Text

Nebraska Public Power District, 2003 Annual Report
	ML041400379
Person / Time
Site:	Cooper
Issue date:	12/31/2003
From:	; Nebraska Public Power District (NPPD)
To:	; Office of Nuclear Reactor Regulation
References
	Download: ML041400379 (44)
	v • d • e

ITS BEEN A UNIQUE YEAR NEBRASKA PUBLIC POWER DISTRICT l 2003 ANNUAL REPORT

ALLOW US TO SHED A LITTLE LIGHT Message from President & CEO and Board Chairman 1 Customer Service 2 Energy Delivery 6 Generation 10 Board of Directors and Executive Team 14-15 Financial Statements Back Pocket

The Nebraska Public Power District entered 2003 on a whirlwind of change: a new chief executive officer, an internal focus of improving performance, and expectations of a positive and productive year. While some things, like reliability, remained a standard, several business developments at NPPD in 2003 can be described as unique.

Distinctive is also appropriate in illustrating the June groundbreaking for construction of NPPDs first natural-gas, combined-cycle generation facility located outside of Beatrice; the proficient return-to-service of Sheldon Station after a boiler explosion at the coal-fired plant; and the 10-year agreement signed with Entergy Nuclear, Inc. for support services at Cooper Nuclear Station.

Unusual depicts the spring storms that carried some of the largest hail on record.

In addition to replacing tornado-struck power lines near ONeill, NPPD also assisted its wholesale customers in restoring power to the tornado-damaged communities of Coleridge and Deshler. The results of a first-ever deliberative polling survey on alternative generation sources, and the Boards approval to construct the states largest wind farm, were also noteworthy.

Exceptional would portray the performance of Gerald Gentleman Station which ranks among the lowest in production costs for coal-fired plants nationwide; the completed construction of a 40-mile transmission line through the states rugged sandhills; and improved communications among employees, the Board, our customers and the public.

There are also a few extraordinary issues that will carry into 2004, including economic development activities for several ethanol production facilities in the state; the potential impact of an extended drought on the operation of generation facilities along the Platte River Basin; and NPPDs purchase agreement for 142 megawatts from Omaha Public Power Districts planned, second coal-fired unit near Nebraska City.

As we close the books on a unique year, we will strive to keep safety and excellence paramount, our production costs below regional pricing, and public power a mainstay for Nebraska. Because, no matter how distinctive, unusual or exceptional we consider the events of 2003-some things are just routine.

MESSAGE FROM PRESIDENT & CEO BILL FEHRMAN AND BOARD CHAIRMAN WAYNE BOYD 01

Whats good for the customer is good for NPPD. This message came through clearly in 2003. Using a back-to-the-basics approach to business, President and CEO Bill Fehrman refocused employees attentions on the core functions of generation and energy delivery, while bringing communications with employees, the Board and customers to an entirely new level. Setting an unprecedented agenda of face-to-face meetings with these stakeholders, Fehrmans non-stop approach to communication fostered a work style that puts customers first.

Organizational changes throughout the year, particularly among those responsible for customer contact, also provided a clear focus on the customer. By imparting more local decision-making authority and reducing layers of management, the restructuring efforts conducted during 2003 positioned NPPD to fulfill its mission statement-to safely generate and deliver low-cost, reliable energy and provide outstanding customer service.

NPPD placed even more emphasis on its role in the recruitment and expansion of business in the state. This fall, NPPD increased its economic development services by placing economic development consultants in the communities of South Sioux City (on the northeastern side of the state) and Ogallala (in western Nebraska).

These individuals join three other consultants located in Kearney, Norfolk, and Lincoln, and expand NPPDs economic development assistance throughout the state.

NPPDs economic development team played an instrumental role in approximately 20 development projects resulting in the location or expansion of business facilities in the service areas of NPPD and its wholesale customers. These efforts brought 1,210 new jobs plus an estimated 1,130 indirect or secondary jobs to Nebraska.

Examples of these business developments include, among others, the location of the Nor-Am Logistics cold storage facility in Schuyler; the Great West Casualty insurance processing center in South Sioux City; the Technologent Inc. call center in Ainsworth; the Advantage, Inc. call center in Valentine; and the retention of the Protient, Inc. whey processing facility in Norfolk.

03 CUSTOMER SERVICE

The ethanol industry also continued to play an important role in economic development. By the end of 2003, 12 ethanol plants were in production or under construction. NPPD expects to see the ethanol industry grow in 2004 and will continue its cooperation with other Nebraska organizations to expand this industry throughout the state.

In other agricultural-related venues, NPPD modified its summer peak load control program to allow irrigators more flexibility in their irrigation operations and to even out some of the significant load swings that NPPD experiences during certain hours in the summer months when loads are at or near peak levels. NPPD will review these changes and make additional adjustments to its load control program in 2004, if necessary.

Irrigators make up 83 percent of the end-use customers that control their load during the summer months. Together, NPPD and its wholesale customers managed to successfully curtail 449 megawatts of firm load on July 25, the day NPPD recorded its highest billable peak of the year with 2,152 megawatts.

This is a 17.3 percent reduction in peak load without load control.

At the commercial and industrial level, NPPD revamped its Energy Information Program to include a variety of options tailored to meet the customers needs.

For example, residential energy manuals were created for wholesale customers to raise their knowledge level regarding various homeowner conservation opportunities.

NPPDs account managers began contacting the 74 municipals that take power and energy from NPPD under the Professional Retail Operations Agreements and offered them new 20- or 25-year contracts. Though not scheduled to expire until 2015, the original agreements included language that would reduce the amount of the lease payment received from NPPD after 15 years from 12 to 10 percent of adjusted gross revenues. The new agreements provide for the municipals to continue to receive the 12 percent lease payment amount for the entire term of the contract.

The Village of Hampton and Northeast Nebraska Public Power District signed contracts with NPPD during 2003 to receive call answering/dispatching service, bringing the total number of entities utilizing this service to 13. Customer care representatives at NPPDs Centralized Customer Call Center in Norfolk answered nearly 200,000 customer calls last year. The Village of Hampton also signed a second agreement with NPPD for the operations and maintenance of its electric distribution system, joining two other entities that have this customized arrangement with NPPD.

During the summer, NPPD conducted, with its customers, a first-of-its-kind survey known as deliberative polling, a trademarked process never before used in the Midwest. Residents in the service areas of NPPD and its participating wholesale customers provided their thoughts on future energy resources in the state.

From approximately 500 people surveyed via telephone in June, more than 100 individuals from 80 Nebraska communities volunteered to attend a one-day session in August to learn more about the topic and provide a second, more informed opinion. Results of this study are being used as one of several factors considered in developing NPPDs long-term energy supply strategy.

NPPD supported its mission of being low-cost by ending the year with a surplus, which enabled NPPD to maintain existing electric rates for its wholesale and retail customers in 2004. Diligence will continue into next year to keep rates down by controlling costs and working with customer rate committees to improve the understanding of the methods used to set rates for both wholesale and retail customers.

As the only totally public-power state in the nation, Nebraska is conscientious in its quest for total customer focus. From responding to customers wants and needs to measuring success through feedback, NPPDs customer service strategy will be engrained across organizational lines-from CEO to front-line employees.

05

One opportunity for proving exceptional customer service was the response of NPPDs system to the massive power outage that struck the northeastern United States and part of Canada on August 14.

NPPDs Energy Management System, a computerized network that monitors the flow of electric power throughout NPPDs electric grid, sensed the outage occurring. Automatic controls-along with system and plant operators at NPPD, Loup Power District and Central Nebraska Public Power & Irrigation District generation and control facilities-coordinated efforts to decrease or back off generation. NPPDs generation and loads were back in balance within 10 minutes of the event.

Another reason why the blackout did not affect Nebraska is the states reliable transmission system. NPPD has built additional transmission lines over the past few years to serve customers growing loads. In 2003, a new 40-mile, 115-kilovolt transmission line was energized and connected to the statewide grid at a cost of $6.2 million. Located south of Broken Bow, the new line increased the reliability of the electric power delivery system in this area of the state, where demand has grown significantly, and strengthened NPPDs electric grid.

This doesnt mean a Northeast-style blackout could not possibly strike NPPDs system. Nebraskas grid, for the most part, has been expanded over the years to provide efficient capacity that allows the system to handle disturbances more effectively.

Approximately $3 million per year is spent on maintenance and capital improvements to poles and structures, while approximately $8 million per year pays for upgrades to substations and related electrical protection and relay devices. In 2003, NPPD invested approximately $2 million in the Control Centers Energy Management System. By its 10th birthday on July 12, the control center had monitored and dispatched more than 279 billion kilowatt-hours.

ENERGY DELIVERY 07

NPPDs transmission system carried a total of 25,562 gigawatt-hours in 2003-down about 4.2 percent from the average over the past five years of 26,682 gigawatt-hours. However, NPPD has also seen a decrease in the number of outages over the past 10 years. In 2003, NPPDs transmission system recorded 98.61 percent availability for lines rated at 115-kilovolt through 345-kilovolt.

This represents a potentially higher availability than is typically gauged for transmission voltages 230-kilovolt and above, such as the Mid-Continent Area Power Pool 10-year average benchmark (1991-2000) of 98.08 percent.

Part of NPPDs overall success in 2003 can be attributed to seeking efficient processes. In 2003, NPPDs Transmission and Distribution system operations were brought together under a single umbrella: Energy Delivery. The organizational change included consolidating NPPDs subtransmission dispatch operations and implementing a statewide outage management system called PowerOn.

PowerOn is part of NPPDs newest high-tech tool-a geospatial information, outage management, and graphic-work-design system-that digitizes much of NPPDs distribution system and places the information on a Web-enabled platform. Still in its infancy, the $6.9 million tool will let NPPD personnel view the distribution system in real-time at a computer terminal. It also standardizes many processes, including line switching and dispatching, work management, asset inventory and procurement, and system design.

NPPD was challenged somewhat in 2003 by the suspension of development activities of TRANSLink, an independent transmission company with a coverage area from Minnesota to Texas. Uncertainties surrounding regulatory mandates and jurisdictions, as well as diverging interests, called for a self-imposed moratorium by TRANSLink, and NPPD withdrew from its activities.

In its stead, the Mid-Continent Area Power Pool, the North American Electric Reliability Council and the Midwest Independent Transmission System Operator stepped up to fulfill the need for assured reliability of the nations electric delivery system. NPPD is exploring various avenues along these lines until definitive signals come from the federal government, or until an appropriate transmission solution becomes clear.

09

What was evident in 2003 was the excellent performance of Gerald Gentleman Station (GGS), NPPDs largest electric power generating plant. GGS set a new annual generation record by producing 9,782,517 megawatt-hours. This output exceeded the previous record of 9,549,816 megawatt-hours set in 2002 and contributed to GGSs repeated ranking among the lowest tier in production costs per kilowatt-hour for U.S. coal-fired plants of more than 300 megawatts.

At its December 2003 meeting, the NPPD Board of Directors recognized GGS and its personnel for excellence in serving NPPD and its customers in an exemplary manner. The board also cited continuous plant improvement, the successful installation of a multimillion-dollar emission filtration system and consistent, sustained excellence in operational performance.

Sheldon Station rebounded this year from a boiler explosion in April. The explosion caused no injuries and the plant returned to service in July. Sheldon Station ended the year with a net generation of 1,332,522 megawatt-hours.

The year consisted of achievements and significant challenges for Cooper Nuclear Station. Coming off an excellent year of energy production in 2002 where plant output (capacity factor) ranked in the top 25 in the nation, Cooper was faced with several challenges in 2003, not the least of which was determining the stations future.

Early in 2003, NPPD formed a team to determine the available options for operating Cooper. Board members and customers alike were briefed on the findings of the teams analysis, and after much discussion and considerable public input, the Board approved a resolution directing NPPD management to negotiate a long-term contract with Entergy Nuclear Nebraska, a subsidiary of Entergy Nuclear, Inc. of Jackson, Miss. Under terms of the agreement, Entergy Nuclear Nebraska will provide support services at Cooper while NPPD continues to own and operate the plant, as well as retain the operating license.

Somewhat atypical for the nuclear industry, the arrangement gives NPPD access to Entergys nuclear programs, processes, procedures and personnel available only to plants inside the Entergy fleet. NPPD anticipates benefits from Entergys expertise and business practices that are critical for the success of nuclear power plant operations today.

GENERATION

Concurrent with the decision to engage Entergy, the board decided to evaluate a license extension for the operation of Cooper beyond its current 2014 license and investigate the feasibility of increasing the power output at the plant. The Board also instructed management to evaluate plant refueling in 24-month intervals in lieu of the current 18-month cycles.

Operational improvements remained the primary focus at Cooper throughout the year under the scrutiny of the stations own Improvement Plan and a Confirmatory Action Letter from the Nuclear Regulatory Commission. Quarterly inspection reports from the Commission noted that Cooper has made improvements in each category under evaluation, with notable progress made in the Emergency Preparedness program.

Forced outages, a refueling outage that stretched to 50 days (scheduled for 35) and uncertainty about the plants future made for a trying year. The low-pressure turbine rotors failed during May 2003, resulting in a 36-day unplanned outage.

In response, the board approved the purchase of two new, low-pressure turbine rotors at Cooper at a cost of $35 million. Delivery is anticipated in early 2005.

Net generation for Cooper in 2003 was 4,492,333 megawatt-hours, and the plant tallied a total of 259.82 days on line. With Entergy Nuclear Nebraska onboard and the decision to evaluate the possibility of keeping the plant operating beyond its current license, a more positive future is foreseen.

Groundbreaking was held in June at the site of the future Beatrice Power Station, NPPDs first major new plant construction since Unit 2 at GGS was completed in 1982. The facility will be a natural-gas-fired, combined-cycle power plant, which means two turbines at the plant will run off natural gas, and then exhaust heat from the two turbines will be used to produce steam to power a third turbine.The efficiency of the combined-cycle plant is approximately 50 percent greater than for a simple-cycle, natural-gas-fired plant.

11

By the end of the year, construction on the new station was proceeding as planned. Major equipment had been purchased, and the combustion turbines were set on their foundations. Other completed work included erecting the cooling tower, installing most underground piping, constructing the switchyard and installing the plant wells. Budgeted at $209 million and rated at 229 megawatts, the new plant is scheduled to come on line in the last quarter of 2004 to ensure it is fully operable and available before the summer of 2005.

The Beatrice facility will be especially important to NPPD as a source of replacement energy, should the drought in western Nebraska adversely affect operations at GGS. While NPPDs apprehension about the drought lies primarily with GGS, NPPDs North Platte Hydro, Canaday Station and the hydropower plants operated by Central Nebraska Public Power and Irrigation District are also of concern.

As a proactive measure, NPPD established a team to develop strategies and alternatives for the possibility of decreased water in the Platte River Basin in future years. The teams alternatives and scenarios included conservation measures, demand reductions and replacement costs for energy from GGS.

In early 2004, NPPDs Board of Directors approved funding for a well field that will be used to reduce the impact of the drought on the cooling-water availability at GGS.

In an effort to increase public awareness for balancing the multiple uses of the Platte River, NPPD coordinated a public dedication of the Water Interpretive Center outside of Ogallala. Working in concert with the Nebraska Game and Parks Commission, along with other entities that depend upon the Platte River for their livelihood, NPPD helped develop a fiber-optic map and multimedia video presentation that the Centers tourists can view to gain a better appreciation for water as a shared and renewable resource.

NPPD also raised public awareness regarding the impact that reduced Missouri River water flows can have on Cooper Nuclear Station. By participating in a study by the Nebraska Power Association, NPPD confirmed that lower Missouri River flows could potentially result in significant costs for Cooper. In August 2003, NPPD saw an increase of silt and debris along the plants intake structure, as well as a slight increase in operational costs, during four days of a federal court order for reduced river flows.

NPPD will continue to stay abreast of the ongoing dialogue between the U.S.

Fish and Wildlife Service, the U.S. Army Corps of Engineers and any other actions which could affect Coopers future power production.

Finally, the NPPD Board of Directors adhered to NPPDs strategic plan goal for greener power production. After much study, the board approved a wind farm, potentially the states largest, near Ainsworth in north central Nebraska.

The new wind farm is planned to be 30 megawatts for NPPD, with the potential to construct an additional 45 megawatts for participation by other public power entities, such as the Omaha Public Power District and Jacksonville Electric Authority of Jacksonville, Fla.

The cost is predicted to have little effect on NPPDs future rates, regardless of whether government-sponsored or other financial incentives factor into the business case.

In 2003, as NPPD welcomed future resources such as the combined-cycle facility and the wind farm, it said farewell to Kramer Power Station in eastern Nebraska near Bellevue. Dismantlement of the plant (retired from service in 1987 for economical and efficiency reasons) began in the last quarter of the year and will be complete in 2004. The demolition is part of a unique partnership between NPPD and the city of Bellevue.

Through the agreement, the city will reimburse NPPD for the total cost to dismantle the plant, as well as NPPDs costs for providing project management services for the demolition. At the completion of the project, NPPD will deed the land to the city to be used for park and recreational purposes.

The venture is one of many examples of NPPDs commitment to enhancing the quality of life in Nebraska. It also portrays NPPDs unique approach to obtaining the maximum value from our business endeavors, customer services, and power generation assets-not just in 2003, but every day of every year.

13

Board of Directors Front row, left to right:

Bruce Gustafson Warren Cook Mary Harding Gary Thompson Back row, left to right:

Ralph Holzfaster Dennis Rasmussen Larry Kuncl, First Vice-Chairman Doralene Weed, Second Vice-Chairman Wayne Boyd, Chairman Darrel Nelson, Secretary Ken Schmieding

Executive Planning Council Front row, left to right:

Pat Pope, VP Energy Delivery Rick Gardner, VP Energy Supply Karla Tremel, VP Support Services Joe Moore, VP Customer Services Clay Warren, VP Stategic Programs John McClure, VP Government /Public Affairs Back row, left to right:

Dan Schaecher, VP Safety /Employee Programs Ron Asche, VP & Chief Financial Officer Bill Fehrman, President and CEO John McPhail, General Counsel Randy Edington, VP & Chief Nuclear Officer 15

ALWAYS THERE WHEN YOU NEED US

STATISTICAL REVIEW 2 MANAGEMENTS DISCUSSION AND ANALYSIS 3 REPORT OF INDEPENDENT AUDITORS 10 FINANCIAL STATEMENTS 11 NOTES TO FINANCIAL STATEMENTS 15 2003 YEAR AT A GLANCE KILOWATT-HOUR SALES OPERATING REVENUES COST OF POWER PURCHASED AND PRODUCTION OTHER OPERATING EXPENSES INCREASE IN FUND EQUITY DEBT SERVICE COVERAGE 17.6 BILLION 659.7 MILLION 383.1 MILLION 221.5 MILLION 17.9 MILLION 1.47 01

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