07-29-2020 HUCCP
HUTCHINSON UTILITIES COMMISSION
AGENDA
REGULAR MEETING
July 29, 2020
3:00 p.m.
1. CONFLICT OF INTEREST
2. APPROVE CONSENT AGENDA
a. Approve Minutes
b. Ratify Payment of Bills
3. APPROVE FINANCIAL STATEMENTS
4. OPEN FORUM
5. COMMUNICATION
a. City Administrator
b. Divisions
c. Human Resources
d. Legal
e. General Manager
6. POLICIES
a. Review Policies
i. Appendices of Exempt Handbook
ii. Appendices of Non-Exempt Handbook
b. Approve Changes
7. UNFINISHED BUSINESS
8. NEW BUSINESS
a. Re-adopt the Data Practices Act & Public Records Request Policy
b. Approve the Continuity of Operation Plan
c. Approve Virginia Transformer Corporation Contract Plant #2 25/46.7
MVA LTC Transformer
d. Approve Virginia Transformer Corporation Contract Plant #2
Grounding Transformer
e. Approve Requisition #8478 CE Power Plant #2 Substation
Improvements
f. Solar Array Discussion
g. Great Energy Choices Discussion
h. Electric/Natural Gas Glide Path Discussion
9. ADJOURN
MINUTES
Regular MeetingHutchinson Utilities Commission
Wednesday, June 24, 2020
Call to order 3:00 p.m.
President Don Martinez called the meeting to order. Members present: President Don
Martinez; Vice President Matt Cheney; Secretary Robert Wendorff; Commissioner Monty
Morrow; Commissioner Anthony Hanson; GM Jeremy Carter; Attorney Marc Sebora;
1. Conflict of Interest
2. Approve Consent Agenda
a. Approve Minutes
b. Ratify Payment of Bills
Motion by Commissioner Wendorff, second by Commissioner Hanson to approve
the Consent Agenda. Motion carried unanimously.
3. Approve Financial Statements
GM Carter presented the Financial Statements. On the Electric Division, net loss
increased by $189,455 mostly due to decreased revenues. Usage was up in the
residential class but down in the commercial classes. About 35% of the decrease
in revenue can be attributed to no power cost adjustment in 2020 compared to the
PCA bringing in an additional $74K in 2019. On the Natural Gas Division, May 2020
financial numbers are very similar to May 2019 but HUC remains below 2019
consumption levels due to a much warmer first quarter in 2020.
Motion by Commissioner Cheney, second by Commissioner Morrow to approve the
financial statements. Motion carried unanimously.
4. Open Forum
5. Communication
a. City Administrator Matthew Jaunich Absent
b. Divisions
i. Dan Lang, Engineering Services Manager Absent
ii. Dave Hunstad, Electric Transmission/Distribution Manager Absent
iii. Randy Blake, Production Manager Absent
iv. John Webster, Natural Gas Division Director Absent
v. Jared Martig, Financial Manager- Absent
c. Human Resources - Brenda Ewing Absent
d. Legal Marc Sebora
i. Nothing to report
1
e.General Manager JeremyCarter
i. Keeping up on projects and catching up on maintenance.
ii. EV Charger is ready to go. Looking at possibly a July install date but
dependent on street project.
iii. Unpaid collectable balance update. Energy Assistance agencies are being
used.
iv. Looking for approval of the Continuity of Operations Plan during the July
Commission meeting.
v. Would like to have a Solar Discussion with each of the Commissioners within
the next few weeks. Please look at schedules to arrange a time to meet.
vi. Uponor is interested in the Bright Energy Solutions program. Discussions
need to be held on if HUC should roll out the program to all customers.
vii. Reviewed Transformer Insurance.
Angie to send out email on schedules for the next week or two.
6. Policies
a. Review Policies
i. Section 6 of Exempt Handbook
ii. Section 6 of Non-Exempt Handbook
No changes recommended at this time.
b. Approve Changes
No changes recommended at this time.
7. Unfinished Business
a. None
8. New Business
a. Approve Requisition #8444 Plant #2 Substation Circuit Breakers
GM presented Requisition #8444 - Plant #2 Substation Circuit Breakers. HUC is
looking to purchase three 13.8kV roll-in replacement circuit breakers made by
ABB for the Plant #2 Substation. The ABB circuit breakers will replace the
existing GE circuit breakers, which have been in service for 35-40 years and have
had mechanical problems in the recent past. HUC has periodically been
replacing breakers at the Plant #1 & Plant #2 substations with the same ABB
b-
breaker and switchgear. WESCO is the regional distributor for ABB and the sole
supplier for these retrofit breakers as to why HUC has only received the one
quote. This breaker replacement was included in the 2020 CIP budget as part of
the Plant #2 Substation project.
2
Motion by Commissioner Cheney, second by Commissioner Hanson to Approve
Requisition #8444 Plant #2 Substation Circuit Breakers. Motion carried
unanimously.
b. Approve 3M CIP Rebate for 2019 Qtr. 2-4 & 2020 Qtr. 1
GM Carter presented 3M CIP Rebates for 2019 Qtr. 2-4 & 2020 Qtr. 1. 3M
Rebate for 2019 Qtr 2-4 in the amount of $53,197.85 with a savings of 395.5KW
and 6,980 MCF. 3M Rebate for 2020 Qtr 1 in the amount of $26,586.68, with a
savings of 393.9KW and no MCF
Conversations were held on the timing of the 3M Rebates, comparison to past
quarters and the CIP Energy Saving Goals that are in place.
Motion by Commissioner Morrow, second by Commissioner Cheney to Approve 3M
CIP Rebate for 2019 Qtr. 2-4 & 2020 Qtr. 1. Motion carried unanimously.
c. 2019 Review of CIP
GM Carter reviewed 2019 CIP Review. The State of Minnesota added a goal of
achieving an annual energy savings of 1.5% of retail sales of electricity and gas
through conservation and energy efficiency programs beginning in 2010 and
continuing each year going forward.
d. Approve Awarding the Bid 25/46.7 MVA Transformer
GM Carter presented Awarding the 25/46.7 MVA Transformer Bid. CE Power &
Staff are recommending awarding the bid to Virginia Transformer based on the
review of the bid proposals. The replacement transformer was not part of the
approved 5-year CIP budget, but was identified as a separate project to be
completed over the next two years. Staff estimates the transformer replacement
costs at $850,000. The actual bid amount before losses are factored in or
discounts is $786,606.
Discussions were held on the familiarity of the company, quality of products and
loss load and dates of a possible special meeting if needed.
Motion by Commissioner Hanson, second by Commissioner Wendorff to Approve
Awarding the Bid 25/46.7 MVA Transformer. Motion carried unanimously.
e. Approve Awarding the Bid Grounding Transformer
3
GM Carter presented Awarding the Grounding Transformer Bid. CE Power & Staff
are recommending awarding the bid to Virginia Transformer based on the review of
the three bid proposals that were received. The replacement transformer was not
part of the approved 5-year CIP budget, but was identified as a separate project to
be completed over the next two years. The actual bid amount before losses are
factored in or discounts is $265,750.
Commissioner Hanson inquired if there are any potential legal issues on not
honoring the bid to Pennsylvania Trans with being the lower bid, reason being
Pennsylvania Trans would only honor if large bid was accepted as well. Mr. Sebora
stated there are no legal issues.
Motion by Commissioner Wendorff, second by Commissioner Hanson to Approve
Awarding the Bid Grounding Transformer. Motion carried unanimously.
f. Adopt Preparedness Plan
GM Carter
executive Order 20-74. All employers need to have a plan to combat the spread
of COVID-19. If approved by the Board, Staff will distribute to employees and
post.
Motion by Commissioner Hanson, second by Commissioner Cheney to Approve
Adopting Preparedness Plan. Motion carried unanimously.
9. Adjourn
There being no further business, a motion by Commissioner Cheney, second by
Commissioner Wendorff to adjourn the meeting at 3:50p.m. Motion carried
unanimously.
__________________________
Robert Wendorff, Secretary
ATTEST: _________________________
Don Martinez, President
4
HUTCHINSON UTILITIES COMMISSION
COMBINED DIVISIONS
FINANCIAL REPORT FOR JUNE, 2020
June, 2020 MonthYear to Date 50% of Year Comp.
20202019Diff.% Chng20202019Diff.% Chng Full Yr Bud% of Bud
Combined Division
Customer Revenue$ 2,501,996$ 2,719,315 $ (217,319)(8.0%)$ 16,862,241$ 18,336,244$ (1,474,003)(8.0%)$ 35,819,11647.1%
Sales for Resale$ 265,551$ 218,270$ 47,28021.7%$ 1,035,205$ 1,230,060$ (194,855) (15.8%)$ 3,007,25034.4%
NU Transportation$ 82,789$ 81,961$ 8271.0%$ 496,840 $ 493,838$ 3,0030.6%$ 898,64055.3%
Electric Division Transfer$ 55,440$ 54,982$ 4580.8%$ 332,642 $ 329,891$ 2,7500.8%$ 665,28350.0%
Other Revenues$ 357,977$ 40,325$ 317,652 787.7%$ 627,652 $ 260,916$ 366,736140.6%$ 466,207134.6%
Interest Income$ 31,656$ 35,241$ (3,586)(10.2%)$ 251,717 $ 233,319$ 18,3987.9%$ 383,45665.6%
TOTAL REVENUES$ 3,295,408$ 3,150,095 $ 145,313 4.6%$ 19,606,296$ 20,884,267$ (1,277,971)(6.1%)$ 41,239,95247.5%
Salaries & Benefits$ 474,362$ 455,902$ 18,4604.05%$ 3,179,690$ 3,031,541$ 148,1494.9%$ 6,946,88045.8%
Purchased Commodities$ 1,448,908$ 1,491,592 $ (42,684) (2.9%)$ 9,495,523$ 10,454,302$ (958,779) (9.2%)$ 19,252,47749.3%
Transmission$ 227,762$ 277,357$ (49,595) (17.9%)$ 1,007,489$ 1,304,681$ (297,193) (22.8%)$ 2,680,00037.6%
Generator Fuel/Chem.$ 58,242$ 52,922$ 5,32010.1%$ 177,984 $ 153,913$ 24,07115.6%$ 825,87521.6%
Depreciation$ 327,083$ 327,083$ -0.0%$ 1,962,500$ 1,962,500$ - 0.0%$ 3,925,00050.0%
Transfers (Elect./City)$ 211,040$ 188,434$ 22,60612.0%$ 1,210,800$ 1,130,603$ 80,1977.1%$ 2,532,47547.8%
Operating Expense$ 145,773$ 219,723$ (73,949) (33.7%)$ 1,094,449$ 1,139,507$ (45,058)(4.0%)$ 2,605,31342.0%
Debt Interest$ 89,542$ 97,334$ (7,792)(8.0%)$ 537,253 $ 584,003$ (46,750)(8.0%)$ 1,074,50750.0%
TOTAL EXPENSES$ 2,982,712$ 3,110,347 $ (127,635)(4.1%)$ 18,665,688$ 19,761,050$ (1,095,363)(5.5%)$ 39,842,52746.8%
NET PROFIT/(LOSS)$ 312,696$ 39,748$ 272,948 686.7%$ 940,608 $ 1,123,217$ (182,609) (16.3%)$ 1,397,42567.3%
Combined Divisions - Financial/Operating Ratios
JuneJuneYTD YTD 2020HUC
20202019Change20202019ChangeBudgetTarget
Gross Margin %30.4%32.2%-1.8%33.4%33.5%0.0%34.6%26% - 28%
Operating Income Per Revenue $ (%)0.5%2.7%-2.2%3.4%6.6%-3.1%4.6%1%-4%
Net Income Per Revenue $ (%):9.5%1.3%8.2%4.8%5.4%-0.6%3.4%0%-1%
Notes/Graphs:
HUTCHINSON UTILITIES COMMISSION
ELECTRIC DIVISION
FINANCIAL REPORT FOR JUNE, 2020
June, 2020 MonthYear to Date 50% of Year Comp.
20202019Diff.% Chng20202019Diff.% Chng Full Yr Bud% of Bud
Electric Division
Customer Revenue$ 2,124,144$ 2,338,649$ (214,504)(9.2%)$ 11,364,732$ 12,113,904$ (749,172) (6.2%)$ 25,627,44844.3%
Sales for Resale$ 265,551$ 218,270 $ 47,28021.7%$ 1,035,205$ 1,230,060$ (194,855) (15.8%)$ 3,007,25034.4%
Other Revenues$ 264,034$ 15,244$ 248,790 1,632.0%$ 433,291$ 104,771$ 328,520313.6%$ 179,499241.4%
Interest Income$ 17,222$ 19,015$ (1,793) (9.4%)$ 134,223$ 125,406$ 8,8177.0%$ 208,45664.4%
TOTAL REVENUES$ 2,670,951$ 2,591,178$ 79,7733.1%$ 12,967,450$ 13,574,141$ (606,691) (4.5%)$ 29,022,65344.7%
Salaries & Benefits$ 352,635$ 338,782 $ 13,8524.1%$ 2,371,177$ 2,244,951$ 126,2265.6%$ 5,074,75946.7%
Purchased Power$ 1,250,842$ 1,294,178$ (43,336)(3.3%)$ 6,390,164$ 6,881,430$ (491,266) (7.1%)$ 13,480,33247.4%
Transmission$ 227,762$ 277,357 $ (49,595)(17.9%)$ 1,007,489$ 1,304,681$ (297,193) (22.8%)$ 2,680,00037.6%
Generator Fuel/Chem.$ 58,242$ 52,922$ 5,32010.1%$ 177,984$ 153,913$ 24,07115.6%$ 825,87521.6%
Depreciation$ 241,667$ 241,667 $ -0.0%$ 1,450,000$ 1,450,000$ -0.0%$ 2,900,00050.0%
Transfers (Elect./City)$ 163,236$ 147,172 $ 16,06410.9%$ 923,973$ 883,031$ 40,9424.6%$ 1,958,82647.2%
Operating Expense$ 102,662$ 161,895 $ (59,233)(36.6%)$ 689,397$ 779,918$ (90,521) (11.6%)$ 1,654,94341.7%
Debt Interest$ 44,471$ 46,555$ (2,083) (4.5%)$ 266,828$ 279,328$ (12,500) (4.5%)$ 533,65750.0%
TOTAL EXPENSES$ 2,441,516$ 2,560,528$ (119,012)(4.6%)$ 13,277,011$ 13,977,252$ (700,240) (5.0%)$ 29,108,39245.6%
NET PROFIT/(LOSS)$ 229,435$ 30,650$ 198,785 648.6%$ (309,562)$ (403,111)$ 93,549(23.2%)$ (85,739)361.1%
June, 2020 MonthYear to Date 50% of Year Comp.
20202019Diff.% Chng20202019Diff.% Chng Full Yr Bud% of Bud
Electric Division
Residential5,434,3354,464,525 969,810 21.72%24,927,65123,877,975 1,049,676 4.40% 51,590,88948.3%
All Electric164,298123,993 40,30532.51%1,395,2951,436,969 (41,674) (2.90%) 2,545,49754.8%
Small General1,615,6721,565,160 50,5123.23%8,659,3309,296,420 (637,090) (6.85%) 18,956,24845.7%
Large General7,084,7707,018,170 66,6000.95%37,350,75039,367,220 (2,016,470) (5.12%) 79,933,58346.7%
Industrial10,053,0009,811,000 242,000 2.47%57,065,00056,219,000 846,000 1.50% 129,279,66644.1%
Total KWH Sold 24,352,075 22,982,848 1,369,2275.96% 129,398,026 130,197,584 (799,558)(0.61%) 282,305,88345.8%
Financial/Operating Ratios
JuneJuneYTD YTD 2020HUC
20202019Change20202019ChangeBudgetTarget
Gross Margin %24.4%26.8%-2.4%25.4%25.7%-0.2%28.7%24% - 28%
Operating Income Per Revenue $ (%)-0.3%2.3%-2.5%-4.6%-1.9%-2.7%0.8%0%-5%
Net Income Per Revenue $ (%):8.6%1.2%7.4%-2.4%-3.0%0.6%-0.3%0%-5%
Customer Revenue per KWH:$0.0858$0.1002-$0.0144$0.0873$0.0925-$0.0052$0.0903$0.0903
Total Power Supply Exp. per KWH:$0.0743$0.0820-$0.0077$0.0717$0.0767-$0.0051$0.0728$0.0728
Notes/Graphs:
Net Profit increased by $198,785 mostly due to receiving insurance proceeds from the transformer fire for $240,000.
Customer Revenue was down despite increased usage due to the difference collected from the Power Cost Adjustment from the prior year.
Sales for Resale of $265,551 consisted of $21,301 in market sales, $98,000 in capacity sales to Rice Lake and $146,250 in capacity sales to AEP. June 2019 Sales for
Resale of $218,270 consisted of $6,578 in market sales, $36,400 in monthly tolling fees from Transalta, $25,792 in Transalta energy sales, $13,500 in capacity sales to
AEP, and $136,000 in capacity sales to SMMPA. June 2018 Sales for Resale of $257,167 consisted of $14,407 in market sales, $35,600 in Transalta tolling fees, $91,160
in Transalta energy sales, and $116,000 SMMPA capacity sales. June was the first month of the Rice Lake contract as well as increased capacity to AEP with the
SMMPA contract expiring.
Overall Purchased Power decreased by $43,337. MRES purchases increased by $23 and market purchases/MISO costs decreased by $43,360.
There was no power cost adjustment for June leaving the total at $249,141 YTD. That will most likely be the last month with no PCA.
Last year's power cost adjustment for June 2019 generated $329,365 in additional revenue for the month and $964,352 YTD.
HUTCHINSON UTILITIES COMMISSION
GAS DIVISION
FINANCIAL REPORT FOR JUNE, 2020
June, 2020 MonthYear to Date 50% of Year Comp.
20202019Diff.% Chng20202019Diff.% Chng Full Yr Bud% of Bud
Gas Division
Customer Revenue$ 377,852$ 380,666$ (2,814)(0.7%)$ 5,497,509 $ 6,222,340$ (724,831)(11.6%)$ 10,191,66853.9%
Transportation$ 82,789$ 81,961 $ 8271.0%$ 496,840$ 493,838 $ 3,0030.6%$ 898,640 55.3%
Electric Div. Transfer$ 55,440$ 54,982 $ 4580.8%$ 332,642$ 329,891 $ 2,7500.8%$ 665,283 50.0%
Other Revenues$ 93,943$ 25,081 $ 68,862274.6%$ 194,361$ 156,145 $ 38,216 24.5%$ 286,708 67.8%
Interest Income$ 14,434$ 16,227 $ (1,793)(11.0%)$ 117,494$ 107,913 $ 9,5828.9%$ 175,000 67.1%
TOTAL REVENUES$ 624,457$ 558,917$ 65,54011.7%$ 6,638,846 $ 7,310,127$ (671,280)(9.2%)$ 12,217,29954.3%
Salaries & Benefits$ 121,728$ 117,120$ 4,6083.9%$ 808,513$ 786,590 $ 21,922 2.8%$ 1,872,12143.2%
Purchased Gas$ 198,066$ 197,414$ 6520.3%$ 3,105,359 $ 3,572,872$ (467,513)(13.1%)$ 5,772,14553.8%
Operating Expense$ 43,111$ 57,827 $ (14,716) (25.4%)$ 405,053$ 359,589 $ 45,464 12.6%$ 950,370 42.6%
Depreciation$ 85,417$ 85,417 $ -0.0%$ 512,500$ 512,500 $ -0.0%$ 1,025,00050.0%
Transfers (City)$ 47,804$ 41,262 $ 6,54215.9%$ 286,827$ 247,572 $ 39,255 15.9%$ 573,649 50.0%
Debt Interest$ 45,071$ 50,779 $ (5,708)0.0%$ 270,425$ 304,675 $ (34,250)(11.2%)$ 540,850 50.0%
TOTAL EXPENSES$ 541,197$ 549,819$ (8,623)(1.6%)$ 5,388,676 $ 5,783,799$ (395,122)(6.8%)$ 10,734,13550.2%
NET PROFIT/(LOSS)$ 83,261$ 9,098$ 74,163815.2%$ 1,250,170 $ 1,526,328$ (276,158)(18.1%)$ 1,483,16484.3%
June, 2020 MonthYear to Date 50% of Year Comp.
20202019Diff.% Chng20202019Diff.% Chng Full Yr Bud% of Bud
Gas Division
Residential6,798,6267,031,936 (233,310) (3.32%)245,603,400284,940,505 (39,337,105)(13.81%) 422,479,00058.1%
Commercial7,657,1059,624,362 (1,967,257)(20.44%)182,169,034210,072,625 (27,903,591)(13.28%) 331,731,00054.9%
Industrial47,342,24647,571,292 (229,046) (0.48%)472,611,802468,186,287 4,425,5150.95% 803,079,00058.8%
Total CF Sold 61,797,977 64,227,590 (2,429,613)(3.78%) 900,384,236 963,199,417 (62,815,181)(6.52%) 1,557,289,00057.8%
Financial/Operating Ratios
JuneJuneYTD YTD 2020HUC
20202019Change20202019ChangeBudgetTarget
Gross Margin %58.6%58.8%-0.3%49.1%48.3%0.9%49.0%37%-42%
Operating Income Per Revenue $ (%)3.9%4.8%-1.0%19.3%22.7%-3.4%13.8%11%-16%
Net Income Per Revenue $ (%):16.1%1.8%14.4%19.8%21.7%-1.9%12.6%6%-11%
Contracted Customer Rev. per CF:$0.0035$0.0037-$0.0001$0.0036$0.0041-$0.0005$0.0040$0.0040
Customer Revenue per CF:$0.0124$0.0105$0.0018$0.0085$0.0084$0.0001$0.0089$0.0089
Total Power Supply Exp. per CF:$0.0035$0.0034$0.0001$0.0036$0.0038($0.0002)$0.0039$0.0039
Notes/Graphs:
June 2020 financial numbers are very similar to June 2019 with other revenue being the main difference which was a payment on a large new service.
May's fuel cost credit adjustment was $0.93087/MCF totalling $16,884 for the month and $460,188 YTD.
June 2019 credits totalled $31,719 for the month and $565,315 YTD.
HUTCHINSONUTILITIESCOMMISSION
BALANCESHEET-CONSOLIDATED
JUNE 30, 2020
ElectricGasTotalTotal Net Change
DivisionDivision20202019Total(YTD)
Current Assets
Cash 6,067,669.64 10,479,902.28 16,547,571.92 16,295,599.36 251,972.56
Petty Cash 680.00 170.00 850.00 850.00 -
Capital Expenditures - Five Yr. CIP 2,750,000.00 700,000.00 3,450,000.00 3,450,000.00 -
Payment in Lieu of Taxes 1,293,543.00 573,649.00 1,867,192.00 1,601,424.00 265,768.00
Rate Stabilization - Electric 259,653.34 - 259,653.34 372,736.68 (113,083.34)
Rate Stabilization - Gas - 651,306.61 651,306.61 651,306.61 -
Catastrophic Funds 400,000.00 100,000.00 500,000.00 500,000.00 -
Bond Interest Payment 2017 1,287,549.49 - 1,287,549.49 1,190,466.12 97,083.37
Bond Interest Payment 2012 - 1,164,245.84 1,164,245.84 1,149,445.84 14,800.00
Debt Service Reserve Funds 522,335.64 2,188,694.02 2,711,029.66 2,711,029.66 -
Total Current Assets 12,581,431.11 1 5,857,967.75 28,439,398.86 2 7,922,858.27 516,540.59
Receivables
Accounts (net of uncollectible allowances) 2,308,257.11 565,609.29 2,873,866.40 2,993,249.51 (119,383.11)
Interest 57,982.32 57,982.32 115,964.64 47,264.58 68,700.06
Total Receivables 2,366,239.43 6 23,591.61 2,989,831.04 3 ,040,514.09 (50,683.05)
Other Assets
1,469,593.69 458,948.62 1,684,667.98
Inventory 1,928,542.31 243,874.33
65,020.03 39,629.87 95,140.50
Prepaid Expenses 104,649.90 9,509.40
106,727.52 -
Sales Tax Receivable 106,727.52 45,750.42 60,977.10
Deferred Outflows - Electric 219,249.00 -
219,249.00 494,053.00 (274,804.00)
Deferred Outflows - Gas - 73,083.00
73,083.00 164,685.00 (91,602.00)
1,860,590.24 5 71,661.49 2,432,251.73 2 ,484,296.90 (52,045.17)
Total Other Assets
Total Current Assets 16,808,260.78 1 7,053,220.85 33,861,481.63 3 3,447,669.26 413,812.37
Capital Assets
Land & Land Rights 690,368.40 3,899,918.60 4,590,287.00 4,590,287.00 -
Depreciable Capital Assets 91,542,350.19 42,001,576.49 133,543,926.68 131,890,047.39 1,653,879.29
Accumulated Depreciation (59,350,382.28) (17,677,386.87) (77,027,769.15) (73,220,290.44) (3,807,478.71)
Construction - Work in Progress 16,363,622.51 334,797.30 16,698,419.81 15,669,202.55 1,029,217.26
Total Net Capital Assets 49,245,958.82 2 8,558,905.52 77,804,864.34 7 8,929,246.50 (1,124,382.16)
Total Assets 6 6,054,219.60 4 5,612,126.37 1 11,666,345.97 1 12,376,915.76 ( 710,569.79)
HUTCHINSONUTILITIESCOMMISSION
BALANCESHEET-CONSOLIDATED
JUNE 30, 2020
ElectricGasTotalTotal Net Change
DivisionDivision20202019Total(YTD)
Current Liabilities
Current Portion of Long-term Debt
Bonds Payable 645,000.00 1,455,000.00 2,100,000.00 1,995,000.00 105,000.00
Bond Premium - 185,608.32 185,608.32 185,608.32 -
Accounts Payable 2,394,587.60 649,725.81 3,044,313.41 3,339,961.27 (295,647.86)
Accrued Expenses
Accrued Interest 44,471.36 45,070.84 89,542.20 97,333.86 (7,791.66)
Accrued Payroll 40,781.30 13,016.53 53,797.83 58,161.11 (4,363.28)
Total Current Liabilities 3,124,840.26 2 ,348,421.50 5,473,261.76 5 ,676,064.56 (202,802.80)
Long-Term Liabilities
Noncurrent Portion of Long-term Debt
2017 Bonds 15,405,000.00 - 15,405,000.00 16,050,000.00 (645,000.00)
2012 Bonds - 11,075,000.00 11,075,000.00 12,530,000.00 (1,455,000.00)
Bond Premium 2012 582,708.72 1,005,378.03 1,588,086.75 1,807,152.03 (219,065.28)
Pension Liability - Electric 2,686,985.00 - 2,686,985.00 2,700,290.00 (13,305.00)
Pension Liability - Electric OPEB 76,502.00 - 76,502.00 72,192.00 4,310.00
Pension Liability - Nat Gas - 895,662.00 895,662.00 900,097.00 (4,435.00)
Pension Liability - Nat Gas OPEB - 25,501.00 25,501.00 24,064.00 1,437.00
Accrued Vacation Payable 380,134.01 146,202.28 526,336.29 477,451.52 48,884.77
Accrued Severance 81,360.39 33,739.79 115,100.18 106,630.34 8,469.84
Deferred Outflows - Electric 550,772.00 - 550,772.00 804,800.00 (254,028.00)
Deferred Outflows - Nat Gas - 183,591.00 183,591.00 268,267.00 (84,676.00)
Total Long-Term Liabilities 19,763,462.12 1 3,365,074.10 33,128,536.22 3 5,740,943.89 (2,612,407.67)
Net Position
Retained Earnings 43,165,917.22 29,898,630.77 73,064,547.99 70,959,907.31 2,104,640.68
Total Net Position 43,165,917.22 2 9,898,630.77 73,064,547.99 7 0,959,907.31 2,104,640.68
Total Liabilities and Net Position 66,054,219.60 4 5,612,126.37 111,666,345.97 1 12,376,915.76 (710,569.79)
Hutchinson Utilities Commission
Cash-Designations Report, Combined
6/30/2020
Change in
Financial Annual Balance, Balance, Cash/Reserve
InstitutionCurrent Interest RateInterestJune 2020 May 2020 Position
Savings, Checking, Investmentsvariesvariesvaries 28,439,398.86 27,792,543.18 646,855.68
Total Operating Funds 28,439,398.86 27,792,543.18 646,855.68
Combined Divisions - Total Funds 28,439,398.86 27,792,543.18 646,855.68
Restricted Funds:
Debt Reserve RequirementsBond Covenants - sinking fund 2,451,795.33 2,187,253.13 264,542.20
Debt Reserve RequirementsBond Covenants -1 year Max. P & I 2,711,029.66 2,711,029.66 -
Total Restricted Funds 5,162,824.99 4,898,282.79 264,542.20
Excess Reserves Less Restrictions, Combined 23,276,573.87 22,894,260.39 382,313.48
Designated Funds:
Operating ReserveMin 60 days of 2020 Operating Bud. 5,981,005.00 5,981,005.00 -
Rate Stabalization Funds 910,959.95 1,056,097.04 (145,137.09)
PILOT FundsCharter (Formula Only) 1,867,192.00 1,867,192.00 -
Catastrophic FundsRisk Mitigation Amount 500,000.00 500,000.00 -
Capital Reserves5 Year CIP ( 2020-2024 Fleet & Infrastructure Maintenance) 3,450,000.00 3,450,000.00 -
Total Designated Funds 12,709,156.95 12,854,294.04 (145,137.09)
Excess Reserves Less Restrictions & Designations, Combined 10,567,416.92 10,039,966.35 527,450.57
Financial/Operating Ratios
YEYEYEYEYTDHUC
20162017201820192020Target
Debt to Asset32.2%40.2%37.7%34.9%34.6%<50%
Current Ratio3.063.363.935.115.19>2.0
RONA2.17%1.82%3.16%2.25%0.93%>0%
Notes/Graphs:
Change in Cash Balance (From 12/31/14 to 6/30/2020)
Month End ElectricElec. ChangeNatural GasGas Change TotalTotal Change
6/30/2020 12,581,431 15,857,968 28,439,399
12/31/2019 12,124,142 457,290 13,837,040 2,020,928 25,961,181 2,478,217
12/31/2018 15,559,867 (3,435,725) 12,335,998 1,501,042 27,895,864 (1,934,683)
12/31/2017 23,213,245 (7,653,378) 10,702,689 1,633,309 33,915,934 (6,020,070)
12/31/2016 8,612,801 14,600,444 9,500,074 1,202,615 18,112,875 15,803,059
12/31/2015 6,170,790 2,442,011 9,037,373 462,701 15,208,163 2,904,712
12/31/2014 3,598,821 2,571,969 6,765,165 2,272,208 10,363,986 4,844,177
* 2017's Signifcant increase in cash balance is due to issuing bonds for the generator project.
Hutchinson Utilities Commission
Cash-Designations Report, Electric
6/30/2020
Change in
Financial Annual Balance, Balance, Cash/Reserve
InstitutionInterestJune 2020 May 2020 Position
Current Interest Rate
Operating Funds:
Savings, Checking, Investmentsvariesvariesvaries 28,439,398.86 27,792,543.18 646,855.68
Total HUC Operating Funds 28,439,398.86 27,792,543.18 646,855.68
Electric Division - Total Funds 12,581,431.11 12,192,377.44 389,053.67
Restricted Funds:
Debt Restricted RequirementsBond Covenants - sinking fund 1,287,549.49 1,189,328.13 98,221.36
Debt Restricted RequirementsBond Covenants -1 year Max. P & I 522,335.64 522,335.64 -
Total Restricted Funds 1,809,885.13 1,711,663.77 98,221.36
Excess Reserves Less Restrictions, Electric 10,771,545.98 10,480,713.67 290,832.31
Designated Funds:
Operating ReserveMin 60 days of 2020 Operating Bud. 4,367,899.00 4,367,899.00 -
Rate Stabalization Funds$400K-$1.2K 259,653.34 404,790.43 (145,137.09)
PILOT FundsCharter (Formula Only) 1,293,543.00 1,293,543.00 -
Catastrophic FundsRisk Mitigation Amount 400,000.00 400,000.00 -
Capital Reserves5 Year CIP ( 2020-2024 Fleet & Infrastructure Maintenance) 2,750,000.00 2,750,000.00 -
Total Designated Funds 9,071,095.34 9,216,232.43 (145,137.09)
Excess Reserves Less Restrictions & Designations, Electric 1,700,450.64 1,264,481.24 435,969.40
Financial/Operating Ratios
YEYEYEYEYTDAPPA RatioHUC
201620172018201920205K-10K Cust.Target
Debt to Asset Ratio (* w/Gen.)16.7%35.4%35.7%34.1%34.7%50.1%<50%
Current Ratio3.574.363.635.264.732.43>2.0
RONA-0.4%-0.6%-0.3%-0.4%-0.5%NA>0%
Notes/Graphs:
Hutchinson Utilities Commission
Cash-Designations Report, Gas
6/30/2020
Change in
Financial Annual Balance, Balance, Cash/Reserve
InstitutionCurrent Interest RateInterestJune 2020 May 2020 Position
Operating Funds:
Savings, Checking, Investmentsvariesvariesvaries28,439,398.8627,792,543.18646,855.68
Total HUC Operating Funds 28,439,398.86 27,792,543.18 646,855.68
Gas Division - Total Funds 15,857,967.75 15,600,165.74 257,802.01
Restricted Funds:
Debt Restricted RequirementsBond Covenants - sinking fund 1,164,245.84 997,925.00 166,320.84
Debt Restricted RequirementsBond Covenants -1 year Max. P & I 2,188,694.02 2,188,694.02 -
Total Restricted Funds 3,352,939.86 3,186,619.02 166,320.84
Excess Reserves Less Restrictions, Gas 12,505,027.89 12,413,546.72 91,481.17
Designated Funds:
Operating ReserveMin 60 days of 2020 Operating Bud. 1,613,106.00 1,613,106.00 -
Rate Stabalization Funds$200K-$600K 651,306.61 651,306.61 -
PILOT FundsCharter (Formula Only) 573,649.00 573,649.00 -
Catastrophic FundsRisk Mitigation Amount 100,000.00 100,000.00 -
Capital Reserves5 Year CIP ( 2020-2024 Fleet & Infrastructure Maintenance) 700,000.00 700,000.00 -
Total Designated Funds 3,638,061.61 3,638,061.61 -
Excess Reserves Less Restrictions & Designations, Gas 8,866,966.28 8,775,485.11 91,481.17
Financial/Operating Ratios
YEYEYEYEYTDHUC
20162017201820192020APGA RatioTarget
Debt to Asset51.2%47.6%40.7%36.1%34.5%TBD<50%
Current Ratio2.592.744.334.965.80TBD>2.0
RONA5.6%5.0%8.3%6.4%3.1%TBD>0%
Notes/Graphs:
HUTCHINSON UTILITIES COMMISSION
Investment Report
For the Month Ended June 30, 2020
InterestCurrentDate ofDate ofParCurrentPurchaseUnrealizedPremiumNext
InstitutionDescriptionRateYTMPurchaseMaturityValueValueAmountGain/(Loss)(Discount)Call Date
Wells FargoMoney Market0.010%0.010%NANA - 2,248.21 - - -N/A
Wells FargoCD's1.700%1.700%02/21/202002/22/2022 245,000.00 251,058.85 245,000.00 6,058.85 -N/A
Wells FargoCD's1.300%1.300%03/31/202009/30/2021 245,000.00 248,456.95 245,000.00 3,456.95 -N/A
Wells FargoCD's1.900%1.900%08/21/201908/23/2021 174,000.00 177,459.12 174,000.00 3,459.12 -N/A
Wells FargoCD's2.500%2.500%04/02/201904/05/2021 245,000.00 249,449.20 245,000.00 4,449.20 -N/A
Wells FargoCD's1.250%1.250%04/08/202004/08/2021 245,000.00 247,131.50 245,000.00 2,131.50 -N/A
Wells FargoCD's2.000%2.000%10/07/201912/31/2020 245,000.00 245,075.95 245,000.00 75.95 -07/07/2020
Wells FargoCD's2.000%2.000%01/30/202001/30/2024 245,000.00 245,384.65 245,000.00 384.65 -07/30/2020
Wells FargoCD's2.000%2.000%08/29/202008/22/2022 200,000.00 205,784.00 200,000.00 5,784.00 -09/29/2020
Wells FargoCD's1.700%1.700%12/30/201907/08/2020 60,000.00 60,021.00 60,000.00 21.00 -N/A
Wells FargoCD's0.200%0.200%06/25/202006/23/2021 248,000.00 248,099.20 248,000.00 99.20 -N/A
Wells FargoCD's0.200%0.200%06/25/202012/28/2020 74,000.00 74,027.38 74,000.00 27.38 -N/A
Wells FargoCD's2.100%2.100%01/30/202007/30/2024 245,000.00 245,406.70 245,000.00 406.70 -07/30/2020
Wells FargoCD's2.000%2.000%01/29/202001/29/2024 245,000.00 245,343.00 245,000.00 343.00 -07/29/2020
Wells FargoCD's1.700%1.700%01/31/202005/03/2021 245,000.00 248,204.60 245,000.00 3,204.60 -N/A
Wells FargoCD's1.750%1.750%01/29/202007/29/2021 245,000.00 249,201.75 245,000.00 4,201.75 -N/A
Broker Total25.3% 3,206,000.00 3,242,352.06 3,206,000.00 34,103.85 -
Cetera Investment ServicesMoney Market0.100%0.100%N/AN/A - 24,967.83 - - -N/A
Cetera Investment ServicesMunicipal Bonds2.995%2.073%03/07/201607/01/2020 250,000.00 250,000.00 260,835.21 (10,835.21) 10,835.21N/A
Cetera Investment ServicesMunicipal Bonds2.750%1.881%03/07/201608/01/2020 180,000.00 180,243.00 187,070.40 (6,827.40) 7,070.40N/A
Cetera Investment ServicesMunicipal Bonds2.300%1.715%12/11/201710/01/2020 100,000.00 100,439.00 101,595.00 (1,156.00) 1,595.00N/A
Cetera Investment ServicesMunicipal Bonds2.875%2.121%04/29/201609/01/2021 250,000.00 256,160.00 259,467.50 (3,307.50) 9,467.50N/A
Cetera Investment ServicesMunicipal Bonds3.751%2.399%04/29/201611/01/2021 250,000.00 256,642.50 267,330.00 (10,687.50) 17,330.00N/A
Cetera Investment ServicesMunicipal Bonds3.139%2.190%12/11/201709/01/2021 300,000.00 306,333.00 310,116.00 (3,783.00) 10,116.00N/A
Cetera Investment ServicesMunicipal Bonds3.436%3.436%12/20/201812/15/2021 50,000.00 48,827.50 45,155.00 3,672.50 (4,845.00)N/A
Cetera Investment ServicesMunicipal Bonds2.655%2.208%12/11/201703/01/2022 300,000.00 307,566.00 305,314.92 2,251.08 5,314.92N/A
Cetera Investment ServicesMunicipal Bonds3.000%3.118%12/20/201808/01/2022 50,000.00 51,889.50 50,377.67 1,511.83 377.67N/A
Cetera Investment ServicesMunicipal Bonds3.633%3.116%12/20/201809/01/2022 250,000.00 262,470.00 257,217.48 5,252.52 7,217.48N/A
Cetera Investment ServicesMunicipal Bonds3.240%3.240%11/17/201702/15/2023 80,000.00 77,252.00 69,633.48 7,618.52 (10,366.52)N/A
Cetera Investment ServicesMunicipal Bonds3.650%3.004%12/20/201802/01/2023 250,000.00 261,882.50 256,165.00 5,717.50 6,165.00N/A
Cetera Investment ServicesMunicipal Bonds3.075%3.236%12/20/201806/01/2023 50,000.00 52,372.00 49,746.15 2,625.85 (253.85)N/A
Cetera Investment ServicesMunicipal Bonds2.500%3.181%12/20/201808/01/2023 35,000.00 36,314.95 34,320.05 1,994.90 (679.95)N/A
Cetera Investment ServicesMunicipal Bonds3.400%3.148%12/20/201811/01/2023 125,000.00 131,056.25 126,376.25 4,680.00 1,376.25N/A
Cetera Investment ServicesMunicipal Bonds3.400%3.148%12/20/201811/01/2023 65,000.00 68,084.90 65,715.65 2,369.25 715.65N/A
Cetera Investment ServicesMunicipal Bonds1.862%1.862%01/22/202011/01/2023 150,000.00 143,941.50 139,866.00 4,075.50 (10,134.00)N/A
Cetera Investment ServicesMunicipal Bonds5.290%2.724%04/18/201906/01/2023 260,000.00 287,068.60 291,059.96 (3,991.36) 31,059.96N/A
Cetera Investment ServicesMunicipal Bonds2.854%3.173%12/20/201802/01/2024 100,000.00 105,161.00 99,605.96 5,555.04 (394.04)N/A
Cetera Investment ServicesMunicipal Bonds2.977%3.246%12/20/201803/15/2024 250,000.00 267,382.50 248,743.99 18,638.51 (1,256.01)N/A
Cetera Investment ServicesMunicipal Bonds1.940%1.821%01/13/202005/01/2024 65,000.00 68,159.65 65,570.70 2,588.95 570.70N/A
Cetera Investment ServicesMunicipal Bonds2.528%1.918%01/13/202012/01/2024 100,000.00 102,663.00 102,999.53 (336.53) 2,999.53N/A
Cetera Investment ServicesMunicipal Bonds3.922%3.429%12/20/201812/01/2024 204,000.00 225,336.36 208,181.10 17,155.26 4,181.10N/A
Cetera Investment ServicesMunicipal Bonds5.742%3.658%04/11/201908/01/2024 430,000.00 475,132.80 464,344.41 10,788.39 34,344.41N/A
Cetera Investment ServicesMunicipal Bonds4.400%3.221%04/11/201907/01/2025 500,000.00 535,625.00 539,101.11 (3,476.11) 39,101.1107/01/2023
Cetera Investment ServicesMunicipal Bonds5.640%3.007%04/18/201908/15/2025 205,000.00 181,699.70 169,737.95 11,961.75 (35,262.05)N/A
Cetera Investment ServicesMunicipal Bonds3.743%2.740%04/18/201909/15/2025 215,000.00 241,698.70 228,334.53 13,364.17 13,334.53N/A
Cetera Investment ServicesMunicipal Bonds3.379%1.934%08/19/201910/01/2025 310,000.00 336,464.70 339,739.18 (3,274.48) 29,739.18N/A
Cetera Investment ServicesMunicipal Bonds4.250%3.258%04/11/201901/01/2026 500,000.00 549,610.00 529,769.03 19,840.97 29,769.03N/A
Cetera Investment ServicesMunicipal Bonds6.690%3.356%04/18/201904/15/2026 60,000.00 51,178.80 47,545.20 3,633.60 (12,454.80)N/A
Cetera Investment ServicesMunicipal Bonds3.250%2.903%04/18/201908/01/2026 500,000.00 534,765.00 514,790.69 19,974.31 14,790.69N/A
Cetera Investment ServicesMunicipal Bonds2.150%2.203%07/01/201912/01/2026 40,000.00 41,434.80 40,150.64 1,284.16 150.64N/A
Cetera Investment ServicesMunicipal Bonds2.350%2.191%07/01/201912/01/2026 500,000.00 526,395.00 505,385.00 21,010.00 5,385.00N/A
Cetera Investment ServicesMunicipal Bonds2.375%1.816%09/04/201912/01/2026 90,000.00 95,284.80 93,395.70 1,889.10 3,395.70N/A
Cetera Investment ServicesMunicipal Bonds3.000%1.991%08/19/201902/01/2027 50,000.00 54,579.00 53,551.00 1,028.00 3,551.00N/A
Cetera Investment ServicesMunicipal Bonds3.150%2.034%08/19/201903/15/2027 100,000.00 108,927.00 109,138.50 (211.50) 9,138.50N/A
Cetera Investment ServicesMunicipal Bonds3.332%3.120%04/18/201904/15/2027 500,000.00 555,415.00 507,783.94 47,631.06 7,783.94N/A
Cetera Investment ServicesMunicipal Bonds3.553%2.289%08/19/201905/01/2027 55,000.00 60,962.00 60,468.04 493.96 5,468.0405/01/2026
Cetera Investment ServicesMunicipal Bonds3.865%2.470%08/19/201905/01/2027 55,000.00 61,980.05 60,986.48 993.57 5,986.4805/01/2025
Cetera Investment ServicesMunicipal Bonds3.000%3.101%05/18/202009/01/2027 65,000.00 70,102.50 69,180.58 921.92 4,180.5809/01/2025
Cetera Investment ServicesMunicipal Bonds2.817%2.817%09/25/201910/01/2027 35,000.00 28,545.30 27,969.55 575.75 (7,030.45)05/01/2025
Cetera Investment ServicesMunicipal Bonds3.230%1.828%08/19/201905/15/2027 145,000.00 163,336.70 160,827.31 2,509.39 15,827.31N/A
Cetera Investment ServicesMunicipal Bonds3.270%2.141%08/19/201903/15/2028 155,000.00 168,719.05 170,805.09 (2,086.04) 15,805.0909/15/2027
Cetera Investment ServicesMunicipal Bonds2.974%2.574%11/07/201904/01/2028 75,000.00 80,274.75 77,253.00 3,021.75 2,253.00N/A
Cetera Investment ServicesMunicipal Bonds3.140%2.004%08/19/201908/01/2028 500,000.00 560,935.00 547,105.00 13,830.00 47,105.0008/01/2027
Cetera Investment ServicesMunicipal Bonds3.000%2.199%05/19/202008/15/2028 90,000.00 95,595.30 95,401.80 193.50 5,401.8008/15/2025
Cetera Investment ServicesMunicipal Bonds3.000%1.942%08/19/201906/01/2029 115,000.00 127,375.15 125,961.80 1,413.35 10,961.80N/A
Broker Total74.7% 9,004,000.00 9,578,249.64 9,341,188.53 212,093.28 337,188.53
TOTAL INVESTMENTS100.0%$ 12,210,000.00$ 12,820,601.70$ 12,547,188.53$ 246,197.13$ 337,188.53
PORTFOLIO BY PRODUCT TYPEMATURITY SCHEDULE
6/30/2020% of5/31/2020% ofMonthlyMaturityCurrent Value%
Product TypeTotal ValueTotalTotal ValueTotalChangeLess than 1 year$1,929,906.8715.1%
Money Market$27,216.040.2%$80,511.840.6%($53,295.80)1 - 2 years2,101,705.6716.4%
CD's3,240,103.8525.3%3,166,584.3125.0%73,519.542 - 3 years1,198,718.609.3%
Government Bonds0.000.0%0.000.0%0.003 - 4 years 1,310,828.4010.2%
Municipal Bonds9,553,281.8174.5%9,442,367.4074.4%110,914.414 - 5 years1,048,538.868.2%
TOTAL$12,820,601.70100.0%$12,689,463.55100.0%$131,138.155+ years5,230,903.3040.8%
TOTAL$12,820,601.70100.0%
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ELECTRIC DIVISION
Operating Revenue
June 2020
CLASSAMOUNTKWH$/KWH
Street Lights$0.275$0.05400
Electric Residential Service$523,385.885,434,335$0.09631
All Electric Residential Service$16,627.25164,298$0.10120
Electric Small General Service$154,332.431,615,672$0.09552
Electric Large General Service$635,708.977,084,770$0.08973
Electric Large Industrial Service$758,661.6010,053,000$0.07547
Total$2,088,716.40 24,352,080$0.08577
Power Adjustment$0.00000
Rate Without Power Adjustment$0.08577
Electric Division Year-to-Date
2020 $ Amount2019 $ Amount2020 KWH/102019 KWH/10
15,000,000
14,000,000
13,000,000
12,000,000
11,000,000
10,000,000
9,000,000
8,000,000
7,000,000
6,000,000
5,000,000
4,000,000
3,000,000
2,000,000
1,000,000
0
Street LightsResidentialAll Elec.Small Gen.Large Gen.LargeFor Resale Total
Resid.Srv.Srv.Industrial
NOTE: Sales for resale includes capacity sales, market sales and Transalta sales.
NATURAL GAS DIVISION
Operating Revenue
JUNE 2020
CLASSAMOUNTMCF$/MCF
Residential$109,261.616,799$16.07025
Commercial$82,441.047,657$10.76675
Large Industrial$32,673.653,704$8.82118
Large Industrial Contracts$153,475.5343,638$3.51702
Total$377,851.8361,798$6.11431
Fuel Adjustment-$0.93000
Rate Without Fuel Adjustment$7.04431
Natural Gas Division Year-to-Date
2020 $ Amount2019 $ Amount2020 MCF2019 MCF
10,000,000
9,000,000
8,000,000
7,000,000
6,000,000
5,000,000
4,000,000
3,000,000
2,000,000
1,000,000
0
Gas ResidentialGas CommercialLarge IndustrialLarge Industrial Total
Contracts
HUTCHINSON UTILITIES COMMISSION
Board Action Form
Agenda Item:
Review Policies
Presenter: Agenda Item Type:
Jeremy Carter
Review Policies
Time Requested (Minutes):
5
Attachments:
Yes
BACKGROUND/EXPLANATION OF AGENDA ITEM:
As part of HUC's standard operating procedures, a continual policy review is practiced.
This month, the following policies were reviewed and no changes are recommended on
these policies at this time:
i. Appendices of Exempt Handbook
ii. Appendices of Non-Exempt Handbook
BOARD ACTION REQUESTED:
None
Fiscal Impact:
Included in current budget: Budget Change:
PROJECT SECTION:
Total Project Cost:
Remaining Cost:
EXEMPT
APPENDICES
A PPENDIX A - A CKNOWLEDGEMENT
I, _________________________ acknowledge that I have received a copy of the Hutchinson
Utilities Employee Handbook and that I am responsible for being familiar with its contents. I
understand the Hutchinson Utilities Employee Handbook does not create a contract between
Hutchinson Utilities and me. I also understand that Hutchinson Utilities may revise the contents
of the Employee Handbook at its discretion.
Date: ______________________ ____________________________________
Њ
A PPENDIX B N EW E MPLOYEE A CKNOWLEDGEMENT
I, ____________________
month probationary period, ending the ______ day of _____________, 20___, unless the General
Manager extends my probation a maximum of three (3) additional months. I understand that until
my probationary period is completed, the Commission may terminate me at any time and without
cause.
Date: ______________________ ____________________________________
Ћ
A PPENDIX C T EMPORARY E MPLOYEE A CKNOWLEDGEMENT
I, ___________________________, have been hired by the Hutchinson Utilities Commission
as ___________________________, which is a temporary position. I
acknowledge that this position will not exceed six (6) months and the Commission may terminate
it without cause at any time. I also understand I accrue no rights to reappointment to this position
if it becomes open again in the future. I understand as a temporary employee, I am not entitled to
any benefits, and that I may be terminated from the position at any time and without cause.
Date: ____________________ ______________________________
Ќ
A PPENDIX D - A CKNOWLEDGEMENT
I, __________________________ acknowledge that I have received a copy of the APPA-Utilities
Safety Handbook and that I am responsible for being familiar with its contents. I understand I must
follow all safety rules and regulations in the APPA Safety Handbook and any other safety rules
adopted by Hutchinson Utilities.
Date: _____________________ ___________________________________
Emplo
Ѝ
NON-EXEMPT
APPENDICES
A PPENDIX A - A CKNOWLEDGEMENT
I, _________________________ acknowledge that I have received a copy of the Hutchinson
Utilities Employee Handbook and that I am responsible for being familiar with its contents. I
understand the Hutchinson Utilities Employee Handbook does not create a contract between
Hutchinson Utilities and me. I also understand that Hutchinson Utilities may revise the contents
of the Employee Handbook at its discretion.
Date: ______________________ ____________________________________
Ў
A PPENDIX B N EW E MPLOYEE A CKNOWLEDGEMENT
month probationary period, ending the ______ day of _____________, 20___, unless the General
Manager extends my probation a maximum of three (3) additional months. I understand that until
my probationary period is completed, the Commission may terminate me at any time and without
cause.
Date: ______________________ ____________________________________
Џ
A PPENDIX C T EMPORARY E MPLOYEE A CKNOWLEDGEMENT
I, ___________________________, have been hired by the Hutchinson Utilities Commission
acknowledge that this position will not exceed six (6) months and the Commission may terminate
it without cause at any time. I also understand I accrue no rights to reappointment to this position
if it becomes open again in the future. I understand as a temporary employee, I am not entitled to
any benefits, and that I may be terminated from the position at any time and without cause.
Date: ____________________ ______________________________
А
A PPENDIX D - A CKNOWLEDGEMENT
I, __________________________ acknowledge that I have received a copy of the APPA-Utilities
Safety Handbook and that I am responsible for being familiar with its contents. I understand I must
follow all safety rules and regulations in the APPA Safety Handbook and any other safety rules
adopted by Hutchinson Utilities.
Date: _____________________ ___________________________________
Б
Hutchinson Utilities Commission
Guidelines and Procedures
For the
Minnesota Government Data Practices Act
Hutchinson Utilities Commission
Data Practices Procedures
Table of Contents
Subject Page
1. Introduct
2.
3.
A. People Entitled
B.
C. Time 5
D.
4.
A. People Entitled t
B.
C.
D. 6
E. 6
F. 6
G. 7
5. 7
6. 7
7. Collection of 7
8. 8
9. 8
A. 8
B. 8
2
Exhibits Page
1. 10
2. 11
3. 2
4. 3
5. 4
6. 15
7. 17
8. 18
Appendix Letter
Nonpublic, Private & Confidential Data
3
HUTCHINSON UTILITIES COMMISSION
DATA PRACTICES PROCEDURES
1. Introduction.
These procedures are adopted to comply with the requirements of the Minnesota Data Practices
n. Stat. Sec. 13.03, Subd. 2 and 13.05, Subd. 5 and 8.
2. Responsible Authority.
The person who is the responsible authority for compliance with the Act is the General Manager.
The responsible authority has designated certain other HUC employees to assist in complying
with the act. These designees are listed on attached Exhibit 1.
3. Access to Public Data.
All information maintained by HUC is public unless there is a specific statutory designation,
which gives it a different classification. Categories of classification are as follows:
Data on Individuals* Data on Decedents Data not on Individuals*
MS 13.02, Subd. 5 MS 13.10, Subd. 1 MS 13.02, Subd. 4
Public Public Public
Accessible to anyone Accessible to anyone Accessible to anyone
MS 13.02, Subd. 15 MS 13.02, Subd. 15 MS 13.02, Subd. 14
Private Private** Nonpublic
Assessable to the data Assessable to the Accessable to the data
Subject; Not accessible representative of the subject; Not accessible
To the public descendent; Not accessible to the public
To the public
MS 13.02, Subd 12 MS 13.10, Subd 1B MS 13.02, Subd 9
Confidential Confidential** Protected Nonpublic
Not accessible to the Not accessible to the Not accessible to the
data subject; Not representative of the data subject; Not
accessible to the public descendent; Not accessible accessible to the Public
to the public
MS 13.02, Subd. 3 MS 13.10, Subd. 1A MS 13.02, Subd. 13
4
Individual is defined at MS 13.02, subdivision 8. Individual means a living human being. It does
not mean any type of entity created by law, such as a corporation. ** Private and confidential data
on decedents become public data ten years after the death of the data subject and 30 years after the
creation of the data.
A. People Entitled to Access. Any person has the right to inspect and copy public data.
The person also has the right to have an explanation of the meaning of the data. The
person does not need to state his or her name or give the reason for the request.
B. Form of Request. The request for public data may be verbal or written.
C. Time Limits.
Requests. Requests will be received and processed only during normal business
hours.
Response. If copies cannot be made at the time of the request, copies must be
supplied as soon as reasonably possible.
D. Fees. Fees may be charged only if the requesting person asks for a copy or electronic
transmittal of the data. Fees will be charged according to HUC
photocopying policy, attached as exhibit 2, unless significant time is required. In that
case, the fee will include the actual cost of searching for, retrieving, and copying or
electronically transmitting the data. The fee may include time necessary to separate
public from non-public data.
The responsible authority may also charge an additional fee if the copies have
commercial value and are a substantial and discreet portion of a formula, compilation,
program, process, or system developed with significant expenditure of public funds.
This additional fee must related to the actual development costs of the information.
4. Access to Data on Individuals.
Information about individual people is classified by law as public, private, or confidential. A list of
the private and confidential information maintained by HUC is contained in Appendix A.
A. People Entitled to Access.
Public information about an individual may be shown or given to anyone.
Private information about an individual may be shown or given to:
arisen or additional data has been collected.
of the data subject. This consent must be on the form attached as
Exhibit 4, or a form reasonable similar.
or court order.
5
was collected. The identity of those people must be part of the
Tennessen warning described below.
staff, HUC Commission Members, and outside
agents (such as attorneys) whose work assignments or responsibilities
reasonably require access.
* Confidential information may not be given to the subject of the data, but may be given or
shown to:
Commission Members, and outside agents (such as
attorneys) whose work assignments or responsibilities reasonably require access.
B. Form or Request. Any individual may request verbally or in writing. If HUC has
stored data about that individual and whether the data is classified as public, private,
or confidential.
All requests to see or copy private or confidential information must be in writing. An
Information Disclosure Request, attached as Exhibit 5, must be completed to
document who requests and who receives this information. The responsible authority
or designee must complete the relevant portions of the form. The responsible
authority or designee may waive the use of this form if there is other documentation
information requested, and HUC
C. Identification of Requesting Party. The responsible authority or designee must verify
the identity of the requesting party as a person entitled to access. This can be through
personal knowledge, presentation of written identification, comparison of the data
HUC records, or
other reasonable means.
D. Time Limits.
*Requests. Requests will be received and processed only during normal business
hours.
*Response. The response must be immediate, if possible, or within 5 working days,
if an immediate response is not possible. HUC may have an additional 5 working
days to respond if it notifies the requesting person that it cannot comply within 5
days.
E. Fees. Fees may be charged in the same manner as for public information.
F. Summary Data. Summary data is statistical records and reports derived from data on
individuals but which does not identify an individual by name or any other
characteristic that could uniquely identify an individual. Summary data derived from
private or confidential data is public. The responsible authority or designee will
6
prepare summary data upon request, if the request is in writing and the requesting
party pays for the cost of the preparation.
G. The responsible authority or designee must notify the requesting party about the
estimated costs and collect these costs before preparing or supplying the summary
data. This should be done within 10 days after receiving the request. If the summary
data cannot be prepared within 10 days, the responsible authority must notify the
requester of the anticipated time schedule and the reason for the delay.
portions of the records that contain personal identifiers, programming computers to
delete personal identifiers, or other reasonable means.
The responsible authority may ask an outside agency or person to prepare the
summary data if (1) the specific purpose is given in writing (2) the agency or person
agrees not to disclose the private or confidential data, and (3) the responsible
authority determines that access by this outside agency or person will not compromise
the privacy of the private or confidential data. The responsible authority may use the
form attached as Exhibit 6.
5. Access to Customer Account Information.
all financial information pertaining to the account, is private information and will only be released to
the person named on the account or the person(s) designated on a Consent to Release Private Data
form as attached hereto as Exhibit 4.
6. Denial of Access. If the responsible authority or designee determines that the requested data
is not accessible to the requesting party, the responsible authority or designee must inform the
requesting party orally at the time of the request or in writing as soon after that as possible. The
responsible authority or designee must give the specific legal authority, including statutory section,
for withholding the data. The responsible authority or designee must place an oral denial in writing
upon request. This must also include the specific legal authority for the denial.
7. Collection of Data on Individuals. The collection and storage of information about
individuals will be limited to that necessary for the administration and management of the programs
specifically authorized by the state legislature, HUC Board Members, or federal government.
When an individual is asked to supply private or confidential information about the individual, HUC
employees requesting the information must give the individual a Tennessen warning. This warning
must contain the following:
C. The purpose and intended use of the requested data,
D. Whether the individual may refuse or is legally required to supply the
requested data,
E. Any known consequences from supplying or refusing to supply the
information, and
F. The identity of other persons or entities authorized by state or federal
law to receive the data.
7
A Tennessen warning is not required when an individual is requested to supply investigative data to
a law enforcement officer.
A Tennessen warning may be on a separate form or may be incorporated into the form which
requests the private or confidential data. See attached Exhibit 7.
8. Challenge to Data Accuracy. An individual who is the subject of public or private may
contest the accuracy or completeness of that data maintained by HUC. The individual must notify
HUCty in writing describing the nature of the disagreement. Within 30 days,
the responsible authority or designee must respond and either (1) correct the data found to be
inaccurate or incomplete and attempt to notify past recipients of inaccurate or incomplete data,
including recipients named by the individual, or (2) notify the individual that the authority believes
the data to be correct.
the Commissioner of the Minnesota Department of Administration, using the contested
case procedures under Minnesota Statues Chapter 14. The responsible authority will
correct any data if so ordered by the Commissioner.
9. Data Protection.
b. Accuracy and Currency of Data.
A. All employees will be requested, and given appropriate forms, to
provide updated personal information to the appropriate supervisor,
General Manager, or Business Manager, which is necessary for tax,
insurance, emergency notification, and other personnel purposes. Other
people who provide private or confidential information will also be
encouraged to provide updated information when appropriate.
B. Department heads should periodically review forms used to collect data
on individuals to delete items that are not necessary and to clarify items
that may be ambiguous.
C. All records must be disposed of according to the State of Minnesota
General Records Retention Schedule.
c. Data Safeguards.
*Private and confidential information will be stored in files or databases which are
not readily accessible to individuals who do not have authorized access and which
will be secured during hours when the offices are closed. Such information will be
labeled in a manner warning that the information is private and/or confidential and is
not to be released to unauthorized individuals. Storage containers for these
documents will have substantially the same warning.
*Only those employees whose job responsibilities require them to have access will be
allowed access to files and records that contain private or confidential information.
These employees will be instructed to:
8
A. Not to discuss, disclose, or otherwise release private or confidential data
to HUC employees whose job responsibilities do not require access to
the data.
B. Not leave private or confidential data where non-authorized individuals
might see it, and
C. Shred private or confidential data before discarding.
*When a contract with an outside party requires access to private or confidential
information, the contracting party will be required to use and disseminate the
information consistent with the Act. HUC may include in a written contract the
language contained in Exhibit 8.
9
Exhibit 1
LIST OF DESIGNEES
The Minnesota Data Practices Act establishes a system for compilation and distribution of data
gathered by government agencies. All data collected and maintained by Hutchinson Utilities
Commission HUC
copying, unless classified as Private, Confidential, Nonpublic or Protected Nonpublic in accordance
with Federal law, State Statute or a temporary classification.
The Hutchinson Utilities Commission has appointed the following position to administer this
system.
Responsible Authority General Manager
Hutchinson Utilities Commission
225 Michigan St. SE
Hutchinson, MN 55350
(320) 587-4746
Positions appointed as Designees in system administration are as follows:
Official Records Clerk Administrative Coordinator
Hutchinson Utilities Commission
225 Michigan St. SE
Hutchinson, MN 55350
(320) 587-4746
Other positions responsible for maintenance of HUC Records are as apparent or assigned.
10
Exhibit 2
DATA REQUEST COST CALCULATION FORM
Fees charged are in accordance with Minn. Statute Section 13.03 (3)
Date of Request: _____________________________________________
Description of information requested: (Please be specific)
___________________________________________________________
___________________________________________________________
___________________________________________________________
___________________________________________________________
Costs for duplication of standard materials are included on Exhibit 3. Please use this section to
calculate fees for other data requests.
Estimated Cost Actual Cost
A. LABOR _____________X__________ ________________________
# Hours Hourly Rate
_____________X__________ ________________________
#Hours Hourly Rate
B. PHOTOCOPY_____________X___________ ________________________
Rate #Pages
C. MAILING _____________X___________ ________________________
D. PRINTING COSTS_________________________ ________________________
E. OTHER COSTS (May include computer time, programming, terminal access, microfilming
and any other costs not listed above.)
1.__________________________________________ _________________________
2.__________________________________________ _________________________
3.__________________________________________ _________________________
4.__________________________________________ _________________________
TOTAL CHARGES __________________
AMOUNT TO BE PREPAID __________________
(50% of est. total if exceeds $50)
AMOUNT DUE UPON COMPLETION ______________________
PREPARED BY: ___________________________________________________________
DEPARTMENT: ___________________________________________________________
DATE: _______________________________
11
Exhibit 3
Photocopying Charges
The following rates shall apply for request of standard materials:
STANDARD CHARGES
Photo Copies 25 cents/page
Document Research $25/hour
MN Statute 13.03 Subd. 3. Request for access to data.
(a) Upon request to a responsible authority or designee, a person shall be permitted to inspect
and copy public government data at reasonable times and places, and, upon request, shall
inspection, the responsible authority may not assess a charge or require the requesting
person to pay a fee to inspect data.
(b) includes but is not limited to, the visual
inspection of paper and similar types of government data. Inspection does not include
printing copies by the government entity, unless printing a copy is the only method to
provide for inspection of the data.
(c) The responsible authority or designee shall provide copies of public data upon request. If
a person requests copies or electronic transmittal of the data to the person, the
responsible authority may require the requesting person to pay the actual costs of
searching for and retrieving government data, including the cost of employee time, and
for making copies, certifying, compiling, and electronically transmitting the copies of the
data, but may not charge for separating public from nonpublic data. If the responsible
authority is not able to provide copies at the time a request is made, copies shall be
supplied as soon as reasonably possible.
12
Exhibit 4
CONSENT TO RELEASE PRIVATE DATA
I, ______________________________, authorize the Hutchinson Utilities Commission to
release the following private data about me:
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
To the following person or people:
_____________________________________________________________________
_____________________________________________________________________
The person or people receiving the private data may use it only for the purpose or purposes:
______________________________________________________________________
______________________________________________________________________
This authorization is dated ____________ and expires on __________________.
The expiration cannot exceed one year from the date of the authorization, except in the case of
authorizations given in connection with applications for life insurance or non-cancelable or
guaranteed renewable health insurance and identified as such, two years after the date of the
policy.
I agree to give up and waive all claims that I might have against HUC, its agents and employees
for releasing data pursuant to this request.
___________________________________
Signature
Identity Verified By:
__ Witness: X ____________________________________
__ Comparison with signature on file
__ Other: _________________________________________
Responsible Authority/Designee: ____________________________________________
13
Exhibit 5
INFORMATION DISCLOSURE REQUEST
Minnesota Government Data Practices Act
A. Completed by Requester
_____________________________________________________________________
Name (Last, First, MI) Date of Request
_____________________________________________________________________
Street Address Phone Number
_____________________________________________________________________
City, State, Zip Signature
Description of the information requested: (attach additional sheets if necessary)
B. Completed by Hutchinson Utilities Commission Handled by: ____________________
____________________________________________________________________________
Information classified as:
__ Public __ Non-Public __ Private __ Protected Non-Public
__ Confidential
____________________________________________________________________________
Action:
__ Approved __ Approved in part (Explain Below) __ Denied (Explain Below)
_____________________________________________________________________________
Remarks or basis for denial including MN Statute if applicable:
Charges: Identify Verified for Private Information:
__ None
__ Photocopy: __ Comparison with Signature on File
__ Pages x _____ cents = _______ __ Personal Knowledge
__ Special Rate: ______ __ Other: _______________________________
Explanation: __________________________________
__ Other: ______________
Explanation: __________________________________
______________________________________________________________________________
Authorized Signature Date
14
Exhibit 6
GOVERNMENT DATA ACCESS AND NONDISCLOSURE AGREEMENT
1. AUTHORIZATION. Hutchinson Utilities Commission HUC
data: ______________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
2. PURPOSE. Access to this government data is limited to the objective of creating
summary data for the following purpose: __________________________________________
___________________________________________________________________________
___________________________________________________________________________
3. COST. (Check which applies):
___ The Authorized Party is the person who requested the summary data and agrees to bear
HUCion of the data which has been determined to be $ ____.
___ The authorized Party has been requested by HUC to prepare summary data and will be
paid in accordance with Attached Exhibit _______.
4. SECURITY. The Authorized Party agrees that if it and any employees or agents under
its control must protect the privacy interests of individual data subjects in accordance with the
terms of this Agreement.
The Authorized Party agrees to remove all unique personal identifiers which could be used to
identify any individual from data classified by state or federal law as not public which is
obtained from HUC records and incorporated into reports, summaries, compilations, articles, or
any document or series of documents.
Data contained in files, records, microfilm, or other storage media maintained by HUC are
HUCoperty and are not to leave HUC
reproductions of any data or remove any data from the site where it is provided, if the data can in
any way identify an individual.
No data which is not public and which is irrelevant to the purpose stated above will ever be
disclosed or communicated to anyone by any means.
The Authorized party warrants that the following named individual(s) will be the only person(s)
to participate in the collection of the data described above:
________________________________________________________________________
15
5. LIABILITY FOR DISCLOSURE. The Authorized party is liable for any unlawful use
or disclosure of government data collected, used and maintained in the exercise of this agreement
and is classified as not public under state or federal law. The Authorized Party understands that
it may be subject to civil or criminal penalties under those laws.
The Authorized party agrees to defend, indemnify, and hold the HUC, its officers and employees
harmless from any liability, claims, damages, costs, judgments, or expenses, omission of the
6. INSURANCE. In order to protect itself as well as HUC, the Authorized party agrees at
all times during the term of this Agreement to maintain insurance covering the Authorized
per claimant for
personal injuries and/or damages and $1,000,000 per occurrence. The policy must cover the
indemnification obligation specified above.
7. ACCESS PERIOD. The Authorized Party may have access to the information described
above from ____________ to ____________.
8. SURVEY RESULTS. (Check which applies):
____ If the Authorized Party is the requester, a copy of all reports, summaries, compilations,
articles, publications or any document or series of documents that are created from the
information provided under this agreement must be made available to HUC in its entirety.
____ If the Authorized Party is a contractor of HUC, all copies of reports, summaries,
compilations, articles, publications or any document or series of documents that are created from
the information provided under this agreement must be provided to HUC. The Authorized party
may retain one copy for its own records but may not disclose it without HUC permission, except
in defense of claims brought against it.
AUTHORIZED PARTY: _________________________________________________
By: ______________________________________ Date: ___________________
Title (if applicable): _________________________
HUTCHINSON UTILITIES COMMISSION:
By: ______________________________________ Date: ___________________
Its: ______________________________________
16
Exhibit 7
DATA PRACTICES ADVISORY
(Tennessen Warning)
Some or all of the information that you are asked to provide on the attached form is classified by
State law as either private or confidential. Private data is information that generally cannot be
given to the public but can be given to the subject of the data. Confidential data is information
that generally cannot be given to either public or the subject of the data.
Our purpose and intended use of this information is:
______________________________________________________________________________
__________________________________________________________________
You ___ are ___ are not legally required to provide this information.
If you refuse to supply the information, the following may happen:
______________________________________________________________________________
__________________________________________________________________
Other persons or entities authorized by law to receive this information are:
________________________________________________________________________
________________________________________________________________________
17
Exhibit 8
SAMPLE CONTRACT PROVISION
Data Practices Compliance. Contractor will have access to data collected or maintained by HUC
to maintain all data contained from HUC in the same manner as HUC is required under the
Minnesota Government Data Practices Act, Minn. Stat. Chap. 13 (the Act). Contractor will not
release or disclose the contents of data classified as not public to any person except at the written
direction of HUC. Contractor agrees to defend and indemnify HUC from any claim, liability,
damage or requirements of the Act or this contract. Upon termination of this contract,
Contractor agrees to return data to HUC as requested by HUC.
18
APPENDIX A
NONPUBLIC, PRIVATE & CONFIDENTIAL DATA MAINTAINED BY
HUTCHINSON UTILITIES COMMISSION
1. PERSONNEL DATA (PRIVATE)
Generally all data about people who are or were an employee, applicant for employment,
volunteer, independent contractor, or member of the Hutchinson Utilities Commission is
private, with the exceptions noted below.
Public Data Applicants
The following data on current and former applicants is public:
* Veteran Status
* Relevant test scores
* Rank on eligible list
* Education and training
* Work availability
* Name, after being certified as eligible for appointment to a vacancy or when considered a
finalist for a position of public employment (which occurs when the person has been selected
to be interviewed by the appointing authority)
* Names and addresses of applicants for appointment to and members of an advisory board
or commission.
Public Data Employees
The following data on current and former employees, volunteers, independent contractors,
and members of advisory boards and commissions are public:
* Name
* Actual gross salary
* Salary range
* Contract fees
* Actual gross pension
* Value and nature of employer paid fringe benefits
* Basis for and the amount of added remuneration, including expense reimbursement, in
addition to salary
* Job title
* Job Description
* Education and training background
* Previous work experience
19
* Date of first and last employment
* The existence and status (but not nature) of any complaints or charges against the
employee, regardless of whether the complaint or charge resulted in a disciplinary action
* Terms of any agreement settling any dispute arising from the employment relationship,
* Work location
* Work telephone number
* Badge number
* Honors and awards received
*
work time for payroll purposes, except to the extent that release of time sheet data would
r other non-
public data.
* City and county of residence
Access by Labor Organizations
Personnel data may be given to labor organizations and the Bureau of Mediation Services to
the extent this it is necessary to conduct elections, notify employees of fair share fee
assessments, or to implement state labor laws.
Employee Assistance Programs
All data associated with employee assistance programs is private.
Harassment
When there is a harassment complaint against an employee, the employee may not have
access to data that would identify the complainant or other witnesses if the data would
threaten the personal safety of the complainant or witness, or subject the complainant or
witness to harassment. However, this information will be provided to the employee in order
for him/her to prepare for a disciplinary proceeding that has been initiated.
Peer Counseling Debriefing
Data acquired by a peer group member in a public safety peer counseling debriefing is
private data on the person being debriefed.
Protection of Employee or Others
If it is reasonably necessary to protect an employee from harm to self or to protect another
person who may be harmed by the employee, information that is relevant to the safety
concerns may be released to (1) the person who may
when relevant to obtaining a restraining order, (2) a prepetition screening team in the
commitment process, or (3) a court, law enforcement agency or prosecuting authority.
2. PROPERTY COMPLAINT DATA (CONFIDENTIAL). Minn. Stat. 13.44
The identities of individuals who register complaints concerning violations of state laws or
local ordinances concerning the use of real property.
20
3. PLANNING QUESTIONAIRES (PRIVATE). Minn. Stat. 13.59
Names, addresses, and legal descriptions of property, that are collected in questionnaires or
surveys of individuals and businesses for the purposes of planning, development, or
redevelopment.
4. SECURITY INFORMATION (Nonpublic). Minn. State. 13.37
Data which is disclosed would be likely to substantially jeopardize the security of information,
possessions, individuals or property against the theft, tampering, improper use, attempted
escape, illegal disclosure, trespass, or physical injury. This includes crime prevention
programs and their home addresses and telephone numbers, but these may be disseminated to
other volunteers participating in crime prevention programs.
5. SEALED BIDS (Nonpublic) Minn. Stat. 13.37
6. LABOR RELATIONS INFORMATION (Nonpublic). Minn. Stat. 13.37
Management positions on economic and non-economic items that have not been presented
during the collective bargaining process or interest arbitration, including information collected
or created to prepare the management position.
7. EXAMINATION DATA (Nonpublic). Minn. Stat. 13.34
Completed versions of personnel and licensing examinations shall be accessible to the
individual who completed the examination, unless the responsible authority determines that
access would compromise the objectivity, fairness, or integrity of the examination process.
8. ELECTED OFFICIALS CORRESPONDENCE (PRIVATE). Minn. Stat. 13.601
Correspondence between individuals and elected officials is private data on individuals, but
may be made pubic by either the sender or the recipient.
9. BENEFIT DATA (PRIVATE). Minn.Stat. 13.462
All data about individuals participating in HUC
10. APPRAISAL DATA (CONFIDENTIAL). Minn. Stat. 13.44
Appraisals made for the purpose of selling or acquiring land.
11. CITY ATTORNEY RECORDS. Minn. Stat. 13.393
Statutes, rules, and professional standards concerning discovery, production of documents,
introduction of evidence, and professional responsibility govern the use, collection, storage, and
dissemination of data by the city attorney.
12. COMMISSION MEETINGS HAVING DATA CLASSIFIED AS NONPUBLIC
Minn. Stat. 13D.05
21
Subd. 2. When meeting must be closed: (a) any portion of a meeting must be closed if expressly
required by other law or if the following types of data are discussed:
1. data that would identify alleged victims or reporters of criminal sexual conduct, domestic
abuse, or maltreatment of minors or vulnerable adults;
2. internal affairs data relating to allegations of law enforcement personnel misconduct
collected or created by a state agency, statewide system, or political subdivision; or
3. educational data, health data, medical data, welfare data, or mental health data that are not
public data.
(b) A public body shall close one or more meetings for preliminary consideration of
allegations or charges against an individual subject to its authority. If the members
conclude that discipline of any nature may be warranted as a result of those specific
charges or allegations, further meetings or hearings relating to those specific charges
or allegations held after that conclusion is reached must be open. A meeting must
also be open at the request of the individual who is the subject of the meeting.
Subd. 3. When meeting may be closed. (a) a public body may close a meeting to evaluate the
performance of an individual who is subject to its authority. The public body shall identify the
individual to be evaluated prior to closing a meeting. At its next open meeting, the public body shall
summarize its conclusions regarding the evaluation. A meeting must be open at the request of an
individual who is the subject of the meeting.
(b) Meetings may be closed if the closure is expressly authorized by statute or permitted by the
attorney-client privilege.
22
HUTCHINSON UTILITIES COMMISSION
Board Action Form
Agenda Item:
ApproveHUCContinuityofOperationPlan
Presenter:Agenda Item Type:
J.Carter
NewBusiness
Time Requested (Minutes):
10
Attachments:
Yes
BACKGROUND/EXPLANATION OF AGENDA ITEM:
WiththecurrentCOVID-19Pandemic,Staffhasbeenworkingonmakingtheneeded
changesandupdatestoaContinuityofOperationplan.Overtheyears,asmore
informationhassurfacedwithpandemicsandwhatisneededinbusinessplans,HUC
StaffrecommendstheApprovaloftheHUCContinuityofOperationPlanthatisattached.
TheHUCContinuityofOperationPlanwillbereviewedonanannualbasis.Ifany
changesareneededbeforetheannualreview,thisplanwillbeupdatedandbroughtto
theCommissionBoardasneededforapproval.
BOARD ACTION REQUESTED:
ApproveHUCContinuityofOperationPlan
Fiscal Impact:
None
Included in current budget: Budget Change:
No
No
PROJECT SECTION:
Total Project Cost:
Remaining Cost:
Hutchinson Utilities Commission
C ONTINUITY OF O PERATIONS P LAN
P ANDEMIC I NFLUENZA Plan 2020
HUTCHINSON UTILITIES COMMISSION
Pandemic Influenza Plan
A PPROVAL
This Pandemic Influenza Plan was prepared by Hutchinson Utilities Commission to
ensure effective response efforts by Hutchinson Utilities Commission. This plan has been
distributed internally within the Hutchinson Utilities Commission organization and with
external agencies.
Approved by the Commission: __________________________ Date: _________________
July 29, 2020
Continuity of Operations Plan Page ii
HUTCHINSON UTILITIES COMMISSION
Pandemic Influenza Plan
C ONTENTS
1. Executive Summary ......................................................................................... 1
2. Introduction ...................................................................................................... 2
2.1 Purpose .......................................................................................... 2
2.2 What is a Pandemic Influenza ........................................................... 2
2.3 Influenza Symptoms and Transmission ............................................... 3
2.4 Phases of a Pandemic....................................................................... 3
2.5 Hutchinson Utilities Operational Codes ............................................... 5
2.6 Hutchinson Utilities Scope .............................................................. 10
2.7 Hutchinson Utilities Goal ................................................................. 10
2.8 Hutchinson Utilities Objectives ........................................................ 11
2.9 Hutchinson Utilities Planning Assumptions ........................................ 11
3. Hutchinson Utilities Essential Services ...................................................... 13
3.1 Essential Services .......................................................................... 13
3.2 Lines of Succession and Delegation of Authority ................................ 15
3.3 Prioritization of Work ..................................................................... 16
4. Logistics ......................................................................................................... 18
4.1 Resource Management ................................................................... 18
4.2 Resource Shortages ....................................................................... 18
4.3 Alternate Locations and New Facilities .............................................. 20
4.4 Integrating Outside Assistance ........................................................ 20
5. Financial Management .................................................................................. 21
5.1 Fiscal Responsibility ....................................................................... 21
5.2 Financial Reimbursement ................................................................ 22
6. Human Resources ......................................................................................... 23
6.1 Guiding Principles .......................................................................... 23
6.2 Communicating with Employees ...................................................... 23
6.3 Social Distancing and Infection Control ............................................. 24
6.4 Alternate Work Arrangements ......................................................... 25
6.5 Leaves ......................................................................................... 27
6.6 Classification and Compensation ...................................................... 29
6.7 Collective Bargaining Agreements .................................................... 30
July 29, 2020
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6.8 Alternative Workers ....................................................................... 31
6.9 Benefits ........................................................................................ 31
7. Assessment and Reporting .......................................................................... 32
7.1 Impact Reporting Requirements ...................................................... 32
7.2 Absence Reporting Requirements .................................................... 32
7.3 Responsible City Officials ................................................................ 33
7.4 Distribution of Pandemic Influenza Plan ............................................ 33
7.5 Training and Exercises ................................................................... 33
Appendix A. Infection Control Procedures ..................................................... 34
Restrict Workplace Entry ...................................................................... 34
Personal Hygiene Etiquette ................................................................... 35
Workplace Cleaning ............................................................................. 35
Social Distancing................................................................................. 36
Managing Staff Who become Ill at Work ................................................. 38
Appendix B. Critical Functions & Staff ........................................................... 40
Appendix C. Symptoms of Influenza ............................................................... 41
Appendix D. Employee/Visitor Screening Questionnaire ............................. 42
Appendix E. Influenza Pandemic Additional Materials .................................. 43
July 29, 2020
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HUTCHINSON UTILITIES COMMISSION
Pandemic Influenza Plan
1. E XECUTIVE S UMMARY
The Pandemic Influenza Plan provides policies and procedures for Hutchinson Utilities
Commission (HUC) response to a pandemic event. The Pandemic Influenza Plan assumes that
the next pandemic event will be an influenza outbreak and the plan is based on the pandemic
influenza scenario; however, the policies and procedures in this plan have a more wide-ranging
applicability and can be applied regardless of the specific disease outbreak. These policies and
procedures have been developed to ensure an effective and efficient response process during a
pandemic outbreak, which may include large percentages of HUC employees absent due to
illness to themselves or family members, prolonged school closures, fear of contagion, or
because of mutual aid assistance. Reference materials with sensitive information such as home
t included as part of this plan.
This plan includes basic strategies for responding to pandemic outbreaks. In addition to
defining activation modes and trigger points for establishes
and provides expectations, process flows, and roles of business departments.
The unknown severity and impact of different flu strains makes it
necessary for HUC management to evaluate each individual situation
independently. Once HUC has completed its evaluation a determination
will be made as to which operational code to implement, when the
implementation will begin, and if all or parts of an operational code will
be necessary to maintain the Continuity of Operations Plan (COOP) for
Hutchinson Utilities.
The following pages will provide HUC staff with additional information and detail on all
the items noted above. In addition, and as noted previously, this plan provides HUC with
the policies, procedures, processes, roles, responsibilities, and general information on
response to pandemic events. This plan shall be viewed as a living document,
requiring annual updates and reviews to ensure that its content is consistent with HUC
response procedures, the latest information and materials related to pandemic response, and
lessons learned during real-life events.
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Pandemic Influenza Plan
2. I NTRODUCTION
2.1 PURPOSE
The pPandemic Influenza Plan
The purpose of the Pandemic
is to provide the primary framework for incident
Influenza Plan is to provide
planning, response, and recovery during a
the primary framework to
pandemic outbreak. In addition, the plan sets the
facilitate business continuity
guidelines to maintain functionality and
and utility operations during
a pandemic outbreak.
during a pandemic outbreak. This strategic
planning guide will be an addition to HUC
Emergency Management and Restoration plans.
Although an influenza pandemic is the primary catalyst for this plan, it also outlines the
measures that HUC may undertake in response to any contagious pathogen or biological
incident that achieves pandemic proportions.
2.2 WHAT IS A PANDEMIC INFLUENZA?
H
warn pandemic influenza poses a significant risk to the United States and the world. The timing,
severity, and exact strain of pandemic influenza remain uncertain. The pandemic influenza will
spread rapidly, cause widespread illness and death, create inadequate medical supplies, and cause
severe economic and societal disruption.
An influenza pandemic occurs when a new strain of influenza virus emerges that can be passed
between humans. Their diversity and propensity for mutation impedes the development of new
vaccines and effective anti-viral drugs. When humans have minimal immunity to a new virus,
there is a high potential for a world-wide, or pandemic, influenza event.
According to the Center of Disease Control and Prevention, A pandemic is a global disease
outbreak. A Flu pandemic occurs under the following conditions:
A new Influenza Virus emerges, against which there is little or no immunity to humans.
It spreads easily from human to human; and,
It infects humans and causes severe illness.
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HUTCHINSON UTILITIES COMMISSION
Pandemic Influenza Plan
2.3 INFLUENZA SYMPTOMS AND TRANSMISSION
Influenza is an acute viral illness with an incubation period of one to three days. It is transmitted
primarily by droplet, indirect, or direct contact. There is some evidence that airborne
transmission is a factor. The period of communicability is 24 hours prior to the onset of
symptoms to 7 days after symptoms develop. Persons who become ill may shed virus and can
transmit infection for one-half to one day before the onset of illness. Viral shedding and the risk
of transmission will be greatest during the first two days of illness. Some persons will become
infected but not develop critically significant symptoms. Asymptomatic individuals can transmit
infection and develop immunity to subsequent infection.
Most infections are spread by human-to-human transmission or contact with virus laden
respiratory droplets that are expelled during coughing and sneezing. Influenza viruses can
survive on non-porous surfaces such as steel and plastic for up to 3 days. Viable viruses can be
transferred from non-porous surfaces to hands for 24 hours and from tissues to hands for 15
minutes.
Viral infections can also progress to more severe illnesses such as viral and bacterial pneumonia
with severe life-threatening complications and fatal outcomes. Influenza is of high concern
because of the rapidity with which widespread illness spreads and associated epidemics develop.
2.4 PHASES OF A PANDEMIC
The World Health Organization (WHO) has developed a global influenza
preparedness document that includes a classification system for guiding
planning and response activities for an influenza pandemic. This
classification system is comprised of six phases of increasing public
health risk associated with the emergence and spread of a new influenza
virus subtype that may lead to a pandemic. The Director General of WHO
formally declares the current global pandemic phase and adjusts the phase
level to correspond with pandemic conditions around the world. For each phase, the global influenza
preparedness plan identifies response measures WHO will take and recommends actions that
countries around the world should implement.
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Pandemic Influenza Plan
World Health Organization Pandemic Phases
Pandemic Phases Public Health Goals
Inter-Pandemic Period
Phase 1 No animal influenza virus circulating among Strengthen pandemic influenza
preparedness at all levels. Closely monitor
animals have been reported to cause infection in humans.
human and animal surveillance data.
Minimize the risk of transmission of animal
Phase 2 An animal influenza virus circulating in animals is
influenza virus to humans; detect and report
known to have caused infection in humans and is therefore
such transmission if it occurs.
considered a specific potential pandemic threat.
Pandemic Alert Period
Phase 3 An animal or human-animal influenza virus has Ensure rapid characterization of the new virus
caused sporadic cases or small clusters of disease in subtype and early detection, notification and
people, but has not resulted in human-to-human response to additional cases.
transmission sufficient to sustain community-level
outbreaks.
Phase 4 Human to human transmission of influenza virus
Contain the new virus within limited foci or
able to sustain community-level outbreaks has been verified. delay spread to gain time to implement
preparedness measures, including vaccine
development.
Pandemic Period
Phase 5 The same identified virus has caused sustained
Maximize efforts to contain or delay the
community level outbreaks in two or more countries in one
spread of the pandemic, and to gain time to
WHO Region.
Implement response measures.
Phase 6 In addition to the criteria defined in Phase 5, the
Implement response measures, including
same virus has caused sustained community level outbreaks
Social distancing and pharmaceutical
in a least one other country in another WHO region.
Measures to minimize the pandemic impacts.
In accordance with the U. S. Department of Health and Human Services (HHS) Pandemic
Influenza Strategic Plan, HHS will determine and communicate the pandemic phase level for the
U.S. based on the global pandemic phase and the extent of disease spread throughout the
country.
The U.S. Government Implementation Plan details a U.S.-specific, yet complementary, matrix
for Federal Government Response Stages for pandemic alerts focused on the domestic situation
the specific U.S. pandemic response stage in coordination with the global alert phase. In practice,
the severity, speed, and reach of a pandemic may blur the distinction between the various alert
phases, underscoring the need for flexibility from all partners.
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Pandemic Influenza Plan
2.5 INFLUENZA OPERATIONAL CODES
WHITE No reported case of the pandemic flu has been
verified in the United States. (Business as Usua l)
YELLOW Reported case in the United States has been
verified but not in Minnesota. (Business as Usual)
GREEN Reported verified case in Minnesota.
(Pandemic response plans activated)
ORANGE Reported verified case in McLeod County.
(Pandemic response plans activated)
RED HUC Employee/Family Affected.
(Pandemic response plans activated)
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2.5.1 Evaluation of Current Pandemic Response Plan Mode
During WHITEhase where there are no reported cases in the United States
HUC may activate into the Increased Readiness Mode. Current plans in place will be reviewed,
evaluated, and amended to ensure that they meet the on-going needs of HUC, employees, and
customers.
The General Manager will be responsible for monitoring, on a weekly basis, the global
pandemic threat and will be responsible for developing messages for distribution to HUC
employees about influenza prevention and HUC
2.5.2 Increased Communication & Readiness Mode
During YELLOWhase where
there are verified reported cases in the United
The General Manager
will meet with the
State, HUC will continue to monitor the
management team and
progression of the virus and coordinate with
notify the commission
other stakeholders to ensure HUC is ready to
of the intended
respond with portions or phases of
pandemic response
pandemic response plans. Additional focus and
plans.
discussion with the management team, whom
provides a cross-
operations will become more frequent. During
this phase the General Manager will
communicate with the Commission & external
stakeholders the intended response plans that
will be carried out if HUC reaches operational
2.5.3 Pandemic Response Plan Activation Mode
s cGREENphase managements objective is to continually keep employees
healthy and safe while keeping critical services provided by HUC moving forward. It is also
important during this phase that all purchases related to the pandemic response be tracked or
accounted for and, where applicable, separate accounting codes established for all record
keeping and response efforts. During this phase, the management of an outbreak can extend for
months, therefore, at least monthly efforts to convene to discuss situational updates, refine
objectives, and implement additional action plans if needed should be discussed.
As long as the General Manager (GM) is able to serve, he/she will retain the authority to enact
the response plans and no transfer of operational authority will be necessary. This is intended to
encourage continuity of efforts. If the General Manager is unable to serve, through illness or
travel out of the area, a formal transfer of authority will be necessary and all members of the
management team must be notified of the change.
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Pandemic Influenza Plan
will consider all the following activities during the
Pandemic Response Plan Activation mode:
2.5.3.1 Implement no domestic or International travel in conjunction with limited in-
state travel in rare circumstances if absolutely required by HUC employees, and
implement reporting requirements for business and/or personal travel to infected
areas.
2.5.3.2 Implement applicable HUC infection control (i.e. Hand washing, frequent
cleaning..etc.) and social distancing activities to prevent and/or reduce the risk
of infection in the workplace.
2.5.3.3 Eliminate or minimize vendors, consultants, and sales & delivery personnel
from entering buildings, except in rare circumstances.
2.5.3.4 Close the Main Office building to the public. This step will reduce the general
public from coming into contact with HUC employees.
2.5.3.5 Identify essential functions and services to be performed for continuity of
operations and functions to be deferred and skill sets and staff or resources
required to support these functions. Assess staffing levels and establish a staffing
plan to assign work and redeploy staff as required.
2.5.3.6 Direct supervisors to report and document potential cases of influenza per HUC
procedures. Activate systems and forms for documenting, reporting, and
forecasting absenteeism. Assess absenteeism and potential impact of pandemic
influenza at all HUC worksites.
2.5.3.7 Establish a line of succession and organizational structure, how to transition
authority, critical functions, staffing requirements and skill sets needed during a
pandemic, and availability of qualified staff, contractors, and retirees to perform
critical functions and emergency activities including arranging for
accommodations, food, first aid, handling casualties, etc.
2.5.3.8 Identify supplies, materials, and equipment (PPE) needed for critical services and
essential business functions and develop a resource plan. Assess status of contracts
with vendors, suppliers, and contractors. Have pre-negotiated contracts with
vendors and suppliers or agreements with other departments or agencies in place
for critical items. Maintain up-to- date inventories including stockpiled items and
rotation schedules. Employees may be required to wear PPE.
2.5.3.9 Continue to assess need and availability for closure of existing work areas,
alternate work spaces, staging areas, and procedures for handling infected
employees.
2.5.3.10 Assess requirements and allocation of computers, adequacy of network
capacity, and information technology communications (phone and radio)
equipment and support.
2.5.3.11 Identify HUC return-to-work policies and other applicable personnel rules
specific to a pandemic event and implement as appropriate.
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2.5.3.12 Develop a communication plan tailored to the current situation, initiate tools,
and take necessary steps to provide and receive accurate and timely
information to and from employees, customers, business partners, government
agencies, and the media regarding actions taken by HUC.
2.5.3.13 Assess the financial situation and reserves for HUC and take necessary steps to
address financial conditions as required.
2.5.4 Pandemic Response Plan Disaster Mode
During ORANGE
measures to ensure employee safety and continuity in delivering critical functions. During this
phase it is important for the organization to understand and be prepared for this level of
response as this level of response may last for months.
The General Manager will convene the management team at least weekly to determine
situational updates, refine objectives, and implement any additional measures deemed necessary.
As long as the General Manager is able to serve, he/she will retain the authority to enact the
response plans and no transfer of authority will be necessary. This is intended to encourage
continuity of efforts. If the General Manager is unable to serve, through illness or travel out of
the area, a formal transfer of authority will be necessary and all members of the management
team must be notified of the change.
The last thing HUC wants during a pandemic is for cross-contamination of all key decision-
makers. At this point, the GM may wish to enact virtual technology to assist in pandemic
response meetings. The GM may activate various tools such as: internet meeting
collaboration tools, telephone conferencing tools, and emergency management software to
track events and status. Virtual Private Network (VPN) access would expand these
possibilities from the office to the home.
will consider all the following activities, in addition to
during the Pandemic Response Plan Disaster mode:
2.5.4.1 Reduce staffing levels in all business unit areas to minimize the risk of employees
contracting the virus or cross-contaminating each other.
2.5.4.2 Implement where appropriate telecommuting, reduction in work hours to complete
only required tasks, and teams of rotating shifts.
2.5.4.3 Consider putting non-electronic payments in sealed containers for a period of time.
2.5.4.4 Assign staff to represent HUC (EOC) or to
be a part of a larger community response plan.
2.5.4.5 Identify interdependencies with other City departments, utilities, and outside
agencies and develop agreements as appropriate including training opportunities
for staff that would be assigned to work with HUC in a more localized
pandemic emergency.
2.5.4.6 Begin reporting actions, absenteeism, and operational impact.
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2.5.5 Pandemic Response Plan Catastrophe Mode
During RED
measures to ensure employee safety and continuity in delivering critical functions. During this
phase it is important for the organization to understand and be prepared for this level of
response as this level of response may last for months.
The General Manager will convene the management team on a daily basis to determine
situational updates, refine objectives, and implement any additional measures deemed necessary.
As long as the General Manager is able to serve, he/she will retain the authority to enact the
response plans and no transfer of authority will be necessary. This is intended to encourage
continuity of efforts. If the General Manager is unable to serve, through illness or travel out of
the area, a formal transfer of authority will be necessary and all members of the management
team must be notified of the change.
At this point in the catastrophe mode, the GM may find it beneficial to transfer authority
occasionally to avoid the stress and fatigue of serving in this capacity over an extended period
of weeks or months. A formal transfer of authority must be communicated to all members of the
management team immediately.
The management team will consider all the following activities, in addition to, responses enacted
through the green & orange phase during a Catastrophe Activation:
2.5.5.1 Implement additional work from home protocols for all employees and minimize
even further employees coming into main facility buildings.
2.5.5.2 Continue to assess and ensure continuity of operations, implement prescribed
department response strategies, provide continuous assessment of impacts in the
workplace, manage overall resource issues, provide solutions for performing
essential work, and manage recovery activities.
2.5.5.3
other local agencies as needed.
2.5.5.4 Perform critical and essential functions only, define priorities for work to be
performed, manage, and ration resources.
2.5.5.5 Continue to implement and manage a social distancing plan, infection control
plan, employee support plan, security plan, and all HUC policies and procedures
related to pandemic influenza.
2.5.5.6 Continue to implement restrictions for customer and visitor contacts to
conference calls or video conference, use of electronic mail for document
transmittal, online payments, isolated employee meter reading, and other
strategies. If visitors are allowed into HUC facilities, continue to establish access
control measures to prevent symptomatic visitors.
2.5.5.7 Implement and manage a communication plan for employees, customers,
business partners, and media particularly if more employees are working
from home.
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2.5.5.8 Continue to coordinate with City of Hutchinson through the assignment of
staff. This would include participation, if needed, in the City EOC to support
City and interagency activities.
2.5.5.9 Assess and monitor absenteeism and cases of influenza in the workplace.
2.5.5.10 Determine criteria for when the pandemic influenza has subsided, when to
stand down the management team, and return to normal operations.
2.5.5.11 Establish and implement recovery strategies and plans for HUC.
2.5.5.12 Review load forecasting implications of changes to load patterns due to
pandemic.
2.5.5.13 Determine when to suspend pure marketing opportunities such as power
trading, scheduling services, and when to focus solely on reliability.
2.6 HUTCHINSON UTILITIES COMMISSION SCOPE
Hutchinson Utilities Commission pandemic response plan provides the overall framework for
maintaining continuity of operations during an entire pandemic event period to include the
following: 1) provision of essential functions; 2) communications to support these functions, 3)
services required to combat the pandemic influenza, and 4) critical infrastructure systems needed
to support pandemic emergency services and critical operations.
Significant absenteeism will threaten HUCbilities to
perform essential functions for operating and maintaining its
power system and related services, especially in areas where
skilled trades and electrical crews are required to perform
necessary work.
power system is a critical component of the MISO Region footprint which is inter-connected
to the national grid System. As such, HUC is subject to guidelines and regulatory requirements
established by the Federal and State government for electric utilities and critical infrastructure. In
addition, HUC owns and operates Natural Gas transmission and distribution facilities also subject to
Federal and State government guidelines and critical infrastructure regulations.
As an organization of the City of Hutchinson, HUC will coordinate closely with the City of
Hutchinson. As a provider of essential services, HUC may be expected to assign staff to the
or if it is activated.
2.7 HUTCHINSON UTILITIES COMMISSION GOAL
HUCbusiness functions, and
provide critical HUC services as close to normal limits as possible during a pandemic event in
a manner that will minimize loss of life, economic, and societal disruption.
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2.8 HUTCHINSON UTILITIES COMMISSION OBJECTIVES
2.8.1 To implement and manage the effects of the pandemic influenza and subsequent illnesses
in a way that facilitates the organizations ability to continue to perform essential HUC
operations and critical services, and response and mitigation measures.
2.8.2 To implement a viable plan for HUC to take the necessary precautions and
preventative measures needed to combat and reduce the transmission of the virus
partners.
2.8.3 To support the City of Hutchinson
by having an effective continuity of operations plan for maintaining essential services and
a trained and prepared workforce.
2.8.4 To define performance goals that are measurable for assessing the ability of HUC
effectiveness in meeting the organization and the c for
pandemic influenza response.
2.9 HUTCHINSON UTILITIES COMMISSION PLANNING
ASSUMPTIONS
2.9.1 Pandemic influenza demands a different set of continuity assumptions from previous
emergency planning because it will be widely dispersed geographically and is likely to
spread quickly.
2.9.2 An influenza pandemic will result in the rapid spread of the infection with outbreaks
throughout the world. Communities across the State and the country may be impacted
simultaneously. Susceptibility to the pandemic influenza virus will be universal, affecting
old and young alike.
2.9.3 Because an influenza pandemic is likely to be a global event, mutual aid and Federal
assistance should not be assumed when a pandemic occurs.
2.9.4 During an influenza pandemic, up to 40 percent of the work force could be absent for an
extended period (weeks or months depending on family circumstances).
2.9.5 Through planning process, the organization will develop a prioritized list of
essential services. Essential functions will continue to be people-dependent. These
activities require human interactions to be carried out, however many interactions may
not require face-to-face contact or be conducted with precautionary measures.
2.9.6 Social distancing, frequent hand washing, work surface cleaning, public education, and
enhanced use of communication systems will be the primary actions taken by HUC to
help slow the spread of the pandemic influenza within our workforce, customers,
business partners, and the public.
2.9.7 HUC will implement alternative work arrangements (e.g. telecommuting) to ensure that
strategies to keep the influenza from spreading among employees are successful.
2.9.8 HUC systems such as telephones and voice mail, e-mail, video conferencing, radio, and
other applications that support essential HUC services will remain functional during the
pandemic emergency.
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2.9.9 Many HUC buildings may have to be closed during parts of the pandemic.
2.9.10 Travel restrictions implemented at Federal, State, or
local levels may affect the ability of staff to get to
work.
2.9.11 As supply chains are affected, HUC may need to
ration or reallocate its limited resources of fuel, other
supplies, and materials to ensure that essential services
are sustained.
2.9.12 The impact of widespread illness and the social distancing imposed to mitigate the
pandemic may impact their hours or close,
customers are unable to make payments due to loss of income or illness, construction
activity declines, etc.
2.9.13 Antiviral medications will be in extremely short supply. Local supplies of antiviral
medications may be prioritized for use in hospitalized influenza patients, health care
workers providing care for patients, and other priority groups based on current
national guidelines and in consultation with the Minnesota Department of Health
(MDH). A plan is needed for providing and/or disseminating vaccines and anti-viral
drugs, which are expected to be in extremely limited supply and provided on a public
health specifically defined basis with first responders in the highest priority group.
2.9.14 A vaccine for the pandemic influenza strain will likely not be available for 6 to 8 months
following the emergence of a novel virus. As vaccine becomes available, it will be
distributed and administered by local hospitals based on current national guidelines and
in consultation with the MDH. Insufficient supplies of vaccines and antiviral medicines
will place greater emphasis on social distancing strategies and public education to control
the spread of the disease.
2.9.15 Recovery from a severe pandemic will likely be long term, spanning many
months or years. The psychosocial and economic consequences may also be long
lasting.
2.9.16 HUC should not expect to receive mutual aid or assistance from other utilities. A
shortage of personnel, resources, and supplies will dictate that such entities will keep
their limited resources close to home and that equipment, materials, and supplies will
be fully consumed for supporting their own operations.
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3. HUC ESSENTIAL SERVICES
Hutchinson Utilities Commission (HUC) must restore
and maintain operations for essential functions during
emergency incidents. A crucial action to the success
of the continuity of operations planning effort is to
identify the essential functions and personnel who
will perform these functions during any type of disruption to HUC
planning phase, the following requirements are considered: personnel, vital information for
critical systems, equipment requirements, supplies and services, facilities, and technical
requirements for critical business applications.
HUC has designated the following essential services.
Maintain utility services for customers.
Bill for HUC services.
Maintain limited customer service staffing to address customer needs.
Maintain system control operations.
Maintain emergency level generating capabilities.
3.1 ESSENTIAL SERVICES
HUCand
natural gas services for its customers. The following is a list of essential functions that are critical
to continued operations during a pandemic event that require staffing and support:
3.1.1 Maintaining the reliability of the electrical and natural gas system: resource
requirement and staffing plans for distribution, network and transmission
operations and maintenance, tree trimming, service locates, system control, power
production and power marketing.
3.1.2 Purchasing, material control, and warehouse services including alternative and
emergency procurement and service contracts and special arrangements for provision
and delivery of supplies, materials, equipment, arranging for onsite medical services.
3.1.3 Managing public information: media relations and distribution of information
to customers, business partners, and employees.
3.1.4 Implementing a social distancing plan, infection control, and hygiene programs:
cleaning and sanitizing worksites, immunizations, use of Personal Protective
Equipment (PPE), isolation, alternate work sites, etc.
3.1.5 Managing human resources: payroll, insurance benefits, labor issues, implementing
personnel policies, hiring, etc.
3.1.6 Providing information technology technical and professional services for connectivity
to Web-based systems (public and City networks), and other critical data and
communication systems and equipment, including software and hardware support
needed for continuity of essential operations and management decision making.
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3.1.7 Communication support: technical crews for repairing existing systems and/or
enhancing communication systems required for performing essential functions (voice,
radio, communication equipment, cables).
3.1.8 Securing and protecting HUC
for providing essential services, including securing closed facilities.
3.1.9 Facilities Support: sanitation, trash removal, replenishment of supplies needed during
pandemic, arranging for alternate work or staging sites needed outside of existing
HUC or City owned buildings, setting aside locations for special needs.
3.1.10 Coordinating response issues related to medical illnesses, casualties, and deaths in
the workplace with local Health
Operations Center (EOC) as required/applicable.
3.1.11 Financial and administrative activities, billing and revenue collection for Hutchinson
utilities, contract services and management, accounts payable and receivable, cost
accounting, liaison with financial institutions, and budget management.
3.1.12 Customer
area, handling special needs customers and key customers, set up procedures for
transmittal of electronic payments.
3.1.13 Define interdependencies with other internal departments and external agencies and
create methods and plans for coordination with these entities.
3.1.14 Identify and tr
and/or to work with other City departments, external agencies or jurisdictions as
required.
3.1.15 Identify alternate modes of performing work i.e. telecommuting.
Staff
Staff must be categorized into two categories: mission critical and non-mission critical. This
categorization is essential for future allocation of necessary resources and training. HUC
Business Units had categorized their staff and understood their mission-critical needs. Within
each of those categories there are two subcategories.
Mission-critical functions and staff:
o Category One Which employees perform a mission-critical
activity and must be on site to perform the work.
o Category Two Which employees perform a mission-critical
activity and may work remotely from home or from an alternate
work location via remote access.
Non-mission-critical functions and staff:
o Category Three Which employees perform an activity that is not
mission critical but could be performed with reduced hours or via
remote access if sufficient appropriate resources, such as bandwidth or
equipment, are available.
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Category Four Which employees perform an activity that is not mission critical
and cannot be performed via remote access.
Hutchinson Utilities Commission Employee Categories
Category One Category Two Category Three Category Four
Can work at home Not essential-no need
at work can work remotely but not essential for them to work
Making It Safe for Category One Staff
If HUC cannot make the Category One staff feel safe, these individuals will be reluctant to come
to work. Options available to promote their safety while on the job include:
Hygiene hand and cough.
Social distancing.
Personal protective equipment.
Extensive facility cleaning.
Antivirals.
3.2 LINES OF SUCCESSION AND DELEGATION OF AUTHORITY
In advance of a pandemic influenza emergency departments should identify lines of
management succession and delegation of authority.
Departments should identify secondary personnel who have the skills and abilities to perform other
functions. Such personnel may be:
3.2.1 Employees in the same classification series as those who normally perform the function.
3.2.2 Employees who have previously performed the work and are currently
employed elsewhere in HUC.
3.2.3 Employees who can be trained either in advance of the need or on-the-job as
training opportunities arise.
Departments should establish a management line of succession plan. A line of succession
provides a list of predetermined alternates for key leadership positions in each
department.
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3.2.4 The succession plan should be several employees deep, where possible. The
personnel identified for the line of succession should know the operations of the
work unit, have the confidence of the principal to act in his or her absence, clearly
understand the scope of the powers and duties delegated to him or her, and clearly
understand the constraints, if any, of the powers and authorities she or he will be
delegated.
3.2.5 The succession plan should clearly identify the names of designated personnel and
phone, work cell phone, paper and e-mail forwarded to the person who assumes the
powers and duties of the principal in his/her absence).
3.2.6 The names and order of succession of designated personnel shall be communicated
to department and work unit personnel.
3.2.7 The plan should clearly set forth the powers and duties that will be performed and
by whom. The department shall predetermine the individuals who will have the
delegated authority to make decisions and communicate that these individuals will
have the authority to department work unit personnel.
3.2.8 If all the personnel identified for the line of succession are unavailable (which may be
the case in small work units where there are a limited number of leadership personnel),
the department should provide for alternate lines of succession that identify other
personnel who can assume the powers and duties outside of the work unit. The line of
succession plan should be updated whenever a pertinent staff change occurs.
3.2.9 Departments should determine if those in the line of succession may need to be cross
trained in advance and provide such training where needed.
3.2.10 Departments should construct a method by which those in the line of succession will
have access to information and needed items (i.e. computer passwords, calendars for
employee approved time off, office keys, file cabinets keys, etc.) should they have to
take over leadership responsibilities.
3.2.11 Succession plans should be documented by division and/or work units and forwarded
to the department manager.
3.3 PRIORITIZATION OF WORK
HUC categories for prioritizing work during a state of emergency due to a pandemic
influenza epidemic are as follows:
3.3.1 Emergency/High priority work: Immediate work required to perform, maintain
and/or to restore essential functions of electrical power and natural gas service to
ensure continuity of critical City and utility operations and the overall safety of the
public and to prevent economic and societal disruption.
3.3.2 Urgent/Mid level priority work: Critical work that will minimize economic impacts
and societal disruption and/or that is required to facilitate continuity of HUC business,
electrical operations, natural gas operations, and other essential services (e.g.,
maintenance or capital projects that will provide electric or natural gas system stability
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during a pandemic, upgrades that will provide improved communications, or network
access, special needs, or key customers, etc.).
3.3.3 Lesser Priority work: Work that can be temporarily deferred by law or rule during
an emergency, but must be reestablished before the pandemic wave is over (e.g.,
three months). Examples are service shutoffs, new service hook ups, meter reading,
conservation services, low-level maintenance work, project of major maintenance
and capital projects that are not considered critical to operations.
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4. LOGISTICS
4.1 RESOURCE MANAGEMENT
While HUC has experience in responding to outages, gas leaks, or infrastructure damage
incidents, HUC has very little experience in planning for and effectively responding to a
severe pandemic that may be long lasting with even longer-term consequences. HUC
recognizes that multiple solutions are required to deal with resource issues during a
pandemic emergency.
4.2 RESOURCE SHORTAGES
During a pandemic event, common resources may be difficult to obtain or be unobtainable for a
variety of reasons. Many businesses today maintain just-in-time inventories which will quickly
be depleted during a pandemic and are difficult to replenish. Unlike other types of disasters, it is
very probable that obtaining supplies from another city/utility may not be an option. Also, State
and Federal resources will not be available, particularly in the short term. In addition, certain
supplies will be in high demand, not only among public agencies, but also by the private
businesses. Items in short supply may include fuel, food, medicines and medical supplies,
toiletries, office supplies, and parts needed to keep equipment in good working order.
4.2.2 Resource Reserves
As part of continuity of operations planning, each department should identify resources critical
to essential operations and where practicable, maintain 90-day supplies of these resources in
reserve. This time period is consistent with the likely duration of one pandemic wave.
The likelihood of obtaining certain mitigation supplies once an influenza outbreak begins is
small. The management team is responsible for determining resources to stock prior to phase
GREEN activation. The management team is also responsible to determine how much to stock,
what triggers will cause HUC to use the stockpile, how and to whom it will be distributed,
maintaining security of resources, and how a stockpile will be paid for. Mitigation resources
reflect three distinct strategies that can be used separately or in combination:
Antivirals: current antivirals have a five-year shelf life and must be prescribed by
a physician. HUC must determine if stocking a 60-day supply for each employee is
appropriate as well as considering the logistical and legal problems associated with
providing medications to employees and family members.
Personal Protective Equipment (PPE): PPE will most likely center around masks and
latex gloves. PPE may have a shelf life but can be retained longer than antivirals.
Different PPE choices are available depending on the nature of the expected exposure.
Personal Hygiene Kits: HUC will consider hand and desktop cleaning supplies.
Frequent hand washing is universally considered the best way to protect from the spread
of viruses but hand sanitizers and disinfectant wipes for telephones and computer
equipment may also prevent contagion.
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Vaccines cannot be developed until a pandemic strain has evolved and is
spreading from human to human. Once that occurs, it is expected to take six to
eight months to develop and prepare a vaccine, and initially, supplies will be
limited. Moreover, vaccines prevent illness from occurring; they offer no help to
those already infected. Vaccines will be controlled by public health agencies and
priorities for distribution have been established at the National and local level.
The U.S. Department of Health and Human Services (HHS) has established five
tiers for vaccination distribution. Utility workers are placed in the second tier
after health and emergency responders and the highest risk groups of pregnant women, infants,
and toddlers.
HHS Influenza Vaccine Allocation
4.2.3 Resource Conservation
HUC will develop conservation and reallocation guidelines to help preserve resources that can
be shifted between non-essential and essential services even between HUC departments. Its plan
should include alternate ways of doing business, rationing plans, shifting work to different times
and hours, or closure of facilities not required for essential services, and any other solutions for
conserving resources for critical use.
4.2.4 Resource Planning
HUCtrategy to identify:
4.2.4.1 All resources required to support mission essential services.
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4.2.4.2 Location of resources within HUC that may be used to supplement needed resources.
4.2.4.3 A funding mechanism to support resource stockpiles, rotation of resource reserves
into their daily operations, and replacement of resources.
4.2.4.4 Secured locations for storage of resources.
4.2.4.5 Up-to-date lists and agreements with suppliers, vendors, and service providers.
4.2.4.6 Multiples sources for obtaining resources.
4.2.4.7 Interdependencies with other HUC departments or City agencies or opportunities for
sharing critical items.
HUC will specifically identify resources that will take extra effort and time to procure and
items where prices could be at a premium.
4.3 ALTERNATE LOCATIONS AND NEW FACILITIES
HUC will assess its need for alternate or additional work space for employees as well as storage
for supplies or other special needs. In determining space needs, HUC will evaluate requirements
for security, voice and network communications, cleaning and maintenance, office equipment,
and other critical requirements for continued operations.
HUC will assess the need for the following:
Staging areas beyond normal HUC facilities.
Alternate work sites due to closure of other operational facilities.
Temporary storage for stockpiled supplies and materials.
Facilities for quarantining or isolating ill workers in the event that medical facilities are
full and persons become symptomatic, ill, or refuse to go home for fear of endangering
their families or cannot go home due to illness.
4.4 INTEGRATING OUTSIDE ASSISTANCE
During a pandemic, HUC should not expect to receive assistance from other agencies. Any
outside assistance that is received will be integrated into the HUCons unless it
is more specific to operations. Staging areas will be established for incoming
resources.
All planning must assume that mutual aid will not be available during a pandemic. A shortage of
personnel resources and supplies will dictate that agencies keep their limited personnel resources
close to home and that supplies will be fully consumed providing service to their own
jurisdiction.
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5. F INANCIAL M ANAGEMENT
During a pandemic event of more than a few weeks, HUC may experience higher than
normal costs, changes to the normal flow of revenues, and/or less than normal revenues due
to the following reasons:
Supply shortages may drive up the cost of fuel, replacement parts, materials, equipment
and other necessary services and items needed by HUC to provide essential functions for
the safety and economic wellbeing of the public.
New functions and services not typically provided by HUC may be required such as
programs to provide support to employees and families impacted by pandemic influenza,
rationing of supplies, alternate work sites and staging areas, short-term housing and
feeding of workers, etc.
An economic downturn caused by a pandemic of significant duration will result in a
slowdown of the economy, closure of businesses, and high number of citizens with
reduced or no income with which to pay utility bills.
5.1 FISCAL RESPONSIBILITY
HUC will develop a plan and a revenue monitoring mechanism that can be implemented
quickly when a pandemic emergency is declared. It will include the following:
5.1.1 Guidelines for maintaining HUC
a pandemic event.
financial reserve policies.
5.1.2 A prioritized list of essential services.
5.1.3 Potential cuts in non-essential services, especially cuts that would provide immediate
response relief in the event that rapid reductions in expenditures become necessary.
5.1.4 Opportunities for temporary reductions in work hours or salary levels for HUC
employees if needed and subject to the Collective Bargaining Agreement (CBA).
5.1.5 Alternate strategies for ensuring that bills are sent out and payments are collected in an
efficient manner during a pandemic.
5.1.6 Work with insurance/healthcare companies to identify potential increased costs.
5.1.7 Develop plans and procedures for how HUC will afford increased costs while
maintaining essential functions and staffing.
5.1.8 Identify specific types of financial impacts from pandemic-related issues: absenteeism,
interrupted operations, lack of revenue from customer bills, late bills, increased
material costs.
5.1.9 Develop plans to address financial impact and budgetary constraints associated with
pandemic.
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5.2 FINANCIAL REIMBURSEMENT
HUC will document and monitor all activities and costs associated with continued operations and
response to a pandemic event for use in determining status of revenues and budget during a
pandemic and adjustments to response as necessary. Management will ensure that a separate work
order be established to track labor costs on specific incidents related to the pandemic and leave
codes or other account codes will be established to differentiate absenteeism for the outbreak from
normal absenteeism.
The Federal Emergency Management Agency
(FEMA) Disaster Assistance Policy DAP9523.17,
Emergency Assistance for Human Influenza
Pandemic, describes certain costs associated with
an influenza pandemic which may be eligible for
Federal reimbursement during a Federal response
to an outbreak of human influenza pandemic in
the U.S. This policy describes the conditions that
must be met for a pandemic, what may be eligible
for reimbursement and what is non-eligible.
FEMA has very stringent requirements for
FEMA has very stringent
documenting, approving, inspection, and auditing
requirements for documenting,
of potential reimbursement for such costs. Rules
approving, inspection, and
are also subject to change and may be limited in
auditing of potential
scope. HUC will review the policy for current
reimbursement costs
guidelines and communicate to the management
team so there is an understanding of FEMA rules
and regulations related to potential
reimbursement for Federal assistance during a
pandemic.
The following should be considered when applying for Federal assistance from FEMA:
Federal assistance from FEMA may be late in coming; therefore, HUC should not plan on
the availability of Federal funds for continued operations.
FEMA may require HUC to have pre-established rates for specific equipment; hours of use
must be clearly documented and accessible for audit by type and piece of equipment, and
purchases must clearly be related to emergency and documented in terms of receipts and
invoices.
FEMA can require the return of reimbursement after the fact if auditors determine that
costs are not eligible or that HUC has not submitted proper or adequate documentation for
costs incurred.
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6. H UMAN R ESOURCES
Although a pandemic influenza will not directly affect the physical infrastructure of HUC, a
pandemic will ultimately threaten all operations by its impact on the
resources. The health threat to personnel is the primary threat to maintaining essential missions
and services during a pandemic. HUC will take every possible action to adhere to the
pandemic response plan. HUC will ensure there are policies on leave, pay, hiring, alternative
work arrangements, and other critical human capital issues in relation to pandemic influenza.
6.1 GUIDING PRINCIPLES
HUC will comply with the following guiding principles set by the Hutchinson Utilities Commission
for application during a pandemic event:
The health and wellbein
workforce is paramount.
The health and wellbeing of
Employees and their family members will
need to be supported.
Maintaining essential functions will be of primary concern and will be staffed first.
Management will take every possible step to maintain adherence to HUC personnel rules
and collective bargaining agreements; however, HUC may be required to take steps that
conflict with existing personnel rules and collective bargaining agreements to protect the
public and HUC employees.
The human resources processes may be simplified and the administration of personnel
rules or collective bargaining agreements narrowed to meet the needs of staffing during
an emergency.
The effect of these policies does not grant new privileges, rights of appeal, rights of
position, transfer, demotion, promotion, or reinstatement of any HUC employees.
These guidelines and policies do not constitute an express or implied contract. They
provide general guidance and cannot form the basis of a private right of action.
In the event of a pandemic event, all employees are expected to continue to comply with
HUC Expectations.
6.2 COMMUNICATING WITH EMPLOYEES
Minnesota Department of Health and McLeod County
serves as the lead agencies in McLeod County for risk
communications messaging and public education
regarding pandemic influenza.
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HUC General Manager will communicate regularly, directly, and honestly with employees
regarding plans for, and response to, a pandemic as it occurs. HUC will develop an
explicit strategy and communication plan for communicating with its employees throughout the
pandemic event. HUC will provide information to all employees in the event of a pandemic via
email and phone messages related to various topics below:
Information regarding pandemic status.
Updated and current employee instructions for reporting to work and emergency contact
information.
A description of symptoms and what to do if you think you have the flu.
Tips on hygiene to avoid catching the flu and on caring for family members who have the
flu.
Information on accessing medical benefits and the Employee Assistance Program.
Sources to contact for obtaining masks, hand sanitizer, and other health-related supplies.
Provide links to various education materials.
6.2.1 E-Mail
HUC may send periodic e-mail updates to inform employees of any new developments and
remind them about health and safety issues. Employees should keep their alternative email and
emergency contacts up to date with HR/Payroll in case HUC Human Resources needs to contact
the employee or their contacts during an emergency.
HUC will communicate to its employees via email but it is still the responsibility of the
employee, to the extent feasible, for communicating with their supervisor and to keep current on
emergency response.
6.3 SOCIAL DISTANCING AND INFECTION CONTROL
In an influenza pandemic, one of the key strategies that HUC has
adopted to prevent the spread of influenza from person-to-person is
social distancing. Social distancing refers to methods for minimizing
close contact between people both in the community and in the
workplace (min. of 6 feet distance). This includes reducing density of
persons sharing common workspaces, improved ventilation, and/or
effectively managing staff who become ill. During an influenza
outbreak employees should evaluate their well-being and are
encouraged to stay home when exhibiting flu-like symptoms, using sick leave whenever possible.
This may require some employees identified as essential personnel to work from home, work
extended hours, work overtime, or work different shifts. These issues have labor relations
implications. Employees are encouraged to make use of sick leave:
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6.3.1 Employees identified by Management as essential personnel, with appropriate
supervisor approval, may be required to work from home.
6.3.2 All other employees not identified as essential personnel may be asked to work
from home or telecommute. Management will identify those employees, maintain
Telecommuting Agreements and records of the hours worked by telecommuting
employees as well as authorized Alternate Work Schedules.
6.3.3 All other employees in positions that cannot be completed by telecommuting or are
not identified as essential personnel will use appropriate leave.
6.3.4 HUC may hand
sanitizer, and disposable masks.
HUC will follow the guidance of the CDC and MDH in developing plans for social
distancing and infection control for the organization and its workforce.
Social distancing for HUC may also result in the restriction of contact between HUC staff,
customers, and business partners as the potential for human transmission increases and a code
is issued. Potential actions for limiting external contacts may include the following:
6.3.5 Meetings by conference call or video conference.
6.3.6 Limiting exposure to work crews by minimizing time in service centers and offices,
maintaining crew integrity as outlined in collective bargaining agreements, and
providing assignment information by phone, email, or bulletin board.
6.3.7 Visitors and/or employees may be required to wear Personal Protective Equipment
(PPE) such as masks, gloves, etc.
6.3.8 Prohibition of face-to-face payments or transactions and requirements to use
electronic payments through on-line systems.
HUC may also implement infection control measures in the workplace. This includes
communicating personal hygiene etiquette, workplace cleaning, influenza facts and other
relevant information to all employees via email.
6.4 ALTERNATIVE WORK ARRANGEMENTS
6.4.1 Alternative Work Schedules
During a pandemic influenza emergency, HUC may implement alternative work schedules.
Regular full time employees may be directed to work alternative schedules.During an influenza
outbreak employees should evaluate their well-being and are encouraged to stay home when
exhibiting flu-like symptoms using sick leave whenever possible.
Management will identify first responder functions, essential functions, and non-essential
functions that may be staffed with personnel on alternative schedules and shall review normal
business hours and work schedules to determine if they can be modified in a manner that best
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promotes social distancing, business continuity, or other pandemic response goals during an
emergency.
Regular and alternative work schedules should be communicated and implemented with as
much notice as possible using the Alternative Work Schedule Arrangement. Where social
distancing has been implemented, alternative work schedules may be processed via e-mail, fax,
or telephone. When appropriate, management should assign an employee back to the
If an employee requests an alternative work schedule and the request is denied, no written
explanation of why the request has been denied is required during the proclaimed emergency.
HUC will in good faith effort provide a minimum of 48- of a shift/schedule change.
During an emergency and resulting staffing shortage, less than a 48-hour notice may be
necessary for continued operations. Department management shall provide as much advance
notice as possible in the declaration of a pandemic influenza emergency.Rest and meal period
requirements continue no matter what type of work schedule is assigned. Overtime will continue
to require supervisory approval.
6.4.2 Telecommuting
Telecommuting means that an employee is working from home. The
benefits/goals are to slow the spread of disease by keeping face-to-face
contact to a minimum while maintaining operations as close to normal
as possible. If the job duties can be accomplished by telecommuting, it
may be an option in the event of social distancing or when employees
are staying home to take care of family members to get essential work
done. Essential personnel will have priority in establishing
telecommuting.
The key to successful use of telecommuting in the event of a pandemic influenza emergency is
an effective telecommuting program in place within departments. As many essential function
employees as possible should have telecommuting capability (i.e. current telecommuting
arrangements/agreements, connectivity, and appropriate equipment known to be functional). If
telecommuting is not feasible, departments should review alternative plans for accomplishing
work. Departments should identify the essential functions which may be performed remotely and
employees who are equipped to perform these functions.
Manager pandemic responsibilities:
Implement telecommuting to the greatest extent possible within work groups so systems
are in place to support successful remote work in an emergency.
Communicate expectations to all employees regarding their roles and responsibilities in
relation to remote work in the event of a pandemic health crisis.
Establish communication processes to notify employees of activation of this plan.
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Telecommuting Arrangements must be in place prior to having an hourly employee
work from home during their scheduled core business hours. Any hours worked
beyond 40 hours/week must be pre-approved.
Integrate pandemic health crisis response expectations into telecommuting arrangements.
With the employee, assess requirements for working at home (supplies and equipment
needed for an extended telecommuting period).
Determine how all employees who may telecommute will communicate with one another
and with management to accomplish work.
Identify how time and attendance will be maintained.
Telecommuter pandemic responsibilities
Maintain current telecommuting arrangements specifying pandemic health
crisis telecommuting responsibilities, as appropriate.
Perform all duties assigned by management, even if they are outside usual or customary
duties.
Be familiar with your specific department and workgroup pandemic response plans
and individual expectations for telecommuting during a pandemic health crisis.
HUC many require employees to keep record/log of job duties accomplished during
telecommute.
6.5 LEAVES
All Employees are required to observe HUC personnel rules related to leaves. During a declared
pandemic emergency other mandated leave rules may apply. Human Resources will notify
employees of specific pandemic leave codes if applicable.
6.5.1 Administrative Leave
During a declared pandemic the General Manager will communicate to all employees, if an
employee appears to have influenza and is observed to be exhibiting flu-like symptoms at the
workplace, management has the authority to require the employee to leave the workplace and
minimize influenza exposure in the workplace.
Administrative Leave Policy and/or Mandated leave Policy is followed.
Supervisors are not to make judgments as to medical diagnosis but may rely on observations of
an
have flu-like symptoms. Symptoms of influenza may be:
fever
cough
sore throat
muscle aches
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eye infections (conjunctivitis)
acute respiratory distress
health hazard to fellow employees, the employee shall contact his or her supervisor and arrange
the CDC and MDH and
to reduce the challenges a pandemic has on the medical community, employees will not be
required to seek medical certification to return to work.
HUC employees may use medical leave pursuant to their current rights under:
Family Medical Leave Act (FMLA) 29 CFR 825.100 et seq.
Federal, State, or Local Mandated leave policies
Individual collective bargaining agreements
During a declared pandemic emergency, employees will be allowed to use paid sick leave or
mandated Federal or State sick leave to take care of a well-child when a school, daycare, or other
child care service/program is cancelled. Employees may be required to provide documentation of
such closure upon their return to work. During influenza pandemic, employees should evaluate
their well-being and are encouraged to stay home when exhibiting flu-like symptoms, using sick
leave whenever possible.
6.5.2 Sick Leave Donation
An employee may volunteer to donate sick leave to an employee who has been authorized to
re
6.5.3 Rescission of Pre-Approved Leaves
To address the potential of significant staffing shortages that a pandemic influenza emergency
may cause, previously approved administrative leave, vacation leave, sabbaticals, and
compensatory time off may be rescinded to provide staffing coverage for services. This does not
apply to Family Medical Leave qualified leave.
Managers and supervisors should keep an updated calendar of all approved time off and provide
access to calendars to those in their line of succession.
Administrative leave, vacation, and/or compensatory time off should only be rescinded if the
supervisor is unable to adequately staff a work unit or project. Administrative leave, vacation,
and/or compensatory time off should be rescinded as soon as the supervisor believes that a
potential staffing shortage will require that the employee report to work.
Rescission of hich is already in progress shall be reasonable based upon
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is on vacation at home to report to work but unreasonable to require that an employee that is on
vacation out of town or out of the county to report to work.
Cancellation of administrative leave, vacation, and/or compensatory time off should be made in
writing and the supervisor shall have verbal communication with the employee to ensure the
employee received the directive.
-approved leave request for vacation or compensatory time
off shall not cause the employee to lose accrued time off in the event the rescission causes the
employee to exceed their allowable accrued amount.
-approved leave request for administrative leave, or a
personal holiday shall not cause the employee to lose the time off in the event the rescission
causes the employee to forfeit the unused days at the end of the calendar year. The employee
shall be able to carryover or cash out the unused days to be used in the following calendar year.
6.5.4 Return to Work Authorization
Employees who have been ill or sent home with influenza symptoms and who are ready to return
from leave shall contact their supervisor, or a person acting in his/her capacity, for instructions
on when and where the employee should return for assignment.
Following recommendations from the CDC and MDH and to reduce the challenges a pandemic
has on the medical community, employees who have been out due to influenza will not be
required to seek medical certification to return to work.
6.6 CLASSIFICATION AND COMPENSATION
6.6.1 Facility Closure
If an HUC facility is closed by order of the General Manager, employees
who have been identified as essential personnel who are located in the
closed site will be instructed on alternate emergency work locations if
necessary and will be compensated at their regular rate of pay while so
engaged.
Employees who cannot report to work or telecommute that have not been identified as essential
personnel for disaster response may be required to charge their time loss against appropriate paid
leave balances, , or may be paid in full at the
. Sick leave may be used to cover time loss caused by an emergency or
disaster if approved by the Commission through an expansion in the sick leave policy or if the
employee is able to establish a bona fide reason for its use.
During a declared pandemic emergency, employees would be allowed to use paid sick leave,
vacation leave, comp time or government mandate programs to take care of a well-child when a
Continuity of Operations Plan July 29, 2020 Page 29
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Pandemic Influenza Plan
school, daycare, or other child care service/program is cancelled. Employees may be required to
provide documentation of such closure upon their return to work.
6.6.2 Out of Class - Minimum Qualifications and Thresholds
Internal departmental employees may be assigned an emergency reassignment during a
pandemic influenza emergency. These reassignments should not affect their classification.
However, during a pandemic influenza emergency employees may be required to perform duties
of a higher classification in an out-of-class capacity to ensure the continued operation of the
utility. Regular out-of-class policies such as obtaining pre-approval for the out-of-class
assignment prior to assigning higher level duties, out-of-class thresholds, and minimum
qualification requirements may be suspended by the General Manager or designee.
Management must not place an employee in a higher classification if it creates, or has the
potential to create, a safety hazard. Licenses and certifications are still required and safety
standards are still applicable.
6.6.3 Rest and Meal Periods
Employees must take all meal and rest breaks to which they are entitled under the law and
collective bargaining agreement.
6.6.4 Overtime
All existing overtime rules apply and overtime must be approved in advance.
6.7 COLLECTIVE BARGAINING AGREEMENTS
HUC will continue to administer the provisions of the Collective Bargaining Agreements (CBA)
and the Personnel Rules unless otherwise expressed in these guidelines. However, where
violations of the CBA and Personnel Rules might occur, HUC agrees that the timelines to appeal
such violations may be extended to allow the union adequate time to file grievances. HUC will
also negotiate with the unions to request extended timelines for HUC to respond to grievances.
In the event a pandemic influenza emergency is proclaimed and management is required to act in
violation of the relevant CBA, such action should be taken in accordance with the following
principles:
Ensure the least disruptive effect on employees.
Provide as much notice to unions and employees as possible, giving the
reasons for the actions.
Ensure that HUC work is performed safely.
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To ensure the continuity of delivering essential HUC services, the General Manager
Labor Attorney will be available to serve as a liaison between HUC departments and HUC
labor unions. Duties will include general communication, contract administration and
interpretation, discussion and negotiation over changes to wages, hours, and working conditions
associated with the special circumstances of the emergency.
6.8 ALTERNATIVE WORKERS
6.8.1 Contingent Workforce
HUC, in the event of a pandemic emergency, may need to utilize temporary workers to
support staff absences within compliance of State law, legal settlements, CBA, and
Personnel Policies. Departments should pre-plan and identify areas where contingent
workers may be needed.
6.8.2 Mutual Aid Workers
HUC may activate employees to help with mutual aid
agreements in situations where mutual aid is requested. Due
car
situations.
6.9 BENEFITS
Employees are encouraged to update all emergency contacts and beneficiaries by completing and
submitting appropriate Human Resources forms.
Health & Dental employees can be found by contacting
Human Resources or on the back of benefit cards.
Coordination and communication of workplace safety and health issues will be coordinated by
Management, Human Resources, MMUA, and the safety committee within HUC. They will provide
expert advice and training in hygiene and safety precautions aimed at slowing the spread of germs,
provide 24/7 availability via phone or e-mail.
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7. A SSESSMENT A ND R EPORTING
To track the impacts of an influenza pandemic on HUC services and the public, HUC will track
and report regularly on any changes in service levels or quality of service. The General Manager
will communicate these changes to the Board of Commission.
7.1 IMPACT REPORTING REQUIREMENTS
HUC shall be prepared to report the following items when the effects of the pandemic:
Affects an essential service or reliability of HUC infrastructure.
Poses a severe safety threat to the workforce or the public.
Is expected to be of noticeable duration.
Poses a significant reduction in service such as unavailability of qualified workers and/or
supplies, materials, or equipment.
Has legal or policy implications.
Has serious political or media relations implications.
indicators.
Will significantly impact overall revenue or budget status and bond ratings.
Affects large groups of people or vulnerable groups of people.
May require significant additional resources to mitigate.
Significant customer service impacts.
7.2 ABSENCE REPORTING REQUIREMENTS
HUC will track absenteeism during a pandemic and procedures and forms for use by the Department
will be provided by Human Resources if necessary. The General Manager and/or Human Resources
will be responsible to determine how Privacy Act issues will impact the ability to conduct operations
and share information.
HUC shall be prepared to report the following during the pandemic when the pandemic
begins to affect employees by causing absences due to employee illness, family illness, or
fear of exposure:
How many employees in a department are affected.
How many employees absent, reason for absence, duration of absence, and estimated
time for return.
Status of first responder available to provide essential services.
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7.3 RESPONSIBLE HUC OFFICIALS
The General Manager of HUC has overall responsibility for ensuring the adequacy of
for implementing the COOP.
7.4 DISTRIBUTION OF PANDEMIC INFLUENZA PLAN
ed, updated, and distributed annually.
7.5 TRAINING AND EXERCISES
It is critical that HUC prepare all its employees to adequately respond to a pandemic
influenza outbreak. Every HUC employee will receive training on those portions of the plan
that directly affect their work or their well-being. HUC will conduct exercises and train
employees on their roles and responsibilities in providing essential services during a
pandemic. HUC will participate in local, State, and regional exercises as appropriate.
Each Department is required to develop training that includes specific policies and procedures
for their employees during a pandemic influenza event. training will provide employees
with information about the organizations COOP, their responsibility for providing essential
services, and specific policies and procedures which employees are expected to follow during a
pandemic event.
7.5.1 Training Methods and Delivery
HUC may use Web-based training, video presentations, direct classroom instruction, and written
materials ranging from overviews to detailed information to educate its workforce, customers,
and business partners.
7.5.2 Management Training
All department heads will be responsible for compliance and training. In addition, managers
must understand their roles and responsibilities during a pandemic, use of reporting systems and
tools, and reporting requirements for impact and absenteeism.
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A PPENDIX A. I NFECTION C ONTROL P ROCEDURES
Minimizing illness is one of the key strategies for improving resiliency during a pandemic event.
Strategies include, but are not limited, to:
Restricting workplace entry of people with influenza symptoms.
Practicing good personal hygiene and workplace cleaning habits.
Increasing social distancing (e.g. telecommuting, avoiding face-to-face contact).
Managing staff that become ill at work.
Managing staff that travel overseas.
HUC will initiate assessment activities to determine existing and potential impacts to HUC and
initiate activities in support of full implementation of the Pandemic Influenza Plan for the
Organization.
This appendix provides a checklist and guidelines for use by HUC in initiating activities to
proactively minimize the transmission of influenza viruses in the workplace.
RESTRICT WORKPLACE ENTRY
On declaration of
Implement appropriate travel guidelines and restrictions for HUC employees.
Post notices at all workplace/facility entry points advising staff and visitors not to enter if
they have influenza symptoms.
Send employees with influenza symptoms home and provide them with proper information
about how to prevent transmission to others while traveling home (e.g., wear masks,
gloves, keep min. 6 feet distance from others, etc.)
Advise employees not to come to work when they are feeling sick, particularly if they are
exhibiting any influenza symptoms.
Advise ill employees to stay away from other people during their period of illness,
preferably at home, until their symptoms resolve. Note that staff who have recovered
from pandemic influenza are unlikely to be re-infected as they will have a measure of
natural immunity to the virus. These employees should be encouraged to return to work
as soon as they are well unless family conditions dictate otherwise.
Send out information to all employees, customers and business partners regarding hygiene
etiquette and HUC.
Identify restrictions on visitor access that may be needed and when those would begin.
Identify any changes to building access procedures that may be needed.
Determine if special lobby security procedures would be required and when they would be
implemented.
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Decide whether special training or equipment would be required for those in the
lobby who greet employees and visitors if the lobby is not closed.
Consider special screening for visitors, vendors, and possibly employees. (See
Screening Questionnaire, appendix C.)
Identify which internal services and gathering places will be closed.
PERSONAL HYGIENE ETIQUETTE
During all HUC Pandemic Phases:
HUC will biannually or more frequently, educate the workforce, customers, and business
partners about basic personal hygiene measures that everyone should be encouraged to
practice as a preventative measure for transmitting viruses.
Keep hands away from the mucous membranes of the eyes, mouth, and nose.
Cover nose and mouth when sneezing and coughing (preferably with a
disposable single use tissue) and immediately dispose of used tissues in
proper waste container.
Adopt good hand washing/hand hygiene practices, particularly after
coughing, sneezing or using tissues.
Avoid contact with individuals at risk (e.g. small children or those with
underlying or chronic illnesses such as immune suppression or lung disease)
until influenza-like symptoms are resolved.
Where possible, avoid contact with people who have influenza-like symptoms.
Ask people to use a tissue and cover their nose and mouth when coughing or sneezing and
to wash their hands afterwards.
HUC will put signs up in employee areas and restrooms regarding proper hygiene etiquette
as described above.
WORKPLACE CLEANING
During a pandemic, additional measures will be necessary to
minimize the transmission of the virus through environmental
sources, particularly hard surfaces (e.g. sinks, handles, railings,
objects and counters). Transmission from contaminated hard
surfaces is unlikely, but influenza viruses may live up to several
days on such surfaces. Cleaning and disinfecting products that
infectants for Use
Against SARS-CoV-2 will be used to ensure proper cleaning.
Influenza viruses are inactivated by alcohol and by chlorine. Cleaning surfaces with a neutral
detergent followed by a disinfectant solution is recommended. Surfaces that are frequently
touched with hands should be cleaned often, preferably daily. The table below suggests the
appropriate choice and concentration of disinfectants.
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Ensure that adequate supplies of hand hygiene products are available to both cleaning
crews and employees. This should be planned well in advance of an influenza pandemic,
as there may be interruption to the supply or shortages of soap and hand towels during a
pandemic.
Additional cleaning and more stringent waste disposal measures put in place and
implemented to minimize infection transmission via hard surfaces.
Departmental plans should identify the basic hygiene practices (including hand
hygiene) to be followed by cleaners, the protocols for use personal protection
equipment, and the methods for waste disposal.
Workers will receive proper training for use of Personal Protective Equipment (PPE) and
cleaning methods and other related requirements.
Specific measures and requirements for waste disposal should be included in
contractual agreements as part of terms and conditions.
Signs posted in employee and public areas regarding access restrictions during pandemic
events.
Post hygiene etiquette notices in all workplace entrances, washrooms, hand washing
stations, and public areas.
Remove all magazines/papers from waiting rooms and common areas such as break
rooms and kitchens.
Only use individually packaged items in breakrooms or common areas.
Immediate cleaning procedures for sanitizing work areas when a person with suspected
influenza is identified and has left the workplace including documentation of work
accomplished by appropriate staff or contractors.
Signs in all work areas to advise not to share cups, dishes, and cutlery and to wash these
items thoroughly with soap and hot water after use.
Air Conditioning: There is evidence that influenza can spread in inadequately ventilated
internal spaces. All internal spaces should be well-ventilated, preferably by fresh air from
open windows, or by properly designed and maintained air-conditioning systems. As part
of workplace health and safety monitoring, HUC will work contractors for buildings owned
by HUC to assure that building air conditioning systems are maintained regularly and to the
appropriate standard, as per the Building Code.
Install protective barriers where needed to minimize exposure from close contact.
SOCIAL DISTANCING
Social distancing will be implemented as a proactive way of minimizing staff contact with others
that may have or be exposed to influenza. Contact with those who are ill should be avoided
wherever practicable. Suggestions for how to minimize contact include:
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Green-Orange Phase:
Initiate travel restrictions
Advise workers to avoid crowded places and large gatherings of people, whether in
internal or external spaces, whenever possible.
Maintain a distance of at least six feet between persons wherever practical. Larger
distances are more effective.
No touching or shaking hands.
Begin arrangements for workers to work from remote or alternate sites or from home.
Initiate efforts to define other worksites and arrangements to initiate different shifts to
reduce the number of people working in close quarters as well as staggering shifts so one
shift goes off duty before the new shift enters.
Enhance ventilation in facilities between shifts if needed.
Advise employees to avoid public transportation.
Advise employees to bring own meals and eat at their desks and stagger lunch hours to
reduce crowding in shared use areas.
Provide employees with cleaning supplies to clean their work areas each day.
Provide employees with tissues and instructions on proper waste disposal.
Provide employees with PPE and instructions on when and how to use.
Advise employees to not congregate in coffee rooms or other areas where people
socialize. If a face-to-face meeting with people is unavoidable, minimize the meeting
time, choose large meeting rooms and sit at least three feet away from each other if
possible; avoid shaking hands or hugging. Consider holding meetings in the open air.
Set up systems where clients and customers can pre-order or request information via
phone, email, or fax and have order information ready for fast pick-up or delivery.
Encourage staff to avoid recreational or other leisure classes or meetings where they
might come into contact with infectious people.
Orange-Red Phase:
Restrict face-to-face contact with customers and business partners and use alternate
methods for communications.
Use electronic mail to communicate with HUC.
Promote payment of bills by electronic mail only.
Minimize face-to-face meetings. Use conference call or other videoconference if available.
Set up variable hours and shifts to avoid crowding at the workplace including:
leaving the
workplace before the new shift enters.
If possible, leave an interval before re-occupation of the workplace.
If possible, thoroughly ventilate the workplace between shifts by opening doors and
windows or turning up the air-conditioning.
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Red Phase:
HUC will fully implement the Pandemic Influenza Plan and restrict work to only those essential
functions required for continuity of operations:
All non-essential personnel will be sent home.
HUC will restrict access to all HUC facilities as required.
HUC will assign essential personnel to work remotely from home or alternate worksites
whenever possible.
HUC will implement stringent infection control and workplace cleaning practices in all
HUC owned facilities.
HUC will set up alternate work sites as necessary.
MANAGING STAFF WHO BECOME ILL AT WORK
All Phases:
If a person feels ill, or if someone observes that another person is exhibiting symptoms of
influenza at work, the work site manager or supervisor should be contacted by telephone, if
possible.
Management and Supervisory staff shall:
Avoid visiting the potentially ill person and manage the situation over the phone, text or email.
Check to see if the employee has any of the known symptoms of influenza.
If the employee does have symptoms that match some or all the known symptoms of
form should be completed, including details of any staff and/or visitors they have been in
contact with. This information will permit the appropriate staff to identify recent
movements and monitor well-being during the pandemic.
The employee should be informed where they can find a surgical mask and instructed to
wear it immediately. This is to help protect other staff.
The employee should leave work and immediately contact a health professional in the
manner advised by MDH or Hutchinson Health. This may involve an initial assessment
screening,
seek further advice.
work.
The employee should, if possible, avoid public transport when leaving work.
disinfected.
Management staff will need to set up a system to manage the absence and return to work
of ill employees and their contacts. Information that should be collected:
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o Decisions on leave status.
o Information on how to cover the workload for an ill employee.
o Status of employee whom the supervisor should check on during his/her
absence from work. This will facilitate treatment and contact tracing.
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A PPENDIX B. C RITICAL F UNCTIONS & S TAFF
Mission-critical functions and staff:
o Category One Which employees perform a mission-critical activity and must be on site to
perform the work.
System Control Personnel
Generating Plant Operators
Generating Plant Mechanics
Electric Division Lineman
Engineering/Metering Technicians
Natural Gas Meter/Service Personnel
Natural Gas Construction Personnel
Transmission Crew Chief
Electricians
o Category Two Which employees perform a mission-critical activity and may work remotely
from home or from an alternate work location via remote access.
Management Personnel
Non-mission-critical functions and staff:
o Category Three Which employees perform an activity that is not mission
critical but could be performed with reduced hours or via remote access if
sufficient appropriate resources, such as bandwidth or equipment, are available.
Energy Conservation Administrator
Computer System Analyst
Administrative Coordinator
Customer Service Representatives
Account Supervisor
Accountant
Inventory Agent
GIS
o Category Four Which employees perform an activity that is not mission critical
and cannot be performed via remote access.
NOTE: Some employees in various areas have past work experience in critical areas. The ability to transfer
personnel to other areas to assist with critical functions exists. In addition, mutual aid would be considered in
certain situations.
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A PPENDIX C. S YMPTOMS O F I NFLUENZA
WORKER SUPERVISOR
NAME
WORK PHONE
HOME PHONE
CELL PHONE
DATE FORM
COMPLETED
ORG UNIT
Instructions: Check each box where symptoms have been observed by supervisor.
Symptom Influenza Comments
Usual, sudden onset of 100.4 to
Fever
104 degrees Fahrenheit that lasts
3-4 days
Usual and can be severe
Headache
Usual and can be severe
Aches and Pains
Usual and can last 2-3 weeks or
Fatigue and
more after the acute illness
Weakness
In children under 5 years old
Nausea, Vomiting,
Diarrhea
Rare
Runny, Stuffy Nose
Rare in early stages
Sneezing
Usual
Sore Throat, Dry Cough,
or Difficulty Breathing
Usual and can be severe
Chest Discomfort
Respiratory failure can worsen a
Other Complications
current chronic condition, can be life
threatening
Date and type of
Employee Immunized?
YES
immunization:
NO
Actions Taken by
Supervisor:
Sent Home
Other Action:
Other Actions:
Individuals Exposed to Ill Employee:
Medical Approval to Return to Work
: Date:
Copy on File with HR
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A PPENDIX D. V ISITOR S CREENING Q UESTIONNAIRE
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A PPENDIX E. P ANDEMIC M ATERIALS
This Page Intentionally Left Blank
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HUTCHINSON UTILITIES COMMISSION
Board Action Form
Agenda Item:
BidApproval-Plant#225/46.7MVALTCXFMR
Presenter:Agenda Item Type:
J.Carter
NewBusiness
Time Requested (Minutes):
10
Attachments:
Yes
BACKGROUND/EXPLANATION OF AGENDA ITEM:
AContractforthepurchase,delivery,andcommissioningofa25/46.7MVAtransformer
withLTCtobeinstalledatthePlant#2Substation.
TheContractincludesachangeorder(E-1)tosubtractsalestaxfromtheoriginalbid
amount,andtoincludethe1.5%discountforalsopurchasingthe4.025MVAgrounding
transformer.
BOARD ACTION REQUESTED:
ApprovecontractforLTCtransformertoVirginiaTransformerCorporationfor
$724,965.00
Fiscal Impact:
Included in current budget: Budget Change:
Yes
No
PROJECT SECTION:
Total Project Cost:
Remaining Cost:
HUTCHINSON UTILITIES COMMISSION
Board Action Form
Agenda Item:
ContractApproval-Plant#2GroundingXFMR
Presenter:Agenda Item Type:
J.Carter
NewBusiness
Time Requested (Minutes):
10
Attachments:
Yes
BACKGROUND/EXPLANATION OF AGENDA ITEM:
AContractforthepurchase,delivery,andcommissioningofa4.025MVAZigZag
GroundingtransformertobeinstalledatthePlant#2Substation.
TheContractincludesachangeorder(E-1)tosubtractsalestaxfromtheoriginalbid
amount,andtoincludethe1.5%discountforalsopurchasingthe25/46.7MVA
transformer.
BOARD ACTION REQUESTED:
ApprovecontractforgroundingtransformertoVirginiaTransformerCorporationfor
$244,925.00
Fiscal Impact:
Included in current budget: Budget Change:
Yes
No
PROJECT SECTION:
Total Project Cost:
Remaining Cost:
HUTCHINSON UTILITIES COMMISSION
Board Action Form
Agenda Item:
CEPowerPlant2substationimprovements
Presenter:Agenda Item Type:
Jeremy/Dave
NewBusiness
Time Requested (Minutes):
5
Attachments:
Yes
BACKGROUND/EXPLANATION OF AGENDA ITEM:
DuetothePlant2substationtransformerfire,HUCwillneedtoupgradethesiteto
accommodatethenewtransformersandswitchgear.
StaffisrequestingapprovalofRequisition8478toallowCEPowertoprovidethe
requiredtechnicallabor,supervision,basicequipment,materials,andengineeringto
performthescopeofwork.
HUChasusedCEPowertohelpwithtransformertestingandinspectionduringthe
insuranceclaimprocessalongwithprovidingthescopeofworkforthetransformer
removalandsitecleanupafterthefire.Theywerealsoinstrumentalintheprocurement
ofthereplacementtransformers.BecauseofthecloseworkingrelationshipCEPower
hashadonthisentireprojectstaffwouldliketocontinuetouseCEPowerasa
continuationofthisprojecttocompletethenewsitedesign.
BOARD ACTION REQUESTED:
ApproveRequisition8478
Fiscal Impact:
42,965.00
Included in current budget: Budget Change:
Yes
PROJECT SECTION:
Total Project Cost:
Remaining Cost:
May 21, 2020
Hutchinson Utilities Commission
255 Michigan Street SE
Hutchinson, MN 55350
Attention: Dave Hunstad
Subject: 832862 Plant 2 Substation Engineering
Dear Dave,
CE Power appreciates this opportunity to be of service to Hutchinson Utilities Commission. You can
be assured that our crews will work safely to provide you with a quality project. CE Power has been
a proven leader in electrical testing, commissioning, construction, and engineering services. Our
qualifications include:
24/7 Emergency service
Highly skilled employees including NETA Certified technicians, Professional Engineers, Field
Engineers, Project Managers, and Master and Journeymen Electricians
Large local crews with access to a vast network of talent and resources to support large and
turnkey projects with minimal downtime
State-of-the-art specialized testing equipment
Continuous training and professional development at all levels of the organization
We appreciate the opportunity to work with you on this project. If you have any questions or
concerns, please contact me at 218-242-2308 or jamie.foster@cepower.net
Sincerely,
Jamie Foster
Account Manager
Page 1 of 6
Project Summary:
Plant 2 Substation Engineering
Work Scope:
CE Power (CEP) will provide the required technical labor, supervision, basic equipment, consumable
materials, and engineering services to perform the following scope of work:
1. Civil design a new concrete pad for grounding transformer near the dead-end structure
including oil containment.
2. Civil design new concrete pad for new XFMR including oil containment.
3. Spec. for taking soil samples for pad/soil correction for oil contamination.
4. Prepare required testing specification for substation equipment to prove everything
functions per NETA standards. See below notes
(I talked to Mike and Kip and this is for providing a testing specification for testing 69kv
switcher to prove this equipment functions correctly to protect new transformers)
5. Provide control cable schedule between the switchgear and the transformer.
6. Provide testing specification for 15 KV switchgear. I talked to Mike and Kip and this is for
providing a testing specification for testing all transformer protection relaying and breaker
function to prove this equipment functions correctly to protect new transformers and
switchgear.
7. Provide updated arc flash study & labels for the bus we are connecting transformer.
8. Review substation ground grid reports from selected contractor.
9. Prepare material list for connecting both HV & LV on MPT & Zig Zag transformers
10. Prepare addendums.
11. Answer contractor questions.
12. Prepare Specifications for bidding to be sent out to contractors per Hutchinson
recommended contractors.
Equipment Scope:
Plant 2 substation engineering and design
Notes and Clarifications:
1. CE Power is committed to a safe work environment for our personnel and in maintaining
our industry leading safety record. In support of this effort, t the
If site conditions are less than ideal, requiring additional time and effort
CE Power Proposal «Opportunities_name»
Page 2 of 6
to meet typical safety standards, CE Power reserves the right to pass on any delay costs to
the customer.
2. This proposal includes labor, basic test equipment, and a written test report.
3. Sales tax is not included in this proposal but will be added to all applicable invoices. If this
project is tax exempt, please submit applicable tax-exempt certificate with purchase order
or order acknowledgement upon award of the project.
4. Any equipment found defective during inspection or testing will be brought to your
immediate attention. Any recommended repairs will require written authorization prior to
being performed. This work will be charged per CE Power applicable rates.
5. If this proposal covers troubleshooting it does not guarantee that the equipment will be
repaired. CE Power will attempt to repair the device to the best of its ability. Additional cost
will be incurred if parts and/or labor beyond that which has been initially specified is required.
6. Testing and/or abatement of hazardous materials, including but not limited to asbestos and
lead paint, are not included in this proposal unless explicitly stated otherwise.
7. Any delays experienced on site, not caused by CE Power, such as inclement weather, de-
energizing/energizing equipment for the outage, equipment malfunction, coordination
between trade(s), etc. may be subject to additional charges.
8. Notice of delays or change orders will be brought to your attention before costs are
incurred. The customer must provide written authorization to proceed with any additional
work.
9. Utility switching fees and/or wiring permit fees, if any, are not included in this proposal and
will be additional to the base contract price.
10. A charge will apply if work is cancelled within 48 hours of the scheduled date.
Hutchinson Utilities Responsibilities
1. Clear and free access to the work location and parking for required vehicles.
2. Provide adequate site conditions clear from mud, snow, and ice, as required. This includes
removal of debris, snow, or other obstructions for clear and safe access.
Project Schedule:
Proposal is based on the following preliminary schedule: 7am till 3:30pm
1 The pricing is based on work being performed during normal working hours, Monday through
Friday, 7AM-3:30PM. Work after normal working hours, Saturdays, Sundays, and Holidays is
not included.
2 Any specific schedule or time frame offered for accomplishing the scope of work in this
proposal is subject to prior sale and the availability of CE Power resources. The schedule for
performance of this work scope must be confirmed with CE Power at the time of order
placement.
CE Power Proposal «Opportunities_name»
Page 3 of 6
Project Pricing:
CE Power is proposing to complete the Work Scope listed above for the following amount:
Cost for the above Engineering SOW is $ 39,965.00
If soil boring is need this will be a cost quoted from Braun Intertec or American testing. cost is
around $3000.00
If Batteries need to be tested or Load Bank tested for Hutch utilities CE will quote this
separate.
Terms:
Standard CE Power Terms and Conditions apply
Terms: Progress billing per month
Freight: Prepay and Add
FOB: Factory
Shipment: 30ARO
This proposal is valid for 15 days
Invoicing is net 30 days
Proposal Acceptance Information
Upon acceptance of this proposal, please send contract/purchase order to:
CE Power
Email: jamie.foster@cepower.net
This proposal is considered proprietary in nature, intended for the sole use of the entity addressed above, and as
such is not intended for general public distribution.
CE Power Proposal «Opportunities_name»
Page 4 of 6
Standard Terms and Conditions of Sale
Unless a separate agreement on terms and conditions exist Purchaser may cancel this contract upon written notice and upon
between the Company and the Purchaser, the following terms payment to Company of reasonable and proper cancellation
and conditions shall apply to all sales by CE Power Holdings, charges; including but not limited to charges for engineering, testing,
Inc., its affiliates, including CE Power Solutions, LLC, Utilities repair, upgrade and installation work completed, and for materials
Plus Electrical Services, Inc., CE Power Engineered Services, on order / in manufacture / in storage and lost profits.
LLC (dba CE Power, 3C Electrical, PGTI, Hope Engineering, If the financial condition of Purchaser at any time does not, in
Reuter & Hanney, Inc. the judgment of Company, justify continuance of the work to be
performed hereunder on the terms of payment agreed upon,
1. Terms of Payment - Terms are net cash due 30 day from the date Company may require full or partial payment in advance or shall be
of invoice. If payment is not made within the 30 days of invoice date, entitled to cancel the Contract and shall receive reimbursement for
1
a late payment charge of 1 /% per month will be imposed on the its reasonable and proper cancellation charges. In the event of
2
unpaid balance. With respect to goods purchased, pro rata bankruptcy or insolvency of Purchaser or in the event any
payments shall become due as partial shipments are made. When proceeding is brought against the Purchaser, voluntarily or
shipments are delayed by the Purchaser, payment shall become involuntarily, under the bankruptcy or any insolvency laws, Company
due from the date the Company is prepared to make shipment. shall be entitled to cancel the Contract at any time during the period
allowed for filing claims against the estate and shall receive
shipment or (ii) are placed in off-site storage, will be invoiced as if reimbursement for its reasonable and proper cancellation charges.
shipped when originally scheduled and will be held and stored at
the risk and expense of the Purchaser. available to it at law or in equity.
9. Limitation of Liability - The Company will not accept any penalty
2. Payment - If, in the sole opinion of the Company, the financial or liquidated damage clauses of any kind, or any liability arising from
condition of the Purchaser at the time the equipment is ready such clauses, unless specifically approved in writing by a duly
for shipment does not justify the terms of payment specified, authorized representative of the Company. The Company will not be
then as a condition of shipment, Company may require (i) that liable for any indirect, special, consequential, or punitive damages
the Purchaser provide adequate assurances of payment or (ii) (including lost profits, loss of use, business interruption, lost
payment terms satisfactory to the Company, in its sole productivity, loss of communications) arising out of or relating to this
discretion. purchase (whether for breach of contract, breach of warranty, tort,
3. Quotations - negligence, or other form of action) and irrespective of whether
a.Quotations are void unless accepted within thirty (30) days
Company has been advised of the possibility of any such damage.
from the date thereof, unless otherwise stated and, in the
meantime, are subject to change or withdrawal upon notice.
Purchaser paid to the Company for the specific Goods or Services
Orders made thereon are not binding until and unless
provided by the Company giving rise to the claim or cause of action.
accepted by the Company. Shipping dates are approximate
10. Damage and Loss Claims. The Company shall not be
and based upon prompt receipt of all necessary information
and approved drawings whenever required. Stenographic and
clerical errors are subject to correction.
responsibility for loss, shortage, or damage ceases with the
b.on a
delivery to a common carrier, at which time title and risk of loss
straight time basis, excluding work on Saturdays, Sundays and
pass to the purchaser, and all claims for loss, shortage, damage,
or delay must be made to the carrier by the Purchaser. Concealed
4. Changes, Deletions and Extra Work: Purchaser, without
damage claims must be reported to the carrier within 15 days from
invalidating the Contract, may order extra work scope and make
the date of delivery. The Company will reasonably assist the
changes in altering, addition to or deducting from the work, the
Purchaser in securing satisfactory adjustment of any claims.
Contract sum being adjusted accordingly. All such work shall be
11. Warranty
executed under the conditions of this Contract except that any
a. The Company warrants that the (i) goods shall be as provided
claim for extension of time caused thereby shall be adjusted at the
by the specifications provided by Purchaser and new (unless
time of ordering such change.
otherwise directed or permitted), and if new, without apparent
The value of any such extra work or change shall be
damage or defect, (ii) services will be performed in accordance
determined in one or more of the following ways:
with the specifications provided by Purchaser and performed in
(a)by estimate and acceptance of lump sum.
a workmanlike manner. In the event Purchaser notifies
(b) by unit prices named in the Contract or subsequently
Company of defective materials or workmanship within the
agreed upon.
lesser of eighteen (18) calendar months from shipment of
(c) by cost and percentage of cost or by cost and a fixed fee.
materials or completion of the work, or twelve (12) calendar
5. Minimum Billing Charge - The minimum billing charge will be
months from installation of the goods, the Company will, (i) at
$100.00.
its option either repair or replace defective new materials, and
6. Delivery - Unless otherwise specified, all products are delivered
correct the defective workmanship free of charge. Repairs or
f.o.b. point of shipment regardless of transportation costs being
warranty work will be performed f.o.b. factory or at a
-
7. Shipment Delays - The Company shall not be liable for delays in
b. Whenever work is
starting work or in shipment or non-shipment due to causes beyond
performed during a normal eight-hour straight-time day. If the
Purchaser requests that product warranty work be performed
fires, strikes, labor disturbances, floods, epidemics, quarantine
during any other time period, Purchaser will be invoiced for
restrictions, war, insurrections or riot, civil or military authority,
the premium portion of the work; i.e. the difference between
compliance with priority orders or preference ratings issued by the
the applicable rate and the overtime rate for the services
performed.
transportation, unusually severe weather, or inability to obtain
c. This warranty does not apply to, nor is any expense or other
necessary labor, materials or manufacturing facilities due to such
damages or liability assumed for, any goods are used, which
causes or any of them. In the event of any such delay, the date of
have been improperly stored, or installed, or from any
shipment will be extended, at the minimum, for a period equal to the
accidental or intentional attempts to operate the goods in
period of the delay. The contract of sale will in no event be subject
excess of their rating, or in any abnormal atmosphere or
to cancellation by the Purchaser, whether due to delay in delivery
environments, or to which unauthorized repairs have been
or to any other cause, except by mutual agreement, nor shall the
made whether or not such goods are defective or in accord
Company be liable under any circumstances for special or
with the specifications. Any such repairs or modifications
consequential damages on any account of delay.
must be authorized by the Company in writing.
8. Suspension/Cancellation: In the event Purchaser requests a
d. This warranty does not apply to, nor is any expense or other
suspension of work under this Contract, Purchaser shall, in writing,
damages or liability assumed for work performed on serviced
notify Company reasonably in advance of the suspension date; this
notification will indicate the anticipated suspension period.
equipment that has been subsequently serviced by another
Company shall advise Purchaser of the price adjustment resulting
firm without authorization by the Company in writing.
from the planned suspension of the work. The price adjustment will
12. Equipment and Materials of Others -
responsibility does not extend to equipment not manufactured
and any materials, and equipment during the suspension period.
Remobilization costs will be priced on the same basis.
by the Company. The Company will reasonably assist
jurisdiction, in Hamilton County Court of Common Pleas, Cincinnati,
Purchaser in making claims under any warranty provided by the
Ohio.
supplier or manufacturer of such equipment.
Any information, suggestions or ideas transmitted by
a.
Purchaser to Company in connection with performance hereunder
are not to be regarded as secret or submitted in confidence except
state.
as may be otherwise provided in a writing signed by a duly
b. THE FORGOING WARRANTY IS EXCLUSIVE AND
authorized representative of Purchaser.
EXPRESSLY IN LIEU OF ALL OTHER WARRANTIES
Company shall comply with all state and federal safety and health
(EXCEPT TITLE), WHETHER EXPRESS OR IMPLIED,
laws, including but not limited to the Occupational Safety and Health
INCLUDING THE IMPLIED WARRANTIES OF
Act of 1970 (OSHA) and all standards, rules, regulations and orders
MERCHANTABILITY OR FITNESS FOR A PARTICULAR
issued pursuant to such state and federal safety and health laws
PURPOSE. THE FORGOING REMEDIES OF REPAIR OR
and laws related to non-segregated facilities and equal employment
REPLACEMENT SHALL CONSTITUTE THE SOLE REMEDY
opportunity.
OF THE PURCHASER AND SOLE LIABILITY OF THE
This Contract contains the complete agreement between the
COMPANY FOR ANY BREACH OF WARRANTY.
parties and no modification, amendment, revision, waiver or other
13.Nuclear Insurance Indemnity - For applications in
change will be binding on Company unless assented to in writing by
nuclear projects, the Purchaser/Owner shall have a complete and
proper insurance protection against liability and property damage
representation, warranty, course of dealing or trade usage not
resulting from a nuclear incident and shall indemnify the Company,
contained or referenced herein will not be binding on Company.
its suppliers and subcontractors against all claims resulting from a
Purchaser shall obtain and pay for all necessary permits for the work
nuclear incident.
to be done and shall hold company harmless from any liability for
14.Returned Goods - No goods shall be returned without the
work done without said permits.
Purchaser having secured approval
and terms of return from the Company. The return of all goods
including returnable shipping materials such as cable reels, end
plates or covers, oil drums, gas bottles, etc. will not be permitted
INITIALS: COMPANY _____
PURCHASER _____
Returned Goods Authorization Form. Goods returned without
CL2:459754_v3
Revised February 6, 2018
instructions or without charges prepaid will not be accepted. The
Company reserves the right to refuse any goods returned for credit.
15. Termination - After acceptance by the Company, an order shall not
be terminated, in whole or part by the Purchaser except by
agreement in writing from the Company and such agreement will be
contingent upon payment of reasonable charges based upon
expenses already incurred and commitments made by the Company
plus a charge of 10% of the contract price to compensate the
Company for indirect costs resulting from the termination.
16. Rescheduling - Rescheduling of an order by the Purchaser shall
require agreement in writing from the Company and renegotiation of
the price and escalation terms to reasonable cover additional costs
and commitments occasioned by the change. Delivery commitments
made by the Company are based upon complete specifications
and/or information supplied by the Purchaser with the order and
upon prompt return of approval drawings (if required by the
Purchaser) by the date requested by the Company. Rescheduling of
returning approval drawings shall require renegotiation of price and
escalation terms to reasonably cover additional costs and
commitments occasioned by the delay.
17.Drawing Approval and Changes - If at drawing approval the
Company has failed to design the product in accordance with the
ecification, the Company will, at its expense, make
definitive, the Company reserves the right to design the product in
at drawing approval, the Purchaser makes changes outside the
price and delivery terms shall be renegotiated to reasonably cover
any additional cost and commitments occasioned by the change.
Changes made to an order by the Purchaser after engineering is
completed or entry of the order into manufacturing will result in
substantially greater costs and delivery delays.
18. Taxes - Prices quoted are exclusive of any present or future federal
or state taxes or local sales, use or excise taxes. If any such present
or future sales, use or excise taxes apply, then they will be added to
the invoice as a separate item unless Purchaser has furnished an
acceptable tax exemption certificate from such tax prior to shipment.
19.General - Company shall not be responsible for the acts and
workmanship of the employees, contractors, subcontractors or
agents of the Purchaser. The Company reserves the right to
subcontract any of the work to one or more subcontractors.
The delegation or assignment by Purchaser of any or all of its
shall be void.
The rights and obligations of the parties under this Contract
shall be interpreted and governed in all respects by the laws of the
state of Ohio. If either party brings against the other party any
proceeding arising out of this agreement, that party may bring that
proceeding only in the United States District Court for the Southern
District of Ohio or, only if there is no federal subject matter