 Page 45 CAPITAL PROJECT SUMMARY Project Name: Software and Licensing Project #: 128 Project Schedule: Annual Project Manager: Mark Uvanni, MIS Manager Reason for Expenditure: Each year RMLD must renew existing software licenses and purchase new software, either to update existing users or for new users. Additionally, new software may be added at the request of various operating units. This item includes these ad hoc purchases as well as more specific items (outlined below) which are anticipated at this time. Brief Description /Scope: In addition to the standard software and licensing purchases described above, we anticipated the following: • Custom programing /development for OM /UAN /GIS /GPS • Ad -hoc software purchases • SpryPoint SSRS Software Barriers: None anticipated at this time. Change in Scope of Work From Prior Fiscal Year: n/a Status Update: n/a FY16 Capital Budget — March 27, 2015 Page 46 FISCAL YEAR 2016 CAPITAL BUDGET COST SHEET CAPITAL PROJECT NAME: Software and Licensing SCHEDULE: FY16 PROJECT #: 128 b) SpryPomt SSRS Software 0.75 week(s) Network!System Aam,n strat on Jn t Cost c) Custom programmmgtaeveiopment O%UAN/GIS CPS TOTAL Page 47 Jnit $2.304 $14000 $16,304 $3,072 $120000 5120,000 per week $8.447 $164,000 TOTAL ESTIMATED PROJECT COST: 5172,447 ,"W RMLD RMLD CREW CREW NEW CREW LABOR VEHICLE OTHER OTHER MATERIAL ITEM WEEKS COST COST LABOR VEHICLE & MISC TOTAL $6 143 $30.000 $36,143 Genera software purcnases. 2 00 week(s) Network!System Aam n strat,on lin t Cost $3.072 per week b) SpryPomt SSRS Software 0.75 week(s) Network!System Aam,n strat on Jn t Cost c) Custom programmmgtaeveiopment O%UAN/GIS CPS TOTAL Page 47 Jnit $2.304 $14000 $16,304 $3,072 $120000 5120,000 per week $8.447 $164,000 TOTAL ESTIMATED PROJECT COST: 5172,447 ,"W ® SYSTEM Continuing Projects Update: Page a Project # 9 5W9 OH Reconductoring — Ballardvale Area, Wilmington 52 101 9 Upgrade Old Lynnfield Center URDs (Cook's Farm) 54 104 9 Relay Replacement — Station 4 56 108 9 Remote Terminal Unit (RTU) Replacement - Station 3 58 130 9 Engineering Analysis Software and Data Conversion 60 122 9 GIS 62 125 �$ Force Account (Mass DOT) West Street, Reading 64 212 TBD Pole Line Upgrade — Lowell Street, Wilmington 66 102 114 Distribution Protection & Automation 68 103 LED Street Light Implementation — All Towns 70 131 Substation Test Equipment 72 134 Station 4 (Gaw) 35 kV Potential Transformers Replacement 74 109 New Projects for FY16: 9 Pole Line Upgrade — West Street, Wilmington 78 TBD • Substation Equipment Upgrade 80 TBD • Station 4: Switchgear /Breaker Replacement 82 TBD • Station 4: Battery Bank Upgrade 84 TBD • Distributed Generation 86 TBD • Fiber Optic Equipment 88 TBD • Fault Indicators 90 TBD • Voltage Data Recorders 92 TBD Annual Projects: • Transformers and Capacitors 96 116 • Communication Equipment (Fiber Optic) 98 126 • Meters 100 117 • URD Upgrades — All Towns 102 106 • Step -down Area Upgrades — All Towns 104 107 • New Service Installations 106 Commercial /Industrial 112 Residential 113 • Routine Construction 110 114 FYI Capital Budget — March 27, 2015 Page 48 r: r� U Page 49 FY16 Capital Budget — March 27, 2015 SYSTEM CONTINUING PROJECTS FYI Capital Budget — March 27, 2015 Page 50 Page 51 FY16 Capital Budget — March 27, 2015 CAPITAL PROJECT SUMMARY Project Name: 5W9 Reconductoring - Ballardvale Area, W Project #: 101 Project Schedule: FY14 -16 Project Manager: Peter Price, Chief Engineer Reason for Expenditure: 5W9 is a 336- spacer cable circuit that feeds Ballardvale Street and Research Drive in Wilmington. This feeder construction dates back to the 1980s. This circuit has seen heavy loading during the summer peaks and is experiencing load growth. This load growth includes the new Target Store and associated retail mall as well as some proposed projects on Research Drive. The project will add to the long -term reliability of the area and contingency planning by increasing the feeder capacity. Brief Description /Scope: Reconductor existing 336- spacer cable with 795 - spacer cable, upgrade brackets as needed, and re -use existing messenger cable. Barriers: This is a Verizon set area. Also, we will need a flagman to reconductor over the railroad tracks on Middlesex Avenue in North Wilmington. Change in Scope of Work from Prior Fiscal Year: n/a Status Update: It is expected that 84% of this project will be completed by the end of FY15. FY16 Capital Budget - March 27, 2015 Page 52 FISCAL YEAR 2016 CAPITAL BUDGET COST SHEET Unit Cost CAPITAL PROJECT NAME: 5W9 Reconductoring - Ballardvale Area, W. SCHEDULE: FY14 -16 Labor: Engineering 3 week(s) Unit Cost 53,720 per weeK S59538 559,538 Poice Details (if applicable) PROJECT #: 101 CREW CREW CREW OTHER OTHER MATERIAL ITEM WEEKS LABOR VEHICLE LABOR VEHICLE & MISC. TOTAL TOTAL 2 -man COSTS COSTS $625,541 TOTAL ESTIMATED PROJECT COST: 402 $234,269 $36,984 $168,458 $439 711 FY15 60% Estimate $373,067 install 63,000 feet of 795 spacer cable FY16 16% Estimate $100,086 and 7,000 feet of 0.052 messenger Jnit Cost $5,828 $920 per week 11.0 $64,104 $10,120 $20000 $94,224 Reframe approximately 100 poles with new brackets, miscellaneoLs sleeves, hardware and connectors. Unit Cost $5,828 $920 per week 0.8 $4,662 $736 S2,510 $7,908 Install (1) 900 amp gang operated switch 1Jnit Cost $5,828 $920 per week Miscellaneous pole line hardware and materials for 65 poles. Unit Cost 11,160 Labor: Engineering 3 week(s) Unit Cost 53,720 per weeK S59538 559,538 Poice Details (if applicable) 24 0 week(s) Jnii Cost $2,481 per week Total RMLD Crew Weeks 52.0 Total UIG Crew Weeks TOTAL $303,035 $47,840 $11,160 $263,506 $625,541 TOTAL ESTIMATED PROJECT COST: FY14 24% Actual $152,387 FY15 60% Estimate $373,067 Page 53 FY16 16% Estimate $100,086 • CAPITAL PROJECT SUMMARY Project Name: Upgrading of Old Lynnfield Center URDs Project #: 104 (Cook's Farm) Project Schedule: FY14 -16 Project Manager: Peter Price, Chief Engineer Reason for Expenditure: This is one of the original Lynnfield underground subdivisions and is over 40 years old. This area does not conform to the Department's current construction standards. When this system was installed, the design called for fiber duct, 2,400 -volt primary cable, and no manholes. With this type of design, an underground cable failure could result in a significant outage for some customers. Brief Description /Scope: The first phase of this project was the Townsend and Needham Road Subdivision (FY12). The second phase is Russell Road, Trog Hawley and Charing Cross (FY13), and the third phase will be Cooks Farm, Cortland Lane, and Tophet Road (FY14). This project would require building a new underground distribution system within the public way. This involves the installation of manholes, conduits, transformers, underground primary and secondary cable, and pull boxes, etc. The transformers would be replaced in the same location. The Department would intercept the customer's existing service and place a pull box on the property. If the customer wants to upgrade their service at the same time, they would be responsible from the pull box to the house. In FY14 the Department will begin Cooks Farm Lane, Cortland Lane, and Trophet Road. Engineering will petition the Town for permission to install the underground electric facilities and meet with the customers affected by this construction to explain the project and scope of work. This project will require procuring an excavation contractor and may require the complete repaving of the subdivision. Barriers: None anticipated at this time. Change in Scope of Work From Prior Fiscal Year: Status Update: This project started in FY14 and continued into FY15. This was the same case for the previous two subdivisions. The construction season for this type of project runs from mid -April to mid - October. It is expected that 90% of this project will be completed by the end of FY15. FY16 Capital Budget — March 27, 2015 Page 54 FISCAL 2016 CAPITAL BUDGET COST SHEET CAPITAL PROJECT NAME: vpgraa,ng O,d _ynnf eld Center �-RDs (Cooks Farm) ITEM Complete nstaliation of. 6,000 feet of L/G conduit 5,400 feet of L/G 1/0 pr mary, 1,800 feet of L/G 4/0 secondary 11 manno es, 9 transformers, etc Jndergro.md Contractor Eng neering 8.0 weeks CREW CREW NEW CREW LABOR VEHICLE OTHER OTHER MATERIAL WEEKS COST COST LABOR VEHICLE & MISC 2 -man 28.0 $163,173 $25,760 $75.000 Jn4 Cost 2 -Man 16.0 l,nit Cost =7 $94438 $640 $29.759 SCHEDULE: FY14 -16 PROJECT M 104 TOTAL $263,933 week 7—S95.0-78ll $29,759 weeR Po ice Details (if app icab e) $34,730 $34,730 14.0 weeks Jn t Cost $2,481 per weeR Total RMLD Crew Weeks 28.0 Total UIG Crew Weeks 16.0 TOTAL 44.0 $163,173 $25,760 $158,928 $640 $75000 TOTAL ESTIMATED PROJECT COST: $423,501 FY14 3% Actual $13,548 FY15 87% Estimate $367,603 FY16 10% Estimate $42,350 Page 55 FIN • CAPITAL PROJECT SUMMARY Project Name: Relay Replacement - Station 4 (Gaw) Project #: 108 Project Schedule: FY15 -16 Project Manager: Nick D'Alleva Technical Services Manager Reason for Expenditure: Replace the existing electo- mechanical protective relay systems on the 15kV feeder breakers at the Gaw Substation. These relays will be able to provide more information back to the SCAD& they also store vast amounts of data for down - loading and evaluating. Brief Description /Scope: Replace relays and rewire feeder cubicle for installation of this equipment previously purchased. Test and commission new relays. Barriers: None anticipated at this time. Change in Scope of Work From Prior Fiscal Year: None Status Update: It is anticipated that 41 % of this project will be completed by the end of FY15. FY16 Capital Budget — March 27, 2015 Page 56 FISCAL YEAR 2016 CAPITAL BUDGET COST SHEET CAPITAL PROJECT NAME: Station 4: Relay Replacement SCHEDULE: FY15 -16 PROJECT #: 108 RMLD RMLD CREW CREW CREW LABOR VEHICLE OTHER OTHER MATERIAL ITEM WEEKS COST COST LABOR VEHICLE & MISC TOTAL 2 -man $2.000 $2,000 Miscellaneous materials including wire test blocks, terminals, panels, etc. �Jmt Cost Labor: Senior Techs (2 -man crew) 12 week(s) Unit Cost Labor: Technical Services Manager 9 week(s) ]Unit Cost Engineering Consultant: design and inter - connection and as built plans. Jn t Cost trical Contractor testing and missioning. Jnt Cost Details (if applicable) Unit Cost See box at '.eft. $65,099 $432 $65,531 $5,425 $36 per week $33,864 $162 $34,026 515,000 515,000 See box at left. S6,000 $6,000 See box at left. TOTAL $98,963 $594 $23,000 TOTAL ESTIMATED PROJECT COST: $122,557 FY15 41% Estimate $50,000 FY16 59% Estimate $72,557 Page 57 F3 9 CAPITAL PROJECT SUMMARY Project Name: Remote Terminal Unit (RTU) Replacement - Project #: 130 Station 3 Project Schedule: FY16 Project Manager: Peter Price, Chief Engineer Reason for Expenditure: The existing RTU was installed in 2000 and uses a legacy TeleGyr 8979 protocol. This was done so that it would work with the old TeleGyr SCADA system. The existing RTU is not IP addressable, nor does it have an ethernet connection. The RTU needs to be upgraded to add the functionality of the existing SEL relays at Station 3. A new RTU will give the Department the ability to communicate with the SEL relays, similar to what is being done at Station 4. Brief Description /Scope: Bid and purchase a pre -wired RTU enclosure, with required technical support, that will replace the existing RTU enclosure at Station 3. Contract with SEL for technical assistance and any required hardware for the interconnection. Station Supervisor and Senior Technicians will re -wire and terminate control wiring within the new RTU cabinet. Engineering will program and configure SCADA for new comm -line and RTU Barriers: None anticipated at this time. Change in Scope of Work From Prior Fiscal Year: Status Update: FY16 Capital Budget — March 27, 2015 Page 58 FISCAL YEAR 2016 CAPITAL BUDGET COST SHEET CAPITAL PROJECT NAME: RTJ Replacement - Station 3 SCHEDULE: FY16 PROJECT #: 130 ITEM hase RTI, pre -wired enc osLre miscellaneous egwpment Labor: Senior Techs (2 -man crew) 3 week(s) Labor: Techn cal Services Manager 3 week(s) Labor: Eng neering 3 weeK(s) TOTAL Page 59 RMLD RMLD CREW CREW CREW OTHER OTHER MATERIAL WEEKS LABOR VEHICLE LABOR VEHICLE & MISC 2 -man COSTS COSTS 555.000 Jn t Cost .gin t Cost Umt Cost $16275 S5,425 S11 288 $3 763 $11 160 S3,720 3108 $36 $54 $18 TOTAL $ 55.000 $16 383 per week S t 1 .342 per weeR 511 160 per wee1 $38,722 $162 S55,000 TOTAL ESTIMATED PROJECT COST: $93,884 MA CAPITAL PROJECT SUMMARY Project Name: Engineering Analysis Software and Project #: 122 Data Conversion Project Schedule: FY16 Project Manager: Peter Price, Chief Engineer Reason for Expenditure: This software purchase and data conversion will allow the Engineering department to perform engineering analysis on the distribution system. Internally, the department would be able to perform fault current calculations, arc flash calculations, load flow and voltage drop calculations, load balancing, voltage regulator settings, etc. This new software would work with the existing coordination software that the Engineering department uses. Brief Description /Scope: Take the existing databases and newly collected as -built data, and core ESRI data for the GIS project and have it converted for use in the electric model by the Milsoft and Windmill software provider. Purchase the software necessary to perform the engineering analysis and to update map /land -base data. Purchase of server for software and databases. Barriers: GIS as -built data completion. Change in Scope of Work From Prior Fiscal Year: Status Update: FYI Capital Budget - March 27, 2015 Page 60 FISCAL YEAR 2016 CAPITAL BUDGET COST SHEET CAPITAL PROJECT NAME: Engineering Analysis Software & Data Conversion conversion for WindmilMap Unil Cost Software Page 61 TOTAL Unit Cost SCHEDULE: FY16 PROJECT M 122 OTHER MATERIAL RMLD RMLD CREW CREW CREW OTHER ITEM WEEKS LABOR VEHICLE LABOR 4 -Man COSTS COSTS Analysis Software conversion for WindmilMap Unil Cost Software Page 61 TOTAL Unit Cost SCHEDULE: FY16 PROJECT M 122 OTHER MATERIAL VEHICLE & MISC TOTAL $18,250 $18,250 $25,000 $25,000 $30,000 $30,000 $73,250 TOTAL ESTIMATED PROJECT COST: $73,250 CAPITAL PROJECT SUMMARY Project Name: GIS Upgrade Project #: 125 Project Schedule: FY15 -16 Project Manager: Hamid Jaffari, Director of Engineering and Operations Reason for Expenditure: The current RMLD GIS lacks critical information to accurately perform system modeling. Once this information is captured, reviewed, and optimized, RMLD will be able to enhance contingency and reliability planning, developing system protection and coordination studies. By increasing the value of the information within the GIS, RMLD will be better able to manage the assets within the network. Once completed RMLD will be able to track flow from substations to individual meters. In conjunction with a contracted engineering firm, RMLD is creating a template of desired GIS attributes to include the Milsoft WindMilMap required attributes for engineering analysis as well as Smart Grid systems (i.e. OMS, DMS, FDIR, etc.). RMLD does not have enough resources to collect pole -by -pole data throughout its service territory, as this is a tedious and time - consuming task. Staff augmentation with an outside data collector will be used for this data integration effort. Brief Description /Scope: Comprehensive, contracted third -party data collection to produce GIS base model for overhead assets. Barriers: None anticipated at this time. Change in Scope of Work From Prior Fiscal Year: Status Update: It is anticipated that 7% of this project will be completed in FY15. FY16 Capital Budget — March 27, 2015 Page 62 FISCAL YEAR 2016 CAPITAL BUDGET COST SHEET CAPITAL PROJECT NAME: GIS SCHEDULE: FY15 -16 PROJECT #: Ponce Details (if app cable) I�--- week(s) Unit Cost TOTAL $450,000 TOTAL ESTIMATED PROJECT COST: $450,000 FY15 7% Estimate $30,000 FY16 93% Estimate $420,000 Page 63 In RMLD RMLD CREW CREW CREW OTHER OTHER MATERIAL ITEM WEEKS LABOR VEHICLE LABOR VEHICLE & MISC TOTAL 2 -man COSTS COSTS $450,000 $450,000 Comprehensive date collection for RMLD overhead network Ponce Details (if app cable) I�--- week(s) Unit Cost TOTAL $450,000 TOTAL ESTIMATED PROJECT COST: $450,000 FY15 7% Estimate $30,000 FY16 93% Estimate $420,000 Page 63 In CAPITAL PROJECT SUMMARY Project Name: Force Account —West Street, Reading Project #: 212 Project Schedule: FY15 -16 Project Manager: Peter Price, Chief Engineer Reason for Expenditure: Mass DOT is reconstructing West Street, in Reading, from the Woburn town line to the intersection of Summer Avenue. The reconstruction includes the widening of the roadway, the installation of traffic signals and the resurfacing of the road. This work will require the RMLD to relocate poles, transfer construction, lower and raise manhole covers, and relocate conduits. Brief Description /Scope: Replace approximately 38 poles and 15 anchors, frame and transfer primaries, secondaries, transformers, services, and street lights on 42 poles, relocate primary conduits and cables feeding Westcroft Circle, and lower and raise manhole frames and covers. All work except for the lowering and raising of the manhole frames and covers is reimbursable. Barriers: Verizon is responsible to replace 4 of the poles. The RMLD will need to petition the Town of Reading for any of the pole and conduit relocations. The Mass DOT has approved these relocations, but they must be formally presented and approved by the Town. Change in Scope of Work From Prior Fiscal Year: Status Update: It is anticipated that 33% of this work will be completed in FY15. The project will continue into FY16. FY16 Capital Budget — March 27, 2015 Page 64 FISCAL 2016 CAPITAL BUDGET COST SHEET CAPITAL PROJECT NAME: FA (MassDOT) West Street, R SCHEDULE: FY15 -16 per week $27,288 $27,288 .S2481 per week PROJECT #: 212 RMLD RMLD CREW CREW NEW CREW LABOR VEHICLE OTHER OTHER MATERIAL ITEM WEEKS COST COST LABOR VEHICLE & MISC TOTAL 2 -Man 9 S52448 $8,280 $23,000 $83,728 Install approximately 38 poles and 15 anchors on West Steet between South Street and Summer Avenue Unit Cost $5,828 $920 per week 11 $64,104 $10,120 $7,500 $81,724 Frame 42 poles for spacer cable circuit, primary laterals and secondary cable and transfer Unit Cost $5,828 $920 per week 2 $11.655 $1,840 $13,495 Relocate primary conduits and cables feeding Westcroft Circle to new pole (working with Underground Crew). Unit Cost ground Contractor (2 -man) 1 See above Jn,t Cost Engineering Labor 3.0 weeks Unit Cost Police Deta Is (if applicable) 11 0 weeks lUn,t Cost Total RMLD Crew Weeks 22.0 Total U/G Crew Weeks 1.0 TOTAL $5,828 $920 per week $5,902 $40 $5,942 $5,902 $40 per week $11 160 $11,160 $3,720 per week $27,288 $27,288 .S2481 per week $134,109 $20,280 $38,448 $30,500 TOTAL ESTIMATED PROJECT COST: $223,337 FY15 33% Estimate $73,701 FY16 67% Estimate $149,636 `r111111r %1rr Page 65 CAPITAL PROJECT SUMMARY Project Name: Pole Line Upgrade - Lowell Street, Wilmington Project #: 102 Project Schedule: FY15 -16 Project Manager: Peter Price, Chief Engineer Reason for Expenditure: This section of Lowell Street currently has three (3) spacer cable circuits and two (2) aerial cable circuits. These poles are under - sized, under - classed, and over 30 years old. This project will upgrade the poles to the proper strength and height class, create the proper clearance between utilities, and benefit the long -term reliability of the system. Brief Description /Scope: Replace approximately twenty poles with 55'-1 poles along a section of Lowell Street in Wilmington, between West Street and Woburn Street. Frame poles with new hardware and transfer the three (3) spacer cable circuits, the two (2) aerial cable circuits, two (2) gang operated switches, four (4) primary laterals, secondaries, services, and street lights. Barriers: This is a Verizon set area, but they will not set 55' poles. Therefore, RMLD will set poles. Change in Scope of Work From Prior Fiscal Year: Increased pole replacement area to include the West and Lowell Street intersection as well as the Woburn and Lowell Street intersection. This increased the number of poles to be replaced to 30 and the setting of two (2) new poles. Status Update: It is anticipated that 60% of the project will be completed by the end of FY15. %11.. FY16 Capital Budget — March 27, 2015 Page 66 FISCAL YEAR 2016 CAPITAL BUDGET COST SHEET CAPITAL PROJECT NAME: Pole Line Upgrade - Lowell Street, W SCHEDULE: FY15 -16 PROJECT #: 102 Unit Cost $5.828 $920 8.0 $46,621 $7,360 Frame 20 poles for three (3) spacer cab circuits and two (2) aerial circuits with new brackets and hardware. Install 12 additional poles. Engineering Labor: 3 week(s) e Deta's (if applicable) 16.0 week(s) Page 67 Unit Cost $5,828 RMLD RMLD $39,692 $39,692 CREW CREW CREW OTHER OTHER MATERIAL ITEM WEEKS LABOR VEHICLE LABOR VEHICLE & MISC TOTAL COSTS COSTS 2 -man 14.0 $81,586 $12,880 $12,000 F $1 06,466 Install approximately twenty (20) 55' poles on Lowell Street between West Street and Woburn Street. Transfer three (3) spacer cable circuits and two (2) aerial cable circuits. Unit Cost $5.828 $920 8.0 $46,621 $7,360 Frame 20 poles for three (3) spacer cab circuits and two (2) aerial circuits with new brackets and hardware. Install 12 additional poles. Engineering Labor: 3 week(s) e Deta's (if applicable) 16.0 week(s) Page 67 Unit Cost $5,828 $920 per week $39,692 $39,692 8.0 $46,621 $7,360 Unit Cost $5,828 $920 Unit Cost Unit Cost Total RMLD Crew Weeks 30.0 Total U/G Crew Weeks TOTAL per week $7,300 $61,281 week $10,000 $63,981 per week $11,160 $11,160 3,720 per week $39,692 $39,692 $2,481 per weeK $174,828 $27,600 $50,852 $29,300 TOTAL ESTIMATED PROJECT COST: $282,579 FY15 60% Estimate $169,548 FY16 40% Estimate $113,032 CAPITAL PROJECT SUMMARY Project Name: Distribution Protection and Automation Project #: 103 Project Schedule: FY15 -16 Project Manager: Peter Price, Chief Engineer Reason for Expenditure: Increase distribution line protection. Brief Description /Scope: Install 13.8kV feeder reclosers on 13.8kV feeders to increase feeder protection along the primary distribution feeders serving all four (4) communities. Barriers: None anticipated at this time. Change in Scope of Work From Prior Fiscal Year: Status Update: It is anticipated that 50% of this project will be completed in FY15. FY16 Capital Budget — March 27, 2015 Page 68 FISCAL YEAR 2016 CAPITAL BUDGET COST SHEET CAPITAL PROJECT NAME: Distribution Protection and Automation SCHEDULE: FY15 -16 PROJECT #: 103 Engineer!ng Labor: 2 week(s) Jnit Cost Police Details (if applicable) 2.0 week(s) UnR Cost Total RMLD Crew Weeks 4.0 Total U/G Crew Weeks TOTAL Page 69 $7,440 $7,440 RMLD RMLD $4,961 $4,961 CREW CREW CREW OTHER OTHER MATERIAL ITEM WEEKS LABOR VEHICLE LABOR VEHICLE & MISC TOTAL COSTS COSTS 2 -Man Purchase and ;nstail: 4.0 $23,310 $3,680 $100,000 $126,990 (4) Reclosers with SCADA ready controls. Jnit Cost $5,828 $920 $25,000 each Engineer!ng Labor: 2 week(s) Jnit Cost Police Details (if applicable) 2.0 week(s) UnR Cost Total RMLD Crew Weeks 4.0 Total U/G Crew Weeks TOTAL Page 69 $7,440 $7,440 $3,720 per week $4,961 $4,961 $2,481 per week $23,310 $3,680 $12,401 $0 $100,000 TOTAL ESTIMATED PROJECT COST: $139,392 FY15 50% Estimate $69,696 FY16 50% Estimate $69,696 CAPITAL PROJECT SUMMARY Project Name: LED Street Light Implementation - All Towns Project #: 131 Project Schedule: FY16 -18 Project Manager: Brian Smith Engineering Project Manager Reason for Expenditure: Street light technology has advanced greatly over the years and has moved towards the installation and use of the more energy efficient and longer lasting LED replacements. In FY15, we are conducting an LED Street Light Pilot Program, which will allow us to evaluate the performance of, monitor the energy usage of, and get feedback on the lighting provided by this newer technology. Once the Pilot Program is complete, we will work with the towns to determine an implementation strategy for system -wide installation as appropriate. Brief Description /Scope: Purchase and install LED street lights for system -wide installation. Barriers: None anticipated at this time. Change in Scope of Work From Prior Fiscal Year: Status Update: FY16 Capital Budget - March 27, 2015 Page 70 FISCAL YEAR 2016 CAPITAL BUDGET COST SHEET CAPITAL PROJECT NAME: LED Street Light Implementation RMLD RMLD CREW CREW NEW CREW LABOR VEHICLE OTHER OTHER MATERIAL ITEM WEEKS COST COST LABOR VEHICLE & MISC 2 -Man FY17 33% Estimate arsion Program Purchase and install light fixtures. TOTAL Page 71 Un t Cost SCHEDULE: FY16 -18 PROJECT #: 131 TOTAL $3,600,000 TOTAL ESTIMATED PROJECT COST: $3 600 000 FY16 33% Estimate $1,200,000 FY17 33% Estimate $1,200,000 FY18 33% Estimate $1,200,000 F CAPITAL PROJECT SUMMARY Project Name: Substation Test Equipment Project #: 134 Project Schedule: FY16 Project Manager: Nick D'Alleva Technical Services Manager Reason for Expenditure: This project is necessary to purchase several pieces of test equipment to be used by the Technical Services department. Brief Description /Scope: The RMLD is formulating a distribution and substation, preventative, maintenance program. In order to perform many of the electrical tests, additional test equipment will needed. Barriers: None anticipated at this time. Change in Scope of Work From Prior Fiscal Year: WWAW- n/a Status Update: n/a FY16 Capital Budget — March 27, 2015 Page 72 FISCAL 2016 CAPITAL BUDGET COST SHEET CAPITAL PROJECT NAME: Substation Test Frniinmant RMLD RMLD CREW CREW CREW LABOR VEHICLE OTHER ITEM WEEKS COST COST LABOR P„ rcnase of various test equipment. Jnit Cost SCHEDULE: FY16 PROJECT #: 134 OTHER MATERIAL VEHICLE & MISC $100000 TOTAL $ l OQ 000 J 1 I TOTAL 0.0 0 $0 $0 $0 $100.000 TOTAL ESTIMATED PROJECT COST: $100,000 Page 73 CAPITAL PROJECT SUMMARY Project Name: Station 4 (Gaw) 35kv Potential Transformer Project #: 109 Replacement Project Schedule: FY16 Project Manager: Nick D'Alleva, Technical Services Manager Reason for Expenditure: The existing potential transformers are 30 plus years old and are in need of replacement. Brief Description /Scope: Purchase and replace six (6) 35kv potential transformers. Replace steel conduit and associated control wiring. Barriers: None. Change in Scope of Work From Prior Fiscal Year: Status Update: FY16 Capital Budget — March 27, 2015 Page 74 FISCAL YEAR 2016 CAPITAL BUDGET COST SHEET CAPITAL PROJECT NAME: Station 4: 35kV PT Replacement SCHEDULE: FY16 PROJECT #: 109 Total RMLD Crew Weeks Total U!G Crew Weeks TOTAL Page 75 1.0 D 1 D I O $5,828 $920 $14,612 $90 $20,000 TOTAL ESTIMATED PROJECT COST: $41,450 RMLD RMLD CREW CREW CREW OTHER OTHER MATERIAL ITEM WEEKS LABOR VEHICLE LABOR VEHICLE & misc. TOTAL 2 -man COSTS COSTS 10 $5.828 $920 $20000 $26.748 Purchase and mount six (6) 35kV potential transformers and miscellaneous equipment. Unit Cost $5,828 $920 $3333 see box at left Labor: $10.850 S72 $10922 Senior Techs (2 -man crew) 2 week(s) Unit Cost $5,425 $36 per week Labor: $3.763 S18 $3,781 Technical Services Manager 1 week(s) Unit Cost $3763 $18 per week Total RMLD Crew Weeks Total U!G Crew Weeks TOTAL Page 75 1.0 D 1 D I O $5,828 $920 $14,612 $90 $20,000 TOTAL ESTIMATED PROJECT COST: $41,450 SYSTEM NEW PROJECTS FY16 Capital Budget — March 27, 2015 Page 76 Page 77 FY16 Capital Budget - March 27, 2015 CAPITAL PROJECT SUMMARY Project Name: Pole Line Upgrade - Woburn Street, Wilmington Project #: TBD Project Schedule: FY16 Project Manager: Peter Price, Chief Engineer Reason for Expenditure: This section of Woburn Street currently has three (3) spacer cable circuits. These poles are under - sized, under - classed, and over 30 years old. This project will upgrade the poles to the proper strength and height class, create the proper clearance between utilities, and benefit the long -term reliability of the system. Brief Description /Scope: Replace approximately sixteen (16) main line poles and four (4) stub poles along a section of Woburn Street in Wilmington, between Concord Street and West Street. Frame poles with new hardware and transfer the three (3) spacer cable circuits, four (4) transformers, one (1) primary lateral, secondaries, services, and streetlights. Street lights will be changed to LED's, and transformers will be upgraded as part of the transformer maintenance program. Barriers: This is a Verizon set area. Change in Scope of Work From Prior Fiscal Year: n/a Status Update: n/a FY16 Capital Budget — March 27, 2015 Page 78 FISCAL YEAR 2016 CAPITAL BUDGET COST SHEET $7,440 3,720 CAPITAL PROJECT NAME: Pole Line Upgrade - Woburn Street, W. SCHEDULE: FY16 $2,481 per week PROJECT #: TBD RMLD RMLD CREW CREW CREW OTHER OTHER MATERIAL ITEM WEEKS LABOR VEHICLE LABOR VEHICLE & MISC TOTAL COSTS COSTS 2 -man 2.0 $11,655 $1,840 $13,495 Assist Verizon with pole sets. per week Unit Cost $5,828 $920 60 $34 966 $5,520 $7.300 $47,786 Frame 20 poles for three (3) spacer cable circuits with new brackets and hardware per week Unit Cost $5,828 $920 0.8 $4662 $736 $5,398 Install three (3) transformers. per week Unit Cost $5.828 $920 Engineering Labor 2 week(s) 1Jn t Cost Police Details (if applicable) 7 0 week(s) ,;nit Cost Total RMLD Crew Weeks 8.8 Total U/G Crew Weeks TOTAL Page 79 $7440 $7,440 3,720 per week S17365 $17,365 $2,481 per week $51,283 $8,096 $24,805 $7,300 TOTAL ESTIMATED PROJECT COST: 591,484 1 Project Name: Project Schedule CAPITAL PROJECT SUMMARY Substation Equipment Upgrade Project #: TBD FY16 Project Manager: Nick D'Alleva Technical Services Manager Reason for Expenditure: United Power Group and RMLD personnel have identified equipment that needs to be replaced or upgraded as a result of their condition assessment of our substation equipment. Brief Description /Scope: Major items include the replacement of the transformer LTC controls at Station #3, the purchase of remote racking devices for all our 15 Kv breakers, replacement cable tray covers for Station #4, redesign of the transfer scheme at Station #3 and various minor items at Stations #3, #4 and #5. Barriers: Availability of replacement parts. Change in Scope From Prior Fiscal Year: n/a Status Update: n/a FY16 Capital Budget — March 27, 2015 Page 80 FISCAL YEAR 2016 CAPITAL BUDGET COST SHEET CAPITAL PROJECT NAME: Substation Equipment Upgrade SCHEDULE: FY16 PROJECT #: TBD RMLD RMLD CREW CREW CREW OTHER OTHER MATERIAL ITEM WEEKS LABOR VEHICLE LABOR VEHICLE & MISC. 2 -man COSTS COSTS $175,000 Labor: Senior Tecns (2 -man crew) 8 week(S) Labor: Technical Services Manager 4 week(s) Engineering Consulting Services Page 81 $43,399 $288 Cost $5,425 $36 $15,051 $72 Cost $3,763 $18 Cost TOTAL $175,000 $43,687 per week $15,123 per week $20000 $20,000 TOTAL $58,450 $360 $195,000 TOTAL ESTIMATED PROJECT COST: 5253,810 CAPITAL PROJECT SUMMARY Project Name: Station 4: Switchgear /Breaker Replacement Project #: TBD Project Schedule: FY16 -17 Project Manager: Nick D'Alleva Manager of Technical Services Reason for Expenditure: The existing switchgear and breakers at Station 4 are in excess of 40 years old. We will be performing an evaluation of the switchgear with the assistance of United Power Group. The existing breakers utilize an older air magnetic technology for interrupting fault current. We will be replacing the existing breakers with new vacuum type breakers. Brief Description /Scope: Replace existing air magnetic breaker with replacement vacuum breakers. Inspect and test the condition of the existing switchgear. Barriers: Lead time for replacement breakers. Condition of the existing switchgear. Change in Scope of Work From Prior Fiscal Year: n/a Status Update: n/a FY16 Capital Budget — March 27, 2015 Page 82 FISCAL YEAR 2016 CAPITAL BUDGET COST SHEET CAPITAL PROJECT NAME: Station 4: Switchgear /Breaker Replacement SCHEDULE: FY16 -17 PROJECT #: TBD RMLD RMLD CREW CREW CREW OTHER OTHER MATERIAL ITEM WEEKS LABOR VEHICLE LABOR VEHICLE & MISC. 2 -man COSTS COSTS Purchase (2) replacement Labor: Senior Techs (2 -man crew) 6 week(s) Labor: Technical Services Manager 4 week(s) Page 83 Unit Cost $32,549 $216 Cost $5,425 $36 $15,051 $72 Cost $3,763 $18 $968,000 $484,000 each TOTAL $968,000 $32,765 per week $15,123 per week -4► TOTAL $47,600 $288 $968,000 TOTAL ESTIMATED PROJECT COST: $1,015,888 FY15 50% Estimate $507,944 FY16 50% Estimate $507,944 • CAPITAL PROJECT SUMMARY Project Name: Station 4: Battery Bank Upgrade Project #: TBD Project Schedule: FY16 Project Manager: Nick D'Alleva Manager of Technical Services Reason for Expenditure: Battery bank two at Station 4 was identified as needing replacement during evaluation by our (substation) testing consultant, United Power Group. This battery bank is in excess of 20 years old. Brief Description /Scope: Replace the existing battery bank and install a battery monitoring system, which will bring important information back to our SCADA system in the RMLD Control Center. Barriers: None. Change in Scope of Work From Prior Fiscal Year: n/a Status Update From Prior Fiscal Year: n/a FY16 Capital Budget — March 27, 2015 Page 84 FISCAL YEAR 2016 CAPITAL BUDGET COST SHEET CAPITAL PROJECT NAME: Station 4: Battery Bank Upgrade SCHEDULE: FY16 S36 Labor: $3.763 $18 Technical Services Manager PROJECT #: TBD 1 week(s) Unit Cost $3.763 RMLD RMLD CREW CREW CREW OTHER OTHER MATERIAL ITEM WEEKS LABOR VEHICLE LABOR VEHICLE & MISC. TOTAL 2 -man COSTS COSTS 1 $42,200 $42,200 - Materials Jn t Cost Labor: Senior Techs (2 -man crew) 2 week(s) $10,850 S72 Unit Cost $5,425 S36 Labor: $3.763 $18 Technical Services Manager 1 week(s) Unit Cost $3.763 $18 Total RMLD Crew Weeks Total UIG Crew Weeks TOTAL Page 85 $10,922 per week $3.781 per week a $14,612 $90 $42,200 TOTAL ESTIMATED PROJECT COST: $56,902 CAPITAL PROJECT SUMMARY Project Name: Distributed Generation Project #: TBD Project Schedule: FY16 Project Managers: Hamid Jaffari, Director of Engineering and Operations Peter Price, Chief Engineer Reason for Expenditure: Take advantage of ISO's market opportunity to reduce the cost of power purchase for RMLD ratepayers. Brief Description /Scope: RMLD is exploring an opportunity to install a 2 -2.5 MW gas fuel generator as a pilot program to take advantage of New England ISO's capacity and transmission credits that lower power purchase costs for our ratepayers. Generating power on -site eliminates the cost, complexity, interdependencies, and inefficiencies associated with transmission and distribution. These credits are expected to increase substantially starting 2017, which makes the return of investment (ROI) 3 to 5 years. Barriers: Securing a site and permitting. Change in Scope of Work From Prior Fiscal Year: n/a Status Update: n/a FY16 Capital Budget — March 27, 2015 Page 86 FISCAL 2016 CAPITAL BUDGET COST SHEET CAPITAL PROJECT NAME: 2 to 2.5 MW Distributed Generator SCHEDULE: FY16 PROJECT #: TBD RMLD RMLD CREW CREW CREW LABOR VEHICLE OTHER OTHER MATERIAL ITEM WEEKS COST COST LABOR VEHICLE & MISC TOTAL $2 100,000 $2,100,000 2 MW Generator Un t Engineering and Design Perm,tt ng and Lega Ser vices Unit Cost t Cost t Cost Instailat on and mplementation. Jrnt Cost Miscellaneous Costs Testing ana Commission ng Page 87 Jnit Cost 0.6 $3,205 $506 Un t Cost $5,828 $920 $20.000 1 $20,000 $15000 $15000 $14,000 $14,000 S10000 1 $10,000 $1,300 $5.011 Der weeN TOTAL 0.0 3,205 $506 SO $0 $2,160,300 TOTAL ESTIMATED PROJECT COST: $2,164,011 CAPITAL PROJECT SUMMARY Project Name: Fiber Optic Testing Equipment Project #: TBD Project Schedule: FY16 Project Manager: Peter Price, Chief Engineer Reason for Expenditure: The RMLD relies on contractors to trouble shoot problems with the fiber optic network. With the expansion of the fiber optic network for the automation plan, this equipment would allow RMLD to locate and diagnose problems with the network. The fiber optic cable contractor would be used for splicing and terminating the fiber. Brief Description /Scope: Purchase optical test equipment and associated cables, adapter, cleaners, accessories, as well as necessary training. Barriers: None anticipated at this time. Change in Scope of Work From Prior Fiscal Year: n/a Status Update: n/a FY16 Budget — March 27, 2015 Page 88 FISCAL YEAR 2016 CAPITAL BUDGET COST SHEET CAPITAL PROJECT NAME: Fiber Optic Eq -tipment SCHEDULE: FY16 PROJECT #: TBD RMLD RMLD CREW CREW CREW OTHER OTHER MATERIAL ITEM WEEKS LABOR VEHICLE LABOR VEHICLE & MISC TOTAL 4 -plan COSTS COSTS S15 000 $15 000 Fiber Optic Eq_ pmern TOTAL $15,000 TOTAL ESTIMATED PROJECT COST: $15,000 Page 89 CAPITAL PROJECT SUMMARY Project Name: Fault Indicators Project #: TBD Project Schedule: FY16 Project Manager: Peter Price, Chief Engineer Reason for Expenditure: The RMLD has installed approximately 99 fault locators along the distribution circuits over the last 4 years to aid in fault locating. Brief Description /Scope: This project is for the purchase of 54 fault locators. Barriers: None anticipated at this time. Change in Scope of Work From Prior Fiscal Year: n/a Status Update: n/a FY16 Budget — March 27, 2015 Page 90 FISCAL YEAR 2016 CAPITAL BUDGET COST SHEET CAPITAL PROJECT NAME: Fault Indicatos ITEM ice Oetai s (if appl,caole) wee,((s) Page 91 RMLD RMLD CREW CREW CREW WEEKS LABOR VEHICLE 4 -Man COSTS COSTS Un t Cost OTHER OTHER LABOR VEHICLE SCHEDULE: FY16 PROJECT #: TBD MATERIAL a MISC TOTAL $50,000 $50,000 C� week TOTAL $50,000 TOTAL ESTIMATED PROJECT COST: $50,000 rr CAPITAL PROJECT SUMMARY Project Name: Voltage Data Recorders Project #: TBD Project Schedule: FY16 Project Manager: Peter Price, Chief Engineer Reason for Expenditure: The Engineering department requires feeder data loggers for feeder load balancing, and voltage recorders for residential and commercial voltage complaint investigation and survey. Brief Description /Scope: Purchase a set of feeder data loggers, two single -phase voltage recorders, and one three -phase voltage recorder. Barriers: None anticipated at this time. Change in Scope of Work From Prior Fiscal Year: n/a Status Update: n/a FY16 Budget — March 27, 2015 Page 92 FISCAL YEAR 2016 CAPITAL BUDGET COST SHEET CAPITAL PROJECT NAME: Voltage Data Recorders SCHEDULE: FY16 PROJECTM TBD RMLD RMLD CREW CREW CREW OTHER OTHER MATERIAL ITEM WEEKS LABOR VEHICLE LABOR VEHICLE & MISC TOTAL 4 -Man COSTS COSTS _ $50000 550,000 Vatate Data Recorders > Deta s t t app cab e.) weeks) „n !t Cost per weeK TOTAL $50,000 TOTAL ESTIMATED PROJECT COST; $50,000 Page 93 • • SYSTEM ANNUAL PROJECTS FY16 Capital Budget — March 27, 2015 Page 94 Page 95 FY16 Capital Budget — March 27, 2015 9 CAPITAL PROJECT SUMMARY Project Name: Transformers & Capacitors Project #: 116 Project Schedule: Annual Project Manager: Peter Price, Chief Engineer Reason for Expenditure: A major quantity of standard units is necessary for proposed projects and stock on an ongoing basis. Brief Description /Scope: a) Three -phase padmount transformers (commercial services) Quantity: 15 units b) Single -phase padmount transformers for proposed subdivisions and stock. Quantity: 40 units C) Three -phase polemount transformers for proposed commercial projects and stock Quantity: 31 units d) Single -phase polemount transformers for proposed residential services and stock. Quantity: 86 units e) Submersible transformers for stock. Quantity: 4 units f) 1200 kVar capacitor banks. Quantity: 4 units Barriers: None anticipated at this time Change in Scope of Work From Prior Fiscal Year: n/a Status Update: n/a FY16 Capital Budget - March 27, 2015 Page 96 FISCAL YEAR 2016 CAPITAL BUDGET COST SHEET CAPITAL PROJECT NAME: Transformers and Capacitors SCHEDULE: FY16 PROJECT #: 116 CREW CREW NEW CREW LABOR VEHICLE OTHER OTHER MATERIAL ITEM WEEKS COST COST LABOR VEHICLE & MISC TOTAL a) $187,500 $187,500 Three -phase paomount transformers for proposed commercial services and stock 15 units i ]nit r-t b) Single -phase padmount transformers for proposed subdivisions and stock 40 units C) Three -phase polemount transformers for proposed commercia services and stock 31 units d) Single phase polemount transformers for proposed residential services and stock 86 units e) Submersible transformers for stock 4 units fl 1200 kVar capacitor bangs 4 units Page 97 aiz,ouu perunit 1 $100,000 $100,000 $201,500 1 $201,500 ao,ouu per unit 1 $129,000 $129,000 $1,500 per un,t $20,000 $20,000 $5,000 per unit $30,000 �— $30,000 TOTAL $668,000 TOTAL ESTIMATED PROJECT COST $668,000 4 .✓ CAPITAL PROJECT SUMMARY Project Name: Communication Equipment (for Fiber Optic) Project #: 126 Project Schedule: Annual Project Manager: Peter Price, Chief Engineer Reason for Expenditure: As the RMLD expands its use of the fiber optic network to establish communication with metering equipment, recloser controls, capacitor bank controls and other distribution equipment, the Department will create fiber nodes at various locations along the fiber optic network. Each node will require an enclosure, a fiber optic interface, a power supply, cabling, fiber optic cable, and the termination of the fiber optic cable. Brief Description /Scope: Purchase materials and procure fiber optic cable splicers as needed. Barriers: None anticipated at this time. Change in Scope of Work From Prior Fiscal Year: n/a Status Update: n/a FY16 Capital Budget — March 27, 2015 Page 98 FISCAL YEAR 2016 CAPITAL BUDGET COST SHEET CAPITAL PROJECT NAME: Communication Equipment (Fiber) SCHEDULE: FY16 PROJECT #: 126 ITEM F ber node materials to include the enclosure, patch panel, power suppy and Ethernet switch. 8.0 units Contract labor and materials for splicing fiber. 8.0 units F ber optic cable and hardware RMLD RMLD CREW CREW NEW CREW LABOR VEHICLE OTHER OTHER MATERIAL WEEKS COST COST LABOR VEHICLE & MISC 2 -man $40,000 Unit Cost n,t Cost Unit Cost 2 $11,655 $1,840 Labor -Line Crews Unit Cost $5,828 $920 Police Details (if applicable) 2 week(s) TOTAL Page 99 $4,961 Cost $2,481 $5,000 $25,000 $3,125 $15,000 TOTAL $40,000 1$25,000 $15,000 $13,495 week $4,961 per week $16,617 $1,840 $80,000 TOTAL, ESTIMATED PROJECT COST: 598,457 19 CAPITAL PROJECT SUMMARY Project Name: Meters (including 500 Club) Project #: 117 Project Schedule: Annual Project Manager: Nick D'Alleva Technical Services Manager Reason for Expenditure: Purchase of meters and metering equipment for new construction, upgrades, and failures. Additionally, the existing "500 Club" commercial meters, which are manually read meters, will be replaced with meters that can be read remotely with the fixed network system. Brief Description /Scope: Two hundred residential and commercial meters as well as miscellaneous hardware will be purchases for stock. The RMLD will complete change out of the "500 Club" commercial meters. In the same fashion as the commercial upgrade, the data will be transmitted to the RMLD via the fiber optic system, which encircles the territory. The new data will provide reads at the desktop and additional consumption information. This fixed network offers the ability to remotely: a. perform all reads from the office; b. amend the frequency of reads to maintain the read cycle; c. monitor and discuss customer usage from a monthly, daily, or hourly perspective; d. provide information that can be used for the demand -side management program; and e. control distribution equipment, i.e., capacitor banks, distribution switches, reclosers, and water heater controllers. Barriers: None anticipated at this time. Change in Scope of Work From Prior Fiscal Year: n/a Status Update: FY15 Capital Budget — March 28, 2014 Page 100 FISCAL YEAR 2016 CAPITAL BUDGET COST SHEET CAPITAL PROJECT NAME: Meters RMLD RMLD CREW CREW NEW CREW LABOR VEHICLE OTHER OTHER MATERIAL ITEM WEEKS COST COST LABOR VEHICLE & MISC For Stock: S60,000 Res dent a ano Commercial Meters 200 units ;.;nit Cos Lock!ng sea ng rngs, seals ano meter switches Jim Cosl 500 Club - AMI Mesh System 50% of the cost of the AMI mesh systems expectea to be spent n FY15 50% s a'ocated n FY16 Unit Cost Technical Services Manager $18 Laoor $3,781 1 week(s) Unit Cost Senior Techs. Labor $54 1.5 week(s) Reg,r ;ar Time $8,191 5,424.91 Jrnt Cost Meter Techs. Labor $22 0.6 week(s) Regu a T'me $3,120 5 16445 Jnit Cost Network/System Administration Laoor 6.5 week(s) Jnn Cost $3,072 Engneering: Labor 1 week(s) Jn t Cost TOTAL Page 101 SCHEDULE: FY16 PROJECT #: 117 TOTAL $60,000 �,suu eacn $20,000 $20,000 5100 per meter $99,968 $99.968 $3,763 $18 $3,781 $3,763 $18 per week $8,137 $54 $8,191 5,424.91 $36 per wee,, $3,099 $22 $3,120 5 16445 $36 per week $19,966 $19,966 $3,072 per wee,, $3,720 $3720 per week $38,685 $94 $179.968 TOTAL ESTIMATED PROJECT COST: $21-8 746.. a a Project Name: Project Schedule: CAPITAL PROJECT SUMMARY URD Upgrades - All Towns Annual Project Manager: Project #: 106 Peter Price, Chief Engineer Reason for Expenditure: There are 244 +/- underground residential subdivisions in the RMLD service territory, of which, 65 +/- are over 25 years old. These subdivisions are in need of new primary cable and transformers. Some of the URDs are in step -down areas and need to be upgraded before they can be converted to 7,979 volts. Also, most of the existing transformers are live -front units. The new padmount transformers will be dead -front units, which will improve reliability by eliminating the possibility of animal contacts within the pad transformer. Brief Description /Scope: Replace primary and neutral cables, and padmount transformers as needed in the various URDs. Replace precast transformer pads with fiberglass box pads as needed for elevation requirements. Barriers: None anticipated at this time. Change in Scope of Work From Prior Fiscal Year: n/a Status Update: n/a FY16 Capital Budget - March 27, 2015 Page 102 FISCAL YEAR 2016 CAPITAL BUDGET COST SHEET CAPITAL PROJECT NAME: URD Upgrades - All Towns SCHEDULE: FY16 PROJECT M 106 RMLD RMLD CREW CREW CREW OTHER OTHER MATERIAL ITEM WEEKS LABOR VEHICLE LABOR VEHICLE & MISC. TOTAL 2 -man COSTS COSTS 10.0 $58,276 $9,200 $67.476 Install approximately 40 paamount transformers. (Transformers are ncluded in ann,ta transformer purchase) Un t Cost $5,828 $920 per weeR 140 $81 586 $12,880 $30000 $124,466 Install approx mately 10,000 feet of 1/0 A UG cable and 10,000 feet of #2 CU neutral, Jnit Cost $5,828 $920 per weeR $30000 $30,000 Materials splices a oows, terminationsr connectors, oox pads, tape, etc Un t Cost S 99.'60 $672 $gg 832 Underground Contractor: 16.8 week(s) Jnit Cost $5,902 $40 per week S 18 599 $18,597 Engineerng Labor 5 weeK(s) Un t Cost 53,720 per week Pol=ce Details (f appxable) week(s) L n;t Cost per week Total RMLD Crew Weeks 24.0 Total UIG Crew Weeks 16.8 TOTAL $22,080 $117,760 $672 $60!000 $139,862 TOTAL ESTIMATED PROJECT COST: $340,374 Page 103 CAPITAL PROJECT SUMMARY Project Name: Step -down Area Upgrades - All Towns Project #: 107 Project Schedule: Annual Project Manager: Peter Price, Chief Engineer Reason for Expenditure: There are 32 +/- step -down areas in the RMLD service territory. These areas on the RMLD distribution system were originally fed from 4kV distribution circuits. When RMLD began moving load over to the 13.8kV distribution circuits, most areas were converted and some areas were re -fed with pole- mount, step -down transformers. Most of the distribution system in these areas are 30+ years old and in need of upgrade before they can be converted. Brief Description /Scope: Replace poles, primary cable, secondary cable, and overhead transformers, as needed, in the various step -down areas. Convert areas to 13.8kV and remove step -down transformers. Pole replacements will be charged to the pole replacement /inspection project. Transformers will be upgraded as part of the transformer upgrade project. Barriers: Some areas are Verizon set areas. Change in Scope of Work From Prior Fiscal Year: n/a Status Update: n/a FY16 Capital Budget - March 27, 2015 Page 104 FISCAL YEAR 2016 CAPITAL BUDGET COST SHEET CAPITAL PROJECT NAME: Step -down Area Upgrades - A Towns SCHEDULE: FY16 ITEM 12.000' of 1 0 or mart' 10,000' of 4/0 - 3/C sec cabs Repiace 40 transformers ;Transformers are nc Laea wan ann,.a' transformer p„rchase) M scel!aneous Hardware $200 per pole for approximate y 80 poles. Eng neering Lacor. 4 week(s) Po ice Detaiis (if app icao e) 10 weeK(s) Page 105 I Cost $5.828 $920 Cost Un t Cost I -nit Cost Total RMLD Crew Weeks 40.0 Total U/G Crew Weeks TOTAL per weeK $16.000 $16.000 $2G0 per po'e I-ow 14 880 $14,880 3.720 $24,807 $24,807 $2.481 per wee, 5233,104 $36.800 539.687 $42.000 TOTAL ESTIMATED PROJECT COST: $351,591 PROJECT #: 107 RMLD RMLD CREW CREW CREW OTHER OTHER MATERIAL WEEKS LABOR VEHICLE LABOR VEHICLE & MISC. TOTAL 2 -man COSTS COSTS 160 $93.242 $14,720 $12 000 $119.962 Jnt Cost $5,828 $920 per weeK 160 $93,242 $14720 $14,000 $121,962 in t Cost $5,828 $920 per weeR 80 $46.621 $7,360 $53.981 I Cost $5.828 $920 Cost Un t Cost I -nit Cost Total RMLD Crew Weeks 40.0 Total U/G Crew Weeks TOTAL per weeK $16.000 $16.000 $2G0 per po'e I-ow 14 880 $14,880 3.720 $24,807 $24,807 $2.481 per wee, 5233,104 $36.800 539.687 $42.000 TOTAL ESTIMATED PROJECT COST: $351,591 CAPITAL PROJECT SUMMARY Project Name: Service Installations (Commercial and Residential) Project #: 112 113 Project Schedule: Annual Project Manager: n/a Reason for Expenditure: To install new and upgraded services for both residential and commercial /industrial customers in the service territory. Brief Description /Scope: • Service Installations - Commercial /Industrial Customers: This item includes new service connections, upgrades, and service replacements for commercial and industrial customers. This represents the time and materials associated with the replacement of an existing or installation of a new overhead service drop and the connection of an underground service, etc. This does not include the time and materials associated with pole replacements /installations, transformer replacements /installations, primary or secondary cable replacements /installations, etc. These aspects of a project are captured under Routine Construction. • Service Installations - Residential Customers: This item includes new or upgraded overhead and underground services. Barriers: None anticipated at this time. Change in Scope of Work From Prior Fiscal Year n/a Status Update: n/a FY16 Capital Budget — March 27, 2015 Page 106 FISCAL 2016 CAPITAL BUDGET COST SHEET Installat,on of new commercial/ industrial service connections. Un t Cost $5,828 $920 per week I 0 ice Details (if app ,caole) Unit Cost O I O I � D I O I D Total RMLD Crew Weeks 3.0 Total U/G Crew Weeks TOTAL 3.0 $17,483 $2,760 $13,389 TOTAL ESTIMATED PROJECT COST: $33,632 Page 107 I.r✓ CAPITAL PROJECT NAME: Service Installations-Commercial/industrial SCHEDULE: FY16 PROJECT #: 112 CREW CREW NEW CREW LABOR VEHICLE OTHER OTHER MATERIAL ITEM WEEKS COST COST LABOR VEHICLE & MISC TOTAL 2 -man 3 $17,483 $2,760 $13,389 $33,632 Installat,on of new commercial/ industrial service connections. Un t Cost $5,828 $920 per week I 0 ice Details (if app ,caole) Unit Cost O I O I � D I O I D Total RMLD Crew Weeks 3.0 Total U/G Crew Weeks TOTAL 3.0 $17,483 $2,760 $13,389 TOTAL ESTIMATED PROJECT COST: $33,632 Page 107 I.r✓ CAPITAL PROJECT NAME: ITEM FISCAL 2016 CAPITAL BUDGET COST SHEET Instab new and upgraded service connections at approximately 360 units (approx 75 -100 feet per installation). ;;nit Cost $5,827.60 weeK Total RMLD Crew Weeks 16.0 Total UIG Crew Weeks TOTAL 16.0 93,242 $14,720 $56,250 TOTAL ESTIMATED PROJECT COST $164,212 Page 108 Service Insta rations - Residentia, Customers SCHEDULE: FY16 PROJECT #: 113 RMLD RMLD CREW CREW NEW CREW LABOR VEHICLE OTHER OTHER MATERIAL WEEKS COST COST LABOR VEHICLE & MISC TOTAL 2 -Man 16 $93,242 $14,720 $56,250 $164,212 Instab new and upgraded service connections at approximately 360 units (approx 75 -100 feet per installation). ;;nit Cost $5,827.60 weeK Total RMLD Crew Weeks 16.0 Total UIG Crew Weeks TOTAL 16.0 93,242 $14,720 $56,250 TOTAL ESTIMATED PROJECT COST $164,212 Page 108 Page 109 Project Name: Project Schedule CAPITAL PROJECT SUMMARY Routine Construction Annual Project # Project Manager: n/a 114 Reason for Expenditure: Routine Construction covers capital projects that develop during the year involving items shown below. Brief Description /Scope: • Capital Construction - transformer installation, overhead and underground system upgrades, miscellaneous projects, pole damage, etc. • Street Lights - new equipment installation • Pole setting /transfers • Engineering labor • General Line Foreman labor • Underground capital construction • Police details associated with routine capital work • Overtime associated with routine capital work Barriers: None anticipated at this time. Change in Scope of Work From Prior Fiscal Year: n/a Status Update: n/a FY16 Capital Budget - March 27, 2015 Page 110 FISCAL YEAR 2016 CAPITAL BUDGET COST SHEET CAPITAL PROJECT NAME: Routine Construction SCHEDULE: FY16 PROJECT #: 114 26.0 weeks in t Cost CREW CREW per wee,( NEW I) JG Construction 1 5 S8,854 CREW LABOR VEHICLE OTHER OTHER MATERIAL $5,902 S40 ITEM WEEKS COST COST LABOR VEHICLE & MISC TOTAL 52.0 weeks 2 -man 52,481 per weep h) Overtime 10 $56575 20 116,552 $18,400 $100.000 S5,657.50 1 $234,952 a)CaptaI ConstfLClion Un t Cost 5,828 $920 per week b) Street Light Installatons 4 23 310 $3,680 $26,990 Lin t Cost 5 828 $920 per wee,( 30 174,828 $27.600 $100,000 $302,428 c) Pole Sett ngrTransfers Jn t Cost $5,828 $920 per week $29,759 $29,759 a) Engineer ng Labor 8.0 weeks lint Cost $3,720 per wee,( e) General L ne Foreman Labor $102,227 $102,227 26.0 weeks in t Cost $3,932 per wee,( I) JG Construction 1 5 S8,854 $60 $100.000 $108,914 Jn t Cost $5,902 S40 per week g) Po ice Deta s $128,999 $128,999 52.0 weeks in t Cost 52,481 per weep h) Overtime 10 $56575 $9,200 $65,775 Jrnt Cost S5,657.50 $920 per week Total RMLD Crew Weeks 54.0 Total UIG Crew Weeks 1.5 TOTAL 55.5 S380 11874 $58,940 5260,985 $300000 TOTAL ESTIMATED PROJECT COST: $1,000,044 Page 111 a RMLD Board of Commissioners Committees and Assignments June 12, 2014 Audit (Including Town of Reading Audit) Recommend audit findings to the Board. Philip Pacino Robert Soli One member of Audit Committee meets at least semiannually with the Accounting/ Business Manager on RMLD financial issues. Town of Reading Audit Committee - Sit on the Town of Reading Audit Committee and select firm that performs annual financial audit or RMLD pension trust. Budget Committee Recommend Operating and Capital Budgets to the Board. John Stempeck, Chair Robert Soli Recommend actuaries and actuary findings to the Board. Thomas O'Rourke Make recommendation to RMLD Board for legal counsel. Policy Committee Recommend changes of Board policies to RMLB. Philip Pacino, Chair John Stempeck Thomas O'Rourke Assignments Review and approve payables on a weekly basis. Accounts Payable Thomas O'Rourke - July This position is rotational. It requires one signature. David Talbot - August Robert Soli - September No Commissioner may serve more than three consecutive Philip Pacino - October years on this Committee and must take a year leave before Thomas O'Rourke - November returning to this Committee. John Stempeck - December David Talbot - January John Stempeck - February Philip Pacino - March Thomas O'Rourke - April Robert Soli - First Back Up Assignments Payroll - Four Month Rotation Philip Pacino, August - November David Talbot, December - March Thomas O'Rourke, April - July Robert Soli - First Back Up Review and approve payroll. This position is rotational every four months. It requires primary signer and one back -up. No Commissioner can serve more than three consecutive years on this Committee and must take a year leave before returning to this Committee. 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Awj asuipind :;oafgnS S I OZ `t, Atw :31eQ n>?aluad auuf `nHoy� uaazne :uzoil uaug,p uaaToD :oZ ME %1 •p 'ale!paw. NoojgAuol �Pbt'I trf ouuizu!" -BuWad joojgnuolS %8'b ipAN i!wwnS �6v `i!un em aailweig %u C `Sl)afoJd 3JxnoS3x Ag MMK3 STOZ xDx 'ViV A6Jau3 )ON 9w!1 !eat{ aoud !eu!6ieW !euo!leoo-1 peayy -Aep Jolejado walsAS luepuedepu! (lelolgns) %90'£Z 09'Z9 L 10'009'£ 1 96ue4oja;ul OSI juawelpaS % 1£'£- 99'" 66L'196'1- A6J9u3 ION 121 juawelpos %6£'9Z 9L'LL L 19' 199'91 . dWl b'd OSI (4^^W /$) (qmm) A6J9u3 A6J9u3 jo A6jau3 jo aojnosad le}ol10 % }soO junowy Z elgel 'SI0Z `goreW jo gluow aq1 joj �2jaug 13N l'u aql put, wowiluas dw l dQ oqj uo;)ml3q oSuvgoiajui OSI aqi unnop sxuaiq Z alge,L CAPACITY The RMLD hit a demand of 102,366 kW, which occurred on March 3, at 7 pm. The RMLD's monthly UCAP requirement for March, 2015 was 209,812 kWs. 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 34.47 $170,635 11.66% Seabrook 7,919 39.88 $315,837 21.58% Stonybrook Peaking 24,981 2.03 $50,801 3.47% Stonybrook CC 42,925 7.77 $333,554 22.80% NYPA 4,019 4.19 $16,834 1.15% Hydro Quebec 0 0 $21,036 1.44% Nextera 60,000 5.65 $339,000 23.17% Braintree Watson Unit 10,520 10.79 $113,545 7.76% ISO -NE Supply Auction 54,497 1.87 $102,020 6.97% Total 209,811 $6.97 $1,463,262 100.00% Table 4 shows the dollar amounts for energy and capacity per source. Table 4 Cost of % of Amt of Energy Power Resource Energy Capacity Total cost Total Cost (kWh) ($ /kWh) Millstone #3 $24,997 $170,635 $195,632 4.29% 3,713,826 0.0527 Seabrook $39,354 $315,837 $355,191 7.78% 5,885,917 0.0603 Stonybrook Intermediate $17,520 $333,554 $351,074 7.69% 41,625 8.4342 Hydro Quebec $0 $21,036 $21,036 0.46% - 0.0000 Shell Energy $493,614 $0 $493,614 10.81% 7,148,480 0.0691 NextEra $413,344 $339,000 $752,344 16.48% 7,402,000 0.1016 • NYPA $12,188 $16,834 $29,021 0.64% 2,477,148 0.0117 ISO Interchange $1,122,066 $102,020 $1,224,086 26.81% 13,600,017 0.0900 Nema Congestion - $87,813 $0 - $87,813 -1.92% - 0.0000 BP Energy $376,200 $0 $376,200 8.24% 7,881,830 0.0477 • Summit Hydro /Collins /Pioneer $202,679 $0 $202,679 4.44% 2,824,890 0.0717 Braintree Watson Unit $93,156 $113,545 $206,701 4.53% 214,549 0.9634 • Swift River Projects $117,911 $0 $117,911 2.58% 1,182,078 0.0997 Coop Resales $1,838 $0 $1,838 0.04% 11,370 0.1617 Exelon Energy $274,851 $0 $274,851 6.02% 6,541,480 0.0420 Stonybrook Peaking $0 $50,801 $50,801 1.11% - 0.0000 Monthly Total $3,101,904 $1,463,262 $4,565,166 100.00% 58,925,210 0.0775 * Renewable Resources 11.00% RENEWABLE ENERGY CERTIFICATES (RECs) Table 5 shows the amount of banked and projected RECs for the Swift River Hydro Projects through March 2015, as well as their estimated market value. TRANSMISSION The RMLD's total transmission costs for the month of March, 2015 were $987,624. This is an increase of 4.29% from the February transmission cost of $947,036. In March, 2014 the transmission costs were $892,962. Table 6 Current Month Table 5 Last Year Peak Demand (kW) 102,366 Swift River RECs Summary 104,839 Energy (kWh) 58,925,210 Period - July 2014 -March 2015 59,029,265 Energy ($) Banked Projected Total Est. Capacity ($) RECs RECs RECs Dollars Woronoco 1,129 838 1,967 $94,416 Pepperell 2,798 1,940 4,738 $227,424 Indian River 1,619 817 2,436 $116,928 Turners Falls 11859 133 1,992 $0 Subtotal 7,405 3,728 11,133 $438,768 RECs Sold 0 $0 Grand Total 7,405 3,728 11,133 $438,768 TRANSMISSION The RMLD's total transmission costs for the month of March, 2015 were $987,624. This is an increase of 4.29% from the February transmission cost of $947,036. In March, 2014 the transmission costs were $892,962. Table 6 Current Month Last Month Last Year Peak Demand (kW) 102,366 108,841 104,839 Energy (kWh) 58,925,210 57,903,974 59,029,265 Energy ($) $3,101,904 $3,579,980 $3,420,919 Capacity ($) $1,463,262 $1,491,533 $1,426,844 Transmission($) $987,624 $947,036 $892,962 Total $5,552,790 $6,018,549 $5,740,725 V Z w U LL Lj- w V w Z w In L O 4- u a) N (0 .Y C v .O v C cz u c� C O u IT � N � N � O 0101" LO O co N r 0) O N O cc M O V S " N M to co (D Q) m Q M r C M fff n M O co rn Q M [D N In a = a O E U 6v E» V> F» F» V> 0 °o N LO iD M O 7 W LO r 0 0) r M O (D N V N O U D Nf fA V! aD o O Q) O O F» E» E» V� L M N co N V co > O N co 00 O N O O O O O O Y o o oo ° a> r o o o 0 ton N O f0 O CD Q N r O) MO N N V> V, V) Vf V> V) 00 C14 N 3 M O (n (f) O N CD ao N o M O V> O r N M r r N V co M N O V> V> Vq V) o to 64 t O r O O O M O Q Q O n ID V) ls� N M r Q O N (0 m O O fA M fA Vi N Vi w f9 to T M V r r Q o rD m U N O O f0 N (+j N (r') ID N (QO M O C W as LO LO � O OQ O o O c, O_ N N v O vi 1") Io t0 Cl) N r r O p O fA O V W V ONO Vf Q 69 E N r O r c N r to M m (p V to N G r T w. to N OD 6q U � o S O CL In N t0 N N N N (D ((.5 6a Ul r V► f» Va F» N O) L (() U r r V L N N 00 O O YLO N oQ O to N N O O N N O M r N O O m l0 a) o o o o o o o O o Q O1 w D) 0) O r OD (D M N �_ (D N r Ln (D N a0 c0 0101 O m U) a) n o N _T n n o U m r (D Q (0 fl_ OJ U Q ' r a r�- L Q Lo N 8('T o i' LL LL LL LL LL LL a V ( 0 (Q N (9 "O L -0 C "O O r E O C N O C C N f0 Q l0 (0 69 o O O O d O O O O 3 D N N M O ' a0 IT � N � N � O 0101" O R N O r O O S (`p Q) m Q w H fff n fn rn Q co 7 In a = a E o0 O 0 0 °o O O N � N U D Nf fA V! f9 o O Q) O O (n } N a o oo o o oo ° r o o o 0 ton N O O1 O CD Q N r O) MO N 3 CD c> w tD Q M M Q r N d o r O fOD O M Q Q a0 n ID N N M r Q O N (0 O fA N fA Vi 10 Vi w f9 to r r Q o (m N O O fD a0 N (r') ID N (QO as O OQ O o O c, O_ N N v O 1") Io N � p O fA b9 Yi W tH H Vf to 69 E M Q r m u) r to M m to M N IS H G o S O O In N t0 N N N N (D Q M D) r r O) L U N oQ l0 a) o o o o o o o O o Q U m o o Ln c0 0101 a) n o N (on n n o m r (D Q Q ' r a Q Q 0 N 8('T o 0 c, a O N O a) N Q to 69 o 69 H Vi H Ni 60 H a) t0 3 D N N M O ' a0 L N_ N Qopp M N M N N OQ O o N O `~ o o o LO C M c, (n r m m ao m O N Y m �° �) r Q) n M M m p Oi N ` Q n N M aO M M M M N oo o 0 00 0 0 L }� a) C o M M uo) O N (o Oi N V to L N Q O N O Q (D D) N 3 N � N N N r r r N � O L p c 0 Vi A A Nf A U9 A H Vi (D (D Q) N O N D1 _ y} of O N M ao N 00 r l0 } 8 8 0 0 0 0 0 0 o F ca H 00 a� E IfL U (D Q bA N . r. bA W 0 a� Cf) Ct 0 N t� 'C3 O N a 04 O C4 tn 0 N O Gi. Vi O ­4 O O V CC$ tC3 ET EV) E Q (D O U � N oLn C/-) �- U Q Q : N cn 0o Q V O Q O Lr) O U � O U o ry U C- 0 — � 3 O O O O O O O H Q Q O O r---� 3 L C: C73 aD aD U_ U > > a_ V) V 1 1 1 1 EV) E Q (D O U � N oLn C/-) �- U Q Q : N cn 0o Q V O Q O Lr) O U � O U o ry n E-4 U w a� E N Q) u O Q) E O U Q V) Q) —' = _0 O O Q E O O Q Ln _ Q) o aD U O ry O U U O U O o Ln O U a� 1 1 1 1 1 1 1 • • • V • ^1 �I O • O �1 Z � y O � o � LM O N O rl v to CD v o a a �7- r ui 0 0 0 0 0 0 0 0 Qj 2 n O L O O W i Ln O N i O O U oo 10 N c 0 N Q� Q a 0 N M 'Y ry 0 N N 0 N Q N O G i o' 0 ry ry j O r/ 4 Q � O N a .rv- co 0 F4 Q .� Zy H Ln O N i O O U oo 10 N c 0 N Q� Q a 0 N M 'Y ry 0 N N 0 N Q N O c °o, °o,$ °o,HHH °oHH H as o y � O QI -! a ti j� V ,*I *I u m� oQQ O O O O O O G�i N N N N N N 1' Z �1 Ci � a en en O Q ti O N O i ry N O ry O N O 0 O N oN ° $ 0 0 0 0 0 0 0 0 0 0 Ims Lm 044 0 N CMM 0 =1 N ArrA�r- I /24/2015 :11 AM READING MUNICIPAL LIGHT DEPARTMENT FY 15 CAPITAL BUDGET VARIANCE REPORT FOR PERIOD ENDING MARCH 31, 2015 PROJ DESCRIPTION CONSTRUCTION: 101 5W9 Reconductoring - Ballardvale Area 102 Pole Line Upgrade Lowell Street 104 Upgrade Old Lynnfield Center URDs (Cook's Farm) 105 4W5 - 4W6 Tie 106 URD Upgrades 107 Step -down Area Upgrades 212 Force Account West Street SUB -TOTAL STATION UPGRADES: 108 Relay Replacement Project - Gaw Station #4 110 Station 3 - Replacement of Service Cutouts 130 Remote Terminal Unit (RTU) Replacement - Station 3 810 Station 5 RTU Replacement SUB -TOTAL NEW CUSTOMER SERVICES: 112 New Service Installations (Commercial / Industrial) 113 New Service Installations (Residential) SUB -TOTAL ACTUAL COST YTD ANNUAL REMAINING TOWN MAR ADDITIONS BUDGET BALANCE W 11,586 253,000 241,414 W 17,929 79,371 173,000 93,630 LC 56,087 217,000 160,913 R (434,518) 70,000 70,000 ALL 51,425 319,000 267,575 ALL 21,286 60,872 203,000 142,128 R 224,000 224,000 39,215 259,341 1,459,000 1,199,660 R 50,000 50,000 NR 2,192 NR 85,000 85,000 W 2,884 2,884 - (2,884) 2,884 5,076 135,000 132,116 ALL 12,465 57,000 44,535 ALL 4,280 97,760 260,000 162,240 4,280 110,225 317,000 206,775 ` completed project TOTAL CAPITAL BUDGET $ 417,084 $ 2,366,349 $ 5,852,000 $ 3,487,843 ROUTINE CONSTRUCTION: 114 Routine Construction ALL 147,322 1,381,518 947,000 (434,518) SPECIAL PROJECTS / CAPITAL PURCHASES: 103 Distribution Protection and Automation ALL 69,000 69,000 116 Transformers and Capacitors ALL 144,980 444,000 299,020 117 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 4,700 30,000 25,300 131 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 82,025 82,025 121,000 38,975 135 Arc Flash Study ALL 2,092 2,092 35,000 32,908 137 SCADA System Upgrade - Hardware ALL 15,949 36,281 63,000 26,719 SUB -TOTAL 100,066 351,499 1,296,000 944,502 OTHER CAPITAL PROJECTS: 118 Rolling Stock Replacement ALL 434,000 434,000 119 Security Upgrades All Sites ALL 5,012 22,265 61,000 38,735 120 Great Plains / Cogsdale Upgrade ALL 7,093 46,443 350,000 303,557 121 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 6,805 35,192 102,000 66,808 128 Software and Licensing ALL 39,971 68,287 122,000 53,713 129 Master Facilities Site Plan R 50,000 50,000 136 Organizational / Reliability Studies ALL 64,436 64,436 100,000 35,564 SUB -TOTAL 123,317 258,691 1,698,000 1,439,309 ` completed project TOTAL CAPITAL BUDGET $ 417,084 $ 2,366,349 $ 5,852,000 $ 3,487,843 READING MUNICIPAL LIGHT DEPARTMENT Engineering and Operations Monthly Report March 2015 CAPITAL IMPROVEMENTS May 6, 2015 I Complete Construction Projects: FY14 -15 Status Month YTD 102 Pole Line Upgrade- Lowell Street, Wilmington 35% $17,929 $79,371 • Construction has begun (as of 1/14/15). 107 Step -down Area Upgrades — All Towns On- $21,286 $60,872 Vine Street Area, Reading going New Customer Service Connections: 112 Service Installations — Commercial /Industrial: On $12,465 going Service Installations — Residential: 113 This item includes new or upgraded overhead and $4,280 $97,760 underground services. going Special Projects /Capital Purchases: 134 Substation Test Equipment 100% $82,025 $82,025 135 ARC Flash Study 100% $2,092 $2,092 137 SCADA System Upgrades 100% $15,949 $36,281 810 Station 5 RTU Replacement 100% $2,884 $2,884 May 6, 2015 I Con ROUTINE CONSTRUCTION: MAR YTD Pole Setting/Transfers 56,133 317,599 Overhead/Underground 29,935 385,899 Projects Assigned as Required • Fiber Framing 16,406 236,599 Pole Damage /Knockdowns • Work was done to repair or replace three (3) poles 4,383 37,989 Station Group 97,532 Hazmat/Oil Spills 3,831 Porcelain Cutout Replacement Program 16,549 24,519 Lighting Street Light Connections 2,629 20,414 Storm Trouble 0 34,702 Underground Subdivisions new construction 0 47,434 Animal Guard Installation 0 5,812 Miscellaneous Capital Costs 21,287 169,189 TOTAL: $ 147,322 $ 1,381,518' May 6, 2015 MAINTENANCE PROGRAMS Aged /Overloaded Transformer Replacement through March 31, 2015 Padmount: Single- Phase: 11.69% replaced (of those over 20 years old) Three - Phase: 6.41 % replaced (of those over 20 years old) Overhead: Single- Phase: 9.23% 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) (as of 5/6/15) Year -one inspection complete: 645 poles tested ( -10 %) • 390 silver tag (PASSED) • 233 red tag (FAILED): 76 have been replaced • 22 double red tag (CONDEMNED): 22 have been replaced 29 of 98 transfers have been completed 13.8kV /35kV Feeders - Quarterly Inspections 5W8, 5W9, 5W4, 5W5, 4W7, 4W23, 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 March 31, 2015, there are 284 remaining porcelain cutouts to be replaced. 90% complete. Substations: Infrared Scanning (Monthly) Station 3 Scanning complete through March - no hot spots found Station 4 Scanning complete through March - no hot spots found Station 5 Scanning complete through March - no hot spots found Substation Maintenance Program • Inspection of all three stations by UPG in progress. 100% complete May 6, 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 ------- - -_... _ .. _. _.--- .__._ -_ —. 8535 80.00 — _ -- - - - - -- _ 70.00 - — - - - -- - -- . -.. . 60.00 _ -- - - - - -- - — - - 62-35 50.00 40.00 30.00 20.00 _ 10.00 - 0.00 2010 - 2011 - 2012 - 2013 - 2014 -2015 Average SAIDI X2010 X2011 X2012 2013 X2014 � 2015 YTD Region Average National Average 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 2010 -2011- 2012 - 2013 -2014 -2015 Average SAIFI 0.83 0.55 X2010 X2011 X2012 X2013 X2014 2015 YTD -- Region Average National Average May 6, 2015 4 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. CAIDI 2010 -2015 120.00 �- 100.00 80.00 60.00 }-- 40.00 dL i 20.00 �- ' 1 0.00 2010 - 2011 -2012- 2013 - 2014 -2015 Average CAIDI 105.77 2010 83.00 2011 2012 2013 X2014 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. May 6, 2015 5 Outages Causes Calendar YTD (from eReliability website) January • March 2016 vw, M,rnan Era 4% Ti H Unknown Weather 7 10 3% Vehicle Accident 4% 10 491, May 6, 2015 _Gupr!e� 1 SR '. Utility Human Error 1 1% Natural 1 0% Outage Cause Total Outage Causes Annual Average 2010 -2015 Count 25 ■ Equipment -. Tree e Wildlife ■ Vehicle Accident ■ Weather a Unknown Utility Human Error ■ Natural 6 W U Z Q Z W Cn �--. W Z N a w a- x Q W Z J Qa Q LZ_ U cr- 1� Q W CL O Ln r-1 L f0 C L w v Z Q Z H Z n u 0 Z P: LU LU d O 1 C N L U f0 Q L" u-, m �^ LL m O 00 ti m C) > O LL M M N 00 LL Ol N N 00 0) m � } LL Q1 N N } O LL Oi "It W u O O O O O O Z C O C O O o Z Z H O O O C O O H O 00 to V N Z W Q O � v Z Q Z H Z n u 0 Z P: LU LU d O 1 C N L U f0 Q r: FINANCIAL REPORT MARCH 31, 2015 ISSUE DATE: MAY 452015 Dt: May 5, 2015 To: RMLB, Coleen O'Brien, Jeanne Foti Fr: Bob Fournier Sj: March 31, 2015 Report The results for the first nine months ending March 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 March, the net loss or the negative change in net assets was $817,072 decreasing the year to date net income to $1,957,387. The year to date budgeted net income was $1,595,375, resulting in net income being over budget by $362,012 or 22.7 %. Actual year to date fuel expenses exceeded fuel revenues by $528,071 and purchased power capacity and transmission (ppct) revenues exceed ppct expenses by $680,901. 2) Revenues: (Page 3A) *Year to date base revenues were under budget by $367,498 or 2.18 %. Actual base revenues were $16.4 million compared to the budgeted amount of $16.8 million. 3) Expenses: (Page 12A) *Year to date purchased power base expense was over budget by $506,010 or 2.3 %. Actual purchased power base costs were 22.0 million and budgeted power base costs were $21.5 million. *Year to date operating and maintenance (O &M) expenses combined were over budget by $28,274 or .27 %. Actual O &M expenses and budgeted expenses were at $10.6 million. *Depreciation expense and voluntary payments to the Towns were on budget. 4) Cash: (Page 9) *Operating Fund was at $11,725,347. * Capital Fund balance was at $5,738,974. * Rate Stabilization Fund was at $6,759,552. * Deferred Fuel Fund was at $3,604,623. * Energy Conservation Fund was at $584,792. 5) General Information: *Year to date kwh sales (Page 5) were 528,921,813 which is 1,970,998 million kwh or .37 %, behind last year's actual figure. Budget Variance: *Cumulatively, the five divisions were over budget by $2,575 or .02% 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 3/31/2015 (SCH A P.9) (SCH A P.9) (SCH A P.9) (SCH B P.10) (SCH B P.10) PREVIOUS YEAR 13,893,614.38 15,191,576.82 1,250,000.00 6,005,915.12 943,553.46 1,453,723.81 CURRENT YEAR 11,728,347.39 20,526,355.15 1,292,906.26 7,716,416.82 1,900,447.64 1,628,593.44 38,738,383.59 44,793,066.70 (SCH C P.2) 31,379.32 26,993.75 (SCH C P.2) 70,296,648.63 69,664,353.99 70,328,027.95 69,691,347.74 109,066,411.54 114,484,414.44 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 M (i; 7,901,585.69 6,169,828.91 731,657.83 834,407.02 399,624.15 558,908.48 190,641.25 171,677.77 9,223,508.92 7,734,822.18 2,885,367.88 2,918,870.73 2,885,367.88 2,918,870.73 10,653,692.91 12,108,876.80 70,296,648.63 69,664,353.99 4,137,612.78 5,738,974.40 22,523,273.33 28,427,393.14 96,957,534.74 103,830,721.53 109,066,411.54 114,484,414.44 TOWN OF READING, MASSACHUSETTS MUNICIPAL LIGHT DEPARTMENT NONCURRENT ASSET SCHEDULE 3/31/2015 SCHEDULE C PREVIOUS YEAR SCHEDULE OF INVESTMENTS IN ASSOCIATED COMPANIES NEW ENGLAND HYDRO ELECTRIC 3,261.87 NEW ENGLAND HYDRO TRANSMISSION 28,117.45 TOTAL INVESTMENTS IN ASSOCIATED COMPANIES 31,379.32 SCHEDULE OF CAPITAL ASSETS LAND 1,265,842.23 STRUCTURES AND IMPROVEMENTS 6,430,639.92 EQUIPMENT AND FURNISHINGS 12,977,665.88 INFRASTRUCTURE 49,622,500.60 TOTAL CAPITAL ASSETS, NET 70,296,648.63 TOTAL NONCURRENT ASSETS 70,328,027.95 (2) CURRENT YEAR 2,975.74 24,018.01 26,993.75 1,265,842.23 6,306,838.38 12,551,310.68 49,540,362.70 69,664,353.99 69,691,347.74 TOWN OF READING, MASSACHUSETTS MUNICIPAL LIGHT DEPARTMENT BUSINESS -TYPE PROPRIETARY FUND STATEMENT OF REVENUES, EXPENSES AND CHANGES IN FUND NET ASSETS 3/31/2015 OPERATING REVENUES: (SCH D P.11) BASE REVENUE FUEL REVENUE PURCHASED POWER CAPACITY FORFEITED DISCOUNTS ENERGY CONSERVATION REVENUE GAW REVENUE NYPA CREDIT TOTAL OPERATING REVENUES OPERATING EXPENSES: (SCH E P.12) 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 MARCH MONTH MONTH LAST YEAR LAST YEAR CURRENT YEAR TO DATE CURRENT YEAR YTD % TO DATE CHANGE 3,890,772.46 1,617,939.53 35,242,208.28 16,456,711.52 3,049,133.54 170.35% 2,372,124.71 (191,768.42) 24,255,077.82 (194,405.26) 26,171,814.75 170,209.37 2,394,543.72 509,434.06 22,667,928.12 90,400.98 5,641.29 111,905.43 46,253.54 709,048.71 98,271.69 646,656.96 54,551.61 51,465.20 522,540.03 517,597.83 14,415.68 (3,544.86) 0.00 3.02% 489,669.08 45,164.06 0.00 (321,914.91) (130,242.61) (858,927.11) (727,657.76 6,947,568.73 6,417,735.98 60,869,050.87 65,733,051.42 1,426,843.70 1,463,262.28 13,136,735.11 12,825,378.23 897,755.34 170.35% 951,509.01 (191,768.42) 8,700,383.05 (194,405.26) 9,161,648.07 3,420,919.01 3,101,903.54 25,763,796.92 25,972,228.26 820,478.90 5,641.29 851,655.64 46,253.54 7,314,220.74 98,271.69 8,137,944.46 244,128.37 288,712.09 2,144,643.09 2,530,390.24 314,969.55 (3,544.86) 321,788.79 3.02% 2,834,725.95 45,164.06 2,896,099.11 116.666.67 118,000.00 1,048,517.01 1,052,754.00 7,241,761.54 7,096,831.35 60,943,021.87 62,576,442.37 - 53.306 7.90% 4349.638 -8.806 -0.958 - 100.00% - 15.288 7.998 -2.374 5.30% 0.81% 11.26% 17.999 2.17% 0.408 2.68% (294,192.81) (679,095.37) (73,971.00) 3,156,609.05 - 4367.366 1,918.87 0.00 33,102.73 89,491.75 170.35% (191,768.42) (194,405.26) (1,725,915.76) (1,749,647.28) 1.38% 10,469.72 5,641.29 46,253.54 98,271.69 112.46% (251.77) (251.41) (3,440.89) (3,544.86) 3.02% 45,164.06 51,038.49 364,327.33 366,207.02 0.528 (134,467.54) (137,976.89) (1,285,673.05) (1,199,221.68) -6.72% (428,660.35) (817,072.26) (1,359,644.05) 1,957,387.37 - 243.96% (1) 98,317,178.79 101,873,334.16 3.62% 96,957,534.74 103,830,721.53 7.09% TOWN OF READING, MASSACHUSETTS MUNICIPAL LIGHT DEPARTMENT BUSINESS -TYPE PROPRIETARY FUND STATEMENT OF REVENUES, EXPENSES AND CHANGES IN FUND NET ASSETS 3/31/2015 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 MARCH * ( ) = ACTUAL UNDER BUDGET ACTUAL BUDGET % YEAR TO DATE YEAR TO DATE VARIANCE* CHANGE 16,456,711.52 16,824,210.00 (367,498.48) -2.18% 26,171,814.75 28,237,970.00 (2,066,155.25) -7.32% 22,667,928.12 22,297,499.00 370,429.12 1.66% 646,656.96 850,927.00 (204,270.04) - 24.01% 517,597.83 529,694.00 (12,096.17) -2.28% (727,657.76) (524,997.00) (202,660.76) 38.60% 65,733,051.42 68,215,303.00 (2,482,251.58) -3.64% 12,825,378.23 12,255,551.00 569,827.23 9,161,648.07 9,225,465.00 (63,816.93) 25,972,228.26 29,197,957.00 (3,225,728.74) 8,137,944.46 8,196,522.00 (58,577.54) 2,530,390.24 2,443,538.00 86,852.24 2,896,099.11 2,918,997.00 (22,897.89) 1,052,754.00 1,062,000.00 (9,246.00) (1,319,898.00) 120,676.32 -9.14% 62,576,442.37 65,300,030.00 (2,723,587.63) 3,156,609.05 2,915,273.00 241,336.05 4.65% -0.69% - 11.05% -0.71% 3.55% -0.78% -0.87% -4.17% 8.28% 89,491.75 150,000.00 (60,508.25) - 40.34% (1,749,647.28) (1,749,645.00) (2.28) 0.00% 98,271.69 74,997.00 23,274.69 31.03% (3,544.86) (2,250.00) (1,294.86) 57.55% 366,207.02 207,000.00 159,207.02 76.91% (1,199,221.68) (1,319,898.00) 120,676.32 -9.14% 1,957,387.37 1,595,375.00 362,012.37 101,873,334.16 101,873,334.16 0.00 103,830,721.53 103,468,709.16 362,012.37 (3A) 22.69% 0.00% 0.35% TOWN OF READING, MASSACHUSETTS MUNICIPAL LIGHT DEPARTMENT RECONCILIATION OF CAPITAL FUNDS 3/31/2015 SOURCE OF CAPITAL FUNDS: DEPRECIATION FUND BALANCE 7/1/14 4,130,584.59 CONSTRUCTION FUND BALANCE 7/1/14 1,000,000.00 INTEREST ON DEPRECIATION FUND FY 15 16,139.00 DEPRECIATION TRANSFER FY 15 2,896,099.11 OTHER - LED GRANT 62,500.00 TOTAL SOURCE OF CAPITAL FUNDS 8,105,322.70 USE OF CAPITAL FUNDS: LESS PAID ADDITIONS TO PLANT THRU MARCH 2,366,348.30 GENERAL LEDGER CAPITAL FUNDS BALANCE 3/31/15 (4) 5,738,974.40 TOWN OF READING, MASSACHUSETTS MUNICIPAL LIGHT DEPARTMENT SALES OF KILOWATT HOURS 3/31/2015 MUNICIPAL SALES: STREET LIGHTING MUNICIPAL BUILDINGS TOTAL MUNICIPAL CONSUMERS SALES FOR RESALE SCHOOL TOTAL KILOWATT HOURS SOLD I �w I* 240,064 MONTH MONTH LAST YEAR CURRENT YEAR YTD % SALES OF ELECTRICITY: LAST YEAR CURRENT YEAR TO DATE TO DATE CHANGE RESIDENTIAL SALES 20,848,488 20,626,652 202,363,496 199,492,134 -1.42% COMM. AND INDUSTRIAL SALES 31,768,994 29,273,602 304,897,175 304,911,288 0.00% PRIVATE STREET LIGHTING 76,479 79,624 675,927 712,545 5.42% TOTAL PRIVATE CONSUMERS 52,693,961 49,979,878 507,936,598 505,115,967 -0.56% MUNICIPAL SALES: STREET LIGHTING MUNICIPAL BUILDINGS TOTAL MUNICIPAL CONSUMERS SALES FOR RESALE SCHOOL TOTAL KILOWATT HOURS SOLD I �w I* 240,064 237,189 2,158,478 2,179,674 684,289 785,967 7,350,967 7,432,444 1,124,353 1,023,156 9,509,445 9,612,118 284,914 246,558 2,591,545 2,584,169 1,341,677 1,291,370 10,855,223 11,609,559 55,444,905 52,540,962 530,892,811 528,921,813 (5) 0.98% 1.11% 1.08% -0.28% 6.95% -0.37% TOWN OF READING, MASSACHUSETTS MUNICIPAL LIGHT DEPARTMENT KILOWATT HOURS SOLD BY TOWN 3/31/2015 TOTAL READING LYNNFIELD MONTH NO.READING WILMINGTON RESIDENTIAL 20,626,652 6,751,327 2,663,968 4,885,817 6,325,540 COMM & IND 29,273,602 3,793,204 208,689 4,404,108 20,867,601 PVT ST LIGHTS 79,624 13,418 1,490 24,791 39,925 PUB ST LIGHTS 237,189 79,671 32,299 41,206 84,013 MUNI BLDGS 785,967 257,775 134,583 120,819 272,790 SALES /RESALE 246,558 246,558 0 0 0 SCHOOL 1,291,370 441,017 239,928 260,940 349,465 TOTAL 52,540,962 11,582,970 3,280,957 9,737,681 27,939,354 YEAR TO DATE RESIDENTIAL 199,492,134 62,381,127 28,379,843 45,642,242 63,088,922 COMM & IND 304,911,288 38,245,933 2,396,039 47,012,246 217,257,070 PVT ST LIGHTS 712,545 120,446 13,649 223,339 355,111 PUB ST LIGHTS 2,179,674 732,410 294,595 382,641 770,028 MUNI BLDGS 7,432,444 2,031,996 1,511,121 1,281,400 2,607,927 SALES /RESALE 2,584,169 2,584,169 0 0 0 SCHOOL 11,609,559 3,910,113 2,400,757 1,980,040 3,318,649 TOTAL 528,921,813 110,006,194 34,996,004 96,521,908 287,397,707 LAST YEAR TO DATE RESIDENTIAL 202,363,496 64,089,035 28,385,340 46,971,337 62,917,784 COMM & IND 304,897,175 38,581,340 2,483,314 47,824,019 216,008,502 PVT ST LIGHTS 675,927 118,009 12,680 204,680 340,558 PUB ST LIGHTS 2,158,478 726,138 292,500 377,757 762,083 MUNI BLDGS 7,350,967 2,054,108 1,445,389 1,289,327 2,562,143 SALES /RESALE 2,591,545 2,591,545 0 0 0 SCHOOL 10,855,223 3,873,370 2,445,386 1,351,200 3,185,267 TOTAL 530,892,811 112,033,545 35,064,609 98,018,320 285,776,337 KILOWATT HOURS SOLD TO TOTAL TOTAL READING LYNNFIELD NO.READING WILMINGTON MONTH RESIDENTIAL 39.26% 12.85% 5.07% 9.30% 12.04% COMM & IND 55.72% 7.22% 0.40% 8.38% 39.72% PVT ST LIGHTS 0.15% 0.03% 0.00% 0.05% 0.07% PUB ST LIGHTS 0.45% 0.15% 0.06% 0.08% 0.16% MUNI BLDGS 1.50% 0.49% 0.26% 0.23% 0.52% SALES /RESALE 0.47% 0.47% 0.00% 0.00% 0.00% SCHOOL 2.45% 0.84% 0.46% 0.50% 0.65% TOTAL 100.00% 22.05% 6.25% 18.54% 53.16% YEAR TO DATE RESIDENTIAL 37.72% 11.79% 5.37% 8.63% 11.93% COMM & IND 57.65% 7.23% 0.45% 8.89% 41.08% PVT ST LIGHTS 0.13% 0.02% 0.00% 0.04% 0.07% PUB ST LIGHTS 0.41% 0.14% 0.06% 0.07% 0.14% MUNI BLDGS 1.41% 0.38% 0.29% 0.24% 0.50% SALES /RESALE 0.49% 0.49% 0.00% 0.00% 0.00% SCHOOL 2.19% 0.74% 0.45% 0.37% 0.63% TOTAL 100.00% 20.79% 6.62% 18.24% 54.35% LAST YEAR TO DATE RESIDENTIAL 38.12% 12.07% 5.35% 8.85% 11.85% COMM & IND 57.43% 7.27% 0.47% 9.01% 40.68% PVT ST LIGHTS 0.13% 0.02% 0.00% 0.04% 0.07% PUB ST LIGHTS 0.41% 0.14% 0.06% 0.07% 0.14% MUNI BLDGS 1.38% 0.39% 0.27% 0.24% 0.48% SALES /RESALE 0.49% 0.49% 0.00% 0.00% 0.00% SCHOOL 2.04% 0.73% 0.46% 0.25% 0.60% TOTAL 100.00% 21.11% 6.61% 18.46% 53.82% (6) TOWN OF READING, MASSACHUSETTS MUNICIPAL LIGHT DEPARTMENT FORMULA INCOME 3/31/2015 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) 65,733,051.42 0.00 3,566.17 (62,576,442.37) (3,544.86) 3,156,630.36 SALE OF KWH (P.5) 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 PEAK LOAD TOWN OF READING, MASSACHUSETTS MUNICIPAL LIGHT DEPARTMENT GENERAL STATISTICS 3/31/2015 MONTH OF MAR 2014 55,444,905 59,029,265 0.039380 0.070174 0.097333 0.125168 2,727,218.63 77.13% 104,839 MONTH OF % CHANGE YEAR THRU MAR 2015 2014. 2015 MAR 2014 MAR 2015 52,540,962 -1.45% -0.37% 530,892,811 528,921,813 58,925,210 -0.49% -3.04% 551,961,652 535,201,067 0.024833 2.80 % - 39.43% 0.039563 0.023964 0.030794 2.56% - 53.13% 0.066383 0.031114 0.077474 0.33% - 15.94% 0.086240 0.072492 0.075942 -2.57% - 28.09% 0.112070 0.080595 2,241,882.10 - 11.84% 8.75% 23,396,150.71 25,444,156.99 78.85% 102,366 (8) TOWN OF READING, MASSACHUSETTS MUNICIPAL LIGHT DEPARTMENT SCHEDULE OF CASH AND INVESTMENTS 3/31/2015 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 r: (9) SCHEDULE A PREVIOUS YEAR CURRENT YEAR 13,890,614.38 11,725,347.39 3,000.00 3,000.00 13,893,614.38 11,728,347.39 4,137,612.78 925,305.27 241,841.17 6,709,447.36 200,000.00 1,645,706.94 150,000.00 731,657.83 450,005.47 15,191,576.82 1,250,000.00 30,335,191.20 5,738,974.40 937,215.75 3,604,623.69 6,759,552.68 200,000.00 1,716,789.36 150,000.00 834,407.02 584,792.25 20,526,355.15 1,292,906.26 33,547,608.80 TOWN OF READING, MASSACHUSETTS MUNICIPAL LIGHT DEPARTMENT SCHEDULE OF ACCOUNTS RECEIVABLE 3/31/2015 PREVIOUS YEAR SCHEDULE OF ACCOUNTS RECEIVABLE RESIDENTIAL AND COMMERCIAL 2,167,663.98 ACCOUNTS RECEIVABLE - OTHER 75,136.50 ACCOUNTS RECEIVABLE - LIENS 37,169.47 ACCOUNTS RECEIVABLE - EMPLOYEE ADVANCES 892.14 SALES DISCOUNT LIABILITY (220,754.60) RESERVE FOR UNCOLLECTIBLE ACCOUNTS (212,214.87) TOTAL ACCOUNTS RECEIVABLE BILLED 1,847,892.62 UNBILLED ACCOUNTS RECEIVABLE 4,158,022.50 TOTAL ACCOUNTS RECEIVABLE, NET 6,005,915.12 SCHEDULE OF PREPAYMENTS PREPAID INSURANCE 1,018,637.22 PREPAYMENT PURCHASED POWER (606,229.13) PREPAYMENT PASNY 242,260.90 PREPAYMENT WATSON 274,360.77 PURCHASED POWER WORKING CAPITAL 14,523.70 TOTAL PREPAYMENT 943,553.46 ACCOUNTS RECEIVABLE AGING MARCH 2015: RESIDENTIAL AND COMMERCIAL 2,434,566.15 LESS: SALES DISCOUNT LIABILITY (189,102.33) GENERAL LEDGER BALANCE 2,245,463.82 CURRENT 1,682,844.67 74.95% 30 DAYS 421,241.29 18.76% 60 DAYS 72,056.60 3.21% 90 DAYS 21,631.88 0.96% OVER 90 DAYS 47,689.38 2.12% TOTAL 2,245,463.82 100.00% (10) SCHEDULE B CURRENT YEAR 2,434,566.15 103,232.78 33,214.37 892.14 (189,102.33) (288,655.57) 2,094,147.54 5,622,269.28 7,716,416.82 1,008,368.32 358,882.24 259,957.39 260,539.58 12,700.11 1,900,447.64 4) Im TOWN OF READING, MASSACHUSETTS MUNICIPAL LIGHT DEPARTMENT SCHEDULE OF OPERATING REVENUE 3/31/2015 SCHEDULE D (11) MONTH MONTH LAST YEAR CURRENT YEAR YTD % SALES OF ELECTRICITY: LAST YEAR CURRENT YEAR TO DATE TO DATE CHANGE RESIDENTIAL SALES 2,895,802.39 1,859,329.86 25,311,684.49 18,896,674.52 - 25.34% COMM AND INDUSTRIAL SALES 3,700,746.74 2,014,889.49 31,577,868.74 21,795,933.70 - 30.98% PRIVATE STREET LIGHTING 6,657.81 9,148.12 51,714.40 84,797.20 63.97% TOTAL PRIVATE CONSUMERS 6,603,206.94 3,883,367.47 56,941,267.63 40,777,405.42 - 28.39% MUNICIPAL SALES: STREET LIGHTING 30,676.78 (64,851.50) 247,385.70 174,044.60 - 29.65% MUNICIPAL BUILDINGS 109,418.66 59,375.40 832,026.41 582,186.39 - 30.03% TOTAL MUNICIPAL CONSUMERS 140,095.44 (5,476.10) 1,079,412.11 756,230.99 - 29.94% SALES FOR RESALE 36,669.33 19,691.69 300,347.00 219,485.22 - 26.92% SCHOOL 159,934.29 92,481.18 1,176,259.36 875,404.64 - 25.58% SUB -TOTAL 6,939,906.00 3,990,064.24 59,497,286.10 42,628,526.27 - 28.35% FORFEITED DISCOUNTS 90,400.98 111,905.43 709,048.71 646,656.96 -8.80% PURCHASED POWER CAPACITY 170,209.37 2,394,543.72 509,434.06 22,667,928.12 4349.63% ENERGY CONSERVATION - RESIDENTIAL 20,863.23 20,658.31 202,475.22 199,629.26 -1.41% ENERGY CONSERVATION - COMMERCIAL 33,688.38 30,806.89 320,064.81 317,968.57 -0.65% GAW REVENUE 14,415.68 0.00 489,669.08 0.00 - 100.00% NYPA CREDIT (321,914.91) (130,242.61) (858,927.11) (727,657.76) - 15.28% TOTAL REVENUE 7.99% 65,733,051.42 60,869,050.87 6,417,735.98 6,947,568.73 (11) TOWN OF READING, MASSACHUSETTS MUNICIPAL LIGHT DEPARTMENT SCHEDULE OF OPERATING REVENUE BY TOWN 3/31/2015 TOTAL READING LYNNFIELD NO.READING WILMINGTON MONTH RESIDENTIAL 1,859,329.86 611,133.05 239,222.21 439,467.60 569,507.00 INDUS /MUNI BLDG 2,074,264.89 312,253.39 28,264.19 332,640.59 1,401,106.72 PUB.ST.LIGHTS (64,851.50) (21,631.70) (8,669.55) (11,595.43) (22,954.82) PRV.ST.LIGHTS 9,148.12 1,504.29 174.14 2,978.28 4,491.41 CO -OP RESALE 19,691.69 19,691.69 0.00 0.00 0.00 SCHOOL 92,481.18 31,463.70 17,073.02 18,936.20 25,008.26 TOTAL 3,990,064.24 954,414.42 276,064.01 782,427.24 1,977,158.57 THIS YEAR TO DATE RESIDENTIAL 18,896,674.52 5,935,691.05 2,672,364.35 4,314,726.50 5,973,892.62 INDUS /MUNI BLDG 22,378,120.09 3,195,418.54 318,364.04 3,629,456.77 15,234,880.74 PUB.ST.LIGHTS 174,144.60 58,482.14 23,523.09 30,553.47 61,585.90 PRV.ST.LIGHTS 84,797.20 14,061.11 1,651.90 27,562.07 41,522.12 CO -OP RESALE 219,485.22 219,485.22 0.00 0.00 0.00 SCHOOL 875,404.64 298,077.28 178,992.72 151,533.35 246,801.29 TOTAL 42,628,626.27 9,721,215.34 3,194,896.08 8,153,832.17 21,558,682.68 LAST YEAR TO DATE RESIDENTIAL 25,311,684.49 8,051,844.14 3,529,042.12 5,874,286.60 7,856,511.63 INDUS /MUNI BLDG 32,409,895.15 4,515,300.10 442,633.04 5,252,830.41 22,199,131.60 PUB.ST.LIGHTS 247,385.70 80,418.06 31,758.49 43,976.63 91,232.52 PRV.ST.LIGHTS 51,714.40 8,934.69 950.56 16,203.51 25,625.64 CO -OP RESALE 300,347.00 300,347.00 0.00 0.00 0.00 SCHOOL 1,176,259.36 422,015.66 260,088.96 151,411.05 342,743.69 TOTAL 59,497,286.10 13,378,859.65 4,264,473.17 11 ,338,708.20 30,515,245.08 PERCENTAGE OF OPERATING INCOME TO TOTAL TOTAL READING LYNNFIELD NO.READING WILMINGTON MONTH RESIDENTIAL 46.60% 15.32% 6.00% 11.01% 14.27% INDUS /MUNI BLDG 51.99% 7.83% 0.71% 8.34% 35.11% PUB.ST.LIGHTS -1.63% -0.54% -0.22% -0.29% -0.58% PRV.ST.LIGHTS 0.23% 0.04% 0.00% 0.07% 0.12% CO -OP RESALE 0.49% 0.49% 0.00% 0.00% 0.00% SCHOOL 2.32% 0.79% 0.43% 0.47% 0.63% TOTAL 100.00% 23.93% 6.92% 19.60% 49.55% THIS YEAR TO DATE RESIDENTIAL 44.33% 13.92% 6.27% 10.12% 14.02% INDUS /MUNI BLDG 52.50% 7.50% 0.75% 8.51% 35.74% PUB.ST.LIGHTS 0.41% 0.14% 0.06% 0.07% 0.14% PRV.ST.LIGHTS 0.20% 0.03% 0.00% 0.06% 0.11% CO -OP RESALE 0.51% 0.51% 0.00% 0.00% 0.00% SCHOOL 2.05% 0.70% 0.42% 0.36% 0.57% TOTAL 100.00% 22.80% 7.50% 19.12% 50.58% LAST YEAR TO DATE RESIDENTIAL 42.54% 13.53% 5.93% 9.87% 13.21% INDUS /MUNI BLDG 54.47% 7.59% 0.74% 8.83% 37.31% PUB.ST.LIGHTS 0.42% 0.14% 0.05% 0.07% 0.16% PRV.ST.LIGHTS 0.09% 0.02% 0.00% 0.03% 0.04% CO -OP RESALE 0.50% 0.50% 0.00% 0.00% 0.00% SCHOOL 1.98% 0.71% 0.44% 0.25% 0.58% TOTAL 100.00% 22.49% 7.16% 51.30% 19.05% (11A) KM 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 3/31/2015 SCHEDULE F ACTUAL BUDGET % YEAR TO DATE YEAR TO DATE VARIANCE * CHANGE 8,942,410.17 8,832,203.00 110,207.17 1.25% 7,052,351.70 7,328,438.00 (276,086.30) -3.77% 66,907.17 264,106.00 (197,198.83) - 74.67% 90,013.54 103,602.00 (13,588.46) - 13.12% 305,028.94 295,861.00 9,167.94 3.10% 16,456,711.52 16,824,210.00 (367,498.48) -2.18% 26,171,814.75 28,237,970.00 (2,066,155.25) -7.32% 42,628,526.27 45,062,180.00 (2,433,653.73) -5.40% 646,656.96 850,927.00 (204,270.04) - 24.01% 22,667,928.12 22,297,499.00 370,429.12 100.00% 199,629.26 200,744.00 (1,114.74) -0.56% 317,968.57 328,950.00 (10,981.43) -3.34% (727,657.76) (524,997.00) (202,660.76) 38.60% 68,215,303.00 -3.64% (2,482,251.58) 65,733,051.42 (11B) TOWN OF READING, MASSACHUSETTS MUNICIPAL LIGHT DEPARTMENT SCHEDULE OF OPERATING EXPENSES 3/31/2015 SCHEDULE E TOTAL OPERATION EXPENSES 820,478.90 851,655.64 7,314 220.74 8,137,944.46 11 26% 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 227.08 MONTH MONTH LAST YEAR CURRENT YEAR YTD % OPERATION EXPENSES: LAST YEAR CURRENT YEAR TO DATE TO DATE CHANGE PURCHASED POWER CAPACITY 1,426,843.70 1,463,262.28 13,136,735.11 12,825,378.23 -2.37% PURCHASED POWER TRANSMISSION 897,755.34 951,509.01 8,700,383.05 9,161,648.07 5.30% TOTAL PURCHASED POWER 2,324,599.04 2,414,771.29 21,837,118.16 21,987,026.30 0.69% OPERATION SUP AND ENGINEERING EXP 38,661.63 47,212.01 382,927.55 397,020.38 3.68% STATION SUP LABOR AND MISC 9,668.87 13,542.19 87,038.79 120,176.99 38.07% LINE MISC LABOR AND EXPENSE 46,730.27 57,100.53 594,599.52 631,164.63 6.15% STATION LABOR AND EXPENSE 33,834.44 45,733.74 365,713.98 388,748.01 6.30% STREET LIGHTING EXPENSE 6,420.58 9,015.47 57,585.48 69,008.86 19.84% METER EXPENSE 16,931.59 16,850.22 162,546.89 149,393.14 -8.09% MISC DISTRIBUTION EXPENSE 33,911.39 34,555.39 278,301.52 338,479.57 21.62% METER READING LABOR & EXPENSE 310.37 474.28 17,521.50 12,544.01 - 28.41% ACCT & COLL LABOR & EXPENSE 138,704.45 156,442.59 1,145,146.28 1,337,448.81 16.79% UNCOLLECTIBLE ACCOUNTS 10,500.00 10,000.00 94,500.00 90,000.00 -4.76% ENERGY AUDIT EXPENSE 26,733.31 31,758.41 280,146.84 304,910.18 8.84% ADMIN & GEN SALARIES 83,389.67 52,682.28 662,654.63 599,227.56 -9.57% OFFICE SUPPLIES & EXPENSE 27,853.77 29,214.26 212,238.70 231,992.91 9.31% OUTSIDE SERVICES 18,462.14 29,435.30 304,504.17 297,977.62 -2.14% PROPERTY INSURANCE 28,463.75 31,242.39 259,441.76 272,737.70 5.12% INJURIES AND DAMAGES 3,389.53 4,472.39 31,336.26 33,566.42 7.12% EMPLOYEES PENSIONS & BENEFITS 236,418.17 225,136.83 1,701,007.77 2,233,137.41 31.28% MISC GENERAL EXPENSE 15,308.53 6,800.84 132,025.62 111,828.46 - 15.30% RENT EXPENSE 17,853.12 16,485.41 153,427.26 128,515.22 - 16.24% ENERGY CONSERVATION 26,933.32 33,501.11 391,556.22 390,066.58 -0.38% TOTAL OPERATION EXPENSES 820,478.90 851,655.64 7,314 220.74 8,137,944.46 11 26% 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 227.08 227.08 2,043.74 2,043.74 0.00% 11,974.30 35,932.35 131,345.76 400,337.11 204.80% 151,586.98 157,594.53 1,223,040.55 1,312,532.65 7.32% 16,287.00 16,192.11 152,114.83 129,667.45 - 14.76% 0.00 0.00 87,218.31 61,321.32 0.00% (52.84) (42.87) (457.28) (149.25) - 67.36% 50,975.23 62,985.67 428,743.44 460,960.03 7.51% 206.71 0.00 11,495.05 0.00 - 100.00% 12,923.91 15,823.22 109,098.69 163,677.19 50.03% 244,128.37 288,712.09 2,194,643.09 2,530,390.24 17.99% 314,969.55 321,788.79 2,834,725.95 2,896,099.11 2.17% 3,420,919.01 3,101,903.54 25,763,796.92 25,972,228.26 0.81% 116,666.67 118,000.00 1,048,517.01 1,052,754.00 0.40% 7,096,831.35 62,576,442.37 2.68% 7,241,761.54 60,943,021.87 (1Z) TOWN OF READING, MASSACHUSETTS MUNICIPAL LIGHT DEPARTMENT BUDGETED OPERATING EXPENSE VARIANCE REPORT 3/31/2015 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 SCHEDULE G ACTUAL BUDGET % YEAR TO DATE YEAR TO DATE VARIANCE * CHANGE 12,825,378.23 12,255,551.00 569,827.23 4.65% 9,161,648.07 9,225,465.00 (63,816.93) -0.69% 21,987,026.30 21,481,016.00 506,010.30 2.36% 397,020.38 437,631.00 (40,610.62) -9.28% 120,176.99 81,259.00 38,917.99 47.89% 631,164.63 509,336.00 121,828.63 23.92% 388,748.01 299,653.00 89,095.01 29.73% 69,008.86 62,447.00 6,561.86 10.51% 149,393.14 181,806.00 (32,412.86) - 17.83% 338,479.57 303,164.00 35,315.57 11.65% 12,544.01 23,167.00 (10,622.99) - 45.85% 1,337,448.81 1,288,127.00 49,321.81 3.83% 90,000.00 90,000.00 0.00 0.00% 304,910.18 366,195.00 (61,284.82) - 16.74% 599,227.56 631,307.00 (32,079.44) -5.08% 231,992.91 225,900.00 6,092.91 2.70% 297,977.62 272,465.00 25,512.62 9.36% 272,737.70 340,056.00 (67,318.30) - 19.80% 33,566.42 36,942.00 (3,375.58) -9.14% 2,233,137.41 2,099,122.00 134,015.41 6.38% 111,828.46 205,372.00 (93,543.54) - 45.55% 128,515.22 159,003.00 (30,487.78) - 19.17% 390,066.58 583,570.00 (193,503.42) - 33.16% 8,137,944.46 8,196,522.00 (58,577.54) -0.71% 2,043.74 2,250.00 (206.26) -9.17% 400,337.11 362,822.00 37,515.11 10.34% 1,312,532.65 1,256,412.00 56,120.65 4.47% 129,667.45 98,093.00 31,574.45 32.19% 61,321.32 117,000.00 (55,678.68) - 47.59% (149.25) 7,341.00 (7,490.25) - 102.03% 460,960.03 434,894.00 26,066.03 5.99% 0.00 37,205.00 (37,205.00) - 100.00% 163,677.19 127,521.00 36,156.19 28.35% 2,530,390.24 2,443,538.00 86,852.24 3.55% 2,896,099.11 25,972,228.26 1,052,754.00 2,918,997.00 29,197,957.00 1,062,000.00 (22,897.89) -0.78% (3,225,728.74) - 11.05% (9,246.00) -0.87% TOTAL OPERATING EXPENSES 62,576,442.37 65,300,030.00 (2,723,587.63) * ( ) = ACTUAL UNDER BUDGET (12A) -4.17% TOWN OF READING, MASSACHUSETTS MUNICIPAL LIGHT DEPARTMENT BUDGETED OPERATING EXPENSE VARIANCE REPORT 3/31/2015 MAINTENANCE EXPENSES MAINT OF TRANSMISSION PLANT RESPONSIBLE 3,000.00 2,043.74 REMAINING 31.88% MAINT OF STRUCT AND EQUIPMT SENIOR 2015 ACTUAL BUDGET REMAINING OPERATION EXPENSES: MANAGER ANNUAL BUDGET YEAR TO DATE BALANCE BUDGET % PURCHASED POWER CAPACITY JP 16,332,282.00 12,825,378.23 3,506,903.77 21.47% PURCHASED POWER TRANSMISSION JP 12,556,732.00 9,161,648.07 3,395,083.93 27.04% TOTAL PURCHASED POWER HJ 28,889,014.00 21,987,026.30 6,901,987.70 23.89% MAINT OF GARAGE AND STOCKROOM HJ OPERATION SUP AND ENGINEERING EXP HJ 583,668.00 397,020.38 186,647.62 31.98% STATION SUP LABOR AND MISC HJ 108,848.00 120,176.99 (11,328.99) - 10.41% LINE MISC LABOR AND EXPENSE HJ 657,259.00 631,164.63 26,094.37 3.97% STATION LABOR AND EXPENSE HJ 398,849.00 388,748.01 10,100.99 2.53% STREET LIGHTING EXPENSE HJ 82,907.00 69,008.86 13,898.14 16.76% METER EXPENSE HJ 247,938.00 149,393.14 98,544.86 39.75% MISC DISTRIBUTION EXPENSE HJ 402,885.00 338,479.57 64,405.43 15.99% METER READING LABOR & EXPENSE HJ 30,922.00 12,544.01 18,377.99 59.43% ACCT & COLL LABOR & EXPENSE RF 1,705,333.00 1,337,448.81 367,884.19 21.57% UNCOLLECTIBLE ACCOUNTS RF 120,000.00 90,000.00 30,000.00 25.00% ENERGY AUDIT EXPENSE JP 488,284.00 304,910.18 183,373.82 37.55% ADMIN & GEN SALARIES CO 842,170.00 599,227.56 242,942.44 28.85% OFFICE SUPPLIES & EXPENSE CO 301,000.00 231,992.91 69,007.09 22.93% OUTSIDE SERVICES CO 351,650.00 297,977.62 53,672.38 15.26% PROPERTY INSURANCE HJ 453,200.00 272,737.70 180,462.30 39.82% INJURIES AND DAMAGES HJ 49,059.00 33,566.42 15,492.58 31.58% EMPLOYEES PENSIONS & BENEFITS HJ 2,746,619.00 2,233,137.41 513,481.59 18.70% MISC GENERAL EXPENSE CO 240,727.00 111,828.46 128,898.54 53.55% RENT EXPENSE HJ 212,000.00 128,515.22 83,484.78 39.38% ENERGY CONSERVATION JP 778,812.00 390,066.58 388,745.42 49.92% TOTAL OPERATION EXPENSES 10,802,130.00 8,137,944.46 2,664,185.54 24.66% MAINTENANCE EXPENSES MAINT OF TRANSMISSION PLANT HJ 3,000.00 2,043.74 956.26 31.88% MAINT OF STRUCT AND EQUIPMT HJ 484,026.00 400,337.11 83,688.89 17.29% MAINT OF LINES - OH HJ 1,675,794.00 1,312,532.65 363,261.35 21.68% MAINT OF LINES - UG HJ 130,694.00 129,667.45 1,026.55 0.79% MAINT OF LINE TRANSFORMERS HJ 156,000.00 61,321.32 94,678.68 60.69% MAINT OF ST LT & SIG SYSTEM HJ 9,745.00 (149.25) 9,894.25 101.53% MAINT OF GARAGE AND STOCKROOM HJ 567,531.00 460,960.03 106,570.97 18.78% MAINT OF METERS HJ 43,290.00 0.00 43,290.00 100.00% MAINT OF GEN PLANT RF 170,180.00 163,677.19 6,502.81 3.82% TOTAL MAINTENANCE EXPENSES 3,240,260.00 2,530,390.24 709,869.76 21.91% DEPRECIATION EXPENSE RF 3,892,000.00 2,896,099.11 995,900.89 25.59% PURCHASED POWER FUEL EXPENSE JP 36,249,653.00 25,972,228.26 10,277,424.74 28.35% VOLUNTARY PAYMENTS TO TOWNS RF 1,416,000.00 1,052,754.00 363,246.00 25.65% TOTAL OPERATING EXPENSES 84,489,057.00 62,576,442.37 21 ,912 614.63 (12B) 25.94% TOWN OF READING, MASSACHUSETTS MUNICIPAL LIGHT DEPARTMENT PROFESSIONAL SERVICES 03/31/2015 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 35,297.34 35,000.00 297.34 INTEGRATED RESOURCES 116,438.60 103,725.00 12,713.60 E & 0 12,490.00 7,875.00 4,615.00 ENGINEERING 6,844.50 10,125.00 (3,280.50) GM 109,231.35 39,753.00 69,478.35 HR 17,675.83 47,997.00 (30,321.17) BLDG. MAINT. 0.00 7,740.00 (7,740.00) GEN. BENEFIT 0.00 20,250.00 (20,250.00) 297,977.62 272,465.00 25,512.62 (13) ACTUAL 29,920.00 14,526.50 197,401.33 12,490.00 9,184.08 2,477.24 2,925.62 1,000.00 525.00 27,527.85 297,977.62 RMLD DEFERRED FUEL CASH RESERVE ANALYSIS 03/31/15 (14) MONTHLY TOTAL DEFERRED DEFERRED GROSS 459,211.13 4,591,906.09 DATE CHARGES REVENUES NYPA CREDIT Jun -14 6,007,504.40 (25,084.67) 5,982,419.73 Jul -14 3,287,589.94 3,782,699.41 (35,898.34) Aug -14 2,768,364.01 3,844,854.74 (47,884.92) Sep -14 2,358,565.60 2,758,999.30 (73,836.15) Oct -14 2,290,434.18 2,425,374.16 (74,545.03) Nov -14 2,374,999.11 2,418,013.33 (68,098.89) Dec -14 2,754,212.60 2,662,761.53 (81,999.49) Jan -15 3,456,178.99 2,845,745.09 (100,190.60) Feb -15 3,579,980.29 3,061,242.48 (114,961.73) Mar -15 3,101,903.54 2,372,124.71 (130,242.61) (14) MONTHLY TOTAL DEFERRED DEFERRED Iwo • 4,132,694.96 459,211.13 4,591,906.09 1,028,605.81 5,620,511.90 326,597.55 5,947,109.45 60,394.95 6,007,504.40 (25,084.67) 5,982,419.73 (173,450.56) 5,808,969.17 (710,624.50) 5,098,344.67 (633,699.54) 4,464,645.13 (860,021.44) 3,604,623.69 Iwo • Iq G DIVISION BUSINESS DIVISION INTEGRATED RESOURCES AND PLANNING ENGINEERING AND OPERATIONS FACILITY GENERAL MANAGER SUB -TOTAL RMLD BUDGET VARIANCE REPORT FOR PERIOD ENDING MARCH 31, 2015 ACTUAL BUDGET VARIANCE 7,580,458 7,513,096 67,362 811,415 1,053,491 (242,076) 3,853,908 3,665,438 188,470 3,544,561 3,522,689 21,872 580,035 618,238 (38,203) (2,722,294) -4.06% 16,370,378 16,372,953 (2,575) CHANGE 0.90% - 22.98% 5.14% 0.62% -6.18% -0.02% PURCHASED POWER CAPACITY 12,825,378 12,255,551 569,827 4.65% PURCHASED POWER TRANSMISSION 9,161,648 9,225,465 (63,817) -0.69% PURCHASED POWER FUEL 25,972,228 29,197,957 (3,225,729) - 11.05% TOTAL 64 329,632 67,051,926 (2,722,294) -4.06% (, 5) U n p N n J Q 9 U C K h m LU to W co O o ; ` � CO) N m Y N � J O G N C ff1 q A Q= 0 O M O' o Cl) tV m w Y O 7 M 0 3 O r Cl! cli Q woi op W �Cm O ° c 0 m °o F !^ J; a m Oi r 1N0 c o Q Y m O Y rrn rr r(D S c N p N O 0 N Oj O r a 0 ro m m w N w 7 O r o Z N - N w w 9 W C r N N z r E O N N r J Y° O O p � N m r N O Oo3 N - om W) fA � S N N G p w 0 U n p N n J Q 9 U C K h m LU to W co O o ; ` � CO) N m Y N � J O G N C ff1 q A Q= 0 O M O' o Cl) tV m w Y O 7 M 0 3 O r Cl! cli Q woi op W �Cm O M M � o O M N 6 N O � w w O Of N o M pp O 0 W N 01 Mw o 0 w� � � o m N NGO N O pp w w ° W R = U W Q m S W O Q Y LL O z a e N N N C c .n v N V r fh N (p m m � w a So rn m N 0� m w- CO CO Of N r � o M N N N O co w w n � � o O O N O w co w � � o m N N O Of w w � O O N CR M N 4a M O v rn C O m N N O cp w 1' Q � w Z O W ui U S Z O m S w K Q Y LL W F 1' p w a r rn N N o N Of O m M O f0 w f a rn' o n m M Ln � O � w w m 0 0 m W) 7 O � O � w O � o r r N a CD O uj w M .10 o m � � O N w 60 O O m � o e► � O � o w N o M O N � � W w O � w H 5 x O J Q a w U Z Q W x U U W J > S R m Q Y LL 0 a a e O a M M c r r (`7 O m O w r N M m o 0 N O m C O M r V1, ow a O � m o O m � r /0 O <7 601-61 V � � o pj C') M m � W O (O w f0 N c N � � M W O O w N o N m �2 O Of ;AO� V) M r o r T O N O O w F IL w 0 x Q a U w m ¢ w M 2 U U Z Z j W W m 3 w J ° Q' O O 2 r a O M fri rn o n � C" cD Gok N V m r � M a V N H M w m m � r o r to m O O w m r C4 r' N � � O M w w M co m Ci QMI o U') M If) � w O M w pNj N o t2 m N O M w w fl.: O a � CO N r O N w F CL W O x c� J a U W 7 w S Z U w J W m W w Q Y LL 3 OP a .\° N LU W N 3 3 1- Y m L" S c N r W O w N � W R' 0 O N Y r z N W op N N r ° N w y0q fA � W R' h Z J z O Z H Q m F L (n N r2 Z W Y N Of �2 N w Q Z_ W uj n d w O � F S S � y J a8 F- d a ? 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N e ono O O N tD m ti6F- 4 W N mo e w M N 00 N O N r � � o O e N 0 O � Cn w r ch 0 W e M N N C i 40 b, N M 00 c N O M 00 V) N LO q O Co FA r cy N o O o IT O N r w o r fA a N W z OC W W = U C J U W D O x� m 3 w Q Y W D U. w Or a e tu rno N O V � O fA CO a, rno � Cl) O fo v o r m C.,O) a a �2 ° CD N O � � O o V C-4 r cn 0 40 q M M e � o CD e r O ? fR � O O � o O O n w°-7 N 7 0 M O O) oar cn O N � r z z 5 f- 2 (7 J Q a w U z a W x U J U W LU p m W 0 CL OP a 0 � M M c r M r f0 r 0 Ni O r Do fA Cl) Cp m O N CO c0 r CO r � o C6 CdLO ol t0 (O W O i fig e � e o T r M h O p N W tH e N e o O CN'f r CO N O {07 N u �`M O N O FA M r o 0 � M m m v Of W O � EA F a 0 x C7 J a U w O W z = U Z J U W W W m J J Y LL cl O0 a O M CO ONi Cl) N C) M M 64 N m r O - o e O O m U) U9, N O O � � o m C07 W O CO Vi r r e oe °rei N CC) O N w � COO) o Oa - N M CO fq �N co " N o O � � M N Cl) O 60 M V/ co n O o CA t0 co N � q N f- IL 0 x C7 J a CL U W z C7 p W rL = U JU Z _ w W m W W J Y LL O 3 Or a e Jeanne Foti irom: Jeanne Foti Sent: Tuesday, May 05, 2015 1:12 PM To: RMLD Board Members Group Subject: Account Payable Warrant and Payroll Good afternoon. In an effort to save paper, the following timeframes had no Account Payable and Payroll questions. Account Payable Warrant— No Questions March 20, March 27, April 3, April 10, April 17, April 24 and May 1. Payroll — No Questions March 23 and April 6. This e -mail will be printed for the Board Packet for the RMLD Board meeting on May 14, 2015. 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: Friday, April 24, 2015 9:56 AM To: Tom O'Rourke Cc: Dave Hennessy; David Talbot; John Stempeck; Phil Pacino; Jeanne Foti Subject: Payroll Questions Categories: Blue Category Good morning Tom: The following are Comments /Questions from Commissioner O'Rourke: 1. What is OT High Class? Overtime High Class is when an employee works overtime at a higher classification. The base pay used in the FLSA overtime calculation is at the higher classification rate. On this payroll dated 4/24/15, there were two employees receiving higher class overtime; one who is a 15t class lineman level 1C was covering as a T -man at level T2, the second who was covering as a Leader Lineman at level L2. 2. Seems to be a fair amount OT? The OT for the past weekend included: 1) Mandatory OT per contract for Saturday and (2) Contractor paid OT for Fiber installation. This is a paid OT by Light Tower to install fiber cable for their use. Thank you, C04Z�M. O'3rCe4A, General Manager Reading Municipal Light Department 230 Ash Street Reading, MA 01867 Jeanne Foti `%wn:rom: Coleen O'Brien Sent: Tuesday, May 05, 2015 2:31 PM To: Tom O'Rourke Cc: Dave Hennessy; David Talbot; John Stempeck; Phil Pacino; Jeanne Foti Subject: Payroll Question - Monday, May 4, 2015 Categories: Blue Category Payroll question on pay date 5/8/15. 1. How do you arrive at RMLD employee overtime hourly rate of $ 100.78 Fair Labor Standard Act ( FLSA) incorporates any Shift pay and Stand By pay during the week along with any longevity, clothing and boot allowances ( paid through payroll) on a yearly basis. This is added to the employee's base hourly rate before computing their overtime rate. On the Patriot day holiday week, the employee was on Standby B, which is 16 hours of regular pay. This added $ 19.124 to his base pay before overtime. The employee's yearly longevity pay is $ 525 which added $.2524 to his base pay of $ 47.81. (WI 47.81 + $19.124+ $0.2524 = $ 67.1864 x 1.5= $ 100.7796. Thank you, Coleen TASKS FOR A FOUR -TOWN RMLD BROADBAND STUDY COMMITTEE Brief Background: Massachusetts has 41 municipal electric utilities (including RMLD) of which 12 (not including RMLD) are in the telecom business in addition to the electricity business. Done right, a muni telecom /Internet business can provide municipal savings, aid economic development, and produce revenue. Should RMLD do something? The strategy should be incremental. And the way to look for incremental opportunities is to form a 4 -town committee (with some telecom expertise on it) that can identify specific market niches and savings opportunities. Going into this, I would point out a few things. 1: RMLD already has a 23 -mile fiber optic loop, some of which runs through areas we would like to redevelop. 2: The Town(s) have additional fiber. 3: Fiber has enormous capacity that grows as new electronics emerge. 4: Data needs are booming in all sectors. (Draft) Initial Committee Tasks: A: Pull together a comprehensive map of existing fiber optic assets owned by RMLD, the Town, and the other three towns served by RMLD. This will help build "situational awareness" of available infrastructure already paid for. B: Add up how much the four Towns and Schools spend on various telecom services (phone /voice, Internet, networking, leased lines, public safety radio, etc). RMLD might do better, providing revenue to RMLD while saving taxpayer dollars. C: Identify (with some granularity) gaps in high -speed service provision by incumbents. Survey local businesses and institutions for their level of satisfaction, and identify a few targets of opportunity where we'd have a revenue model. D: See what we can potentially do in high - priority redevelopment areas. RMLD's fiber optic loop literally runs through some of these zones. Can we attract high - bandwidth business with premium data service? (They'd also buy our electricity.) What current or proposed buildings we could service? This is a partial and draft list, but it gives a sense of what a four -town committee could do. David Talbot, chair, Reading Municipal Light Board