Unknown: So
Unknown: herence of law enforcement at the
Unknown: switch.
Unknown: If any of them mind
Unknown: Good evening and welcome to the Policy Committee and Special Board Meeting of June 10, 2026.
SPEAKER_06: This room is equipped with a safety alarm.
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SPEAKER_06: the dais.
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SPEAKER_06: before re-entering.
SPEAKER_06: This meeting is being recorded and can be accessed on SMUD's website.
SPEAKER_06: Please remember to unmute your microphone when speaking in order that our virtual attendees
SPEAKER_06: may hear.
SPEAKER_06: The microphone will display a green indicator light when the mic is on.
SPEAKER_06: For members of the public attending in person who wish to speak at this meeting, please
SPEAKER_06: fill out a speaker's request form located on the table outside this room and hand it
SPEAKER_06: to SMUD's security.
SPEAKER_06: Members of the public attending this meeting virtually who wish to provide verbal comments
SPEAKER_06: during the committee meeting may do so by using the raise hand feature in Zoom or pressing
SPEAKER_06: star 9 when dialed into the telephone toll-free number.
SPEAKER_06: And at that time, public comment is called, you will be called on.
SPEAKER_06: Technical support staff will enable the audio for you when your name is announced during
SPEAKER_06: the public comment period.
SPEAKER_06: You may also submit written comments by emailing them to public comment at SMUD.org.
SPEAKER_06: Written comments will not be read into the record but will be provided to the board electronically
SPEAKER_06: and placed into the record of the meeting if the comments are received within two hours
SPEAKER_06: after the meeting begins.
SPEAKER_06: Chief legal officer, please conduct the roll call.
Unknown: Director Kurz?
Unknown: Here.
Unknown: Director Rose?
SPEAKER_06: Here.
SPEAKER_07: Chair Herber?
SPEAKER_07: Here.
SPEAKER_07: All committee members are present.
SPEAKER_07: Also present are directors Bowie-Thompson, Sanborn, and present Tomayo.
SPEAKER_06: Thank you.
SPEAKER_06: Item number one is to discuss the monitoring report for strategic direction SD4 reliability.
SPEAKER_06: This will be taken up at our board meeting this week.
SPEAKER_06: And we want to welcome our presenter for tonight, Amandeep Singh, director of distribution planning
SPEAKER_06: and operations.
SPEAKER_00: Good evening.
SPEAKER_00: Amandeep Singh, director of distribution planning and operations.
SPEAKER_00: And tonight I'm here to present the 2025 SD4 annual monitoring report.
SPEAKER_00: Next slide, please.
SPEAKER_00: SD4 states that meeting the customer energy requirements is a core value for SMUD.
SPEAKER_00: And that will be done by ensuring that we have our generation and power purchase portfolio
SPEAKER_00: available 100% of the time and our transmission assets available 99.9% of the time.
SPEAKER_00: On the distribution side, SD4 defines measurable targets both for system average interruption
SPEAKER_00: duration index, known as SADI, and system average interruption frequency index, known
SPEAKER_00: as SAFI.
SPEAKER_00: The targets for SADI are 93.3 minutes, including major events, and 68.7 minutes, excluding
SPEAKER_00: major events.
SPEAKER_00: Similarly, the targets for SAFI are set at 1.14, excluding major events, and 1.33, including
SPEAKER_00: major events.
SPEAKER_00: Major events are defined as events when a state of emergency is declared by the government
SPEAKER_00: in case of an earthquake, fire, or flooding.
SPEAKER_00: And in the absence of state of emergency, SD4 defines the major events as events when
SPEAKER_00: 10% of our customers are impacted or 15% of our assets are impacted, whichever is less.
SPEAKER_00: SD4 mandates that no individual circuit would exceed the SADI and SAFI targets for two consecutive
SPEAKER_00: years.
SPEAKER_00: And if it does, then an immediate remedial action plan is issued which must be completed
SPEAKER_00: within 18 months.
SPEAKER_00: And lastly, SD4 requires SMUD to maintain its electrical system in good repair and make
SPEAKER_00: the necessary infrastructure upgrades to ensure load serving capability and meet regulatory
SPEAKER_00: standards.
SPEAKER_00: Next slide, please.
SPEAKER_00: Let's talk about the 2025 reliability results for SD4.
SPEAKER_00: In 2025, SMUD met customers' energy supply needs 100% of the time through a combination
SPEAKER_00: of SMUD's generation and power purchase supplies.
SPEAKER_00: Digging a little deeper into the generation, our thermal generation assets were available
SPEAKER_00: 88.6% of the time.
SPEAKER_00: Hydro generation was available 90.2% of the times.
SPEAKER_00: And during our peak loading months that occur between June and September, our thermal generation
SPEAKER_00: was available 99.2% of the times, and our hydro generation was available 98.9% of the
SPEAKER_00: time.
SPEAKER_00: At system peak that occurred on July 11, 2025 at the value of 2,838 megawatts, 48% of our
SPEAKER_00: generation was supplied by our internal resources, and 52% was provided by our purchased power.
SPEAKER_00: And our overall transmission system availability was 100% this year.
SPEAKER_00: So we met all the requirements for generation and transmission this year.
SPEAKER_00: Next slide, please.
SPEAKER_00: On the distribution side, SMUD was in compliance with both system average interruption duration
SPEAKER_00: index and system average interruption frequency index.
SPEAKER_00: The value for the final value for safety came out to be 0.87, both for major events and
SPEAKER_00: excluding major events.
SPEAKER_00: And our value for SADI was 49.7 minutes, both for including major events and excluding major
SPEAKER_00: events.
SPEAKER_00: The reason why the values are identical for both these categories is because there were
SPEAKER_00: no events in 2025 that qualified as major events.
SPEAKER_00: And 98.8% of our distribution circuits, 740 out of 749 circuits met the reliability criteria
SPEAKER_00: as outlined in SD4.
SPEAKER_00: Next slide, please.
SPEAKER_00: This is a chart that shows comparison of our SADI performance over the last five years.
SPEAKER_00: The orange line on the bottom horizontal line is our SD4 limit excluding major events, which
SPEAKER_00: is 68.7 minutes.
SPEAKER_00: And the top horizontal green line is our SD4 limit including major events, which is 93.3
SPEAKER_00: minutes.
SPEAKER_00: The main difference between the years 2025 and the rest of the four years shown on this
SPEAKER_00: chart is that, like I mentioned earlier, there were no events this year that qualified as
SPEAKER_00: major events, which is why we do not see the magenta spikes that we see in the years from
SPEAKER_00: 2021 to 2024.
SPEAKER_00: The main contributors this year, or in 2025, for the outages were wind, equipment failures,
SPEAKER_00: underground cable failures, vehicle accidents, unknown causes, and all other causes.
SPEAKER_00: In all other causes are the categories that were otherwise not large enough to be shown
SPEAKER_00: on this chart.
SPEAKER_00: But they consist of the animal and bird related outages, tree related outages, foreign material
SPEAKER_00: on the line, as well as lightning strikes, to name a few.
SPEAKER_00: Next slide, please.
SPEAKER_00: This is a similar chart for safety.
SPEAKER_00: Again, the orange horizontal line is our SD4 limit for safety excluding major events.
SPEAKER_00: 1.14 is the value, and the yellow horizontal line is our SD4 limit including major events,
SPEAKER_00: which is set at 1.33.
SPEAKER_00: Very similar comparison.
SPEAKER_00: No major events this year.
SPEAKER_00: That's why we do not see the magenta spikes.
SPEAKER_00: And very, or actually the same outage contributors with wind equipment failures, underground
SPEAKER_00: cable failures, and vehicle accidents being the main causes of outages in 2025.
SPEAKER_00: Next slide, please.
Unknown: 2025's worst performing circuits.
SPEAKER_00: As I mentioned earlier in my introduction, SD4 mandates that no individual circuit can
SPEAKER_00: exceed the SD4, safety and safety limits for two consecutive years.
SPEAKER_00: And if they do, we have to issue a remedial action plan.
SPEAKER_00: So in 2025, there were nine circuits out of our 749 distribution circuits that did exceed
SPEAKER_00: the reliability limits for the second consecutive year in 2025, which is why we issued 20 projects
SPEAKER_00: to rectify these issues.
SPEAKER_00: And the remaining six, or out of those 20 projects, 14 projects have been completed,
SPEAKER_00: and the remaining six projects are in the process of getting completed.
SPEAKER_06: Could you give us an idea of where these projects are?
Unknown: Yes.
SPEAKER_00: They're all across our territory.
SPEAKER_00: They're Sacramento, Citrus Heights, Elk Grove, downtown Sacramento.
SPEAKER_00: So that's where they are all located.
SPEAKER_00: And most of them were the cable failures.
SPEAKER_00: Next slide, please.
SPEAKER_00: That concludes my presentation.
SPEAKER_00: So I'm requesting the board to accept the 2025 SD4 monitoring report.
SPEAKER_00: Do we have any questions?
SPEAKER_06: Seeing none, then this would go on our consent calendar.
SPEAKER_06: Is that correct?
Unknown: Okay.
Unknown: That is correct.
SPEAKER_07: Oh, yes.
SPEAKER_07: Go ahead, President.
SPEAKER_01: So the circuits that went down, you said that primarily underground cable failures?
SPEAKER_01: Is that what it is?
SPEAKER_00: The majority of them are underground cable failures.
SPEAKER_00: The majority of those nine are.
SPEAKER_00: There are other causes as well.
SPEAKER_00: There were some recloser-related outages.
SPEAKER_00: One was the avian protection-related outages that we fixed.
SPEAKER_00: But most of them are the cable failures, yes.
SPEAKER_01: Do we have some sort of a process for addressing types of circuits or identifying types of
SPEAKER_01: circuits that are most likely to fail and trying to get ahead of this so we don't?
SPEAKER_00: And on an annual basis, we're replacing 200,000 feet of underground cables that we do on an
SPEAKER_00: annual basis.
SPEAKER_00: So, yes, we do have a program that we proactively replace our underground cable.
SPEAKER_01: Do we think that we're catching up to the predicted failure rate?
SPEAKER_01: I know the prediction can't be perfect, but we must have some sort of idea of what we
SPEAKER_01: expect.
SPEAKER_01: Are we narrowing that population as we're replacing cable?
SPEAKER_00: We definitely are.
SPEAKER_00: We're with our preventative maintenance as well as the proactive cable replacement, yes.
SPEAKER_00: The underground cable failures over the years, they have the contributions to the overall
SPEAKER_00: safety and safety limits.
SPEAKER_00: That has come down, yes.
SPEAKER_00: Okay.
SPEAKER_00: Thank you.
Unknown: All right.
SPEAKER_06: Well, Chief Legal Officer, have we received any requests to speak on item number one from
SPEAKER_06: our virtual attendees?
Unknown: No, we have not.
SPEAKER_07: I'm going to make a comment.
SPEAKER_06: Okay.
SPEAKER_06: We'll have a comment from Director.
SPEAKER_02: A couple things.
SPEAKER_02: One, and I know this has come through.
SPEAKER_02: I have some customers in my ward that are along Mississippi Bar and they only have one
SPEAKER_02: access point.
SPEAKER_02: They're vulnerable to having outages and it's been ongoing for years.
SPEAKER_02: But it brought an idea to my mind is when we see certain circuits that aren't necessarily
SPEAKER_02: meeting their reliability, I was thinking about how can we be creative.
SPEAKER_02: I said, well, maybe we can extend some kind of enhanced battery incentive to people in
SPEAKER_02: that specific neighborhood.
SPEAKER_02: I wanted to just throw that out there.
SPEAKER_02: I was trying to make sure we're thinking creatively.
SPEAKER_02: You put behavioral psychology, maybe you say, okay, we're going to offer you a 10%,
SPEAKER_02: 25% bump on our incentive because we're going to fix this, but we know it may matter to
SPEAKER_02: you and it impacts people differently.
SPEAKER_02: So I just thought that the staff is something to make me think about and how to be creative
SPEAKER_02: with cross-cutting policies.
SPEAKER_02: And then one comment about the presentation, and this will be a suggestion.
Unknown: In past years, I've asked about how do our safety and safety compare to industry standards.
SPEAKER_02: I know at one point I had come across the SCE standards and then I was told that they're
SPEAKER_02: definitely not apples to apples.
SPEAKER_02: But for me, I think something that would be helpful to add to that report is some kind
SPEAKER_02: of slide that would give us a comparison of what is standard in the industry.
SPEAKER_02: Because I know we've heard this verbally over the years, especially from Maria in the
SPEAKER_02: past, that our standards are actually very tight and aggressive in industry leading.
SPEAKER_02: But it would be good that we don't have to come here every year and think about that.
SPEAKER_02: You can put it right under our notes.
SPEAKER_02: Yeah, that's my thought.
SPEAKER_05: Yes, Frankie?
SPEAKER_05: Frankie Mcderm, Chief Operating Officer.
SPEAKER_05: I think coincidentally, the second presentation from Amadeep that talks about a change to
SPEAKER_05: ST4 includes information around benchmarking.
SPEAKER_05: So see the side meet what you need.
SPEAKER_05: But I see what you're saying to make it standard as part of that's the board's wishes.
SPEAKER_05: We can certainly consider that.
SPEAKER_05: Okay, I saw the change of the numbers, but I didn't see that second part.
SPEAKER_02: So maybe we're all going to hit it in a minute.
SPEAKER_02: Those are my thoughts.
SPEAKER_02: Thanks, guys.
SPEAKER_06: Sure.
SPEAKER_06: Okay, we're going to move on now to item number two, which is to discuss approving proposed
SPEAKER_06: revisions to strategic direction SD4 reliability.
SPEAKER_06: And our presenter is the same.
SPEAKER_06: Amandeep Singh, please go ahead.
Unknown: Good evening again.
SPEAKER_00: Amandeep Singh.
SPEAKER_00: I'm the Director of Distribution Planning and Operations.
SPEAKER_00: And tonight I'm here to seek approval to SD4's System Average Interruption Duration Index,
SPEAKER_00: or SADI, targets.
SPEAKER_00: Just a quick background on SD4.
SPEAKER_00: SD4 defines measurable targets for both System Average Interruption Duration Index, or SADI,
SPEAKER_00: and System Average Interruption Frequency Index, SAFE.
SPEAKER_00: The targets were first introduced into SD4 in 2003.
SPEAKER_00: And the target for SADI was set at 68.7 minutes.
SPEAKER_00: And for SAFE it was set at 1.14.
SPEAKER_00: In 2009, we introduced the concept of major events into SD4.
SPEAKER_00: Major events are defined as the events when a state of emergency is declared by the government
SPEAKER_00: in case of an earthquake, fire, or severe storms or flooding.
SPEAKER_00: And in absence of a state of emergency declaration, SMUD's SD4 defines the major events as the
SPEAKER_00: events when 10% of our customers are out of service or 15% of our assets are impacted,
SPEAKER_00: whichever is less.
SPEAKER_00: So in 2009, we introduced two new targets into SD4.
SPEAKER_00: SADI with major events that was set at 93.3 minutes, and SAFE with major events that was
SPEAKER_00: set at 1.33.
SPEAKER_00: And our targets have not been modified or changed since 2009.
SPEAKER_00: A regular review and revision of these metrics are critical.
SPEAKER_00: It's a very common utility practice to evaluate these targets periodically and modify them
SPEAKER_00: as necessary.
SPEAKER_00: Next slide, please.
SPEAKER_00: Okay, this graph shows the comparison of our SADI performance over the years since
SPEAKER_00: the targets were first introduced in 2003.
SPEAKER_00: The dashed yellow line is our SADI target with major events that was set in 2009 at
SPEAKER_00: 93.3 minutes.
SPEAKER_00: And the red diamonds are the years when we've missed our targets for SADI, including major
SPEAKER_00: events.
SPEAKER_00: And if you focus your attention to the right side of this chart, you will notice that we
SPEAKER_00: have missed these targets seven out of 10 times in the last 10 years and four out of
SPEAKER_00: five times in the last five years.
SPEAKER_00: And that is due to the well-documented climate-induced events and the storms that we have seen, the
SPEAKER_00: winter storms that the Sacramento region has seen over the last decade.
SPEAKER_00: Next slide, please.
SPEAKER_00: To evaluate our performance and our targets, we hired a consulting company, Sergeant and
SPEAKER_00: Lundy, to benchmark our performance and targets against other utilities.
SPEAKER_00: We benchmarked 35 different utilities that were similar in size and similar geographical
SPEAKER_00: locations as us.
SPEAKER_00: And we found out that 26% of these utilities have a target for SADI excluding major events,
SPEAKER_00: which means 74% of the utilities do not have any formal SADI targets.
SPEAKER_00: Does not mean that they do not monitor their performance, but they just do not have any
SPEAKER_00: formal targets.
SPEAKER_00: And no utilities other than SMUD had a target for SADI that includes major events.
SPEAKER_00: So we're one-on-one in that category.
SPEAKER_00: And although SMUD has exceeded its reliability limits for four out of the last five years,
SPEAKER_00: SMUD has outperformed its pure electrical utilities.
SPEAKER_00: And one such comparison is shown to the right side of this slide where our SADI is compared
SPEAKER_00: against our CPU CPers.
SPEAKER_00: On the chart, you will see the dotted red line is our SADI target, including major events,
SPEAKER_00: 93.3 minutes.
SPEAKER_00: And the bold maroon color is our SADI performance, and the other colors indicate the performance
SPEAKER_00: for SADI for our CPU CPers.
SPEAKER_00: Our strong performance against our peers indicates that our infrastructure and outage management
SPEAKER_00: strategies are more robust than our peers.
SPEAKER_00: And our targets, excluding major events, are very well calibrated, and in fact, they're
SPEAKER_00: more stringent than the majority of our peers.
Unknown: However, our targets with major events are not commonly used.
SPEAKER_00: In fact, we are the only known utility who has those targets.
SPEAKER_00: And they introduced uncontrollable variabilities, and they must be relooked at.
Unknown: I have a quick question.
SPEAKER_06: Did you do any comparisons with, like, Roseville or Lodi or public power entities?
SPEAKER_00: We did.
SPEAKER_00: Roseville and the other utilities were part of those 35 utilities that we compared against,
SPEAKER_00: yes.
SPEAKER_00: So we did do a comparison.
SPEAKER_00: Okay, so moving forward, we looked at three different options for our SADI targets, including
SPEAKER_00: major events.
SPEAKER_00: The first option that we looked at was to eliminate the targets altogether.
SPEAKER_00: That would bring us in line with our peers and remove the accountability for the events
SPEAKER_00: and the factors that we have no control over.
SPEAKER_00: Second option that we looked at was going with a five-year average.
SPEAKER_00: Again, a very commonly used utility practice to go with a rolling five-year average based
SPEAKER_00: on your own performance.
SPEAKER_00: So the five-year average would bring us to 198.1 minutes, as shown in the chart with
SPEAKER_00: the dotted yellow line on the top.
SPEAKER_00: And then the third option that we looked at was going with a 10-year average of our own
SPEAKER_00: performance over the last 10 years.
SPEAKER_00: That would bring us to 142.8 minutes for our SADI targets, as shown in the dashed orange
SPEAKER_00: line in this chart.
SPEAKER_00: Last recommendation is to change our SADI targets with major events based on a 10-year
SPEAKER_00: average.
SPEAKER_00: And that would, sort of rising to a 10-year average would maintain a very aggressive target
SPEAKER_00: while keeping us strategically aligned.
SPEAKER_00: It's a very aggressive target, most aggressive out of the three targets.
SPEAKER_00: But we feel it's achievable given the improvements that we have made in our strong management
SPEAKER_00: processes and the investments that we have made in our grid over the last few years.
SPEAKER_00: Very ambitious target, and it will keep SMUD maintaining its leadership in the reliability
SPEAKER_00: arena by holding itself to more stringent targets than our peers.
SPEAKER_06: So just a question.
SPEAKER_06: We know we're always better than the investor-owned utilities.
SPEAKER_06: That's just bottom line.
SPEAKER_06: I don't think I got an answer to my question about what does the benchmarking look like
SPEAKER_06: for Roseville, for Lodi, for our true peers?
SPEAKER_06: Just comparing us to the CPUC utilities that are not performing so fabulously doesn't really
SPEAKER_06: give me insight into what we're looking at.
SPEAKER_00: So they were all part of the benchmarking study, and 25% or 26% of them have targets,
SPEAKER_00: and the others do not even have the targets.
SPEAKER_00: They monitor their performance, but they do not have targets.
SPEAKER_00: Roseville was part of that study that we conducted.
SPEAKER_00: I do not remember the numbers exactly how we compared against Roseville, but the general
SPEAKER_00: consent was that they were performing better than what we benchmarked against.
SPEAKER_06: Are these other publicly owned utilities not including major outages in their SAFI or SADI?
SPEAKER_00: Yeah, so we did not limit ourselves to just these 35 utilities.
SPEAKER_00: We actually made calls and contacts with other utilities too because we thought it
SPEAKER_00: was pretty unique as well, that we are the only utility that has those targets.
SPEAKER_00: So far we haven't found another utility that has the targets including major events because
SPEAKER_00: they do not see that relying their performance based on the external factors is a true indicator
SPEAKER_00: of their core performance.
SPEAKER_00: That's how the utilities see it.
SPEAKER_00: They analyze that separately.
SPEAKER_00: They do monitor their performance, but they do not have formal targets.
Unknown: Okay.
SPEAKER_06: I have a question.
Unknown: We'll get through the last slide and then I'll answer the questions.
SPEAKER_00: Next slide please.
SPEAKER_00: So in summary, our proposal is to retain our SADI and SAFI targets, excluding major events,
SPEAKER_00: to what was set in 2003.
SPEAKER_00: So we're retaining our SADI without major events at 68.7 minutes, the target.
SPEAKER_00: We're retaining our SAFI target without major events at 1.14.
SPEAKER_00: We're retaining our SAFI with major events target at 1.33, but we're proposing to change
SPEAKER_00: our limit for SADI with major events from 93.3 minutes to 142.8 minutes.
Unknown: And that's my last slide.
Unknown: Okay.
SPEAKER_06: Do we have any questions?
Unknown: Yes, Director Sanborn.
Unknown: I'm just surprised to see the level of specificity, 148 point something minutes.
Unknown: Do we need to be that specific?
Unknown: There's like engineering calculations.
SPEAKER_00: No, I know.
SPEAKER_00: It's just math, but it just seems like we're not really.
SPEAKER_08: I know, but normally you don't track to that level of detail.
SPEAKER_08: So anyway, I mean, I have no problem with this.
SPEAKER_08: I think, I mean, looking at climate chaos, we're going to end up with a rolling tenure
SPEAKER_08: makes a lot more sense to me than five years because it's going to get dramatically worse
SPEAKER_08: very quickly.
SPEAKER_08: And that's the only way probably to be more accurate and fair.
SPEAKER_08: So I'm fine with it.
SPEAKER_06: Okay.
SPEAKER_06: Director Rose and then President Tamayo.
Unknown: I read the triple S, but I hadn't scrolled through the presentation prior to the meeting.
SPEAKER_02: For me, when you look at the major events, it really is a measure of our ability to respond
SPEAKER_02: to a disaster, right?
SPEAKER_02: Which isn't a measure of our system reliability, right?
SPEAKER_02: The real core number is without the major events.
SPEAKER_02: When we looked at that slide with the history, if you go back the previous five years that
SPEAKER_02: we were on that graph, we weren't meeting the standard without major events.
SPEAKER_02: I remember we had pretty significant upgrades that we did across our entire network and
SPEAKER_02: rebalancing our system to try to minimize outages as well as a bunch of the re-closer
SPEAKER_02: technology, et cetera.
SPEAKER_02: So I think it really is a good report.
SPEAKER_02: We're meeting our reliability standard consistently.
SPEAKER_02: I'd still understand the benchmarking around the standard without major events better.
SPEAKER_02: It sounds like that data is in some form around.
SPEAKER_02: Maybe that's just a short paragraph or two memo following up with that.
SPEAKER_02: So I think that's good.
SPEAKER_02: And then just in terms of the tenure, I would still like to get more information about the benchmarking.
SPEAKER_02: So I at least know what the others are doing around this.
SPEAKER_02: But otherwise, I'm fine with your proposed changes.
SPEAKER_02: Knowing that the real key number is the one without the major events.
SPEAKER_02: And we worked very hard and kudos to the staff on our, basically, our disaster response.
SPEAKER_02: We've had way too much practice the last five years.
SPEAKER_02: Okay.
SPEAKER_06: President Tamayo.
SPEAKER_06: Thank you.
SPEAKER_01: So a couple of things.
SPEAKER_01: In the benchmarking, if that's going to be reported on, it would be great if we could
SPEAKER_01: include perhaps the POUs that Director Herber mentioned if they have that kind of standard
SPEAKER_01: or maybe some other mid-sized ones that are reasonably close to us.
SPEAKER_01: The other thing is the point that Director Rose made about the SADI with major events
SPEAKER_01: is not so much – and it is a different phenomenon and it almost seems like it just ought to
SPEAKER_01: be reported on or measured separately.
SPEAKER_01: How did we respond?
SPEAKER_01: And I don't know.
SPEAKER_01: It's just – I don't have any problem with supporting this right now, but I'm wondering
SPEAKER_01: did we think about just separating it out and saying this is how – this is a measure
SPEAKER_01: just how we respond to major events?
Unknown: You know, our major – the way we respond to our major events is we do not respond to
SPEAKER_00: them differently than any of the storms, right?
SPEAKER_00: So when the outages happen, our goal always is to restore power as quickly as possible
SPEAKER_00: and our reliability – at our dedication to reliability does not change.
SPEAKER_00: So separating – I mean, the targets are separated, so I'm not quite sure if I understand
SPEAKER_00: your question correctly.
Unknown: Well, I guess because – I mean, you've already recognized that it's a different
SPEAKER_01: kind of a situation that stresses our – basically it's because it stretches our resources more,
SPEAKER_01: rather than – not that we're not getting people up as quickly as we can, but it still
SPEAKER_01: is just a really different situation.
SPEAKER_01: But anyway, I don't want to belabor that.
SPEAKER_01: I just kind of wanted to know about the thinking.
Unknown: Yeah, and one thing that I would say is that I'd like some information about the benchmarking.
SPEAKER_06: You know, there's such a huge difference between the public power entities and the
SPEAKER_06: investor-owned utilities.
SPEAKER_06: And you know, you look at this benchmarking and, you know, we look pretty doggone good,
SPEAKER_06: but we don't have our peers up there who are working as hard as we are.
SPEAKER_06: So I personally don't mind making the change, because I think that it does make sense, but
SPEAKER_06: I would just prefer that when you come and talk to us that you don't just quote the
SPEAKER_06: utilities that are having a hard time keeping up with us.
Unknown: Yes, Rob.
Unknown: Thank you.
Unknown: I want to make sure I understand.
SPEAKER_03: So the time you're looking for here is 143 minutes.
Unknown: Okay.
SPEAKER_03: And so that's not after the major event ends.
SPEAKER_03: That's, say, from the time the major event starts, right?
SPEAKER_00: It's cumulative.
SPEAKER_00: The SADI, including major events, already has the SADI excluding major events.
SPEAKER_00: So that's on top.
SPEAKER_00: So it's cumulative.
SPEAKER_00: So the way the SADI is calculated, it's cumulative over the year.
SPEAKER_00: So it's not just for the event itself.
SPEAKER_00: It's all the outages, but the number here, the 142.8, would be including the major outages.
SPEAKER_00: When we exclude them, we're still holding ourselves accountable to the 68.7 minutes.
SPEAKER_03: Okay.
SPEAKER_03: But when we include them and we add it in, that means restorations are, of course, occurring
SPEAKER_03: during the storms.
SPEAKER_03: That's right.
Unknown: Okay.
SPEAKER_03: Get those numbers.
Unknown: Great.
SPEAKER_03: You know, I have no problem with the change.
SPEAKER_03: It's still a stretch goal.
SPEAKER_03: And that's exactly what we want to do is make sure that folks are trying to figure out how
SPEAKER_03: to keep the power on as much as we can.
SPEAKER_03: And so this, but it does seem like a more realistic goal to have this.
SPEAKER_03: So with that, thanks.
SPEAKER_06: Thank you.
SPEAKER_06: Any last comments from anyone?
Unknown: I just don't know if staff wants to jump in, but maybe there's a lost in translation.
SPEAKER_04: So go back to the slide that says CPUC, which is California utilities.
SPEAKER_04: So I guess I'm kind of clear.
SPEAKER_04: I guess I don't need to get.
SPEAKER_04: So Rosanna, you want the specific utilities plucked out, but I understood they are part
SPEAKER_04: of the benchmark.
SPEAKER_04: So what are you not getting that he's not presenting?
SPEAKER_04: Because I'm kind of confused as to because I thought what you presented did include that.
SPEAKER_04: So is that am I the one that's wrong?
SPEAKER_04: Because I'm confused.
SPEAKER_04: Well, the reason I'm asking is because I don't see 35 little plots there.
SPEAKER_06: I see plots here for Bear Valley, for Pacific Corps.
SPEAKER_06: These are all investor owned utilities.
SPEAKER_06: And so that's what I want to know.
SPEAKER_06: I want to know what Lodi has.
SPEAKER_06: I want to know what Roseville has.
SPEAKER_06: I want to know even some of the other utilities.
SPEAKER_06: I can't think of them all.
SPEAKER_06: But I do know that in your calculation, you did look at a lot more utilities.
SPEAKER_06: It's just this doesn't give me a lot of confidence because I know we're a lot better than those
SPEAKER_06: utilities were not as good as, well, we might be.
SPEAKER_06: We might even be better than Lodi and all of the rest of them.
SPEAKER_06: So that is just kind of a presentation.
SPEAKER_06: Note that staff should realize that the board is going to want to compare ourselves to some
SPEAKER_06: of the community owned utilities that are working hard to keep the outages down.
SPEAKER_06: So I don't have a problem with changing our time because it is a more realistic goal.
SPEAKER_06: So anyway, do we have any comments from our online folks?
SPEAKER_06: I don't have any cards from our officers.
SPEAKER_06: No, we do not.
Unknown: Okay.
SPEAKER_06: Well, thank you very much.
SPEAKER_06: We'll put this on our consent calendar.
SPEAKER_06: Item number three is board monitoring of board staff linkage, evaluation of the CEO's performance,
SPEAKER_06: BL delegation to the CEO, and BL8 delegation to the CEO with respect to procurement.
SPEAKER_06: And as we go through this, next slide, looks like we have five board members who feel like
SPEAKER_06: we have the criteria for evaluating the CEO and one person who feels who are at the medium
SPEAKER_06: level and the same way with additional performance discussions and check-ins with the CEO.
SPEAKER_06: Five are highly compliant and one is medium.
SPEAKER_06: Do any board members want to talk about the one medium?
Unknown: Okay.
SPEAKER_06: Well then here is another evaluation.
SPEAKER_06: We get six highs for the score.
Unknown: BL7 is delegation to the CEO, what we delegate to the CEO to make decisions on.
SPEAKER_06: And there's a couple of different sections, but all board members who answered the survey
SPEAKER_06: feel that we have high compliance, so this is good.
SPEAKER_06: And then in respect to procurement, we do the idea is SMUD's procurement activities will
SPEAKER_06: be competitive whenever practical.
SPEAKER_06: Our compliance scores, we have five high scores and one medium score.
SPEAKER_06: Does the medium score person want to say anything?
SPEAKER_06: Seeing none.
SPEAKER_06: The next one is direct procurement will be utilized when it's in SMUD's best interest.
SPEAKER_06: Direct procurement is the purchase of goods or services without competition when multiple
SPEAKER_06: sources of supply are available.
SPEAKER_06: Comments.
SPEAKER_06: We did get two comments.
SPEAKER_06: And the first one is there is a demonstrable reason to do so.
SPEAKER_06: And the other comment is that this should be a rare occurrence.
SPEAKER_06: And compliance is six, so the board feels comfortable with this.
Unknown: Question.
SPEAKER_06: Yes.
SPEAKER_08: If somebody is making comments that specific, I'm surprised nobody is talking about it because
SPEAKER_08: those are pretty significant comments.
Unknown: I mean, nobody.
SPEAKER_06: It's okay.
SPEAKER_06: Well I made one of the comments and, you know, I think it's understandable that it should
SPEAKER_06: be a rare occurrence and that there has to be a demonstrable reason to do so.
SPEAKER_06: But I'm open for discussion.
Unknown: Well, I don't know.
SPEAKER_04: The point of the comment is to make a change.
SPEAKER_04: So are you just commenting to comment?
SPEAKER_04: Are you commenting so that we can make a fundamental change?
SPEAKER_04: Yeah.
SPEAKER_04: Because that's what comments are.
SPEAKER_04: If we'd like, let's go back to basics as to why we fill this out.
SPEAKER_04: The reason why you comment is so that we can make a material change.
SPEAKER_04: So you're suggesting a material change or you're just commenting to say this should
SPEAKER_04: be rare or do you want to actually put those words in there?
Unknown: It's a really good question.
SPEAKER_08: It's actually confusing to me because if you're going to make comments that important, still
SPEAKER_08: score high and not like what's the point of, I don't know, is this confusing?
SPEAKER_08: I guess we should remind the purpose of this survey when you comment, it's because you
SPEAKER_04: want to make a material change.
SPEAKER_04: How this came about, it was before you all were here, is because we didn't have a mechanism
SPEAKER_04: to collect without talking about it live.
SPEAKER_04: The purpose of making a comment is that you actually want a material change, not just
SPEAKER_04: a comment.
SPEAKER_04: So maybe we need to bring back context as to the purpose as to why we do the pre-survey
SPEAKER_04: because back in the day, we used to discuss it in open public and it can get messy.
SPEAKER_04: The purpose is to do the pre-work before, gather the comments and actually do something
SPEAKER_04: about it.
SPEAKER_04: So do you want something done or are you just commenting?
SPEAKER_06: Very, very good question.
SPEAKER_06: I want something done.
SPEAKER_06: I actually think that we should add this should be a rare occurrence at the end of B.
SPEAKER_04: What's the difference of rare?
SPEAKER_04: So you need a...
Unknown: Well, that it's not just because it's in the interest of SMUD.
SPEAKER_06: It should also be rare, not often done.
SPEAKER_06: And I don't know who wanted a demonstrable reason to do so, but it makes sense.
SPEAKER_06: Maybe we could get some comments from our...
SPEAKER_06: I'll give a comment.
SPEAKER_02: When you look at A above B, it says, procurement shall be competitive wherever practical.
SPEAKER_02: So then do I didn't need to say in B that it's rare because A says this is what you
SPEAKER_02: should be doing as a matter of practice.
Unknown: Right?
Unknown: Well, not the way I read it, but maybe let me ask the attorney.
SPEAKER_06: Yeah, it's Laura Lewis, Chief of the O and Government Affairs Officer.
SPEAKER_07: I also oversee procurement and it is a rare occurrence.
SPEAKER_07: In 2025, we had $1.5 million of direct procurement, which is a very minuscule amount of our total
SPEAKER_07: end contracting spend.
SPEAKER_07: And we do typically only do direct procurement when there's a need to move quickly.
SPEAKER_07: So for example, we procured a fencing contractor to support line work after a storm.
SPEAKER_07: That's work that we normally don't do and we had to get the fence back up quickly.
SPEAKER_07: So that's the type.
SPEAKER_07: It's pretty rare.
SPEAKER_07: I think staff understands it's rare.
SPEAKER_07: We don't prefer direct procurements, but we do utilize them when there is a reason to
SPEAKER_07: do that.
SPEAKER_06: I see.
SPEAKER_07: We're tracking about the same amount of direct procurement.
SPEAKER_07: And our limits for direct procurement are actually a lot less than other local agencies.
SPEAKER_07: So our City of Sacramento threshold, they can go up to $250,000 with direct procurements
SPEAKER_07: and ours is a lot lower than that.
Unknown: I see.
Unknown: Okay.
Unknown: Well, I'll retract my this should be a rare occurrence because you've already demonstrated
SPEAKER_06: that it is.
SPEAKER_06: I'm not sure who the comment came from that there should be a demonstrable reason to do
SPEAKER_06: so.
SPEAKER_06: That wasn't me.
SPEAKER_06: So I don't know if we need to change that, President Tamayo.
SPEAKER_06: Well, I would argue that that's very repetitive of just being in SMUD's best interest.
SPEAKER_01: I don't think there's a reason to add that language.
SPEAKER_08: Can I make a suggestion?
SPEAKER_08: Because I think just starting this as comments is what's confusing.
SPEAKER_08: And I think maybe if we change that to possible consideration of changes to the policy.
SPEAKER_08: So that way it's really clear like we should be thinking clearly before we get here about
SPEAKER_08: if we're going to recommend changes, what words would you put on the page?
SPEAKER_08: How would you change that language?
SPEAKER_08: So that way everybody can come in kind of more prepared to discuss that.
SPEAKER_08: It would be a lot, I think, more constructive maybe.
Unknown: Yes, Mr. President.
SPEAKER_06: And then Director Rose.
SPEAKER_01: Well I would say that I wouldn't I think comments could also be used to indicate there's a need
SPEAKER_01: for clarification or hey, I don't really understand this.
SPEAKER_01: I don't know if it's, you know, what this is getting at.
SPEAKER_01: So I don't think that we should limit ourselves in comments to asking for a specific change.
SPEAKER_01: I think sometimes it's a little bit vague or we're not really sure how we're demonstrating
SPEAKER_01: compliance.
SPEAKER_01: And maybe we just need an explanation.
SPEAKER_01: So I wouldn't want to limit that.
SPEAKER_01: But I do think that if you make something like these are that seem to imply a wording
SPEAKER_01: change that I mean be clear about what you're making the comment for.
SPEAKER_01: Whether it's for clarification, whether it's for a specific change, something like that.
SPEAKER_06: Did you have a comment, Director Rose?
SPEAKER_02: Two comments.
SPEAKER_02: One is the classic of it's not broke, don't fix it.
SPEAKER_02: Some things seem to be running fairly well.
SPEAKER_02: Although I would be totally open to add in that demonstrable reason to do so.
SPEAKER_02: But it leads me to this idea where it says things are in SMUD's best interest.
SPEAKER_02: I always think of our contracting as a partnership.
SPEAKER_02: And I've heard on a rare occasion from people who have bid, they felt like SMUD was picking
SPEAKER_02: and choosing strictly in SMUD's own best interest, which sometimes meant they didn't have a chance
SPEAKER_02: to bid or they didn't feel like they were necessarily being treated fairly as somebody
Unknown: who was participating in our bidding process.
SPEAKER_02: And so I think that leads more to the idea that yes, it is a partnership, right?
SPEAKER_02: Of course we're going to operate in our best interest, but we also have to be respectful
SPEAKER_02: when we ask these companies to come in and put in these bids and the time and resources
SPEAKER_02: it takes to do that.
SPEAKER_02: That we're not strictly, strictly complete at being insular.
SPEAKER_02: I don't have really honestly a clue how you would represent that into an SD.
SPEAKER_02: But I do think it's a larger issue with how we can get perceived in our procurement.
Unknown: All righty.
SPEAKER_06: And just like to see if there are any comments from our virtual attendees.
SPEAKER_06: I have no notes for here.
Unknown: I see no hands, so no public comment on this item.
SPEAKER_06: Okay.
SPEAKER_06: Then we're going to now move on to the board work plan and I'll turn this over to President Tamayo.
Unknown: I think that a lot of folks have asked about it.
SPEAKER_06: So that's good to know.
Unknown: Yeah.
Unknown: So, and I'm sorry, it hasn't really gone through.
SPEAKER_01: So the large load is definitely something that's of interest to, you know, I've gotten
SPEAKER_01: a number of questions about it from a lot of different sources.
SPEAKER_01: And it seems to be in the media quite a bit.
SPEAKER_01: So that should be pretty interesting.
SPEAKER_01: I think that we should probably expect that we will have people in attendance since there's
SPEAKER_01: a number of people who are actually kind of upset about it.
SPEAKER_01: And I think that we have some very interesting things coming up in October with the geothermal
SPEAKER_01: and carbon sequestration talk.
SPEAKER_01: I think that some changes in that will make that very interesting.
SPEAKER_01: I'm particularly interested in finding out if there's any intelligence on where CalPine
SPEAKER_01: is at in their consideration of whether to move forward on that.
SPEAKER_01: I would agree.
SPEAKER_02: I've not seen an update in a while.
SPEAKER_01: Yeah.
SPEAKER_01: So, and I know that the geothermal, you know, including from our discussion last night,
SPEAKER_01: it seems like something that would be nice to know more about where that's all headed.
SPEAKER_01: And I think also our monitoring report on customer relations and outreach and communication.
SPEAKER_01: I'm very interested to see how we're doing with that.
SPEAKER_01: And if there's, you know, what we think about how we're doing with that.
SPEAKER_01: So I'm not saying that as far as that I expect there to be major problems.
SPEAKER_01: But I think that's one of the most important things that we do.
SPEAKER_01: We don't have anything in the parking lot.
SPEAKER_01: I think that's, you know, encourage board members to think about that.
Unknown: I've had one issue on my mind that I wanted to bring up with everyone regarding the budget
SPEAKER_02: presentations last year.
SPEAKER_02: We changed the budget presentations to not have our individual executives review their
SPEAKER_02: work.
SPEAKER_02: But I would personally think I might like to have that put in or maybe gets turned
SPEAKER_02: into almost like a work plan review.
SPEAKER_02: I don't think that's quite the right terminology.
SPEAKER_02: Maybe that goes in December or spread out a little bit.
SPEAKER_02: But I definitely I'm the one who wanted them removed and now I'm finding that I'm missing
SPEAKER_02: them and getting that summary review.
SPEAKER_02: So I just wanted to see if any of the rest of you had any thoughts on that as well.
SPEAKER_02: Flip and flop.
Unknown: A lot of silence is generally enough.
SPEAKER_01: Maybe that's something that we consider just having a discussion about what we would like
SPEAKER_01: to get out of it.
SPEAKER_01: Not that we're looking at a specific budget or budget presentation, but what do we feel
SPEAKER_01: like we need to have?
SPEAKER_01: It's almost like not in the context of the budget, but more in the context of summarizing
SPEAKER_02: that unit's work for the year.
SPEAKER_06: I wanted to bring it up since June, I don't want to say it in October.
SPEAKER_02: You guys put together a presentation in three weeks, right?
SPEAKER_02: That's not fair.
SPEAKER_01: Well, maybe a way to go about it is you could have a discussion with appropriate members
SPEAKER_01: of Scott about what you're thinking would be a useful type of information to have.
SPEAKER_01: And then if there's maybe some concrete ideas, bring it back and we could just talk about
SPEAKER_01: it as a group and see if that do we want that or staff could just decide, yeah, that makes
SPEAKER_01: sense.
SPEAKER_01: We're going to do that.
SPEAKER_01: But it would be nice if we're all more or less on the same page as to the level or the
SPEAKER_01: type of information and presentation.
SPEAKER_01: Because it is a fair bit of work.
SPEAKER_02: I want everybody to find value.
Unknown: Yeah.
Unknown: Okay.
Unknown: We'll talk.
SPEAKER_02: Yeah.
SPEAKER_02: Thank you, guys.
Unknown: All right.
SPEAKER_06: Okay.
SPEAKER_06: Well, do we have any comments from the public on our work plan?
Unknown: No, we do not.
SPEAKER_06: Okay.
SPEAKER_06: The next item on the agenda is public comment for items not on the agenda.
SPEAKER_06: Have we received any requests to speak to items not on the agenda?
SPEAKER_06: No, we have not.
SPEAKER_06: Okay.
SPEAKER_06: Just want to remind anyone who might be listening that written comments received on items not
SPEAKER_06: on the agenda will be included in the record if they are received within two hours of the
SPEAKER_06: end of this meeting.
SPEAKER_06: The last item on the agenda is to provide a summary of committee direction.
SPEAKER_07: So I have staff will consider enhanced battery incentives for areas with frequent averages.
SPEAKER_07: Staff will provide information related to benchmarking around SADI with major events,
SPEAKER_07: including POUs and mid-sized utilities if they have the standard.
SPEAKER_07: And then staff will meet with board members to understand what they would like to see
SPEAKER_07: in the budget presentation.
Unknown: Great.
SPEAKER_06: Thank you.
SPEAKER_06: And seeing no other items on tonight's agenda, this meeting is adjourned.