20101116Wilson Reb, Exhibits.pdf

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IDAHO
UTIUTfES
BEFORE THE IDAHO PUBLIC UTILITIES COMMISSION
IN THE MATTER OF THE )
APPLICATION OF ROCKY )
MOUNTAIN POWER FOR )
APPROVAL OF CHANGES TO ITS )
ELECTRC SERVICE SCHEDULES )
AND A PRICE INCREASE OF $27.7 )
MILLION, OR APPROXIMATELY )13.7 PERCENT )
CASE NO. PAC-E-l0-07
Rebuttal Testimony of Erich D. Wilson
ROCKY MOUNTAIN POWER
CASE NO. PAC-E-l0-07
November 2010
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Please state your name, business address and present position with
PacifiCorp dba Rocky Mountain Power (the "Company").
My name is Erich D. Wilson. My business address is 825 NE Multnoma, Suite
1800, Portland, Oregon 97232. My present position is Director, Huma
Resources.
Have you riled direct testiony in this cae?
No.
8 Qualifications
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Pleas briefly describe your education and business experience.
I have been employed as the Director of Human Resources since March 2006.
From March 2001 to March 2006, I was the Director of Compensation for the
Company. Prior to comig to the Company, I held varous positions within the
area of human resources (operations, benefits and stafing), but for the majority of
my career I have directed the design and admnistration of compensation
progras. I received a Bachelor's degree in Economics (Business) from the
University of California, San Diego in 1992. In addition, I achieved the Certified
Compensation Professional status from the American Compensation Association
in 1999 and have kept this certcation curnt through attendig varous
educational programs and seminar.
Plea describe your presnt duties.
My pri responsibilties include maaging the Company's human resource
function, including compensation, benefits, compliance, stafing, training and
development, employee and labor relations, and payroll. I focus on assistig the
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1 Company in attacting, retaining, and motivating qualified employees along with
2 the administration of all associated human resource programs and employee
3 experiences.
4 Purpose and Overview of Rebuttal Testimony
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What is the purpose of your rebuttal testimony?
The purose of my rebuttal testimony is to demonstrate why the Commssion
should reject certin labor related adjustments proposed by PacifiCorp Idaho
Industral Customers witness Mr. Greg R. Meyer and Idao Public Utilties
Commssion Staff witness Mr. Donn English. Specifically, I address the
following:
. The Company's incentive program is not a "bonus", is strctued to provide
benefits to customers consistent with Commssion precedent, and is par of the
Company's total market-based compensation package. The removal of
incentive expense would therefore result in below-maket compensation.
. 2009 and 2010 base wage expense is reasonable and consistent with the
competitive market in which the Company competes in for labor.
. Supplemental Executive Retirment Plan ("SERP") expense is related to a
market competitive benefit offering.
Please briefly desribe the Company's compensation philosophy.
The Company's primar objective in establishing employee compensation is to
provide pay at the market average. Compensation at the maket average
(competitive level) is critical to attacting and retaing qualfied employees to
support the business and our customers.
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In order to encourage superior performance, a certain percentage of each
employee's market compensation must be "at risk." The Company's Annual
Incentive Plan is strctued so that each employee has the opportnity to receive
total compensation at the market average, so long as the employee performs at an
acceptable leveL. In exceptional performance years, an employee's incentive may
be more than target and in low performnce years may be below target, but on
average, the incentive is generaly at the guideline leveL. If the individual fais to
earn the full guideline incentive, that individual wil be paid less than the
competitive total cash compensation in the marketplace for that year. Central to
the Company's approach to tota compensation is that, while certn employees
may be paid more than or less thn market in a given year as a result of the
incentive portion of compensation, on an overall basis the base compensation and
incentive wil result in a level of compensation commensurate with the market.
Stated another way, in the unlikely event every employee performed at exactly the
same level, each employee would be paid only at the maket average.
Has the Company made changes to the Annual Incentive Plan in response to
Commision feeback?
Yes. In 2006, the Company adjusted its Annual Incentive Plan in response to
feedback from the Commssions that represent our customers. Prior to that tie,
the Company sought recovery of al awards made to employees under the plan,
whether or not those awards resulted in tota employee compensation that was
above a taget (competitive maket) leveL. Under the curnt plan, the Company
is only seeking recovery of incentive awards that, in total, result in employee
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1 compensation at the competitive maket leveL.
2 Total Compensation
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How does the Company determine the total cash compensation package for
each position?
At least annually, the Company collects market data for comparable jobs and
calculates the average data point for total cash compensation by position. To do
so, we use a varety of compensation studies put out by various
experts/organizations, including Hewitt Associates, Towers Watson, and Mercer.
In addition, the Company also uses an on-line tool called MarketPay.com.
MarketPay.com provides electronic access to all of the compensation studies we
have traditionally used and some additional sureys, allowing us to more
efficiently perform information searches and job and pay comparisons.
After the Company determnes the appropriate level of total cash
compensation for a position,. it then determnes the portion of that compensation
that wil constitute the "at-risk" porton that is, the "taget" incentive pay. The
Company sets the "at-risk" porton by reviewing market compensation using the
varous compensation studies described above. The "at-risk" porton is typicaly
in the 10-25 percent range; however, incentive pay for a few employees is set as
high as 75 percent. Generally speakng, the higher the position is with the
Company, the higher the percentage of taget incentive pay. The remang
percentage of total compensation is referred to as "base compensation."
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1 Annual Incentive Plan
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What is the objective of the Annual Incentive Plan?
The objective of the Annual Incentive Plan is to provide employees with incentive
to perform at an above-average leveL. This is achieved by putting a percentage of
the competitive total compensation "at risk." If an employee performs at an
acceptable level for the position, the employee wil receive the target incentive
amount which wil allow the employee to ear compensation comparble to
similar positions in the market. If an employee fails to perform at an acceptable
level, the employee wil receive less than the target incentive or no incentive at
all. When this situation occurs, the employee wil be paid less than the
. comparable total cash compensation in the marketplace for that year. Conversely,
for exceptional performance, an employee may recive above his or her target
incentive leveL.
The abilty to ear a higher-than-taget incentive payment provides the
employee with an incentive to exceed average performance. This opportnity is
an essential counterbalance to the risk the employee faces that his or her
performance in a parcular year wil be less than acceptable, with the
consequence that total compensation wil be less than market in that year. The
symmetr of the incentive element provides the Company with the financial tool
to encourage exceptional performance and discourage less than acceptable
performance. As would be expected from a well-designed, symmetrcal plan, the
average incentive element is approximately at the taget incentive leveL.
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Is incentive compensation a'greater benefit to customers than compensation
consisting solely of base compensation?
Yes. In the Company's experience, a higher level of overall employee
performance is achieved when a porton of pay is "at risk." In addition, the
Company's incentive compensation plan enables the Company to attract and
retain talented employees in the increasingly competitive market for skilled labor.
Therefore, while the total cost of the Company's base plus incentive
compensation program is equal to market average total cash compensation (just as
a salar-only program would be) the benefit to customers is greater.
How is the incentive compensation plan implemented?
The Company's Annual Incentive Plan provides incentive awards based on the
following: (1) the employee's performce against individual goals; (2) the
employee's performance against group goals including safety goals; and (3)
success in addressing new issues and opportnities that may arse durng the
course of the year.
What are the individual goal and how are they set?
Individual employee goals star with the goals set for the Company as a whole.
Each year, the Company President, in conjunction with MidAmerican Energy
Holdigs Company, sets the overal goals for the Company. Al of these goals
focus on delivering safe and reliable electrc servce and providing excellent
customer service. Goals include safety goals such as reducing lost time,
recordable, preventable, and restrcte duty incidents. Customer servce related
goals include implementig local and regional customer service improvements,
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improving visibilty and relations with industrial customers and consumer
associations, and improving overall customer satisfaction. Some goals relate to
operating within established budgets, including maintaning operating costs,
controllng the cost of capital expenditues, and achieving operational efficiencies
that allow the Company to remain a low-cost utilty. Other key goals relate to
operational performance, major project delivery, organizational planning and
development, and qualty of service and regulatory commtments. The
achievement of each and every one of these goals wil serve to benefit our
customers.
How do the Compay goals relate to individua employee goals?
These Company-wide goals serve as the foundation for the goals set for each
individual employee. Thus, when an individual employee sets his or her own
individual goals for the year, they are set by reference to how that employee's
position can advance the overall goals of the Company. The employee's
performance on individual goals accounts for approxiately 70 percent of his or
her overal evaluation.
What are the group goals?
In addition to performance against individual goals, al employees are evaluated
against six common or "group" goals. These group goals describe the
characteristics the Company believes are important to the success of all
employees, i.e., customer focus, job knowledge, planing and decision makng,
productivity, building relationships and leadership. The employee's performance
with respect to these group goals accounts for approximately 30 percent of the
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employee's overall evaluation.
Explain the third category.
In the course of anyone year, challenges wil arse that were not contemplated by
the goals set at the beginning of the year. For instance, the Company may
become involved in a significant transaction, such as a purchase or sale, or the
Company may contend with unexpected outage conditions. In these cases, some
percentage of the employee's evaluation may reflect his or her performance under
these unforeseen conditions.
Are any of the employees judged on the financial performance of the
Company?
No. Whle all employees are expecte to operate within applicable budgets,
corporate financial performance and retus are not a factor in determning the
amount of incentive compensation awarded under the plan. The Company does
maintain a separate Long-Term Incentive Plan, ("LTIP"), for executives that
awards bonuses based on overall corporate performce; however, the Company
does not seek recovery of the costs of the L TIP from our customers.
What level of incentive compensation does the Company expect to payout on
a year on year basis?
The Company expects to payout, on a year after year basis, the taget level of
incentive compensation. The Company's pay philosophy is to provide tota
compensation at the market average. Absent incentive compensation, each
employee's compensation would be signifcantly less th market average.
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Does the Company recommend the full target level of incentive compenstion
plus base compensation be included in rates?
Yes, for several reasons. First, customers should fully support the cost of
incentive compensation because, as I previously mentioned, it is an essential
component of an overall market-based competitive compensation program.
Reducing customer support for incentive pay would result in under-market
salares, makng it impossible for the Company to recrut and maintain a qualified
labor force, which would in turn mae it impossible for the Company to provide
safe and reliable service. Moreover, the goals of the plan are designed to
encourage superior performance on the par of our employees to pursue the goals
that diectly benefit our customers~safety, reliabilty, and customer service. This
is precisely the type of prudently designed incentive plan that provides diect
benefits to customers.
Wil allowing recovery of the entire Incentive Plan expense result in
ratepayers bearing the cost of a compenstion plan that provides employees
higher than average market pay?
No. Overall, total employee base pay plus incentives is equal to market average
pay. Employees who excel may ear more and employees who underperform
may ear less, but most employees wil ear market average pay and the total
expense, including incentive pay, wil be equivalent to maket average pay for all
employees.
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Please describe Mr. Meyer's proposed adjustment to the incentive portion of
PacifiCorp's total compensation package.
Mr. Meyer proposes to remove 50 percent of the incentive portion of the
compensation package, resulting in a $653,753 disallowance on an ldao-
allocated basis. Mr. Meyer bases this recommendation on a faulty conclusion that
the goals used to measure performnce under the incentive plan are not well
defined, are hard to quantify, relate to normal duties of an employee's job, do not
motivate the employees and may enhance sharholder value.
Has Mr. Meyer alleged that the Company's overall level of compensation is
unreasonable?
No. Mr. Meyer attacks the incentive portion of the tota compensation but does
not allege that the Company's total level of compensation is unreasonably high
compared with the maket. It would appear that if the Company proposed the
same total level of compensation but structued it as purely base compensation,
Mr. Meyer would not have a basis for adjusting the overall level of compensation,
with the exception of the lited adjustments I address below.
Do you agree with Mr. Meyer's proposed adjustment?
No. Mr. Meyer's adjustment would exclude legitite costs of the tota
compensation package that he has not demonstrated to be unreasonable or
imprudent. From an overal standpoint, reducing incentive costs wil result in
employees being underpaid. As I explained, incentive pay is not "extra pay" or a
"bonus." Rather, incentive pay is an integral porton of a competitive level of
pay.
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Over the past few years, there has been a signifcant shit by companies to
deliver compensation in the form of both base pay and incentive. This
compensation strctue allows the company to place emphasis on employee
performance in areas critical to employees and customers such as safety,
reliabilty, and customer service. Customers clearly benefit when employees are
incentivized to focus on these activities.
It is critical to understand the "at risk" portion of total compensation is not
a bonus. A bonus is something unexpected. The "at risk" compensation is not
unexpected-in fact, it is the opposite. The "at risk" portion of total
compensation is expected by the employee but only if the employee performs at
or above an acceptable leveL. Any reduction beyond the competitive target
incentive level would place the Company in a position of not being able to offer
competitive pay levels and placing operational and customer objectives at risk.
Mr. Meyer claims that the group goal ar ineffective becuse they do not
provide employees with the quantitative goals to assess their performance
and provide for subjective evaluation by the manager. Do you agree with
these criticisms?
No. First, let me emphasize that every employee has individual goals, not just
goals for the group to which the employee belongs. Second, shared group goals
are effective and quantifiable, such as goals related to safety or customer service.
For example, Exhibit No. 68 shows the 2009 objectives of an Engineer. One of
these objectives includes "OSHA Incident Rate - Maintan a safe work
environment for employees - Ensure Hydro Resources has 3 or less incidents in
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2009, which wil allow Hydro to achieve an incident rate of 1.6 or less." Clearly,
achievement of this goal can be measured based on the number of incidents that
occur at hydro resoures. Not every indicia of performance, however, is
quantifiable. For example, Exhibit No. 68 also shows as one of this employee's
goals "Coordinate all work that has any potential environmental impacts with the
area environmental analyst. Consider any impact as far as oil spils, fish
(ramping, minimum flow), PBC, asbestos, or any other related environmental
issues in advance for all the overhaul projects and make the appropriate paries
aware." This goal, although not quantifable, is designed to motivate employee
behavior that wil provide benefits to customers. Mr. Meyer's "quantifable"
argument should be disregarded. Moreover, PacifiCorp has found that, as long as
goals are specific, concrete, and observable, allowing for some management
discretion in makng awards creates a more powerfl motivator for superior
performance.
Mr. Meyer appears to argue that the fact that not all goal are quantifible
wil result in employees not understading the goals. Do you agree?
No. In fact, imposing a "quantifiable" requirement on some employee goals
would result in confusion for employees who have goals that are inerently
unquantifiable.
How do you respond to Mr. Meyer's argument that some of the Compay's
performance factors should be classifed as job requiements?
Mr. Meyer misperceives the "at risk" porton of tota compensation as a bonus.
As I have explained, it is not. Recognizing this, Mr. Meyer's criticism is, in fact,
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an acknowledgement that the Company has designed its total compensation
correctly. Only by performng the job requirements at acceptable levels can the
employee achieve total compensation at the maket average.
As I have explained, beause the Company's compensation strctue
includes incentive payments as par of maket compensation, employees meeting
their goals should receive a level of base and incentive compensation consistent
with market compensation. It is logical, then, that the employee's goals wil set
fort what acceptable job performnce is for that employee. Employees
exceeding these goals should receive additional incentive compensation to
encourage exemplar performance.
Mr. Meyer also criticizes the Company's incentive program on the basis that
it improves shareholder value. Has the Company tailored its goals to benefit
shareholders?
No. On the contrar, the Company's focus in setting goals is to improve
operational efficiency, improve customer service, and promote safety, all of
which benefit customers. The annual goal setting process begis with discussions
between the manager and employee in order to ensure that the employee
establishes goals that align with the business and operational objectives and focus
on specific areas of where the employee can improve or develop for the year. The
goals are then documented with assigned measurments. The goals do include
controllng expenses, because employees can reasonably be expected to control
costs, which benefits customers. The goals associated with ths compensation do
not include net income or revenues for most employees because most employees
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are not in a position to impact revenues. The Company's LTIP contains goals
related to net income and revenue for those employees' best in a position to
impact those elements. The Company does not include costs of L TIP in its rate
requests.
Has the Incentive Plan been successful?
Yes. Since placing a portion of total compensation at risk, the Company has seen
improvements in safety, customer service standards, and operational output.
These outcomes demonstrate that the Company's approach has been successful in
motivating employees in a way that results in customer benefits. Whe these
achievements may provide indiect benefits to the shareholder, that is not the
guiding priciple in how the program is designed.
Can you provide examples that ilustrate how goals are algned with
customer benefits?
Yes. Exhibit No. 69 contais copies of 2009 objectives for six actual employees
classified from analyst to manager leveL. (The group includes a Dispatch
Supervisor, Manager of Engineerig and Environmental Services, Regulatory
Analyst, Engineer, Metering Admnistrator, and Finance/Accountig Analyst).
The names have been redcte to protect employee privacy. As you can see, each
employee has between one and five key objectives that serve as goals for the year.
Each objective is described in deta. Next, each objective is assigned a set of
concrete goals by which they wil be measured and a weighting for that parcular
objective. All of the employees' goals focus on objective outcomes that are very
. closely tied to safety, reliabilty and customer service. None of them are tied to
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financial outcomes. Moreover, each goal sheet reflects the signifcant attention
and effort that goes into tailoring these for each employee.
Do you have any further observations about Mr. Meyer's criticism of the
Company's goals?
Yes. Mr. Meyer's arguments are narowly focused on one element of an
individual's performce, that being the performance against the six defined
common goals. It is important to note that these six goals comprise only
30 percent of employees overall evaluation. Mr. Meyer's criticisms of a small
proportion of employee goals should not be accpted as a valid basis for
disallowing any incentive plan expense.
Do you believe that Mr. Meyer has presented any basis for disallowing any
portion of the Company's incentive program?
No. The Company has developed an incentive program that is diectly tied to
customer goals, has provided demonstrable benefits to customers, and is par of an
overall compensation package that is commensurate with the maket. The
Company requests that the Commssion reject Mr. Meyer's proposed adjustment.
Pleas desribe Mr. English's proposed adjustment to the incentive portion
of PacifiCorp's tota compensation package.
Mr. English proposes to remove 100 percent of the incentive porton of the
compensation package, resulting in a $1.3 millon disallowance on an ldao-
allocated basis.
Do you agree with Mr. Englih's proposd adjustment?
No. Mr. English's adjustment is not based on quantiable labor maket data
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related to our workforce requirements but is based on maket generalations. Mr.
English categorizes the incentive payment as a bonus; however, as I explained in
the opening, incentive pay is not "extra pay" but actualy an essential element of
the compensation provided to our employees that enables them to achieve a
market competitive level of compensation.
Are there additional arguments Mr. English makes in pointing to disllowing
the company's incentive compenstion expense?
Yes. Mr. English also states that from his assessment of the incentive plan, it is a
complex plan and is tied to individual performance and therefore impossible to
determe if the goals and incentive compensation benefits the customer or the
shareholder. He also then taes the view that operating budget goals tie to
sharholder benefit and therefore must be disallowed.
Do you agree with the additional arguments made by Mr. Englih?
No. Again, as I state in the opening of my rebuttal as to how our compensation is ....
strctured and delivered, our incentive is based on quantifiable goals that are
established between the manager and employee and are set to deliver operational
efficiency and improvements for our customers.
I also disagree with the position Mr. English taes that operating budget
goals, if used as an individual goal, should not be borne by the customer as it
diectly benefits the shareholder. Ou operating budget goals are set to drve and
deliver on the requirments of our business being able to provide and deliver safe
and reliable service to our customers. These goals are a diect benefit to our
customer and ar set with that as the sole focus.
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The last argument made by Mr. English is that given the economic crisis
and financial challenges facing individuals in the U.S., the company should either
not seek rate increases or mitigate the increase by elimiating incentive payments
made to its employees. Again, I can't stress the importance of my point enough
that the compensation provided to our employees is set to deliver compensation at
the competitive market average level and this is done by blendig it though both
base and incentive pay. Delivering pay below that level would set compensation
below maket and in tu place risk on the customers of the company not being
able to attact and retain labor to provide the safe and reliable service expected
and required.
Doe Mr. English propose any further adjustments to compensation?
Yes. Mr. English taes the position that all wage increases durng 2009 and 2010
should be disalowed, as again, he views the economic crisis and fiancial
challenges facing individuals across the company as his key support for this
position.
Do you agree with Mr. English's further adjustments and position?
No. First, the wage increase levels set for our union population are set as par of
the collective bargaining process typically covering multiple years and are a par
of many considerations such as work rules, benefits and retirement. These
varables together deliver a competitive set of benefits and compensation to the
union employee workgroup. These wage levels are par of contracts that were
prudently entered into by management and are known and measurable in the test
period and should be provided full cost recovery.
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Second, the non-represented population levels for 2009 and 2010 are set,
as is tre for each plan year, by reviewing market data for labor wage adjustments
and positioned at the maket average. For 2009, the level of 3.5 percent was
market competitive. The 2010 wage increases for non-represented employees
were again based on a detailed market analysis of the actions being taken in the
labor market. From this assessment, and also factoring in the economic crisis and
conditions facing our customers, the Company implemented 2010 wage increases
slightly below market practices and only those employees who received a base
compensation below $100,000 were eligible for an increase.
How doe the Company's 3.5 percent wage adjustment for 2009 compare to
the market in which it competes for labor?
As I have noted, the company annually does a thorough assessment of the market
and reviews practices being undertaken by its competitors in the area of planed
wage increases. Exhibit No. 70 shows the analysis completed and that the results
for the 2009 plan year was an average increase of 3.75 percent as compared to the
company's wage adjustment of 3.5 percent.
Please describe Mr. English's proposed adjustment to PacifiCorp's SERP
benefits expense.
Mr. English recommends that 100 percnt of the SERP expense be removed from
this filing as these benefits are above and beyond those covered in more
conventional retirement plans. Mr. English also argues that an executive's salar
is aleay higher than the typical employee and is alady reciving a larger
benefit than the other employees.
Wilson, Di-Reb - 18
Rocky Mounta Power
1 Q.Do you agree with Mr. English's assessment and proposed adjustment to the
2 Supplemental Executive Retirement Plan (SERP) expense in this filing?
3 A.No. These are not extra, unnecessar or excessive benefits. Our pay and benefits
4 philosophy continues to remain the same in that we provide programs/plans at the
5 market average (no better and no worse). The Company no longer offers the
6 SERP benefit to new paricipants and the expenses sought are related to one
7 active paricipant and past paricipants who, durng their employment, delivered
8 value to the then current customers while also shaping the Company to benefit
9 futue (current) customers. The Company honors its commtment to continue to
10 fund SERP expenses. The SERP expense is a form of retiement/pension simlar
11 to the frozen benefit expense of the non-union employee population who shifte
12 on June 1, 2007 to a cash balance. Both of these changes in plan offering were
13 taken to address futle volatilty and competitiveness thereby reducing long term
14 expense to our customers, the expense in this fiing is again based on no new
15 growth in expense.
16 Q.Doe thi conclude your rebutt testimony?
17 A.Yes.
Wilson, Di-Reb - 19
Rocky Mounta Power
Case No. PAC-E-I0-07
Exhbit No. 68
Witness: Erich D. Wilson
BEFORE THE IDAHO PUBLIC UTILITIES COMMISSION
ROCKY MOUNTAI POWER
Exhibit Accompanying Rebutt Testimony of Erich D. Wilson
Example of an Engineer Goals
November 2010
Rocky Mountain Power
Exhibit No, 68 Page 1 of 5
Case No. PAC-E-10-07
Witness: Erich D, Wilson
2009 Performance Management
Review Period: 01/01/2009 to 12/31/2009~~
ErH~1~~)y~e lnf~s"n~at:h:~n
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XXXXXXXX X XXXXX Dir, Engrg/Env
N~:rn~~:T¡t~e
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business unit's goals, list in order of importnce the main duties, tasks, projects
or goals for the appraisal period. As in the past, each employee is reauired to
have a safety goal.
Objective Name Weight 15%
Employee Commitment and Safety
Description
A. OSHA Incident Rate - Maintain a safe work environment for
employees - Ensure Hydro Resources has 3 or less incidents in
2009, which will allow Hydro to achieve an incident rate of
1. 6 or less.
B.Create two AWAIR reports.
t...~~.......~........v.........................................................................................................Vo"'...v................."..................................................................................................................................................................................~:...l
Rocky Mountain Power
Exhibit No. 68 Page 2 of 5
Case No. PAC-E-10-Q7
Witness: Erich D, Wilson
C. Attend and participate in 100 percent of quarterly safety
meetings. Make-up for any missed.
D. Participate in emergency response drills.
E. Attend emergency preparedness training for work location.
F. Have ZERO PVA's and five or less in all of Hydro.
G. Use First Aid skills to fill the role of Medical
Responder.
Measurement
Working consistently wi thin the boundaries defined by
expectations in regards to Process will be considered a 3-Level performance (Fully Effective I Meets All Targets) .
The Supervisor's discretion will be applied for employees who
either ~do not meet" or ~exceed" the stated expectations of
the GOAL.
Objective Name Weight 10%
Environmental
Description
A. Coordinate all work that has any potential environmental
impacts with the area environmental analyst. Consider any
impact as far as oil spills, fish (ramping, minimum flow),
PBC, asbestos, or any other related environmental issues in
advance for all the overhaul projects and make the appropriate
parties aware.
B. Regulatory Compliance - Sustain FERC compliance
performance by incurring NO formal notices of violation.
C. CMS Management - Maintain compliance with all
environmental and regulatory requirements by incurring ZERO
late tasks in the Compliance Management System (CMS).
Measurement
Working consistently wi thin the boundaries defined by
expectations in regards to Process will be considered a 3-Level performance (Fully Effective I Meets All Targets) .
:.The Sueervisor's discretion will be aeElied for ~E1oxees who ; I,~
Rocky Mountain Power
Exhibit No, 68 Page 3 of 5
Case No, PAG-E-10-o7
Witness: Erich D. Wilson
r...r""';'i'~'h'~';""'~~.d~""'~'~~."';~';'~';;'.""'~,.;."""~~'~';;~'~d.;;"".'~'h'~"'.,;~'~'~.;d'..~';;'~.~.~.~'~'i'~'~';'."~'f"'."""""""'",',.,',.,.,.,.,....,.,',',',',',',.,',',',',.,',.,.,.,.,.,...,.,.....,.....,¡...¡¡ . the GOAL. ~ ~, I~ 1: ~
I ..,',',',',',"',',',',',',',',',',""..""',",',','',',",',',',',',',',',',',',",,',',',',',',',',',','
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¡
I
: ~....~
Objective Name Weight 15%
Financial
Description
A.
the
the
Manage the Hydroexpectations for
following.
a. BR C/C Load Control Replacement
b. Lifton Resistors
Resources CAPEX and OMAG budgets to meet
targets as set by PacifiCorp Energy for
B. Provide support where needed towards managing Hydro
Resources CAPEX and OMAG budgets to meet the expectations for
targets as set by PacifiCorp Energy for the following.
a. Lemolo 1 GSU install
b. Lemolo 2 Overhaul
c. Lemolo 1 Low Level Headgate Actuator
d. Oneida Replace Transformer Conductors
e. Lemolo #2 Diversion Automation
f. Grace ECC Design and Install
g. Generator Cleaning - Clean 2 Generators (outside
of overhaul)
h. Swift Black Start Improvements
i. Swift 12 Replace Transformer
j. Swift 1 Station Service/Generator Breakers
k. Prospect Communications Upgrade to Digital
i. IRO Prospect In stream Flow / Automation
m. INU NU Communications Watson Ridge
n. Clearwater & Lemolo Canal S&D
C. Reduce OMAG expenditures by correctly identifying and
capturing capital work.
D. Provide capital forecasts, O&M forecasts, and monthly
accrual by established deadlines.
Measurement
Working consistently wi thin the boundaries defined by
expectations in regards to Process will be considered a 3-
Level performance (Fully Effective / Meets All Targets).
The Supervisor's discretion will be applied for employees who
either ~do not meet" or ~exceed" the stated expectations of
the GOAL.
Rocky Mountain Power
Exhibit No. 68 Page 4 of 5
Case No. PAC-E-10-07
Witness: Ench D. Wilson
Objective Name Weight 30%
Operational Performance
Description
A. Equivalent Availability - Achieve a minimum 97.9% accuracy
on the unit availability forecast for the five maj or river
systems.
a.
respond to
b.
Utilize
outages.
Enhance Alarm System
i. Reduce nuisance alarms
ii. Review for standard naming & rectify
iii. Identify specifically alarms that the
operators think are not convenient.
iv. Setup a team to evaluate alarms from item 1
above and develop a mitigate
v. Gather Every alarm that we have in to a
common spreadsheet/database with the ability to sort on any
column.
the web based alarm management system to
I
i
i
F. NERC CIPs - Develop internal procedures and implement a I
process to ensure compliance with NERC standards '!¡,a. Become SC by March 2009 ;
b. Become AC by Dec 2009
c. Training on new requirements - June 2009. !
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vi. Setup a team to evaluate
practices & develop an implementation plan.
c. Support in adding the following
alarm/control management system:
i. Lemolol - Sept 2009
ii. Lemolo2 - Sept 2009
iii. Copco 2- February 2008
& document common
plants to the
B. Forced Outages - Prioritize work load to provide immediate
and concise project management support to minimize forcedoutage durations.
C. Specifications - Engineering specifications, detailed
descriptions of acceptable materials, equipment, work
practices, and scheduling constraints will be provided to
ensure that complete and accurate project bids are obtained.
D. Critical Drawings - Support production managers in
identifying and updating critical plant drawings and
operational procedures.
E. Drawings - Engineering drawings will be developed and/or
modified in accordance wi th ~Engineering Procedures - Hydro
CAD Standards."
Rocky Mountain Power
Exhibit No, 68 Page 5 of 5
Case No. PAC-E-10-07
Witness: Erich D, Wilson
a. Develop an upgrade path to Concept 2.6
b. Schedule
c. Implementation Plan
d. Develop a security solution to meet NERC Standards
i. Develop solution - June 2008
ii. Implement solution - November 2008
H. Manage Concept License
I. Intellution HMI
a. Manage iFix License
b. Develop an upgrade path to iFix 4.5
i. Schedule
ii. Implementation Plan
iii. Execution
J. Develop an Alarm Summary O&M Document
a. Train NU Operators / Techs
b. Train East Operators/ Techs
K. Move to an Intellution Domain/Security solution at the
following plants
a. JCB
b. Copco
c. TCC
d. Soda Springs
e. L1
f. L2
g. Slide Creek
h. Soda
i. Grace
L. PI Data - Data currently in PI and the ability to continue
to use PI is considered critical to the business and the
system will be maintained with the highest priority.
a. Build new screens for Cutler 1 & 2
b. Build new screens for Lemolo 2
c. Build new screens for Copco
Measurement
Working consistently within the boundaries defined by
expectations in regards to Process will be considered a 3-
Level performance (Fully Effective / Meets All Targets).
The Supervisor's discretion will be applied for employees who
either ~do not meet" or ~exceed" the stated expectations of
the GOAL.
Case No. PAC-E-I0-07
Exhibit No. 69
Witness: Erich D. Wilson
BEFORE THE IDAHO PUBLIC UTILITIES COMMISSION
ROCKY MOUNTAIN POWER
Exhbit Accompanying Rebuttal Testiony of Erich D. Wilson
Example of Six Employee Goals
November 2010
Rocky Mountain Power
Exhibit No, 69 Page 1 of 22
Case No, PAC-E-1D-7
Witness: Erich D. Wilson
2009 Performance Management
Review Period: 01/01/2009 to 12/31/2009
Ern~"$~~y~e.lnf~)g-;rr~~~:~~n
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...........................................................1
IKeeping in mind that your goals should be a component of your department or
business unit's goals, list in order of importnce the main duties, tasks, projecs
or goals for the appraisal period. As in the past, each employee isreauire to
have a safety goal.
Objective Name Weight 10%
Safety and Employee Commitment Goals
Description
TO ensure that Pacific Power T&D Operations' employees
understand that safety is our numer one priority, our goal is
to increase safety awareness and compliance at all levels
within Transmission and Distribution (T&D) Operations. This
requires T&D Operations to develop a true ~Safety Culture", i
. implement an accident free work environment philosophy, and I
t..L~ct~ v~l 'i ~'~.ll.2N~'t.'h~!l9.'."",9~.1.l.y.~£_tl1e M~.~~,ElS.,~!.,l~.s.lE.tgNNl£,~~E"wm.wN.'.'m.wh"."~~"h'W'NN~.~'.',..j...¡
Rocky Mountain Power
Exhibit No, 69 Page 2 of 22
Case No, PAC-E-1D-07
Witness: Erich D. Wilson
:....:~..................................,.~..........................................................................................................................................................................................................................................................................................................................................................................................................................................................;:..3¡ , Health and Safety Improvement Plan for T&D Operations : ¡: Measurement !
The deliverables for T&D Dispatch to achieve this are as
follows:
"Meet or exceed Pacific Power lost time accident rate target
.Meet or exceed Pacific Power recordable incident rate
.Meet or exceed Pacific Power preventable vehicle accident rate
.Maintain 85% of department first aid and CPR trained
'Deliver MidAerican Energy Holding Company Safety Improvement
Plan
: 'Deliver safety training to all T&D Dispatch employees as
outlined by the Health & Safety Department, , ,I::.:I:.,.¡
¡"""",.,"""""""""""""",.,"',.,"'",',',',',',',',',',',',',',',',',',',',',',',',',',',',',',',',',',',',',.,..',',',',',',',',.,',',',',',',',',',',',',',',','.',',',',',',','",'",'"""""",',',',',',',',',',',',',',',',',',',',',',',',',',',',',',',',',',',',',',',',',',',',',',',',',',',',',..',',',',',',',',',',',',',',',',',',',',',',',',',',',',',',',',',',',',',',',',',',',',...,...,..',',',',','""",',""',"""""""',"""""""",)
¡,
Objective Name Weight 20%
Operational Excellence
Description
T&D Operations' goal is to ensure that high standards are met
for our operations and system performance.
T&D has
operate
commits
metrics
implemented initiatives to ensure that our operations
as centers of excellence. To demonstrate this, T&D
to improving service quality by achieving targeted
in states we serve.
Measurement
The deliverables for T&D Dispatch to achieve this are as
follows:
.Deliver Grid Operations and Dispatch transmission switching
orders with no more than 3 switching errors. (Dispatch & Gridcontrol errors in total)
.Deliver Dispatch distribution switching orders with no more
than 6 switching errors. (PCC & SCC control errors in total)
.Training delivered to dispatchers per schedule
.Achieve the system annual average interruption frequency
index (SAIFI) per customer in Rocky Mountain Power
.Achieve the system annual average interruption duration index
(SAIDI) per customer in Rocky Mountain Power
'Achieve the annual customer average interruption duration
index (CAIDI) per occurrence in Rocky Mountain Power
.Achieve a system annual average interruption frequency index
(SAIFI) per customer in Pacific Power
.Achieve a system annual average interruption duration index
(SAIDI) per customer in Pacific Power~chieve an annual c~er avera2e interruetion ~uration
i
_~JJ
Rocky Mountain Power
Exhibit No. 69 Page 3 of 22
Case No, PAC-E-10-Q7
Witness: Erich D, Wilson~"i~;~~"-~~"W""~i,.
:~"-'-"'-""""""':"""'.'~'-"""""'-'...'..,................, . . . . ... . ',',' . .. .'.. ..... ',' . ..... " . . .. .... ..... . ....... ......... . ....... . ..... . ',' . . . . . . . . . . . . ',' . . . .' ....... .................,...,...,...............................................,.,.,.......................................................,.......,.,....................................................:-
Objective Name Weight 20%
Customer Service
Description
T&D Operations' goal for customer service is to continue
focusing on delivering reliability, dependability, and
exceptional services to our customers. This has required T&D
Operations to develop and execute plans to improve stakeholder
satisfaction, customer service levels and customer
perceptions.
Measurement
The deliverables for T&D Dispatch to achieve this are as
follows:
'No more than 230 commission complaints in Pacific Power
'No more than 266 commission complaints in Rocky Mountain
Power
'No more
'No more
Mountain
,'Restore
Power
'Restore 85% of customers off supply within 3 hours in Rocky
Mountain Power
-Maintain Call to Assign time of 40 minutes
- Improve Pacific Power residential customer
first quartile ranking in Western Region as
Power survey
'Improve Pacific Power small and medium size business
satisfaction to second quartile ranking in Western Region as
measured by J. D. Power survey
-Improve Pacific Power large industrial customer satisfaction
to number 1 as measured by TQS Research Inc survey
'Maintain Rocky Mountain Power residential customer third
quartile satisfaction ranking in Western Region as measured byJ . D. Power survey
-Maintain Rocky Mountain Power small and medium size business
third quartile satisfaction ranking in Western Region as
measured by J. D. Power survey.
than 188
than 217
Power
85% of
customer guarantee failures in Pacific Power
customer guarantee failures in Rocky
customers off supply wi thin 3 hours in Pacific
for PacifiCorp
satisfaction to
measured by J. D.
Objective Name Weight 5%
¡
i
I
¡
I
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Rocky Mountain Power
Exhibit No. 69 Page 4 of 22
Case No. PAC-E-1G-7
Witness: Erich 0, Wilson
r"':""."";i.~'~'~~.i.~'î""'.,.""""'.,.,.'".,',',',',',',',',',.,',.,.,.,.,.,.,.,.,.,',',',',',',,,"",.,',.,',',',',',',',',',',',',',.,',.,',"",.,.,.,',,,',',','.',',',',',.,.,.,.,.,.,',.,.,"",',',',',',',.,.,.,.,.,.,.,.,'.'.'.'.'.'.','..,.,.,.,"",.,',.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,...,.....,.,.,.,.,.,',.,',,,',',',',',',',.,',',.,',',.,.,',.,','.','.'.....'.'.,.""'.."""""""""""'.,.,.'""'....."...¡
i :::::::n Power T&D Operations' financial goal is to retain the I
financial integrity of MidAerican by achieving its financialtargets.
Measurement
The deliverables for T&D Dispatch to achieve this are as
follows:
'Achieve Pacific Power OMAG budget
Efficiency initiatives have been put in place to ensure that
T&D Operations is maximizing the MidAerican investment.
The deli verables
follows:
'Reduce dispatch 2009 overtime
overtime hours for 2008
for T&D Dispatch to achieve this are as
hours 5% from the dispatch,. ,
Objective Name Weight 15%
Regulatory Integrity/Compliance
Description
Pacific Power T&D Operations' regulatory goal is to ensure
that we maintain our regulatory integrity. This requires T&D
Operations to implement MEHC commitments and meet state
mandates.
Measurement
The deliverables for T&D dispatch to achieve this are as
follows:
.Compliant with WECC/NERC reliability standards
'Conduct an annual evacuation drill of PCC and apply our
business continuity plan for short term denial of access
'Conduct an annual evacuation drill of SCC and apply our
business continuity plan for short term denial of access
· Provide annual refresher training to sub transmission
dispatchers on the manual load shed plan (Review the plan,
identify overlap of all load shed programs)
· Provide annual refresher training to sub transmission
dispatchers on Load Shed/Restore (LSR) functionality in Ranger
¡ to manually shed load
Ll .Annuall~ review the manual load_shed elan~ta and make anx
Rocky Mountain Power
Exhibit No, 69 Page 5 of 22
Case No. PAC-E-10-7
Witness: Erich D. Wilson
I::::::::, ~~~~~~~~, a=~;fions/edits (Add new circuits, review critical I'Provide annual refresher training for state commission outage
notifications with outage coordinators
:....:;........................................................................................;.....................................................................................................................................................................................................................................................................................................................................................................................................;:...~
2009 Performance Management
Review Period: 01/01/2009 to 12/31/2009
. ........,.,.,................."....;-~..
¡
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XXXX X XXXX Dir, Engrg/Env
N~rn~:T;t;~:
::::::::::'..,,""".""""""'.""'.-"""".oI....""..........Y....~..."...oI ::::::::::::::::::::::::::::::::::::::::::::::::::.:::::'::':':::':::,:::::::::::::::::::::::::::::::::::::"...........................'...'.~~~;.;;;;
¡.)"~ll~ti~g()f.()bié~¡~é~:;()%.
Keeping in mind that your goals should be a component of your department or
business unit's goals, list in order of importnce the main duties, tasks, projecs
or goals for the appraisal period. As in the past, each employee is reauired to
have a safety goal.
Objective Name Weight 10%
Safety. :. . ~.....~","v..~.......No................""...............................................................v...............-...v.-.rvo..-......r..y,........v........-.v....-..~.................................v...................................~.............v.v.............................o"..............................v...........vo"......-.....
Rocky Mountain Power
Exhibit No. 69 Page 6 of 22
Case No, PAC-E-1D-07
Witness: Erich 0, Wilson
Attend minimum of four safety meetings and maintain work
space consistent office safety practices.
Attend one special safety training such as APM, CPR, Defensive
driving, First aid.
Participate in safety/fire drills as instructed.
Measurement
Track attendance at safety meetings as well as for the
special training.
t,",..,"""""""""""",..,',..,""',.".,'",'...,',',',',',',',',',',',',',',',',',',',',',',',',',',,',',,',',',',',',',',',',',',',',',',',',',',',',',',',',',',',',',.,','.','.',',',',',',',',',',',',',',',',',',',',',',',',',',.,.,',',',',',',',',',',',.,.,',',., ".,',',',',',',,',',',',',',',',',',',',',',', ',',',',',',',',',.,',',',,',',',',','.',',',',',',',',',',',',',',',',',',',,',,',',',',.,.,',',',',','.'.....',',',',',',',',',',',',',',
Objective Name Weight 15%
10 year Capi tal Budget
Lead efforts to develop 2010-2019 Capital Plan
Description
Develop Strategies and Policies for inclusion of Transmission
and Distribution projects in 10 year capital plan.
Develop draft ASR for PP and RMP by June 1,2009 and final ASR
by )October 30,2009
Manage the development of SAD's for PP for New Connects andAsset Renewal/Replacement by other work groups with a
target date to issue draft by 5/15/2009 and for the SAD for
Reinforcement to be issued by 6/1/2009.
Measurement
Track the dates when budget inputs and subsequent changes were
made to meet deadlines established by corporate .
Track the dates when draft and final ASR' s are issued.
~~~~o;~:m=~~e:r:h~~s~~~~t of SAD for New connect and !
Objective Name Weight 10%
i..t Ev..J.l~!,~~..~~,.~!t,eJx~,~,.,.,..~P.~.~+èl.~,~~R~~t~!,£.Il~9.~~p.~~E~.t'~.WN.'.'.w.,.,.w,w.,.,.,~...v.w.,.w.w.'...'.'N.,.~wN..~~..w.,.w.w.,.,~'w.,.,j..,1
Rocky Mountain Power
ExhibitNo. 69 Page 7 of 22
Case No, PAC-E-10-07
Witness: Erich D. Wilson
. ':~""""""""""""""""""""""""'".........................................................................................................................................................................................................................,.,...,.,...............................................................,...,......................................................,...,.,.,...,...,...,.........................................................,;:. ..~
suc~ as synchronous condensers, phase shifters, reactors and ,:¡,,~,,:,
series capacitors.
Description
Prepare a detailed list of all spacial equipments with all
pertinent data required to conduct various analysis by end of
Q1
Prepare draft report on life assessment and risk of series
capaci tors by end of Q3.
Prepare final report on life assessment and risk of series
capacitors by 12/31/09.
Measurement
Record the date when the draft report
and risk was issued for comments
Record the date when the final report
risk was issued for comments
on all life assessment
on life assessment and
I_I
Objective Name Weight 15%
Support activities to support the compliance with NERC/WECC
Reliabili ty Standards.
Description
Conduct annual update of critical substation list to implement
physical security measures to meet NERC standards on Critical
Infrastructure Protection System (CIPS) .
Update SPS, UVLS and UFLS lists to support maintenance plans
required per NERC PRC standards.
Measurement
Track the dates of completion of updates as required by NERC
compliance PMO, typically by the end of the year.
~----'~~Il~'-1Objective Name Weight 10%
Establish the use of Navigant Program to determine projectbenefit to cost ratio for setting priorities.: : : ".....~~~..h..V'..........v.'N..............Ah.............ñ..v......................OV....,............Vl............"".........o?.....v...AY.............Y..........................................................................................v.......................................~........................................-.....
Rocky Mountain Power
Exhibit No. 69 Page 8 of 22
Case No, PAC-E-10-07
Witness: Erich D, Wilson
of ..:...................................................................................................................................................................................................................................................................................................................................................................................................~............................................................................................;:...::
Description
Review and update various parameters used in the model such
as cost of outage, probability of outage of various elements
by 4/15/09
Work with Area Planners to evaluate subtransmission projects
required for single contingency (N-l) conditions by
12/30/2009 '
Measurement
Track the date Navigant model is updated with required
parameters.
Track the date when projects are evaluated using Navigant
model.~ ~.~~"
Objective Name Weight 10%
Other duties and special assignments as required such as
updating maintenance policies.
Description
Perform all other duties and special assignments in a timely
and efficient manner
Measurement f
~Complete assignments as requested. I
Rocky Mountain Power
Exhibit No, 69 Page 9 of 22
Case No. PAC-E-1O-Q7
Witness: Erich D, Wilson
2009 Penormance Management
Review Period: 01/01/2009 to 12/31/2009~~~~~,~
~\'k~\~~~~~t.,,~_-.-.-.~,.,,~....~".- _~_~til~
:::.:.:.
~~~~~~h..'SVi~~~ !s~f(st'S'H~~§:~t)S~
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An¡lyjtilgltry8~r 00002000
~nt!~~
~1~nag~~r :Irsfol~'n~t~~n
XXXXXX X XXXXXX Dir, COS, Pricing, Doc Ctr
Name T~t;e
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Keeping in mind that your goals should be a component of your department or
business unit's goals, list in order of importnce the main duties, tasks, projects
or goals for the appraisal period. As in the past, each employee is reauired to
have a
Objective Name Weight 30%
Cost of Service Analysis
Description
Prepare cost of service studies as required. Prepare analyses
accurately and timely. Understand major issues and key drivers
for each class' cost of service. Effectively respond to
problems as they arise.
Measurement
Rocky Mountain Power
Exhibit No. 69 Page 10 of 22
Case No. PAC-E-10-07
Witness: Erich D. Wilson
r'.T'.'.,.;;'~~';';'~';'d"""';~'~.i;'~';'~""'d;i.i~.;';;~~t."~'i.~.h'i'~"""'t"i';~.t;~;;';.."';';.~'~'i'd;d.':......,.""""""""."""""".,.,.,.,.,.,.,.,.,.,.,.,',.,',',',',.,.,.,',',',.,.,.,',.,.,.,.,',.,','.,.,'..,',...,
Analyses delivered at a high level of quality. Able to respond
to questions or issues that arise from the analysis.
L.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.;_;.:.:_:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.;.:.:.:.:.:.:.:.:.:.:.;.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.;.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.;.;.:.::-:.:.:-;.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.;.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:.:ú:.:.:.-~-
Objective Name Weight 20%
Pricing Analysis
Description
Prepare pricing analyses as required for general rate cases,
semi-annual normalized revenues and other activities. Prepare
analyses accurately and timely. Understand pricing issues and
respond as appropriate.
Create price comparisons as requested that accurately convey
PacifiCorp's prices and help to educate customers of potential
rate impacts as appropriate. Support business units on pricing
issues as required.
Measurement
Requested analyses delivered within timeframes provided.
Analyses delivered at a high level of quality. Able to respond
to questions or issues that arise from the analysis.
After peer review, all pricing comparisons/ support are
submi tted without error. When appropriate and reasonable, make
use of CPI charts and data from other utilities. All requests
responded to within timeframe or if one is not provided within
a reasonable amount of time.:: ::~--~-
Objective Name Weight 5%
Net Metering
Description
¡
I, ;
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Be involved with all issues relating to net metering pricing
and billing rules as needed. Be involved with interpretations
of how to bill net metering customers involving legal counsel
as needed. Keep detailed records of the interpretations of net
metering rules and their history across the six states and
nationally as needed.
Rocky Mountain Power
Exhibit No, 69 Page 11 of 22
Case No. PAC-E-10-07
Witness: Ench D, Wilson
r...:.'.,.,.,.~';;.;~'~;';;'~~"."""."'.,.,.,.,.,.,.'.',.,.......,.,.,',.,.,',.,',.,',',',',',.,.,',',',.,.,.,.,.,',',',',',',',.,',',.,.,.,.,.,..','.'.'...',',....'.'..,',',',.,',.,.,',',.,'..,.,',.,.,.,.,.,',.,.,',.,.,','.'.....'.'.','.'.','.','.'.',..'.','...'.','.',',',',','.',.,.,.,-".,',',',',',',',.,.,.,.,.,.,.,,,',',.,.,.,',.,.,.N,',.,.,',',.,.,',',.,.,'........N........,..."'..."""""""'.,.,."...,.,.'.....1i i
¡ All requests are responded to concerning net metering pricing I~,: andd billi~g riuiesfconsistently. Be involved with a~l rbu~eimi~king i¡i:an technica con erences that relate to net metering i ing~ as able. For the filing of future net metering tariffs, make 1~ sure that the tariff has clear language and has little to no 1~ ambiguity on key issues. ¡
Objective Name Weight 10%
. Ongoing Regular Reporting :i:1i:.,Description ..
Prepare Monthly DSM Recovery Report and Semi-Annual Special
Contract Revenues.
¡
I
¡;..............................................................................................................................................................................................................................................................................................................................................................................................................................................................................................¡: I
~ ¡
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: I
I
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Measurement
Prepare reports wi thin deadlines without defect.
reporting as conditions or requirements change.
explain variances from period to period.
Modify
Be able to
Objective Name Weight 5%
Safety
Description
Work without any recordable incidents, or lost time
events. Keep my workstation safe and hold others to ahigh standard of safety.
Measurement
Complete the year without any safety related issues for
myself and co-workers. Workstation is kept free from any
hazards and is ergonomically correct.
2009 Penormance Management
Rocky Mountain Power
Exhibit No. 69 Page 12 of 22
Case No, PAC-E-10-07
Witness: Erich D. Wilson
Review Period: 01/01/2009 to 12/31/2009
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EnglneertÇir 00000803
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XXXXXX X XXXXXX Dir, Engrg/Env
N~H~1~:T¡t~~~
ti:;:;:i¿'i:::;:;:;:;:;:;:?;:i:.'.-:-;:i¿:i:i¿:i¿:i:iL::'::::::))i¿:i:::::::::::::::::::::::))::::::))))~::::i:i:i:i:i:i:i:i:i:i:i:;¿:;:;:i:));:;:i:i:i:;:i:;:;:;:;:::;::::::¿::::¿:~:L::.:)::::::::))::::::::::::;::¿:;'::~:::¿¿::::::::::::::::::::::::::::::::::::::::::::::::)))::::::::::::::::::::::~:~:~:~:~:~:~:~:;:::::::::::::::::~:~:~:~:~:::::::::::::~:¿~:~:~:::::::::~:~:~:~:~:~:~:~:~:;:xJ~~~' .~~~1~¿l~"" ~... ~
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Keeping in mind that your goals should be a component of your department or
business unit's goals, list in order of importnce the main duties, tasks, projects
or goals for the appraisal period. As in the past, each employee is require to
have a safety goal.'::==~l: :::::::a::nutment and Safety weight 15% I
Description
A. OSHA Incident Rate - Maintain a safe work environment for
employees - Ensure Hydro Resources has 3 or less incidents in
2009, which will allow Hydro to achieve an incident rate of1.6 or less.
B. Create two AWAIR reports.
C. Attend and participate in 100 percent of quarterly safety
_ meetin2s. Make-up fo~~an~ missed.
Rocky Mountain Power
Exhibit No, 69 Page 13 of 22
Case No, PAC-E-10-Q7
Witness: Erich D, Wilson
¡ D. Participate in emergency response drills. ¡
~ E. Attend emergency preparedness training for work location. ¡
, F. Have ZERO PVA's and five or less in all of Hydro. I
i ;~sp~~~e~~rst Aid skills to fill the role of Medical I: Measurement '
Working consistently wi thin the boundaries defined by
expectations in regards to Process will be considered a 3-Level performance (Fully Effective / Meets All Targets) .
The Supervisor's discretion will be applied for employees who
either "do not meet" or "exceed" the stated expectations of
the GOAL.
¡:""""""""""""""""",., .,.,.,,'..,.,',',',',',',',',',',',',',',',',"......"""'......' "',',',','.......... ,,",' ",',',',"....',",',',',',',',',',',',',',',',",',',',",',.,..',.,',',','..',',,',',',',',',',',',',',',',',',',',',',","'.. ','....' ".......... ','........ ",. ,,",',",",,',',',',',",',',',','.',',.......',.,',.,.,',.,',',',',',','..,
Objective Name Weight 10%
Environmental
Description
A. Coordinate all work that has any potential environmental
impacts with the area environmental analyst. Consider any
impact as far as oil spills, fish (ramping, minimum flow),
PBC, asbestos, or any other related environmental issues in
advance for all the overhaul projects and make the appropriate
parties aware.
L
B. Regulatory Compliance - Sustain FERC compliance
performance by incurring NO formal notices of violation.
C. CMS Management - Maintain compliance with all
environmental and regulatory requirements by incurring
late tasks in the Compliance Management System (CMS).
ZERO
L...................................................""............................................................................................"".......................::............................................................................
Rocky Mountain Power
Exhibit No. 69 Page 14 of 22
case No, PAC-E-10-07
Witness: Erich D. Wilson'~~~--""-~~~"-~"IWorking consistently within the boundaries defined by
expectations in regards to Process will be considered a 3-Level performance (Fully Effective / Meets All Targets) .
The Supervisor's discretion will be applied for employees who
either ~do not meet" or ~exceed" the stated expectations of
the GOAL.
¡.....................................................-.-...-.-.-.........-.......-...........................................-.-................................................;..........................................................................................-.....-...-........................................................-.-...-.......-.-...................................-............................................................................................j:I I
FinancialDescription I
A. Manage the Hydro Resources CAPEX and OMAG budgets to meet ¡
the expectations for targets as set by PacifiCorp Energy for I:",,:the following. ;
a. BR C/C Load Control Replacement
b. Lifton Resistors
B. Provide support where needed towards managing Hydro
Resources CAPEX and OMAG budgets to meet the expectations for
targets as set by PacifiCorp Energy for the following.
a. Lemolo 1 GSU install
b. Lemolo 2 Overhaul
c. Lemolo 1 Low Level Headgate Actuator
d. Oneida Replace Transformer Conductors
e. Lemolo #2 Diversion Automation
f. Grace ECC Design and Install
g. Generator Cleaning - Clean 2 Generators (outside
of overhaul)
h. Swift Black Start Improvements
i. Swift 12 Replace Transformer
j. Swift 1 Station Service/Generator Breakers
k. Prospect Communications Upgrade to Digital
i. IRO Prospect In stream Flow / Automation
m. INU NU Communications Watson Ridge
n. Clearwater & Lemolo Canal S&D
Measurement
i
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I
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C. Reduce OMAG expenditures by correctly identifying and
capturing capital work.
D. Provide capital forecasts, O&M forecasts, and monthly
accrual by established deadlines.
¡ Working consistently within the boundaries defined by
¡ ¡ eXEectations in re2ard~ to Process will be considered a 3-
Rocky Mountain Power
Exhibit No. 69 Page 15 of 22
Case No. PAC-E-10-07
Witness: Erich D. Wilson
Level performance (Fully Effective / Meets All Targets).
The Supervisor's discretion will be applied for employees who
either ~do not meet" or ~exceed" the stated expectations of
the GOAL.:, , :
Objective Name Weight 30%
Operational Performance
Description
A. Equivalent Availability - Achievè a minimum 97.9% accuracy
on the unit availability forecast for the five maj or river
systems.
a.
respond to
b.
Utilize
outages.
Enhance Alarm System
i. Reduce nuisance alarms
ii. Review for standard naming & rectify
iii. Identify specifically alarms that the
operators think are not convenient.
iv. Setup a team to evaluate alarms from item 1
above and develop a mitigate
v. Gather Every alarm that we have in to a
common spreadsheet/database with the ability to sort on any
column .
vi. Setup a team to evaluate & document common
practices & develop an implementation plan.
c. Support in adding the following plants to the
alarm/control management system:
i. Lemolol - Sept 2009
ii. Lemolo2 - Sept 2009
iii. Copco 2- February 2008
the web based alarm management system to
B. Forced Outages - Prioritize work load to provide immediate
and concise proj ect management support to minimize forced
outage durations.
C. Specifications - Engineering specifications, detailed
descriptions of acceptable materials, equipment, work
practices, and scheduling constraints will be provided to
ensure that complete and accurate project bids are obtained.
D. Critical Drawings - Support production managers in
identifying and updating critical plant drawings and
operational procedures.
E. Drawings - Engineering drawings will be developed and/or
modified in accordance with ~Engineering Procedures - Hydro
CAD Standards."
Rocky Mountain Power
Exhibit No, 69 Page 16 of 22
Case No, PAC-E-10-07
Witness: Erich D, Wilson
F. NERC CIPs - Develop internal procedures and implement a
process to ensure compliance with NERC standards.
a. Become SC by March 2009
b. Become AC by Dec 2009
c. Training on new requirements - June 2009.
G.Concept Programming
a. Develop an upgrade path to Concept 2.6
b. Schedule
c. Implementation Plan
d. Develop a security solution to meet NERC
i. Develop solution - June 2008
ii. Implement solution - November 2008
Standards
H.Manage Concept License
I. Intellution HMI
a. Manage iFix License
b. Develop an upgrade path to iFix 4.5
i. Schedule
ii. Implementation Plan
iii. Execution
J.Develop an Alarm Summary O&M Document
a. Train NU Operators / Techs
b. Train East Operators/ Techs
K. Move to an Intellution
following plants
a. JCB
b. Copco
c. TCC
d. Soda Springs
e. L1
f. L2
g. Slide Creek
h. Soda
i. Grace
Domain/Security solution at the
L. PI Data - Data currently in PI and the ability to continue
to use PI is considered critical to the business and the
system will be maintained with the highest priority.
a. Build new screens for Cutler 1 & 2
b. Build new screens for Lemolo 2
c. Build new screens for Copco
Measurement
Working consistently wi thin the boundaries defined by
expectations in regards to Process will be considered a 3-
i~~:~~~:;;~~::~;';;:~~;:~;;~ v;~: a;;;;;~ ~~:;;;;~;~s o;hO !
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Rocky Mountain Power
Exhibit No, 69 Page 17 of 22
Case No, PAC-E-10-07
Witness: Erich D, Wilson
2009 Performance Management
Review Period: 01/01/2009 to 12/31/2009
....u/..................../......................../y..................,....................,..
En1p:~(S)fee !~~f::~rrn~t~oS1
XXXXXXXXX XXXXXXX x
Last: N;:~r-nE:First N~~n1e ;V:!dd~e
A(jmñ~rjMeterlñgrE(jîsr 00000759
T~t~~~
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XXXX X XXXXXXX Supervisor, Engrg/Env
N¡~me T;t;~:
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n'leiø..t~nØ...~'.Qbjectives:..'1f)øro........¡....~
I
Keeping in mind that your goals should be a component of your department or
business unit's goals, list in order of importnce the main duties, tasks, projects
or goals for the appraisal period. As in the past, each employee is required to
have a safety goal."....._~_.-~.I=ll~..Objective Name Weight 10%
:::wn !
Rocky Mountain Power
Exhibit No. 69 Page 18 of 22
Case No, PAC-E-10-07
Witness: Erich D. Wilson
...................................................................................................................;.......................................................................,.,...,.......................................................,.,...............................................................................................................................................................,...........,..............................................................:.''':.¡ Ensure department performance meets or exceeds metering ¡: business safety goals. I
Measurement
1. Attendance at scheduled safety meetings for a minimum of
four safety meetings during the year. At least one safety
meeting will be at a field location.
2. Deliver quarterly news bulletin for journeyman metermen,
apprentices and single-phase specialists that include a
highlighted safety practice or information.
Objective Name Weight 25%
Training
Description
Train Journeyman Metermen and other employees associated with
metering on new equipment, new software programs, and basic
metering processes.
Measurement
Present
various
Present
Present
Present
Present
Present
training classes in Salt Lake, Wilsonville,
service center sites as needed.
Training sessions 10 times = 5Training sessions 9 times 4Training sessions 8 times 3Training sessions 7 times 2Training sessions 6 times 1
and in
" .,
Objective Name Weight 10%
Special Projects Support i,¡",.,'Description ;
Provide technical support to both Journeyman Metermen and 'Meter Engineers on large or special projects. ¡
II'
Measurement
Complete projects and support as needed., I
,..t','.w,WAYAVA'_,'~"'W..~'..A~",~V.....w,',w...,...,',.',v~..'w'w,~_"_",",w.w,',~v_w,_'~~'A"'~,',',v.',',.'.w,",w.......w...w.'...w.w.W.w...w.'AW.~,','.w.w.w.w...w.~".wA",'.~.~...J.,.I
Rocky Mountain Power
Exhibit No. 69 Page 19 of 22
case No, PAC-E-1O-Q7
Witness: Erich D, Wilson
Objective Name Weight 10%
Meter Foreman Training
Description
Develop and deliver training for current and new
meter foreman.
Measurement
Training delivered to meter foremen in Rocky
Mountain Power.
2009 Performance Management
Review Period: 01/01/2009 to 12/31/2009
i
i~T.. .~..~..io.., I
,...~~.~:~~.~.~~~~,~~:~:~.~~........................................................................................................................,.................................................,............,....1
f:mpksyee Infi:!lm~~tim~xx xxx x
Last N::r':~~First Nan",e t¡'Hdd;~:
1.n1.l'it;,:li:n7\A.ö:~:lli$:r 00002000
Rocky Mountain Power
Exhibit No, 69 Page 20 of 22
Case No. PAC-E-10-07
Witness: Erich D, Wilson
XXXX X XXXXXX Dir, Fin/ Actng
N~~rne r¡Ue
: ...
Keeping in mind that your goals should be a component of your department or
business unit's goals, list in order of importnce the main duties, tasks, projects
or goals for the appraisal period. As in the past, each employee is reauired to
have a safety goal.
Objective Name weight 30%
Delivery of Financial Targets / Performance Management
Description
Meet budget targets for general & administrative expenses and
capi tal expenditures; Analyze monthly performance against
budget, update the annual forecast and provide comprehensivevariance analysis
Measurement
Continually evaluate and improve the accuracy and timeliness
of the monthly reporting and forecasting process; Highlight
pending risks and communicate; Develop mitigating plans, if
practical; Proactively manage existing issue to closure;
Develop expertise and analysis for respective stakeholders.
~"""iiil~. Objective Name weight 20%
Compliant Financial Systems and Processes
Description
Maintain strict compliance with all financial, legal and
¡ regulatory requirements. Identify and implement efficiency
L ~ "i~pr:oveinentS.Faciii tatethepreEar~tio~a~'l,Ee,r~ew()fthe SAP .._~J
Rocky Mountain Power
Exhibit No. 69 Page 21 of 22
Case No. PAC-E-10-07
Witness: Erich D. Wilson
f...".,.,.,.~.;;';'~~.i~';"""'b~'d;;'~.'..~~'d.'...1'.Õ.:'~.;~';"""';i.~'~":'.,.,."'.,.,."""'.,.,...,',.,',.,',',',',',',',',',.,.,.,.,.,.,.,.,.,.,.,.,.,',.,.,',.,..,.,...,....,.,..,.,......,.,..,',.,',.,.,..,.,.,.,.,.,',.,.,.,',.,.,.,.,.,.,.,.,.,..,',.,.,.,.,.,..,.,..,.,.,...,.,..,..,.,..,.",..,.,.';...1, I
Measurement
Continue to enhance the planning process and the accuracy and
efficiency of the budget and the ia-year model; Improve
information gathering processes with stakeholders; Maintain
compliance and meet required deadlines; Ensure the company's
financial policies and procedures are followed.
¡_l
Objective Name Weight 5%
Improve Workforce / Climate
Description ~
L
: I
'~I~~~~I. : Maintain a Safe Work Environment : ì
!...~_=u~,~=~w.~w..'.'WUh~'w.~'wmm.'.w...".,w.'~~~mh~w.'h~=muhw.'m.'.wu'~.'.w.w..~~.,'ow.w.'.'.'.w.w...'.'.'m."m.'.w...'.'.'.w.w.wu.w.'.','.','.','.','.'owm.~~~'w~.w~w.,J.J
(1) General - Develop interpersonal and professional skills and
abilities, and take on challenging and rewarding tasks, which
ultimately enhance the capabilities of the company. Identify
opportuni ties to lead and take charge of issues. (2) Cross-
Training - Work with HR Benefits to learn how company-wide
benefit expenses for the ia-year plan are developed and
prepared for budget submission. Cross-training will include
gathering employee information for third party actuarial
analysis, learning how year-on-year budget variance
explanations are developed, learning how monthly actual to
budget variance reports are developed and understand how
actuals are recorded and assessed to business units.
Measurement
(1) General - Mentoring; Coaching; Priorities; Communications
and Calendarized deliverables; Cross train on key processes;
Document processes. (2) Cross-Training - Develop an
understanding of the ia-year plan company-wide benefits budget
process to suggest improvements that will increase the
efficiency of putting together the ia-year plan company-wide
benefits plan. Additionally, I will provide documentation that
describes each account.
Rocky Mountain Power
Exhibit No. 69 Page 22 of 22
Case No. PAC-E-10-07
Witness: Erich D, Wilson
Description
Encourage & maintain a safe work environment for employees.
Measurement
Maintain a safe work environment with no Occupational Safety
and Health Administration recordable incidents; Support
corporate finance health & safety efforts.
Objective Name Weight 10%
Regulation
Description
Provide financial, accounting and analytical support to
regulatory efforts in all PacifiCorp i s states and the
Federal Energy Regulatory Commission.
Measurement
Support Regulatory Department in rate cases, audits and
informational requests; Develop expertise and analysis that ¡supports rate case activities; Ensure accuracy of FERC ~accounting for actual and plan. , !
.......:v.~.;.;..;.A.;..;,.;...:v;.v;.v:.v:.:.;..:...;.A~~;.~.~v;......;v;.;v;.;.;.v....;;.;v;.;.; :..~~;v;.;.;v~~.x.~~~;y..:~.:~;.;,;';';';'~;';w.w
Case No. PAC-E-1O-07
Exhibit No. 70
Witness: Erich D. Wilson
BEFORE THE IDAHO PUBLIC UTLITIES COMMISSION
ROCKY MOUNTAIN POWER
Exhibit Accompanying Rebuttal Testimony of Erich D. Wilson
2009 Merit Analysis
November 2010
2009 Projected Merit Increae Analysis
Rocky Mountain Power
Exhibit No, 70 Page 1 of 1
case No. PAC-E-1O-D7
Witness: Erich D, Wilson
200 Merit 2009 Projecte Merit Increases
:il:I¡:I¡IIIIII¡ii:I¡¡¡¡¡illlll:il:llll¡:::::¡I¡¡.i¡11~¡.I¡¡i~¡il:I¡IIII¡~II¡¡lllir~:~:~:~:~:~:::::::::1111111111111111111.111111111:1¡11111111¡111:::¡~~¡:I~::¡:I.111111111111111111IIIIIIilllll:I¡I:I:il.IIIIIIIIII¡111111111111111111ill.
American Electrc Power 3.60%3.60%3.60%3.60%
Consolidate Edison 3,75%4,00%4,00%4.00%
Dominion Resoures 4.00%4.00%4.00%4.00%
Duke Energy N/A N/A N/A N/A
Edison Internonal 4.00%4.00%4,00%4.00%
Entergy 3,31%3.75%3,75%3.75%
Exelon 3.75%3.75%3.75%3.75%
FirtEnergy 3.50%3.50%3.50%3.50%
FPL Group 4.00%4.00%4.00%4,00%
Progress Energy 3.50%3.75%3.75%3,75%
Public Services Enterprie Group 3.75%3.50%3.50%3.50%
Sempra 3.60%3,60%3,60%3.60%
Southern Company 3.50%3.50%3.50%3.50%
TXU 3.75%3.75%3.75%3,75%
Xcel 3.75%3,75%3.75%3.75%
illlI:::::::::I:::j:¡::::¡::::::::::::::::::III::::::::::::I:I:::::::::::::::::::::::::::¡:::::::::::::::::::::::::::::::::::~:::::::::::::::::::::¡:IMI::I::::::::::::::::::II::::::::¡:i1i.i$::::¡:::::::::::II ::::::¡:¡:¡:I::::::t,~llII:::::::::::::¡:¡I:::::¡:¡:tIiikll:I:::::::::::::::::::::