Project Overview: SDS received a total of 18 online interviews with - PowerPoint PPT Presentation

MAC 2019 Board Survey Report WECC MEMBER ADVISORY COMMITTEE P R E S E N T E D B Y : DALE INKLEY

Project Overview: • SDS received a total of 18 online interviews with MAC members in 2019. • A total of 18 WECC MAC members participated from the list of 19 provided. Confidence level is 95%, with a margin of error of ± 5.4%. • Surveys were conducted via an online survey tool during July-August 2019 with three invitations sent requesting participation. • SDS used SPSS (Statistical Package for Social Sciences) software to collect and analyze the data for the survey.

Overall Perception of WECC Board (Average of all questions 2019) Above 1% 8% Expectations Meets Expectations 29% 62% Below Expectations Unknown 91% say Meets or Above Expectations. (-4% from 2018)

Yearly Average Ratings Below Meets Above Unknown Expectations Expectations Expectations 2019 1 62 29 9 2018 3 71 24 4 2017 3 70 24 4 2016 8 70 19 3

Category Average Comparisons - 2019 Below Meets Above Unknown Expectations Expectations Expectations 0 64 33 3 Strategic Activities 0 61 18 21 Compliance Oversight 0 52 45 3 Financial Oversight 1 66 24 9 Operations 2 62 31 5 Stakeholder Relations

Category A: Strategic Activities – Average 2019 % Rated ‘18 % Rated ‘19 Above Expectations 27 33 Meets Expectations 73 64 Below Expectations 0 0 Unknown 0 3

Please explain why you selected your responses for Q1 - Q4: STRATEGIC ACTIVITIES: (2019) • WECC board does a good job at keeping strategic priorities highlighted. The Board engages in and implements a strategic planning process that considers • input from the MAC, WIRAB and interested stakeholders and charts a forward- looking course for the organization. • I find the Board to generally meet expectations for these categories. However, the Board could better recognize the MAC as a key stakeholder and work with WECC management to ensure that the MAC is notified in a timely manner to be able to provide appropriate feedback into the planning process. • The Staff and Board have put a great deal of effort into formulating and progressively implementing a strategic planning process. There is still progress to be made, for example linking the BP&B resource allocations and the three year standing committee and operating plans to the near term priorities. Optimistic things will continue on a good track

Category B: Compliance Oversight – Average 2019 % Rated ‘18 % Rated ‘19 Above Expectations 12 18 Meets Expectations 73 61 Below Expectations 5 0 Unknown 10 21

Please explain why you selected your responses for Q5 - Q8: COMPLIANCE OVERSIGHT: (2019)  The compliance and enforcement process, now mature, seems to require less of the Board's attention, freeing up the Board to focus on more strategic matters.  Perhaps because of the sensitive nature of compliance and risk identification, it is difficult to assess some of these questions. I don't know if there would be a way to maintain proper controls and also provide more transparency on these issues.  Much activity is concealed in closed meetings. Difficult to assess.  Things seem to be on an even keel in this area. I do not have first-hand knowledge

Category C: Financial Oversight – Average 2019 % Rated ‘19 % Rated ‘18 Above Expectations 45 50 Meets Expectations 52 47 Below Expectations 0 0 Unknown 3 3

Please explain why you selected your responses for Q9 - Q10: FINANCIAL OVERSIGHT: (2019) • We have a good collaborative process for financial oversight • It would be useful if the Board could monitor the budget and business planning more closely with the strategic plan and the expected deliverables out into the future. • This component of WECC work is among its finest representation of competence. The FAC leadership and Exec team direction has resulted in above average quality work relative to other REs. • The budget process sees very robust and transparent.

Category D: Operations – Average 2019 % Rated ‘18 % Rated ‘19 Above Expectations 20 24 Meets Expectations 76 66 Below Expectations 3 1 Unknown 9 1

Please explain why you selected your responses for Q11 - Q15: OPERATIONS: (2019) The Board recognizes the importance of being fully independent and is • careful to protect that independence. At the same time, the Board appropriately does not let independence become an end unto itself and maintains the necessary independence within the cooperative framework wrought through a painstaking bifurcation process. Works effectively with approved policies, and considers stakeholder • input as needed, while maintaining independence. Not aware of instances of Board to stakeholder outreach (via the MAC) • with the goal of determining whether WECC impositions on Members is timely, fair, effective and reasonable. However, the Board is responsive to stakeholder/MAC input (above expectations).

Category E: Stakeholder Relations – Average 2019 % Rated ‘19 % Rated ‘18 Above Expectations 31 33 Meets Expectations 62 63 Below Expectations 2 1 Unknown 5 3

Please explain why you selected your responses for Q16-Q20: STAKEHOLDER RELATIONS: (2019)  Very open process, good communication. Stakeholders don't always show up as much as they should, but WECC does a good job with outreach.  WECC has always prided itself regarding its communication and outreach programs - the Board is a significant part of this and performs reasonably well.  While the board is good at accepting input, it does not frequently solicit input from the MAC on specific topic and questions. The instances when the Board has explicitly solicited MAC input have turned out quite successfully and show the value of this type of collaborative work. In my opinion, the Board should work more closely with WECC management to identify the policy questions on which MAC could provide more specific input. It is not as efficient of a process for the Board to wait for the MAC to determine items of significance upon which to opine.  The Board is very attentive to issues raised by stakeholders. However, the number of active stakeholders monitoring WECC activity is waning.

Thank You Questions? Dale Inkley dale@sdsresearch.com 801.558.3411