Accounting Electric Exhibits (AP-E1) - (AP-E16)

Transcription

CONSOLIDATED EDISON COMPANY OF NEW YORK, INC.
ELECTRIC RATE CASE EXHIBITS
Tab
No.
Exhibit
No.
Number of
Pages
1
AP-E1
Balance Sheet, Income Statements, Retained Earnings,
Operating Income, Operating Revenues, O&M, Power Production
Expenses, and Taxes Other than Income Taxes
22
2
AP-E2
Federal and State Income Taxes
7
3
AP-E3
Book Cost of Utility Plant
4
4
AP-E4
Accumulated Provision for Depreciation of Utility Plant
2
5
AP-E5
Statement of Operating Income, Labor Factor, Staffing Level,
Summary of Electric Cost Elements, Normalizing Adjustments,
Program Changes, Witness and Planned Update
38
6
AP-E6
Estimated Net Plant, Construction Work in Progress
6
7
AP-E7
Common Capital Projects applicable to Finance & Law
72
8
AP-E8
Rate Base
4
9
AP-E9
Revenue Requirement
5
10
AP-E10
Allocation of Revenue Requirement between Production and T&D
5
11
AP-E11
East River / Storm Reserves
3
12
AP-E12
Capital Structure / Cost of Capital
9
13
AP-E13
Fund Requirements and Sources
1
14
AP-E14
Interest Coverage
1
15
AP-E15
Revenue Requirement - Major Cost Drivers
1
16
AP-E16
Multi-Year Revenue Requirement
30
EXHIBIT__ (AP - E1)
FINANCIAL AND STATISTICAL DATA
INDEX TO SCHEDULES
Schedule
No.
Number of
Pages
1
Balance Sheet
As of December 31, 2011, 2012, 2013, 2014 and September 30, 2015
2
2
Income Statement
Years 2012 to 2014 Inclusive and Twelve Months Ended September 30, 2015
4
3
Statement of Unappropriated Retained Earnings
1
4
Utility Operating Income - Electric
(Before and After Income Taxes)
1
5
Operating Revenues - Electric
1
6
Statement Showing by Classification of Service
Kwhrs of Electricity Supplied and Revenue Billed
1
7
Other Operating Revenues - Electric
1
8
Operation and Maintenance Expenses - Electric
8
9
Taxes Other Than Income Taxes - Electric
1
10
Power Production Expenses - Electric
Twelve Months Ended September 30, 2015
2
EXHIBIT__ (AP - E1)
BALANCE SHEET
SCHEDULE 1
AS OF DECEMBER 31, 2011, 2012, 2013, 2014 AND SEPTEMBER 30, 2015
PAGE 1 OF 2
(Thousands of Dollars)
December 31,
ACCOUNT
NO.
ASSETS AND OTHER DEBITS
2011
2012
September 30,
2013
2014
2015
UTILITY PLANT
101
Electric Plant In Service
101
Gas Plant In Service
4,165,129
4,501,202
4,857,843
5,397,695
5,739,405
101
Steam Plant In Service
1,986,256
2,053,223
2,188,462
2,244,990
2,294,121
Common Utility Plant In Service
1,781,720
2,121,919
2,156,047
2,267,046
2,338,437
61,875
62,020
62,020
65,171
65,171
1,164,904
946,998
1,302,627
970,984
1,032,993
28,962,390
30,664,988
32,534,636
34,418,491
35,828,439
(5,416,386)
(5,824,551)
(6,139,990)
(6,491,706)
(6,692,781)
(48,464)
(87,264)
(136,956)
(199,072)
(240,723)
-
-
118.1
105
$
Electric Plant Held For Future Use
107, 118.1 Construction Work In Progress
Sub-Total
108
Accumulated Provision For Depreciation
110
of Plant In Service
of Electric Plant Held For Future Use
111.1
Accumulated Prov. For Amortization and Depletion
119.1
of Producing Natural Gas Land And Land Rights
and Amortization of Common Utility Plant
118
$
(519,196)
20,979,626
$
21,967,637
$
-
(593,754)
23,472,606
$
-
(708,720)
Retirement Work in Progress
120, 120.5 Nuclear Fuel Assemblies - Net
Gas Stored Underground - Non-Current
Total
24,358,312
-
(828,287)
(920,569)
144
Net
117
19,802,506
-
22,978,344
24,159,419
25,549,115
26,899,427
27,974,366
1,239
1,239
1,239
1,239
1,239
22,979,583
24,160,658
25,550,354
26,900,666
27,975,605
OTHER PROPERTY AND INVESTMENTS
121
Nonutility Property
122
Accumulated Provision for Depreciation - Non Utility Plant
123.1
29,575
30,090
29,361
29,605
29,844
(23,635)
(24,718)
(24,719)
(24,757)
(24,797)
1,211
Investment In Subsidiary Companies
2,836
1,237
1,458
1,208
124
Other Investments
2,328
2,463
2,435
2,481
2,481
128
Other Special Funds
212,312
243,719
237,033
261,270
289,632
223,416
252,791
245,568
269,807
298,371
41,661
(47,071)
42,081
541,938
(61,103)
-
-
-
-
-
5,518
18,661
86,142
2,234
2,234
Total
CURRENT AND ACCRUED ASSETS
131
Cash
132
Interest Special Deposits
134
Other Special Deposits
135
Working Funds
136
Temporary Cash Investments
142
Customer Accounts Receivable
143
Other Accounts Receivable
144
Accumulated Provision For Uncollectible
146
Accounts Receivable from Associated Companies
150
Materials And Supplies
158
Allowance Inventory
163
Stores Expense Undistributed
Accounts - Credit
164.1
Gas Stored Underground - Current
164.2
Liquefied Natural Gas In Storage
165
Prepayments
171
Interest And Dividends Receivable
172
Rents Receivable
174
175, 176
5,083
3,388
4,393
4,055
4,075
260,025
322,000
499,750
250
250.00
1,421,409
1,600,322
1,614,753
1,551,113
1,554,366
114,617
116,347
140,662
130,355
75,534
(87,781)
(95,863)
(95,417)
(98,423)
(91,676)
53,536
(6,297)
79,367
532,753
163,513
189,965
204,302
223,757
242,946
231,782
1,726
3,918
8,174
7,814
10,621
(54,036)
111,456
(0)
75,122
0
72,021
(0)
65,551
44,569
6,811
5,709
3,787
3,232
1,908
85,443
81,421
101,803
125,744
457,174
-
-
-
-
2,179
-
-
-
Miscellaneous Current and Accrued Assets
21,365
36,882
23,583
114,424
51,633
Derivative Instruments - Net
23,809
29,705
25,379
38,211
25,668
2,256,823
2,294,510
2,830,234
3,262,195
2,470,548
60,666
61,059
63,103
75,486
73,257
-
-
-
-
Total
-
DEFERRED DEBITS
181
Unamortized Debt Discount And Expense
182.2
Unrecovered Plant and Regulatory Study Costs
182.3
Other Regulatory Assets
183
Preliminary Survey and Investigation Charges
184
Clearing Accounts
186
Miscellaneous Deferred Debits
188
Investment In Research and Development
189
9,098,952
2,658
71,555
9,263,105
6,774,392
8,674,792
2,192
3,036
2,815
51,722.00
0.00
-
118,100
7,809,435
3,304
1,092.00
79,207
43,403
-
-
-
-
-
Unamortized Loss on Reacquired Debt
80,073
70,108
61,884
54,856
49,633
190
Accumulated Deferred Income Taxes
61,763
72,537
92,883
146,523
174,465
191
Unrecovered Purchased Gas Costs
-
-
-
Total
9,375,667
Grand Total
$
34,835,489
9,638,823
$
36,346,782
-
7,074,505
$
35,700,661
96,409
-
8,997,876
$
39,430,544
8,207,595
$
38,952,119
EXHIBIT__ (AP - E1)
BALANCE SHEET
SCHEDULE 1
PAGE 2 OF 2
ACCOUNT
NO.
September 30,
December 31,
LIABILITIES AND OTHER CREDITS
2011
2012
2013
2014
2015
PROPRIETARY CAPITAL
Capital Stock
201
Common Stock Issued
204
Preferred Stock Issued
$
588,720
$
212,563
588,720
$
-
588,720
$
-
588,720
$
-
588,720
-
Other Paid-In Capital
207
Premium on Capital Stock
210
Gain on Resale/Cancel. of Reacquired Capital Stock
211
Misc. Paid-In Capital, Accumulated OCI
214
Capital Stock Expense
216
Unappropriated Retained Earnings
216.1
Reacquired Capital Stock
219
Accumulated Other Comprehensive Income
879,678
879,678
879,678
13,943
13,943
13,943
13,943
13,943
3,340,061
3,340,061
3,340,061
3,340,061
3,340,061
(63,640)
(60,455)
6,427,110
Unappropriated Undistributed Subsidiary Earnings
217
879,678
1,953
Total
(60,455)
6,758,919
(60,455)
7,051,803
2,359
879,678
(60,455)
7,397,199
1,140
7,637,621
1,307
1,540
(962,092)
(962,093)
(962,093)
(962,093)
(962,092)
(7,771)
(8,960)
(5,638)
(10,493)
(9,501)
10,430,525
10,552,172
10,847,159
11,187,867
11,429,515
9,760,900
9,860,900
9,860,900
11,235,900
11,235,900
LONG-TERM DEBT
221
Bonds
224
Other Long-Term Debt
225
Unamortized Premium on Debt
226
Unamortized Discount on Debt
(16,441)
Total
(16,405)
9,744,459
(19,832)
9,844,495
(21,915)
9,841,068
(20,770)
11,213,985
11,215,130
OTHER NONCURRENT LIABILITIES
227
1,880
1,675
1,433
1,114
940
Accumulated Prov. for Injuries and Damages Reserve
173,333
141,420
180,063
175,968
179,437
228.3
Accumulated Prov. for Pensions and Benefits Reserve
4,381,717
4,284,192
1,541,833
3,662,863
2,755,893
228.4
Accumulated Miscellaneous Operating Provisions
-
-
-
10,293
16,520
Accumulated Provision for Rate Refunds
-
-
-
-
-
228.2
229
Obligations Under Capital Leases - Noncurrent
Total
4,556,930
4,427,287
1,723,329
3,850,239
2,952,790
420,969
1,209,641
450,442
648,933
912,174
713,284
687,266
665,308
CURRENT AND ACCRUED LIABILITIES
231
Notes Payable
232
Accounts Payable
379,373
234
Accounts Payable to Associated Companies
141,750
179,724
451,186
432,672
30,448
235
Customer Deposits
289,537
292,416
308,486
330,116
336,910
236
Taxes Accrued
237
Interest Accrued
238
Dividends Declared
239
Matured Long-Term Debt
240
Matured Interest
241
Tax Collections Payable
242
Miscellaneous Current And Accrued Liabilities
243
Obligations Under Capital Leases - Current
245
Derivative Instruments
Total
36,623
27,567
46,329
47,728
40,141
133,285
133,069
138,809
116,571
153,839
2,831
-
-
-
-
-
-
-
-
-
-
-
-
-
-
13,395
13,742
23,052
19,480
14,887
1,183,705
982,631
1,186,495
1,232,241
1,192,954
5,089
205
242
319
260
122,424
39,061
14,653
58,375
32,337
2,308,011
3,001,558
4,092,177
3,375,210
3,116,017
DEFERRED CREDITS
252
Customer Advances For Construction
25,720
32,712
7,433
7,404
9,802
253
Other Deferred Credits
29,017
27,949
17,391
8,261
33,274
866,839
1,094,280
1,380,762
1,502,389
1,341,553
52,151
46,745
41,570
36,715
33,829
973,727
1,201,686
1,447,156
1,554,769
1,418,458
254
Other Regulatory Liabilities
255
Accumulated Deferred Investment Tax Credits
Total
ACCUMULATED DEFERRED INCOME TAXES
281
Accelerated Amortization
282
Liberalized Depreciation
5,085,812
5,314,996
5,788,209
6,297,544
6,779,920
283
Other
1,736,027
2,004,588
1,961,565
1,950,929
2,040,290
6,821,838
7,319,584
7,749,774
8,248,473
8,820,210
Total
Grand Total
$
34,835,489
$
36,346,782
$
35,700,661
$
39,430,544
$
38,952,119
EXHIBIT __ (AP-E1)
INCOME STATEMENT
SCHEDULE 2
TWELVE MONTHS ENDED DECEMBER 31, 2012
PAGE 1 OF 4
Account
No.
Electric
Gas
Steam
Total
Utility Operating Income
400
Operating Revenues
$
8,225,269
$
1,412,801
$
663,952
$
10,302,022
Operating Expenses
401
Operation Expenses
402
Maintenance Expense
403
Depreciation Expense
4,114,988
652,156
345,426
5,112,570
370,652
65,291
37,336
473,279
4,485,640
717,447
382,762
5,585,849
708,920
120,384
64,221
893,525
404
Amortization & Depletion of Natural Gas Land & Land Rights
-
405
Amortization of Other Utility Plant
-
407
Amortization of Property Losses
-
Amortization - Miscellaneous
408.1
Taxes Other Than Income Taxes
1,403,449
223,893
102,389
1,729,731
Income Taxes
409.1
Income Taxes
410.1
Provision for Deferred Income Taxes
411.1
411.4, .5
Provision for Deferred Income Taxes - Credit
Investment Tax Credit Adjustment - Net
148,806
23,130
14,076
186,012
1,164,991
249,478
91,960
1,506,429
(916,856)
(172,816)
(83,722)
(1,173,394)
(4,398)
(760)
(248)
(5,406)
411.6
Gains from Disposition of Utility Plant
-
-
-
-
411.7
Losses from Disposition of Utility Plant
-
-
-
-
Total Operating Expenses
Total Utility Operating Income
6,990,552
$
1,234,717
1,160,756
$
252,045
571,438
$
92,514
8,722,745
$
1,579,277
Other Income
415,416
Income from Merchandising , Jobbing & Contract Work
-
417
Revenues from Nonutility Operations
10,859
417.1
Expenses from Nonutility Operations
(5,775)
418
418.1
419
419.1
421
Non-Operating Rental Income
(162)
Equity in Earnings of Subsidiary Companies
(160)
Interest and Dividend Income
(127)
Allowance for Equity Funds Used During Construction
2,234
Miscellaneous Non-Operating Income
4,642
Total Other Income
11,511
Total Income
1,590,788
Other Income Deductions
425
Miscellaneous Amortizations
426
Miscellaneous Income Deductions
20
10,206
Total Other Income Deductions
10,226
Taxes - Other Income & Deductions
408.2
2,791
409.2, 410.2, 411.2 Income Taxes
14,959
Total Taxes - Other Income & Deductions
17,750
Income Before Interest Charges
1,562,812
Interest Charges
427
Interest on Long Term Debt
428
Amortization of Debt Discount & Expense
429
Amortization of Premium on Debt - Credit
431
Other Interest Expense
22,162
432
Allowance for Borrowed Funds Used During Construction
(1,236)
508,333
16,507
-
Total Interest Charges
Net Income
545,766
$
1,017,046
EXHIBIT __ (AP-E1)
INCOME STATEMENT
SCHEDULE 2
PAGE 2 OF 4
Account
No.
Electric
Gas
Steam
Total
400
Operating Revenues
$
8,176,115
$
1,621,811
$
764,831
$
10,562,757
Operating Expenses
401
Operation Expenses
402
Maintenance Expense
403
4,096,108
814,809
379,192
5,290,109
346,845
67,969
36,272
451,086
4,442,953
882,778
415,464
5,741,195
748,848
130,150
66,965
945,963
404
-
405
-
407
-
408.1
1,458,198
241,461
115,760
1,815,419
Income Taxes
409.1
Income Taxes
410.1
411.1
411.4, .5
246,778
57,832
10,445
315,055
1,970,821
461,730
225,562
2,658,113
(1,833,396)
(406,951)
(196,724)
(2,437,071)
(4,165)
(761)
(249)
(5,175)
411.6
-
-
-
-
411.7
-
-
-
-
7,030,037
$
1,146,078
1,366,239
$
255,572
637,222
$
127,608
9,033,498
$
1,529,258
Other Income
415,416
417
417.1
418
418.1
419
419.1
421
-
5,251
(1,844)
(254)
221
1,081
2,398
6,500
Total Other Income
13,353
Total Income
1,542,610
425
426
20
9,863
9,883
408.2
2,549
409.2, 410.2, 411.2 Income Taxes
(10,631)
(8,082)
1,540,810
Interest Charges
427
428
429
431
11,323
432
(1,345)
496,610
14,558
-
Net Income
521,145
$
1,019,665
EXHIBIT __ (AP-E1)
INCOME STATEMENT
SCHEDULE 2
PAGE 3 OF 4
Account
No.
Electric
Gas
Steam
Total
400
Operating Revenues
$
8,483,084
$
1,726,670
$
710,258
$
10,920,012
Operating Expenses
401
Operation Expenses
402
Maintenance Expense
403
4,214,459
934,970
326,157
5,475,586
386,019
91,777
38,402
516,198
4,600,478
1,026,747
364,559
5,991,784
781,209
131,894
77,580
990,683
404
-
405
-
407
-
408.1
1,457,325
248,390
92,436
1,798,151
Income Taxes
409.1
Income Taxes
410.1
411.1
411.4, .5
172,714
19,410
63,236
255,360
1,991,729
484,018
174,723
2,650,470
(1,735,895)
(414,588)
(189,017)
(2,339,500)
(3,848)
(759)
(248)
(4,855)
411.6
-
-
-
-
411.7
-
-
-
-
7,263,711
$
1,219,373
1,495,113
$
231,557
583,269
$
126,988
9,342,093
$
1,577,918
Other Income
415,416
417
417.1
418
418.1
419
419.1
421
421.1
3,437
(279)
1,510
167
1,312
1,182
2,863
Gain in Disposition of Property
12,640
Total Other Income
22,831
Total Income
1,600,750
425
426
20
9,774
9,794
408.2
2,415
409.2, 410.2, 411.2 Income Taxes
(6,772)
(4,357)
1,595,313
Interest Charges
427
428
429
431
432
510,155
13,146
15,278
(828)
Net Income
537,751
$
1,057,563
EXHIBIT __ (AP-E1)
INCOME STATEMENT
SCHEDULE 2
TWELVE MONTHS ENDED SEPTEMBER 30, 2015
PAGE 4 OF 4
Account
No.
Electric
Gas
Steam
Total
400
Operating Revenues
$
8,253,630
$
1,544,198
$
755,182
$
10,553,010
Operating Expenses
401
Operation Expenses
402
Maintenance Expense
403
404
405
3,831,137
726,869
352,386
4,910,392
391,785
104,587
38,599
534,971
4,222,922
831,456
390,985
5,445,363
810,093
139,555
77,383
1,027,031
1,480,865
248,636
108,967
1,838,468
407
408.1
Income Taxes
409.1
Income Taxes
410.1
411.1
411.4, .5
143,052
(3,572)
(9,775)
129,705
1,700,134
426,491
200,053
2,326,678
(1,391,545)
(335,497)
(138,019)
(1,865,062)
(3,177)
(674)
(249)
(4,100)
411.6
-
-
-
-
411.7
-
-
-
-
6,962,344
$
1,291,286
1,306,394
$
237,804
629,346
$
125,836
8,898,084
$
1,654,926
Other Income
415,416
-
417
417.1
(116)
(137)
418
418.1
419
419.1
421
421.1
2,874
264
1,978
1,910
(976)
Gain on Disposition of Property
(0)
Total Other Income
5,797
Total Income
1,660,723
425
426
20
9,267
9,287
408.2
2,319
409.2, 410.2, 411.2 Income Taxes
(13,497)
(11,178)
1,662,615
Interest Charges
427
428
429
431
18,386
432
(1,203)
544,669
13,427
0
Net Income
575,278
$
1,087,336
EXHIBIT __ (AP-E1)
SCHEDULE 3
STATEMENT OF UNAPPROPRIATED RETAINED EARNINGS
YEARS 2011, 2012, 2013, 2014 AND SEPTEMBER 30, 2015
December 31,
2011
2012
2013
2014
September 30, 2015
Account
No.
216, 216.1 Unappropriated Retained Earnings
Beginning of Period
433
Balance Transferred from Income
439
Adjustments to Retained Earnings
$
6,131,967
$
989,420
6,429,064
$
1,017,045
-
7,446,109
$
1,019,665
-
7,121,387
6,761,278
7,052,943
$
1,057,563
-
934,655
-
7,780,943
-
8,110,506
8,333,161
437
Dividends Declared - Preferred Stock
11,323
2,831
438
Dividends Declared - Common Stock
681,000
682,000
728,000
712,000
694,000
692,323
684,831
728,000
712,000
694,000
Total
216, 216.1
-
7,398,506
-
-
Unappropriated Retained Earnings
End of Period
$
6,429,064
$
6,761,278
$
7,052,943
$
7,398,506
$
7,639,161
UTILITY OPERATING INCOME - ELECTRIC
IN AMOUNT AND EQUIVALENT CENTS PER KWHR
(BEFORE AND AFTER INCOME TAXES)
YEARS 2012 TO 2014 INCLUSIVE AND
Twelve Months Ended
2012
Amount
Operating Revenues
$
2013
$
September 30, 2015
Equivalent
Equivalent
Equivalent
Cents Per
Cents Per
Cents Per
Kwhr Sold
8,225,269
2014
Amount
17.28
$
Kwhr Sold
8,176,115
$
Amount
17.28
$
Equivalent
Cents Per
Kwhr Sold
8,483,084
$
Amount
18.26
$
Kwhr Sold
8,253,630
$
17.41
Operation and Maintenance
Production Expenses
Transmission Expenses
2,282,282
4.79
2,321,232
4.91
2,392,409
5.15
2,074,579
4.38
166,185
0.35
149,148
0.32
145,657
0.31
153,647
0.32
Distribution Expenses
466,714
0.98
474,143
1.00
512,100
1.10
477,183
1.01
Customer Accounts Expenses
237,661
0.50
227,454
0.48
235,949
0.51
222,985
0.47
Customer Service Expenses
159,758
0.80
0.34
298,112
0.63
340,563
0.73
380,354
0.00
390
0.00
617
0.00
348
0.00
1,173,114
2.46
972,474
2.06
973,181
2.10
913,826
1.93
4,485,640
9.42
4,442,953
9.40
4,600,476
9.90
4,222,922
8.91
708,920
1.49
748,848
1.58
781,209
1.68
810,093
1.71
1,403,449
2.95
1,458,198
3.08
1,457,325
3.14
1,480,865
3.12
Total Operating Expenses Before Income Taxe
6,598,009
13.86
6,649,999
14.06
6,839,010
14.72
6,513,880
13.74
Operating Income Before Income Taxes
1,627,260
3.42
1,526,116
3.22
1,644,074
3.54
1,739,750
3.67
0.30
Sales Promotion Expenses
(74)
Administrative and General Expenses
Total Operation and Maintenance
Depreciation
Income Taxes
Provision for Deferred Income Taxes - Net
Investment Tax Credit Adjustments - Net
148,806
0.31
246,778
0.52
172,714
0.37
143,052
1,164,991
2.45
1,970,821
4.17
1,991,729
4.29
1,700,134
3.59
(916,856)
(1.93)
(1,833,396)
(3.88)
(1,735,895)
(3.74)
(1,391,545)
(2.94)
(4,398)
(0.01)
(4,165)
(0.01)
(3,848)
(0.01)
(3,177)
(0.01)
-
-
-
-
-
-
-
392,543
Operating Income After Income Taxes
Sales of Electric - Per Kwhr
$
1,234,717
47,602,596
-
0.82
$
2.60
380,038
$
1,146,078
47,304,320
-
0.80
$
2.42
424,700
$
1,219,373
46,447,417
0.91
$
2.63
-
448,464
$
1,291,287
0.94
$
2.73
47,396,438
EXHIBIT __ (AP - E1
SCHEDULE 4
OPERATING REVENUES - ELECTRIC
IN AMOUNT AND EQUIVALENT CENTS PER KWHR SOLD
YEARS 2012 TO 2014 INCLUSIVE AND
Twelve Months Ended
2013
2012
Account
No.
Amount
2014
September 30, 2015
Equivalent
Equivalent
Equivalent
Cents Per
Cents Per
Cents Per
Kwhr Sold
Amount
Kwhr Sold
Amount
Equivalent
Cents Per
Kwhr Sold
Amount
Kwhr Sold
Sales of Electricity
440
Residential Sales
442
Commercial & Industrial Sales
$
3,340,876
$
4,104,871
7.02
$
8.62
3,393,224
$
4,037,049
7.17
$
8.53
3,434,217
$
4,163,702
7.39
$
8.96
3,398,590
$
4,139,680
7.17
8.73
444
Public Street & Highway Lighting
3,151
0.01
2,265
0.00
2,909
0.01
2,498
0.01
445
Other Sales to Public Authorities
45,869
0.10
46,993
0.10
46,038
0.10
48,487
0.10
446
Sales to Railroads & Railways
447
Sales for Resale - Electric Utilities
Total Sales of Electricity
8,211
0.02
7,324
0.02
6,249
0.01
6,084
0.01
34,884
0.07
29,653
0.06
29,498
0.06
17,042
0.04
7,537,862
15.84
7,516,508
15.88
7,682,613
16.53
7,612,381
16.06
Other Operating Revenues
451
Miscellaneous Service Revenues
15,341
0.03
17,234
0.04
17,780
0.04
21,066
0.04
454
Rent from Electric Property
19,398
0.04
20,128
0.04
20,233
0.04
21,794
0.05
455
Interdepartmental Rents
456
NYPA & Other Delivery Revenues
14,598
0.03
15,769
0.03
16,395
0.04
17,517
0.04
595,707
1.25
591,400
1.25
602,211
1.30
573,464
1.21
456
Municipal Agency Revenues
10,658
0.02
10,521
0.02
9,984
0.02
7,408
0.02
456
Other Electric Revenues
31,705
0.07
4,555
0.01
133,868
0.29
0
0.00
687,407
1.44
659,607
1.39
800,471
1.72
641,249
1.35
Total Other Operating Revenues
Total Operating Revenues
Sales of Electricity - Mwhrs.
$
8,225,269
47,602,596
$
17.28
$
8,176,115
47,304,320
$
17.28
$
8,483,084
46,447,417
$
18.26
$
8,253,630
$
17.41
47,396,438
EXHIBIT__ (AP - E1)
SCHEDULE 5
KILOWATTHOURS OF ELECTRICITY SUPPLIED AND REVENUE BILLED
BY CLASSIFICATION OF SERVICE
FOR YEARS 2012 TO 2014 INCLUSIVE AND THE 12 MONTHS ENDED SEPTEMBER 30, 2015
2012
Account
S.C.
Number
No.
2013
2014
Revenue
Kwhr Sold
Revenue
Twelve Months Ended September 30, 2015
Revenue
Per Kwhr
Kwhr Sold
Revenue
Revenue
Per Kwhr
Kwhr Sold
Revenue
Revenue
Per Kwhr
Kwhr Sold
Revenue
Per Kwhr
Residential Sales
1
Residential and Religious
7
Residential and Religious - Space & Water Heating
14,215,764
Metered Unbilled - Residential Sales
Unmetered Unbilled - Residential Sales
Other
440
23.24
14,050,319
114,503
22,490
19.64
113,024
6,229
$
3,303,991
684
10.98
83,289
13,712
16.46
693
Total Residential Sales
$
(0)
$
3,370,788
$
23.99
13,458,694
25.44
14,011,806
3,375,031
20.69
102,868
23,660
23.00
97,803
21,177
11.10
1,484
257
17.32
(1,593)
28
3.73
(33,994)
40.94
90,929
2,597
2,535
6
0.24
0
0
0.00
-
(0.00)
23.17
14,157,756
3,393,224
23.97
13,529,053
3,434,217
25.38
14,198,945
3,398,590
23.94
23,387
(8,872)
(985)
750
0.00
$
3,424,218
$
(13,918)
$
24.09
21.65
(215)
13.51
2.86
0.00
14,420,478
3,340,877
2,173,782
543,909
25.02
2,221,985
557,487
25.09
2,210,249
597,318
27.02
2,277,341
588,078
25.82
6,101
1,206
19.77
6,647
2,776
41.76
2,265
2,039
90.02
4,263
2,021
47.41
37
64
172.97
5
57
1,140.00
0
60
0.00
-
53
-
0
Commercial and Industrial Sales
2
General - Small
3
Breakdown, Reserve & Auxiliary
4
Redistribution - Submetering , Resale
5
Electric Traction System - Time of Day - Rate II
8
Multiple Dwelling - Redistribution
9
General - Large
10
Supplementary Service - Rate I
12
Multiple Dwelling - Space Heating
13
Bulk Power-HT-Housing Developments
14
-
Direct Retail/ESCO Sales
26
Rider D-Operation of Fire Alarms or Signal Systems
28
Rider D-Operation of Fire Alarms or Signal Systems
0.00
-
-
-
0.00
-
1,955,270
233,407
11.94
1,900,394
237,101
12.48
1,936,771
241,175
12.45
26,766,937
3,230,128
12.07
26,995,890
3,157,709
11.70
26,991,867
3,261,131
12.08
27,113,390
3,222,680
11.89
89,054
9,388
10.54
90,161
9,536
10.58
89,981
9,593
10.66
95,232
9,384
395,957
37,948
9.58
412,056
38,570
9.36
380,523
36,737
9.65
368,322
37,646
10.22
28,636
4,729
16.51
18,337
4,849
26.44
13,538
4,060
29.99
19,297
2,466
12.78
220,999
28,531
12.91
241,064
31,302
12.98
214,056
27,342
12.77
210,555
24,150
11.47
15
286
1,906.67
2
285
14,250.00
6
291
4,850.00
0
290
121,525.75
6
0.00
-
5
0.00
-
5
0.00
(1.67)
(36,747)
(2,865)
7.80
(21,135)
2,626
(12.42)
19.64
32,104
4,354
13.56
(24,947)
(14,598)
58.52
317
9,078
-
Total Commercial & Industrial Sales
-
12.01
46,225
Other
-
239,330
(18,982)
Unmetered Unbilled - Commercial & Industrial Sales
-
1,992,949
-
Metered Unbilled - Commercial & Industrial Sales
442
-
(50)
31,701,710
4,104,870
0.00
539
12.95
31,937,313
(424)
(78.66)
4,037,048
12.64
31,756,798
0
0.00
4,163,704
13.11
-
9.85
5
0.00
41,428
5,087
12.28
125,140
6,643
-
5.31
-
32,191,739
0.00
4,139,680
12.86
Public Street and Highway Lighting
2
General Small Rate 1
6
Total Public and Private Street Lighting
0.00
7
1
14.29
218
48
22.02
9,482
-
3,125
32.96
6,913
2,330
33.70
7,661
2,853
1
0
49.70
1
0
31.37
Unmetered Unbilled - Public & Private Street Lighting
165
26
15.76
(67)
13.81
Other
-
(0)
0.00
-
0.0
0.00
-
-
0.00
-
-
0.00
3,151
32.66
6,436
2,264
35.18
7,995
2,909
36.38
7,337
2,498
34.05
67
10
14.93
2,577
571
Metered Unbilled - Public & Private Street Lighting
444
Total Public and Private Street Lighting
9,648
(485)
(1)
117
203
42
20.69
37.24
7,236
2,479
34.26
(0)
26.80
-
-
8
6.84
(102)
0.00
(23)
22.93
Other Sales to Public Authorities
1
68
11
16.18
2
General
22.16
2,260
507
3
-
-
0.00
-
4
Nonsubmetering
-
-
0.00
5
NYC Transit Authority Transition Rate
1
20.00
8
Multiple Dwelling - Redistribution
2,157
482,480
5
65
10
15.38
53
7
13.84
22.43
2,242
548
24.44
2,144
517
24.13
-
0.00
-
-
0.00
-
-
4,645
350
7.53
-
-
0.00
-
-
5,643
561
9.94
3,084
126
4.09
380
0.00
40
10.51
215
9.97
54,111
5,662
10.46
12,708
1,183
9.31
12,053
1,188
9.86
9
General - Large
45,482
9.43
440,470
39,255
8.91
471,834
42,915
9.10
483,302
44,654
9.24
12
Multiple Dwelling - Space Heating
-
-
0.00
-
-
0.00
17,124
1,487
8.68
20,326
1,781
69
DC Premium
-
-
0.00
-
-
0.00
-
-
0.00
-
-
26
Rider D - Operation of Fire Alarms or Signal Systems
-
0.00
-
0.00
-
0.00
-
Metered Unbilled - Sales to Public Authorities
-
0.00
-
0.00
-
0.00
-
Unmetered Unbilled - Sales to Public Authorities
-
(59,994)
Total Other Sales to Public Authorities
(567)
0.95
7
-
4,165
7
-
122
2.93
0
150
0.00
437
521
119.22
0
0
0.00
427,292
45,868
10.73
511,799
46,996
9.18
506,232
46,037
9.09
Other
445
6
(826)
(238)
28.81
8.76
-
7
0.00
-
2,890
0.00
292
521,148
10.11
-
0.00
48,487
9.30
Sales to Railroads & Railways
1
-
2
General
232
3
-
4
Nonsubmetering
5
NYC Transit Authority Transition Rate
9
General - Large
Unmetered Unbilled - Sales to Railroads & Railways
Other
447
TOTAL SALES - ELECTRIC
0.00
-
-
209
0.00
34
-
0.00
-
-
217
0.00
38
-
0.00
-
-
170
0.00
33
-
19.34
-
-
0.00
-
0.00
6.48
121,201
7,502
6.19
115,437
5,967
5.17
115,719
5,829
5.04
2,535
388
15.31
2,424
386
15.92
2,181
330
15.13
2,301
258
11.24
7,200
761
10.57
(8,418)
(786)
9.34
(652)
(21)
3.22
(1,059)
(1,680)
(228)
13.57
1,466
202
13.78
(350)
(65)
18.57
(1)
0.00
-
(14)
0.00
0
0.00
6,249
5.35
116,882
7,324
6.27
116,834
-
0.00
0.00
6.84
-
17.51
-
-
8,211
-
16.27
-
7,247
120,119
Sales for Resale
18.97
-
111,832
-
Total Sales to Railroads & Railways
0.00
44
-
Metered Unbilled - Sales to Railroads & Railways
446
-
-
0.00
(42)
143
3.93
5
117,273
3.78
-
0.00
6,084
5.19
962,352
34,884
3.62
605,136
29,653
4.90
489,631
29,498
6.02
411,250
17,042
4.14
47,641,599
7,537,861
15.82
47,335,321
7,516,508
15.88
46,406,543
7,682,613
16.56
47,447,692
7,612,381
16.04
Other Electric Revenues
451
-
15,341
-
-
17,234
-
-
17,780
-
-
21,066
-
454
-
19,398
-
-
20,128
-
-
20,233
-
-
21,794
-
455
-
14,598
-
-
15,769
-
-
16,395
-
-
17,517
-
456
Other Electric Revenue
-
632,515
-
-
601,894
-
-
744,966
-
-
573,464
-
457.1
Regional Transmission Service Revenues
-
5,554
-
-
4,605
-
-
1,097
-
-
7,408
457.2
Miscellaneous Revenues
-
0
-
-
-
-
0
-
-
-
-
687,407
-
-
-
-
800,471
-
-
TOTAL OTHER ELECTRIC REVENUES
400
TOTAL OPERATING REVENUES - ELECTRIC
$
47,641,599
$
8,225,268
$
17.26
47,335,320
(23)
659,607
$
8,176,115
$
17.27
46,406,542
$
8,483,084
$
18.28
47,447,692
-
641,249
$
8,253,630
$
17.40
EXHIBIT__ (AP - E1)
SCHEDULE 6
EXHIBIT__ (AP - E1)
SCHEDULE 7
OTHER OPERATING REVENUES - ELECTRIC
FOR YEARS 2012 TO 2014 INCLUSIVE AND
Twelve Months Ended
2012
$
2013
15,341
$
19,398
NYPA & Other Delivery Revenues
Municipal Agency Revenues
2014
17,234
$
20,128
Sept. 30, 2015
17,780
$
20,233
21,066
21,794
14,598
15,769
16,395
17,517
595,707
591,400
602,211
590,178
10,658
10,521
9,984
9,589
(22,518)
19,821
(5,591)
6,677
21,383
21,321
18,277
17,262
-
-
-
-
4,229
9,014
9,911
9,851
-
-
-
Miscellaneous Other Electric Revenues
Other Revenue
Transmission of Energy
Transmission Service Charges
Service Fee
Sithe Contract Restructuring
566
Reimbursement of Maint. Cost of Intercon. of Co. Facilities - Net
2,401
2,542
2,302
2,267
Excess Distribution Facilities
4,302
2,759
5,821
3,530
Late Payment Charges - Net
25,456
33,904
-
33,449
35,297
-
-
-
Meter Reading Service
27
-
-
PCS Antenna Installation
76
-
-
-
833
470
169
-
Staten Island Meter Reading Services
The Learning Center Services
485
Water Meter Reading Services - Net
-
Metered Accrued Unbilled
(1,594)
Fuel Management Program
12
Transmission Netting Customer Credit
-
KeySpan Settlement Facilities Fee - Net
-
Cubs Credit
Preferred Stock Redemption Cost Saving
Electric Property Tax Deferral
-
-
-
(1,669)
(1,768)
-
-
-
-
-
-
66
-
-
-
-
-
-
-
(1,927)
(3,115)
-
-
-
-
(111,566)
(30,497)
(62,748)
PSE&G Wheeling service Deferral
(9,825)
-
10,088
-
-
WTC carrying cost
(5,485)
6,978
Property Tax Amortization
-
(126,370)
Electric Revenue - CE Solutions
-
Electric Hedging Prog Interest
Gas Hedging Prog Interest
Conversion Only bill orders
7
-
-
-
-
(2,099)
(837)
(553)
(1,838)
(75)
(36)
(30)
(50)
51
102
71
17
Rental Property
-
-
Off Peak Penalty
-
-
-
-
Other Revenue Adjustment
-
-
(5,000)
(5,000)
Retail Choice Program
-
-
-
-
NYS Tax Law Changes
-
-
-
-
26,678
31,918
37,837
35,656
-
-
58
-
Regulatory Accounting:
POR Discount
Electric Interference Deferral
617
-
Rate Case - T&D Expense Deferral
6,211
(22,714)
(127,113)
(35,389)
Rate Case - TCC Proceeds - Net
3,152
2,944
12,521
4,730
-
(17,500)
Rate Refund Provision
System Benefits Charge - Deferral
14,714
RPS Deferral
(383)
DC Service Incentive
60
-
-
-
-
(4)
(0)
Overcollection of Revenues Re: 74/59th St.
-
-
-
NRG Settlement - Facilities Fee
-
-
-
Demand Response Program - Net
-
-
-
Retention of Property Tax Incentive
15
Amortization Deferred Costs - 07-E-0523
Amortize Deferred Cost
Electric RDM Reconciliation 07-E-0523
ERRP Maintenance Reserve True-Up (Revenue Deferral)
Electric Revenue/Transmission Adjustment
Net Unbilled Revenue - Elec
NYPA & EDDS - Unbilled
Rev-SO2 Allowance Proceeds
14,145
-
4
16
-
-
-
-
81,189
6,032
26,149
21,031
720
45,436
106,848
(108,649)
7,938
(3,717)
-
-
-
-
(21,022)
6,554
5,705
(15,200)
-
-
-
Reactive Power Carrying Charge
Customer Sale Regulatory Unbilled
(10,000)
-
74
(319)
113
(1,901)
1,370
344
12,732
-
-
-
1,437
(399)
1,370
-
-
(2,495)
(5,865)
(26,811)
Local Law 11 08-E-0539
-
-
-
-
Unbilled Revenue for WTC Recovery
-
-
-
-
Van Nest Field Operation
-
-
-
-
(3,460)
(3,313)
-
Int/Shortfalls Cap SP 08-E-0539
(131)
Reserve for '05 -'08 Cap Ex Review
Make Whole Revenues 08-E-0539
-
-
-
-
-
62,930
14,627
67,004
90,905
-
-
-
Purchase Capacity from Customers
-
-
Capacity Sale
130
38
Facility Fee
649
640
-
487
Auction Rate Misc. Revenues - Elec
CES Management Fees - Purchasing
R&D Ventures
-
-
-
-
-
640
600
-
-
-
-
-
-
3,863
-
-
Retail Portfolio Standard
-
-
-
-
Smart Grid Surcharge Cost
-
(2,312)
(6,643)
9,860
Elec Case Deferral 263A-08-E-0539
-
-
-
GHP Interest Accrual
ESCO Internet Profile Daily Access Fee
EHP Interest Accrual - Electric
Competitive Charges
RDM Refund/Surcharge
EEPS Program Revenue Adjustment-Electric
-
-
-
-
-
-
3,026
1,051
(5,334)
(2,866)
-
-
-
-
5,942
-
-
-
(48,734)
(52,408)
-
(10,461)
NYS GRT/Excess Dividend Tax Refund
-
-
-
-
Revenue Deferral Furnace Brook
-
-
-
Amortization of Electric Surcharges
-
-
-
Customer Cash Flow Benefits - Bonus Depreciation
-
Management Fee Sales & Marketing
40
40
40
Management Fee Purchasing
32
37
37
37
646
922
Reconcile Other Revenue
Miscellaneous
Total Miscellaneous Other Electric Revenues
Total Electric Other Operating Revenues
-
-
(3,079)
(4,139)
31,705
$
687,407
(7,356)
4,555
$
659,607
32
8,773
133,868
$
800,471
(18,896)
$
641,248
SUMMARY OF OPERATION AND MAINTENANCE EXPENSES - ELECTRIC
IN AMOUNT AND EQUIVALENT CENTS PER KWHR. SOLD
FOR THE YEARS 2012 TO 2014 INCLUSIVE AND
Twelve Months Ended
2013
2012
Amount
2014
September 30, 2015
Equivalent
Equivalent
Equivalent
Cents Per
Cents Per
Cents Per
Kwhr Sold
Amount
Kwhr Sold
Amount
Equivalent
Cents Per
Kwhr Sold
Amount
Kwhr Sold
Operation and Maintenance Expenses
2,282,283
4.79
2,321,232
4.91
Transmission Expenses
166,186
0.35
149,146
Distribution Expenses
466,714
0.98
Customer Accounts Expenses
237,661
Customer Service Expenses
Power Production Expenses
$
Administrative & General Expenses
Total
$
2,392,410
5.15
0.32
145,658
474,142
1.00
0.50
227,454
159,684
0.34
1,173,041
2.46
4,485,569
9.42
47,602,596
$
$
2,074,582
4.38
0.31
153,649
0.32
512,100
1.10
477,180
1.01
0.48
235,949
0.51
222,985
0.47
298,503
0.63
341,180
0.73
380,702
0.80
972,589
2.06
973,181
2.10
913,865
1.93
4,443,067
9.40
4,600,478
9.90
4,222,963
8.91
47,304,320
$
$
46,447,417
$
$
47,396,438
EXHIBIT__ (AP - E1)
SCHEDULE 8
PAGE 1 OF 8
POWER PRODUCTION EXPENSES - ELECTRIC
CENTS PER KWHR, GENERATED AND PURCHASED
Twelve Months Ended
2012
Account
No.
2013
2014
September 30, 2015
Steam
Other
Steam
Other
Steam
Other
Steam
Other
Power
Power
Power
Power
Power
Power
Power
Power
Generation
Generation
Generation
Generation
Generation
Generation
Generation
Generation
Total
Total
Total
Total
Operations
500, 517, 546
Supervision and Engineering
$
501, 518.1, 547 Fuel
519
502, 520, 548
504, 522
505, 523
14,806
$
158,272
Coolants and Water
-
Steam and Generation Expenses
5,975
Steam Transferred - Credit
-
$
1,126
(619)
14,806
$
159,398
13,164
$
12,194
$
127,419
-
$
313
12,194
127,732
-
-
-
-
-
-
-
-
-
7,728
8,061
-
8,061
8,848
-
8,848
-
(853)
(700)
-
(700)
(732)
-
(732)
422
-
422
676
-
676
808
-
808
-
-
-
-
-
-
0
-
3,810
4,087
-
4,087
4,886
-
4,886
198,539
203,513
205,511
153,423
201.07
Power Generation Expenses
3,620
-
3,620
3,810
183,409
197,855
1,126
-
6,562
12,916
180,471
-
0
75,882
$
(853)
229
75,882
-
264,727
1,998
7,728
-
Total Operation
$
-
-
Allowances
12,916
178,473
(619)
-
Rents
$
5,975
229
509
13,164
174,268
-
Electric Expenses
507, 525, 550
$
-
Misc. Steam, Nuclear & Other
182,283
684
-
506, 524, 549
Sub-Total
$
173,584
1,126
684
81,339
6,562
9,823
265,853
289,017
-
81,339
684
1,998
80,663
9,823
5,849
289,701
290,025
-
80,663
1,998
313
82,322
5,849
12,491
292,023
248,236
153,736
-
82,322
-
12,491
313
248,549
Maintenance
510, 528, 551
511, 529, 552
9,498
-
9,498
-
7,104
-
7,604
-
6,713
1,961
1,961
3,848
3,851
4,506
4,432
4,081
-
4,081
3,832
-
3,832
2,433
-
2,433
513, 531, 553
Generating and Electric Plant
5,669
16,172
21,841
4,595
4,540
9,135
5,961
8,605
14,566
5,340
21,096
26,436
514, 532, 554
Miscellaneous Steam, Nuclear &
-
-
-
-
-
-
-
-
-
-
-
Total Maintenance
Total Electric Generation $
3
6,713
3,161
-
Other Power Generation Expenses
0
7,604
3,157
4,432
208.07
4
7,104
Structures
Boiler Plant & Reactor Plant Equip.
512, 530
0
4,506
-
3,877
3
3,880
5,066
0
5,066
4,706
0
4,706
4,737
2
4,739
26,633
16,179
42,812
22,807
4,540
27,347
25,951
8,608
34,559
23,729
21,098
44,827
291,360
$
17,305
$
308,665
$
1,972,426
$
311,824
$
5,224
$
317,048
$
2,003,400
$
315,976
$
10,606
$
326,582
$
2,065,179
$
271,965
$
21,411
$
293,376
$
1,780,603
Other Power Supply Expense
555
Purchased Power
556
System Control & Load Dispatching
557
Other Expenses
1,192
Total Other Power Supply Expenses
Total Power Production Expenses
1,973,618
$
2,282,283
-
-
-
784
649
603
2,004,184
$
2,321,232
2,065,828
$
2,392,410
1,781,206
$
2,074,582
Mwhrs Generated and Purchased
Steam Power Generation
Other Power Generation
Purchased
Total
3,089,240
3,181,726
2,752,726
2,628,016
3,378
3,198
2,099
807
3,092,618
3,184,924
2,754,825
2,628,823
19,200,338
18,468,938
18,405,705
19,272,170
22,292,956
21,653,862
21,160,530
21,900,993
EXHIBIT__ (AP - E1)
SCHEDULE 8
PAGE 2 OF 8
CENTS PER KWHR, GENERATED AND PURCHASED
Twelve Months Ended
2012
2013
2014
September 30, 2015
Steam
Other
Steam
Other
Steam
Other
Steam
Other
Account
Power
Power
Power
Power
Power
Power
Power
Power
No.
Generation
Generation
Generation
Generation
Generation
Generation
Generation
Generation
Total
Total
Total
Total
Operations
500, 517, 546
501, 518.1, 547
519
502, 520, 548
504, 522
505, 523
$
Electric Expenses
201.07
Total Operations
$
0.48
$
5.15
-
0.41
$
5.46
-
-
$
21.00
-
0.41
$
5.47
-
0.47
$
6.48
-
-
$
95.00
-
0.47
$
6.55
-
0.46
$
4.85
-
-
$
38.79
-
0.46
4.86
-
-
0.19
-
0.19
0.24
-
0.24
0.29
-
0.29
0.34
-
0.34
(0.02)
-
(0.02)
(0.03)
-
(0.03)
(0.03)
-
(0.03)
(0.03)
-
(0.03)
0.01
-
0.01
0.01
-
0.01
0.02
-
0.02
0.03
-
0.03
-
-
-
-
-
-
-
-
-
-
-
0.12
-
0.12
0.12
-
0.12
0.15
-
0.15
0.19
-
0.19
5.90
33.00
5.93
6.21
21.00
6.22
7.38
95.00
7.45
5.84
38.79
5.85
2.46
Rents
Allowances
33.00
-
Sub-Total
509
$
-
Coolants and Water
506, 524, 549
507, 525, 550
0.48
5.12
Fuel
-
3.13
0.21
-
0.21
0.31
-
0.31
0.21
-
0.21
0.48
-
0.48
8.36
33.00
-
8.59
2.45
8.77
2.56
21.00
-
9.08
2.55
10.31
2.93
95.00
-
10.59
2.93
8.97
3.13
38.79
9.46
Maintenance
510, 528, 551
0.31
511, 529, 552
Structures
0.10
0.12
0.31
0.22
0.10
0.06
0.01
0.22
0.28
0.06
0.14
0.14
0.28
0.26
0.14
0.17
0.14
-
0.14
0.13
-
0.13
0.14
-
0.14
0.09
513, 531, 553
0.18
478.74
0.71
0.14
141.96
0.29
0.22
409.96
0.53
0.20
514, 532, 554
512, 530
208.07
-
Other Power Generation Expenses
Total Maintenance
Total Electric Generation
$
-
-
-
-
-
-
-
-
-
0.26
0.06
0.17
-
0.09
2,614.13
-
1.01
-
-
0.13
0.09
0.13
0.16
-
0.16
0.17
-
0.17
0.18
0.25
0.18
0.86
478.95
1.39
0.71
141.97
0.86
0.95
410.10
1.26
0.90
2,614.44
1.71
9.22
$
511.95
$
9.98
$
10.27
$
9.48
$
162.97
$
9.94
$
10.85
$
11.26
$
505.10
$
11.85
$
11.22
$
9.87
$
2,653.23
$
11.17
$
9.24
555
Purchased Power
556
System Control & Load Dispatching
557
Other Expenses
-
-
-
-
-
-
10.27
10.85
11.22
9.24
$
10.24
$
10.72
$
11.31
$
9.47
Cents Per Kwhr Sold
$
4.79
$
4.91
$
5.15
$
4.38
EXHIBIT__ (AP - E1)
SCHEDULE 8
PAGE 3 OF 8
TRANSMISSION EXPENSES - ELECTRIC
Twelve Months Ended
2012
Account
No.
Amount
2013
2014
September 30, 2015
Equivalent
Equivalent
Equivalent
Cents Per
Cents Per
Cents Per
Kwhr Sold
Amount
Kwhr Sold
Amount
Equivalent
Cents Per
Kwhr Sold
Amount
Kwhr Sold
Operations
560
561
Load Dispatching
561.2
$
12,128
$
-
Load Dispatch/Operation System
0.03
$
-
11,200
10,336
$
-
0.02
0.02
$
-
11,020
11,957
$
-
0.02
0.03
$
-
11,402
12,937
$
-
0.02
0.03
-
11,861
0.03
561.4
Scheduling System/Control Dispatch Serv
8,001
0.02
9,622
0.02
5,571
0.01
6,972
0.01
561.5
Long-Term Reliab/Planning Standard Dev
2,876
0.01
3,306
0.01
3,261
0.01
3,305
0.01
561.6
Service Studies
187
0.00
34
0.00
54
0.00
9
0.00
561.7
Generation Interconnection Studies
222
0.00
230
0.00
199
0.00
224
0.00
561.8
562
Long-Term Reliab/Planning Standard Dev
Station Expenses
1,156
0.00
1,384
0.00
1,595
0.00
1,813
0.00
27,378
0.06
24,840
0.05
22,996
0.05
23,471
0.05
563
Overhead Line Expenses
662
0.00
527
0.00
545
0.00
402
0.00
564
Underground Line Expenses
2,270
0.00
793
0.00
1,681
0.00
1,801
0.00
566
Miscellaneous Transmission Expenses
6,956
0.01
5,224
0.01
3,531
0.01
2,923
0.01
73,036
0.15
67,316
0.13
62,792
0.13
65,718
0.14
13,564
0.03
9,493
0.02
8,977
0.02
8,382
0.02
86,600
0.18
76,809
0.15
71,769
0.15
74,100
0.16
307.07
Accrued Wages
Sub-Total
567
Rents
Total Operations
Maintenance
568
569
Structures
569.1
Computer Hardware
569.2
Computer Software
569.3
570
Communication Equipment
Station Equipment
571
Overhead Lines
572
Underground Lines
573
8,542
0.02
7,934
0.02
7,688
0.02
7,548
0.02
10,414
0.02
7,976
0.02
7,497
0.02
8,654
0.02
924
0.00
810
0.00
788
0.00
848
0.00
2,075
0.00
1,599
0.00
2,373
0.01
2,441
0.01
4,583
0.01
4,672
0.01
4,460
0.01
4,643
0.01
20,493
0.05
16,641
0.05
17,401
0.05
18,117
0.05
4,233
0.01
4,444
0.01
3,587
0.01
2,901
0.01
17,241
0.04
15,599
0.03
16,151
0.03
19,257
0.04
Mis. Transmission Plant
3,285
0.01
3,044
0.01
3,028
0.01
3,063
0.01
575.7
Mkt Facilitation, Monitor. & Compliance Svc.
7,796
0.02
9,618
0.02
10,916
0.02
12,077
0.03
315.1
Accrued Wages
79,586
0.18
72,337
0.17
73,889
0.18
79,549
0.20
Total Maintenance
Total Transmission Expenses
$
166,186
47,602,596
$
0.36
$
149,146
47,304,320
$
0.32
$
145,658
46,447,417
$
0.33
$
153,649
$
0.36
47,396,438
EXHIBIT__ (AP - E1)
SCHEDULE 8
PAGE 4 OF 8
DISTRIBUTION EXPENSES - ELECTRIC
Twelve Months Ended
2012
Account
No.
Amount
2013
September 30, 2015
2014
Equivalent
Equivalent
Equivalent
Cents Per
Cents Per
Cents Per
Kwhr Sold
Amount
Kwhr Sold
Amount
Equivalent
Cents Per
Kwhr Sold
Amount
Kwhr Sold
Operations
580
581
Load Dispatching
-
582
Station Expenses
28,593
$
36,496
$
0.08
$
-
37,553
$
-
0.06
0.08
$
-
31,367
39,392
$
-
0.07
0.08
$
-
30,453
0.07
43,338
$
-
0.09
-
29,980
0.06
583
Overhead Line Expenses
10,310
0.02
10,859
0.02
4,571
0.01
4,493
0.01
584
Underground Line Expenses
50,757
0.11
56,197
0.12
69,704
0.15
44,868
0.09
585
Street Light & Signal System Exp
812
0.00
1,050
0.00
758
0.00
494
0.00
586
Meter Expenses
7,576
0.02
8,507
0.02
8,787
0.02
9,157
0.02
587
Customer Installations Expenses
15,470
0.03
16,821
0.04
12,303
0.03
11,834
0.02
588
Miscellaneous Distribution Expenses
23,221
0.05
16,455
0.03
18,264
0.04
13,570
0.03
173,235
0.37
178,809
0.38
184,232
0.40
157,734
0.32
37,501
0.08
38,439
0.08
39,381
0.08
39,923
0.08
210,736
0.45
217,249
0.46
223,613
0.48
197,657
0.40
14,602
0.03
14,995
0.03
15,925
0.03
15,707
0.03
5,787
0.01
3,396
0.01
7,077
0.02
9,459
0.02
0.03
328.07
Accrued Wages
Sub-Total
589
Rents
Total Operations
Maintenance
590
591
Structures
592
Station Equipment
10,790
0.02
10,255
0.02
11,748
0.03
12,044
593
Overhead Lines
60,741
0.13
62,774
0.13
76,282
0.16
64,994
0.14
594
Underground Lines
142,735
0.30
148,562
0.31
164,485
0.35
165,442
0.35
595
Line Transformers
12,048
0.03
8,307
0.02
4,602
0.01
5,389
0.01
596
Street Light & Signal System
5,263
0.01
5,927
0.01
5,355
0.01
4,306
0.01
597
Meters
598
Miscellaneous Distribution Plant
338.07
332
0.00
395
0.00
444
0.00
474
0.00
3,680
0.01
2,283
0.00
2,568
0.01
1,708
0.00
255,978
0.54
256,893
0.53
288,486
0.62
279,523
0.59
Accrued Wages
Total Maintenance
Total Distribution Expenses
$
466,714
47,602,596
$
0.99
$
474,142
47,304,320
$
0.99
$
512,100
46,447,417
$
1.10
$
477,180
$
0.99
47,396,438
EXHIBIT__ (AP - E1)
SCHEDULE 8
PAGE 5 OF 8
CUSTOMER ACCOUNTS EXPENSES - ELECTRIC
Twelve Months Ended
2012
Account
No.
Amount
2013
2014
September 30, 2015
Equivalent
Equivalent
Equivalent
Cents Per
Cents Per
Cents Per
Kwhr Sold
Amount
Kwhr Sold
Amount
Equivalent
Cents Per
Kwhr Sold
Amount
Kwhr Sold
Operations
901
Supervision
902
Meter Reading Expenses
903
905
383.07
$
$
0.02
$
7,174
$
0.02
$
8,124
$
0.02
$
8,707
$
0.02
30,186
0.06
31,427
0.07
30,100
0.06
30,460
0.06
Customer Records and Collection Expenses
121,466
0.26
120,138
0.25
121,879
0.26
119,510
0.25
Miscellanous Customer Accounts Expenses
428
-
732
-
627
-
648
-
Accrued Wages
-
-
-
-
-
-
-
-
Sub-Total
904
9,471
Uncollectible Accounts
Total Customer Accounts Expense
$
161,551
0.34
159,471
0.34
160,730
0.34
159,325
0.33
76,110
0.17
67,983
0.15
75,219
0.16
63,660
0.14
237,661
47,602,596
$
0.51
$
227,454
47,304,320
$
0.49
$
235,949
46,447,417
$
0.50
$
222,985
$
0.47
47,396,438
EXHIBIT__ (AP - E1)
SCHEDULE 8
PAGE 6 OF 8
CUSTOMER SERVICE EXPENSES - ELECTRIC
Twelve Months Ended
2012
Account
No.
Amount
2013
2014
September 30, 2015
Equivalent
Equivalent
Equivalent
Cents Per
Cents Per
Cents Per
Kwhr Sold
Amount
Kwhr Sold
Amount
Equivalent
Cents Per
Kwhr Sold
Amount
Kwhr Sold
Operations
907
Supervision
908
Customer Assistance Expenses
909
910
391.07
$
414
$
-
$
363
$
-
$
395
$
-
$
435
$
-
146,751
0.31
288,498
0.61
330,788
0.71
370,731
0.78
Informational Advertising Expenses
5,052
0.01
4,595
0.01
4,953
0.01
4,342
0.01
Miscellaneous Customer Service Expenses
7,467
0.02
5,047
0.01
5,044
0.01
5,194
0.01
-
0.00
-
0.00
-
0.00
-
0.00
Accrued Wages
Total Customer Service Expenses
$
159,684
47,602,596
$
0.34
$
298,503
47,304,320
$
0.63
$
341,180
46,447,417
$
0.73
$
380,702
$
0.80
47,396,438
EXHIBIT__ (AP - E1)
SCHEDULE 8
PAGE 7 OF 8
ADMINISTRATIVE AND GENERAL EXPENSES - ELECTRIC
Twelve Months Ended
2012
Account
No.
Amount
2013
2014
September 30, 2015
Equivalent
Equivalent
Equivalent
Cents Per
Cents Per
Cents Per
Kwhr Sold
Amount
Kwhr Sold
Amount
Equivalent
Cents Per
Kwhr Sold
Amount
Kwhr Sold
Operations
920
Administrative & General Salaries
921
Office Supplies and Expenses
923
Outside Services Employed
$
119,648
$
0.25
$
132,346
$
0.28
$
138,795
$
0.30
$
155,419
0.33
36,592
0.08
38,160
0.08
39,541
0.09
42,743
0.09
5,443
0.01
8,466
0.02
8,246
0.02
6,076
0.01
924
Property Insurance
6,873
0.01
8,513
0.02
9,469
0.02
9,831
0.02
925
Injuries and Damages
93,808
0.20
90,527
0.19
119,799
0.26
119,841
0.25
926
Other Employee Benefits Expenses
59,502
0.12
29,710
0.06
28,559
0.06
28,227
0.06
926.1
Health and Life Expenses
95,960
0.20
84,651
0.18
96,454
0.21
92,800
0.20
926.2
Employees Pensions
390,719
0.82
342,357
0.72
364,355
0.78
309,652
0.65
926.3
Pension & Welfare Administration
46,328
0.10
50,069
0.11
19,220
0.04
10,005
0.02
-
-
-
-
-
-
-
927
Franchise Requirements
928
Regulatory Commission Expenses
228,689
0.48
194,646
0.41
162,345
0.35
165,413
0.35
929
Duplicate Charges - Credit
(16,744)
(0.04)
(16,223)
(0.03)
(15,768)
(0.03)
(17,081)
(0.04)
930.1
Institutional and Goodwill Advertising
930.2
Miscellaneous General Expenses
931
General Rents
Sub-Total
922
Administrative Expenses Transferred - Credit
Total Operations
775
-
890
-
726
-
-
902
-
170,090
0.36
45,250
0.10
41,284
0.09
32,527
3,371
0.01
0
0.00
0
0.00
1
1,241,054
2.60
1,009,362
2.14
1,013,025
2.19
956,356
2.01
(68,013)
1,173,041
0.07
-
(0.14)
(36,773)
(0.08)
(39,844)
(0.09)
(42,491)
(0.09)
2.46
972,589
2.06
973,181
2.10
913,865
1.92
Maintenance
935
Maintenance of General Plant
Total Maintenance
Total Administrative & General Expe $
73
-
(116)
-
(2)
-
73
-
73
-
(116)
-
(2)
-
73
-
1,173,114
47,602,596
$
2.46
$
972,473
47,304,320
$
2.06
$
973,179
46,447,417
$
2.10
$
913,938
$
1.92
47,396,438
EXHIBIT__ (AP - E1)
SCHEDULE 8
PAGE 8 OF 8
EXHIBIT__ (AP - E1)
SCHEDULE 9
TAXES OTHER THAN INCOME TAXES - ELECTRIC
FOR YEARS 2012 TO 2014 INCLUSIVE AND
Twelve Months Ended
2012
2013
2014
September 30, 2015
Local Taxes
Real Estate - NYC
$
- Upstate and Westchester
973,894
$
107,589
1,016,515
$
115,810
1,026,580
$
122,233
1,041,241
124,212
Property Tax Reconciliation Deferral
-
-
-
-
Receipts Taxes - Special Franchise
-
-
-
-
Public Utilities Excise
196,161
196,353
199,982
Sales and Use
859
1,032
701
940
Motor Vehicle
389
13
387
(749)
6,642
7,080
5,928
Subsidiary Capital Tax
Commercial Rent
29
Other
-
-
Total Local Taxes
194,565
607
45
-
32
-
-
1,285,563
1,336,803
1,355,856
1,360,848
52,513
54,206
50,082
54,549
989
911
1,540
1,598
State Taxes
Public Utilities Gross Income
Unemployment Insurance
Insurance Premium Tax
70
MTA Mobility Tax
-
2,582
2,384
Vehicle Registration and Highway Use
673
576
Sales and Use
740
871
MTA Surcharge
9,066
Corporate Franchise Tax
(248)
Environmental - Hazardous Waste
Other
Total State Taxes
244
244
2,414
2,515
781
190
(11,829)
(129)
8,349
8,806
8,998
3,400
(1,597)
(1,600)
247
342
88
126
39
615
581
1,094
66,671
71,654
51,110
67,585
Federal Taxes
Unemployment
Insurance Contributions (FICA)
Other
Total Federal Taxes
Total Taxes Other Than Income Taxes
$
326
300
301
306
50,701
48,973
49,706
51,767
188
468
352
360
51,215
49,741
50,359
52,433
1,403,449
$
1,458,198
$
1,457,325
$
1,480,865
Account
No.
EXHIBIT__ (AP - E1)
SCHEDULE 10
PAGE 1 OF 2
Hudson
Ave.
East River
74th
Street
59th
Street
Other/
General
Total
Operation
500,517,546
501,518.1,547
- ,519, 502,520,548
504,522, 505,523, 506,524,549
Fuel
Coolants and Water
Electric Expenses
other Power Generation Expenses
Sub-Total
507,525,550
Rents
Total
$
3,503
109,249
6,118
158
4,708
$
162
-
$
157
-
$
-
$
9
-
-
-
123,736
162
157
-
123,736
162
157
-
6,193
4,506
2,433
25,231
284
233
-
8,690
18,155
2,730
(732)
650
$
12,193
127,732
8,848
(732)
808
177
4,885
9
29,669
153,733
9
82,321
111,991
82,321
236,055
Maintenance
510,528,551
511,529,552
512,530, 513,531,553
514,532,554
Structures
Sub-Total
4,741
0
688
6,715
4,506
2,433
26,436
-
-
-
43,104
284
233
688
519
44,829
166,840
446
390
697
112,510
280,884
(2)
4,739
2,342,972
555
556,557
522
(0)
-
Purchased Power
System Control , Load Dispatching and Other Expenses
$
1,780,602
603
1,781,205
2,062,088
Mwhrs Generated and Purchased
Mwhrs. Generated
Purchased
Total
2,741,946
307
413
87
-
2,742,753
19,273,536
22,016,289
CENTS PER KWHR GENERATED AND PURCHASED
(INDIVIDUAL STATIONS)
Account
No.
East River
Hudson
Ave.
EXHIBIT__ (AP - E1)
SCHEDULE 10
PAGE 2 OF 2
74th
Street
59th
Street
Other/
General
Total
Operation
500,517,546
501,518.1,547
- ,519, 502,520,548
504,522, 505,523, 506,524,549
Fuel
Coolants and Water
Electric Expenses
Sub-Total
507,525,550
Rents
Total
0.13
3.98
0.22
0.01
52.77
-
38.01
-
10.34
-
-
$
0.44
4.66
0.32
(0.03)
0.03
0.17
-
-
-
-
0.18
4.51
52.77
38.01
10.34
-
5.60
4.51
52.77
38.01
10.34
-
3.00
8.60
0.23
0.16
0.09
0.92
92.51
56.42
0.56
790.80
-
0.24
0.16
0.09
0.96
0.17
Maintenance
510,528,551
511,529,552
512,530, 513,531,553
514,532,554
Structures
0.17
-
-
-
-
Sub-Total
1.57
92.51
56.42
791.36
-
1.62
6.08
145.28
94.43
801.70
-
$10.22
555
556,557
Purchased Power
System Control , Load Dispatching and Other Expenses
$
9.24
9.24
$
9.37
EXHIBIT __ (AP - E2)
CALCULATION OF STATE & FEDERAL INCOME TAXES - ELECTRIC
EXHIBIT__ (AP-E2)
Page 1 of 7
CONSOLIDATED EDISON OF COMPANY OF NEW YORK, INC.
CALCULATION OF FEDERAL INCOME TAXES - ELECTRIC
FOR THE TWELVE MONTHS ENDED SEPTEMBER 30, 2015
Amount
Book Income Before FIT
SECTION I - FLOW THROUGH ITEMS
Injuries & Damages Reserve
Bad Debts
Book Depreciation
Tax Depreciation Deduction - Flow Through
Property Tax Adjustment (Lien Date) Fed
Capitalized Interest (Section 263A) Fed Flow-Through
Amortization of Loss on Reaquired Preferred Stock
Removal Costs
Flow-Through Total
PERMANENT
Research and Development addback
State Tax Deduction - Prior Period
Work Opportunity Credit addback
State Income Tax - Other than NYS
Meal & Entertainment Limitations
Officers' Compensation in Excess of $1M
Permanent Total
PRETAX INCOME
SECTION II - NORMALIZED ITEMS
ADDITIONS
Additional Pension Before Capitalization of Labor
Revenue Decoupling Mechanism (254)
Storm Reserve
Additional 18A Assessment
Computer Software Book Amortization Fed Norm
FELIX Settlement
System Benefit Charge Accrual
Superfund Liability
Monthly Adjustment Clause
Amort. Deferred Cost
Pension Deferral
Deferral of Other Operating Revenue - Unbilled Revenue
CIAC Fed
Customer Portfolio Shared Earnings
Medicare Rx Legislative Savings
Interest/Shortfalls CAP
Market Supply Charge / Westchester
World Trade Cnter Disaster Loss
1,308,755,070
505,721
(5,557,469)
756,349,877
(797,449,505)
(1,193,585)
1,014,500
770,911
(179,405,246)
(224,964,795)
306,449
11,238,319
157,400
(157,070)
119,747
2,808,283
14,473,127
1,098,263,402
121,385,781
107,230,946
88,136,192
53,411,840
51,176,588
48,695,664
26,595,389
22,427,559
20,229,996
19,445,000
17,960,031
17,908,000
17,285,876
10,000,000
9,359,000
9,154,444
7,821,958
7,692,196
EXHIBIT__ (AP-E2)
Page 2 of 7
IRC 481(a) - Accrued Bonus
Advance Refunding Long Term Debt Fed
Prepaid Insurance Fed
PJM OATT Prior Year Cost Recovery
Property Tax Reconciliation
Capitalized Interest per Tax - Normalized
Amortization of Prior Year MTA
TSC Non-Firm Rev. Deferral (Case 07-E-0523)
RGGI Emissions Allowance
Transition Adjustment
TCC Auction Proceeds - current
Retiree Health VEBA - Funding v. Expense
New York City Prepaid Property Tax
CAIDI Non-Network Interruption
Deferred Workers Compensation Recoveries
Vacation Pay Accrual - Normalized
Market Supply Charge / NYC
EPA/SO2 Allowance Proceeds
Stock Plans
Nuclear Fuel Litigation Deferral
Interest on Rev Req Chg Deferral
Reactive Power
Int. On 263a Def Taxes-06-g-1332
TCC Auction Proceeds (electric)
Management Variable Pay
TCC Rents - NYPA
Sale of West 28th Street
Interference Expense
DSM Program 04-E-0572
System Benefit Charges
Gain on Sale - 1st Avenue Fed
Water Vulnerability Program
Gas Hedging Realized and Deferred Loss
CATV Order Deferred Billing
Cogen Technologies, O&M Reimbursement
Other Current Liability
TOTAL
DEDUCTIONS
Repair Allowance
Tax Depreciation MACRS - Normalized
IRC Sec 481(a) - Repairs
Materials and Supplies Deduction (Tang Prop Regs)
Change of Accounting Section 263A
Capitalization of Labor Related to Additional Pension
Indian Point Programs Amortization
Deferral of Rev Requipment Charges
Auction Rate Debt Deferral
WTC Aviation Settlement
Rate Case Pension Deferral / Reconciliation
Smart Grid Demonstration Grant: costs, net of proceeds
Interest on IRS Audit
Retiree Group Life - Funding v. Expense
Loss on MACRS Retirement - Normalized Fed
ERRP Major Maintenance - Gas Turbines
Amount
7,083,000
6,509,502
5,869,397
5,856,538
5,429,331
5,037,950
4,734,203
4,387,162
4,254,965
3,597,119
3,460,921
3,460,638
3,452,255
3,335,212
2,997,347
2,691,266
2,441,813
2,164,583
1,985,227
1,706,000
1,448,792
1,205,219
1,105,000
984,334
804,000
756,430
481,580
343,883
154,306
150,654
63,422
55,034
23,568
1,461
1,367
55
743,949,995
(356,795,115)
(327,765,365)
(201,522,787)
(63,517,878)
(59,414,919)
(44,912,738)
(23,711,431)
(19,452,364)
(17,486,530)
(16,922,000)
(11,721,800)
(10,732,512)
(10,129,642)
(6,889,125)
(6,596,742)
(5,013,392)
EXHIBIT__ (AP-E2)
Page 3 of 7
Amount
(4,829,635)
(4,707,000)
(3,848,345)
(3,496,000)
(2,576,000)
(2,473,886)
(2,009,720)
(1,707,940)
(1,680,000)
(1,600,000)
(1,163,103)
(1,084,286)
(1,050,000)
(988,854)
(741,988)
(659,263)
(649,886)
(486,840)
(398,000)
(322,206)
(308,000)
(272,000)
(229,162)
(195,000)
(124,889)
(74,640)
(59,133)
(250)
(1,220,320,365)
Verizon Joint Use Settlement
Deferral of Fuel Expense - Unbilled Revenue
Deferred Income Plan
Power for Jobs Tax Credit
Rate Case Interference Deferral (254.00)
Property Tax Refund
Electric Energy Reduction Programs
Amortization of Loss on Reaquired Preferred Stock Redemption Cost Savings
Deferral of NYS Brownfield Credit
Electric Rate Case TCC Auction Proceeds 04-E-0572
Accrued Management Bonus
Power Contract Termination Costs (IPP Buyouts)
RGGI NYSERDA Settlement
Enviornmental Cost
Deferred Fuel Not Subject to Reconciliation
Interest on WTC Elec
Executive Incentive Plan
Energy Efficiency Program Standards (EEPS)
Local Law 11
Elimination of DC Service
Capital Expenditures Reconciliation
MTA Business Tax Surcharge Fed
Rate Case T&D Expenditure Deferral
Sales and Use Tax Reserve
BIR Refund
East River No. 6 Generator Rewind
CAIR NOx OS Sales Proceeds
TOTAL
Utilization of Federal NOL Carry Forward
TOTAL
-
NET NORMALIZED ADDITIONS / DEDUCTIONS
(476,370,370)
State and Local Current Tax
FEDERAL TAXABLE INCOME - ELECTRIC
(63,881,206)
$
558,011,826
EXHIBIT__ (AP-E2)
Page 4 of 7
Amount
CURRENT FEDERAL INCOME EXPENSE
Current Federal Income Tax @ 35%
Tax Credits
Prior Period Adjustments
$
TOTAL CURRENT FIT ACCOUNT 409
195,304,139
(674,574)
(84,839,524)
109,790,041
DEFERRED FEDERAL INCOME TAX
Temporary Adjs. @ 35%
NOL Adjs. @ 35%
Less Benefit of Def. State Tax
166,729,630
(18,404,174)
87,162,499
235,487,955
AMORTIZATION OF DEFERRED FIT
Recovery of MTA Surcharge
2,689,523
2,689,523
NET DEFERRED FIT ACCOUNT 410 & 411
238,177,478
(3,177,312)
AMORTIZATION OF ITC
TOTAL FEDERAL INCOME TAX EXPENSE
$
344,790,207
EXHIBIT__ (AP-E2)
Page 5 of 7
CALCULATION OF STATE INCOME TAX - ELECTRIC
Total
Book Income Before State Income Tax
PERMANENT
Meal & Entertainment Limitations
Officers' Compensation in Excess of $1M
Total
PRETAX INCOME
TEMPORARY ADDITIONS
Additional Pension Before Capitalization of Labor
Revenue Decoupling Mechanism (254)
Storm Reserve
Additional 18A Assessment
Computer Software Book Amortization State
FELIX Settlement
System Benefit Charge Accrual
Superfund Liability
Monthly Adjustment Clause
Amort. Deferred Cost
Pension Deferral
Deferral of Other Operating Revenue - Unbilled Revenue
CIAC State
Customer Portfolio Shared Earnings
Medicare Rx Legislative Savings
Interest/Shortfalls CAP
Market Supply Charge / Westchester
World Trade Cnter Disaster Loss
IRC 481(a) - Accrued Bonus
Advance Refunding Long Term Debt State
Prepaid Insurance State
PJM OATT Prior Year Cost Recovery
Capitalized Interest per Tax - Normalized
Amortization of Prior Year MTA
TSC Non-Firm Rev. Deferral (Case 07-E-0523)
RGGI Emissions Allowance
Transition Adjustment
TCC Auction Proceeds - current
Retiree Health VEBA - Funding v. Expense
New York City Prepaid Property Tax
CAIDI Non-Network Interruption
Vacation Pay Accrual - Normalized
Market Supply Charge / NYC
EPA/SO2 Allowance Proceeds
Stock Plans
Nuclear Fuel Litigation Deferral
Interest on Rev Req Chg Deferral
Reactive Power
Int. On 263a Def Taxes-06-g-1332
TCC Auction Proceeds (electric)
TCC Rents - NYPA
Capitalized Interest (Section 263a) - Normalized
Injuries & Damages Reserve - State
Sale of West 28th Street
Interference Expense
DSM Program 04-E-0572
System Benefit Charges
Gain on Sale - 1st Avenue State
Water Vulnerability Program
Gas Hedging Realized and Deferred Loss
CATV Order Deferred Billing
Cogen Technologies, O&M Reimbursement
Other Current Liability
Total Temporary Additions
1,308,755,070
119,747
2,808,283
2,928,030
1,311,683,099
121,385,781
107,230,946
88,136,192
53,411,840
51,176,587
48,695,664
26,595,389
22,427,559
20,229,996
19,445,000
17,960,031
17,908,000
17,285,876
10,000,000
9,359,000
9,154,444
7,821,958
7,692,196
7,083,000
6,509,501
5,869,397
5,856,538
5,429,331
5,037,950
4,734,203
4,387,162
4,254,965
3,597,119
3,460,921
3,460,638
3,452,255
3,335,212
2,997,347
2,691,266
2,441,813
2,164,583
1,985,227
1,706,000
1,448,792
1,205,219
1,105,000
984,334
804,000
756,430
755,409
505,721
481,580
343,883
154,306
150,654
63,422
55,034
23,568
1,461
1,367
55
745,211,123
EXHIBIT__ (AP-E2)
Page 6 of 7
TEMPORARY DEDUCTIONS
New York State Depreciation
Repair Allowance
IRC Sec 481(a) - Repairs
Loss on MACRS Retirement - Normalized State
Capitalization of Labor Related to Additional Pension
Indian Point Programs Amortization
Deferral of Rev Requipment Charges
Auction Rate Debt Deferral State
WTC Aviation Settlement
Rate Case Pension Deferral / Reconciliation
Smart Grid Demonstration Grant: costs, net of proceeds
Interest on IRS Audit - State
Retiree Group Life - Funding v. Expense
ERRP Major Maintenance - Gas Turbines
Verizon Joint Use Settlement
Deferral of Fuel Expense - Unbilled Revenue
Deferred Income Plan
Power for Jobs Tax Credit
Rate Case Interference Deferral (254.00)
Property Tax Refund
Electric Energy Reduction Programs
Amortization of Loss on Reaquired Preferred Stock Redemption Cost Sav
Deferral of NYS Brownfield Credit
Property Tax Adjustment (Lien Date) State
Electric Rate Case TCC Auction Proceeds 04-E-0572
Accrued Management Bonus
Power Contract Termination Costs (IPP Buyouts) State
RGGI NYSERDA Settlement
Enviornmental Cost
Deferred Fuel Not Subject to Reconciliation
Interest on WTC Elec
Executive Incentive Plan
Energy Efficiency Program Standards (EEPS)
Local Law 11
Elimination of DC Service
Capital Expenditures Reconciliation
MTA Business Tax Surcharge State
Rate Case T&D Expenditure Deferral
Sales and Use Tax Reserve
BIR Refund
East River No. 6 Generator Rewind
CAIR NOx OS Sales Proceeds
Total Temporary Deductions
(966,818,035)
(356,795,115)
(201,522,787)
(63,517,878)
(59,414,919)
(47,688,844)
(44,912,738)
(23,711,431)
(19,452,364)
(17,486,530)
(16,922,000)
(11,721,800)
(10,732,512)
(10,129,642)
(6,889,125)
(5,013,392)
(4,829,635)
(4,707,000)
(3,848,345)
(3,496,000)
(2,576,000)
(2,473,886)
(2,009,720)
(1,707,940)
(1,680,000)
(1,600,000)
(1,193,587)
(1,163,103)
(1,084,286)
(1,050,000)
(988,854)
(741,988)
(659,263)
(649,886)
(486,840)
(398,000)
(322,206)
(308,000)
(272,000)
(229,162)
(195,000)
(124,889)
(74,640)
(59,133)
(250)
(1,901,658,724)
Bad Debts
Book Depreciation
Amortization of Loss on Reaquired Preferred Stock
Removal Costs
Total for Flow-Through:
(5,557,469)
756,349,877
770,911
(179,405,246)
572,158,073
Total Temporary & Flow-Through Items
(584,289,528)
EXHIBIT__ (AP-E2)
Page 7 of 7
Total
STATE TAXABLE INCOME - ELECTRIC
Statutory State Rate
Statutory MTA Rate
x Statutory Tax Rate
Current State Tax before adjustments
Less Current MTA - Deferred
Current State Tax Expense per Provision
Amortization of Recoverable MTA
Total Current State Tax
$727,393,572
63,886,855
(12,241,912)
51,644,944
(29,301,808)
10,918,465
$33,261,601
Temporary Adjustments (above)
State NOL Adjustment (above)
Statutory Tax Rate
Deferred Income Tax
Less Deferred MTA
Tax Accrual
Total Deferred State Tax
584,289,528
8.63%
52,577,705
(11,093,149)
41,484,556
28,925,913
70,410,470
Total State Income Tax Expense
$103,672,070
BOOK COST OF UTILITY PLANT - ELECTRIC
EXHIBIT__ (AP - E3)
PAGE 1 OF 4
HISTORIC BOOK COST OF UTILITY PLANT - ELECTRIC
December 31,
Account
No.
101
2011
2012
September 30,
2013
2014
2015
Electric Plant in Service
Production Plant
Steam Production
310
Land and Land Rights
311
Structures and Improvements
$
128,150
4,193
$
132,740
4,193
$
137,813
4,193
$
141,597
4,193
$
147,828
4,193
312
Boiler Plant Equipment
208,345
223,852
241,676
249,435
250,895
314
Turbogenerator Units
53,118
59,920
65,961
66,867
67,036
315
Accessory Electric Equipment
35,546
52,824
58,322
59,580
59,750
316
Miscellaneous Power Plant Equipment
6,060
7,892
7,886
7,700
7,700
435,411
481,421
515,851
529,372
537,402
Total
Nuclear Production
320
-
-
-
-
-
321
-
-
-
-
-
322
Reactor Plant Equipment
-
-
-
-
-
323
Turbogenerator Units
-
-
-
-
-
324
-
-
-
-
-
325
Miscellaneous Power Plant Equipment
-
-
-
-
-
-
-
-
-
-
Total
Other Production
340
341
342
Fuel Holders, Producers and Accessories
344
Generators
345
Total
Total Production Plant
Total Electric Plant in Service - Carried Forward
$
308
308
308
308
308
8,008
8,527
7,704
7,949
8,078
1,868
1,868
1,868
1,858
2,057
18,855
20,105
22,626
24,030
24,086
6,846
6,626
6,629
6,629
6,629
35,886
37,434
39,135
40,774
41,158
471,296
518,855
554,986
570,146
578,560
471,296
$
518,855
$
554,986
$
570,146
$
578,560
EXHIBIT__ (AP - E3)
PAGE 2 OF 4
December 31,
Account
No.
101
2011
Total Electric Plant in Service - Brought Forward
$
2012
471,296
$
September 30,
2013
518,855
$
2014
554,986
$
2015
570,146
$
578,560
Transmission Plant
303
Capitalized Software
350
352
353
Station Equipment
354
Towers and Fixtures
355
Poles and Fixtures
356
Overhead Conductors and Devices
357
358
1,039
1,039
1,160
1,279
782
38,606
38,694
38,965
45,880
46,046
267,248
288,342
312,509
343,367
363,057
1,599,318
1,673,598
1,768,994
1,869,498
1,909,626
150,388
153,646
159,168
160,886
163,921
-
-
-
-
-
83,728
84,719
85,095
88,720
92,703
Underground Conduit
708,817
710,842
713,027
722,347
733,147
Underground Conductors and Devices
530,598
531,558
532,879
584,048
599,829
3,379,741
3,482,438
3,611,797
3,816,025
3,909,111
Total
Distribution Plant
303
30,612
79,720
134,988
175,502
182,888
360
197,015
198,398
197,873
197,802
197,802
361
466,215
514,916
530,484
539,852
560,114
362
Station Equipment
1,994,701
2,119,259
2,159,364
2,282,014
2,332,412
364
Poles, Towers and Fixtures
395,429
423,011
442,960
482,174
499,547
365
Overhead Conductors and Devices
639,241
685,828
721,171
811,974
848,638
366
Underground Conduit
3,086,956
3,246,392
3,388,433
3,614,175
3,771,036
367
Underground Conductors and Devices
4,650,660
4,898,004
5,126,868
5,429,525
5,651,917
368
Line Transformers
2,436,714
2,628,202
2,769,718
3,007,770
3,119,651
369
Services
1,324,221
1,399,019
1,481,639
1,610,096
1,716,736
370
Meters and Meter Installation
490,243
514,281
544,907
598,127
627,600
371
Installation on Customers' Premises
5,451
5,711
5,844
6,040
6,367
373
Street Lighting and Signal Systems
234,010
265,592
296,600
331,383
355,932
15,951,468
16,978,333
17,800,849
19,086,434
19,870,640
Total
Total Electric Plant in Service
$
19,802,505
$
20,979,626
$
21,967,632
$
23,472,606
$
24,358,311
EXHIBIT__ (AP - E3)
PAGE 3 OF 4
December 31,
Account
No.
105
2011
2012
September 30,
2013
2014
2015
Electric Plant Held for Future Use
Production Plant
Steam Production
310
311
$
Total
-
$
-
$
-
$
-
$
-
-
-
-
-
-
-
-
-
-
-
Nuclear Production
320
-
-
-
-
-
321
-
-
-
-
-
-
-
-
-
-
Total
Transmission Plant
350
42,521
42,665
42,665
40,734
40,734
357
Underground Conduit
7,140
7,140
7,140
12,223
12,222
49,661
49,805
49,805
52,957
52,956
12,215
12,215
12,215
12,215
12,215
-
-
-
-
-
12,215
12,215
12,215
12,215
12,215
Total
Distribution Plant
360
361
Total
Total Electric Plant Held for Future Use
$
61,875
$
62,020
$
62,020
$
65,172
$
65,171
EXHIBIT__ (AP - E3)
PAGE 4 OF 4
December 31,
Account
No.
118.1
2011
2012
September 30,
2013
2014
2015
Common Utility Plant in Service*
General Plant
303
389
390
$
99,773
$
256,104
$
265,825
$
277,297
$
277,089
22,283
22,283
22,252
22,252
22,252
550,744
627,207
655,214
694,353
745,435
391
Office Furniture and Equipment
254,671
283,409
282,555
293,259
291,244
392
Transportation Equipment
224,566
238,243
238,367
242,443
243,732
393
Stores Equipment
5,661
5,715
5,826
6,140
5,939
394
Tools, Shop and Garage Equipment
58,497
61,359
60,273
63,316
68,039
395
Laboratory Equipment
76,748
77,526
76,361
78,341
78,545
396
Power Operated Equipment
751
658
643
637
627
397
147,508
148,939
144,120
163,754
166,803
398
Miscellaneous Equipment
37,626
39,749
38,083
39,856
41,194
1,478,827
1,761,193
1,789,519
1,881,648
1,940,899
Electric
658,121
590,407
818,024
533,222
560,333
Common*
290,596
102,867
123,875
113,459
83,907
948,717
693,274
941,899
646,681
644,240
Total
Construction Work in Progress
107
118.1
Total
Grand Total - Electric Plant in Service
* 83% of Common Utility Plant is applicable
to Electric Operations
$
22,230,049
$
23,434,093
$
24,699,050
$
26,000,935
$
26,943,450
ACCUMULATED PROVISION FOR DEPRECIATION OF ELECTRIC PLANT IN SERVICE
EXHIBIT__ (AP - E4)
PAGE 1 OF 2
ACCUMULATED PROVISION FOR DEPRECIATION OF ELECTRIC PLANT IN SERVICE
PSC Account
108
2011
2012
2013
2014
2015
Electric Plant in Service
Steam Production Plant
$
Other Production Plant - Internal Combustion
118
September 30,
December 31,
No.
(21,030)
$
23,553
(7,558)
$
24,973
14,007
$
26,854
31,639
43,073
27,999
28,762
Transmission Plant
1,039,518
1,110,562
1,164,995
1,229,444
1,227,302
Distribution Plant
3,026,792
3,272,844
3,545,851
3,840,393
4,012,101
Total
4,068,833
4,400,821
4,751,707
5,129,475
5,311,238
Retirement Work-in-Progress
Total Accum. Provision for Depreciation - Electric
$
4,068,833
$
4,400,821
$
4,751,707
$
5,129,475
$
5,311,238
EXHIBIT__ (AP - E4)
PAGE 2 OF 2
ACCUMULATED PROVISION FOR DEPRECIATION OF COMMON PLANT IN SERVICE
December 31,
PSC Account
No.
108
2011
2012
September 30,
2013
2014
2015
Common Utility Plant in Service*
$
135,418
146,923
158,317
169,183
181,084
28,577
51,569
86,150
116,775
135,570
Electronic Data Processing Equipment
100,117
101,479
92,113
83,632
89,072
Other Office Furniture And Equipment
23,297
26,369
27,134
26,915
27,370
84,603
98,143
96,184
96,711
96,659
2,785
3,110
3,438
3,778
3,674
Tools, Shop and Garage Equipment
25,217
29,064
27,669
27,108
28,205
Laboratory Equipment
41,575
41,484
41,106
41,704
42,556
521
478
540
724
1,343
87,751
92,566
90,368
97,167
96,562
Software Capitalization
Office Furniture and Equipment
Transportation Equipment
Stores Equipment
Power Operated Equipment
Miscellaneous Equipment
Total
118
Retirement Work-in-Progress
Total Accum. Provision for Depreciation - Common
17,909
19,062
17,360
17,898
18,887
547,770
610,246
640,378
681,595
720,982
$
* Common Utility Plant applicable to Electric Operations is 83%, Gas Operations 17%.
547,770
$
610,246
$
640,378
$
681,595
$
720,982
EXHIBIT ___ (AP-E5)
Revenues and Operating Expense Data
Index to Schedules
Schedule
Number of
No.
Pages
1
Statement of Electric Operating Income by Component - for
6
the Years Ended September 2015 and December 2017, Other
Operating Revenues, Operation and Maintenance Expenses,
Depreciation and Amortization and Taxes Other than Income
Taxes - Twelve Months Ended September 2015 Adjusted to the
Twelve Months Ending December 30, 2017
2
Computation of Labor Factor to Bring the Twelve Months
3
Ended September 30, 2015 to the Rate Year
3
Computation of Labor Factor to Bring Rate Year 1 to Rate Year 2 and Rate Year 3
4
Statement of Electric Cost Elements
Revised 12 Months Ended September 30, 2015 After Common Allocation % Change
5
1
Summary of Electric Normalizing Adjustments by Elements of
Expense in the Rate Year
6
2
1
Summary of Electric Program Changes by Element of Expense
in the Rate Year
Details of Electric and Gas Normalizations and Program Changes by Programs
7
8
1
Statement of Electric Cost Elements - Variation Between
Twelve Months Ending December 31, 2017 vs. September 30, 2015
9
8
1
Summary of Electric Changes - Twelve Months Ended September 30, 2015
and Twelve Months Ending December 31, 2017
1
10
GDP Deflator
1
11
Witness and Planned Update
1
12
O&M Whitepaper - Strategic Planning
3
13
O&M Whitepaper - Business Improvement Services
3
14
O&M Whitepaper - Business Ethics and Compliance
3
EXHIBIT ___ (AP-E5)
Schedule 1
Page 1 of 6
Statement of Electric Operating Income by Component
For the Twelve Months Ended September 30, 2015 and December 31, 2017
($000s)
12 Months Ended
September 30, 2015
Per Books
Line
No.
Common Allocation
Change
Revised 12 Months
Ended September
30, 2015 After
Common Allocation
% Change
Adjustment to
Normalize Test Year
& Reflect Conditions
in the Rate Year
12 Months Ended
December 31, 2017
(Col. 1)
(Col. 2)
(Col. 3)
Line
No.
Operating Revenues
1
Sales Revenues
2
3
$
8,210,588
$
43,042
8,210,588
$
43,042
8,253,630
-
(672,804) $
174,059
7,537,784
1
217,101
2
8,253,630
(498,745)
7,754,885
3
1,902,222
(200,902)
1,701,320
4
Operating & Maintenance Expenses
4
Fuel and Purchased Power
5
A&G, Health Ins. Cap.
6
Bargaining Unit Contract Cost
1,902,222
-
7
Company Labor - Central Engineering
8
Company Labor - Construction Management
6,376
(12)
6,364
315
9
Company Labor - Corporate & Shared Services
173,024
(5,047)
167,977
14,670
182,648
10
Company Labor - Customer Operations
114,439
2,557
116,995
5,798
122,793
10
11
Company Labor - Electric Operations
148,324
148,032
(19,983)
128,049
11
12
Company Labor - Gas Operations
13
Company Labor - Production
14
Company Labor - Steam Distribution
15
(10,323)
(142)
(2)
(10,464)
0
4,779
-
364
4,779
(292)
839
(519)
(2)
0
238
(10,983)
5
362
6
5,017
7
6,679
8
9
839
41
880
29,043
-
29,043
1,601
30,644
13
-
-
-
-
-
14
Company Labor - Substation Operations (SSO)
67,179
-
67,179
4,554
71,733
15
16
Company Labor - System & Transmission Operations (STO)
31,160
-
31,160
1,546
32,706
16
17
Corporate & Shared Services
20,110
(552)
19,558
2,118
21,676
18
Corporate Fiscal Expense
4,490
(191)
4,299
632
4,931
18
19
Customer Billing Postage
14,324
349
14,674
635
15,309
19
20
Demand Response Program
21
DSM
22
Duplicate Misc. Charges
(17,083)
-
23
Employee Welfare Expense
122,203
(6,808)
24
Environmental Affairs
25
ERRP Major Maintenance
16,682
(0)
27
16,682
-
3,606
59,495
0
115,395
(7)
15,889
(16,682)
27
(17,083)
22,759
3,599
-
157
15,889
(5,185)
8,099
(8,099)
-
12
17
20
59,522
21
(17,083)
22
138,154
23
3,756
24
10,704
25
-
26
26
Executive MVP
8,468
(369)
27
External Audit Services
2,812
(123)
2,689
53
2,742
27
28
Facilities & Field Services
12,017
(504)
11,513
1,712
13,225
28
29
Finance & Accounting Operations
13,317
(629)
(1,746)
10,941
30
Bond Administration & Bank Fees
9,598
(373)
31
Indian Point Contingency
32
Information Technology
33
Informational Advertising
34
Injuries & Damages / Workers Compensation
35
Institutional Dues & Subscription
1,297
(14)
1,283
153
1,436
36
Insurance Premium
38,310
(1,241)
37,069
3,829
40,898
36
37
Intercompany Shared Services
(8,849)
(8,956)
2,142
(6,814)
37
38
Load Dispatching and PJM Wheeling
20,861
-
20,861
19,867
40,728
38
39
New York Facilities
-
-
-
-
-
39
40
Ops - Central Engineering
1,602
-
1,602
70
1,672
40
41
Ops - Construction Management
1,453
1,450
63
1,513
41
42
Ops - Customer Operations
26,565
351
26,917
9,510
36,427
42
43
Ops - Electric Operations
93,981
(46)
93,935
87,367
181,302
43
44
Ops - Gas Operations
1,271
0
1,271
54
1,325
44
45
Ops - Interference
86,847
-
86,847
8,769
95,616
45
46
Ops - Production
23,680
-
23,680
22,826
46
47
Ops - Steam Distribution
-
47
48
Ops - Substation Operations (SSO)
21,962
21,962
1,473
23,435
49
Ops - System & Transmission Operations (STO)
18,920
-
18,920
819
19,739
49
50
Other Compensation (Long-Term Equity)
30,408
(1,326)
29,082
5,831
50
51
Outside Legal Services
794
51
52
Pension and OPEB Costs
53
RCA - Amort of MGP/Superfund
54
RCA - Amort. of BQDM
55
RCA - Amort. of DSM Pilot Program
56
Regional Gas Greenhouse Initiative (RGGI)
57
Regulatory Commission Expense - 18A
58
Regulatory Commission Expense - All Other
59
Regulatory Commission Expense - General and R&D
60
Renewable Portfolio Charges/NYSEDA Clean Energy Fund
61
Rents - ERRP
62
Rents - General
63
Rents - Interdepartmental
9,570
64
Research & Development
6,247
(8)
65
Security
754
(33)
66
Smart Grid
67
Storm Reserve
68
System Benefit Charge
69
Uncollectible Reserve - Customer
70
Uncollectible Reserve - Sundry
594
-
594
71
Worker's Comp NYS Assessment
5,209
-
5,209
72
All Other
1,459
(63)
1,396
73
Company Labor - Fringe Benefit Adjustment
28,500
12,687
9,226
-
8,066
(180)
5,242
66
42,437
(1,851)
(107)
(2)
0
510
28,500
(28,500)
7,886
4,816
30
-
31
12,702
32
5,309
229
5,538
33
40,586
(876)
39,710
34
(0)
(853)
0
0
(0)
(23,251)
33
35
48
792
(31)
761
319,633
(21,097)
298,536
(121,913)
41,375
-
41,375
(41,375)
-
53
104
-
52
(104)
-
54
132
-
132
(132)
-
55
12,491
-
12,491
(12,491)
-
56
133,490
-
133,490
(133,490)
3,024
104
176,623
(80)
-
57
2,944
124
3,068
58
28,839
-
28,839
1,446
30,285
137,362
-
137,362
83,038
220,400
60
76,298
-
76,298
920
77,218
61
45,490
(32)
45,458
1,967
47,425
62
9,570
12,973
22,543
6,240
6,094
12,334
64
721
495
1,216
65
-
66
-
(2,244)
-
21,428
3,955
25,383
67
-
181,143
(94,965)
86,178
68
63,659
(1,480)
62,179
3,189
65,368
69
(3)
591
70
(2,877)
2,332
71
-
2,244
63
21,428
-
(2,244)
59
181,143
(909)
-
(3,858)
487
(3,858)
74
75
29
9,736
72
73
74
Total Operating & Maintenance Expenses (Page 3)
4,222,923
(39,318)
4,183,605
(345,874)
3,837,731
75
4,030,708
39,318
4,070,025
(152,871)
3,917,155
76
810,093
104,757
914,850
77
(3,575)
1,477,290
63,128
1,540,418
78
Total Operating Revenues less Total Operation
76
and Maintenance Expenses
Other Operating Income Deductions
77
Depreciation and Amortization (Pages 4 and 5)
78
Taxes Other Than Income Taxes (Page 6)
79
80
Total Other Operating Income Deductions
81
810,093
1,480,865
-
-
2,290,958
$
1,739,749
(3,575)
$
42,893
-
2,287,384
$
1,782,642
167,885
$
(320,755) $
-
79
2,455,268
80
1,461,886
81
EXHIBIT ___ (AP-E5)
Schedule 1
Page 2 of 6
Electric Other Operating Revenues
12 Months Ended September 30, 2015
Adjusted to the 12 Months Ending December 31, 2017
($000s)
Line
No. Item
12 Months Ended
September 30, 2015
Changes to Reflect
Conditions in Rate
Year
12 Months Ended
December 31, 2017
$
$
Miscellaneous Service Revenues (45100):
1
Miscellaneous Service Revenues - 4510
21,055
(2,280)
18,775
Rents:
2
Rent from Electric Property - 4540
22,715
3
Interdepartmental Rents -4550
17,517
(3,782)
18,933
424
40,232
17,941
(3,358)
36,874
7,000
Other Electric Revenues: 4560 4571
4
7,674
(674)
5
Transmission Service Charges (4571)
7,408
(2,408)
6
Maintenance of Interconnection Facilities
7
8
Late Payment Charges
9
NYSERDA on-bill recovery financing program
10
11
Facility Fees - KeySpan & NRG
12
Proceeds from Sales of TCCs
13
POR Discount (Revenues from ESCO)
14
ESCO Fees
15
Energy Credits
16
Substation Operation Services
17
AreaWide Contract Fees
18
Net Unbilled Revenue - Elec
19
Miscellaneous
2,267
3,530
35,297
17
169
599
103,020
35,657
15
5,000
106
2,373
512
4,042
(2,885)
32,412
17
478
647
74
(490)
103
69
(15,200)
673
(28,020)
75,000
(1,109)
34,548
-
15
-
(490)
(57)
46
(10)
59
15,200
-
111
111
180,245
(18,793)
161,452
Revenues Offset in Sales Revenues, Energy Clauses (MSC/MAC) or O&M:
20
RDM Reconciliation
21
NEIL Dividend
22
PJM Cost Recovery
23
MFC - Lost Supply Revenue (Customers switching to re
24
Hedging Program Interest
25
GRT public utility tax
26
ESCOS/Marketers - Bills Charges
(108,649)
2,076
(5,857)
(2,866)
(1,888)
701
10,327
108,649
(106,155)
(62,748)
(7,383)
(14,628)
(10,031)
21,031
(430)
(50,674)
(3,659)
19,452
(510)
62,748
-
-
(2,076)
-
5,857
-
2,866
-
1,888
-
(701)
-
(10,327)
-
106,155
-
Regulatory Accounting (Reconciliations / Amortizations):
27
28
Interest Rate True-Up (Auction Rate / Long Term Debt)
29
Net Plant Carrying Charges
30
Customer Cash Flow Benefits Bonus Depreciation
31
Amortization of Deferrals
32
Customer Cash Flow Benefits Repair Allowance
33
Former Employees / Contractor Proceeding
34
Indian Point Shutdown Study
35
Deferral of Revenue Requirement Changes Case 13-E-0
36
7,383
-
14,628
-
10,031
-
(21,031)
-
430
-
50,674
-
3,659
-
(19,452)
-
510
-
37
Accounting Reserve
1,000
(1,000)
-
38
Smart Grid
9,860
(9,860)
-
39
18-A Working Capital Reconciliation
-
ERRP Maintenance Accounting
(6,363)
12,732
6,363
40
(12,732)
-
41
Retention Property Tax Incentive
42
Total Other Electric Revenues
43
Total Electric Other Operating Revenues
16
(16)
(92,335)
43,042
-
92,335
$
174,059
* Excludes NYPA and other delivery revenues and NYPA economic development revenues of $607,710,000.
$
217,101
EXHIBIT ___ (AP-E5)
Schedule 1
Page 3 of 6
Electric Operation and Maintenace Expenses
For the Twelve Months Ended September 30, 2015 and December 31, 2017
($000s)
Revised 12 Months
Ended September
30, 2015 After
Common Allocation
% Change
Line
No.
1
2
3
4
5
6
167,977
7
116,995
8
148,032
$
9
10
Normalizing
Adjustments
Program Changes
4.33%
4.96%
General
Escalation
Labor
Escalation
1,902,222
(10,464)
-
(200,902) $
-
-
-
-
(2)
-
349
4,779
-
-
6,364
-
-
1,051
4,989
(218)
6,054
214
(32,087)
$
Total Adjustments
-
$
(519)
12 Months Ended
December 31, 2017
(200,902) $
(519)
1,701,320
(10,983)
Line
No.
1
2
-
364
362
3
-
237
237
5,017
4
-
316
316
6,680
5
-
8,631
14,671
182,648
6
15
-
5,802
5,798
122,794
7
-
6,051
(19,982)
128,049
8
839
-
-
-
42
42
880
9
29,043
-
153
-
1,448
1,601
30,644
10
11
-
-
-
-
-
-
-
11
12
67,179
-
1,165
-
3,390
4,555
71,734
12
13
31,160
-
-
-
1,545
1,545
32,705
13
14
19,558
-
1,218
899
-
2,117
21,675
14
15
4,299
-
428
205
-
633
4,931
15
16
14,674
-
-
635
-
635
15,309
16
17
16,682
(16,682)
-
0
-
(16,681)
1
17
18
DSM
-
59,495
-
-
59,495
59,522
18
19
(17,083)
-
-
-
-
-
(17,083)
19
20
115,395
-
22,759
-
-
22,759
138,154
20
21
3,599
-
-
156
-
156
3,755
21
22
15,889
(1,011)
(4,174)
-
-
(5,185)
10,704
22
23
Executive MVP
8,099
(8,099)
-
-
-
(8,099)
24
2,689
-
(61)
114
-
53
2,742
24
25
11,513
-
1,164
549
-
1,713
13,225
25
26
12,687
(2,200)
-
454
-
(1,746)
10,941
26
27
9,226
-
106
404
-
9,736
27
28
28,500
(28,500)
29
30
31
32
33
Insurance Premium
34
35
36
New York Facilities
37
38
39
26,917
7
7,991
40
93,935
4,272
75,574
41
1,271
-
-
42
Ops - Interference
86,847
-
4,803
43
Ops - Production
23,680
-
(1,800)
44
0
-
-
45
21,962
-
46
18,920
-
47
29,082
(23,378)
48
49
50
51
27
7,886
337
3,951
5,309
-
-
40,586
-
(2,523)
1,283
-
94
37,069
-
3,829
(8,956)
2,424
-
20,861
-
19,868
-
-
-
1,602
-
-
1,450
-
761
-
41,375
(41,375)
104
52
53
54
55
56
57
58
23
-
-
(28,500)
-
28
527
-
4,815
12,701
29
30
230
-
230
5,538
1,647
-
(876)
39,710
31
60
-
154
1,436
32
-
3,829
40,898
33
-
2,141
(6,815)
34
-
-
19,868
40,728
35
-
-
-
-
36
1,672
37
(283)
69
-
63
-
63
1,513
38
1,511
-
9,509
36,426
39
7,521
-
87,367
181,302
40
55
-
55
1,326
41
3,966
-
8,769
95,616
42
947
-
0
-
500
972
-
819
242
-
-
298,536
510
(0)
(115)
-
33
(121,913)
69
22,826
43
0
0
44
-
1,472
23,434
45
-
819
19,739
46
5,831
47
794
48
176,623
49
(854)
(23,251)
-
33
-
-
(121,913)
-
-
-
(41,375)
(104)
-
-
-
132
(132)
-
-
12,491
(12,491)
-
133,490
(133,490)
-
(0)
50
(104)
0
51
-
(132)
(0)
52
-
-
(12,491)
(0)
53
(133,490)
-
-
0
54
127
-
124
3,068
55
-
-
-
1,446
30,285
56
-
83,038
-
-
83,038
220,400
57
-
920
-
-
920
77,218
58
2,944
-
28,839
1,446
137,362
Rents - ERRP
76,298
59
Rents - General
45,458
-
-
1,967
-
1,967
47,426
59
60
9,570
-
12,972
-
-
12,972
22,542
60
61
6,240
2,742
2,841
512
-
6,095
12,334
61
62
Security
445
50
-
495
1,216
62
63
Smart Grid
(2,244)
2,244
-
-
-
2,244
64
Storm Reserve
21,428
-
3,955
-
-
3,955
25,383
64
65
181,143
-
(94,965)
-
-
(94,965)
86,178
65
66
62,179
-
3,189
-
-
3,189
65,368
66
67
594
-
(3)
-
-
(3)
591
67
68
5,209
-
(2,974)
97
-
(2,877)
2,332
68
69
All Other
1,396
487
69
70
721
71
72
Total Operation & Maintenance Expenses
$
-
(0)
63
-
20
-
(909)
-
-
(3,698)
(160)
-
(3,858)
(3,858)
70
-
-
-
-
-
-
-
71
(248,032) $
(149,210) $
24,421
4,183,605
(929)
(3)
$
$
26,942
$
(345,878) $
3,837,728
72
EXHIBIT ___ (AP-E5)
SCHEDULE 1
PAGE 4 OF 6
Electric
ELECTRIC DEPRECIATION AND AMORTIZATION EXPENSE - CURRENT RATES
OCTOBER 2015 - DECEMBER 2016
Electric Depreciable Plant Balance
Electric
Other Production (AC)
Electric
Steam Production (AC)
Electric
Elec Trans And Dist (AC)
Electric
Future Use (AC)
Electric
Capitalized Software - Electric (AC)
2015
2015
2015
2016
2016
2016
2016
2016
2016
2016
2016
2016
2016
2016
2016
October
November
December
January
February
March
April
May
June
July
August
September
October
November
December
41,159.2
41,159.2
41,159.2
40,843.3
40,835.8
40,828.2
40,820.6
40,813.1
40,805.5
40,797.9
40,790.4
40,782.8
40,775.2
40,767.7
40,760.1
537,342.1
537,293.5
543,320.4
539,045.2
538,872.1
538,772.3
538,630.7
541,079.9
548,664.4
550,734.9
552,493.2
553,182.3
553,012.6
553,675.9
593,014.4
23,679,908.9
23,769,090.3
23,953,404.9
23,800,203.7
23,871,429.2
23,952,407.2
24,042,707.1
24,137,341.8
24,261,838.1
24,371,718.7
24,458,312.7
24,535,568.9
24,626,071.4
24,770,155.2
24,950,424.7
65,170.5
65,170.5
65,170.5
12,212.0
12,212.0
12,212.0
12,212.0
12,212.0
12,212.0
12,212.0
12,212.0
12,212.0
12,212.0
12,212.0
12,212.0
182,915.4
182,132.7
181,797.0
182,127.8
182,458.6
182,789.4
183,120.2
183,451.0
183,781.8
184,112.6
184,443.4
184,774.2
185,105.0
185,435.8
186,407.3
Common Build And Yards (AC)
766,470.5
766,581.1
781,171.0
758,866.6
758,748.4
758,729.1
758,633.7
758,391.4
758,355.1
758,459.5
758,350.2
758,204.5
758,135.3
758,043.5
764,410.9
Common Capitalized Software - Common (AC)
292,875.2
293,593.8
301,927.6
301,218.4
300,589.1
302,766.9
304,717.6
304,382.3
307,853.2
307,752.3
307,295.1
308,095.4
307,875.0
308,671.1
384,229.0
Common Computers (AC)
241,214.0
241,301.1
258,615.8
257,116.5
255,713.0
255,496.9
254,117.0
252,938.6
251,390.2
249,968.4
250,608.7
249,432.3
248,467.4
247,024.5
246,203.3
52,263.7
52,232.6
52,180.6
52,079.0
51,999.7
52,025.5
51,907.3
51,852.0
51,776.6
51,672.3
51,616.5
51,548.3
51,457.6
51,376.7
51,407.1
251,991.6
255,862.5
261,355.9
259,197.4
257,514.2
257,187.5
255,846.0
254,298.0
254,335.6
251,950.5
251,814.7
251,882.0
252,136.6
253,172.6
258,451.9
6,086.7
6,083.0
6,079.2
6,036.9
5,990.1
5,975.1
5,927.0
5,890.7
5,878.8
5,837.9
5,798.2
5,774.7
5,817.1
5,797.4
5,823.5
Common Office Furniture (AC)
Common Vehicles (AC)
Common Stores Eq (AC)
Common Emb Lab Eq (AC)
-
Common Lab Eq (AC)
Common Power Eq (AC)
Common Shop Eq (AC)
Common Communications (AC)
-
Book Depreciation Rates
Electric
Electric
Electric
Electric
Future Use (AC)
Electric
Common Lab Eq (AC)
Common Shop Eq (AC)
Common Emb Misc Eq (AC)
Common Misc Eq (AC)
Electric
Electric
Electric
Electric
Future Use (AC)
Electric
-
-
-
-
-
-
-
-
-
-
79,080.8
79,062.2
78,892.5
78,718.6
78,713.9
78,765.2
78,907.8
79,057.3
79,096.3
79,156.4
79,346.9
79,676.6
79,815.4
80,211.8
4,128.6
5,200.4
5,621.4
5,977.7
6,675.8
7,456.9
8,134.3
9,132.5
10,130.8
10,947.8
11,880.2
13,290.9
14,492.6
16,740.4
67,823.9
67,637.6
67,451.3
67,312.3
67,173.3
67,308.3
67,169.3
67,030.4
66,891.4
66,752.4
66,613.5
66,474.5
66,335.6
66,196.6
66,057.7
165,954.4
165,151.7
164,703.7
163,586.8
162,470.0
161,354.2
160,238.5
159,122.7
158,368.9
157,424.6
156,337.5
155,585.3
154,690.2
153,715.2
158,489.7
-
-
-
-
-
-
-
-
-
-
-
-
-
-
42,820.8
44,135.5
45,905.1
46,436.1
46,828.1
47,235.4
47,658.6
48,022.4
47,945.2
47,854.3
47,766.2
47,769.7
47,700.4
48,319.9
48,976.4
26,475,922.7
26,570,634.5
26,808,504.6
26,570,795.9
26,637,529.9
26,720,477.6
26,809,927.6
26,903,868.3
27,038,286.6
27,146,475.5
27,234,556.4
27,312,513.9
27,402,758.9
27,548,872.1
27,863,820.1
Current Rate Current Rate Current Rate Current Rate Current Rate Current Rate Current Rate Current Rate Current Rate Current Rate Current Rate Current Rate Current Rate Current Rate Current Rate
0.3333%
0.3333%
0.3333%
0.3333%
0.3333%
0.3333%
0.3333%
0.3333%
0.3333%
0.3333%
0.3333%
0.3333%
0.3333%
0.3333%
0.3333%
0.4030%
0.4030%
0.4030%
0.4030%
0.4030%
0.4030%
0.4030%
0.4030%
0.4030%
0.4030%
0.4030%
0.4030%
0.4030%
0.4030%
0.4030%
0.2314%
0.2314%
0.2314%
0.2314%
0.2314%
0.2314%
0.2314%
0.2314%
0.2314%
0.2314%
0.2314%
0.2314%
0.2314%
0.2314%
0.2314%
0.0000%
0.0000%
0.0000%
0.0000%
0.0000%
0.0000%
0.0000%
0.0000%
0.0000%
0.0000%
0.0000%
0.0000%
0.0000%
0.0000%
0.0000%
0.8716%
0.8716%
0.8716%
0.8716%
0.8716%
0.8716%
0.8716%
0.8716%
0.8716%
0.8716%
0.8716%
0.8716%
0.8716%
0.8716%
0.8716%
0.2650%
0.2650%
0.2650%
0.2650%
0.2650%
0.2650%
0.2650%
0.2650%
0.2650%
0.2650%
0.2650%
0.2650%
0.2650%
0.2650%
0.2650%
1.0096%
1.0096%
1.0096%
1.0096%
1.0096%
1.0096%
1.0096%
1.0096%
1.0096%
1.0096%
1.0096%
1.0096%
1.0096%
1.0096%
1.0096%
0.9900%
0.9900%
0.9900%
0.9900%
0.9900%
0.9900%
0.9900%
0.9900%
0.9900%
0.9900%
0.9900%
0.9900%
0.9900%
0.9900%
0.9900%
0.4633%
0.4633%
0.4633%
0.4633%
0.4633%
0.4633%
0.4633%
0.4633%
0.4633%
0.4633%
0.4633%
0.4633%
0.4633%
0.4633%
0.4633%
0.9375%
0.9375%
0.9375%
0.9375%
0.9375%
0.9375%
0.9375%
0.9375%
0.9375%
0.9375%
0.9375%
0.9375%
0.9375%
0.9375%
0.9375%
0.3958%
0.3958%
0.3958%
0.3958%
0.3958%
0.3958%
0.3958%
0.3958%
0.3958%
0.3958%
0.3958%
0.3958%
0.3958%
0.3958%
0.3958%
0.0000%
0.0000%
0.0000%
0.0000%
0.0000%
0.0000%
0.0000%
0.0000%
0.0000%
0.0000%
0.0000%
0.0000%
0.0000%
0.0000%
0.0000%
0.4167%
0.4167%
0.4167%
0.4167%
0.4167%
0.4167%
0.4167%
0.4167%
0.4167%
0.4167%
0.4167%
0.4167%
0.4167%
0.4167%
0.4167%
0.6250%
0.6250%
0.6250%
0.6250%
0.6250%
0.6250%
0.6250%
0.6250%
0.6250%
0.6250%
0.6250%
0.6250%
0.6250%
0.6250%
0.6250%
0.4400%
0.4400%
0.4400%
0.4400%
0.4400%
0.4400%
0.4400%
0.4400%
0.4400%
0.4400%
0.4400%
0.4400%
0.4400%
0.4400%
0.4400%
0.5558%
0.5558%
0.5558%
0.5558%
0.5558%
0.5558%
0.5558%
0.5558%
0.5558%
0.5558%
0.5558%
0.5558%
0.5558%
0.5558%
0.5558%
0.0000%
0.0000%
0.0000%
0.0000%
0.0000%
0.0000%
0.0000%
0.0000%
0.0000%
0.0000%
0.0000%
0.0000%
0.0000%
0.0000%
0.0000%
0.4167%
0.4167%
0.4167%
0.4167%
0.4167%
0.4167%
0.4167%
0.4167%
0.4167%
0.4167%
0.4167%
0.4167%
0.4167%
0.4167%
0.4167%
2015
2015
2015
2016
2016
2016
2016
2016
2016
2016
2016
2016
2016
2016
2016
10
11
12
1
2
3
4
5
6
7
8
9
10
11
12
136.2
137.2
137.2
137.2
136.1
136.1
136.1
136.1
136.0
136.0
136.0
136.0
135.9
135.9
2,148.8
2,165.5
2,165.3
2,189.6
2,172.4
2,171.7
2,171.3
2,170.7
2,180.6
2,211.1
2,219.5
2,226.5
2,229.3
2,228.6
2,231.3
54,073.2
54,795.3
55,001.7
55,428.2
55,073.7
55,238.5
55,425.9
55,634.8
55,853.8
56,141.9
56,396.2
56,596.5
56,775.3
56,984.7
57,318.1
-
-
2,744.4
-
Electric Total
-
79,181.3
Common Misc Eq (AC)
-
-
-
-
-
-
-
-
-
-
-
-
-
-
135.9
-
1,600.9
1,594.3
1,587.5
1,584.5
1,587.4
1,590.3
1,593.2
1,596.1
1,599.0
1,601.8
1,604.7
1,607.6
1,610.5
1,613.4
1,616.3
1,972.8
2,031.1
2,031.4
2,070.1
2,011.0
2,010.7
2,010.6
2,010.4
2,009.7
2,009.6
2,009.9
2,009.6
2,009.2
2,009.1
2,008.8
2,797.5
2,956.9
2,964.1
3,048.3
3,041.1
3,034.7
3,056.7
3,076.4
3,073.0
3,108.1
3,107.1
3,102.5
3,110.5
3,108.3
3,116.3
2,364.8
2,388.0
2,388.9
2,560.3
2,545.5
2,531.6
2,529.4
2,515.8
2,504.1
2,488.8
2,474.7
2,481.0
2,469.4
2,459.8
2,445.5
242.7
242.1
242.0
241.8
241.3
240.9
241.0
240.5
240.2
239.9
239.4
239.1
238.8
238.4
238.0
2,285.0
2,362.4
2,398.7
2,450.2
2,430.0
2,414.2
2,411.1
2,398.6
2,384.0
2,384.4
2,362.0
2,360.8
2,361.4
2,363.8
2,373.5
23.5
24.1
24.1
24.1
23.9
23.7
23.6
23.5
23.3
23.3
23.1
22.9
22.9
23.0
22.9
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
327.3
329.9
329.5
329.5
328.7
328.0
328.0
328.2
328.8
329.4
329.6
329.8
330.6
332.0
332.6
3.9
17.2
25.8
32.5
35.1
37.4
41.7
46.6
50.8
57.1
63.3
68.4
74.3
83.1
90.6
Common Lab Eq (AC)
Common Shop Eq (AC)
299.4
298.4
297.6
296.8
296.2
295.6
296.2
295.5
294.9
294.3
293.7
293.1
292.5
291.9
291.3
927.1
922.4
917.9
915.4
909.2
903.0
896.8
890.6
884.4
880.2
875.0
868.9
864.7
859.8
854.3
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
171.7
178.4
183.9
191.3
193.5
195.1
196.8
198.6
200.1
199.8
199.4
199.0
199.1
198.8
201.3
69,374.6
70,443.3
70,695.6
71,499.6
71,025.1
71,151.4
71,358.5
71,562.3
71,762.9
72,105.7
72,333.5
72,541.9
72,724.5
72,930.5
73,276.9
Common Misc Eq (AC)
Total
Depreciation Expense and Adjustment
Electric
Electric
Electric
Electric
Future Use (AC)
Electric
136.2
137.2
137.2
137.2
136.1
136.1
136.1
136.1
136.0
136.0
136.0
136.0
135.9
135.9
135.9
2,148.8
2,165.5
2,165.3
2,189.6
2,172.4
2,171.7
2,171.3
2,170.7
2,180.6
2,211.1
2,219.5
2,226.5
2,229.3
2,228.6
2,231.3
54,073.2
54,795.3
55,001.7
55,428.2
55,073.7
55,238.5
55,425.9
55,634.8
55,853.8
56,141.9
56,396.2
56,596.5
56,775.3
56,984.7
57,318.1
-
1,600.9
1,972.8
1,594.3
2,031.1
1,587.5
2,031.4
1,584.5
2,070.1
1,587.4
2,011.0
1,590.3
2,010.7
1,593.2
2,010.6
1,596.1
2,010.4
1,599.0
2,009.7
1,601.8
2,009.6
1,604.7
2,009.9
1,607.6
2,009.6
1,610.5
2,009.2
1,613.4
2,009.1
1,616.3
2,008.8
2,797.5
2,956.9
2,964.1
3,048.3
3,041.1
3,034.7
3,056.7
3,076.4
3,073.0
3,108.1
3,107.1
3,102.5
3,110.5
3,108.3
3,116.3
2,364.8
2,388.0
2,388.9
2,560.3
2,545.5
2,531.6
2,529.4
2,515.8
2,504.1
2,488.8
2,474.7
2,481.0
2,469.4
2,459.8
2,445.5
Common Lab Eq (AC)
242.7
242.1
242.0
241.8
241.3
240.9
241.0
240.5
240.2
239.9
239.4
239.1
238.8
238.4
238.0
2,285.0
2,362.4
2,398.7
2,450.2
2,430.0
2,414.2
2,411.1
2,398.6
2,384.0
2,384.4
2,362.0
2,360.8
2,361.4
2,363.8
2,373.5
23.5
24.1
24.1
24.1
23.9
23.7
23.6
23.5
23.3
23.3
23.1
22.9
22.9
23.0
22.9
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
327.3
329.9
329.5
329.5
328.7
328.0
328.0
328.2
328.8
329.4
329.6
329.8
330.6
332.0
332.6
3.9
17.2
25.8
32.5
35.1
37.4
41.7
46.6
50.8
57.1
63.3
68.4
74.3
83.1
90.6
Common Shop Eq (AC)
299.4
298.4
297.6
296.8
296.2
295.6
296.2
295.5
294.9
294.3
293.7
293.1
292.5
291.9
291.3
927.1
922.4
917.9
915.4
909.2
903.0
896.8
890.6
884.4
880.2
875.0
868.9
864.7
859.8
854.3
-
-
-
-
-
-
-
-
-
-
-
-
-
-
Common Misc Eq (AC)
Total
-
171.7
178.4
183.9
191.3
193.5
195.1
196.8
198.6
200.1
199.8
199.4
199.0
199.1
198.8
201.3
69,374.6
70,443.3
70,695.6
71,499.6
71,025.1
71,151.4
71,358.5
71,562.3
71,762.9
72,105.7
72,333.5
72,541.9
72,724.5
72,930.5
73,276.9
Jan-Dec 2016 Total
864,272.9
EXHIBIT ___ (AP-E5)
SCHEDULE 1
PAGE 5a OF 6
Electric
Electric
Electric
Electric
Electric
Electric
Common
Common
Common
Common
Common
Common
Common
Common
Common
Common
Common
Common
Common
Electric
Electric
Electric
Electric
Electric
Common
Common
Common
Common
Common
Common
Common
Common
Common
Common
Common
Common
Common
ELECTRIC DEPRECIATION AND AMORTIZATION EXPENSE - CURRENT RATES
JANUARY 2017 - DECEMBER 2017
Future Use (AC)
Build And Yards (AC)
Capitalized Software - Common (AC)
Computers (AC)
Office Furniture (AC)
Vehicles (AC)
Stores Eq (AC)
Emb Lab Eq (AC)
Lab Eq (AC)
Power Eq (AC)
Shop Eq (AC)
Communications (AC)
Emb Misc Eq (AC)
Misc Eq (AC)
Electric Total
2017
January
40,752.5
592,998.2
25,032,553.1
12,212.0
187,091.5
764,378.4
389,971.9
243,875.1
51,343.3
256,735.4
5,788.2
80,142.1
17,078.6
65,898.8
157,567.8
48,992.0
27,947,378.9
2017
February
40,745.0
592,901.0
25,109,504.7
12,212.0
187,501.8
764,280.0
401,764.5
241,553.6
51,294.2
255,560.4
5,749.0
80,068.4
17,364.8
65,740.0
156,645.8
49,008.1
28,031,893.1
2017
March
40,737.4
593,136.1
25,196,275.1
12,212.0
187,912.1
764,234.9
409,583.4
239,689.3
51,314.4
255,927.6
5,736.7
80,155.6
17,925.8
65,913.2
155,723.9
49,024.7
28,125,502.3
2017
April
40,729.8
593,102.8
25,276,119.0
12,212.0
188,322.4
764,419.1
417,440.3
238,376.2
51,239.6
255,140.9
5,696.4
80,295.9
18,553.7
65,754.4
154,802.0
49,454.1
28,211,658.4
2017
May
40,722.3
592,769.9
25,392,618.3
12,212.0
188,732.7
764,413.5
426,267.3
238,617.7
51,206.3
254,119.0
5,666.2
80,523.2
19,097.8
65,595.5
153,880.0
49,443.0
28,335,884.7
2017
June
40,714.7
593,165.7
25,505,441.3
12,212.0
189,143.0
764,351.4
436,959.0
236,650.7
51,159.8
254,900.8
5,656.6
80,757.0
19,899.8
65,436.7
153,669.5
49,453.3
28,459,571.3
2017
July
40,707.1
593,500.8
25,585,014.9
12,212.0
189,553.3
764,321.1
449,600.6
235,118.5
51,094.1
252,926.6
5,622.5
80,885.7
20,701.9
65,277.9
152,913.4
49,871.8
28,549,322.1
2017
August
40,699.6
593,419.3
25,656,348.4
12,212.0
189,963.6
764,278.4
457,352.2
234,060.7
51,060.5
253,510.4
5,589.2
81,034.5
21,358.4
65,119.1
152,020.2
49,872.3
28,627,898.5
2017
September
40,692.0
593,208.4
25,735,195.2
12,212.0
190,373.9
764,152.6
468,424.7
233,213.5
51,018.7
254,325.8
5,569.9
81,307.2
22,208.3
64,960.3
151,448.5
49,961.1
28,718,272.0
2017
October
40,684.4
593,038.7
25,817,790.9
12,212.0
190,784.2
764,056.6
476,449.2
232,322.4
50,962.1
255,665.2
5,606.4
81,712.3
23,343.1
64,801.4
150,739.6
50,400.4
28,810,568.8
2017
November
40,676.9
592,902.0
25,901,319.3
12,212.0
191,194.5
764,030.5
485,559.5
231,328.9
50,911.9
257,293.0
5,590.1
81,936.0
24,319.7
64,642.6
150,166.9
50,485.4
28,904,569.1
2017
December
40,669.3
614,810.0
26,219,595.5
12,212.0
191,597.9
784,257.9
497,174.6
229,886.5
50,935.2
264,034.1
5,612.9
82,404.7
26,125.7
64,483.8
149,301.1
53,345.2
29,286,446.3
Future Use (AC)
Computers (AC)
Vehicles (AC)
Stores Eq (AC)
Emb Lab Eq (AC)
Lab Eq (AC)
Power Eq (AC)
Shop Eq (AC)
Communications (AC)
Emb Misc Eq (AC)
Misc Eq (AC)
Current Rate
0.3333%
0.4030%
0.2314%
0.0000%
0.8716%
0.2650%
1.0096%
0.9900%
0.4633%
0.9375%
0.3958%
0.0000%
0.4167%
0.6250%
0.4400%
0.5558%
0.0000%
0.4167%
Current Rate
0.3333%
0.4030%
0.2314%
0.0000%
0.8716%
0.2650%
1.0096%
0.9900%
0.4633%
0.9375%
0.3958%
0.0000%
0.4167%
0.6250%
0.4400%
0.5558%
0.0000%
0.4167%
Current Rate
0.3333%
0.4030%
0.2314%
0.0000%
0.8716%
0.2650%
1.0096%
0.9900%
0.4633%
0.9375%
0.3958%
0.0000%
0.4167%
0.6250%
0.4400%
0.5558%
0.0000%
0.4167%
Current Rate
0.3333%
0.4030%
0.2314%
0.0000%
0.8716%
0.2650%
1.0096%
0.9900%
0.4633%
0.9375%
0.3958%
0.0000%
0.4167%
0.6250%
0.4400%
0.5558%
0.0000%
0.4167%
Current Rate
0.3333%
0.4030%
0.2314%
0.0000%
0.8716%
0.2650%
1.0096%
0.9900%
0.4633%
0.9375%
0.3958%
0.0000%
0.4167%
0.6250%
0.4400%
0.5558%
0.0000%
0.4167%
Current Rate
0.3333%
0.4030%
0.2314%
0.0000%
0.8716%
0.2650%
1.0096%
0.9900%
0.4633%
0.9375%
0.3958%
0.0000%
0.4167%
0.6250%
0.4400%
0.5558%
0.0000%
0.4167%
Current Rate
0.3333%
0.4030%
0.2314%
0.0000%
0.8716%
0.2650%
1.0096%
0.9900%
0.4633%
0.9375%
0.3958%
0.0000%
0.4167%
0.6250%
0.4400%
0.5558%
0.0000%
0.4167%
Current Rate
0.3333%
0.4030%
0.2314%
0.0000%
0.8716%
0.2650%
1.0096%
0.9900%
0.4633%
0.9375%
0.3958%
0.0000%
0.4167%
0.6250%
0.4400%
0.5558%
0.0000%
0.4167%
Current Rate
0.3333%
0.4030%
0.2314%
0.0000%
0.8716%
0.2650%
1.0096%
0.9900%
0.4633%
0.9375%
0.3958%
0.0000%
0.4167%
0.6250%
0.4400%
0.5558%
0.0000%
0.4167%
Current Rate
0.3333%
0.4030%
0.2314%
0.0000%
0.8716%
0.2650%
1.0096%
0.9900%
0.4633%
0.9375%
0.3958%
0.0000%
0.4167%
0.6250%
0.4400%
0.5558%
0.0000%
0.4167%
Current Rate
0.3333%
0.4030%
0.2314%
0.0000%
0.8716%
0.2650%
1.0096%
0.9900%
0.4633%
0.9375%
0.3958%
0.0000%
0.4167%
0.6250%
0.4400%
0.5558%
0.0000%
0.4167%
Current Rate
0.3333%
0.4030%
0.2314%
0.0000%
0.8716%
0.2650%
1.0096%
0.9900%
0.4633%
0.9375%
0.3958%
0.0000%
0.4167%
0.6250%
0.4400%
0.5558%
0.0000%
0.4167%
Electric
Electric
Electric
Electric
Electric
Common
Common
Common
Common
Common
Common
Common
Common
Common
Common
Common
Common
Common
Future Use (AC)
Computers (AC)
Vehicles (AC)
Stores Eq (AC)
Emb Lab Eq (AC)
Lab Eq (AC)
Power Eq (AC)
Shop Eq (AC)
Communications (AC)
Emb Misc Eq (AC)
Misc Eq (AC)
Total
Electric
Electric
Electric
Electric
Electric
Common
Common
Common
Common
Common
Common
Common
Common
Common
Common
Common
Common
Common
Future Use (AC)
Computers (AC)
Vehicles (AC)
Stores Eq (AC)
Emb Lab Eq (AC)
Lab Eq (AC)
Power Eq (AC)
Shop Eq (AC)
Communications (AC)
Emb Misc Eq (AC)
Misc Eq (AC)
Total
2017
1
135.9
2,389.8
57,735.3
1,624.7
2,025.7
3,879.2
2,437.4
238.2
2,423.0
23.0
334.2
104.6
290.7
880.9
204.1
74,726.7
2017
2
135.8
2,389.8
57,925.3
1,630.7
2,025.6
3,937.2
2,414.4
237.9
2,406.9
22.9
334.0
106.7
290.0
875.8
204.1
74,937.0
2017
3
135.8
2,389.4
58,103.4
1,634.3
2,025.3
4,056.2
2,391.4
237.6
2,395.9
22.8
333.6
108.5
289.3
870.6
204.2
75,198.4
2017
4
135.8
2,390.3
58,304.2
1,637.8
2,025.2
4,135.2
2,372.9
237.7
2,399.3
22.7
334.0
112.0
290.0
865.5
204.3
75,467.1
2017
5
135.8
2,390.2
58,488.9
1,641.4
2,025.7
4,214.5
2,359.9
237.4
2,391.9
22.5
334.6
116.0
289.3
860.4
206.1
75,714.6
2017
6
135.7
2,388.9
58,758.5
1,645.0
2,025.7
4,303.6
2,362.3
237.2
2,382.4
22.4
335.5
119.4
288.6
855.3
206.0
76,066.6
2017
7
135.7
2,390.5
59,019.6
1,648.6
2,025.5
4,411.5
2,342.8
237.0
2,389.7
22.4
336.5
124.4
287.9
854.1
206.1
76,432.3
2017
8
135.7
2,391.8
59,203.7
1,652.1
2,025.5
4,539.2
2,327.7
236.7
2,371.2
22.3
337.1
129.4
287.2
849.9
207.8
76,717.2
2017
9
135.7
2,391.5
59,368.8
1,655.7
2,025.3
4,617.4
2,317.2
236.6
2,376.7
22.1
337.7
133.5
286.5
844.9
207.8
76,957.4
2017
10
135.6
2,390.6
59,551.2
1,659.3
2,025.0
4,729.2
2,308.8
236.4
2,384.3
22.0
338.8
138.8
285.8
841.8
208.2
77,255.9
2017
11
135.6
2,389.9
59,742.4
1,662.9
2,024.8
4,810.2
2,300.0
236.1
2,396.9
22.2
340.5
145.9
285.1
837.8
210.0
77,540.3
2017
12
135.6
2,389.4
59,935.7
1,666.5
2,024.7
4,902.2
2,290.2
235.9
2,412.1
22.1
341.4
152.0
284.4
834.6
210.4
77,837.1
135.9
2,389.8
57,735.3
1,624.7
2,025.7
3,879.2
2,437.4
238.2
2,423.0
23.0
334.2
104.6
290.7
880.9
204.1
74,726.7
135.8
2,389.8
57,925.3
1,630.7
2,025.6
3,937.2
2,414.4
237.9
2,406.9
22.9
334.0
106.7
290.0
875.8
204.1
74,937.0
135.8
2,389.4
58,103.4
1,634.3
2,025.3
4,056.2
2,391.4
237.6
2,395.9
22.8
333.6
108.5
289.3
870.6
204.2
75,198.4
135.8
2,390.3
58,304.2
1,637.8
2,025.2
4,135.2
2,372.9
237.7
2,399.3
22.7
334.0
112.0
290.0
865.5
204.3
75,467.1
135.8
2,390.2
58,488.9
1,641.4
2,025.7
4,214.5
2,359.9
237.4
2,391.9
22.5
334.6
116.0
289.3
860.4
206.1
75,714.6
135.7
2,388.9
58,758.5
1,645.0
2,025.7
4,303.6
2,362.3
237.2
2,382.4
22.4
335.5
119.4
288.6
855.3
206.0
76,066.6
135.7
2,390.5
59,019.6
1,648.6
2,025.5
4,411.5
2,342.8
237.0
2,389.7
22.4
336.5
124.4
287.9
854.1
206.1
76,432.3
135.7
2,391.8
59,203.7
1,652.1
2,025.5
4,539.2
2,327.7
236.7
2,371.2
22.3
337.1
129.4
287.2
849.9
207.8
76,717.2
135.7
2,391.5
59,368.8
1,655.7
2,025.3
4,617.4
2,317.2
236.6
2,376.7
22.1
337.7
133.5
286.5
844.9
207.8
76,957.4
135.6
2,390.6
59,551.2
1,659.3
2,025.0
4,729.2
2,308.8
236.4
2,384.3
22.0
338.8
138.8
285.8
841.8
208.2
77,255.9
135.6
2,389.9
59,742.4
1,662.9
2,024.8
4,810.2
2,300.0
236.1
2,396.9
22.2
340.5
145.9
285.1
837.8
210.0
77,540.3
135.6
2,389.4
59,935.7
1,666.5
2,024.7
4,902.2
2,290.2
235.9
2,412.1
22.1
341.4
152.0
284.4
834.6
210.4
77,837.1
Total
914,850
EXHIBIT ___ (AP-E5)
SCHEDULE 1
PAGE 5b OF 6
Electric
ELECTRIC DEPRECIATION AND AMORTIZATION EXPENSE - PROPOSED RATES
2017
2017
2017
2017
2017
2017
2017
2017
2017
2017
2017
1
2
3
4
5
6
7
8
9
10
11
2017
12
Electric
40,752.5
40,745.0
40,737.4
40,729.8
40,722.3
40,714.7
40,707.1
40,699.6
40,692.0
40,684.4
40,676.9
40,669.3
Electric
592,998.2
592,901.0
593,136.1
593,102.8
592,769.9
593,165.7
593,500.8
593,419.3
593,208.4
593,038.7
592,902.0
614,810.0
Electric
25,032,553.1
25,109,504.7
25,196,275.1
25,276,119.0
25,392,618.3
25,505,441.3
25,585,014.9
25,656,348.4
25,735,195.2
25,817,790.9
25,901,319.3
26,219,595.5
Electric
Future Use (AC)
12,212.0
12,212.0
12,212.0
12,212.0
12,212.0
12,212.0
12,212.0
12,212.0
12,212.0
12,212.0
12,212.0
Electric
187,091.5
187,501.8
187,912.1
188,322.4
188,732.7
189,143.0
189,553.3
189,963.6
190,373.9
190,784.2
191,194.5
191,597.9
Common
764,378.4
764,280.0
764,234.9
764,419.1
764,413.5
764,351.4
764,321.1
764,278.4
764,152.6
764,056.6
764,030.5
784,257.9
Common
389,971.9
401,764.5
409,583.4
417,440.3
426,267.3
436,959.0
449,600.6
457,352.2
468,424.7
476,449.2
485,559.5
497,174.6
Common
Computers (AC)
243,875.1
241,553.6
239,689.3
238,376.2
238,617.7
236,650.7
235,118.5
234,060.7
233,213.5
232,322.4
231,328.9
229,886.5
Common
Common
Vehicles (AC)
Common
Stores Eq (AC)
Common
Emb Lab Eq (AC)
Common
Lab Eq (AC)
80,142.1
80,068.4
80,155.6
80,295.9
80,523.2
80,757.0
80,885.7
81,034.5
81,307.2
81,712.3
81,936.0
82,404.7
Common
Power Eq (AC)
17,078.6
17,364.8
17,925.8
18,553.7
19,097.8
19,899.8
20,701.9
21,358.4
22,208.3
23,343.1
24,319.7
26,125.7
Common
Shop Eq (AC)
Common
Communications (AC)
Common
Emb Misc Eq (AC)
Common
Misc Eq (AC)
51,343.3
51,294.2
51,314.4
51,239.6
51,206.3
51,159.8
51,094.1
51,060.5
51,018.7
50,962.1
50,911.9
50,935.2
256,735.4
255,560.4
255,927.6
255,140.9
254,119.0
254,900.8
252,926.6
253,510.4
254,325.8
255,665.2
257,293.0
264,034.1
5,788.2
5,749.0
5,736.7
5,696.4
5,666.2
5,656.6
5,622.5
5,589.2
5,569.9
5,606.4
5,590.1
5,612.9
-
-
-
-
-
-
-
-
-
-
-
-
65,898.8
65,740.0
65,913.2
65,754.4
65,595.5
65,436.7
65,277.9
65,119.1
64,960.3
64,801.4
64,642.6
64,483.8
157,567.8
156,645.8
155,723.9
154,802.0
153,880.0
153,669.5
152,913.4
152,020.2
151,448.5
150,739.6
150,166.9
149,301.1
-
Electric Total
12,212.0
-
-
-
-
-
-
-
-
-
-
-
48,992.0
49,008.1
49,024.7
49,454.1
49,443.0
49,453.3
49,871.8
49,872.3
49,961.1
50,400.4
50,485.4
53,345.2
27,947,378.9
28,031,893.1
28,125,502.3
28,211,658.4
28,335,884.7
28,459,571.3
28,549,322.1
28,627,898.5
28,718,272.0
28,810,568.8
28,904,569.1
29,286,446.3
Book Depreciation Rates (Proposed Rates)
Electric
0.4028%
0.4028%
0.4028%
0.4028%
0.4028%
0.4028%
0.4028%
0.4028%
0.4028%
0.4028%
0.4028%
0.4028%
Electric
0.2891%
0.2891%
0.2891%
0.2891%
0.2891%
0.2891%
0.2891%
0.2891%
0.2891%
0.2891%
0.2891%
0.2891%
Electric
0.2492%
0.2492%
0.2492%
0.2492%
0.2492%
0.2492%
0.2492%
0.2492%
0.2492%
0.2492%
0.2492%
0.2492%
Electric
Future Use (AC)
0.0000%
0.0000%
0.0000%
0.0000%
0.0000%
0.0000%
0.0000%
0.0000%
0.0000%
0.0000%
0.0000%
0.0000%
Electric
0.8505%
0.8505%
0.8505%
0.8505%
0.8505%
0.8505%
0.8505%
0.8505%
0.8505%
0.8505%
0.8505%
0.8505%
Common
0.2125%
0.2125%
0.2125%
0.2125%
0.2125%
0.2125%
0.2125%
0.2125%
0.2125%
0.2125%
0.2125%
0.2125%
Common
1.0034%
1.0034%
1.0034%
1.0034%
1.0034%
1.0034%
1.0034%
1.0034%
1.0034%
1.0034%
1.0034%
1.0034%
Common
Computers (AC)
0.9900%
0.9900%
0.9900%
0.9900%
0.9900%
0.9900%
0.9900%
0.9900%
0.9900%
0.9900%
0.9900%
0.9900%
Common
0.4633%
0.4633%
0.4633%
0.4633%
0.4633%
0.4633%
0.4633%
0.4633%
0.4633%
0.4633%
0.4633%
0.4633%
Common
Vehicles (AC)
0.9375%
0.9375%
0.9375%
0.9375%
0.9375%
0.9375%
0.9375%
0.9375%
0.9375%
0.9375%
0.9375%
0.9375%
Common
Stores Eq (AC)
0.3958%
0.3958%
0.3958%
0.3958%
0.3958%
0.3958%
0.3958%
0.3958%
0.3958%
0.3958%
0.3958%
0.3958%
Common
Emb Lab Eq (AC)
0.0000%
0.0000%
0.0000%
0.0000%
0.0000%
0.0000%
0.0000%
0.0000%
0.0000%
0.0000%
0.0000%
0.0000%
Common
Lab Eq (AC)
0.4167%
0.4167%
0.4167%
0.4167%
0.4167%
0.4167%
0.4167%
0.4167%
0.4167%
0.4167%
0.4167%
0.4167%
Common
Power Eq (AC)
0.6250%
0.6250%
0.6250%
0.6250%
0.6250%
0.6250%
0.6250%
0.6250%
0.6250%
0.6250%
0.6250%
0.6250%
Common
Shop Eq (AC)
0.4400%
0.4400%
0.4400%
0.4400%
0.4400%
0.4400%
0.4400%
0.4400%
0.4400%
0.4400%
0.4400%
0.4400%
Common
Communications (AC)
0.5558%
0.5558%
0.5558%
0.5558%
0.5558%
0.5558%
0.5558%
0.5558%
0.5558%
0.5558%
0.5558%
0.5558%
Common
Emb Misc Eq (AC)
0.0000%
0.0000%
0.0000%
0.0000%
0.0000%
0.0000%
0.0000%
0.0000%
0.0000%
0.0000%
0.0000%
0.0000%
Common
Misc Eq (AC)
0.4167%
0.4167%
0.4167%
0.4167%
0.4167%
0.4167%
0.4167%
0.4167%
0.4167%
0.4167%
0.4167%
0.4167%
2017
2017
2017
2017
2017
2017
2017
1
2
3
4
5
6
7
2017
2017
2017
2017
2017
8
9
10
11
12
Electric
Electric
Electric
Electric
Future Use (AC)
Electric
1,585.4
1,591.2
1,594.7
1,598.2
1,601.7
1,605.2
1,608.7
1,612.2
1,615.6
1,619.1
1,622.6
1,626.1
Common
1,624.4
1,624.3
1,624.1
1,624.0
1,624.4
1,624.4
1,624.2
1,624.2
1,624.1
1,623.8
1,623.6
1,623.6
Common
3,855.4
3,913.0
4,031.3
4,109.8
4,188.6
4,277.2
4,384.4
4,511.3
4,589.1
4,700.2
4,780.7
4,872.1
Common
Computers (AC)
2,437.4
2,414.4
2,391.4
2,372.9
2,359.9
2,362.3
2,342.8
2,327.7
2,317.2
2,308.8
2,300.0
2,290.2
Common
238.2
237.9
237.6
237.7
237.4
237.2
237.0
236.7
236.6
236.4
236.1
235.9
Common
Vehicles (AC)
2,423.0
2,406.9
2,395.9
2,399.3
2,391.9
2,382.4
2,389.7
2,371.2
2,376.7
2,384.3
2,396.9
2,412.1
Common
Stores Eq (AC)
Common
Emb Lab Eq (AC)
Common
Lab Eq (AC)
Common
164.2
164.2
164.1
164.1
164.1
164.0
164.0
164.0
163.9
163.9
163.9
163.8
1,714.4
1,714.4
1,714.1
1,714.8
1,714.7
1,713.7
1,714.8
1,715.8
1,715.6
1,715.0
1,714.5
1,714.1
62,176.5
62,381.1
62,572.9
62,789.1
62,988.1
63,278.4
63,559.6
63,757.9
63,935.6
64,132.1
64,337.9
64,546.1
-
23.0
Power Eq (AC)
-
22.9
-
22.8
-
22.7
-
22.5
-
22.4
-
22.4
-
22.3
-
22.1
-
-
22.0
22.2
-
22.1
-
-
-
-
-
-
-
-
-
-
-
-
334.2
334.0
333.6
334.0
334.6
335.5
336.5
337.1
337.7
338.8
340.5
341.4
104.6
106.7
108.5
112.0
116.0
119.4
124.4
129.4
133.5
138.8
145.9
152.0
Common
Shop Eq (AC)
290.7
290.0
289.3
290.0
289.3
288.6
287.9
287.2
286.5
285.8
285.1
284.4
Common
Communications (AC)
880.9
875.8
870.6
865.5
860.4
855.3
854.1
849.9
844.9
841.8
837.8
834.6
Common
Emb Misc Eq (AC)
Common
Misc Eq (AC)
Total
-
-
-
-
-
-
-
-
-
-
-
-
204.1
204.1
204.2
204.3
206.1
206.0
206.1
207.8
207.8
208.2
210.0
210.4
78,056.3
78,280.7
78,555.1
78,838.5
79,099.6
79,472.0
79,856.7
80,154.5
80,406.9
80,719.0
81,017.7
81,328.9
Depreciation Expense Adjustment
Electric
Electric
Electric
Electric
Future Use (AC)
Electric
2,245.2
-
Total
2,245.2
2,245.2
2,245.2
2,245.2
2,245.2
2,245.2
2,245.2
2,245.2
2,245.2
2,245.2
2,245.2
2,245.2
2,245.2
2,245.2
2,245.2
2,245.2
2,245.2
-
-
-
-
2,245.2
2,245.2
-
-
-
-
2,245.2
2,245.2
2,245.2
2,245.2
Electric
Electric
Electric
Electric
Future Use (AC)
Electric
Common
164.2
164.2
164.1
164.1
164.1
164.0
164.0
164.0
163.9
163.9
163.9
163.8
1,714.4
1,714.4
1,714.1
1,714.8
1,714.7
1,713.7
1,714.8
1,715.8
1,715.6
1,715.0
1,714.5
1,714.1
64,421.7
64,626.3
64,818.1
65,034.3
65,233.3
65,523.6
65,804.8
66,003.1
66,180.8
66,377.3
66,583.2
66,791.3
1,585.4
1,591.2
1,594.7
1,598.2
1,601.7
1,605.2
1,608.7
1,612.2
1,615.6
-
-
1,619.1
1,622.6
1,626.1
1,624.4
1,624.3
1,624.1
1,624.0
1,624.4
1,624.4
1,624.2
1,624.2
1,624.1
1,623.8
1,623.6
1,623.6
Common
3,855.4
3,913.0
4,031.3
4,109.8
4,188.6
4,277.2
4,384.4
4,511.3
4,589.1
4,700.2
4,780.7
4,872.1
Common
Computers (AC)
2,437.4
2,414.4
2,391.4
2,372.9
2,359.9
2,362.3
2,342.8
2,327.7
2,317.2
2,308.8
2,300.0
2,290.2
Common
Common
Vehicles (AC)
Common
Stores Eq (AC)
Common
Emb Lab Eq (AC)
Common
Lab Eq (AC)
Common
238.2
237.9
237.6
237.7
237.4
237.2
237.0
236.7
236.6
236.4
236.1
235.9
2,423.0
2,406.9
2,395.9
2,399.3
2,391.9
2,382.4
2,389.7
2,371.2
2,376.7
2,384.3
2,396.9
2,412.1
23.0
Power Eq (AC)
22.9
22.8
22.7
22.5
22.4
22.4
22.3
22.1
22.0
22.2
22.1
-
-
-
-
-
-
-
-
-
-
-
-
334.2
334.0
333.6
334.0
334.6
335.5
336.5
337.1
337.7
338.8
340.5
341.4
104.6
106.7
108.5
112.0
116.0
119.4
124.4
129.4
133.5
138.8
145.9
152.0
Common
Shop Eq (AC)
290.7
290.0
289.3
290.0
289.3
288.6
287.9
287.2
286.5
285.8
285.1
284.4
Common
Communications (AC)
880.9
875.8
870.6
865.5
860.4
855.3
854.1
849.9
844.9
841.8
837.8
834.6
Common
Emb Misc Eq (AC)
Common
Misc Eq (AC)
Total
-
-
-
-
-
-
-
-
-
-
-
-
204.1
204.1
204.2
204.3
206.1
206.0
206.1
207.8
207.8
208.2
210.0
210.4
80,301.5
80,525.9
80,800.3
81,083.7
81,344.8
81,717.2
82,101.9
82,399.7
82,652.1
82,964.2
83,262.9
Total
83,574.1
982,728.5
EXHIBIT ___ (AP-E5)
Schedule 1
Page 6 of 6
Taxes Other than Income Taxes - Electric
12 Months Ended September 30, 2015
Adjusted to the 12 Months Ending December 31, 2017
($000s)
12 Months Ended
September 30, 2015
Per Books
Line
No.
Adjustment for
Common Allocation
% Change
Revised 12 Months
Ended September
30, 2015 After
Common Allocation
% Change
Normalizations
Changes to Reflect
Conditions in the
Rate Year
12 Months Ended
December 31, 2017
$
$
Line
No.
Property Taxes
1
New York City
2
Upstate and Westchester
3
$
Total Property Taxes
1,040,105
-
1,178,862
1
124,211
-
124,211
-
18,657
142,868
2
1,164,316
-
1,164,316
-
157,414
1,321,730
3
201,592
-
201,592
-
(73,127)
128,465
4
56,186
(3,575)
52,611
-
53,452
5
1,392
-
1,392
1,392
6
606
-
606
-
7
-
56,519
35,126
8
4
State and Local Taxes on Revenues
5
Payroll Taxes
6
Sales & Use Tax
7
Subsidiary Capital Tax
8
Public Utility Gross Tax
56,519
9
Brownfield Credit
(1,600)
10
All Other Taxes
11
Total Taxes Other than Income Taxes $
1,854
1,480,865
$
1,040,105
$
-
138,757
840
(606)
-
(21,394)
(1,600)
(3,575)
(1,600)
1,854
$
1,477,290
$
(606)
$
63,734
$
1,854
10
1,540,418
11
Note: Line 4, State and local taxes on revenue represents gross receipts tax on all bills other than sales and resales. Tax rates are as follows: NYC 2.35%, Yonkers 3%, other 1%. Line 8,
Public utility gross Tax represents NYS gross receipts tax on residential only, tax rate is 2%.
EXHIBIT ___ (AP-E5)
Schedule 2
Page 1 of 3
COMPUTATION OF LABOR FACTOR TO BRING
THE TWELVE MONTHS ENDED SEPTEMBER 30, 2015 TO
THE TWELVE MONTHS ENDED DECEMBER 31, 2017
Average straight time at September 2015
Average straight time at December 2017
Percentage increase
Management
Weekly No Progression
Weekly Progression
$
9,710 $
1,455 $
1,455
$
10,301 $
1,543 $
1,592
6.09%
6.09%
9.40%
*Progression factor
Blended weekly based on progression factor
Total Pay for 12 months ended September 2015
Percentage of total pay between weekly and management
61.79%
8.14%
Management
Weekly
$685,954,800
46.1%
Labor Factor for rate year ended December 2017
Labor Factor with productivity for rate year ended December 2017
7.19%
4.96%
**Productivity factor for rate years:
From October 2015 to December 2015
From January 2016 to December 2016
RY 1
* Based on 5 year averaged percentage of weekly employees who received progression
**Based on 1% productivity per year
0.25%
0.9975%
0.9875%
2.24%
Total
$803,523,000 $
53.9%
1,489,477,800
100.0%
EXHIBIT ___ (AP-E5)
Schedule 2
Page 2 of 3
THE TWELVE MONTHS ENDED SEPTEMBER 30, 2015
Twelve Months
Ended
September 30, 2015
Union Wages
Straight Time
Premium Time
Overtime
$
Total Union
803,523
Management Salaries
Straight Time
Compensatory Time
Variable Pay
596,086
36,541
53,328
Total Management
Total Salaries and Wages
631,890
39,019
132,614
685,955
$
1,489,478 *
Note:
*Amounts exclude special payroll such as unused vacation, vested vacation and
service awards
AVERAGE SALARY AND WAGES
Weekly Employees
Straight Time Average Sep 2015
October-15
November-15
December-15
January-16
February-16
March-16
April-16
May-16
June-16
July-16
August-16
September-16
October-16
November-16
December-16
January-17
February-17
March-17
April-17
May-17
June-17
July-17
August-17
September-17
October-17
November-17
December-17
January-18
February-18
March-18
April-18
May-18
June-18
July-18
August-18
September-18
October-18
November-18
December-18
January-19
February-19
March-19
April-19
May-19
June-19
July-19
August-19
September-19
October-19
November-19
December-19
Mangement
Straight Time Average for September 2015
October-15
November-15
December-15
January-16
February-16
March-16
April-16
May-16
June-16
July-16
August-16
September-16
October-16
November-16
December-16
January-17
February-17
March-17
April-17
May-17
June-17
July-17
August-17
September-17
October-17
November-17
December-17
January-18
February-18
March-18
April-18
May-18
June-18
July-18
August-18
September-18
October-18
November-18
December-18
January-19
February-19
March-19
April-19
May-19
June-19
July-19
August-19
September-19
October-19
November-19
December-19
1.006 Progression
1.006 Progression
1.03 Wage Award
1.006 Progression
1.006 Progression
1.03 Wage Award
1.006 Progression
1.006 Progression
1.03 Wage Award
1.006 Progression
1.006 Progression
1.03 Wage Award
1.006 Progression
1.03
Merit
1.03
Merit
1.03
Merit
1.03
Merit
Per Week
Per Week
With progression Without progression
$1,454.89
$1,454.89
1464.13 $
1,454.89
1464.13
1454.89
1464.13
1454.89
1464.13
1454.89
1472.77
1454.89
1472.77
1454.89
1472.77
1454.89
1472.77
1454.89
1472.77
1454.89
1516.95
1498.54
1516.95
1498.54
1516.95
1498.54
1526.58
1498.54
1526.58
1498.54
1526.58
1498.54
1526.58
1498.54
1535.60
1498.54
1535.60
1498.54
1535.60
1498.54
1535.60
1498.54
1535.60
1498.54
1581.66
1543.49
1581.66
1543.49
1581.66
1543.49
1591.71
1543.49
1591.71
1543.49
1591.71
1543.49
1591.71
1543.49
1601.10
1543.49
1601.10
1543.49
1601.10
1543.49
1601.10
1543.49
1601.10
1543.49
1649.13
1589.80
1649.13
1589.80
1649.13
1589.80
1659.60
1589.80
1659.60
1589.80
1659.60
1589.80
1659.60
1589.80
1669.40
1589.80
1669.40
1589.80
1669.40
1589.80
1669.40
1589.80
1669.40
1589.80
1719.48
1637.49
1719.48
1637.49
1719.48
1637.49
1730.40
1637.49
1730.40
1637.49
1730.40
1637.49
Per Month
$9,710
9710.00
9710.00
9710.00
9710.00
9710.00
9710.00
10001.30
10001.30
10001.30
10001.30
10001.30
10001.30
10001.30
10001.30
10001.30
10001.30
10001.30
10001.30
10301.34
10301.34
10301.34
10301.34
10301.34
10301.34
10301.34
10301.34
10301.34
10301.34
10301.34
10301.34
10610.38
10610.38
10610.38
10610.38
10610.38
10610.38
10610.38
10610.38
10610.38
10610.38
10610.38
10610.38
10928.69
10928.69
10928.69
10928.69
10928.69
10928.69
10928.69
10928.69
10928.69
EXHIBIT ___ (AP-E5)
Schedule 2
Page 3 of 3
EXHIBIT ___ (AP-E5)
Schedule 3
Page 1 of 2
THE TWELVE MONTHS ENDED DECEMBER 31, 2017 TO
Percentage increase
Management
Weekly Progression
$
10,301 $
1,543 $
1,592
$
10,610 $
1,590 $
1,660
3.00%
3.00%
4.27%
*Progression factor
61.79%
3.78%
Management
Weekly
$685,954,800
46.1%
3.42%
2.42%
RY 1
0.25%
0.9975%
0.9875%
2.24%
Total
$803,523,000 $
53.9%
1,489,477,800
100.0%
EXHIBIT ___ (AP-E5)
Schedule 3
Page 2 of 2
THE TWELVE MONTHS ENDED DECEMBER 31, 2018 TO
Percentage increase
Management
Weekly Progression
$
10,610 $
1,590 $
1,660
$
10,929 $
1,637 $
1,730
3.00%
3.00%
4.27%
*Progression factor
61.79%
3.78%
Management
Weekly
$685,954,800
46.1%
3.42%
2.42%
RY 1
0.25%
0.9975%
0.9875%
2.24%
Total
$803,523,000 $
53.9%
1,489,477,800
100.0%
EXHIBIT ___ (AP-E5)
Schedule 4
Revised 12 Months Ended September 30, 2015 After Common Allocation % Change
($000s)
PRODUCTION
Line
No.
OPERATION
1,902,222
$
-
$
-
-
-
-
-
-
-
(10,464)
(10,464)
-
-
-
-
-
-
-
-
(2)
(2)
4
-
-
312
4,467
-
-
-
-
5
6
7
0
-
8
8
-
89
9
3
-
432
10
14,230
14,813
-
-
-
-
11
-
-
-
-
-
-
-
-
-
12
-
-
18,589
16,813
20,155
11,598
-
-
13
-
-
18,427
12,222
77
434
-
-
14
817
100
-
2,478
973
351
15
-
-
-
-
-
-
-
-
16
-
-
-
-
-
-
14,674
-
17
-
-
-
-
-
-
-
16,681
18
DSM
-
-
-
-
-
-
-
19
-
-
-
-
-
-
-
-
(17,083)
(17,083)
20
-
-
-
-
-
-
-
-
115,395
115,395
20
21
217
-
937
2,197
-
-
152
3,599
21
22
-
15,889
-
-
-
-
-
-
-
15,889
22
23
Executive MVP
-
-
-
-
-
-
-
-
8,099
8,099
24
-
-
-
-
-
-
-
-
2,689
2,689
24
25
-
-
-
-
-
-
-
11,456
11,513
25
26
-
-
-
101
-
34
-
12,482
12,687
26
27
823
-
-
-
-
-
155
-
8,248
9,226
28
-
-
-
-
-
-
-
28,500
-
28,500
28
29
158
-
529
-
1,675
-
1,076
4,227
7,886
29
30
-
-
-
-
-
-
-
4,446
863
5,309
30
31
-
-
-
-
-
-
-
-
40,586
40,586
31
32
-
-
-
-
-
-
-
-
1,283
1,283
32
33
Insurance Premium
-
-
-
-
-
-
-
-
37,069
37,069
33
34
-
-
-
-
-
-
1,381
-
(10,337)
(8,956)
34
35
-
-
20,861
-
-
-
-
-
-
20,861
35
36
New York Facilities
-
37
38
39
15
0
$
-
$
-
$
-
$
-
1
2
3
4,779
4
6,364
5
0
367
362
5,370
-
-
1,643
32,055
4,269
10,600
1,061
102,574
167,978
6
-
4,108
18
111,166
898
806
116,995
7
-
46,228
93,514
874
6,164
1,155
148,032
8
1
839
9
-
11
25
67,179
12
-
31,160
13
14,780
19,558
14
4,299
4,299
15
-
14,674
16
16,682
17
27
18
0
394
-
9
-
-
-
-
194
-
1
-
47
41
3
-
305
42
Ops - Interference
0
-
43
Ops - Production
44
45
46
-
91
71
-
-
1,393
-
-
0
-
64
7
57
-
221
-
-
-
-
-
-
-
-
99
1,298
-
-
-
126
-
22,646
209
37,733
961
2
1,954
3,264
-
54,233
-
10
19
23
27
-
36
1,602
37
53
1,450
38
2,079
2,064
26,917
39
1,332
379
93,935
40
1,271
41
-
0
81,632
-
-
-
86,847
42
-
-
-
-
23,679
43
10,154
13,607
-
-
-
-
-
-
-
-
5,142
9,562
3,179
4,076
-
-
21,962
45
-
-
650
17,615
14
642
-
-
-
18,920
46
47
-
-
-
-
-
-
-
-
29,082
29,082
47
48
-
-
-
-
-
-
-
-
761
761
48
49
-
-
-
-
-
-
-
-
298,536
298,536
50
-
-
-
-
-
-
-
-
41,375
41,375
50
51
-
-
-
-
-
-
-
104
104
51
52
-
-
-
-
-
-
-
132
132
52
53
12,491
-
-
-
-
-
-
-
12,491
53
54
-
-
-
-
-
-
-
-
133,490
133,490
54
55
-
-
-
-
-
-
-
-
2,944
2,944
55
56
-
-
-
-
-
-
-
-
28,839
28,839
56
57
-
-
-
137,362
58
Rents - ERRP
59
Rents - General
60
61
-
(82)
0
29,043
0
27
0
(4)
-
265
1,902,222
8,963
-
1
-
Line
No.
Total
-
(4)
$
ADMIN &
GENERAL
SERVICE
-
-
ACCOUNTS
522
$
CUSTOMER
MAINTENANCE
6,290
-
OPERATION
3
$
DISTRIBUTION
MAINTENANCE
2
0
-
OPERATION
1
40
$
TRANSMISSION
MAINTENANCE
-
0
-
-
0
4
-
49
-
-
-
76,298
-
-
-
-
-
-
-
-
76,298
58
987
-
3,853
-
39,918
-
-
-
701
45,458
59
5,036
-
4,528
-
6
-
-
-
-
9,570
60
-
-
2,150
-
3,862
-
-
-
227
6,240
61
62
Security
-
-
-
-
-
-
-
-
721
62
63
Smart Grid
-
-
-
-
-
-
-
-
(2,244)
64
Storm Reserve
-
-
-
-
21,427
-
-
(81)
65
-
-
-
-
-
-
-
-
181,143
66
-
-
-
-
-
-
62,179
-
-
62,179
66
67
-
-
-
-
-
-
-
-
594
594
67
68
-
-
-
-
-
-
-
-
5,209
5,209
68
69
All Other
-
-
-
1,348
1,396
70
0
82
(10)
11
41
137,362
44
721
181,143
6
71
72
$
2,029,752
$
44,827
$
86,174
$
67,473
$
197,659
$
279,524
$
225,414
$
380,215
$
872,568
$
57
(2,244)
63
21,428
64
65
69
-
70
-
71
4,183,606
72
EXHIBIT ___ (AP-E5)
Schedule 5
Summary of Electric Normalizing Adjustments by Element of Expense in the Rate Year
($000s)
PRODUCTION
Line
No.
OPERATION
TRANSMISSION
MAINTENANCE
OPERATION
DISTRIBUTION
MAINTENANCE
OPERATION
CUSTOMER
MAINTENANCE
ACCOUNTS
SERVICE
ADMIN &
GENERAL
Line
No.
Total
1
-
1
2
-
2
3
$
-
3
4
-
4
5
-
5
6
7
8
6,054
8
9
-
9
10
-
10
11
-
11
12
-
12
13
-
13
14
-
14
15
-
15
16
-
16
17
18
19
-
1
-
2
3
3
-
1,042
(218)
6,054
(16,682)
1,051
(218)
6
7
(16,682)
17
DSM
-
18
-
19
20
-
20
21
-
21
22
23
Executive MVP
(8,099)
23
24
-
24
25
-
25
26
27
28
29
30
31
32
(1,011)
(1,011)
(8,099)
(2,200)
(28,500)
(2,200)
26
-
27
(28,500)
28
337
29
-
30
-
31
-
32
33
Insurance Premium
-
33
34
35
36
337
22
2,424
New York Facilities
2,424
34
-
35
-
36
37
-
37
38
-
38
39
40
4,272
40
41
-
41
42
Ops - Interference
-
42
43
Ops - Production
-
43
44
-
44
45
-
45
46
-
46
47
48
49
50
51
(104)
(104)
51
52
(132)
(132)
52
53
(12,491)
53
54
(133,490)
54
55
56
57
58
85
(78)
4,272
(23,378)
(41,375)
(12,491)
(133,490)
7
(23,378)
47
-
48
-
49
(41,375)
50
1,446
39
55
1,446
56
-
57
Rents - ERRP
-
58
59
Rents - General
-
59
60
-
60
61
62
Security
63
Smart Grid
64
2,742
2,742
61
-
62
2,244
2,244
63
Storm Reserve
-
64
65
-
65
66
-
66
67
-
67
68
-
68
69
All Other
70
(929)
71
72
$
(12,491) $
(1,011) $
1
$
337
$
2
$
10,329
$
88
$
(45,418) $
(199,869) $
(929)
69
-
70
-
71
(248,032)
72
EXHIBIT ___ (AP-E5)
Schedule 6
Page 1 of 8
Summary of Electric Program Changes by Element of Expense in the Rate Year
($000s)
PRODUCTION
Line
No.
OPERATION
$
TRANSMISSION
MAINTENANCE
OPERATION
DISTRIBUTION
MAINTENANCE
OPERATION
CUSTOMER
MAINTENANCE
ACCOUNTS
ADMIN &
GENERAL
SERVICE
Line
No.
Total
1
2
3
(200,902)
$
(200,902)
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
DSM
19
20
21
22
23
Executive MVP
24
25
26
27
28
29
30
31
32
33
Insurance Premium
34
35
36
New York Facilities
-
37
-
37
38
-
38
39
40
41
42
Ops - Interference
43
Ops - Production
44
45
46
47
48
2
349
3
-
4
4,749
4,989
6
214
7
240
117
2,470
97
(34,557)
153
1,165
8
-
9
153
10
-
11
1,165
12
-
13
1,218
14
428
15
-
16
(4,174)
(61)
1,164
-
17
59,495
18
-
19
22,759
20
-
21
(4,174)
22
-
23
(61)
24
1,164
25
-
26
107
106
27
-
28
3,951
3,951
29
-
30
(2,523)
31
(2,523)
94
94
3,829
3,829
33
-
34
19,868
35
19,868
5,024
(32,087)
428
22,759
41,753
5
1,218
59,495
29,782
1
349
2,967
4,039
4,803
(1,800)
500
(115)
36
7,991
39
75,574
40
-
41
4,803
42
(1,800)
43
-
44
500
45
-
46
(115)
-
(121,913)
32
47
48
49
50
-
50
51
-
51
52
-
52
53
-
54
-
55
56
57
58
Rents - ERRP
59
Rents - General
60
61
62
Security
63
Smart Grid
64
Storm Reserve
65
66
67
68
69
All Other
70
(3)
83,038
920
(36)
13,008
53
54
(3)
56
83,038
57
920
58
-
59
12,972
60
2,841
61
445
62
-
63
3,955
64
(94,965)
(94,965)
3,189
3,189
(3)
67
(2,974)
(2,974)
68
(3,698)
(4,174) $
34,541
$
-
$
32,492
$
15,954
$
12,369
$
50,632
$
65
66
(3)
-
(201,666) $
55
-
445
3,955
$
49
2,841
71
72
(121,913)
(89,356) $
69
(3,698)
70
-
71
(149,209)
72
($000s)
Common Norm. & Pgm Change
EOE
Type of Expense
Testimony
Normalizations
Program
Changes
Electric Normalizations & Program Changes
Electric
Allocations
Total
Electric
Normalization
Electric
Program
Changes
Gas Normalizations & Program Changes
Total Electric
Gas
Allocations
Gas
Normalization
Gas
Program
Changes
Total Gas
R&D - normalize avg staffing levels 2.4 people under budgeted levels
A&G
Shared Services Panel
8 Sr. Instructors - Gas Expansion Training
A&G
2 Senior Procurement Specialists - Gas Expansion Program
A&G
1 HR Sr. Specialist - Gas Expansion Recruitment to increase workforce by
over 1000 employees over the next 5 years
A&G
3 Sr. Specialists - Security - Normalize Enterprise Suite Project staff who
were capitalizing their labor; project will end 12/31/15 and will be performing
expense type of work going forware
A&G
200
200
72.05%
-
144
144
14.81%
115
115
77.60%
-
89
89
15.95%
150
72.05%
108
-
108
324
324
77.60%
251
251
-
150
15.95%
52
52
920
920
-
30
30
-
18
18
14.81%
22
-
22
-
36
36
-
2 Techical Specialists - Cyber Security - to accommodate antipcated
increase in caseload dealing with malware infection, network breach, and
inappropriate use of Company electronic assets
A&G
240
240
72.05%
-
173
173
14.81%
2 Systems Analyst - Enterprise Security Software Suite
A&G
240
240
72.05%
-
173
173
14.81%
1 IR Project Specialist - Digital Customer Experience (DCX)
3 Public Affairs Digital Communications Project Specialists - Digital
Customer Experience (DCX)
A&G
Customer Operations Panel
116
116
84.00%
-
97
97
16.00%
-
19
19
A&G
348
348
84.00%
-
292
292
16.00%
-
56
56
4.4 IR Secuirty Analyst - Cybersecurity
A&G
350
350
72.05%
-
252
252
14.81%
-
52
52
3 IR Systems Analyst - Electric Ops Support
A&G
360
360
72.05%
-
259
259
14.81%
-
53
53
2 IR Systems Analyst - Gas Ops Support
A&G
240
240
72.05%
-
173
173
14.81%
-
36
36
13 IR Systems Analyst - Enterprise Data Analytics Ops
A&G
1,650
1,650
72.05%
-
1,189
1,189
14.81%
-
244
244
2 IR Systems Analyst - Application Architecture
A&G
240
240
72.05%
-
173
173
14.81%
-
36
36
1 Emerg Mgmt Senior Specialist - normalize delay in hiring
A&G
78
78
77.60%
61
-
61
15.95%
12
-
12
2 Emerg Mgmt Project Specialist - normalize delay in hiring
A&G
100
100
77.60%
78
-
78
15.95%
16
-
16
1 Emerg Mgmt Project Specialist - normalize delay in hiring
A&G
8
8
77.60%
6
-
6
15.95%
1
-
1
1 Emerg Mgmt Senior Specialist - normalize delay in hiring
A&G
12
97
77.60%
9
66
75
15.95%
2
14
15
1 Emerg Mgmt Dept. Mgr. - normalize delay in hiring
A&G
91
91
77.60%
71
-
71
15.95%
15
-
15
1 Emerg Mgmt Dept. Mgr. - normalize delay in hiring
A&G
106
106
77.60%
82
-
82
15.95%
17
-
17
4 Energy Mgmt Senior Analyst - normalize unfilled positions
A&G
Electricity Supply Panel
-
158
158
3 Energy Mgmt Senior Planning Analyst - normalize unfilled positions
A&G
-
215
215
2 Sr Analyst - TODRS to meet needs of REV effort
Distribution - Operations
-
-
1 Sr Planning Analyst - MetrixIDR Upgrade
1 Energy Mgmt IR Support - support of Distributed System Platform (DSP)
System Phase 0 (nMarket system)
A&G
1 Energy Mgmt Analyst - normalize unfilled position
2 Energy Mgmt Senior Analyst - normalize unfilled positions
85
-
140
140
-
-
-
-
100
100
-
-
-
-
100
100
A&G
Gas Supply Panel
-
60
60
83
-
A&G
Gas Supply Panel
-
83
1 Energy Mgmt Section Manager - normalize unfilled positions
A&G
2 Energy Mgmt Senior Analyst - support update to Transportation Customer
Information System (TCIS)
A&G
Gas Supply Panel
-
58
Gas Supply Panel
-
3 Sr. Planning Analysts - O&M Governance Process
A&G
Accounting Panel
330
330
77.60%
-
256
256
15.95%
-
53
53
5 Project Specialists - Compliance Assessment System
A&G
Accounting Panel
650
650
72.05%
-
468
468
14.81%
-
96
96
1 Specialist - Compliance Assessment System
A&G
Accounting Panel
80
80
72.05%
-
58
58
14.81%
-
12
12
1 System Analyst - Compliance Assessment System
6 Analysts - Strategic Planning - to address REV process, lower
operational/financial risk, improve long-range planning, enhance customer's
experience and safety
3 Managers - Strategic Planning - to address REV process, lower
operational/financial risk, improve long-range planning, enhance customer's
experience and safety
To normalize the test year level for Management Variable Pay
A&G
Accounting Panel
130
130
72.05%
-
94
94
14.81%
-
19
19
A&G
Accounting Panel
540
540
72.05%
-
389
389
14.81%
-
80
80
A&G
Production - Operations
Production - Maintenance
Transmission - Operations
Accounting Panel
Accounting Panel
Accounting Panel
Accounting Panel
420
420
72.05%
-
303
303
1
14.81%
-
62
62
Transmission - Maintenance
Distribution - Maintenance
Customer Accounts
Customer Service
A&G
Accounting Panel
Accounting Panel
Accounting Panel
Accounting Panel
Accounting Panel
Accounting Panel
-
1
3
869
6,334
7,203
1,051
4,989
6,040
200
-
2
3
3
3
2
3
3
58
200
1
1
1
1
1
1
341
2,034
2,375
Gas Expansion Training Learning Center Materials & Supplies
Corporate-Wide Diversity & Inclusion Training
Emergency Management's Enhancing New Risk Planning, Training, and
Exercise Program
Emergency Management's System Emergency Assignment Program
Software
A&G
300
300
77.60%
-
233
233
15.95%
-
48
A&G
175
175
77.60%
-
136
136
15.95%
-
28
28
A&G
69
69
77.60%
-
54
54
15.95%
-
11
11
-
170
Schedule 6
Page 2 of 8
48
Exhibit ___ (AP-E5)
($000s)
EOE
Legal - Compliance Assessment System
Type of Expense
A&G
Testimony
Normalizations
Accounting Panel
-
Program
Changes
Electric
Allocations
Total
1,105
1,105
544
544
116
116
116
116
72.05%
Electric
Normalization
Electric
Program
Changes
Total Electric
-
796
796
-
1,218
1,218
Gas
Allocations
14.81%
Gas
Normalization
Gas
Program
Changes
Total Gas
-
164
164
-
420
250
normalize out amounts in Cost Center 1333, CUST OPS TEAM TELECOM
APP MGMT because these costs have been filed under Rider X.
1 Senior Specialist - Community Distributed Generation
1 Project Specialist - Digital Customer Experience (DCX)
A&G
Customer Accounts
Customer Service
Accounting Panel
(218)
-
84.00%
(218)
117
97
(218)
117
97
(36)
214
(4)
(36)
(78)
(13)
16.00%
-
(36)
19
19
19
(17)
normalize out amounts in Cost Center 1333, CUST OPS TEAM TELECOM
APP MGMT because these costs have been filed under Rider X.
A&G
Accounting Panel
Community Distributed Generation Program though Order 15-E-0082
Customer Accounts
Outreach
Customer Service
Field Operations Technical - normalization of items that were receipted after
test year due to finalization of contract renewals
Customer Accounts
Field Operations Technical
Customer Accounts
Collection Agency Fees
Customer Accounts
Credit Card Fees
Customer Interaction Center
(78)
-
220
220
(13)
-
-
-
869
84.00%
-
730
730
16.00%
-
139
139
101
84.00%
85
-
85
16.00%
16
-
16
418
418
84.00%
-
351
351
16.00%
-
67
67
109
109
84.00%
-
92
92
16.00%
-
17
17
Customer Accounts
4,306
4,306
84.00%
-
3,617
3,617
16.00%
-
689
689
Customer Accounts
803
803
84.00%
-
675
675
16.00%
-
128
128
Off-System Billing Support
Customer Accounts
83
83
84.00%
-
70
70
16.00%
-
13
13
Digital Customer Experience (DCX)
Customer Service
2,663
2,663
84.00%
-
2,237
2,237
16.00%
-
426
426
9,251
9,352
7
7,991
7,998
3
1,480
1,483
(36,181)
(36,181)
2,865
2,865
(3,587)
(3,587)
869
-
101
101
Company Labor - Electric Ops
Electric Operations:
normalize in $6,054K related to storm reserve reclassed out of O&M and into
Deferred Storm Costs on 11/2014 & 12/2014
Electric Ops - Emergency Response - includes AMI savings in outage mgmt
beginning in 2018
Electric Ops - Maintenance Associated With Capital - Double Pole Reduction
program
Electric Infrastructure &
Operations Panel
Operations Panel
Operations Panel
Electric Ops - Transformers (Inspections & Repairs) - CINDE repair
program; includes AMI savings in distribution Transformers beginning in 2018 Distribution - Operations
Operations Panel
Electric Ops - Structures/Poles (Manholes, SVC Box/URD) - reduce work-onhand for SIP repairs and use of contractors over 5 yrs to levelize inspections Distribution - Operations
Operations
Panel
Electric
Infrastructure
&
Electric Ops - Tree Trimming - beginning of a new cycle
Electric Ops - Street Lights - address higher number of service failures due
to winter 2014/2015
Electric Ops - Meters & Other Customer EQT - includes AMI savings in
interval metering beginning in 2018
Electric Ops - Field Ops/Unit SS/Other O&M - maintenance of unit s/s and
grounds
Electric Ops - Engineering & services - new DRI group and staffing
requirements in order to meet the DSIP guidance
Operations Panel
Operations Panel
Operations Panel
Operations Panel
Operations Panel
AMI:
AMI Expenses - IT Support, Operations, Network Equipment Failure (83%
Electric) - per October 2015 Business Case Submittal
6,054
-
-
718
718
(768)
(768)
(473)
(473)
(5,907)
(5,907)
(2,239)
(2,239)
12,349
12,349
6,054
(33,223)
(27,169)
1,136
1,136
6,054
(32,087)
(26,033)
33,618
33,618
4,596
4,596
Advanced Metering
Infrastructure Panel (AMI)
-
6,054
572
572
-
572
572
-
572
572
Accounting Panel
Operations Panel
Operations Panel
Operations Panel
4,272
4,272
Schedule 6
Exhibit ___ (AP-E5)
Page 3 of 8
Electric Operations:
normalize out $3.6M related to Superstorm Sandy Deferral Petition Write-Off
(Case 13-S-0195)
normalize in $4,272K related to storm reserve reclassed out of O&M and into
Deferred Storm Costs on 11/2014 & 12/2014
beginning in 2018
program
($000s)
EOE
Type of Expense
Testimony
Electric Ops - Transformers (Inspections & Repairs) - CINDE repair
program; includes AMI savings in distribution Transformers beginning in 2018 Distribution - Operations
Operations Panel
Electric Ops - Structures/Poles (Manholes, SVC Box/URD) - reduce work-onhand for SIP repairs and use of contractors over 5 yrs to levelize inspections Distribution - Operations
Operations Panel
Operations Panel
Operations Panel
Operations Panel
Operations Panel
Operations Panel
to winter 2014/2015
grounds
Normalizations
Program
Changes
Electric
Allocations
Total
Electric
Normalization
4,272
AMI:
AMI Expenses - Change Management (83% Electric) - per October 2015
Business Case Submittal
AMI Expenses - Additional HeadEnd Modules, Oracle OMS AMI Adapter,
Core Cloud O&M, Analytics Cloud O&M, Other Software O&M,
Communications Costs, O-Power (83% Electric) - per October 2015
AMI Expenses - Site Leases (Communications Sites) (83% Electric) - per
October 2015 Business Case Submittal
Customer Accounts
Customer Accounts
Customer Accounts
Advanced Metering
Advanced Metering
Advanced Metering
-
-
-
4,272
Electric
Program
Changes
Total Electric
7,123
7,123
18,427
18,427
1,994
1,994
1,545
1,545
5,618
5,618
3,653
3,653
(5,039)
(5,039)
71,535
75,807
830
830
1,901
1,901
1,308
1,308
75,574
79,846
Gas
Allocations
Gas
Normalization
Gas
Program
Changes
Total Gas
28
28
-
28
28
-
28
28
5,500
5,500
Gas Operations:
Gas Ops - Service Line Definition
Gas Ops - 7 employees - New QA Group
Gas Ops - MRP - Capital Related Maintenance
Gas Ops - additional Engineering staff needed for increased capital projects,
mainly the main replacement program
Gas Ops - Leaks Repair/Other
AMI:
Gas) - per October 2015 Business Case Submittal
Gas Infrastructure and
Operations Panel
Operations Panel
Operations Panel
Operations Panel
Operations Panel
Operations Panel
Advanced Metering
-
-
-
-
-
-
-
828
828
1,623
1,623
1,128
1,128
361
361
549
549
9,989
9,989
233
233
10,222
10,222
5,500
5,500
Gas Operations:
Gas Ops - Service Line Definition
Gas Ops - QA Additional Expenses
Gas Ops - MRP - Capital Related Maintenance
Gas Ops - Leak Repairs/Other
Gas Ops - LNG Plant coating
Transmission - Maintenance
Gas Ops - Leaks Repair/Other
Operations Panel
Operations Panel
Operations Panel
Operations Panel
Operations Panel
Operations Panel
-
496
496
4,748
4,748
880
880
1,000
1,000
296
296
12,920
12,920
AMI:
-
170
170
Customer Accounts
Advanced Metering
-
389
389
Schedule 6
Advanced Metering
Exhibit ___ (AP-E5)
Customer Accounts
Page 4 of 8
AMI Expenses - Change Management (17% Gas) - per October 2015
Communications Costs, O-Power (17% Gas) - per October 2015 Business
Case Submittal
($000s)
EOE
AMI Expenses - Site Leases (Communications Sites) (17% Gas) - per
October 2015 Business Case Submittal
Type of Expense
Customer Accounts
Testimony
Advanced Metering
Normalizations
Program
Changes
Electric
Allocations
Total
Electric
Normalization
Electric
Program
Changes
Total Electric
Gas
Allocations
Gas
Normalization
-
-
-
-
-
-
Gas
Program
Changes
Total Gas
268
268
-
13,747
13,747
-
-
-
-
-
-
1 Manager - Physical Security
3 Specialists - Physical Security
3 Mtce Mech - SF6 Soft Overhaul (shift in labor from capital to O&M)
2 Mtce Mech - SF6 GIS Bus Refurbishment (shift in labor from capital to
O&M)
Operations Panel
Operations Panel
Operations Panel
Operations Panel
-
Dedicated Security Group/Guard services to enhance physical security at
SSO facilities
SF6 Soft Overhaul
SF6 GIS Bus Refurbishment
-
Operations Panel
Operations Panel
Operations Panel
-
-
-
-
-
-
-
-
150
150
270
270
447
447
298
1,165
298
1,165
250
250
50
50
200
200
-
-
-
500
500
-
-
-
153
153
-
-
-
153
153
-
-
-
236
-
-
-
-
-
-
-
20
20
Transfer Hudson Ave. Substation Expenses from Steam to Electric
Operations Panel
-
-
Ops - Production
Transfer Hudson Ave. Substation Expenses from Steam to Electric
Operations Panel
To reflect forecasted costs for Other Fuel Charges
Accounting Panel
To reflect forecasted costs for Sewer Charges
Accounting Panel
To reflect forecasted costs for Water & Chemicals
Accounting Panel
-
(2,036)
(1,800)
(1,800)
-
Rating Agencies Fees (Bloomberg, Moody's, S&P) increase based on a 3year average
Bank of New York Mellon Trustee Fees based on expected new bonds
issued less bonds maturing
236
(2,036)
-
-
-
A&G
Accounting Panel
127
127
77.60%
-
99
99
15.95%
A&G
Accounting Panel
10
10
77.60%
-
8
8
15.95%
137
137
-
106
106
Normalize 3 months of prepayments to Computer Associates done through
an authority letter for a 12 month period (Jan - Dec 2015)
A&G
Maintenance for System Software
A&G
Cyber Security
A&G
Cloud Computing - IaaS
A&G
Cloud Computing - SaaS
A&G
Mainframe Software Maintenance
A&G
Software Maintenance
A&G
Telecom - Frame Delay Decom.
A&G
434
77.60%
337
-
337
15.95%
69
-
69
72.05%
-
331
331
14.81%
-
68
68
600
600
72.05%
-
432
432
14.81%
-
89
89
1,000
1,000
72.05%
-
721
721
14.81%
-
148
148
900
900
72.05%
-
648
648
14.81%
-
133
133
47
47
72.05%
-
34
34
14.81%
-
7
7
1,802
1,802
72.05%
-
1,298
1,298
14.81%
-
267
267
675
675
72.05%
14.81%
-
100
100
5,483
5,917
69
812
881
-
486
486
337
3,951
4,287
Accounting Panel
Accounting Panel
A&G
Accounting Panel
Accounting Panel
6,149
Accounting Panel
6,859
6,859
12,972
12,972
-
-
-
-
6,149
-
-
-
Schedule 6
-
(36)
Page 5 of 8
-
(36)
Exhibit ___ (AP-E5)
To reflect Ravenswood Tunnel interdepartmental rent for the rate year
To reflect Ravenswood, Flushing and Astoria Tunnel interdepartmental rent
for the rate year
To reflect Electric paying 8% of Gas pipeline costs
22
459
To reflect East River Station interdepartmental rent for the rate year
To reflect Common Utility Plant interdepartmental rent for the rate year
2
22
434
459
434
-
2
($000s)
EOE
Normalize Sales Tax Credit Adjustment for sales tax paid outside test period
Normalize reclass credit in April 2014; capitalization of work performed on
the Hydra project outside test period
REV - research distributed-level market design, technical platform, integrated
system planning & operation, new utility business models, ownership of
distributed resources, etc…
Normalize additional spending to projected levels based on review of
Corporate requirements
Type of Expense
Testimony
Normalizations
Program
Changes
Electric
Allocations
Total
Electric
Normalization
Electric
Program
Changes
Total Electric
A&G
460
460
920
A&G
381
381
762
A&G
2,000
2,000
A&G
1,901
-
-
-
167
167
450
450
617
617
Accounting Panel
Accounting Panel
Gas
Allocations
Gas
Normalization
84
Gas
Program
Changes
Total Gas
84
168
-
-
1,901
(93)
(93)
(9)
84
75
25
25
2,742
2,841
5,583
72.05%
-
120
120
14.81%
-
72.05%
-
324
324
14.81%
-
67
67
-
445
445
-
91
91
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
Security
Mobile and Physical Forensic Lab Expenses
2 contracted security guards for Company's Security Operations Center to
monitor additional events and alarms generated by the Enterprise Security
Software Suite.
A&G
A&G
-
Steam Storm Costs
(Case 13-S-0195)
(Case 13-S-0195)
A&G
To establish steam storm cost allowance for future storms based on 5 year
A&G
average of historical cost
Accounting Panel
-
To reflect forecasted fuel expenses
Accounting Panel
Negotiation and contingency costs associated with Local 1-2 contract
expiring 6/2016; Local 3 expiring in 6/2017
A&G
To reflect a 3-year average of costs
A&G
Accounting Panel
To remove from the revenue requirement an expense that is recovered
through the MAC
Customer Service
Accounting Panel
DSM
To match DSM expenses to forecasted DSM revenues
Customer Service
Accounting Panel
-
-
450
450
(200,902)
77.60%
-
(200,902)
-
349
349
-
428
428
(4,530)
15.95%
-
72
-
72
-
91
91
(16,682)
(16,682)
-
59,495
-
59,495
-
-
To reflect Employee Welfare expense for the rate year
(4,530)
A&G
Compensation and Benefits
Panel
-
-
22,759
22,759
-
4,675
4,675
Executive MVP
To eliminate the cost of the executive variable pay plan
A&G
Accounting Panel
(8,099)
(8,099)
(1,665)
-
(1,665)
Normalization to reflect accounting change to combine the current rate
allowance for ERRP expenditures and the amortization of deferred ERRP
costs.
To reflect annual maintenance cost of East River Units 1/2
External Audit Fees
To reflect the latest audit fees available
-
Accounting Panel
Accounting Panel
A&G
Accounting Panel
-
(1,011)
(1,011)
(4,174)
(4,174)
(61)
(61)
-
-
-
-
108
108
A&G
(2,835)
1,500
77.60%
77.60%
-
(2,200)
1,164
1,164
15.95%
(2,200)
15.95%
-
239
(452)
(452)
-
Indian Point Contigency
239
-
Schedule 6
Accounting Panel
1,500
Page 6 of 8
To normalize out one-time writeoff journal entry related to unbillable charges
A&G
for Tennessee Gas Billing Order
Exhibit ___ (AP-E5)
Irving Place Exterior Decorative Metals - Store Front Window Restoration
-
($000s)
EOE
Type of Expense
through the MAC
Customer Service
A&G
A&G
Testimony
Normalizations
Program
Changes
Electric
Allocations
Total
Accounting Panel
Electric
Normalization
Total Electric
(2,523)
-
Gas
Allocations
Gas
Normalization
(28,500)
(28,500)
-
Accounting Panel
Electric
Program
Changes
94
Gas
Program
Changes
Total Gas
(756)
-
(2,523)
94
(183)
-
(756)
(183)
Insurance Premium
To reflect projected costs for the rate year
A&G
Accounting Panel
-
3,829
3,829
711
711
Normalization to eliminate the Company’s portion of the insurance premiums
expense from the Historic Year, which is included under the EOE Insurance
A&G
Premiums
Accounting Panel
To reflect forecasted Load Dispatching and PJM Wheeling costs
Accounting Panel
-
2,424
2,424
19,868
498
-
498
19,868
-
Ops - Interference
To reflect rate year costs
To normalize out officer's performance based restricted stock compensation
A&G
and dividends
To reflected projected non-officer restricted stock for the rate year
A&G
Municipal Infrastructure
Support Panel
-
Accounting Panel
-
4,803
4,803
5,052
-
(23,378)
Accounting Panel
(23,378)
(4,805)
(115)
-
(4,805)
(24)
5,052
A&G
Compensation and Benefits
Panel
-
(121,913)
(121,913)
(30,206)
(30,206)
To reset the amortization of SIR costs during the Historic Year to zero
A&G
Accounting Panel
-
(41,375)
(41,375)
Customer Service
Accounting Panel
-
(104)
(104)
Customer Service
Accounting Panel
-
(132)
(132)
-
Accounting Panel
-
(12,491)
(12,491)
-
(133,490)
(133,490)
(7,799)
To reset the amortization of BQDM costs during the Historic Year to zero
-
(7,799)
-
To reset the amortization of DSM Pilot costs during the Historic Year to zero
through the MAC
To normalize out the 18-a Surcharge Assessment during the Historic Year
A&G
Accounting Panel
-
To reflect a 3 year average of costs
A&G
Accounting Panel
-
To reflect most recent NYS PSC Assessment bill
A&G
Accounting Panel
-
To match RPC expenses to forecasted RPC revenues
Customer Service
Accounting Panel
-
83,038
83,038
-
Rents - ERRP
To reflect annual carrying charges on the investment in the East River
repowering project
Accounting Panel
-
920
920
-
A&G
Accounting Panel
-
2,244
-
Accounting Panel
-
3,955
-
(3)
1,446
(25,900)
(3)
1,446
(25,900)
(140)
883
(140)
883
2,244
3,955
-
Schedule 6
Storm Reserve
To reflect 6-year average of costs
Page 7 of 8
To normalize out adjusting entry for double-amortization of SGDG costs
Exhibit ___ (AP-E5)
Smart Grid
($000s)
EOE
To match SBC expenses to forecasted SBC revenues
Type of Expense
Customer Service
Testimony
Normalizations
Program
Changes
Electric
Allocations
Total
Accounting Panel
Electric
Normalization
Electric
Program
Changes
Total Electric
(94,965)
-
Gas
Allocations
Gas
Normalization
(94,965)
Gas
Program
Changes
(22,643)
Total Gas
(22,643)
-
To reflect the .76% ratio of Customer A/R write-offs & 23% ESCO
Uncollectible rate for the rate year (Electric & Gas)
To reflect 3-year average of Net Uncollectibles Write-Offs (Steam)
Customer Accounts
Accounting Panel
-
3,189
3,189
Customer Accounts
Accounting Panel
To reflect 2 year average of sundry uncollectible
A&G
Accounting Panel
-
(3)
(3)
To reflected projected costs for the rate year
A&G
Accounting Panel
-
(2,974)
(2,974)
A&G
Accounting Panel
-
1,330
1,330
25
25
(613)
(613)
-
All Other
To Normalize out adjusting entry for storm balance
(929)
-
(929)
-
-
To reflect fringe benefits on the program changes & normalizations to the
Company Labor EOEs
Total Normalizations & Program Changes per Exhibit AP-5, Schedules
5 and 6
A&G
Accounting Panel
(3,698)
$
(1,431) $
24,432
$
25,836
(3,698)
$ (248,032) $ (149,208) $ (397,126)
2,604
2,604
$ (38,872) $ (14,657) $ (53,674)
Schedule 6
Exhibit ___ (AP-E5)
Page 8 of 8
EXHIBIT ___ (AP-E5)
Schedule 7
12 Months Ended December 31, 2017
($000s)
PRODUCTION
Line
No.
OPERATION
$
TRANSMISSION
MAINTENANCE
1,701,320
$
$
DISTRIBUTION
MAINTENANCE
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
4
5
6
7
8
9
10
15,096
15,548
11
-
-
12
-
13
-
14
853
104
15
-
-
-
16
-
-
17
-
18
DSM
-
19
-
20
-
21
226
22
-
-
328
-
3
4,689
9,409
8
$
-
-
$
-
-
$
-
-
-
1,114
19
116,802
1,044
617
122,793
7
917
6,470
1,213
128,049
8
-
453
414
-
-
-
880
9
-
-
-
-
-
-
-
30,644
10
-
-
-
-
-
-
-
-
11
-
20,733
17,647
21,154
12,173
-
-
-
19,340
12,829
81
456
-
-
-
2,585
1,015
-
-
-
-
-
-
-
-
-
15,309
-
-
-
-
-
-
-
-
-
-
-
-
-
-
59,522
-
-
-
-
-
-
-
-
(17,083)
(17,083)
19
-
-
-
-
-
-
-
138,154
138,154
20
-
978
2,292
-
-
158
-
-
-
-
9
95
-
-
366
7
-
-
-
-
-
-
-
-
-
-
-
-
-
-
26
-
-
-
105
27
858
-
-
-
-
28
-
-
-
-
-
29
165
-
552
352
30
-
-
-
31
-
-
-
32
-
-
-
33
Insurance Premium
-
-
-
34
-
-
-
35
-
-
40,728
-
74
-
-
-
202
-
-
-
1
1
-
49
-
318
26
12
32,706
13
16,690
21,676
14
4,931
4,931
15
-
15,309
16
-
17
59,522
18
-
-
-
3,756
21
10,704
22
-
23
-
2,742
2,742
24
-
13,166
13,225
25
-
35
-
10,727
10,941
26
-
162
-
8,716
9,736
-
-
-
-
-
28
1,748
-
1,123
8,531
12,702
29
-
-
-
-
4,638
900
5,538
30
-
-
-
-
-
39,710
39,710
31
-
-
-
-
-
1,436
1,436
32
-
-
-
-
-
40,898
40,898
33
-
-
-
1,441
-
(8,255)
(6,814)
34
-
-
-
-
-
-
40,728
231
27
35
-
-
-
-
-
-
-
36
1,454
-
-
-
-
-
1,672
37
-
103
1,354
-
-
-
132
-
28,956
-
70,437
4,432
1,002
2
2,038
3,406
104,597
56
1,513
38
5,265
2,072
36,427
39
1,390
396
181,302
41
Ops - Interference
-
-
43
Ops - Production
8,715
14,196
44
-
-
-
-
-
-
-
45
-
-
5,886
9,976
3,317
4,252
-
-
46
-
-
678
18,378
14
669
-
-
-
71,733
-
59
42
(4)
1
67
-
-
3
5
6
68,235
-
6,679
182,648
4,311
-
40
4
278
113,740
51,113
-
1
2
3
-
-
5,017
1
-
-
39
362
93
10,704
-
1,701,320
(10,983)
-
11,129
Executive MVP
-
5,636
38
$
-
(4)
16
362
4,484
Line
No.
Total
(10,983)
380
New York Facilities
$
33,899
23
-
385
25
36
$
1,725
24
37
ADMIN &
GENERAL
SERVICE
547
-
ACCOUNTS
3
-
$
CUSTOMER
MAINTENANCE
2
6,601
-
OPERATION
1
-
-
OPERATION
-
(85)
40
-
-
-
-
1,325
41
90,176
-
-
-
95,616
42
-
-
-
-
22,826
43
-
-
-
44
23,435
45
-
19,739
46
4
47
-
-
-
-
-
-
-
-
5,831
5,831
47
48
-
-
-
-
-
-
-
-
794
794
48
-
176,623
176,623
49
-
-
-
-
-
-
-
49
50
-
-
-
-
-
-
-
-
-
-
50
51
-
-
-
-
-
-
-
-
-
-
51
52
-
-
-
-
-
-
-
-
-
-
52
53
-
-
-
-
-
-
-
-
-
-
53
54
-
-
-
-
-
-
-
-
-
-
54
55
-
-
-
-
-
-
-
-
3,068
3,068
55
56
-
-
-
-
-
-
-
-
30,285
30,285
56
57
-
220,400
58
Rents - ERRP
77,218
-
-
-
-
-
-
-
-
77,218
58
59
Rents - General
1,029
-
4,020
-
41,645
-
-
-
731
47,425
59
60
5,000
-
17,537
-
6
-
-
-
-
22,543
60
61
-
-
2,243
-
4,029
-
-
-
6,062
12,334
61
62
Security
-
-
-
-
-
-
-
-
1,216
1,216
62
63
Smart Grid
-
-
-
-
-
-
-
-
-
-
63
64
Storm Reserve
-
-
-
-
25,382
-
-
(81)
25,383
64
65
-
-
-
-
-
-
-
86,178
-
86,178
65
66
-
-
-
-
-
-
65,368
-
-
65,368
66
67
-
-
-
-
-
-
-
-
591
591
67
68
-
-
-
-
-
-
-
-
2,332
2,332
68
69
All Other
-
-
-
(11)
-
437
487
69
70
-
-
-
-
-
-
-
-
-
-
82
12
-
43
-
220,400
6
-
-
-
(3,858)
71
72
$
1,817,113
$
40,991
$
123,722
$
70,973
$
240,777
$
318,491
$
246,112
$
386,319
$
593,234
$
57
(3,858)
70
-
71
3,837,732
72
EXHIBIT ___ (AP-E5)
Schedule 8
Variation Between Twelve Months Ended December 30, 2017 vs. September 30, 2015
($000s)
PRODUCTION
Line
No.
OPERATION
$
TRANSMISSION
MAINTENANCE
OPERATION
-
(200,902) $
-
-
-
-
-
-
-
-
-
(519)
(519)
2
-
-
-
-
-
-
-
-
364
364
3
4
5
6
7
8
9
16
222
446
-
-
$
-
-
$
-
$
-
-
18
18
266
-
-
82
1,844
215
529
53
1
5,636
146
(25,279)
43
306
-
(0)
-
(0)
25
$
Line
No.
Total
-
-
ADMIN &
GENERAL
SERVICE
311
$
ACCOUNTS
3
-
-
CUSTOMER
MAINTENANCE
1
(0)
$
OPERATION
2
-
$
DISTRIBUTION
MAINTENANCE
(0)
-
(0)
-
203
0
-
4
-
4,885
0
-
21
20
0
-
$
-
(200,902)
238
1
4
13
315
5
11,166
14,670
6
(189)
5,798
7
58
(19,983)
8
0
41
9
10
866
735
-
-
-
-
-
-
-
1,601
10
11
-
-
-
-
-
-
-
-
-
-
11
12
-
-
2,144
834
999
575
-
-
13
-
-
913
607
4
22
-
-
14
-
107
15
-
-
-
-
-
-
-
-
16
-
-
-
-
-
-
635
-
17
-
-
-
-
-
-
-
(16,681)
18
DSM
-
-
-
-
-
-
-
59,495
19
-
-
-
-
-
-
-
-
0
20
-
-
-
-
-
-
-
-
22,759
22,759
20
21
-
6
157
21
22
-
(5,185)
-
-
-
-
-
-
-
23
Executive MVP
-
-
-
-
-
-
-
-
(8,099)
24
-
-
-
-
-
-
-
-
53
53
24
25
-
-
-
-
-
-
-
1,710
1,712
25
26
-
-
(1,755)
27
28
29
30
-
-
-
-
-
-
-
192
31
-
-
-
-
-
-
-
-
32
-
-
-
-
-
-
-
-
153
33
Insurance Premium
-
-
-
-
-
-
-
-
34
-
-
-
-
-
-
35
-
-
19,867
-
-
-
36
New York Facilities
-
-
-
-
37
38
39
1
-
40
0
-
2
(0)
41
0
-
13
41
0
84
142
36
9
0
4
-
41
35
7
1
-
3
95
-
4
-
-
-
-
-
-
-
-
23
-
352
61
0
-
-
4
-
6
1
7
2,118
14
632
632
15
-
635
16
(0)
(1,746)
510
22
23
26
27
28
29
37
229
30
(876)
(876)
31
153
32
3,829
3,829
33
-
2,082
2,142
34
-
-
-
19,867
35
-
-
-
-
-
36
-
-
-
-
70
37
-
-
3
63
38
-
6,310
3,186
8
9,510
50,364
4,223
58
17
87,367
40
54
41
60
-
(0)
-
(0)
44
-
-
-
-
-
45
-
-
744
414
138
176
-
-
46
-
-
28
763
0
27
-
-
-
47
-
-
-
-
-
-
-
-
(23,251)
48
-
-
-
-
-
-
-
-
(3)
(8,099)
4,816
10
Ops - Interference
-
19
4,304
47
Ops - Production
-
18
0
(28,500)
42
589
17
59,495
(5,185)
468
(28,500)
(16,682)
-
56
32,704
13
1,910
-
-
-
12
1,546
43
(1,439)
(0)
2
-
-
8
-
-
73
3
0
-
-
-
1
15
-
-
-
(0)
4
42
4,554
-
8,544
-
-
-
-
-
-
-
-
(0)
-
8,769
(853)
-
(0)
0
33
39
42
43
44
1,473
45
819
46
(23,251)
33
47
48
49
-
-
-
-
-
-
-
-
(121,913)
(121,913)
49
50
-
-
-
-
-
-
-
-
(41,375)
(41,375)
50
51
-
-
-
-
-
-
-
(104)
(104)
51
52
-
-
-
-
-
-
-
(132)
(132)
52
53
(12,491)
-
-
-
-
-
-
-
54
-
-
-
-
-
-
-
-
55
-
-
-
-
-
-
-
-
124
-
(12,491)
(133,490)
(133,490)
124
53
54
55
56
-
-
-
-
-
-
-
-
1,446
1,446
57
-
-
-
-
-
-
-
83,038
-
83,038
57
58
Rents - ERRP
920
-
-
-
-
-
-
-
-
920
58
59
Rents - General
42
-
167
-
1,727
-
-
-
1,967
59
60
(36)
-
13,009
-
0
-
-
-
-
12,973
60
61
-
-
93
-
167
-
-
-
5,835
6,094
61
62
Security
-
-
-
-
-
-
63
Smart Grid
-
-
-
-
-
64
Storm Reserve
-
-
-
-
65
-
-
-
-
66
-
-
-
67
-
-
-
68
-
-
-
69
All Other
-
-
70
71
72
$
30
-
-
495
495
62
-
-
-
2,244
2,244
63
3,955
-
-
3,955
64
-
-
-
(94,965)
-
(94,965)
65
-
-
-
3,189
-
-
-
-
-
-
-
(3)
(3)
67
-
-
-
-
-
(2,877)
(2,877)
68
-
(911)
(909)
(3,858)
(0)
0
(1)
1
2
0
(0)
3,189
-
-
-
-
-
-
-
-
(3,858)
-
-
-
-
-
-
-
-
-
(212,639) $
(3,836) $
37,548
$
56
3,500
$
43,118
$
38,967
$
20,698
$
6,104
$
(279,334) $
(345,874)
66
69
70
71
72
EXHIBIT ___ (AP-E5)
Schedule 9
Electric Cost Element
Summary of Electric Changes
($000s)
Revised 12
Months Ended
September 30,
2015 After
Common
Allocation %
Change
Line
No.
Normalizing
Adjustments
General
Escalation
Program Changes Labor Escalation
12 Months Ended
December 31,
2017
Line
No.
Production Expense
1
2
Operation
$
Maintenance
2,029,752
$
44,827
(12,491) $
(1,011)
(201,666) $
(4,174)
1,018
$
500
$
1,817,113
1
2
761
589
40,991
2,380
626
123,722
3
4
Transmission Expense
3
4
Operation
86,174
Maintenance
1
67,473
337
197,659
2
34,541
-
1,781
1,381
70,972
32,492
5,243
5,382
240,777
5
Distribution Expense
5
6
Operation
Maintenance
279,524
10,329
15,954
4,300
8,384
318,491
6
88
12,369
6,089
2,153
246,112
7
408
481
386,318
8
4,956
4,934
593,234
9
3,837,729
10
7
Customer Accounts
225,414
8
Customer Service
380,215
(45,418)
50,632
9
Administrative & General
872,568
(199,869)
(89,356)
10
Total
$
4,183,606
$
(248,032) $
(149,209) $
26,935
$
24,429
$
EXHIBIT ___ (AP-E5)
Schedule 10
GDP Deflator 2009=100
Forecast Prepared Oct 2015
2010
2011
2012
2013
2014
2015
2016
2017
Mar. 31
Jun. 30
Sep. 30
Dec. 31
100.52
100.97
101.43
101.95
102.40
103.15
103.77
103.92
104.47
104.94
105.51
105.94
106.36
106.62
107.13
107.59
108.01
108.61
109.04
109.07
109.10
109.67
110.01
110.50
111.00
111.60
112.10
112.70
113.33
113.94
114.45
115.07
Average
101.2
103.3
105.2
106.9
108.7
109.8
111.9
114.2
Annual Average
Year-overyear % change
1.2%
2.1%
1.8%
Average 12 months Ended September 30, 2015
Average 12 months Ending December 31, 2017
1.6%
(Test Year)
(Forecast)
(Forecast)
(Forecast)
1.6%
=
=
=
=
109.5
114.2
116.6
119.0
=
or
1.0433
4.33%
Rate Year 2 (increase over Rate Year 1)
=
or
1.0210
2.10%
Rate Year 3 (increase over Rate Year 2)
=
or
1.0210
2.10%
Escalation rate for the 12 Months
Ending 9/30/15 to the 12 Months
Ending 12/31/17 - Rate Year 1
1.0%
2.0%
2.1%
Notes: Actual GDP Deflator from BEA.
Quarterly Forecasts for 2015 and 2016 from Blue Chip dated Oct 2015
Annual Forecasts for 2017 on are from Blue Chip dated Oct 2015.
The quarterly values for 2017 on are extrapolated by applying the year-over-year rate to the prior year's corresponding quarter.
Forecast
2018
2019
2020
2021
115.71
116.34
116.86
117.48
118.14
118.78
119.31
119.95
120.62
121.27
121.82
122.47
123.15
123.82
124.38
125.04
116.6
119.0
121.5
124.1
2.1%
2.2%
2.1%
2.1%
EXHIBIT ___ (AP-E5)
Schedule 11
Summary of Electric Cost Elements
Witness and Planned Update
Line
No.
EOE
Witness
Planned Update
Kimball - Energy Supply
Y
Compensation & Benefits Panel
Y
Accounting Panel
Y
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
DSM
19
20
21
22
23
Executive MVP
24
25
26
27
28
29
30
31
32
33
Insurance Premium
34
35
36
New York Facilities
37
38
39
40
41
42
Ops - Interference
Municipal Infrastructure Panel
Y
43
Ops - Production
Electric Production Panel
Y
44
45
46
47
48
49
Accounting Panel
Y
50
51
52
53
54
55
56
57
58
Rents - ERRP
59
Rents - General
60
Accounting Panel
Y
Accounting Panel
Y
61
62
Security
63
Smart Grid
64
Storm Reserve
65
66
67
68
69
All Other
70
71
SIR Costs
EH&S Panel / Accounting Panel
Y
72
Sales Revenues
Forecasting Panel
Y
73
Depreciation
Depreciation Panel
Y
74
Property Taxes
Property Tax Panel
Y
75
Payroll Taxes
Accounting Panel
Y
76
Rate Case Amortizations
Accounting Panel
Y
Exhibit ___ (AP-E5)
Schedule 12
Page 1 of 3
X
Capital
O&M
2016 – Strategic Planning/Finance
Project/Program Title
Project Manager
Hyperion Project Number
Organization’s Project
Number
Status of Project
Estimated Start Date
Estimated Completion Date
Work Plan Category
O&M Increase
Guru Nadkarni, Vice President
101010130001
101010130001
Not started
January 1, 2016 and January 1, 2017
N/A
O&M
Work Description: Strategic Planning is requesting a $0.9 million O&M increase in calendar
year 2016 and a $1.3 million annual increase beginning on January 1, 2017 in order to increase
staffing levels. The increase consists of adding nine FTE’s (three managers and six analysts)
from the current budgeted staffing levels of 13 FTE. The schedule is to hire several of the
additional staff in late 2015 and then throughout the first half of 2016. This increase is not
required or mandated by the PSC, but the intent of the increase is to better serve the PSC
objective’s and the company’s utility customers in the intermediate and long-term.
Justification Summary: In a changing utility business environment which includes, but not
limited to local and regional economic conditions, policy, regulation, technology, customer
expectations, and climate change; an appropriately funded corporate strategic planning function
is warranted. Specifically the added staffing budget will be able to address the Reformed Energy
Vision (REV) process, improve operations, lower operational/financial risk, improve long-range
planning, enhance our customer’s experience, and enhance customer safety. Also the additional
staffing will create the ability to focus on planning efforts to address the issues above and
mitigate future customer bill increases. Regarding corporate risks, the additional staffing will
help to address the corporate risk items involving creating and influencing cost awareness and
changes in the external environment/business model. Lastly, recent utility benchmarking
conducted by third-parties has highlighted the need for more strategic resources within the
company.
Supplemental Information:
•
Alternatives: maintain current staffing levels but rely more on external resources such as
consultants. This alternate is likely to incur annual expenses in the range of $3-6 million.
•
Risk of No Action: To lessen the scope of activities addressed by Strategic Planning specifically
in areas such as long range planning, industry trends/benchmarking, capital deployment, and
1
Exhibit ___ (AP-E5)
Schedule 12
Page 2 of 3
operational risk. This is not prudent in order to serve our customers to the best of the company’s
abilities in the future.
•
Non-financial Benefits: These benefits include potentially lower operational/financial risks,
potentially enhanced long-term distribution system safety, and potentially better relationships
with the regulators and our customers.
•
Summary of Financial Benefits (if applicable) and Costs: Based on the alternative external
resources costing $3-6 million per year, the net pre-tax savings are about $0.8 - $3.8 million per
year (includes fringe benefits on new internal hires). This has an after-tax NPV of about $2-7
million over 5 years and $10-32 million over 20 years.
•
Technical Evaluation/Analysis: There is no direct technical evaluation of Strategic Planning’s
effectiveness. However the failure of corporate planning will be measured in long-term system
reliability and operating costs (and therefore customer bill increases).
•
Project Relationships (if applicable): N/A
•
Basis for Estimate: The estimates below were calculated by estimating $90,000 per year for 6
analysts positions (including senior analysts) and $140,000 per year for 3 manager positions (3H
level). Additionally $9,000 per employee per year was used to calculate employee expense and
training needs. Also about $80,000 per year was added for subscriptions to research services
such as IHS, Bloomberg, and SNL. The remaining difference is driven by addition facility
charges allocated to Strategic Planning.
Total Funding Level ($000):
Historical Spend
Actual 2011
Actual 2012
Actual 2013
Actual 2014
$1,456
$1,952
$2,016
$2,310
Historic
Year
Forecast
2015
(O&M only)
$2,310
$2,460
Historical Elements of Expense
(Historical EOE breakout will only be completed for Steam projects/programs of $500 thousand or more and, for all
other organizations, projects/programs of $1million or more.)
EOE
Actual 2011
Actual 2012 Actual 2013 Actual 2014
Historic
Forecast
Year
2015
(O&M only)
Labor
1,293
1,398
1,560
1,528
1,528
2,054
M&S
26
21
15
245
245
50
A/P
0
0
0
0
0
0
Other**
137
533
441
537
537
356
1,456
1,952
2,016
2,310
2,310
2,460
Total
**Note: Other includes employee training/expense, subscriptions, office operating expenses, and facility charges.
2
Exhibit ___ (AP-E5)
Schedule 12
Page 3 of 3
Request ($000):
Request
2016
Request
2017
Request
2018
Request
2019
Request
2020
3,150
3,576
3,651
3,727
3,805
Request by Elements of Expense
EOE
Labor
M&S
A/P
Other**
Overheads
Total
2016
2,600
50
0
500
0
3,150
2017
2,977
50
0
550
0
3,576
2018
3,051
50
0
550
0
3,651
3
2019
3,128
50
0
550
0
3,727
2020
3,206
50
0
550
0
3,805
Exhibit ___ (AP-E5)
Schedule 13
Page 1 of 3
□ Capital
X O&M
2017 – Business Finance (Business Improvement Services)
Project Manager
Project Number
Status of Project
Work Plan Category
O&M Governance Process
Frank LaRocca
10101311 0001
Planning
1/1/2017
Ongoing
Strategic
Work Description:
The Company fully implemented an enhanced project portfolio management and governance approach for
the Capital portfolios across commodities (Electric, Gas, Steam) and Shared Services/Corporate functions
in March 2015. Since April 2015, the company has been evaluating a similar approach to manage O&M
spend. Throughout 2016, further ramp-up, refinement and build out of the process will continue, with full
operational status across the Corporate portfolio by 2017. The three additional resources being requested
will support this expansion and manage the process going forward, once operational.
Background
Con Edison has developed and implemented an enhanced project portfolio management and governance
approach regarding capital spending. This process has been in place since 2010 for Common capital, and
was initiated for the Gas capital portfolio in April 2014, followed by the Electric T&D (Sept. 2014) and
Steam (March 2015) capital portfolios.
The goal of the portfolio management process is to provide governance, proactive analysis and insight to
the management of projects/programs.
On a monthly basis, specific Governance Committees (“GC”) for each capital portfolio review the status
of the portfolio, perform a “sweep” of projects whose expenditures are forecasting to be below budget,
and reallocate funds to either emerging projects with high strategic value, and/or to projects needing
additional funding due to scope changes. If there are no projects in need of the swept funding, the
portfolio maintains the surplus value. The sweep process also reviews those projects that are over budget
and challenges the Project Managers to get them back on track. At the end of each month, the result of the
process is a revised and “sanctioned” year-end forecast.
During pre-determined times throughout the year, the sanctioned forecast is consolidated and reported to
the Presidents and the Board.
To support the Capital governance process 6 FTE’s are required to perform the following functions:
•
Partner with Business Units and Cost Managers to conduct program/project portfolio tracking and
financial analysis
•
Develop scorecards, trending, graphs and specialized reporting, including rolling up/consolidated
reporting
1
Exhibit ___ (AP-E5)
Schedule 13
Page 2 of 3
•
Promote standardized portfolio management and other EPMO processes, and support clients in
their use of standards
•
Attend monthly Governance Committee meetings and portfolio related pre-meetings.
•
Manage all the project and portfolio management software, methodology and tools in the EPMO
for configuration, upgrades, access and specialized reporting
•
Work on project teams to implement new tools (project and portfolio management software,
methodology)
•
Champion the development of project management standards, guidelines and competencies
across Con Edison
•
Support and encourage project managers to obtain and then maintain their Project Management
Professional (PMP) certification
•
Support the existing members of the Project Management Society, while expanding its
membership
•
Manage/Administer the Project Management Society SharePoint site
•
Manage and support the Portfolio Optimization process
•
Build client relationships with all organizations in CECONY and O&R
Goals and Benefits of Portfolio Management / Governance Process
The goal of the Portfolio Management process is to provide governance, proactive analysis and insight to
the management of projects/programs to facilitate improved project management, budget utilization,
financial transparency and return on investment.
The expected outcomes as a result of this process are to:
•
Increase strategic alignment and utilization of capital spending
•
Facilitate better informed decisions around managing O&M and Capital Spend
•
Enable optimal use of company’s dollars and resources
•
Standardize and streamline reporting, meeting cadence and structure for dynamic , strategic
reallocation of Capital and O&M spend across the company
•
Increase the transparency into monthly project funding changes
•
Enhance project and program accountability
•
Provide additional insight on key drivers that impact budgets, at the project/program and portfolio
level
•
Increased forecasting accuracy
In Common, the portfolio management process has manifested itself into many benefits:
•
Improved budget utilization between 2009 – 2014 of 17%, from 82% in 2009 to 96% in 2014
•
Decreased average budget deviation from forecast between 2011 – 2014 of 66%, from 38%
deviation in 2011 to 18% deviation in 2014
•
Increased portfolio agility – For example, the Portfolio Management process enabled the
Common portfolio to quickly respond to CECONY Corporate Capital concerns in 2013. Through
2
Exhibit ___ (AP-E5)
Schedule 13
Page 3 of 3
the process, we were able to identify projects in the Common Capital portfolio that could reduce
spend and defer purchases in 2013 to contribute $32M to the overall CECONY Corporate Capital
reduction target
Hiring Plans
To implement, stabilize, and maintain an O&M governance process similar to the one described above,
the Department plans to hire an additional 3 resources in 2017, which will be reduced to 2 FTE’s in 2018
and beyond.
Justification Summary:
The Company believes it is important to have a consistent and integrated approach to portfolio
management for several reasons.
1) process will improve effectiveness of spend decisions; 2) provide proactive analysis and insight to the
management of projects/programs; 3) facilitate improved project management, budget utilization,
financial transparency and return on investment; 4) enable optimal use of company dollars and resources
In Common, the portfolio management process has proven to improve budget utilization, portfolio agility
and forecast accuracy.
•
Alternatives:
1. Do not implement O&M governance – if we do not implement O&M governance, we will
not have a holistic approach to managing O&M spend, and will not achieve the associated
efficiencies and benefits of portfolio management, such as better informed decisions around
managing O&M spend, and optimal use of dollars and resources. In addition, we will continue
to have different processes around Capital and O&M spend management
2. Implement using existing resources – this will put a heavy strain on existing resources and
will reduce the effectiveness of the existing governance process
•
Risk of No Action: None
•
Non-financial Benefits: See above justification summary
•
Summary of Financial Benefits (if applicable) and Costs: Not applicable
•
Technical Evaluation/Analysis: Not applicable
•
Project Relationships (if applicable): Not applicable
•
Basis for Estimate: The estimate assumes all internal labor. We are estimating 3 FTE’s at $110k
annual salary in 2017. We are expecting some process synergies in 2018 and estimate a need of 2
FTE’s in 2018 and beyond. This estimate does not include escalation.
Historical Spend
3
Exhibit ___ (AP-E5)
Schedule 13
Page 4 of 3
Actual 2011
Actual 2012
Actual 2013
Actual 2014
Historic
Year
Forecast
2015
(O&M only)
$0
$0
$0
$0
$0
$0
other organizations, projects/programs of $1 million or more.)
EOE
Actual 2011
Historic
Forecast
Year
2015
(O&M only)
Labor
M&S
A/P
Other
Total
Request ($000):
Request
2016
Request
2017
Request
2018
Request
2019**
Request
2020**
$330
$227
$227
$227
Request by Elements of Expense**:
EOE
Labor
M&S
A/P
Other
Overheads
Total
2016
2017
330
2018
227
2019
227
2020
227
330
227
227
227
**excludes escalation
4
Exhibit ___ (AP-E5)
Schedule 14
Page 1 of 3
x
Capital
O&M
2017– O&M Business Ethics and Compliance
Project Manager
Project Number
Status of Project
Work Plan Category
Compliance Tracking and Assessment Team
Rivkah Derman
TBD
January 2016
ongoing
Strata - Strategic IT Enhancements
Work Description:
The Company proposes to establish a dedicated team of resources who will be responsible for
enterprise compliance assessment and tracking. This team will be the system owner of the
compliance tracking application also proposed in this proceeding. They will maintain
responsibility for the development, execution and oversight of standardized processes and
procedures for recording the regulations and legislation imposed on the Company, documenting
the links to related internal specifications and procedures, and the subsequent linkages to
associated compliance training courses, where applicable.
There are a significant number of laws, rules and requirements that have been imposed on the
Company. These rules, regulations and laws are related to a variety of disciplines including
public and employee safety, the environment, public health, transportation, security, human
rights and protections, equal opportunity, building, zoning and, taxation. The Company is
responsible for complying with these legislative and regulatory requirements. The proposed
team will be dedicated to assisting internal operating areas in identifying, recording and
interpreting applicable regulations and legislation, compliance tracking, and will support the
Company’s overall compliance activities. Together, these efforts will support a culture focused
on and committed to compliance, safety, efficiency and effective risk management.
•
Alternatives:
An alternative to this initiative would be adding additional resources in a decentralized fashion
within each operating area to perform these necessary compliance functions at the local level. The
structure of the proposed centralized approach, however, would provide the best opportunity for
Exhibit ___ (AP-E5)
Schedule 14
Page 2 of 3
•
optimal standardization and oversight across the enterprise in the Company’s compliance efforts.
This is a critical component for effective compliance assessment and tracking.
Risk of No Action:
Without proceeding with this project, the Company would continue to utilize existing nondedicated decentralized operational resources to perform this work that are responsible for other
extensive operational related responsibilities. Such an approach would not effectively mitigate
the Company’s level of risk and potential for non-compliance.
•
Non-financial Benefits:
There are a variety of non-tangible benefits associated with the development of this team.
Primarily, the team will work with internal operating areas to develop collaborative efforts and
strengthen the Company’s support activities through the standardization, consolidation and
improvement of the processes associated with regulatory and legislative compliance. They will be
responsible for the upkeep and maintenance of the compliance tracking system that will provide a
central electronic repository and tracking application for the Company to record and track all
regulatory and legislative compliance requirements. The team will support improved compliance
information sharing, and effective quality assurance assessments and tracking. Together, these
initiatives will support a culture focused on and committed to compliance, safety efficiency and
effective risk management.
•
Summary of Financial Benefits (if applicable) and Costs:
•
Technical Evaluation/Analysis: n/a
•
Project Relationships (if applicable): The requested resources are related to the proposed
Compliance Tracking System as this system will support the compliance work that the proposed
team will be responsible for overseeing and managing for the Company as one of several
responsibilities in the Company’s overall compliance management strategy.
•
Basis for Estimate:
The estimate is based on average salaries for the level of the resources required. Year one
(2016) expense represents eleven resources added to Business Ethics and Compliance.
Year two (2017) includes one additional resources added to Information Resource
organization.
Exhibit ___ (AP-E5)
Schedule 14
Page 3 of 3
Historical Spend
Actual 2011
Actual 2012
Actual 2013
Actual 2014
Historic
Year
Actual
2015
(O&M only)
$0
$0
$0
$0
$535
$0
EOE
Actual 2011
Historic
Actual
Year
2015
(O&M only)
Labor
M&S
A/P
Other
Total
435
100
$0
$0
$0
$0
$535
Request ($000):
Request
2016
$2,500
Request
2017
$2,500
Request
2018
$2,500
Request
2019
$2,500
Request
2020
$2,500
EOE
Labor
M&S
A/P
Other
Overheads
Total
2016
$1,295
2017
$1,295
2018
$1,295
2019
$1,295
2020
$1,295
$1,205
$1,205
$1,205
$1,205
$1,205
$2,500
$2,500
$2,500
$2,500
$2,500
$0
ESTIMATED NET PLANT - ELECTRIC
INDEX TO SCHEDULES
Schedule
No.
Number of
Pages
1
Estimated Net Plant
3
2
Construction Work in Progress
2
3
Electric Capital Forecast
1
EXHIBIT ___ (AP-E6)
SCHEDULE 1
Page 1 of 3
ESTIMATED NET PLANT - ELECTRIC ** at CURRENT RATES
TWELVE MONTH AVERAGE ENDING DECEMBER 31, 2017
($000s)
BOOK COST
OF PLANT
DECEMBER 31, 2016 *
$ 14,085,802
ACCRUED
DEPRECIATION
$
NET
PLANT
3,244,600
$ 10,841,201
JANUARY 31, 2017
28,255,162
6,531,133
21,724,029
FEBRUARY 29, 2017
28,339,676
6,567,131
21,772,545
MARCH 31, 2017
28,433,285
6,609,176
21,824,109
APRIL 30, 2017
28,519,441
6,646,516
21,872,925
MAY 31, 2017
28,643,668
6,671,818
21,971,850
JUNE 30, 2017
28,767,354
6,713,194
22,054,160
JULY 31, 2017
28,857,105
6,757,038
22,100,067
AUGUST 31, 2017
28,935,682
6,796,445
22,139,237
SEPTEMBER 30, 2017
29,026,055
6,831,739
22,194,316
OCTOBER 31, 2017
29,118,352
6,865,382
22,252,970
NOVEMBER 30, 2017
29,212,352
6,907,125
22,305,227
DECEMBER 31, 2017*
14,797,115
3,466,804
11,330,310
344,991,049
80,608,101
264,382,948
6,717,300
$ 22,031,900
TOTAL
AVERAGE
$ 28,749,300
$
REV and BQDM Capital Projects
46,340
6,537
39,803
Hudson Avenue Facility (transfer from
Steam Dept.)
93,956
-
93,956
AVERAGE (Adjusted for plant transferred
from Steam)
* ONE HALF OF ENDING BALANCE
**INCLUDES COMMON ALLOCATED
$ 28,889,596
$
6,723,837
$ 22,165,659
EXHIBIT ___ (AP-E6)
SCHEDULE 1
Page 2 of 3
ESTIMATED NET PLANT - ELECTRIC ** at PROPOSED RATES
($000s)
BOOK COST
OF PLANT
DECEMBER 31, 2016 *
$
14,085,802
ACCRUED
DEPRECIATION
$
3,244,600
NET
PLANT
$
10,841,201
JANUARY 31, 2017
28,255,162
6,536,708
21,718,454
FEBRUARY 29, 2017
28,339,676
6,578,294
21,761,382
MARCH 31, 2017
28,433,285
6,625,942
21,807,344
APRIL 30, 2017
28,519,441
6,668,899
21,850,543
MAY 31, 2017
28,643,668
6,699,830
21,943,837
JUNE 30, 2017
28,767,354
6,746,857
22,020,497
JULY 31, 2017
28,857,105
6,796,371
22,060,734
AUGUST 31, 2017
28,935,682
6,841,460
22,094,221
SEPTEMBER 30, 2017
29,026,055
6,882,449
22,143,606
OCTOBER 31, 2017
29,118,352
6,921,800
22,196,552
NOVEMBER 30, 2017
29,212,352
6,969,266
22,243,086
DECEMBER 31, 2017
14,797,115
3,500,743
11,296,371
344,991,049
81,013,221
263,977,829
TOTAL
AVERAGE
$
28,749,300
$
6,751,100
$
21,998,200
46,340
6,537
39,803
Hudson Avenue Facility (transfer from
Steam Dept.)
93,956
-
93,956
AVERAGE (Adjusted for plant transferred
from Steam)
$
28,889,596
$
6,757,637
$
22,131,960
EXHIBIT ___ (AP-E6)
SCHEDULE 1
Page 3 of 3
ESTIMATED NET PLANT - ELECTRIC ** at CURRENT RATES
SEPTEMBER 30, 2015 - DECEMBER 31, 2016
($000s)
BOOK COST
OF PLANT
SEPTEMBER 31, 2015
$
26,363,387
ACCRUED
DEPRECIATION
$
5,959,733
NET
PLANT
$
20,403,654
OCTOBER 31, 2015
26,475,923
5,995,272
NOVEMBER 30, 2015
26,570,634
6,035,498
20,535,137
DECEMBER 31, 2015
26,808,505
6,063,932
20,744,573
JANUARY 31, 2016
26,878,579
6,106,373
20,772,206
FEBRUARY 28, 2016
26,945,313
6,140,368
20,804,945
MARCH 31, 2016
27,028,261
6,181,113
20,847,148
APRIL 30, 2016
27,117,711
6,216,012
20,901,699
MAY 31, 2016
27,211,651
6,237,116
20,974,535
JUNE 30, 2016
27,346,070
6,276,236
21,069,834
JULY 31, 2016
27,454,259
6,316,934
21,137,325
AUGUST 31, 2016
27,542,339
6,355,723
21,186,616
SEPTEMBER 30, 2016
27,620,297
6,388,036
21,232,261
OCTOBER 31, 2016
27,710,542
6,423,782
21,286,760
NOVEMBER 30, 2016
27,856,655
6,464,740
21,391,915
DECEMBER 31, 2016
$
28,171,603
$
6,489,201
20,480,651
$
21,682,403
EXHIBIT ___ (AP-E6)
SCHEDULE 2
Page 1 of 2
ESTIMATED CONSTRUCTION WORK IN PROGRESS - ELECTRIC**
($000s)
TOTAL
INTEREST
BEARING
NON-INTEREST
BEARING
DECEMBER 31, 2016*
317,114
126,600
190,514
JANUARY 31, 2017
628,171
287,817
340,353
FEBRUARY 28, 2017
905,646
299,372
606,274
MARCH 31, 2017
951,776
312,572
639,203
APRIL 31, 2017
1,006,895
329,636
677,259
MAY 30, 2017
1,038,312
347,095
691,217
JUNE 31, 2017
1,079,197
367,521
711,676
JULY 30, 2017
1,094,888
381,618
713,270
AUGUST 31, 2017
1,110,895
401,474
709,421
SEPTEMBER 30, 2017
1,177,387
426,065
751,321
OCTOBER 31, 2017
1,232,151
442,970
789,181
NOVEMBER 30, 2017
1,285,486
461,509
823,977
548,213
233,624
314,589
12,376,129
4,417,874
7,958,255
1,031,344
368,156
663,188
DECEMBER 31, 2017*
TOTAL
AVERAGE
EXHIBIT ___ (AP-E6)
SCHEDULE 2
Page 2 of 2
ESTIMATED CONSTRUCTION WORK IN PROGRESS - ELECTRIC**
SEPTEMBER 30, 2015- DECEMBER 31, 2016
($000s)
INTEREST
BEARING
TOTAL
SEPTEMBER 31, 2015
$
643,718
$
154,838
NON-INTEREST
BEARING
$
488,880
OCTOBER 31, 2015
707,257
167,246
540,011
NOVEMBER 30, 2015
761,692
175,902
585,791
DECEMBER 31, 2015
628,257
161,748
466,510
JANUARY 31, 2016
672,119
177,664
494,455
FEBRUARY 28, 2016
690,904
187,823
503,081
MARCH 31, 2016
738,664
198,880
539,783
APRIL 30, 2016
800,322
210,669
589,653
MAY 31, 2016
830,813
216,227
614,586
JUNE 30, 2016
837,076
234,787
602,288
JULY 31, 2016
890,225
250,755
639,470
AUGUST 31, 2016
924,969
267,451
657,518
SEPTEMBER 30, 2016
962,700
285,405
677,295
OCTOBER 31, 2016
1,005,360
294,652
710,709
NOVEMBER 30, 2016
1,058,773
308,458
750,314
DECEMBER 31, 2016
634,229
253,201
381,028
Consolidated Edison Company of New York, Inc.
Electric Capital Forecast: 2016 - 2020
(in Millions)
RY - 1
2017
2016
ELECTRIC
Capitalized Software - Electric
Elec Trans And Dist
Steam Production Asset Class
COMMON
Build And Yards
Capitalized Software - Common
Communications
Computers
Lab Eq
Misc Eq
Office Furniture
Power Eq
Vehicles
TOTAL
RY - 2
2018
RY - 3
2019
2020
7
1,527
52
14
1,546
30
11
1,541
33
24
1,498
28
24
1,371
25
1,586
1,590
1,585
1,550
1,420
61
128
6
15
4
9
1
12
34
69
211
3
25
4
6
1
9
40
107
154
3
43
4
6
1
8
41
71
111
3
13
4
2
1
6
38
41
105
3
13
4
2
1
6
32
271
369
367
249
207
1,857
1,959
1,952
1,799
1,627
EXHIBIT ___ (AP-E6)
SCHEDULE 3
ESTIMATED COMMON CAPITAL PROJECTS - FINANCE/LAW
COMMON CAPITAL PROJECTS - FINANCE / LAW
2017 - 2019
Electronic Appropriation Project
Budget System Enhancements
BI Enhancements
Corporate Accounting Request Application
Treasury Workstation Replacement / Upgrade
PowerPlant Application Upgrade 2
PI360 Governance Expansion - O&M
Certificate of Disclosure - Conflicts of Interest Management Soft
HSF Enhancement
PI360 Governance Expansion - Steam
PI360 Governance Expansion - New Functionality
PI360 Governance Expansion - Electric
Oracle EBS Infrastructure Mobility Enhancement
Oracle EBS 12.2.4 Upgrade and Oracle BI 7.5.4 Upgrade
Vehicle Collision Mitigation Program
(000's)
2018
2017
Project
Common
Common
Common
Common
Common
Common
Common
Common
Common
Steam
Common
Electric
Common
Common
Common
$
1,000
2,500
1,000
464
232
1,000
151
751
751
19,838
2,000
$
2019
2,000
2,000
500
278
1,500
232
1,000
151
2,000
500
7,787
1,000
$
2,000
500
927
927
500
500
927
-
Total Finance / Law
$
29,686
$
18,948
$
6,281
Electric Allocation @ 100%
Steam Allocation @ 100%
Electric Allocation @ 83%
Gas Allocation @ 17%
$
751
751
23,393
4,791
$
15,727
3,221
$
5,213
1,068
Electric Allocation
$
24,144
$
15,727
$
5,213
Gas Allocation
$
4,791
$
3,221
$
1,068
EXHIBIT ___ (AP-E7)
Schedule 1
Exhibit__(AP-E7)
Schedule 2
X
Capital
O&M
2016 Capital – Finance, Cost Management
Project Manager
Project Number
Status of Project
Work Plan Category
Electronic Appropriation Project
Jennifer Dampf-Alencar
0XC1200
Not Started
October 2017
December 2018
Strategic IT Enhancements
Work Description:
The goal of this Electronic Appropriation Project is to automate and streamline Con Edison’s
procedures for authorization and appropriation of funds (collectively “Appropriation Process”)
for all prospective and existing Capital projects or programs. In 2008, as part of its “Excellence
in All We Do” program, Central Operations identified an opportunity for improvement and
launched an initiative to investigate implementing an electronic system for the Appropriation
Process. The current Appropriation Process is done manually, has lengthy cycle times, and lacks
transparency. Even with the recent move to capturing electronic signatures via pdf, processing
times can exceed 150 days.
The Appropriation Process is performed in CECONY and O&R, so Central Operations formed a
cross functional team, the Electronic Appropriations Project (EAP) team. The EAP team began
its planning phase (Phase 0) investigation in December 2008. In Phase 0, the team conducted an
investigation of how to develop an automated and streamlined Appropriation Process. The
objectives of the EAP team were to improve controls of financial commitments and to reduce
processing time and errors. The team applied the Six Sigma and Define, Measure, Analyze,
Improve, and Control (DMAIC) method for process improvement to Con Edison’s Appropriation
Process. The team completed the following tasks by April 2009:
•
•
•
•
•
Conducted workshops to capture and validate the existing appropriation processes for
both CECONY and O&R
Benchmarked Con Edison’s quantity and authority level of required signatures, and the
overall appropriation process, against comparable utilities
Designed a new appropriation process map for CECONY and O&R, and recommended a
software package
Developed a procedure manual for the revised process that could be used no matter which
software would ultimately be selected
Outlined the implementation phase (i.e., Phase 1) for the recommended software
1
Exhibit__(AP-E7)
Schedule 2
Next, the EAP team engaged Information Resources (IR) in the Phase 0 investigation. The EAP
project manager worked with IR to develop the technical requirements pursuant to IR’s Software
Development Lifecycle (SDLC) process. Using the SDLC process, the EAP project manager
and IR completed the following tasks for several potential software solutions:
•
•
•
•
•
•
Performed fit/gap analysis
Created the Reports, Interfaces, Conversions, Extensions (RICE) catalog
Developed infrastructure/architecture strategy
Created a high level timeline
Projected monthly cash flows
Identified and listed required modules
At the end of Phase 0 activities, the Company decided to defer Phase 1. Then, in July 2012, the
Company launched Oracle Finance and Supply Chain Management System. As a result, this
project will require another Phase 0 to reevaluate and update the analyses that the EAP team
developed in 2009. First, the project team will update its data and identify any additional
opportunities to streamline the process. Then it will evaluate how the appropriation software
tool will interface with current operating systems and link to the Company’s Business
Intelligence reporting tools. Additionally, the team will ensure we tie in with the Corporate
Accounting Requests Application (CARA) to avoid any redundancies. Once these items are
done, the project team can move forward to Phase 1; which is expected to start in October 2017
and complete in December 2018.
This project addresses the current Appropriation Process, which is done manually, has lengthy
cycle times, and lacks transparency. The company is concerned about risk for delayed funding
approval and human errors and rated this project as a Strategic project.
•
Alternatives: The alternative is to continue performing the manual, paper intensive
Appropriation Process which requires the project manager to gather paperwork and
authorization from individuals at higher levels in the chain of authority.
•
Risk of No Action: The current Appropriation Process exposes the Company to a risk of
delayed funding approval resulting in delayed completion of capital projects. The risk of
human error is also greater in the current process because the Authorization /
Appropriation Template is on paper. Project managers or signatories can easily misplace
the form or make an error when completing it.
•
Non-financial Benefits: The EAP team performed simulations to compare the thenexisting to the proposed Appropriation Process. If all of the teams’ recommendations are
implemented, the average processing time saved would be about four (4) weeks. If the
Company decided not to implement the team’s Delegation of Authorities
recommendations, the average processing time saved would be about two (2) weeks.
2
Exhibit__(AP-E7)
Schedule 2
•
Summary of Financial Benefits (if applicable) and Costs: The EAP team performed a
cost-benefit analysis. The project had a positive NPV and a discounted payback rate of
less than three years. The project would result in $1,400,000 of cost avoidance per year
and is currently estimated to cost $3,000,000.
•
Technical Evaluation/Analysis: N/A
•
Project Relationships (if applicable): The team will evaluate how the appropriation
software tool will interface with current operating systems, link to the Company’s
Business Intelligence reporting tools, and interact with the Optimization Tool. The team
will coordinate with the CARA team.
•
Basis for Estimate: Used exploration estimate developed in 2009 with original Phase 0;
the estimate does not include escalation from 2009 to 2017. Escalation was not included
due to possibility estimate will be revised as a result of the new Phase 0 to be performed.
Historical Spend
Actual 2010
Actual 2011
Actual 2012
Actual 2013
Historic
Year
Actual
2014
(O&M only)
Request:
Request
2015
Request
2016
Request
2017
Request
2018
$1,000
$2,000
Request
2019
Request
2020
EOE
Labor
M&S
A/P
Other
Overheads
Total
2015
2016
2017
120
300
430
66
84
$1,000
3
2018
260
0
1,444
128.3
167.7
$2,000
2019
2020
Exhibit__(AP-E7)
Schedule 3
X
Capital
O&M
2016 – Finance
Project Manager
Project Number
Status of Project
Work Plan Category
Budget System Enhancements
Kevin Fitzmartin
20613824
New Project
1st Quarter 2015
December 2018
Operational
Work Description:
The current Hyperion Planning (HP) Module and the Payroll Budget System (PayBud) are tools
used for the budgeting process at Con Edison and Orange & Rockland Utilities. It allows users to
develop detailed 5-year capital, O&M, and revenue budgets. Budgets are used to complete
forecasts of financial results, track execution of work plan, control expenditures, internal and
external reporting to regulators and investors, and for rate case and other regulatory filings.
Hyperion users can generate reports from budget data at both consolidated and detailed levels.
Once the budget is finalized, data is migrated to Business Intelligence (BI) for variance and
performance analysis.
The current HP module needs to be modified in order to incorporate new requirements and
system improvements necessary to the increase stability and performance of the system and to
add required functionality not currently included in the application. The PayBud system is
approaching technological obsolescence and requires replacement.
The HP project will:
•
•
•
Improve system performance and eliminate downtime by two to three hours daily during
peak usage periods.
Provide increased data integrity between actual and budget systems and eliminate
unplanned hours from investigative and corrective activities
Improve and unify the forecasting process and associated reporting by using of HP to
generate interim periodic forecasts.
The PayBud project will:
•
•
Avoid the costs associated with maintaining obsolete technology
Provide increased data integrity between labor forecasting and budget systems
1
Exhibit__(AP-E7)
Schedule 3
•
•
Eliminate data entry duplication in budget system
Integrate staffing trends into labor forecasts
•
Alternatives:
o Continue with current HP module.
o Continue with current PayBud System
•
Risk of No Action:
Hyperion Planning:
o Continue to encounter system delays during times of peak usage.
o Continue to divert resources from routine activity to take corrective action when data
is incorrect or not consistent.
o Continue to utilize inefficient and disparate methods for generating forecasts and
associate reports.
o Continue to sacrifice analytical resources for manual data entry activities
o Inability to adapt to organizational changes as they occur in the HP system, and
therefore need to develop further manual processes.
PayBud
o Continue with current PayBud System and incur increasing support costs until
support no longer available.
o Rely on manual processes to forecast labor requirements. May result in accidental
release of personally identifiable information
o Continue to sacrifice analytical resources for manual data entry activities
•
o
o
o
o
Improved data integrity
Improved reporting
Integrated and uniform processes
Increased daily user access to systems
•
Summary of Financial Benefits (if applicable) and Costs: Not applicable.
•
Technical Evaluation/Analysis:
o Paybud Replacement – HP Integrated Solution
The current Payroll Budget System (PayBud) is used by CECONY and ORU to
develop corporate staffing level and payroll forecasts which are the basis of labor
budgets for both weekly and management employees. It also provides a view into
2
Exhibit__(AP-E7)
Schedule 3
historical payroll information by week/month at detailed categories (e.g. straight time,
overtime, premium time pay, etc.). The Paybud platform is built on now obsolete
technology (Visual Basic 6) and is not integrated with Hyperion Planning. Currently,
the process of developing labor budgets requires analysts to generate a five-year
payroll forecast in Paybud, export and modify the forecast in Excel spreadsheets and
then transfer the excel data to Hyperion Planning by manual data entry or data upload
via template. This approach adds considerable time to the entire budget process,
reducing the amount of time available for performing meaningful analysis and results
in disconnects between PayBud and HP. Users often must create numerous
spreadsheets to combine and manage budget information. The proposed solution of a
Paybud replacement and interface into Hyperion Planning eliminates the manual
intervention and provides Con Edison with the ability to budget labor, O&M and
Capital activities into a single system (Hyperion Planning). This will allow us to
standardize our budget system and align the planning process. Furthermore,
integrating the labor budget into the O&M budget systems will improve the overall
monthly reporting and monitoring process. A direct interface into the O&M and
capital budget systems facilitates a more efficient process and accuracy in the
development of the labor related costs and staffing levels in the budget development
and rate case preparation.
o System Architecture and Performance Improvement
Based on Oracle’s review of our current Hyperion Planning server configuration and
the company’s plan to further implement Hyperion Work Force Planning (WFP) to
replace PayBud, Oracle recommends, separating Essbase to run on dedicated servers.
The corrective action plan is to use a two phased approach. The first phase will point
WFP to the data stored in a new and separate Essbase server. The second phase would
be to move Hyperion Planning data to the new Essbase server.
Oracle’s
recommendation will mitigate current and future performance concerns with respect to
implementation of Work Force Planning.
o Metadata Interfaces (Oracle Projects)
Currently, budgets are organized around projects and activities which include category
groupings for organizational ownership and certain accounting and reporting
classification. The Oracle Projects module generates 8-digit project numbers at Level
1 of the project hierarchy for Capital budgeting and forecasting purposes. Activities
are established for O&M budgeting and forecasting. Project numbers and activities
are considered metadata. When either is generated, an email is sent to the HP
administrator so the project metadata can be entered into the Hyperion Planning
system. The process to enter the metadata in Hyperion Planning is entirely manual
and requires significant time. The lack of automation, the process is subject to input
errors when entering metadata, potential data omissions if email process fails, and
causes syncing difficulties between the HP and BI systems if metadata is not identical.
Hyperion Planning houses level 1 budget number and activities, as well as a
description, functional classification, owning cost center, utility service code and tax
asset class. If any of this information is changed in Oracle, it needs to be manually
communicated to the Hyperion Administrator in order to properly synchronize BI and
HP. If changes are not communicated, errors will occur when data is migrated in
3
Exhibit__(AP-E7)
Schedule 3
either direction between the systems, resulting in a time consuming resolution process
between multiple Finance departments.
The requested enhancement would automate data migration and eliminate the manual
element of this transaction. Whenever a new level 1 project or activity is created in
Oracle Projects, a system interface would automatically feed Hyperion Planning with
all the elements of metadata/attributes associated with it. Any changes made to
preexisting projects would also be automatically migrated. This would eliminate the
time consuming manual processes currently used for entry and for the investigation
and correction of metadata mismatches.
Additionally, an interface with Oracle Projects would also be tremendously beneficial
as part of our “close to plant process”. As a final step in our capital budget process,
the Hyperion Planning system simulates the accounting that occurs when a project is
completed, moving the dollars from construction work in progress to utility plant in
service. Currently, the first step is to manually enter or upload the beginning balances
of capital projects and utility plant accounts into HP. An interface that would
automatically populate Hyperion with the balances would eliminate the current
process of manually gathering, formatting, quality-assuring, and loading the data,
which requires resources from multiple Finance departments. The interface would
also shorten the time that HP users must wait before they can begin entering budget
information.
o Forecasting Module
The original design of HP included the ability to create a forecast scenario for capital,
O&M and revenue, which follows the same process necessary to develop the budget.
The current budget development process requires multiple months to complete in HP
due to a combination of work plan development and analysis performed outside of HP,
and the amount of time required to enter work plan and budget information into HP at
the required detail level (e.g., cost elements, projects and activities, work units,
organizational ownership). Due to the limited amount of time permitted to prepare
forecasts, the current process is not practical for HP users. A Business Finance team
has been assembled to determine level of detail to be forecasted, what process will be
followed and what tools will be used to develop forecasts.
The Business Finance team will evaluate whether the HP forecasting module can meet
the business requirements of the forecasting process or whether another forecasting
tool can meet those requirements and be integrated into our suite of planning and
budgeting tools. The forecasting tool will be able to meet the following high level
business requirements:



Automatic update of actual and budgeted costs and units of work at desired
level of activity
Ability to mimic actual accounting allocation rules to model shared and
overhead costs
Ability to push forecast information to BI at the desired reporting level
4
Exhibit__(AP-E7)
Schedule 3




Develop and save multiple forecast scenarios based on specific changes to key
inputs
Interaction with Paybud replacement system to incorporate historical, current
and future headcount information at the desired level
Ability to produce forecasts across months and years
Version and permission control
The benefits associated with implementing a forecasting tool are as follows:






Automated data input and extraction
Ease of consolidation and flexibility for scenario modeling
Provide an integrated view of work plan, resource and cost interaction
Reduction of errors due to the current manual and excel based processes
Allow for a rolling forecast planning horizon
Reduce annual budgeting effort
The Business Finance team is currently implementing changes to the forecasting
process; the technology evaluation is expected to take place in 2015. The other
initiatives listed above essentially serve as pre-requisites for the implementation of any
forecasting solution; the forecasting technology solution could not be implemented
without the implementation of the initiatives above. The funding associated with this
initiative reflects internal analysis to assess the effort required to utilize the HP
forecasting solution and also an analysis of comparative system implementation efforts
at other utilities.
o Cost Allocations
During the budget process, it is necessary to allocate budget dollars from one
organization to others. Currently, rules for these allocations are included in business
rules programmed into the Hyperion Planning module. However, the business rules
are coded to execute within “dense” data regions in HP. The amount of data and
associated business rules running within dense regions has approached the functional
limits of HP. Future allocation rules will not be able to be implemented as a result.
Solutions exist which can relieve HP from executing the allocation rules and allow for
future accounting changes, corporate reorganizations, and any other required cost
allocations. One such solution is Hyperion Profitability/Cost Management (HPCM)
module. In addition to relieving the strain on HP’s data structure, the HPCM module
allows for rapid analysis to ensure allocation assumptions have executed correctly.
o Updgrade Cycles
Approximately every 5 years, a major upgrade is required for the Hyperion suite of
products to ensure compatibility with other server and workstation software and
operating systems, including browsers, plug-in applications, etc… An upgrade is
anticipated at some point beginning in 2018
•
Project Relationships (if applicable):
5
Exhibit__(AP-E7)
Schedule 3
N/A
•
Basis for Estimate:
Order of magnitude based on consultant and internal estimates.
Historical Spend
Actual 2011
Actual 2012
Actual 2013
Actual 2014
Historic
Year
Forecast
2015
(O&M only)
EOE
Actual 2011
Historic
Forecast
Year
2015
(O&M only)
Labor
M&S
A/P
Other
Overheads
Total
200
0
500
128
165
993
Request ($000):
Request
2016
Request
2017
Request
2018
Request
2019
Request
2020
3,100
2,500
2,000
2,000
2,000
EOE
Labor
M&S
A/P
Other
Overheads
Total
2016
629
0
1,556
468
447
3,100
2017
500
0
1,250
422
328
2,500
2018
500
0
1,000
200
300
2,000
6
2019
500
0
1,000
200
300
2,000
2020
500
0
1,000
200
300
2,000
Exhibit__(AP-E7)
Schedule 4
X
Capital
O&M
2017 Capital – Finance
Project Number
Project Manager
Status
Start Date
Estimated Service Date
Work Plan Category
BI Enhancements
20613827
Cleon Dawes
Not started
1/1/2017
December 2020
Strategic
Work Description:
Analysis of historical data is a staple of traditional business analytics. Reporting software helps
users to visualize data and evaluate past and present business performance. In July 2012, Con
Edison (or the “Company”) launched the Oracle Finance and Supply Chain system which
included Oracle Business Intelligence (BI), a powerful new reporting module. BI went live with
several out-of-the-box (OOTB) subject areas exposed (i.e., visible to users) based on the initial
reporting requirements that the Company specified. As users have become more familiar with
BI, and with Oracle-based processes, they are requesting additional reporting features. The
Company wants to ensure that BI will continue to be a nimble tool for closely monitoring
performance, enabling flexible planning, and quickly reacting to changes in corporate strategy.
The purpose of this BI Enhancements Project is to make changes to BI that will render it a fully
functional, predictive analytics-enabled decision making tool. The total cost for the Project is
budgeted at $2.5 million dollars over 4 years starting in 2017 not in including O&R portion of
the project.
The goal of the BI Enhancement Project is exposing additional subject areas, building
additional data interfaces, and making BI Publisher reports available to more users, in addition to
adding two additional modules to enable mobile and other capabilities. Business Intelligence
Mobile will allow users to access BI data and reports just as they would on a laptop or desktop
computer. The Business Intelligence Scorecard and Strategy Management Module will provide
an integrated view of company-wide strategic and operational performance while increasing
efficiencies and productivity.
The proposed enhancements will increase users’ efficiency and enable the Company to realize
greater value from its decision to implement the Oracle Finance and Supply Chain system. The
Company continues to sharpen its focus on cost consciousness in all of its business activities.
The proposed BI enhancements will further standardize reporting and data structures across the
Company and support key activities associated with cost and performance management.
Exhibit__(AP-E7)
Schedule 4
•
Alternatives: Underlying technology, operating systems, web services, and security
models continue to evolve. If the company intends to continue to use the Oracle BI
product it must, at a minimum, perform maintenance on the current BI system and
upgrade BI software when applicable to stay in line with these environmental changes.
•
Risk of No Action: By not doing the BI enhancements, user practice of reporting and
analysis from external manual integration of data from disparate sources; and manual
manipulation of data will continue. These work-arounds are not efficiently integrated into
the BI application, are time consuming, introduce data consistency risk, and impede the
continued adoption and growth of the BI reporting solution by the Company.
•
Summary of Financial Benefits and Costs: The current cost estimate for the BI
Enhancement project is $2.5 million over 4 years. This estimate include all hardware and
associated installation, functional and technical support and required license cost.
•
Non-financial Benefits (if applicable): Additional data interfaces provide the company
with greater visibility into the underlying data that drives performance. Combining
disparate data into print and screen ready reports, and scheduling their automatic
distribution, eases infrastructure strain and ensures timely and universal presentation of
the material.
•
Technical Evaluation/Analysis: The presentation layer components of BI are made up of
groupings of like dimensions and metrics, these groupings are known as subject areas.
The BI tool includes many subject areas for different reporting needs, some relevant to
the data needed by the company, some not. The exposure / modification of these subject
areas are essential over time to adapt to the different and changing needs of the business.
In addition, external system interfaces, system and software infrastructure upgrades,
expanded use of graphical elements within reporting, mobile integration, and expansion
of strategy module capabilities may be needed to leverage maximum system value over
time. The below sections will expand upon these discussed enhancements.
Subject Area Exposure
Exposing a subject area requires substantial customization and data aggregation table
development. The exposure process also involves completing iterative testing cycles to
insure that the data is accurate and that exposure will not result in detrimental effects on
system performance either in rendering reports or in back-end processing.
Additional Data Interfaces
The first phase of this Project includes creating several new interfaces to sources other
than BI’s existing fundamental interfaces with Oracle’s Project Accounting, General
Ledger, and Supply Chain modules. Project Accounting, the General Ledger, and Supply
Chain modules provide BI’s “source of truth” for all financial, cost management, and
supply chain reporting. The additional interfaces will provide the Company with greater
visibility into an additional layer of granular underlying data that drives performance.
2
Exhibit__(AP-E7)
Schedule 4
Expanded Use of Graph- and Gauge-Based Report Views and BI Publisher
Graphs, charts, and gauges condense large amounts of information into easy-tounderstand formats. These illustrative presentations of information help to highlight
trends and patterns for the user that might not otherwise be apparent in tabular, numeric
data presentations. Most of BI’s existing reports are tabular. Increased use of graphs and
gauges will not only help users focus on salient points but also ease strain on system
performance, especially during peak usage periods like the monthly closings and budget
cycle.
Oracle’s BI Publisher is another tool that will help users more effectively understand and
analyze data. BI Publisher is already part of the Company’s BI reporting solution and
provides a platform for generating highly formatted reports. Software developers can
build sophisticated report layouts that span multiple data sources and can be used across
multiple reports. BI Publisher reports can be viewed online or scheduled for periodic
delivery to printers or e-mail with minimal impact on system performance. At present,
only select corporate financial reports are available through BI Publisher. Many periodic
cost management reports, especially standard monthly reports, could be more efficiently
generated and disseminated using Publisher.
BI Mobile
The BI Mobile application allows a smart phone or tablet device user to view, analyze
and act on BI content with the same functionality that the user would have on a laptop or
desktop computer. In order to remain in line with technology and user demand, BI
Mobile needs to be added to the current BI solution.
Scorecard and Strategy Management Module
Oracle Scorecard and Strategy Management extends BI’s capabilities by providing a
structure for communicating strategic goals across an organization and monitoring
progress over time. This module provides capabilities to establish specific goals, define
measurements of success, and communicate that information down the entire
organization. Integrating the module will provide additional reporting objects like Key
Performance Indicator (KPI) watch lists, strategy trees, strategy maps, and cause and
effect diagrams. By integrating the BI Scorecard and Strategy Management module and
KPIs to the existing BI solution, the Company can continue to evolve from a reactive,
short term; budget focused planning process into a strategic, long term, dynamic planning
cycle.
•
Project Relationships (if applicable): There may be a number of integration tasks between
the Oracle upgrade, Payroll Budgeting System (PayBud) replacement, Budget System
enhancements, Enterprise Program Management System, and Work management System
(WMS) implementations.
3
Exhibit__(AP-E7)
Schedule 4
•
Basis for Estimate: The cost estimate is based on the historical cost of hardware and the
average historical cost for creating and implementing similar interfaces that will be
required to incorporate the new modules to the Oracle Enterprise Resource Planning
system.
Historical Spend
Actual 2011
Actual 2012
Actual 2013
Actual 2014
Historic
Year
Forecast
2015
(O&M only)
EOE
Actual 2011
Actual 2012
Actual 2013
Actual 2014
Historic
Year
(O&M only)
Labor
M&S
A/P
Other
Overheads
Total
Request ($000):
Request
2016
$0
Request
2017
$1000
Request
2018
$500
Request
2019
$500
Request
2020
$500
EOE
Labor
M&S
A/P
Other
Overheads
Total
$0
2016
2017
$160
$80
2018
$80
$80
$0
$0
$0
$0
$750
$4
$86
$1,000
$375
$2
$43
$500
$375
$2
$43
$500
$375
$2
$43
$500
4
2019
2020
Forecast
2015
Exhibit__(AP-E7)
Schedule 5
X
Capital
O&M
2016 – Finance, Corporate Accounting
Project Manager
Project Number
Status of Project
Work Plan Category
Corporate Accounting Requests Application (CARA)
Joseph Cedrone
20988717
Not Started
April 2016
October 2019
Strategic – IT Enhancement
Work Description:
Corporate Accounting manages accounting requests such as account rulings, appropriation
requests, and transfers and corrections (T & Cs). The current business process requires
requestors to submit their requests via Microsoft Outlook form, Excel spreadsheet, or e-mail.
These requests are carried out manually resulting in administrative overheads and process
inefficiencies/redundancies.
The purpose of the Corporate Accounting Requests Application (CARA) project is to develop a
web portal that houses request applications. This will incude requests for : accounting rulings,
appropriations, and transfers and corrections. The portal will be a container website that is
expandable to other manual requests that are sent to Corporate Accounting, and will include
workflows to improve the audit trail.
Different organizations submit requests to Property Record to provide various reports pertaining
to electric, gas, and steam inside and outside plant company assets. Some of these reports were
available in systems that PowerPlant replaced in August 2010, but these are not easily available
in the PowerPlant application. The volume of requests has increased over time, which has
created additional work for the Information Resources (IR), Property Record, and Tax groups.
When members of the Property Record group receive these requests, they have to reach out to
their IR support group to assist in generating these reports, review the information generated, and
then forward the reports to the requestor.
There are two components to this project: (1) the Corporate Accounting Request Application and
(2) the Fixed Asset Reporting Website.
The CARA project will be done in phases. The first phase is to develop the portal framework and
automate the account ruling form while automating some of the business processes. Requesting
organizations will be able to submit requests online and receive electronic rulings. The current
Outlook form will be re-engineered to allow capturing of structured data. The system will
automate the process of work distribution and automatically assign the requests to available
1
Exhibit__(AP-E7)
Schedule 5
resources. The automated ruling request form will be integrated with the PowerPlant system and
will enable automatic search of retirement assets.
The second phase of the project is to automate the appropriation form. The technology used and
data captured during the development of the automated account ruling form will be utilized in
the automated appropriation form phase. The electronic appropriation form will model and
improve upon the current EXCEL spreadsheet form that requestors use to submit requests to
Project Accounting. Some of the key data from the ruling form will be automatically transferred
from the ruling to the appropriation form. The appropriation form will be routed for approvals
based on sections 3.2 (Initial and Subsequent Partial Appropriations of Items Authorized in the
Capital Budget), 3.3 (Authorization/Initial and Subsequent Appropriations for New Items), and
3.4 (Increases in Authorization/or Final Appropriation) of the Delegation of Authority.
The third phase of the project is to automate the transfers and corrections request form/e-mail
requests. While this form does not have a dependency on account ruling or the appropriation
form, it will be housed in CARA portal so that Corporate Accounting can track, monitor, and
manage requests. It will follow the HR Payroll reporting hierarchy for approval routing.
CARA will be the central request portal for electronic requests to the Corporate Accounting
organization. The portal will provide the following key features:
i.
Mobile access
ii.
Automated Approval workflows
iii.
Automated e-mail notifications
iv.
Extendable platform for the addition of future request applications
v.
Electronic signatures
vi.
Audit logging
vii.
Work queue management
The Fixed Asset Reporting Website component of the project will require that an independent
secured web portal is developed that provides users with the following capabilities:
• Secure login and, based on users’ roles, access to data models which will be tightly
integrated with the PowerPlant security model. Access to the reports will be controlled by
the same existing security groups of the PowerPlant application
• Design new queries or reports without the need to understand underlying table structures
• Customize existing reports by adding new columns, sorting, etc.
• Schedule execution of reports and receive notification upon completion
• Download the reports in multiple formats like text file, Excel sheets, PDF, email, etc.
• Maintain history of report data with the capability to view previous reports
Some of the most frequent reports that are requested by various organizations , which are to be
included are:
• OP1-64 – Total quantity, total costs and calculated average costs for each type and size of
properties in PowerPlant
• OP1-80 – Total quantity, total footage, and total mileage of underground, overhead and
street lighting cables and conduits by operating voltage
2
Exhibit__(AP-E7)
Schedule 5
•
•
•
OP1-90 – Footage of gas mains by size and material by tax district
OP1-100 – Opening quantity and cost balances, annual additions and retirements, closing
balances and average unit cost for electric and gas meters by tax district and size
GA1-227 – High level total cost of utility plant in service, construction work in progress
and plant held for future use by electric, gas, steam and common plant
CARA
Processing account rulings and the electronic appropriations manually is very challenging and
time consuming for the requesting organizations as well as Corporate Accounting. The
automation of these processes will help to eliminate redundancy, inefficiencies, and errors. The
system will allow any organization capable of submitting an online request to submit new
requests or modify existing requests from the website. The requesting organizations will not have
to manually file paper requests or track the progress of requests manually. Data for all electronic
requests will be saved in a centralized database that is accessible to requestors, approvers, and
auditors from anywhere at any time. There will be no need for organizations to separately track
ruling and appropriation requests. The website will allow the Property Record and Project
Accounting sections to electronically receive, review and approve such requests.
In the last few years, two major Enterprise Resource Planning systems (ERPs) were implemented
for Project Accounting and Fixed Asset management but they do not have features for account
ruling, appropriation, and transfer and correction requests. The automation of these processes
will integrate with the ERPs and will result in controls improvements, more efficiency, accurate
reporting, reduction in processing time, errors, and improved budgetary control.
In effect, the project is intended to eliminate the manual bookkeeping effort for account rulings
and manual approval of the appropriation form; thus increasing the overall turnaround time.
Fixed Assets Reporting Website
The process of producing ad-hoc reports has become challenging and time consuming. A selfservice reporting mechanism will help to streamline the process of requesting fixed assets and
tax related reports from across all organizations in the company, and eliminate the redundancy of
producing these reports and the inefficiency in the various groups’ handoffs.
The current ad-hoc reports have key challenges such as lack of flexibility, time to develop, IR
dependency, and some performance issues. Upgrading the website will help diminish, or
eliminate, many of these key challenges.
3
Exhibit__(AP-E7)
Schedule 5
Alternatives:
CARA
Requestors will continue to make requests using either Microsoft Outlook form, Excel
Spreadsheet, or e-mail. Corporate Accounting will continue to manually verify information
presented on the manual forms, manually track performance, and manage the request manually.
Fixed Asset Reporting
The alternative to creating the reporting website is that IR will manually develop reports every
year to satisfy the needs of the Property Record users.
Risk of No Action:
CARA
The inefficiencies of the processes will impact productivity in areas inside and outside of the
Corporate Accounting organization. Such inefficiencies could prevent the Company from
meeting various critical deadlines.
Fixed Asset Reporting
Lack of on-demand reporting capabilities could significantly delay the generation of required
reports for internal and external entities. Such delays could prevent the Company from meeting
various critical reporting deadlines.
CARA
•
Improved user experience, especially for online requests and queries
•
Work performance efficiencies in multiple organizations
•
Improved communications between requesting organizations and Corporate Accounting
•
Tight integration with ERP providing enhanced search capabilities
Fixed Asset Reporting Site
•
Improved user experience, especially for online transactions and queries
•
Efficiency in producing reports for rate case filings
CARA
Costs primarily consist of web software installation and effort hours from IR in order to develop
integration with the ERPs, develop security mechanisms within the module, and to conduct
comprehensive testing before final migration to the production database. Having this sytem is
estimated to move around 1,000 hours of work from a clerical role to an anilitical one.
4
Exhibit__(AP-E7)
Schedule 5
Fixed Asset Reporting System
For the reporting website, costs primarily consist of web software installation and effort hours
from IR in order to develop business report models that map back to PowerPlant tables, develop
security mechanisms within the module, and to conduct comprehensive testing before final
migration to the Production database. Having this system is estimated to free up 180 hours of IR
time during the yearend financial closing/reporting time.
Technical Evaluation/Analysis: Core technologies that will be used to develop CARA includes:
Microsoft ASP.NET, Microsoft SQL Server 2008R2, AngularJS, JQuery and Cascading Style
Sheets (CSS3).
The following work items will be needed to implement CARA:
•
•
Design and create SQL Server 2008 R2 database
Design and develop:
o A web portal framework using ASP.Net, AngularJS, JQuery and CSS3 (utilizing
Bootstrap)
o Web portals for the Accounts Ruling Requests, Electronic Appropriation Form, and
Transfer and Correction Requests
o Workflow management module
o Email notification module
o Digital signature and administration modules
o A security and access authorization module
For the reporting website, Microsoft Reporting Services (SSRS) and Microsoft Integration
Services (SSIS) will be the core technologies used to develop the portal. The following work
items are necessary to implement the self-service portal.
• Install and configure SQL Server Reporting Services (server and client software)
• Design and develop or customize the web portal using SSRS and ASP.NET
• Develop business report models that map to the back-end PowerPlant tables
• Develop and configure report builder
• Develop SSIS or Oracle packages to retrieve aggregated data and update report models
• Design and develop PowerPlant’s integrated security mechanism
• Develop and publish outstanding reports to the new portal
Project Relationships (if applicable): This project is not related to any others.
Basis for Estimate: The cost estimate was based on estimates of internal effort hours and web
application development costs provided by IR.
5
Exhibit__(AP-E7)
Schedule 5
Request ($000):
Request
2015
Request
2016
Request
2017
Request
2018
Request
2019
300
500
300
1000
2017
185
0
166.6
0
0
112.4
464
2018
111.5
0
104.1
0
0
62.4
278
EOE
2015
2016
Labor
106.9
M&S
0
A/P
121.6
Other
0
A&G
0
Overheads
71.5
Total
300
6
2019
370
0
384.7
0
0
172.3
927
Exhibit__(AP-E7)
Schedule 6
X
Capital
O&M
2018 – Treasury Operations / Finance
Project Manager
Project Number
Status of Project
Work Plan Category
Treasury Workstation Replacement/Upgrade
Howard Kelley
21010566
Not started
2018
2018
Operationally Required
Work Description:
IT2 the current Treasury Management System (TMS), also known as a treasury workstation, was
purchased and installed April 1, 2011. The life expectancy of these types of applications is approximately
5 to 8 years.
A Treasury Management System (TMS) is a term for a treasury-oriented system or software package that
specializes in the automation of manually-intensive, repetitive steps needed to manage a company’s cash
flows. The system allows a company to efficiently communicate with financial institutions in order to
manage cash, transactions, forecasts, FX, and even investments and debt.
Our goal is to continue with upgrades to the current system as long as the developer IT2 remains as a
viable company, however in late 2013, IT2 was purchased by Wall Street Systems. Although, Wall Street
Systems has indicated that they will continue to support IT2, there is considerable industry speculation
that IT2 will be assimilated into a future version of Wall Street Systems.
If IT2 ceases to exist, we will have to initiate a new project by first evaluating all of the viable Treasury
Workstation applications in the market place and then implementing a new solution. Part of the evaluation
phase will be to determine if we will continue to host the application internally or go with a provider who
supports a vendor hosted solution. This decision will have a major impact in the overall capital cost of the
project as the need to purchase new hardware to support the new system will be eliminated if we
contracted with a vendor hosted solution.
A treasury workstation is required to manage the cash position of CEI and all its subsidiaries. The TMS is
a Sarbanes-Oxley system and is necessary for firm controls around the Company’s cash management
processes. The TMS can also seamlessly interface with a company’s general ledger offering an instant
financial dashboard. The financial crisis has heightened the need for better transparency into a company's
cash positions, as the traditional lines of credit have become increasingly scarce.
Through the proper selection and implementation of a TMS, Treasury can efficiently respond to the
financial needs of the company. This efficiency allows for timely and flexible response to the Company’s
1
Exhibit__(AP-E7)
Schedule 6
cash needs and significantly reduces costs associated with cash management. The Treasury Management
System will assist in the automation of the following functions: Cash Positioning, Investment and Debt
Portfolio management, Future Funding Analysis, SOX Compliance, Electronic Funds Transfer, Accounts
Reconciliation, Cash Forecasting, General Ledger Interface, Report Writing, Bank Relationship Database,
and Intra-company Management and Counterparty Risk Management.
•
Alternatives: Stay with the current package; evaluate using Oracle Financials which contains a
TMS application that is not as robust and cannot support subsidiaries who utilize different
financial systems to run their company.
•
Risk of No Action: The TMS is a Sarbanes-Oxley system. Loss of controls relating to the current
cash management process could significantly decrease the Company’s ability to be SarbanesOxley compliant. Will also lose the ability to manage daily cash processing in a timely, efficient,
and cost effective manner.
•
Non-financial Benefits: Sarbanes-Oxley compliance.
•
Summary of Financial Benefits (if applicable) and Costs: Project costs will be $1.5 million in
vendor costs.
•
Technical Evaluation/Analysis: Not Applicable.
•
Project Relationships (if applicable): Not Applicable.
•
Basis for Estimate: Based on cost of initial TMS implementation.
Historical Spend
Actual 2011
Actual 2012
Actual 2013
Actual 2014
Historic
Year
Forecast
2015
(O&M only)
EOE
Actual 2011
Historic
Forecast
Year
2015
(O&M only)
Labor
M&S
A/P
Other
Total
2
Exhibit__(AP-E7)
Schedule 6
Request ($000):
Request
2016
Request
2017
Request
2018
Request
2019
Request
2020
$1,500
Request by Elements of Expense:
EOE
Labor
M&S
A/P
Other
Overheads
Total
2016
2017
2018
$1,500
$1,500
3
2019
2020
Exhibit__(AP-E7)
Schedule 7
X
Capital
O&M
2016 - Finance, Corporate Accounting
Project Manager
Project Number
Status of Project
Work Plan Category
PowerPlant Application Upgrade 2
William Talbot, Grace Scarpitta
21490520
Not Started
2017
October 2020
Strategic - IT Enhancement
Work Description:
The PowerPlant application is a client/server accounting software used by Con Edison’s Property
Record Project Accounting, and Tax Departments for project management, asset management
and tax, and cost accounting. It enables the company to control and monitor distributed
construction, and to take advantage of its capital intensive nature in terms of costing and
profitability analysis, asset recovery, and tax minimization.
Significant upgrades to the PowerPlant suite of applications are released by the vendor every two
to three years. Con Edison will be required to implement the releases that impact accounting of
fixed asset, project management, and tax. The Property Record, Project Accounting, and Tax
departments will evaluate whether the changes are applicable to Con Edison’s accounting, and
recommend whether an upgrade is required. Every upgrade will require changes to our
customization of the PowerPlant software. Since implementing the PowerPlant suite of
applications in August 2010, an upgrade has been done every year, two major and one minor.
The purpose of this project is to upgrade the PowerPlant suite of applications to the version that
is required to make the Property Record, Project Accounting, and Tax groups perform their
business functions effectively.
An upgrade to the PowerPlant application suite will involve feasibility studies, planning/design,
development, and implementation. The following tasks must be complete for the upgrade:
• Compare of the new release source code with the current customized Con Edison version
• Merge the customized code with base product of the new release
• Compare the existing database schema with the new database schema
• Develop database scripts for upgrading the database table structure
• Modify existing reports, interfaces, configurations, and extensions
• Update existing test scenarios/scripts to include new product features
• Create Development/UAT environment
• Perform Integration Testing Cycles (ITCs) as deemed necessary by the scope of the
upgrade
1
Exhibit__(AP-E7)
Schedule 7
•
•
•
•
•
•
•
Perform User Acceptance Testing
Obtain User Signoffs and Approval to migrate the new code to production
Develop a comprehensive cutover strategy document and a production cutover plan
Coordinate cutover/drills with other ERP team members
Perform mock cutover drills
Backup the existing production database before performing the cutover steps
Migrate the new application version to production
There are various internal and external factors that can compel an upgrade to the PowerPlant
application: IRS revision procedures, new PSC requirements, new accounting releases,
application releases, and infrastructure upgrades that prevent hardware, middleware, and
operating system obsolescence. An upgrade will reduce the likelihood of errors and thereby
mitigate the Company’s exposure to enterprise risks of significant misstatements of the
Company’s financials. Con Edison will be required to implement these changes. The Property
Record and Tax Departments will evaluate whether the changes are applicable to Con Edison’s
general accounting practices and determine whether an upgrade is required. Every upgrade will
require further customization of the PowerPlant software.
A recent example is with CEI’s method of accounting change to deduct repair and maintenance
costs not required to be capitalized under IRC § 263(a), the Company upgraded the “Repair Tax
Expense” module in PowerPlant to fully process repair expense options and maintain tax units of
property directly on its book unit catalog for electric distribution. Tax is currently analyzing
opportunities for additional accelerated tax deductions as the result of the recent final regulations
for steam and gas. The Company is anticipating expanding its current accounting method for
repairs to apply to all of its operating areas.
In addition, infrastructure changes such as operating system, hardware, and middleware
obsolescence will trigger a PowerPlant application upgrade. The upgrades are done to protect the
system from malicious software.
•
Alternatives: The alternative to upgrading the software packages to accommodate the
changes would be to maintain manual calculations outside of an automated and controlled
environment. The manual process would require the Property Record and Tax
Departments to invest significant hours in calculating adjustments and maintaining
records to support their calculation. Such processes would increase the risk and reduce
the efficiency of the groups.
•
Risk of No Action: If an upgrade is not pursued, the following risks would apply:
o Con Edison would be out of compliance with new IRS regulatory procedures
o The application would no longer be supported by the vendor, PowerPlan, Inc.
o An obsolete software product would be used in key business processes, resulting in
incorrect accounting in terms of tax depreciation calculations and determination of
2
Exhibit__(AP-E7)
Schedule 7
tax repair deduction eligibility. The vendor currently releases product upgrades that
are in compliance with the business requirements or laws
•
Non-financial Benefits: If an upgrade is pursued, then benefits would include:
 Protection against software vulnerabilities
 Reduction in the likelihood of PowerPlant system generated errors
•
Summary of Financial Benefits (if applicable) and Costs: For the upgrade, costs primarily
consist of acquisition of the current updated PowerPlant software and effort hours from
IR in order to develop scripts, update interfaces and conduct comprehensive testing
before final migration to the Production database.
•
Technical Evaluation/Analysis: For the upgrade:
 IR will work with PowerPlan to merge Con Edison’s customized code into the
latest PowerPlant base code
 IR will compile the final source code from the vendor and will work with
Property Record, Tax, and the vendor to deploy the software
•
Project Relationships (if applicable): This project is not related to any others.
•
Basis for Estimate: Costs for the PowerPlant application upgrade were determined based
off estimated effort hours for previously completed PowerPlant upgrades in 2011 and
2012. The costs also include estimates of internal effort hours and web software
development cost provided by IR.
Historical Spend
Actual 2010
Actual 2011
Actual 2012
Actual 2013
Historic
Year
(O&M only)
Actual
2014
EOE
Actual 2010
Historic
Actual
Year
2014
(O&M only)
Labor
M&S
A/P
Other
Total
3
Exhibit__(AP-E7)
Schedule 7
Request ($000):
Request
2015
Request
2016
Request
2017
Request
2018
Request
2019
Request
2020
232.00*
232.00*
927.00*
927.00*
2017
14.0
193.0
25.0
232.0
2018
14.0
193.0
25.0
232.0
2019
112.0
618.0
197.0
927.0
EOE
Labor
M&S
A/P
Contingency
Total
2015
2016
*Amounts include Overheads
4
2020
112.0
618.0
197.0
927.0
Exhibit__(AP-E7)
Schedule 8
X
Capital
O&M
2016 – Common Capital Portfolio
Project Manager
Project Number
Status of Project
Work Plan Category
PI360 Governance Expansion – O&M Portfolio
Sonia Gomez
21496939
Approved, Not Started
1/2/17
12/31/20
Strategic - Efficiency and Process Improvements
Work Description:
The Enterprise Program Management Office (EPMO) in the Business Improvement Services department
facilitates both the capital portfolio optimization and management processes enterprise-wide.
In 2014 and 2015, the EPMO upgraded the existing optimization software and, working with UMT
Consulting Group (UMT), designed and implemented the Portfolio Intelligence 360 (PI360) portfolio
management solution for the Common portfolio. This enabled the automation of the capital governance
reporting process of the Common portfolio and integration with the capital optimization process. Also in
2015, the design work for the Gas and O&R portfolio solution is in progress and will be rolled out in
early 2016.
In 2017, the EPMO will re-engage with UMT to build upon the existing solution and automate the
Governance / portfolio management process for the O&M portfolios across business units. The work will
involve a series of workshops with key stakeholders, requirements analysis and solution design work,
building and testing, report development, as well as extensive user training.
The project is expected to begin in early 2017 and additional functionality will be required in 2018 and
2019 across all portfolios, as the portfolio management process matures. The costs over the 4 year period
are estimated to be $3,000,000, including expenses.
Over the past several years, the Company has developed and implemented a Capital Optimization Process
to evaluate projects and programs on an enterprise-wide basis, and to make optimized expenditure
decisions within operating units utilizing standardized analytical methods and guidelines. To accomplish
this, in recent years, the Company has purchased and implemented a capital optimization software
application.
In addition, Con Edison has developed and implemented an enhanced project portfolio management and
governance approach regarding capital spending. This process has been in place since 2010 for Common
capital, and was initiated for the Gas capital portfolio in April 2014, followed by the Electric T&D (Sept.
2014) and Steam (Mar. 2015) capital portfolios.
1
Exhibit__(AP-E7)
Schedule 8
process is a revised and “sanctioned” year-end forecast. The GC reporting is accomplished through MS
Excel and PowerPoint, and is highly manual.
In 2014 and 2015, the EPMO upgraded the optimization software and, working with UMT Consulting
Group (UMT), designed and implemented the Portfolio Intelligence 360 (PI360) portfolio management
solution for the Common portfolio. This enabled the automation of the capital governance reporting
process of the Common portfolio and integration with the capital optimization process. Also in 2015, the
design work for the Gas and O&R portfolio solution is in progress and will be rolled out in early 2016.
In 2017, the EPMO will re-engage with UMT to automate the Governance / portfolio management
process for the O&M portfolios.
The PI360 solution will enable CECONY to streamline and automate many of the current EPMO
processes and reporting needs, primarily portfolio management.
UMT Consulting Group will work with the CECONY teams to deliver the objectives by leveraging and
enabling the abilities to:
• Streamline and automate time-phased financial analysis and reporting
• Automate the portfolio financial forecasting process, including change request and re-baselined
budget (part of sweep process, now with audit trail)
• Automate EPMO Project/Portfolio Reporting
• Improve forecasting process to minimize budget redirects
• Connect different data sources into one common repository for EPMO analysis, reporting and
financial management
• Prepare a solution to support the management of the O&M portfolios, i.e., manage all projects using
the same process and technology platform
• Design and implement a Financial Management data import module to connect Oracle BI with PI360
• Enhance the existing solution, based on the evolving needs of all portfolios
•
Alternatives:
Alternative 1 – Do nothing. This would mean using MS Excel and PowerPoint for future O&M
governance analysis and reporting.
This alternative has a higher risk for error, is more time consuming and resource intensive, and
provides less automated process controls and quality checks.
•
Risk of No Action:
2
Exhibit__(AP-E7)
Schedule 8
Process Risks
 We would not have a tightly integrated optimization and governance process.
 The governance process for O&M portfolio will be completed manually each
reporting period. This will limit the analysis and reporting benefits from a more
automated governance process. It will also leave us open to human error, and
technical issues and limitations associated with the use of a spreadsheet based
process.
 Reporting will be manual and inflexible with the lack of automated rollup and drill
down capabilities. Ad Hoc reporting will be either impossibly hard or extremely labor
intensive.
 Establishing enterprise and objective project and portfolio execution performance
measurements will be labor intensive, inflexible and subject to manual interpretation
without the structure and integration supported by the platform.
Cost Risks
 No single source of data will be available for portfolio management / governance
reporting, leading to increased manual effort to consolidate and summarize reporting.
Quality Risks
 The manual data collection process is prone to error.
 No single source of data will be available for reporting on project financials, status,
issues and risks, decreasing the quality of financial and project reporting.
 The application of universal performance standards is difficult and prevents the
Company from identifying and remedying situations of sub-par performance.
•
Some of the Non-financial Benefits of this project are:
 Increased alignment between our investments and our Enterprise Business Strategy
 Creates an opportunity to improve business processes.
 The integrated view of all projects planned and in-progress provides support in
managing the portfolio budgets and identifying opportunities.
 A standardized platform provides the infrastructure for incremental process
improvement activities.
Additional benefits are:
• Project Delivery – Integration of financial budgets, actuals and re-forecasting.
Increased transparency on projects, improvements to budgeting and reforecasting via
Sanctioned Change Requests.
• Budget Development and Management – Tools to prepare and actively manage
project forecast, earned value and actuals.
• Training efficiency and employee mobility
• New employee integration
• Administrative efficiencies
•
o Costs:
 The Costs are based on an estimated number of days for professional services from
UMT Consulting Group and 1 FTE (internal labor): $3,000,000, including expenses
•
3
Exhibit__(AP-E7)
Schedule 8

UMT360/PS2013 (known internally as Portfolio Intelligence 360, or simply PI360) –
Portfolio Management system automating management from development of white
papers, through optimization and budget process, through Management of active
portfolio on a per year basis. The Common capital portfolio is leveraging the PI360
solution now, and, in 2015, we are currently expanding the solution to include the Gas
capital portfolio.
•
 The EPMO is currently implementing the PI360 solution for the Common Capital
portfolio, and expanding to Gas, Electric and Steam Capital; this new project will
expand the solution to train, onboard, manage data, implement reports/analytics, etc.
for the O&M portfolio.
•
Basis for Estimate:
UMT Consulting Group and 1 FTE (internal labor): $3,000,000, including expenses
Actual 2011
Actual 2012
Actual 2013
Actual 2014
Historic
Year
Forecast
2015
(O&M only)
EOE
Actual 2011
Historic
Forecast
Year
2015
(O&M only)
Labor
M&S
A/P
Other
Total
Request ($000):
Request
2016
Request
2017
Request
2018
Request
2019
Request
2020
$0
$1,000
$1,000
$500
$500
4
Exhibit__(AP-E7)
Schedule 8
EOE
Labor
M&S
A/P
Other
Overheads
Total
2016
2017
$125
$801
2018
$137
$788
$74
$1,000
$75
$1,000
5
2019
2020
$500
$500
$500
$500
Exhibit__(AP-E7)
Schedule 9
X
Capital
O&M
2016 – Law – Business Ethics & Compliance
Project Manager
Number
Status of Project
Certificate of Disclosure – Conflicts of Interest Management Software
Tricia Ryan
PN.21517835
215261640001
Planning
January 1, 2016
Estimated Completion Date December 31, 2018
Strategic
Work Plan Category
Work Description:
The Business Ethics and Compliance group (BEC) within the Law Department is tasked with
ensuring that all Company employees comply with the Company’s Conflict of Interest (COI)
Policy. This is accomplished by periodically surveying employees and requiring them to disclose
any potential conflicts. Updating the survey and making it more user friendly, while
discretionary, is important because it will maximize compliance with the COI Policy and meets
several of the Company’s strategic drivers, as further described below.
Reduce and Manage Risk (Strong):
Conflicts of Interest (COI) is a key area of risk for the Company. This is based on the fact
that conflicts of interest, when not eliminated or properly mitigated, can lead employees
to act in ways contrary to their professional responsibilities potentially resulting in
damage to the Company.
It is important that all employees remain free from the influence of or the appearance of
any conflicts with the Company’s interests. Eliminating conflicts of interest is the most
effective way to reduce the potential for unethical behavior; however, whether a specific
situation creates an actual or potential conflict of interest that does or could harm the
Company will depend upon the facts and circumstances that exist. The goal of the survey
is to identify potential conflicts so the specific facts of a situation can be reviewed and
appropriately mitigated.
The current process is manually intensive and does not encourage or allow for detailed
and searchable employee responses. Allowing for a systems approach, updating the
survey and making the questions more targeted, will result in improvements to the
management of the COI process. In addition, the current COI process has limited
reporting capabilities through existing report templates. Revised questions and reporting
capability will provide us with a more accurate and expansive picture of what conflicts
1
Exhibit__(AP-E7)
Schedule 9
exist within the Company, which will then allow for development of appropriate
mitigation plans, thus reducing risk to the Company.
Strengthen and Develop Employees (Low): Employee Retention Rate
Employees who do not disclose potential conflicts of interest with the company and work
in situations in which they have a conflict are usually terminated from the company. But
having effective software that encourages better employee response and enables the
Company to track potential conflicts more effectively will help prevent such employee
terminations. In addition, employees who work free of any pressures resulting from
personal or financial conflicts are more effective and competent employees as their
primary professional loyalty is to the Company.
Enhance External Relations (Moderate):
Conflicts of interest are a concern for not only the Company, but for regulatory agencies
and customers as well. It is essential that the Company identify any situations where an
employee’s professional obligation to the Company will not be unduly influenced by a
secondary outside interest. Having an effective COI system that tracks and manages
potential Conflicts of Interest improves and maintains this aspect of our relationship with
these stakeholders.
Strengthen Company Process (Extreme):
Process Improvement - The current process is manually intensive and does not encourage
or allow for detailed and searchable employee responses. By updating the survey and
making the questions more targeted, we will improve the management of the COI
process. In addition, the existing COI process has limited reporting capabilities through
the existing report templates. Revised questions and reporting will provide us with a more
accurate and expansive picture of what conflicts exist within the Company.
Employee Productivity - Employees are required to make a new disclosure every time
their circumstances change or bi-annually (all management and some union titles only).
The new software, once used for the first time by the employee, will allow employees to
update previous disclosures rather than complete the entire survey each time. In addition,
the new software will create an automated mechanism for the tracking and managing of
disclosure responses to ensure full review and closure of each disclosure. The current
mechanism for tracking and managing responses is lengthy and manually intensive.
Accordingly, the new software is more efficient for employees as both the user and for
those conducting the administrative review.
Implementation for this project is approximately 3 months. The kick off for the project is
scheduled for January, 2016 and the estimated go live date is April, 2016.
It is important that all employees remain free from the influence of or appearance of any
conflicts with the Company’s interests. Eliminating conflicts of interest is the most effective way
to reduce the potential for unethical behavior; however, whether a specific situation creates an
2
Exhibit__(AP-E7)
Schedule 9
actual or potential conflict of interest that does or could harm the Company will depend upon the
facts and circumstances that exist.
The BEC group initiates a Certificate of Disclosure Survey each year for all CEI Officers, and
bi-annually for all CECONY and ORU Management Employees (including Officers) and certain
selected Con Edison Company of New York (CECONY) and Orange & Rockland (O&R) Union
titles through the Certificate of Disclosure Application. This application was built in-house and
is currently maintained by IR using Company servers. The results for CECONY and O&R
surveys are recorded automatically within the application, and the results for the CEBs are
tabulated manually by the Human Resources Specialist at Con Edison’s Competitive Shared
Services and reviewed by the BEC Administrator.
The existing application is limited in capabilities. It currently collects only one line of
information for each disclosure made by an employee. This limited approach to required
disclosures can be improved, particularly because of the manually intensive nature of the process
where the BEC Administrator is required to review and mitigate any potential conflicts of
interests reported because it does not provide enough information to properly evaluate a situation
for disclosure risks.
In addition, the method for tracking and managing COI survey results is currently done manually
through an Excel Spreadsheet. There is no automated approach for tracking the review process of
each disclosure or tracking any mitigating actions that are being taking as a result of any
discovered conflicts.
The current application does not capture data from the CEB’s. As stated above, the process
CEB’s use now is through the completion of a printed out survey, which is then faxed in. With
the implementation of this solution, all three of Con Edison’s business will be incorporated into
the solution. A vendor solution is also scalable. So if the Company were to hire more employees,
merge, etc. it would be able to handle the volume without additional infrastructure. In addition, if
the Company moved to expand the reach of the disclosures contractor who have relationships
within the company, the solution would be able to expand to meet those requirements.
Conflict of Interest vendor solutions come with tools that are a culmination of the industry best
practices and experience for managing employee conflicts. The implementation of these
solutions will ultimately make our Company more agile to the ever changing requirements and
trends.
Overall, through the implementation this software, the Company’s end users, the administrative
users and overall effectiveness of the Certificate of Disclosure process will be significantly
enhanced. With surveys that are easy to complete, that carry over previous years’ answers, and
guide end users to only answer relevant questions, all users will have an overall improved
experience. There will be more clarity about the information that needs to be provided thus
improving the quality of the employee data collected. Accordingly, the administrative users will
be able to identify, track, manage and resolve conflicts more effectively.
The below enhanced software features will also automate a largely manual process and allow for
more effective management of the process:
3
Exhibit__(AP-E7)
Schedule 9
•
•
•
•
•
•
•
Ability to send reminders to employees for specific disclosures that require more frequent
updates
Automate the delivery of a survey to employees who have had title changes
Ability to see chain of command of individual to look for perceived conflicts of
individuals reported in disclosure.
Tracking and managing of survey responses to ensure full review and closure of each
disclosure with ability to communicate to employee for questions and completion of
review
Global search capabilities to easily find data
Ability to easily retrieve and review current and past surveys for specific employees
A centralized and easily accessible repository for storing COI mitigation plans
•
Alternatives: In November of 2014, BEC underwent a review process of the current
application to see if it could be upgraded to address the Company’s needs. A functional
specification was completed for the upgrade to the collection of additional data elements.
After the completion of the Functional Specifications, an initial quote of $123,000 to
make the updates and launch the program by August of 2015 was given. In addition, BEC
also had additional reporting requirements and COI data management needs that were not
addressed in the initial specification.
In order to complete the upgrades to the questionnaire we were looking for, the current
application would have to have been rebuilt completely.
At that time, we met with our Vice President and Chief Ethics and Compliance Officer
(CECO), Kimberly Strong, and Director of Legal Tech and Info Governance, Teressa
Barillas, and determined that a vendor based solution with an out-of-the-box software
would be a better option to meet our requirements. The vendor solution will not only be
able to deliver an enhanced survey, it will also address additional needs not reviewed in
our initial functional specifications.
•
Risk of No Action: It has become apparent that the vendor based solutions available for
Conflict of Interest Management will not only address our needs for updating the
disclosures received from employees but will also address our need to more effectively
track and manage the data received from those disclosures.
The current system in which we track employees’ disclosures on Microsoft Excel
spreadsheets is not an effective method to accurately manage and avoid potential
conflicts. Large Excel spreadsheets do not track the communication and follow-up
necessary to manage disclosures that need a mitigation plan and the associated
documentation of that plan.
In addition, with the new systems available, if an employee transfers within the
Company, the available options to automate a reminder to employees to update
4
Exhibit__(AP-E7)
Schedule 9
disclosures are available. This reduces that risk that the required disclosure update will be
overlooked following an internal Company transfer.
•
Non-financial Benefits: Once the new software is fully implemented, BEC will be able to
more effectively monitor and track employee disclosures, thus increasing the Company’s
reliability when it comes to eliminating and managing risks resulting from conflicts of
interests.
•
Summary of Financial Benefits (if applicable) and Costs: Not Applicable
Since we will be using a vendor and this is a system process improvement, there are no
financial benefits in increased efficiencies on full time employees.
The 2017-2018 costs are based off estimates of what a yearly software license will be.
•
Technical Evaluation/Analysis: Two industry surveys were completed to determine what
other organizations within the utility industry and within the E&C industry were doing
regarding Conflicts of Interest disclosures.
A Utility Industry Technology (UNITE) Benchmarking Study Request was sent to 18
other utilities members. The study requested information regarding the use of vendor
products by UNITE members that we could evaluate for potential use in Con Edison.
Unfortunately, of the 18 utilities in the survey none at this time use a vendor product.
Though, one of the vendors is looking to replace their existing in-house system like us.
Handling of Certificate
of Disclosure Response
Through the Ethics and Compliance Initiative (formerly the Ethics and Compliance
Officers Association) a survey was sent out to all members to benchmark what other
organizations are doing in regard to administering and tracking conflict of interest
surveys. Of the 120 ECI member participants in the survey who responded to the
question about the format used to administer the survey, 28.3% responded that they are
currently using a vendor solution, and 41.7% use an in-house application system. The
information given through this survey indicates that there are vendor based solutions in
the market that will meet our requirements. (Report attached)
ECI_COI_SurveyResul
ts.pdf
•
Project Relationships (if applicable): Not Applicable
•
Basis for Estimate: Three vendors were asked to come in and complete a demonstration of
their COI software solutions. The three vendors, COI Risk Manager, Convercent and
5
Exhibit__(AP-E7)
Schedule 9
COMPLI, each had a different approach to the software solution. Convercent has a
solution that is part of a larger Governance Risk & Compliance (GRC) solution. It has a
sophisticated, yet different approach to managing and tracking disclosures, with each
disclosure having its own review path. COI Risk Manager offered a solution that was not
part of a larger GRC solution. COMPLI also offers a system that is part of a larger GRC
solution and the most options for customization.
All three contained many features to meet our specifications, including but not limited to
the ability to push out surveys to employees, a communication tool, and tracking options.
Based on the demonstrations and cost summaries provided by these three vendors we
were able to establish a baseline for how much the desired system would cost.
Historical Spend
Actual 2011
Actual 2012
Actual 2013
Actual 2014
Historic
Year
Forecast
2015
(O&M only)
EOE
Actual 2011
Historic
Forecast
Year
2015
(O&M only)
Labor
M&S
A/P
Other
Total
Request ($000):
Request
2016
462.2
Request
2017
150.7
Request
2018
Request
2019
Request
2020
150.7
EOE
Labor
2016
161.6
2017
2018
301.6
150.7
150.7
M&S
A/P
6
2019
2020
Exhibit__(AP-E7)
Schedule 9
Other
Overheads
Total
462.2
150.7
150.7
7
Exhibit__(AP-E7)
Schedule 10
X Capital
□
O&M
2018 - Finance
Project / Program Title
Project Manager
Project Number
Estimated Project Start Date
Status
Work Plan Category
Hyperion Strategic Finance Enhancement
David Blessing
21521430 HSF Enhancement
2018
Not started
2019
Strategic – IT Enhancement
Supplemental Information
Hyperion Strategic Finance (HSF) is used for the five year forecast and annual budget
preparation as well as ad-hoc scenario analysis at the regulated utilities and the CEI Holding
Company. HSF is also a repository for the competitive energy businesses forecasts, and the
consolidation system for the CEI corporate forecast and budget.
Budgeting and forecasting activities are a combination of automated and manual processes that
require extensive user knowledge and training with respect to HSF and its various upstream
resources. These processes are very time-consuming and susceptible to error. The current
processes and software limitations make relatively straightforward activities such as editing
reports a laborious, time-intensive, low-value-added exercise that takes significant time away
from high-value analysis work.
With the proposed solutions as laid out in the following paper, the forecasting process can be
improved and simplified to reduce processing times and risk of errors while greatly enhancing
system capabilities to produce more powerful, accurate and insightful predictions of the
company’s financial future. The project scope will address three types of software
enhancements: system performance enhancements or alternatives that will improve the current
processes by reducing the time it takes to complete tasks; system integration enhancements that
will improve the integration of HSF with other company systems, thereby increasing automation
and providing new analytic tools; and system capability expansion which will develop new
capabilities of the system to increase its usefulness and forecasting prowess.
System Performance Enhancements
Despite the best efforts of IR to make performance improvements to the latest version of Oracle
HSF (version 11.1.2.3), performance remains sluggish and is lowering the productivity of the
department due to time spent waiting for the system to calculate, update, and produce financial
reports. Performance enhancements within the scope of this project will be to:
1
Exhibit__(AP-E7)
Schedule 10
•
•
•
•
•
Facilitate auto-calculation of revenue requirements. Currently, the system can
handle a one-period revenue requirement calculation in a reasonable time frame,
but the system cannot perform a multi-month calculation in an acceptable amount
of time. Given the calculation can take upwards of three hours in HSF, the revenue
requirement calculation continues to be done off-line on manual Excel
spreadsheets which increases risk of user error and delays the forecasting process.
Aim to increase efficiency and speed with which reports are retrieved, written and
modified. This will save time for users, administrators, and developers.
Enable dynamic reporting, allowing users to query on report details, gain a deeper
understanding of forecast drivers, and reduce report maintenance times.
Create graphs and tables in presentation-ready formats, helping to present forecasts
with meaningful graphics.
Explore additional ways to promote automation, improve processing time, and
decrease manual data manipulation and offline calculations
System Integration Enhancements
•
Hyperion Planning
The source data that is loaded into HSF comes from a variety of external systems and
uses several methods of data importing. Enhancements to make data loading an
automated process using the native mapping function will reduce risk of input errors.
This will require additional integration with the Hyperion Planning application. Likewise,
there is a significant amount of budget data that is calculated by HSF which is then
manually input into HP; developing the technology to automatically back-feed this data
to HP (and ultimately BI) will further reduce the chance of human error and significantly
reduce the amount of time spent manually copying-and-pasting data from one planning
system to another.
•
Predictive Modeling Companion Software
While HSF is a serviceable forecasting tool for a single static forecast driven by data
extracted from HP, it is not an effective simulator given its highly complex forecasting
logic and extremely slow calculation speeds. It is a very time consuming and labor
intensive process to run alternative what-if scenarios.
Integration of HSF with another companion application for predicative modeling,
simulation, and optimization will allow the company to make better tactical decisions to
reach its objectives and gain a competitive edge in uncertain market and regulatory
conditions. Integration with a Monte Carlo simulator with advanced optimization and
calculation capabilities will allow the company to gain insights into the critical factors
affecting risk and performance, thereby driving more intelligent operations and financing
decisions.
•
Competitive Energy Businesses
2
Exhibit__(AP-E7)
Schedule 10
The project will explore the possibility of expanding HSF for use at the CEBs.
•
Other Systems
PowerTax - Automated interface with the Tax department’s capital asset tax depreciation
model.
System Capabilities Expansion
The forecasting software must be expanded to allow for growth of company initiatives and an
ever changing regulatory environment. Enhancements to add additional functionality may
include:
• Capability to forecast new regulated lines of business (i.e. mid-stream gas
processing) and unregulated businesses (i.e. utility-scale renewable generation).
• Capability to forecast the impact of distributed energy resources penetration in the
regulated utilities’ service territories.
• Capability to forecast regulated earnings under new regulatory models that may
place a greater emphasis on performance metrics, ROE adders, TOTEX budgeting,
and other regulatory reforms as suggested in New York’s Reforming the Energy
Vision and other recently reformed regulated marketplaces.
• Greater sensitivity analysis capabilities with respect to varied ranges of independent
variables and associated outcomes.
• Capability to predict future share prices and long-term interest rates.
The total cost for a comprehensive forecasting solution is estimated at $2 million spent over the
course of one year (2018). The enhanced system is expected to go-live in January 2019.
Justification Summary
It is essential that the system is enhanced in such a way that the system can grow as the business
needs grow and the role of the regulated utility changes.
In the near term, the new model will reduce the time to complete the annual budget and five-year
forecast and improve the accuracy of reporting.
The enhanced model and any companion modeling software will provide many long term
benefits as discussed in the benefits section below.
Supplemental Information
•
Alternatives: The alternative would be to keep the current process of budgeting and
forecasting.
•
Risk of No Action: Keeping the current process ensures that the forecasting process will
continue to rely on external manual data manipulation, slow calculation and reporting,
and very limited insight into alternative forecast scenarios.
3
Exhibit__(AP-E7)
Schedule 10
•
Non-Financial Benefits: Numerous non-financial benefits will be realized, including:
o Increased ability to forecast alternative budget scenarios under varied operating
environments that can provide a more complete picture of likely financial
performance
o Reduced manual data manipulation
o Reduced reliance on employee intervention to import and export data across
company systems
o Time savings and smoother transitions when there is employee turnover since the
process will be more efficient, transparent, and less manual
o Faster, more precise calculations of revenue requirement
o Faster turn-around times for producing reports
o Increased analytical capabilities, data mining, and identification of key drivers
o Faster loading and extraction of data into and out of HSF with a greatly reduced
risk of error
o Ability to better forecast earnings ranges with confidence levels based on an
indefinite number of variables
o Opportunity to move to a single corporation-wide budgeting platform
o Automated integration with more company systems
o Greater ability to forecast earnings under a changing regulatory landscape
o Ability to adapt to a changing corporate structure and new investment
opportunities
•
Summary of Financial Benefits and Costs: An enhanced system should reduce the time
needed to develop the budgets and forecasts. The reduction in required labor will allow
for the reallocation of one CECONY full-time employee to meet other company needs.
This could result in potential annual cost avoidance of approximately $170,000.
•
Technical Analysis: Financial Forecasting will work with a vendor with expertise in
Hyperion Strategic Finance, other forecasting/modeling systems, and forecasting best
practices to develop a statement of work to lay out the business and technical
requirements of enhancing our current forecasting system or equivalent solution.
The statement of work will outline the requirements to improve system performance,
system integration, and system capabilities as previously outlined. The vendor will then
work with Consolidated Edison’s Financial Forecasting and IR teams to provide a
detailed project plan with pre-determined milestones and detailed cost estimates.
The project plan may include revisions of forecasting formulas and reporting logic, new
intra-system data and meta-data mapping, new data warehousing methods,
implementation of new predictive modeling software, upgraded hardware, or other
solutions as determined in the technical analysis.
•
Project Relationships: Not applicable
4
Exhibit__(AP-E7)
Schedule 10
•
Basis for Estimate: The funding estimate is based on prior expenditure experiences with
Oracle/Hyperion product upgrades and other similar forecasting and budgeting
technology solution projects.
Historical Spend
Actual 2011
Actual 2012
Actual 2013
Actual 2014
Historic
Year
Forecast
2015
(O&M only)
EOE
Actual 2011
Historic
Forecast
Year
2015
(O&M only)
Labor
M&S
A/P
Other
Total
Request ($000):
Request
2016
Request
2017
Request
2018
Request
2019
Request
2020
$2,000
EOE
Labor
M&S
A/P
Other
Overheads
Total
2016
2017
2018
$300
400
1000
300
$2,000
5
2019
2020
Exhibit__(AP-E7)
Schedule 11
X
Capital
O&M
Project Manager
Project Number
Status of Project
Work Plan Category
PI360 Governance Expansion – Steam
Sonia Gomez
21719883
1/2/17
12/31/17
Work Description:
management solution for the Common portfolio. This enabled the automation the capital governance
early 2016.
In 2017, the EPMO will re-engage with UMT to build upon the existing solution, add additional
functionality and automate the Governance / portfolio management process for the Steam Capital
portfolio. The work will involve a series of workshops with key stakeholders, requirements analysis and
solution design work, building and testing, report development, as well as extensive user training.
The project is expected to begin in early 2017 and end in late 2017.. The costs are estimated to be at
$750,000, including expenses.
application.
2014) and Steam (March 2015) capital portfolios.
1
Exhibit__(AP-E7)
Schedule 11
process is a revised and “sanctioned” year-end forecast. The GC reporting is currently accomplished
through MS Excel and PowerPoint, and is highly manual.
solution for the Common portfolio This enabled the automation the capital governance reporting process
of the Common portfolio and integration with the capital optimization process. Also in 2015, the design
work for the Gas and O&R portfolio solution is in progress and will be rolled out in early 2016.
process for the Steam Capital portfolio.
• Prepare a solution to support the management of the Steam portfolio, i.e., manage all projects using
•
Alternatives:
Alternative 1 – Do nothing. This would mean using MS Excel and PowerPoint for governance
analysis and reporting.
•
Risk of No Action:
Process Risks
2
Exhibit__(AP-E7)
Schedule 11




We would not have a tightly integrated optimization and governance process.
The governance process for the majority of the capital portfolio will be completed
manually each month. This will limit the analysis and reporting benefits from a more
process.
Reporting will continue to be manual and inflexible with the lack of automated rollup
and drill down capabilities. Ad Hoc reporting will be either impossibly hard or
extremely labor intensive.
Establishing enterprise and objective project and portfolio execution performance
Cost Risks
Quality Risks
•
 Improved transparency of the portfolio’s spending, project-specific and portfolio-wide
forecasting, and Change Request (Releases and Requests) processes.
 Increased alignment between our capital investments and our Enterprise Business
Strategy
 Increased strategic budget utilization
 Facilitates strategic redirect of funds and increases the company’s agility to
dynamically reallocate funds in response to emergencies and/or emerging work
Sanctioned Change Requests.
project forecast, earned value and actuals.
• Enables the tracking of Project Management metrics which will lead to improved
Project Management practices
•
3
Exhibit__(AP-E7)
Schedule 11
o
Financial Benefits:
o
Costs:
UMT Consulting Group, and 1 FTE internal labor: $750,000, including expenses.
•
 UMT360/PS2013 (known internally as Portfolio Intelligence 360, or simply PI360) –
portfolio on a per year basis. The Common portfolio is leveraging the PI360 solution
now, and, in 2015, we are currently expanding to Gas, and want to further build upon
and expand the solution to the Steam Capital portfolio.
•
 The EPMO is currently implementing the PI360 solution for the Common portfolio,
and expanding to Gas and Electric T&D; this new project will expand the solution (as
a Phase 3) to train, onboard, manage data, implement reports/analytics, etc. for the
Steam portfolio.
•
Basis for Estimate:
UMT Consulting Group, and 1 FTE internal labor: $750,000, including expenses.
Actual 2011
Actual 2012
Actual 2013
Actual 2014
Historic
Year
Forecast
2015
(O&M only)
EOE
Actual 2011
Historic
Forecast
Year
2015
(O&M only)
Labor
M&S
A/P
Other
Total
Request ($000):
Request
2016
Request
2017
Request
2018
Request
2019
4
Request
2020
Exhibit__(AP-E7)
Schedule 11
$0
$750
$0
$0
$0
EOE
Labor
M&S
A/P
Other
Overheads
Total
2016
2017
$75
2018
$631
$44
$750
5
2019
2020
Exhibit__(AP-E7)
Schedule 12
X
Capital
O&M
Project Manager
Project Number
Status of Project
Work Plan Category
PI360 Governance Expansion – New Functionality
Sonia Gomez
21719900
1/2/18
12/31/20
Work Description:
early 2016.
In 2018, the EPMO will re-engage with UMT to build upon the existing solution and deliver additional
functionality and reporting. The work will involve a series of workshops with key stakeholders,
requirements analysis and solution design work, building and testing, report development, as well as
extensive user training.
It is expected that additional functionality will be required in 2018 and 2019 across all portfolios, as the
portfolio management process matures. The costs over the 3 year period are estimated to be $1,500,000,
including expenses.
application.
1
Exhibit__(AP-E7)
Schedule 12
In 2018, the EPMO will re-engage with UMT to add new functionality.
• Prepare a solution to support the management of the Capital portfolios, i.e., manage all projects using
•
Alternatives:
•
Risk of No Action:
2
Exhibit__(AP-E7)
Schedule 12
Process Risks
 We would not have a tightly integrated optimization and governance process.
 The governance process for the majority of the capital portfolio will be completed
process.
 Reporting will continue to be manual and inflexible with the lack of automated rollup
 Establishing enterprise and objective project and portfolio execution performance
Cost Risks
Quality Risks
•
forecasting, and Change Request (Releases and Requests) processes
Strategy
improvement activities
Sanctioned Change Requests
project forecast, earned value and actuals
3
Exhibit__(AP-E7)
Schedule 12
•
o Financial Benefits:
o
Costs:
UMT Consulting Group, and 1 FTE internal labor (in 2018 only): $1,500,000,
including expenses.
•
and expand the solution to include the Electric T&D and Steam Capital portfolio by
the end of 2017. Beginning in 2018, it is anticipated that new functionality will be
required to further improve and automate the governance process.
•
and expanding to Gas, Electric and Steam.
Basis for Estimate:
UMT Consulting Group, and 1 FTE internal labor (in 2018 only): $1,500,000,
including expenses.
•
Actual 2011
Actual 2012
Actual 2013
Actual 2014
Historic
Year
Forecast
2015
(O&M only)
EOE
Actual 2011
Historic
Forecast
Year
2015
(O&M only)
Labor
M&S
A/P
Other
Total
Request ($000):
Request
Request
Request
Request
4
Request
Exhibit__(AP-E7)
Schedule 12
2016
2017
2018
2019
2020
$500
$500
$500
EOE
Labor
M&S
A/P
Other
Overheads
Total
2016
2017
2018
$150
2019
2020
$268
$500
$500
$82
$500
$500
$500
5
Exhibit__(AP-E7)
Schedule 13
X
Capital
O&M
Project Manager
Project Number
Status of Project
Work Plan Category
PI360 Governance Expansion – Electric
Sonia Gomez
21726055
1/2/16
6/30/17
Work Description:
early 2016.
In 2016, the EPMO will re-engage with UMT to build upon the existing solution, add additional
functionality, and automate the Governance / portfolio management process for the Electric T&D Capital
portfolio. The work will involve a series of workshops with key stakeholders, requirements analysis and
solution design work, building and testing, report development, as well as extensive user training.
The project is expected to begin in early 2016 and end in mid 2017. The costs over the 2 year period are
estimated to be $1,750,000, including expenses.
application.
1
Exhibit__(AP-E7)
Schedule 13
process for the Electric T&D Capital portfolio.
• Prepare a solution to support the management of the Electric T&D portfolio, i.e., manage all projects
using the same process and technology platform
•
Alternatives:
•
Risk of No Action:
Process Risks
2
Exhibit__(AP-E7)
Schedule 13




We would not have a tightly integrated optimization and governance process.
The governance process for the majority of the capital portfolio will be completed
process.
Reporting will continue to be manual and inflexible with the lack of automated rollup
Establishing enterprise and objective project and portfolio execution performance
Cost Risks
Quality Risks
 The manual data collection process is prone to error
•
forecasting, and Change Request (Releases and Requests) processes.
Strategy
Sanctioned Change Requests
project forecast, earned value and actuals
•
3
Exhibit__(AP-E7)
Schedule 13
o
Financial Benefits:
o
Costs:
UMT Consulting Group, and 1 FTE internal labor: $1,750,000, including expenses.
•
and expand the solution to include the Electric T&D Capital portfolio.
•
and expanding to Gas; this new project will expand the solution (as a Phase 2) to
train, onboard, manage data, implement reports/analytics, etc. for the Electric T&D
portfolio.
•
Basis for Estimate:
UMT Consulting Group, and 1 FTE internal labor: $1,750,000, including expenses
Actual 2011
Actual 2012
Actual 2013
Actual 2014
Historic
Year
Forecast
2015
(O&M only)
EOE
Actual 2011
Historic
Forecast
Year
2015
(O&M only)
Labor
M&S
A/P
Other
Total
Request ($000):
Request
2016
Request
2017
Request
2018
Request
2019
4
Request
2020
Exhibit__(AP-E7)
Schedule 13
$1,000
$750
$0
$0
$0
EOE
Labor
M&S
A/P
Other
Overheads
Total
2016
$150
2017
$75
$753
$631
$97
$1,000
$44
$750
2018
2019
2020
$0
$0
$0
5
Exhibit__(AP-E7)
Schedule 14
X
Capital
O&M
2019 Capital – Corporate Accounting / Finance and Supply Chain Support
Project Manager
Project Number
Status
Work Plan Category
Oracle EBS Infrastructure Mobility Enhancement
Janet Murray/Vince Bonelli / Michael Fratto (Oracle EBS)
21727583
Not Started
January 2, 2019
December 31, 2019
Strengthen the Company’s Support Activities
Work Description:
The Oracle Enterprise Business Solution (EBS), which was implemented in July 2012, is an integrated
suite of finance and supply chain modules through which Con Edison Inc., Consolidated Edison
Company of New York, Inc., Orange and Rockland Utilities and their affiliated regulated companies
(collectively “Con Edison”) transacts its business and financial reporting activities. The finance activities
conducted through Oracle EBS include, but are not limited to, General Ledger, Project Accounting,
Accounts Receivable, Cash Management, Assets, Collections, Project Billings, Project Costing, Project
Management, and Financial Intelligence. The supply chain activities conducted through Oracle EBS
include, but are not limited to, iProcurement (requisitioning), Purchasing (including sourcing, contracts,
and iSupplier portal), Order Management (including Warehousing and Inventory Management), and
Payables (including General Office Invoices, Sundry Payments, and iExpense).
At present, Oracle EBS can only be accessed through a company workstation or non-company
workstation/computer through the CERA system. The proposed enhancement will provide users the
ability to access Oracle EBS and through mobile devices such as iPhones, iPads, Blackberry, and other
similar devices.
Allowing for mobilization of Oracle EBS via mobile devices such as iPhones, iPads, Blackberry, and
other similar devices will continue to provide secure access to the software application. Mobility
allows for transactional approvals immediately and expands the employee’s capability to work
remotely as in the field were a workstation/computer is neither available nor practical.
•
Alternatives: The proposed enhancement is the only method by which the company can enable
mobile device users to remotely access and transact in Oracle EBS. The alternate is to maintain
the status quo and require users to log into the system through company workstations or through
CERA.
•
Risk of No Action: As the company embraces the concept of an increasingly mobile workforce,
the use of mobile devices will expand and, in some cases, become an employee’s primary, rather
than supplementary, means of accessing required data and systems. Consequently, providing
1
Exhibit__(AP-E7)
Schedule 14
transactional capability to employees using mobile devices becomes increasingly critical to
maintaining necessary business activities.
•
Summary of Financial Benefits and Costs: The current cost estimate for the Oracle EBS
Infrastructure Mobility Enhancement is $ 1.0 million.
•
Non-financial Benefits (if applicable): The Infrastructure Mobility Enhancement will increase
efficiency and productivity by providing business users and managers the ability to perform
transactional activities, such as submittal and approvals, in Oracle through mobile devices.
•
Evaluation / Analysis will be conducted after the implementation and stabilization of the Oracle
EBS and BI Software Upgrade. Implementation is scheduled for April 2018.
•
N/A
•
•
Basis for Estimate:
This is a new project, and the estimate provided is from studies from both Oracle and Gartner.
Historical Spend
Actual 2011
Actual 2012
Actual 2013
Actual 2014
Historic
Year
(O&M only)
Actual
2015
EOE
Actual 2011
Historic
Actual
Year
2015
(O&M only)
Labor
M&S
A/P
Other
Total
Request ($000):
Request
2016
Request
2017
Request
2018
Request
2019
1,000
2
Request
2020
Exhibit__(AP-E7)
Schedule 14
Company
Con Ed
(92.7%)
2016
2017
2018
2019
2020
927
O&R
(7.3%)
Total
73
1,000
EOE
Labor
M&S
A/P
Other
Overheads
Total
2016
2017
2018
2019
200
600
200
1,000
3
2020
Exhibit__(AP-E7)
Schedule 15
X
Capital
O&M
2016 Capital – Corporate Accounting / Finance and Supply Chain Support
Project Manager
Oracle EBS 12.2 and BI OBIA Upgrade Oracle 2018
Project Number
Status
Work Plan Category
PR.21749844
Janet Murray/Vince Bonelli / Michael Fratto (Oracle EBS)
Cleon Dawes (Oracle BI)
Not Started
January 2, 2016
April 30, 2018
Strengthen the Company’s Support Activities
Work Description:
The Oracle Enterprise Resource Planning System, which was implemented in July, 2012, is comprised of two major
components. The first, the Oracle E-Business Suite (“Oracle EBS”) is an integrated suite of finance and supply
chain modules through which Con Edison Inc., Consolidated Edison Company of New York, Inc., Orange and
Rockland Utilities and their affiliated regulated companies (collectively “Con Edison”) transacts its business and
financial reporting activities. The finance activities conducted through Oracle EBS include, but are not limited to,
General Ledger, Project Accounting, Accounts Receivable, Cash Management, Assets, Collections, Project Billings,
Project Costing, and Project Management. The supply chain activities conducted through Oracle EBS include, but
are not limited to, iProcurement (requisitioning), Purchasing (including sourcing , contracts, and iSupplier portal),
Order Management (including Warehousing and Inventory Management), and Payables (including General Office
Invoices, Sundry Payments, and iExpense).
The Oracle Business Intelligence (“Oracle BI”) module is a reporting tool that allows authorized Con Edison users
to develop standard and custom reports to extract data from Oracle EBS for monitoring project cost and show
financial trends at either project or specific task level. The reports derived through the Oracle BI tool also provide a
valuable tool for the planning and cost estimating of future projects.
At present, Oracle EBS is operating on Version 12.1.3, which was released by Oracle in August, 2010. Oracle BI is
currently operating on Version 7.9.6.3. Both software products are updated periodically by Oracle through the
release of patches which are regularly applied by Con Edison. The upgrades are required by Oracle as a condition of
their ongoing support agreements.
Periodically, Oracle introduces entirely new versions of its software package. The new versions, which are
generally released every 3-5 years, provide functional changes and incorporate technological changes that have
evolved since the release of the previous version. Oracle provides a window of time for its users to migrate to the
newly released version after which they advise they will no longer support the superseded software version.
In September, 2013, Oracle released a new version of its EBS software, which is numbered Version 12.2.4. It is
deemed essential for Con Edison to migrate to Version 12.2.4 no later than 1st quarter of 2019 to maintain full
Oracle system support and ensure compatibility with essential third party systems, such as Microsoft’s Operating
Software (Windows 7), which is used by all Con Edison workstations, and anti-virus software, which is critical to
Con Edison’s cyber security program. The consequences associated with failing to make this upgrade are discussed
later in this paper.
1
Exhibit__(AP-E7)
Schedule 15
Functional Enhancements
•
Finance
o Improved integration of Oracle General Ledger with Fusion Accounting Hub, providing enhanced
reporting and analytical tools
o Enhancements to Project Accounting functions such as Intercompany Billing, Federal Contract
Billing, and Project Labor Costing
o Enhancements to Oracle Receivables providing improved review and management of exceptions
during close and automated auto lockbox processing
•
Supply Chain
o iProcurement improvements to check-out editing, and multi-line updating
o Purchasing modules improvements to approval workflows, Buyer Work Center, and purchase
order creation
o Accounts Payable related improvements to invoice validation, transfer of approval on invoice
approval workflows, and parallel processing
o Improvements to Oracle Payments, Sourcing, Inventory, Service Contracts, and Order
Management
Technical Enhancements
•
On-Line Patching, which will enable business operations to continue during code migration and patching,
reducing system downtimes associated with implementation of modifications
•
Provide latest middleware and database technologies to Oracle EBS
o WebLogic Server
o Oracle Access Manager 11g
o Oracle Database 12.1.2
•
Improvements in performance, security, scalability, and administration
With respect to the Oracle BI module, the currently utilized Version 7.9.6.3 will be upgraded to Version 7.9.6.4.
Some of the key features associated with the upgrade include:
•
•
•
•
Keeps Oracle BI module current and compatible with Version 12.2.4 of Oracle EBS
Rollup patch resolves 122 known BI Applications bugs
Provides data loading performance enhancements
Sets stage for future integration with advanced technologies, including cloud based platforms
The migration to Version 7.9.6.4 had been planned for 2016, however, the schedule has been extended to the 20172018 timeframe to coincide with the Oracle EBS upgrade effort and allow upgrade program for the two systems to
be developed and tested in a holistic manner.
The overall effort associated with the migration from Oracle EBS Version 12.1.3 to 12.2.4 and Oracle BI from
Version 7.9.6.3 to 7.9.6.4 is substantial and complex due several key factors:
1.
2.
3.
The large degree of customization made to the standard Oracle product to support Con Edison business
process and controls needs.
The need to integrate both Oracle EBS and BI with retained legacy systems (e.g. CARS, COMPASS, O&R
WMS, and Logica) and newly installed systems that are external to Oracle (e.g. Manhattan Real Estate
Management).
The extensive testing program, which covers testing in three separate and distinct test segments.
2
Exhibit__(AP-E7)
Schedule 15
The first phase of the upgrade commences in the first quarter of 2016 with the initial purchase of twenty-two (22)
servers required to support both the Oracle EBS and BI modules. Upon installation of the new servers, some of the
servers being replaced will be re-purposed to support required preliminary Oracle EBS testing activities, which are
scheduled to begin in the fourth quarter of 2016.
A total of seventy-five (75) additional servers supporting the Oracle EBS module will be purchased in 2017. New
application and database servers are required to allow parallel support for the existing production systems and the
new system. Additionally, most of the existing servers will be eight (8) years old in 2018. IR recommends
replacement of servers for critical systems every five (5) years.
The labor component of the two upgrades will commence in 2016 and continue through implementation in second
quarter 2018. The Oracle EBS Team performed a technical and functional review of 412 system customizations and
categorized the work effort required on each from no effort required to very high. The Oracle BI team performed a
similar assessment based on review of over 2,000 separate objects covering bulk data movements (ETL – extract,
transform, and load), data repository, database tables, and published catalog objects within Oracle BI.
From an Oracle EBS perspective, the projected labor costs include an estimated 55,300 hours required by
Information Resources (Application Development, Technical Architecture, Single Sign-On (SSO), and Enterprise
Integration Environment (EIE)) and 52,200 hours required for Functional Support by the Oracle Support Team. The
overall project effort includes a detailed review of all changes associated with the new version, including design of
the change, integration with other customizations made by Con Edison, updating of functional and technical
documentation, development of comprehensive test suites to ensure the upgraded system functions as intended and
supports customized functions. The testing plan calls for three distinct test instances (Integration, Regression, and
End-to-End) to ensure the upgraded system functions as intended and complies with company control objectives and
Sarbanes-Oxley requirements. The labor work effort also includes preparation and dissemination of training
documents, such as revised job aids illustrating changes in look and functionality as well as post-implementation
support and stabilization.
From an Oracle BI perspective, the projected labor costs include an estimated 34,700 hours of technical and
functional support utilizing both contractor labor and company employees. The Oracle BI effort includes
application development, technical architecture, and testing of interfaces with Oracle EBS systems, specifically
Project Accounting, General Ledger, and Supply Chain modules to ensure that financial data is correctly captured in
Oracle BI.
Justification:
•
Alternatives:
There are deemed to be no viable alternates to implementing Oracle Version 12.2.4, as periodical upgrade of the
system is a necessary condition for maintaining ongoing Premier level support from Oracle. In order to properly
assess the preferred date for implementing the upgrade, however, it is necessary to outline the various levels of
support offered by Oracle.
As with most software products, Oracle provides ongoing system support on a fee basis. There are three tiers of
ongoing support provided by Oracle, with specific time frames associated with the period of time the service is
offered. The three levels are as follows:
Premier: This is the highest level of support and is provided for a period of five (5) years from the date of
initial Oracle Version release. Premier support includes licensing, security alerts, fixes, critical patch updates,
product upgrade, technological releases, access to product support and compatibility with existing third party
products/versions (e.g. Microsoft Windows and various anti-virus products). Based on the release date of
2011 for Version 12.1.3 currently utilized by the Company , Premier support for Version 12.1.3 will expire in
December, 2016, which reflects an Oracle provided extension of thirty-one (31) months from its normal
expiration date.
3
Exhibit__(AP-E7)
Schedule 15
Extended: This is the second level of support and is provided for a period of three (3) years following the
expiration of Premier Support (a total of eight (8) years from the date of initial Oracle Version release). In
the case of the currently used Oracle Version 12.1.3, extended support would start in 2016 and expire in 2019.
Extended support includes licensing, security alerts, fixes, critical patch updates, product upgrade,
technological releases for the Oracle product itself, but is more costly and provides a lower level of comfort
with regard to compatibility with third party software products.
Sustained: This is the lowest level of support offered by Oracle. Sustained support begins after Extended
Support end, which in the case of Version 12.1.3 would be 2020. Sustained support provides a significant
drop-off in support of the Oracle product itself and does not ensure Oracle compatibility with third party
software, nor does it provide security alerts, data fixes or critical patch updates. This is generally considered
to be a non-viable option for our application.
In addition to Oracle providing solutions to known bugs and defects that exist in their current version, periodic
upgrades incorporate technology improvements, ensures compatibility with newer operating systems such as
Windows 7, and incorporates new and more robust security tools into both our EBS and BI modules.
A similar situation exists with the current Oracle BI version 7.9.6.3. Extended Support of this version expires in
May, 2016, after which Sustained Support will be required until 2018. With the migration to Oracle BI version
7.9.6.4, Extended Support will be available from Oracle through May 2021.
•
Risk of No Action:
If the upgrade to Version 12.2.4 is not implemented by 2019, Oracle EBS will be on Sustained Support. The
impact of this is that our financial systems will in time become static, and potentially not offer the tools required
for the Company’s financial transactions to be compliant with tax and regulatory requirements or compatible
with third party software products. In short, failure to upgrade to Oracle Version 12.2.4 will place the Oracle
EBS system investment at risk.
From an Oracle BI perspective, 7.9.6.3 is not certified by Oracle to function in conjunction with version 12.2.4
of Oracle EBS. The Oracle BI upgrade will upgrade links between the EBS and BI modules so that Oracle BI
functions properly with the column and schema changes being implemented in Oracle EBS version 12.2.4.
Failure to upgrade creates the possibility of BI pulling incorrect data from EBS, resulting in inaccurate reporting
In addition to the linkage issues discussed above, the upgraded BI module will allow for a more systemically
derived body of data, which will provide more accurate and granular cost identification.
•
Summary of Financial Benefits and Costs
The current cost estimate for the combined Oracle EBS and Oracle BI upgrade is $33.4 million, with the EBS
portion estimated at $27.1 million and the BI portion estimated at $6.3 million. This estimate includes all
hardware and associated installation, all EBS and BI technical and functional support, and all required EBS
license costs.
•
Non-financial Benefits (if applicable):
The upgrade will maintain the Con Edison Oracle EBS and BI systems at a level that allows for ongoing
technical support from Oracle. The upgrade will also allow new Oracle designed functionality to be
incorporated into the Con Edison Oracle EBS system, with increases in productivity resulting from more
efficient completion of business transactions.
The Oracle BI upgrade will also allow for greater visibility into underlying data and trends that have an impact
on the Company’s financial performance, thus giving users tools with which they can more readily identify
negative cost trends and take appropriate remedial action, enhance standardization of reporting through systemic
4
Exhibit__(AP-E7)
Schedule 15
reporting methodologies, and provide reliable data for the projecting of future trends and financial decision
making.
Keeping the system compliant with Oracle provides the following:
Strengthen the company’s support activity by continuing to focus on technological innovation and effective and
efficient support systems.
Reduce cost to customers by continuing to provide cost savings and productivity savings in Finance and
Operations
Reduces and manage risks by continuing to produce clear, accurate and timely financials for both internal and
external customers and reduce the risk of misstatements in Corporate Accounting.
Strengthen the Company’s Human Resources by achieving superior business performance through competent
employees, engaging work and continuous learning.
•
As noted above. Oracle publications detailing the changes associated with EBS Version 12.2.4 have been
reviewed by technical and functional support personnel to determine their impact on standard Oracle
functionality and the degree of difficulty associated with integrating the changes with the customizations that are
critical to maintaining required Con Edison business processes and controls. Based on this review, it has been
determined that 374 of 412 customizations will need to be touched in some manner. All such “touches” will
require technical design, technical and functional documentation updates and testing of varying levels of
complexity.
•
The Oracle EBS and Oracle BI upgrade implementation schedule is highly dependent on managing interfaces
with approximately 90 Company systems.
As noted above, the estimated total cost of the Oracle EBS and Oracle BI upgrade is $ 33.4 million, which is
reflected in Corporate Accounting five year budget plan for 2016-2020. The $ 33.4 million is spread over the 2016
($ 3.6 million), 2017 ($ 21.4 million) and 2018 ($ 8.4 million) budget years.
Historical Spend
Actual 2011
Actual 2012
Actual 2013
Actual 2014
Historic
Year
(O&M only)
Actual
2015
EOE
Actual 2011
Historic
Actual
Year
2015
(O&M only)
Labor
M&S
A/P
5
Exhibit__(AP-E7)
Schedule 15
Other
Total
Request ($000):
Request
2016
Request
2017
Request
2018
3,600
21,400
8,400
Request
2019
Request
2020
5 Year
33,400
Capital Project total
EOE
2016
2017
2018
FY19
Fy20
5 Year
Labor
M&S
A/P
Other
A&G
Overheads
290.7
2600.0
450.0
2,786.7
12,000.0
4,700.0
1,671.6
2,700.0
1,700.0
4,749.0
14,600.0
7850.0
1,700.0
259.3
1,913.3
2,328.4
4,501.0
Totals
3,600.0
21,400.0
8,400.0
33,400.0
CECONY 92.7%
EOE
2016
2017
2018
FY19
Fy20
5 Year
Labor
M&S
A/P
Other
A&G
Overheads
269.5
2,410.2
417.2
2,583.3
11,124.0
4,359.9
1,549.6
2,502.9
1,575.9
4,402.3
13,534.2
7,277.0
1,575.9
240.4
1,773.6
2,158.4
4,172.4
Totals
3,337.2
19,837.8
7,786.8
30,961.8
ORU
7.3%
EOE
2016
2017
2018
FY19
Labor
M&S
A/P
Other
A&G
Overheads
21.2
189.8
32.9
203.4
876.0
343.1
122.0
18.9
Totals
262.8
Fy20
5 Year
197.1
124.1
346.7
1,065.8
573.1
124.1
139.7
170.0
328.6
1,562.2
613.2
2,438.2
6
Exhibit__(AP-E7)
Schedule 15
7
Exhibit__(AP-E7)
Schedule 16
X
Capital
O&M
2015 - Environment Health and Safety
Project Manager
Number
Status of Project
Work Plan Category
Vehicle Collision Mitigation Program
Gregg Slintak
PN. 21479574
N/A
Proposed
2016
2018
Improve Public and Employee Safety
Work Description:
The purpose of this project is to equip all company fleet vehicles with onboard event recording devices to
facilitate review of, and coaching on, drivers’ behaviors for purposes of reducing the frequency and
severity of collision events. This discretionary program entails the installation of approximately 3,500
recorders to generate video, audio, GPS, and other quantitative data. The resultant data will provide the
basis for coaching individual drivers on at-risk behaviors, facilitate collision root cause analysis, and
enrich driver awareness training.
Procurement, installation, and program launch would be phased for completion over the first two years of
the rate period.
A pilot program was successfully rolled out to Manhattan Electric Operations in 2009 and Steam
Operations began using the technology in 2010.
Vehicle operation throughout Con Edison’s largely urban and congested territory carries significant
liability exposure by way of injuries (employee and public) and physical damages (vehicles, private
property). New York City’s evolution of the driving environment, to more heavily encourage shared use
by pedestrians and cyclists, is increasing the potential for high severity collisions. Such events are
undesirable and impose significant and escalating costs, including auto related claims costs, while also
carrying potential to negatively impact public perceptions of the company. The company has largely
relied upon driver training and awareness messaging to influence behavior toward best practice operating
approaches. However, such training often does not reflect application of such approaches in congested
urban environments, nor is there any guarantee that drivers will implement them. Event data recorders
have proven to be an effective means of precipitating improved driver behavior, ultimately reducing
collision incidences.
Pilot program experience within Con Edison demonstrated that driver behavior can be influenced in
specific ways that correlate to incidence reduction among various collision types. For example, the pilot
period demonstrated an 80% reduction in rear end collisions that followed correction of a widespread atrisk behavior. The ability to directly observe driver behavior by way of the event recorders allowed
1
Exhibit__(AP-E7)
Schedule 16
leadership to verify that operators abided by expectations, and to provide specific feedback when
operators deviated.
Further, collision events can be better understood when event recorder data is available. Such
understanding is important to identifying actionable/applicable lessons learned and communicating them
in a credible manner. Such collision data is also of use in reducing the potential for claimants to
exaggerate the nature/extent of damages, serving to limit financial exposure.
•
Alternatives:
o No Action – Taking no action presumes that the level of potential liability and exposure
is acceptable. Such presumption runs counter to the company’s vision of a Zero Harm
environment, and is not acceptable.
o
Phased Scope – Deploy technology and accompanying program over a longer time period
on a priority basis according to relative risk for injuries/damages. This alternative is
considered sub-optimal given that the above-described risk exists throughout all portions
of the company vehicle fleet. A longer deployment timeline will allow the risk to persist
in some areas.
o
Reduced Scope – Identify portion of vehicles or geographic areas that pose greater
relative consequence risk in terms of potential for injuries and/or significant damage.
This alternative is considered sub-optimal given that the above-described risk exists
throughout all portions of the company vehicle fleet. Reduced scope allows risk to
persist unmitigated in some areas.
o
In-house Data Review/Management – Reduce reliance on vendor for initial
review/scoring of recorded events. Approach would reduce vendor-associated O&M
costs by approximately $ 700,000 per annum, but would require internal labor, off-setting
any avoidance-based reductions. This internal labor would be in the range of (8 FTEs,
approx.)
•
Risk of No Action: Performance remains at current levels, injury potential and damages exposure
will likely escalate over time.
•
Non-financial Benefits: Improved driver safety means to leverage resultant data for strengthening
existing program elements (including training). Adverse press coverage associated with
significant impact events (e.g. pedestrian fatality) is prevented.
•
Summary of Financial Benefits (if applicable) and Costs: This project will reduce costs
associated with collision repairs, fuel costs and claim settlements.
•
Technical Evaluation/Analysis: N/A.
•
Project Relationships (if applicable): This White Paper is for the Capital Expense of $4 million to
establish the roll-out of the Drive Cam product. A separate White Paper is being submitted to
support the Incremental O&M costs associated with this project.
2
Exhibit__(AP-E7)
Schedule 16
•
Basis for Estimate: CECONY currently has a contract with the existing vendor (Lytx). The costs
were derived by using the contracted rates for initial set-up as well as the annual cost for the
managed service subscription.
Historical Spend
Actual 2011
Actual 2012
Actual 2013
Actual 2014
Historic
Year
Forecast
2015
(O&M only)
0
0
0
0
0
0
EOE
Actual 2011
Historic
Forecast
Year
2015
(O&M only)
Labor
M&S
A/P
Other
Total
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Request ($000):
Request
2016
Request
2017
Request
2018
Request
2019
Request
2020
1,000
2,000
1,000
0
0
EOE
Labor
M&S
A/P
Other
Overheads
Total
2016
0
0
980
0
20
1,000
2017
0
0
1,960
0
40
2,000
2018
0
0
980
0
20
1,000
3
2019
0
0
0
0
0
0
2020
0
0
0
0
0
0
0
0
0
0
0
RATE BASE - ELECTRIC
EXHIBIT ___ (AP-E8)
Page 1 of 4
AVERAGE TWELVE MONTHS ENDED SEPTEMBER 30, 2015 AND
AVERAGE TWELVE MONTHS ENDING DECEMBER 31, 2017
Average Actual
Twelve Months
Ended
September 30, 2015
(Column 1)
Line
No.
1
2
3
4
5
6
Utility Plant:
Book Cost of Plant
Hudson Avenue Facility (transfer from Steam Dept.)
Accumulated Reserve for Depreciation
REV and BQDM Accumulated Reserve for Depreciation
Net Plant
7
8
9
10
11
12
13
14
15
16
Non-Interest Bearing CWIP
Working Capital
Unamortized Debt Discount/Premium/Expense
Unamortized Preferred Stock Expense
Early Retirement Benefit
Preliminary Survey & Investigation Costs
Customer Advances for Construction
CATV Pole Attachments
Amounts Billed in Advance of Construction
Net CWIP, Working Capital & Other
17
18
19
20
21
22
23
Net Deferrals / Credits from Reconciliation Mechanisms
Deferred Balances (see page 3)
Major Storm Charges
Unbilled Revenues (excl. deferred fuel)
Deferred Fuel - Net of Tax
MTA Surtax - Net of Income Taxes
ERRP Maintenance Reserve
Brownfield State Tax Credits
24
25
26
Hudson Avenue
Accumulated Deferred Federal Income Taxes (Net of SIT) (see page 4)
Accumulated Deferred State Income Taxes (see page 4)
27
Average Rate Base
28
29
30
Rate Base Over/Under Capitalization Adjustment
Pension/OPEB Reduction
Former Employees/Contractor Proceeding Rate Base Reduction
31
Total Average Rate Base
$
$
25,726,892
2,891
(5,772,707)
(0)
19,957,075
Adjustments
To Reflect
Conditions In
Rate Year
(Column 2)
$
$
28,749,300
93,957
46,340
(6,717,300)
(6,537)
22,165,760
$
(33,800)
(33,800)
Rate Year
Rate Base
Fully Adjusted
For Proposed
Rate Increase
(Column 5)
$
178,397
(55,392)
3,005
(1,736)
(277)
(182)
(168)
(249)
123,400
663,200
881,780
116,728
19,048
2,630
(4,041)
(1,089)
(5,996)
1,672,261
(100,515)
(8,158)
91,000
57,075
15,387
8,379
(3,897)
59,271
135,048
1,323
2,195
(5,798)
4,033
461
137,263
34,533
(6,835)
91,000
59,270
9,589
12,411
(3,436)
196,534
-
34,533
(6,835)
91,000
59,270
9,589
12,411
(3,436)
196,534
(3,471,361)
(518,151)
(3,989,512)
(941,773)
79,514
(862,259)
(36,200)
(4,413,134)
(438,637)
(4,887,971)
-
(36,200)
(4,413,134)
(438,637)
(4,887,971)
17,575,696
$
17,544,498
1,607,089
$
$
1,607,089
19,146,584
(38,895)
(38,895)
28,749,300
93,957
46,340
(6,751,100)
(6,537)
22,131,960
484,803
937,172
113,723
20,784
277
2,812
(3,873)
(1,089)
(5,747)
1,548,861
(31,197)
(31,197)
$
3,022,408
93,957
43,449
(944,593)
(6,537)
2,208,685
Adjustments
To Rate Base
Twelve Months
Ending
December 31, 2017
(Column 4)
Average
Twelve Months
Ending
December 31, 2017
(Column 3)
$
(31,197)
(31,197)
$
19,115,387
(72,695)
663,200
842,885
116,728
19,048
2,630
(4,041)
(1,089)
(5,996)
1,633,366
$
(141,980)
(21,087)
(163,067)
$
(235,762)
19,073,890
(31,197)
(141,980)
(21,087)
(194,264)
$
18,879,625
EXHIBIT ___ (AP-E8)
Page 2 of 4
WORKING CAPITAL - ELECTRIC
ADJUSTMENTS
LINE
NO.
RATE YEAR
AVERAGE ACTUAL
ADJUSTMENTS
AVERAGE
TO RATE BASE
RATE BASE
TWELVE MONTHS
TO REFLECT
TWELVE MONTHS
TWELVE MONTHS
FULLY ADJUSTED
ENDED
CONDITIONS
ENDING
ENDING
FOR PROPOSED
SEPTEMBER 30, 2015
IN RATE YEAR
DECEMBER 31, 2017
DECEMBER 31, 2017
RATE INCREASE
(COL. 1)
(COL. 2)
(COL. 3)
(COL. 4)
(COL. 5)
MATERIALS AND SUPPLIES
1.
LIQUID FUEL INVENTORY
2
MATERIALS AND SUPPLIES, EXCLUDING FUEL
3
$
35,754
$
1,547
$
37,301
$
-
$
37,301
137,225
5,939
143,164
-
143,164
172,979
7,486
180,465
-
180,465
14,309
17,633
252,311
7,437
59,663
7,170
1,337
(219)
7,240
366,882
967
418
5,191
1,266
(20,769)
(2)
(0)
478
171
(12,280)
15,276
18,051
257,502
8,703
38,895
7,168
1,337
259
7,411
354,601
(38,895)
(38,895)
15,276
18,051
257,502
8,703
7,168
1,337
259
7,411
315,707
4,222,923
1,709,193
194,665
(1,636)
181,143
137,362
12,491
132
41,375
9,570
63,659
(385,192)
(214,286)
(32,555)
45,939
(94,965)
83,038
(12,491)
(132)
(41,375)
12,973
1,709
3,837,731
1,494,907
162,110
44,303
86,178
220,400
22,543
65,368
-
3,837,731
1,494,907
162,110
44,303
86,178
220,400
22,543
65,368
1,874,969
(133,047)
1,741,922
-
1,741,922
234,371
(16,631)
217,740
-
217,740
3,692
-
3,693
(12,803)
221,432
-
221,432
(17,597) $
756,499
(37,795)
125,281
(55,392) $
881,780
TOTAL MATERIALS AND SUPPLIES
PREPAYMENTS
4
INSURANCE
5
RENTS
6
PROPERTY TAXES
7
P.S.C. ASSESSMENT
8
REGULATORY ASSESSMENT - 18A LEGISLATION
9
SOFTWARE & MAINTENANCE CONTRACTS
10
INTERFERENCE
11
EPRI
12
OTHER
13
TOTAL PREPAYMENTS
CASH WORKING CAPITAL
14
TOTAL ELECTRIC OPERATION AND MAINTENANCE EXPENSES
15
LESS: PURCHASED POWER EXPENSES
16
GAS PORTION OF FUEL
17
RECOVERABLE FUEL COSTS
18
SYSTEM BENEFIT CHARGE (SBC)
19
RPS/NYSERDA CLEAN ENERGY FUND
20
REGIONAL GREENHOUSE GAS EMISSIONS (RGGI)
21
AMORTIZATION OF DSM PILOT PROGRAM
22
AMORTIZATION OF MGP/SUPERFUND COSTS
23
INTERDEPARTMENTAL RENTS
24
UNCOLLECTIBLES
25
CASH WORKING CAPITAL SUBJECT TO 1/8TH ALLOWANCE
26
CASH WORKING CAPITAL @ 1/8TH
27
ADD:CASH WORKING CAPITAL @ 1/12 ON RECOVERABLE FUEL COSTS
collection is less than 45 days
28
TOTAL CASH WORKING CAPITAL
29
TOTAL
30
ADD: WORKING CAPITAL RELATED TO PURCHASED POWER
31
TOTAL WORKING CAPITAL
(136)
3,828
234,235
$
774,096
$
163,076
$
937,172
$
$
(38,895) $
-
$
(38,895) $
717,604
125,281
842,885
DEFFERAL BALANCES
AVERAGE TWELVE MONTHS ENDED DECEMBER 31, 2017
($000s)
Regulatory Assets and Liabilities
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
T&D Deferral Approved in 07-E-0523 (amortize to 3/31/18)
Interference
Pensions/OPEBs
Property Tax Deferrals
Carrying Charges (Net Plant Reconciliation)
Interest Rate True-Up (Auction Rate / LT Debt)
Sale of Property - Gain on Luyster Creek Property
Interest on Headroom Capacity & BIR refunds
Condemnation of Sprainbrook Properties
Carrying Cost - SIR Deferred Balances
Electric Service Reliability Rate Adjustment (CAIDI SAIFI)
Sale of Air Rights - 447-453 East 147th St, & 495-501 Brook Ave.
Interest on Deferrals
Customer Cash Flow Benefits - Repair Allowance
Former Employees/Contractor Proceeding
Major Storm Charges
Tax Audit Adjustment
Smart Grid Demonstration Grant
Reactive Power
Interest on SO2 Allowance Proceeds
Interest - TSC Revenue
Management Audit - Northstar
REV - Demonstration Projects
Brooklyn Queens Demand Management Program - Customer Side
Brooklyn Queens Demand Management Program - Utility Side
Sale of Property - Gain on Sale of Eylandt (Huguenot)
Shared Earnings
Net Regulatory Asset (Liability)
31 SIR
Taxes
32 NYSIT Rate Change
Account
14775
15124, 24380
23013, 24366
24400
24378
24326
24415
24322
24319
24485
24505
24507
24509
24417, 24418
15148, 24504
24472
24472
24470
15186, 15200, 21947
15154, 15226
15220
15211
15214
15233
15157
(75,427)
(12,570)
(10,500)
(750)
(110)
2,830
(2,000)
(20,061)
(662)
1,012
55,200
119,592
32,500
(33,500)
55,554
14605, 22301
107,315
69,622
24393
(20,365)
-
(245,211)
125,176
120,840
(44,263)
(20,365)
15246
15178
24463
15186, 15200, 21947
23013, 24366
24393
37 Total Deferral Reflected Separately
38 Revised Total Deferred Balances (Page 1, line 17)
Amounts Amortized through Expense (not included on AP-9, Sch 4)
39 Brownfield Tax Credits (page 1, line 23)
40 ERRP Maintenance Reserve (page 1, line 22)
15 Months
Projected
Deferrals
10/1/15-12/31/16
48,614
8,831
(44,263)
(244,682)
(27,527)
(50,696)
(9,168)
(2,371)
(1,448)
(1,943)
(7,199)
(5,482)
(804)
(347)
(7,308)
(25,553)
(2,849)
(74,589)
120,840
2,615
7,078
2,146
142
258
108
11,108
(232)
(27,440)
(332,161)
33 Total Deferred Balances
Less: (Items reflected separately or excluded from Rate Base)
34 Major Storm Charges (page 1, line 18)
35 Pensions/OPEBs (to be excluded from rate base)
36 NYSIT Rate Change/Excess Def SIT (page 4, line 21)
Balance
at 9/30/15
24506
15133
15 Months
Linking Period
Amortization
10/1/15-12/31/16
(24,306)
3,220
(1,716)
142,453
6,843
31,088
Projected
Balance at
at 12/31/16
Amortization
Period
Rate Year 1
Amortization
2017
Rate Base
Impact of Amortization
17,440
53,507
1.25
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
10
10
10
3
3
(53,844)
123,093
5
(24,619)
(12,310)
110,784
67,329
(20,365)
3
6,788
3,394
(16,971)
(16,971)
95,609
47,805
(72,567)
(50,760)
4,498
40,469
6,788
2,249
20,235
3,394
(11,246)
(101,172)
(16,971)
(6,835)
(61,487)
(16,971)
140
15,524
5,531
2,559
(134,335)
(4,100)
(1,500)
(159)
(2,335)
-
-
(337)
(120,372)
(75,427)
-
(134,335)
(1,716)
-
(13,495)
(121,406)
(20,365)
3
3
3
(9,723) $ 14,585
(2,009)
10,043
20,235
(101,172)
19,133
(95,666)
3,448
(17,237)
5,018
(25,091)
1,528
(7,640)
372
(1,859)
242
(1,206)
193
(966)
857
(4,284)
1,532
(7,660)
134
(670)
58
(289)
1,552
(7,756)
5,015
(25,076)
(337)
1,684
12,005
(60,026)
2,249
(11,246)
(436)
2,179
(497)
2,481
(108)
539
(24)
119
(17)
83
(187)
934
(2,760)
52,440
(6,418)
121,947
(1,625)
30,875
39
(194)
7,250
(36,250)
56,720
(166,380)
Balance
Net of Tax at
12/31/2017
24,308
12,051
(121,406)
(114,799)
(20,684)
(30,109)
(9,168)
(2,231)
(1,448)
(1,159)
(5,141)
(9,192)
(804)
(347)
(9,308)
(30,091)
2,020
(72,031)
(13,495)
2,615
2,978
646
142
99
1,120
55,200
128,365
32,500
(232)
(43,500)
(223,100)
1,534
2,168
(6,540)
(19,446) $
(4,017)
40,469
38,266
6,895
10,036
3,056
744
483
386
1,714
3,064
268
116
3,103
10,030
(673)
24,010
4,498
(872)
(993)
(215)
(47)
(33)
(373)
(5,520)
(12,836)
(3,250)
77
14,500
113,440
Balance at
12/31/2017
8,864
6,103
(61,487)
(58,141)
(10,476)
(15,249)
(4,643)
(1,130)
(733)
(587)
(2,604)
(4,655)
(407)
(176)
(4,714)
(15,240)
1,023
(36,481)
(6,835)
1,324
1,508
327
72
50
568
31,870
74,113
18,764.28
(117.67)
(22,030.9)
(101,117)
56,212
(75,427)
(136,051)
(155,266)
51,755
25,878
(129,389)
(85,293)
(301,423)
200,603
135,714
34,895
43,854
21,927
56,822
34,533
(6,453)
17,519
7,200
(6,453)
15,070
1,600
10,704
800
5,352
(5,653)
20,422
(3,436)
12,411
(9,649)
Page 3 of 4
Exhibit ___ (AP-E8)
EXHIBIT ___ (AP-E8)
Page 4 of 4
DEFERRED FEDERAL AND STATE INCOME TAXES
Average Actual
Twelve Months
Ended
September 30, 2015
(Column 1)
Line
No.
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
Accumulated Deferred Federal Income Taxes (Net of SIT)
Statutory Tax Depreciation MACRS - Normalized
Repair Allowance
Vested Vacation (nonplant portion)
Prepaid Insurance Expenses
Unbilled Revenues
Call Premium
Excess Deferred FIT
Estimated Impact of Bonus Depreciation
Net Accumulated Deferred Federal Income Taxes
Accumulated Deferred State Income Taxes
Statutory Tax Depreciation - Normalized
Repair Allowance
Cost of Removal
Vested Vacation (nonplant portion)
Prepaid Insurance Expenses
Unbilled Revenues
Call Premium
NYSIT Rate Change/Excess Def SIT
Net Accumulated Deferred State Income Taxes
$
(2,524,559)
(276,936)
(680,326)
(28,877)
18,432
(4,472)
67,787
(13,228)
(29,183)
(3,471,361)
$
(27,936)
(63,116)
(159,264)
(247,688)
(6,328)
3,193
(861)
11,626
(2,295)
(25,482)
(518,151)
Adjustments
To Reflect
Conditions In
Rate Year
(Column 2)
$
(41,047)
(38,312)
(562,856)
8,389
798
(194)
3,704
9,011
(620,507)
$
(31,297)
20,483
(8,252)
85,531
3,629
138
(37)
809
8,511
79,514
Average
Twelve Months
Ending
December 31, 2017
(Column 3)
$
(2,565,606)
(315,248)
(1,243,182)
(20,488)
19,230
(4,665)
67,787
(9,524)
(20,172)
(321,266)
(4,413,134)
$
(59,233)
(42,633)
(167,517)
(162,156)
(2,699)
3,331
(899)
11,626
(1,486)
(16,971)
(438,637)
Adjustments
To Rate Base
Twelve Months
Ending
December 31, 2017
(Column 4)
$
-
$
-
Rate Year
Rate Base
Fully Adjusted
For Proposed
Rate Increase
(Column 5)
$
(2,565,606)
(315,248)
(1,243,182)
(20,488)
19,230
(4,665)
67,787
(9,524)
(20,172)
(321,266)
(4,413,134)
$
(59,233)
(42,633)
(167,517)
(162,156)
(2,699)
3,331
(899)
11,626
(1,486)
(16,971)
(438,637)
REVENUE REQUIREMENT
Exhibit__(AP-E9)
Schedule 1
Operating Income, Rate Base and Rate of Return for Electric Operations
Showing the Effect of the Proposed Increase in Rates
($000s)
12 Months Ended
December 31,
2017
as Reflected in
Exhibit AP-5
Rate Case
Adjustments
(Schedule 3)
Rate Year as
Adjusted
Proposed Rate
Increase
Rate Year as
Adjusted for Rate
Proposed Rate
Increase
(Column 1)
(Column 2)
(Column 3)
(Column 4)
(Column 5)
Operating Revenues
Sales Revenues
$
7,537,784
$
-
$
7,537,784
$
482,003
$
8,019,787
217,101
117,033
334,134
2,073
336,207
7,754,886
117,033
7,871,919
484,076
8,355,995
Operating Expenses
Fuel & Purchased Power
1,701,320
-
1,701,320
Other O&M
2,136,411
24,619
2,161,029
914,850
72,512
Depreciation and Amortization
Taxes Other than Income Taxes
Total Operating Revenue Deductions
Operating Income Before FIT
1,701,320
4,049
2,165,078
987,363
987,363
1,540,418
-
1,540,418
12,291
1,552,709
6,292,999
97,131
6,390,130
16,340
6,406,470
1,461,887
19,902
1,481,789
467,736
1,949,525
55,206
1,293
56,499
30,403
86,902
284,635
42,904
327,539
153,067
480,606
339,841
44,197
384,037
183,470
567,507
Income Taxes
New York State Income Tax (Schedule 2, Page 1)
Federal Income Tax (Schedule 2, Page 2)
Total Income Taxes
$
1,122,046
$
(24,294)
$
1,097,752
Average Rate Base (Exhibit AP-E8)
$
18,879,625
$
-
$
18,879,625
Rate of Return
5.94%
5.81%
$
284,266
$
1,382,018
$
18,879,625
7.32%
Exhibit__(AP-E9)
Schedule 2
Page 1 of 2
New York State Income Tax - Electric
($000s)
Line
No.
1
Book Operating Income Before Income Taxes (Exhibit AP-5)
2
Interest Expense
3
Taxible Income
12 Months Ended
December 31, 2017
Rate Case
Adjustments
(Schedule 3)
Rate Year as
Adjusted
Proposed Rate
Increase
Rate Year as
Adjusted for Rate
Proposed Rate
Increase
(Column 1)
(Column 2)
(Column 3)
(Column 4)
(Column 5)
$
1,461,887
$
(508,141)
$
953,746
19,902
$
$
19,902
1,481,789
$
467,736
$
1,949,525
$
467,736
$
1,441,384
(508,141)
$
973,648
(508,141)
Plant Items
4
Book Depreciation
5
NYS Tax Depreciation
914,850
6
Tax Gain/(Loss) - Disposition of Assets
7
Cost of Removal
8
Mixed Service Cost (MSC) - State (aka 263A Capitalized Overheads)
9
Repair Allowance
72,512
987,363
(1,079,095)
987,363
(1,079,095)
(1,079,095)
(43,339)
(43,339)
(43,339)
(188,631)
(188,631)
(188,631)
(59,589)
(59,589)
(59,589)
(415,541)
(415,541)
(415,541)
Non-Plant Items
10
Amortization of Preferred Stock Acquisition Costs
11
Contributions in Aid of Construction
12
Capitalized Interest
13
Property Tax Adjustment (Lien Date)
14
Deferred Fuel Costs
44,303
44,303
44,303
15
Pensions / OPEB expense
176,623
176,623
176,623
16
Pensions / OPEB - Funding
(290,534)
17
Net Deferred Debits and Credits from Schedule 4 - OOR
18
771
-
771
-
771
17,286
-
17,286
-
17,286
1,015
-
1,015
-
1,015
(1,194)
-
(1,194)
-
(1,194)
- SIR
19
Total Normalized Items
20
Taxable Income - New York State
21
Statutory SIT Tax Rate @ 6.50%
(923,074)
30,671.53
(290,534)
(290,534)
113,441
113,441
113,441
(24,619)
(24,619)
161,334
(761,740)
181,236.71
6.50%
(24,619)
-
211,908.24
6.50%
(761,740)
467,736.00
6.50%
679,644.24
6.50%
6.50%
Tax Computation
22
Current New York State Income Tax
1,994
11,780
13,774
30,403
44,177
23
Deferred New York State Income Tax
60,000
(10,487)
49,513
-
49,513
24
Excess Deferred SIT (7.1% - 6.5%)
(6,788)
-
(6,788)
-
25
TOTAL NEW YORK STATE INCOME TAX EXPENSE
$
55,206
$
1,293
$
56,499
$
30,403
(6,788)
$
86,902
Exhibit__(AP-E9)
Schedule 2
Page 2 of 2
Federal Income Tax - Electric
($000s)
Line
No.
1
Book Operating Income Before Income Taxes
2
Interest Expense
3
Taxable Income
12 Months Ended
December 31, 2017
Rate Case
Adjustments
(Schedule 3)
Rate Year as
Adjusted
Proposed Rate
Increase
Rate Year as
Adjusted for Rate
Proposed Rate
Increase
(Column 1)
(Column 2)
(Column 3)
(Column 4)
(Column 5)
$
1,461,887
$
(508,141)
$
953,746
19,902
$
$
19,902
1,481,789
$
467,736
$
1,949,525
$
467,736
$
1,441,384
(508,141)
$
973,648
(508,141)
Plant Items - Flow-thru
4
842,556
842,556
842,556
22,328
22,328
22,328
- Amortization - Hudson Avenue Properties (20 yrs)
4,614
4,614
4,614
7
- BQDM and REV Capital Projects
4,634
4,634
4,634
8
- Proposed Rates
41,736
41,736
41,736
Book Depreciation - Existing Rates
5
- Amortization - Reserve Deficiency
6
9
Tax Depreciation - Existing Rates
10
- Proposed Rates
11
12
(720,592)
(720,592)
(720,592)
(39,386)
(39,386)
(39,386)
- Change of Acctg - Normalization on Post 2016 additions
(1,954)
(1,954)
(1,954)
- Cost of Removal - correction
72,000
72,000
72,000
13 Cost of Removal
14
(188,631)
Total
(188,631)
(66,667)
103,974
(188,631)
37,307
-
37,307
Non-Plant Items - Flow-thru
15 Amortization of Preferred Stock Acquisition Costs
16 Capitalized Interest
17 Property Tax Adjustment (Lien Date)
18
771
771
771
1,015
1,015
1,015
(1,194)
Total
(1,194)
592
19 Total Flow-Thru Items
-
(66,075)
103,974
(1,194)
592
-
592
37,899
-
37,899
Plant Items - Normalized
20 Book Depreciation Computerized Software - Existing Rates
21
72,295
72,295
(801)
72,295
(801)
(801)
(24,293)
(24,293)
39,386
39,386
39,386
1,954
1,954
1,954
(72,000)
(72,000)
(72,000)
(59,589)
(59,589)
(59,589)
12,999
12,999
12,999
28 Repair Allowance
(415,541)
(415,541)
(415,541)
29
(414,129)
- Proposed Rates
22 Tax Depreciation - Existing Rates
(24,293)
23
- Proposed Rates
24
25
26 Mixed Service Cost (MSC) - State (aka 263A Capitalized Overheads)
27 Tax Gain/(Loss) - Disposition of Assets
Total
(31,461)
(445,590)
-
(445,590)
Non-Plant Items - Normalized
30 Contributions in Aid of Construction
17,286
17,286
31 Deferred Fuel Costs
44,303
44,303
44,303
32 Pensions / OPEB expense
176,623
176,623
176,623
33 Pensions / OPEB - Funding
(290,534)
34 Deferred State Income Tax
53,212
(290,534)
37
42,725
113,441
113,441
(24,619)
(24,619)
78,335
79,225
-
79,225
(413,239)
46,874
(366,365)
-
(366,365)
474,431
170,750
645,181
467,736
(11,780)
(13,774)
(30,403)
158,970
631,407
437,333
- SIR
Total
890
38 Total Normalized Items
39 Taxable Income Before Current State Tax Deduction
40 Less: Current State Tax
(1,994)
41 Federal Taxable Income
472,437
42 Statutory Tax Rate
(290,534)
(10,487)
35 Net Deferred Debits and Credits from Schedule 4 - OOR
36
17,286
35%
35%
-
42,725
113,441
(24,619)
35%
1,112,917
(44,177)
1,068,740
35%
35%
43 Current Federal Income Tax
165,353
55,639
220,992
44 Deferred Federal Taxable Income
413,239
(46,874)
366,365
-
366,365
45 Less: Deferred State Tax
(60,000)
10,487
(49,513)
-
(49,513)
6,788
-
6,788
-
6,788
323,641
-
323,641
46
: Amortization of Deferred NYS Tax Rate Change (7.1% - 6.5%)
47 Deferred Taxable Income - Federal
360,028
48 Statutory Tax Rate
(36,387)
35%
49 Deferred Federal Tax Before Amortizations
35%
126,010
153,067
35%
(12,735)
374,059
35%
113,274
35%
-
113,274
Amortization of Previously Deferred Federal Income Tax
50 Investment Tax Credit
(2,859)
(2,859)
(29)
(29)
(29)
52 Excess Deferred FIT
(3,840)
(3,840)
(3,840)
53 Amortization of Previously Deferred Federal Taxes
(6,728)
51 Alternative Fuel Vehicle Refueling Property Credit
54 Deferred Federal Income Tax
55
-
119,282
$
284,635
(6,728)
(12,735)
$
42,904
(2,859)
-
106,547
$
327,539
(6,728)
$
153,067
106,547
$
480,606
Exhibit__(AP-E9)
Schedule 3
Summary of Rate Year Adjustments - Electric
($000s)
amount
2. To refund (recover) net deferred credits (charges):
a
b
c
d
e
f
g
h
10,036
i
Interference
(4,017)
j
k
l
Pensions/OPEBs
40,469
m
38,266
n
o
p
q
r
s
(33)
t
Interest on Headroom Capacity
744
u
v
Major Storm Charges
w
Reactive Power
x
y
z
aa
Shared Earnings
ab
ac
ad
Total Net Deferred Credits
ao
Revenue imputation - Cases 09-M-0114 and 09-M-0243
ap
Revenue imputation - 2004-2007 Capital Overspend
Total Revnue Imputations
Total Other Operating Revenues
6,895
386
10,030
(673)
3,064
24,010
3,103
(373)
268
3,056
(12,836)
(3,250)
483
1,714
(47)
4,498
(215)
(5,520)
116
77
14,500
(993)
(19,445)
(872)
113,441
704
2,888
3,592
117,033
Other O&M
3. Increase in other O&M expense resulting from:
a
recovery of deferred SIR expenses
Total O&M
24,619
24,619
4. Increase in depreciation expense resulting from:
a
Proposed changes in book depreciation rates
40,935
b
Amortization - Reserve Deficiency
22,328
c
Amortization of Hudson Avenue Properties
d
BQDM and REV Capital Projects
Total Depreciation and Amortization
4,614
4,634
72,512
Amortization of Regulatory Deferrals
($000s)
Regulatory Assets and Liabilties
Interference
Pensions/OPEBs
Interest on Headroom Capacity
Major Storm Charges
Reactive Power
Shared Earnings
32
SIR
33
NYSIT Rate Change
Account
24378
24485
24472
24472
24507
24470
15148, 24504
24326
15124, 24380
15157
24509
23013, 24366
24400
24415
15246
24319
24505
15233
24322
15214
15186, 15200, 21947
15211
24417, 24418
15178
24463
15220
14775
15154, 15226
$
(27,527)
(1,943)
(25,553)
(2,849)
(5,482)
(74,589)
(7,308)
(50,696)
8,831
108
(804)
(44,263)
(244,682)
(9,168)
11,108
(1,448)
(7,199)
258
(2,371)
142
120,840
2,146
(347)
(232)
(27,440)
7,078
48,614
2,615
(332,161) $
15 Months
Linking Period
Amortization
10/1/15-12/31/16
(750)
(20,061)
(662)
2,830
(2,000)
(10,500)
1,012
(75,427)
(12,570)
119,592
32,500
(110)
55,200
(33,500)
55,554 $
Projected
Balance at
12/31/2016
6,843
1,534
15,524
5,531
(6,540)
2,559
31,088
3,220
(1,716)
142,453
(2,335)
2,168
(159)
140
(134,335)
(1,500)
-
17,440
(4,100)
(24,306)
53,507
$
Amortization
Period
(20,684)
(1,159)
(30,091)
2,020
(9,192)
(72,031)
(9,308)
(30,109)
12,051
1,120
(804)
(121,406)
(114,799)
(9,168)
128,365
32,500
(1,448)
(5,141)
99
(2,231)
142
(13,495)
646
55,200
(347)
(232)
(43,500)
2,978
24,308
2,615
(223,100)
3
3
3
3
3
3
3
3
3
3
3
3
3
3
10
10
3
3
3
3
3
3
3
10
3
3
3
3
1.25
3
2017
$
Annual Amortization December 31,
2018
2019
6,895
386
10,030
(673)
3,064
24,010
3,103
10,036
(4,017)
(373)
268
40,469
38,266
3,056
(12,836)
(3,250)
483
1,714
(33)
744
(47)
4,498
(215)
(5,520)
116
77
14,500
(993)
(19,445)
(872)
113,441
$
6,895
386
10,030
(673)
3,064
24,010
3,103
10,036
(4,017)
(373)
268
40,469
38,266
3,056
(14,756)
(3,250)
483
1,714
(33)
744
(47)
4,498
(215)
(8,280)
116
77
14,500
(993)
(4,863)
(872)
123,343
$
6,895
386
10,030
(673)
3,064
24,010
3,103
10,036
(4,017)
(373)
268
40,469
38,266
3,056
(14,756)
(3,250)
483
1,714
(33)
744
(47)
4,498
(215)
(11,040)
116
77
14,500
(993)
(872)
125,446
Expenses
107,315
69,622
(53,844)
123,093
5
24,619
30,697
36,201
24393
(26,269)
-
5,904
(20,365)
3
(6,788)
(6,788)
(6,788)
Taxes
Schedule 4
14605, 22301
Exhibit__(AP-E9)
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
Balance
9/30/2015
15 Months
Projected
Deferrals
10/1/15-12/31/16
ALLOCATION OF REVENUE BETWEEN PRODUCTION AND T&D
EXHIBIT___(AP-E10)
SCHEDULE 1
Summary of Rate Increase for Electric Operations Showing the Effect of the Proposed Increase in Rates
($000s)
Total Proposed Rate
Increase as
Reflected in
Exhibit AP-E9
Proposed Rate
Increase
(MAC Production)
Proposed Rate
Increase
(T&D)
(Column 1)
(Column 2)
(Column 3)
Operating Revenues
Sales Revenues
$
482,003
$
(9,024)
$
491,027
2,073
(39)
2,112
484,076
(9,063)
493,139
4,049
(76)
4,125
12,291
(230)
12,521
16,340
(306)
16,646
467,736
(8,757)
476,493
30,403
(569)
30,972
153,067
(2,866)
155,933
183,470
(3,435)
186,905
Operating Expenses
Fuel & Purchased Power
Other O&M
Gain from Dispositin of Utility Plant
Income Taxes
Total Income Taxes
$
284,266
$
Average Rate Base (Exhibit AP-E8)
$
18,879,625
$
Rate of Return
1.51%
(5,322)
698,760
-0.76%
$
289,588
$
18,180,865
1.59%
EXHIBIT___(AP-E10)
SCHEDULE 2
Operating Income, Rate Base and Rate of Return for Electric Operations - Production
Showing the Effect of the Proposed Increase in Rates
($000s)
12 Months
Ended
December
31, 2017
Rate Case
Adjustments
(Column 1)
(Column 2)
Rate Year as
Adjusted
Production
Proposed Rate
Increase
Rate Year as
Adjusted for Rate
Proposed Rate
Increase
(Column 3)
(Column 4)
(Column 5)
Operating Revenues
Sales Revenues
$ 653,654
$
4,961
658,615
-
653,654
$
(9,024)
$
644,630
4,961
(39)
4,922
658,615
(9,063)
649,552
Operating Expenses
Above Market Fuel
200,440
200,440
Other O&M
237,147
237,147
Additional Recovery for DSM
59,522
59,522
58,766
30,311
(7,767)
200,440
(76)
237,071
59,522
22,544
22,544
58,766
(230)
58,536
586,186
(7,767)
578,419
(306)
578,113
72,429
7,767
80,196
(8,757)
71,439
Income Taxes
Total Income Taxes
3,491
505
3,996
(569)
3,427
19,907
(177)
19,730
(2,866)
16,864
23,398
328
23,726
(3,435)
20,291
$ 49,031
Average Rate Base (Schedule 4)
$ 698,760
Rate of Return
7.02%
$
7,439
$
56,470
$
698,760
8.08%
$
(5,322)
$
51,148
$
698,760
7.32%
EXHIBIT___(AP-E10)
SCHEDULE 3
PAGE 1 of 2
New York State Income Tax - Electric Production
($000s)
Line
No.
1
Book Operating Income Before Income Taxes (Exhibit AP-E10, Sch 2)
12 Months Ended
December 31, 2017
Rate Case
Adjustments
Rate Year as
Adjusted
Production
Proposed Rate
Increase
Rate Year as
Adjusted for Rate
Proposed Rate
Increase
(Column 1)
(Column 2)
(Column 3)
(Column 4)
(Column 5)
$
72,429
$
7,767
$
80,196
$
(8,757)
$
71,439
Flow-Through Items
2
3
Interest Expense
(18,723)
Total Flow-Through Items
(18,723)
(18,723)
-
(7,767)
(18,723)
(18,723)
-
(18,723)
Normalized Items
4
Book Depreciation
30,311
5
NYS Depreciation
(35,752)
6
7
Taxable Income - New York State
8
Statutory SIT Tax Rate @ 6.50%
22,544
22,544
(35,752)
(35,752)
(5,442)
(7,767)
(13,208)
-
(13,208)
48,265
-
48,265
(8,757)
39,508
6.50%
6.50%
6.50%
6.50%
6.50%
-
3,137
(569)
2,568
Tax Computation
9
Current New York State Income Tax
10
Deferred New York State Income Tax
11
State Income Tax Expense
3,137
354
$
3,491
505
$
505
859
$
3,996
$
(569)
859
$
3,427
EXHIBIT___(AP-E10)
SCHEDULE 3
PAGE 2 of 2
Federal Income Tax - Electric Production
($000s)
Line
No.
1
Book Operating Income Before Income Taxes (Exhibit AP-E10, Sch 2)
2
Less: Total New York State Income Tax
3
12 Months Ended
December 31, 2017
Rate Case
Adjustments
Rate Year as
Adjusted
Production
Proposed Rate
Increase
(Column 1)
(Column 2)
(Column 3)
(Column 4)
$
Book Operating Income Before Federal Income Tax
72,429
$
7,767
$
80,196
$
(8,757)
Rate Year as
Adjusted for Rate
Proposed Rate
Increase
(Column 5)
$
71,439
3,491
505
3,996
(569)
3,427
68,938
7,262
76,200
(8,188)
68,012
Permanent Items
4
5
Interest Expense
(18,723)
Total Permanent Items
(18,723)
(18,723)
-
30,311
(7,767)
(18,723)
(18,723)
-
(18,723)
Flow-Through Items
6
Book Depreciation
7
Statutory Depreciation - at current book rates
8
(23,649)
Total Flow-Through Items
6,662
(7,767)
22,544
22,544
(23,649)
(23,649)
(1,105)
-
(1,105)
Normalized Items
9
10
-
-
11
Taxable Income - Federal
56,878
12
Statutory FIT Tax Rate @ 35%
35.00%
(505)
35.00%
-
-
-
-
56,373
(8,188)
48,185
35.00%
35.00%
35.00%
19,730
(2,866)
16,865
-
-
Tax Computation
13
Current Federal Income Tax
19,907
14
Deferred Federal Income Tax
-
15
Federal Income Tax Expense
$
19,907
(177)
$
(177)
$
19,730
$
(2,866)
$
16,864
EXHIBIT___(AP-E10)
SCHEDULE 4
Rate Base - Electric Operations
Average Twelve Months Ending December 31, 2017
($000s)
Line
No.
Rate Base Fully
Adjusted for
Proposed Rate
Increase as Reflected
in Exhibit AP-E8
(Electric Total)
Rate Base Fully
Adjusted for Proposed
Rate Increase
(Electric Production)
Rate Base Fully
Adjusted for
Proposed Rate
Increase
(Electric T&D)
(Column 1)
(Column 2)
(Column 3)
Utility Plant:
1
Book Cost of Plant
2
$
28,749,300
93,957
-
3
46,340
-
4
5
6
Net Plant
7
8
(6,751,100)
(6,537)
818,967
(101,097)
-
27,930,333
93,957
46,340
(6,650,003)
(6,537)
22,131,960
717,870
21,414,090
663,200
18,843
644,357
Working Capital
842,885
82,672
760,213
9
116,728
3,745
112,984
10
19,048
611
18,437
11
12
13
14
15
-
-
-
2,630
-
2,630
(4,041)
-
(4,041)
(1,089)
-
(1,089)
Amounts Billed in Advance of Constuction
(5,996)
-
16
1,633,366
105,871
(5,996)
1,527,496
17
Deferred Balances
71,014
18
Major Storm Charges
(6,835)
(6,835)
19
91,000
91,000
20
59,270
21
22
23
Verizon Joint Use Poles
24
25
26
71,014
59,270
9,589
308
12,411
12,411
-
-
-
(36,481)
(1,170)
(35,310)
(3,436)
196,534
9,282
-
(3,436)
11,549
27
Hudson Avenue Facility
28
Accumulated Deferred FIT
29
Accumulated Deferred SIT
30
31
Average Rate Base
32
33
34
CRA Rate Base Reduction
35
33
(36,200)
(4,413,134)
(109,378)
(36,200)
(4,303,757)
(438,637)
(14,071)
(424,565)
(4,887,971)
(123,449)
(4,764,522)
19,073,890
711,841
18,177,063
(31,197)
(1,320)
(29,877)
(141,980)
(11,077)
(130,903)
(21,087)
(683)
(20,404)
(194,264)
(13,081)
(181,183)
18,879,625
698,760
17,995,880
EAST RIVER / STORM RESERVE
INDEX OF SCHEDULES
Schedule
No.
Number of
Pages
1
Summary of Deferred East River Maintenance
Expenses and Maintenance Costs from
October 1, 2015 to December 31, 2021
2
2
Summary of Deferred Storm Reserve
October 1, 2015 to December 31, 2019
1
EXHIBIT __ (AP-E11)
SCHEDULE 1
PAGE 1 of 2
EAST RIVER MAINTENANCE EXPENSES - DEFERRAL
OCTOBER 1, 2015 - DECEMBER 31, 2021
(thousands of dollars)
Accrued Maintenance @ 9/30/15 (Company Account 15133)
Maintenance Accrual - 10/1/15 - 12/31/15
Projected outage related costs - 10/1/15 - 12/31/15
$17,519
($3,720)
1,400
(2,320)
$15,200
Balance @ 12/31/15
($14,878)
5,800
(9,078)
$6,122
Balance @ 12/31/16
($10,704)
5,800
(4,904)
$1,217
Balance @ 12/31/17
($10,704)
15,300
4,596
$5,813
Balance @ 12/31/18
($10,704)
15,300
4,596
$10,409
Balance @ 12/31/19
($10,704)
5,900
(4,804)
$5,604
Balance @ 12/31/20
Balance @ 12/31/21
($10,704)
5,100
(5,604)
$0
EXHIBIT __ (AP-E11)
SCHEDULE 1
PAGE 2 of 2
EAST RIVER MAINTENANCE COSTS
Start Date
End Date
Outage Type
Unit #
$1,400
$1,400
(Oct 2015 - Dec 2015)
Materials costs
Materials costs
Non-scheduled overhaul maintenance
Depreciation
#1
#2
$500
$500
$2,300
$2,500
$5,800
#1
#2
$500
$500
$2,300
$2,500
$5,800
Major Inspection
#1
#1
#1
#2
$7,000
$700
$3,000
$500
$1,600
$2,500
$15,300
Major Inspection
#2
#2
#2
#1
$7,000
$700
$3,000
$500
$1,600
$2,500
$15,300
#1
#2
$500
$500
$2,400
$2,500
$5,900
#1
#2
$500
$500
$1,600
$2,500
$5,100
(Jan 2016 - Dec 2016)
Materials costs
Materials costs
Depreciation
(Jan 2017 - Dec 2017)
September 1, 2018
Parts expense
Parts refurbishment
Materials costs
Depreciation
October 31, 2018
(Jan 2018 - Dec 2018)
April 1, 2019
Parts expense
Parts refurbishment
Materials costs
Depreciation
May 31, 2019
(Jan 2019 - Dec 2019)
Materials costs
Materials costs
Depreciation
(Jan 2020 - Dec 2020)
Materials costs
Materials costs
Depreciation
(Jan 2021 - Dec 2021)
5 Year Period 2017-2021
Cost
$47,400
EXHIBIT __ (AP-11)
SCHEDULE 2
STORM RESERVE - DEFERRAL
Opening Balance @ 9/30/15 (Company Account 15186, 15200 & 21947)
Storm Reserve Funding 10/1/15 - 12/31/15
Amortization 10/1/15 - 12/31/15
Projected Storm-related costs 10/1/15 - 12/31/15
$120,840
(5,357)
(26,867)
5,357
(26,867)
Projected Balance @ 12/31/15
Amortization 1/1/16 - 12/31/16
93,973
(21,427)
(107,468)
21,427
(107,468)
(13,495)
(25,383)
4,498
25,383
4,498
(8,997)
(25,383)
4,498
25,383
4,498
(4,499)
(25,383)
4,498
25,383
4,498
-
CAPITAL STRUCTURE & COST OF CAPITAL
Exhibit AP-E12
INDEX OF SCHEDULES
CAPITAL STRUCTURE / COST OF CAPITAL
SCHEDULE
TITLE OF SCHEDULE
WITNESS
1
Capital Structure Actual at September 30, 2015
Accounting Panel
2
Rate of Return Required for the Rate Year - Forecast
for December 31, 2017
"
3
"
4
"
5
Long-Term Debt - Actual at September 30, 2015
"
6
Long-Term Debt - Forecast for December 31, 2017
"
7
"
8
"
Exhibit AP-E12
Schedule 1
CAPITAL STRUCTURE AND RATE OF RETURN
Actual Capital Structure As of September 30, 2015
Balance
Long term Debt
Customer Deposits
Common Equity
Total Capitalization
$
Ratio
Cost
Rate
Weighted
Cost
11,069,233,333
48.46%
5.11%
2.48%
334,000,000
1.46%
1.15%
0.02%
11,439,000,000
50.08%
9.20%
4.61%
22,842,233,333
100.00%
7.10%
Exhibit AP-E12
Schedule 2
RATE OF RETURN REQUIRED FOR THE RATE YEAR
Average Capital Structure As of December 31, 2017
Calculated
Ratio
Rate Making
Ratio
Cost
Rate
Weighted
Cost
12,769,233,333
50.18%
50.56%
5.21%
2.63%
364,000,000
1.43%
1.44%
0.85%
0.01%
12,313,700,000
48.38%
48.00%
9.75%
4.68%
25,446,933,333
99.99%
100.00%
Average Balance
Long term Debt
Customer Deposits
Common Equity
$
7.32%
Exhibit AP-E12
Schedule 3
Calculated
Ratio
Rate Making
Ratio
Cost
Rate
Weighted
Cost
13,735,900,000
50.21%
50.61%
5.32%
2.70%
378,100,000
1.38%
1.39%
0.85%
0.01%
13,245,300,000
48.41%
48.00%
9.75%
4.68%
27,359,300,000
100.00%
100.00%
Average Balance
Long term Debt
Customer Deposits
Common Equity
$
7.39%
Exhibit AP-E12
Schedule 4
Average Balance
December 31, 2019
Calculated
Ratio
Rate Making
Ratio
14,587,983,333
49.86%
392,800,000
Long term Debt
Customer Deposits
Common Equity
$
Cost
Rate
Weighted
Cost
50.64%
5.36%
2.72%
1.34%
1.36%
0.85%
0.01%
14,279,400,000
48.80%
48.00%
9.75%
4.68%
29,260,183,333
100.00%
100.00%
7.41%
LONG TERM DEBT
As of September 30, 2015 (Actual)
CECONY
Debentures:
2003
2003
2004
2005
2005
2005
2006
2006
2006
2006
2006
2007
2008
2008
2008
2009
2009
2010
2010
2012
2013
2014
*
2014
*
2014
Rate
Series A
Series C
Series B
Series A
Series B
Series C
Series A
Series B
Series C
Series D
Series E
Series A
Series A
Series B
Series C
Series B
Series C
Series A
Series B
Series A
Series A
Series A
Series B
Series C
5.8750%
5.1000%
5.7000%
5.3000%
5.2500%
5.3750%
5.8500%
6.2050%
5.5000%
5.3000%
5.7000%
6.3000%
5.8500%
6.7500%
7.1250%
6.6500%
5.5000%
4.4500%
5.7000%
4.2000%
3.9500%
4.4500%
3.3000%
4.6250%
Issue
Date
4/7/03
6/10/03
2/9/04
3/7/05
6/20/05
11/14/05
3/6/06
6/13/06
9/20/06
11/28/06
11/28/06
8/23/07
4/1/08
4/1/08
12/2/08
3/23/09
12/2/09
6/2/10
6/2/10
3/13/12
2/28/13
3/6/14
11/24/14
11/24/14
Maturity
Date
04/01/33
06/15/33
02/01/34
03/01/35
07/01/35
12/01/15
03/15/36
06/15/36
09/15/16
12/01/16
12/01/36
08/15/37
04/01/18
04/01/38
12/01/18
04/01/19
12/01/39
05/01/20
05/01/40
03/15/42
03/01/43
03/15/44
12/01/24
12/01/54
a
Amount
Outstanding
b
Original
Issue Amount
c
Premium or
Discount
d
Expense of
Issuance
e=b+c+d
Net
Proceeds
f=g/a
Actual Cost
of Money
g
Effective
Annual Cost
175,000,000
200,000,000
200,000,000
350,000,000
125,000,000
350,000,000
400,000,000
400,000,000
400,000,000
250,000,000
250,000,000
525,000,000
600,000,000
600,000,000
600,000,000
475,000,000
600,000,000
350,000,000
350,000,000
400,000,000
700,000,000
850,000,000
208,333,333
625,000,000
175,000,000
200,000,000
200,000,000
350,000,000
125,000,000
350,000,000
400,000,000
400,000,000
400,000,000
250,000,000
250,000,000
525,000,000
600,000,000
600,000,000
600,000,000
475,000,000
600,000,000
350,000,000
350,000,000
400,000,000
700,000,000
850,000,000
250,000,000
750,000,000
(1,022,000)
(336,000)
(538,000)
(1,193,500)
(731,250)
(805,000)
(60,000)
(756,000)
(1,540,000)
(710,000)
(712,500)
(2,924,250)
(264,000)
(1,758,000)
(2,148,000)
(693,500)
(2,268,000)
(759,500)
(1,701,000)
(1,424,000)
(4,872,000)
(714,000)
(867,500)
(1,912,500)
(1,662,326)
(1,866,135)
(1,864,406)
(3,541,534)
(1,142,914)
(2,476,451)
(3,616,500)
(3,669,000)
(2,777,637)
(1,700,000)
(2,262,500)
(4,751,250)
(4,099,750)
(5,449,750)
(3,962,633)
(3,284,067)
(5,673,813)
(2,518,935)
(3,306,369)
(4,228,381)
(6,866,027)
(8,804,659)
(2,042,196)
(7,814,167)
172,315,674
197,797,865
197,597,594
345,264,966
123,125,836
346,718,549
396,323,500
395,575,000
395,682,363
247,590,000
247,025,000
517,324,500
595,636,250
592,792,250
593,889,367
471,022,433
592,058,187
346,721,565
344,992,631
394,347,619
688,261,973
840,481,341
247,090,304
740,273,333
5.93%
5.14%
5.74%
5.35%
5.30%
5.47%
5.88%
6.24%
5.61%
5.40%
5.74%
6.35%
5.92%
6.79%
7.23%
6.73%
5.54%
4.54%
5.75%
4.25%
4.01%
4.49%
3.42%
4.66%
10,370,728
10,273,404
11,480,080
18,707,834
6,624,972
19,140,645
23,522,550
24,967,500
22,431,764
13,491,000
14,349,167
33,330,850
35,536,375
40,740,258
43,361,063
31,985,257
33,264,727
15,902,843
20,116,912
16,988,413
28,041,268
38,142,289
7,117,475
29,108,889
9,983,333,333
10,150,000,000
(30,710,500)
(89,381,399)
10,029,908,101
5.50%
548,996,263
292,700,000
224,600,000
98,000,000
98,325,000
127,225,000
19,750,000
99,000,000
126,300,000
292,700,000
224,600,000
98,000,000
98,325,000
127,225,000
19,750,000
99,000,000
126,300,000
-
(4,577,677)
(4,906,341)
(1,169,324)
(1,534,332)
(1,985,912)
(307,066)
(1,834,951)
(1,842,329)
288,122,323
219,693,659
96,830,676
96,790,668
125,239,088
19,442,934
97,165,049
124,457,671
0.54%
1.34%
0.53%
0.63%
0.66%
0.49%
1.06%
1.14%
1,573,865
3,008,846
517,338
615,141
845,124
96,422
1,049,009
1,443,070
1,085,900,000
1,085,900,000
-
(18,157,933)
1,067,742,067
0.84%
9,148,816
11,069,233,333
11,235,900,000
(30,710,500) (107,539,332)
11,097,650,168
5.04%
558,145,079
Tax Exempt Debt Issue through New York State
1999
2010
2001
2004
2004
2004
2004
2005
Series A
Series A
Series B
Series A
Series B1
Series B2
Series C
Series A
AUC
VAR
AUC
AUC
AUC
AUC
VAR
VAR
Subtotals
7/10/01
11/9/10
10/18/01
1/22/04
1/22/04
1/22/04
11/5/04
5/19/05
05/01/34
06/01/36
10/01/36
01/01/39
05/01/32
10/01/35
11/01/39
05/01/39
Redemption of Preferred Stock
Unamortized Loss on Reacquired Debt Expense
Total CECONY
993,442
6,965,014
11,069,233,333
5.11%
566,103,535
Note:
* Debt outstanding balances and annual costs are prorated for the months outstanding during the period.
Schedule 5
Exhibit AP-E12
LONG TERM DEBT
Forecast - Rate Year Ended December 31, 2017
Issue
Date
CECONY
Debentures:
2003
2003
2004
2005
2005
2006
2006
2006
2007
2008
2008
2008
2009
2009
2010
2010
2012
2013
2014
2014
2014
2015
2016
2016
2017
2017
*
*
Series A
Series C
Series B
Series A
Series B
Series A
Series B
Series E
Series A
Series A
Series B
Series C
Series B
Series C
Series A
Series B
Series A
Series A
Series A
Series B
Series C
Series A
Series A
Series B
Series A
Series B
5.8750%
5.1000%
5.7000%
5.3000%
5.2500%
5.8500%
6.2050%
5.7000%
6.3000%
5.8500%
6.7500%
7.1250%
6.6500%
5.5000%
4.4500%
5.7000%
4.2000%
3.9500%
4.4500%
3.3000%
4.6250%
4.5000%
4.9000%
4.9000%
5.7500%
5.7500%
4/7/03
6/10/03
2/9/04
3/7/05
6/20/05
3/6/06
6/13/06
11/28/06
8/23/07
4/1/08
4/1/08
12/2/08
3/23/09
12/2/09
6/2/10
6/2/10
3/13/12
2/28/13
3/6/14
11/24/14
11/24/14
11/17/15
6/1/16
11/1/16
3/1/17
11/1/17
Maturity
Date
04/01/33
06/15/33
02/01/34
03/01/35
07/01/35
03/15/36
06/15/36
12/01/36
08/15/37
04/01/18
04/01/38
12/01/18
04/01/19
12/01/39
05/01/20
05/01/40
03/15/42
03/01/43
03/15/44
12/01/24
12/01/54
12/01/45
06/01/46
11/01/46
03/01/47
11/01/47
a
Amount
Outstanding
b
Original
Issue Amount
c
Premium or
Discount
175,000,000
200,000,000
200,000,000
350,000,000
125,000,000
400,000,000
400,000,000
250,000,000
525,000,000
600,000,000
600,000,000
600,000,000
475,000,000
600,000,000
350,000,000
350,000,000
400,000,000
700,000,000
850,000,000
250,000,000
750,000,000
650,000,000
550,000,000
750,000,000
458,333,333
125,000,000
175,000,000
200,000,000
200,000,000
350,000,000
125,000,000
400,000,000
400,000,000
250,000,000
525,000,000
600,000,000
600,000,000
600,000,000
475,000,000
600,000,000
350,000,000
350,000,000
400,000,000
700,000,000
850,000,000
250,000,000
750,000,000
650,000,000
550,000,000
750,000,000
550,000,000
750,000,000
(1,022,000)
(336,000)
(538,000)
(1,193,500)
(731,250)
(60,000)
(756,000)
(712,500)
(2,924,250)
(264,000)
(1,758,000)
(2,148,000)
(693,500)
(2,268,000)
(759,500)
(1,701,000)
(1,424,000)
(4,872,000)
(714,000)
(867,500)
(1,912,500)
(650,000)
(2,574,000)
(3,510,000)
(5,500)
(7,500)
11,683,333,333
12,400,000,000
292,700,000
224,600,000
98,000,000
98,325,000
127,225,000
19,750,000
99,000,000
126,300,000
292,700,000
224,600,000
98,000,000
98,325,000
127,225,000
19,750,000
99,000,000
126,300,000
-
1,085,900,000
1,085,900,000
-
12,769,233,333
13,485,900,000
d
Expense of
Issuance
e=b+c+d
Net
Proceeds
f=g/a
Cost
of Debt
g
Effective
Annual Cost
(1,662,326)
(1,866,135)
(1,864,406)
(3,541,534)
(1,142,914)
(3,616,500)
(3,669,000)
(2,262,500)
(4,751,250)
(4,099,750)
(5,449,750)
(3,962,633)
(3,284,067)
(5,673,813)
(2,518,935)
(3,306,369)
(4,228,381)
(6,866,027)
(8,804,659)
(2,042,196)
(7,814,167)
(6,662,500)
(5,637,500)
(7,687,500)
(5,637,500)
(7,687,500)
172,315,674
197,797,865
197,597,594
345,264,966
123,125,836
396,323,500
395,575,000
247,025,000
517,324,500
595,636,250
592,792,250
593,889,367
471,022,433
592,058,187
346,721,565
344,992,631
394,347,619
688,261,973
840,481,341
247,090,304
740,273,333
642,687,500
541,788,500
738,802,500
544,357,000
742,305,000
5.86%
5.07%
5.68%
5.28%
5.24%
5.82%
6.18%
5.68%
6.29%
5.79%
6.73%
7.09%
6.60%
5.48%
4.40%
5.68%
4.18%
3.94%
4.42%
3.25%
4.61%
4.47%
4.88%
4.88%
5.72%
5.72%
10,259,906
10,148,996
11,355,786
18,471,732
6,548,778
23,281,450
24,722,900
14,198,333
33,014,100
34,716,425
40,376,942
42,568,537
31,328,443
32,886,473
15,399,057
19,896,488
16,706,521
27,583,532
37,555,311
8,132,530
34,539,958
29,049,583
26,847,883
36,610,750
26,197,722
7,144,833
(34,402,500) (115,739,811)
12,249,857,689
5.30%
619,542,970
(4,577,677)
(4,906,341)
(1,169,324)
(1,534,332)
(1,985,912)
(307,066)
(1,834,951)
(1,842,329)
288,122,323
219,693,659
96,830,676
96,790,668
125,239,088
19,442,934
97,165,049
124,457,671
3.87%
3.33%
3.85%
2.54%
3.98%
3.79%
3.05%
3.14%
11,313,279
7,472,513
3,770,162
2,495,093
5,061,979
748,815
3,015,510
3,960,662
(18,157,933)
1,067,742,067
3.48%
37,838,015
(34,402,500) (133,897,744)
13,317,599,756
5.15%
657,380,985
1999
2010
2001
2004
2004
2004
2004
2005
Series A
Series A
Series B
Series A
Series B1
Series B2
Series C
Series A
AUC
VAR
AUC
VAR
AUC
AUC
VAR
VAR
7/10/01
11/9/10
10/18/01
1/22/04
1/22/04
1/22/04
11/5/04
5/19/05
Subtotals
05/01/34
06/01/36
10/01/36
01/01/39
05/01/32
10/01/35
11/01/39
05/01/39
Total CECONY
993,442
6,965,014
$ 12,769,233,333
5.21% $
665,339,441
Note:
Schedule 6
Exhibit AP-E12
LONG TERM DEBT
Issue
Date
CECONY
Debentures:
2003
2003
2004
2005
2005
2006
2006
2006
2007
2008
2008
2008
2009
2009
2010
2010
2012
2013
2014
2014
2014
2015
2016
2016
2017
2017
2018
2018
*
*
*
*
Series A
Series C
Series B
Series A
Series B
Series A
Series B
Series E
Series A
Series A
Series B
Series C
Series B
Series C
Series A
Series B
Series A
Series A
Series A
Series B
Series C
Series A
Series A
Series B
Series A
Series B
Series A
Series B
5.8750%
5.1000%
5.7000%
5.3000%
5.2500%
5.8500%
6.2050%
5.7000%
6.3000%
5.8500%
6.7500%
7.1250%
6.6500%
5.5000%
4.4500%
5.7000%
4.2000%
3.9500%
4.4500%
3.3000%
4.6250%
4.5000%
4.9000%
4.9000%
5.7500%
5.7500%
6.1500%
6.1500%
4/7/03
6/10/03
2/9/04
3/7/05
6/20/05
3/6/06
6/13/06
11/28/06
8/23/07
4/1/08
4/1/08
12/2/08
3/23/09
12/2/09
6/2/10
6/2/10
3/13/12
2/28/13
3/6/14
11/24/14
11/24/14
11/17/15
6/1/16
11/1/16
3/1/17
11/1/17
3/1/18
11/1/18
Maturity
Date
04/01/33
06/15/33
02/01/34
03/01/35
07/01/35
03/15/36
06/15/36
12/01/36
08/15/37
04/01/18
04/01/38
12/01/18
04/01/19
12/01/39
05/01/20
05/01/40
03/15/42
03/01/43
03/15/44
12/01/24
12/01/54
12/01/45
06/01/46
11/01/46
03/01/47
11/01/47
03/01/48
11/01/48
a
Amount
Outstanding
b
Original
Issue Amount
c
Premium or
Discount
175,000,000
200,000,000
200,000,000
350,000,000
125,000,000
400,000,000
400,000,000
250,000,000
525,000,000
150,000,000
600,000,000
550,000,000
475,000,000
600,000,000
350,000,000
350,000,000
400,000,000
700,000,000
850,000,000
250,000,000
750,000,000
650,000,000
550,000,000
750,000,000
550,000,000
750,000,000
583,333,333
166,666,667
175,000,000
200,000,000
200,000,000
350,000,000
125,000,000
400,000,000
400,000,000
250,000,000
525,000,000
600,000,000
600,000,000
600,000,000
475,000,000
600,000,000
350,000,000
350,000,000
400,000,000
700,000,000
850,000,000
250,000,000
750,000,000
650,000,000
550,000,000
750,000,000
550,000,000
750,000,000
700,000,000
1,000,000,000
(1,022,000)
(336,000)
(538,000)
(1,193,500)
(731,250)
(60,000)
(756,000)
(712,500)
(2,924,250)
(264,000)
(1,758,000)
(2,148,000)
(693,500)
(2,268,000)
(759,500)
(1,701,000)
(1,424,000)
(4,872,000)
(714,000)
(867,500)
(1,912,500)
(650,000)
(2,574,000)
(3,510,000)
(5,500)
(7,500)
(2,394,000)
(3,420,000)
12,650,000,000
14,100,000,000
292,700,000
224,600,000
98,000,000
98,325,000
127,225,000
19,750,000
99,000,000
126,300,000
292,700,000
224,600,000
98,000,000
98,325,000
127,225,000
19,750,000
99,000,000
126,300,000
-
1,085,900,000
1,085,900,000
-
13,735,900,000
15,185,900,000
d
Expense of
Issuance
e=b+c+d
Net
Proceeds
f=g/a
Cost
of Debt
g
Effective
Annual Cost
(1,662,326)
(1,866,135)
(1,864,406)
(3,541,534)
(1,142,914)
(3,616,500)
(3,669,000)
(2,262,500)
(4,751,250)
(4,099,750)
(5,449,750)
(3,962,633)
(3,284,067)
(5,673,813)
(2,518,935)
(3,306,369)
(4,228,381)
(6,866,027)
(8,804,659)
(2,042,196)
(7,814,167)
(6,662,500)
(5,637,500)
(7,687,500)
(5,637,500)
(7,687,500)
(7,175,000)
(10,250,000)
172,315,674
197,797,865
197,597,594
345,264,966
123,125,836
396,323,500
395,575,000
247,025,000
517,324,500
595,636,250
592,792,250
593,889,367
471,022,433
592,058,187
346,721,565
344,992,631
394,347,619
688,261,973
840,481,341
247,090,304
740,273,333
642,687,500
541,788,500
738,802,500
544,357,000
742,305,000
690,431,000
986,330,000
5.86%
5.07%
5.68%
5.28%
5.24%
5.82%
6.18%
5.68%
6.29%
5.79%
6.73%
7.09%
6.60%
5.48%
4.40%
5.68%
4.18%
3.94%
4.42%
3.25%
4.61%
4.47%
4.88%
4.88%
5.72%
5.72%
6.13%
6.13%
10,259,906
10,148,996
11,355,786
18,471,732
6,548,778
23,281,450
24,722,900
14,198,333
33,014,100
8,679,106
40,376,942
39,021,159
31,328,443
32,886,473
15,399,057
19,896,488
16,706,521
27,583,532
37,555,311
8,132,530
34,539,958
29,049,583
26,847,883
36,610,750
31,437,267
42,869,000
35,742,194
10,212,056
(40,216,500) (133,164,811)
13,926,618,689
5.35%
676,876,235
(4,577,677)
(4,906,341)
(1,169,324)
(1,534,332)
(1,985,912)
(307,066)
(1,834,951)
(1,842,329)
288,122,323
219,693,659
96,830,676
96,790,668
125,239,088
19,442,934
97,165,049
124,457,671
4.88%
3.93%
4.87%
3.14%
5.00%
4.81%
3.65%
3.74%
14,284,947
8,820,113
4,769,762
3,085,043
6,359,674
950,265
3,609,510
4,718,462
(18,157,933)
1,067,742,067
4.29%
46,597,778
(40,216,500) (151,322,744)
14,994,360,756
5.27%
723,474,013
1999
2010
2001
2004
2004
2004
2004
2005
Series A
Series A
Series B
Series A
Series B1
Series B2
Series C
Series A
AUC
VAR
AUC
VAR
AUC
AUC
VAR
VAR
7/10/01
11/9/10
10/18/01
1/22/04
1/22/04
1/22/04
11/5/04
5/19/05
Subtotals
05/01/34
06/01/36
10/01/36
01/01/39
05/01/32
10/01/35
11/01/39
05/01/39
Total CECONY
993,442
6,965,014
$ 13,735,900,000
5.32% $
731,432,469
Note:
Schedule 7
Exhibit AP-E12
LONG TERM DEBT
Issue
Date
CECONY
Debentures:
2003
2003
2004
2005
2005
2006
2006
2006
2007
2008
2009
2009
2010
2010
2012
2013
2014
2014
2014
2015
2016
2016
2017
2017
2018
2018
2019
*
*
Series A
Series C
Series B
Series A
Series B
Series A
Series B
Series E
Series A
Series B
Series B
Series C
Series A
Series B
Series A
Series A
Series A
Series B
Series C
Series A
Series A
Series B
Series A
Series B
Series A
Series B
Series A
5.8750%
5.1000%
5.7000%
5.3000%
5.2500%
5.8500%
6.2050%
5.7000%
6.3000%
6.7500%
6.6500%
5.5000%
4.4500%
5.7000%
4.2000%
3.9500%
4.4500%
3.3000%
4.6250%
4.5000%
4.9000%
4.9000%
5.7500%
5.7500%
6.1500%
6.1500%
6.3500%
4/7/03
6/10/03
2/9/04
3/7/05
6/20/05
3/6/06
6/13/06
11/28/06
8/23/07
4/1/08
3/23/09
12/2/09
6/2/10
6/2/10
3/13/12
2/28/13
3/6/14
11/24/14
11/24/14
11/17/15
6/1/16
11/1/16
3/1/17
11/1/17
3/1/18
11/1/18
3/1/19
a
Amount
Outstanding
Maturity
Date
04/01/33
06/15/33
02/01/34
03/01/35
07/01/35
03/15/36
06/15/36
12/01/36
08/15/37
04/01/38
04/01/19
12/01/39
05/01/20
05/01/40
03/15/42
03/01/43
03/15/44
12/01/24
12/01/54
12/01/45
06/01/46
11/01/46
03/01/47
11/01/47
03/01/48
11/01/48
03/01/49
b
Original
Issue Amount
c
Premium or
Discount
d
Expense of
Issuance
e=b+c+d
Net
Proceeds
f=g/a
Cost
of Debt
g
Effective
Annual Cost
175,000,000
200,000,000
200,000,000
350,000,000
125,000,000
400,000,000
400,000,000
250,000,000
525,000,000
600,000,000
118,750,000
600,000,000
350,000,000
350,000,000
400,000,000
700,000,000
850,000,000
250,000,000
750,000,000
650,000,000
550,000,000
750,000,000
550,000,000
750,000,000
700,000,000
1,000,000,000
958,333,333
175,000,000
200,000,000
200,000,000
350,000,000
125,000,000
400,000,000
400,000,000
250,000,000
525,000,000
600,000,000
475,000,000
600,000,000
350,000,000
350,000,000
400,000,000
700,000,000
850,000,000
250,000,000
750,000,000
650,000,000
550,000,000
750,000,000
550,000,000
750,000,000
700,000,000
1,000,000,000
1,150,000,000
(1,022,000)
(336,000)
(538,000)
(1,193,500)
(731,250)
(60,000)
(756,000)
(712,500)
(2,924,250)
(1,758,000)
(693,500)
(2,268,000)
(759,500)
(1,701,000)
(1,424,000)
(4,872,000)
(714,000)
(867,500)
(1,912,500)
(650,000)
(2,574,000)
(3,510,000)
(5,500)
(7,500)
(2,394,000)
(3,420,000)
(3,852,500)
(1,662,326)
(1,866,135)
(1,864,406)
(3,541,534)
(1,142,914)
(3,616,500)
(3,669,000)
(2,262,500)
(4,751,250)
(5,449,750)
(3,284,067)
(5,673,813)
(2,518,935)
(3,306,369)
(4,228,381)
(6,866,027)
(8,804,659)
(2,042,196)
(7,814,167)
(6,662,500)
(5,637,500)
(7,687,500)
(5,637,500)
(7,687,500)
(7,175,000)
(10,250,000)
(11,787,500)
172,315,674
197,797,865
197,597,594
345,264,966
123,125,836
396,323,500
395,575,000
247,025,000
517,324,500
592,792,250
471,022,433
592,058,187
346,721,565
344,992,631
394,347,619
688,261,973
840,481,341
247,090,304
740,273,333
642,687,500
541,788,500
738,802,500
544,357,000
742,305,000
690,431,000
986,330,000
1,134,360,000
5.86%
5.07%
5.68%
5.28%
5.24%
5.82%
6.18%
5.68%
6.29%
6.73%
6.60%
5.48%
4.40%
5.68%
4.18%
3.94%
4.42%
3.25%
4.61%
4.47%
4.88%
4.88%
5.72%
5.72%
6.13%
6.13%
6.33%
10,259,906
10,148,996
11,355,786
18,471,732
6,548,778
23,281,450
24,722,900
14,198,333
33,014,100
40,376,942
7,832,111
32,886,473
15,399,057
19,896,488
16,706,521
27,583,532
37,555,311
8,132,530
34,539,958
29,049,583
26,847,883
36,610,750
31,437,267
42,869,000
42,890,633
61,272,333
60,633,750
13,502,083,333
14,050,000,000
(41,657,000)
(136,889,928)
13,871,453,072
5.37%
724,522,104
292,700,000
224,600,000
98,000,000
98,325,000
127,225,000
19,750,000
99,000,000
126,300,000
292,700,000
224,600,000
98,000,000
98,325,000
127,225,000
19,750,000
99,000,000
126,300,000
(4,577,677)
(4,906,341)
(1,169,324)
(1,534,332)
(1,985,912)
(307,066)
(1,834,951)
(1,842,329)
288,122,323
219,693,659
96,830,676
96,790,668
125,239,088
19,442,934
97,165,049
124,457,671
5.27%
4.15%
5.26%
3.36%
5.39%
5.20%
3.87%
3.96%
15,426,477
9,314,233
5,151,962
3,301,358
6,855,852
1,027,290
3,827,310
4,996,322
1,085,900,000
1,085,900,000
(18,157,933)
1,067,742,067
4.60%
49,900,806
14,587,983,333
15,135,900,000
(155,047,860)
14,939,195,140
5.31%
774,422,910
1999
2010
2001
2004
2004
2004
2004
2005
Series A
Series A
Series B
Series A
Series B1
Series B2
Series C
Series A
AUC
VAR
AUC
VAR
AUC
AUC
VAR
VAR
7/10/01
11/9/10
10/18/01
1/22/04
1/22/04
1/22/04
11/5/04
5/19/05
05/01/34
06/01/36
10/01/36
01/01/39
05/01/32
10/01/35
11/01/39
05/01/39
Subtotals
0
(41,657,000)
Total CECONY
993,442
6,965,014
$
14,587,983,333
5.36% $
782,381,366
Note:
Schedule 8
Exhibit AP-E12
FUND REQUIREMENTS AND SOURCES
EXHIBIT___ (AP-E13)
FUND REQUIREMENTS AND SOURCES
TWELVE MONTHS ENDING DECEMBER 31, 2017
(Millions of Dollars)
INTERNAL SOURCE OF FUNDS
Earnings Retained
Depreciation at proposed rates
Amortization of deferred Costs / (Credits)
Working Capital
Deferred Federal & State Income Taxes
TOTAL INTERNAL SOURCES OF FUNDS
$
807
1,193
146
(155)
216
2,207
EXTERNAL SOURCES OF FUNDS
Commercial Paper / Temporary Investments
Bond Proceeds
TOTAL EXTERNAL SOURCES OF FUNDS
TOTAL SOURCES OF FUNDS
(548)
1,225
677
$
2,884
$
2,884
-
$
2,884
USE OF FUNDS
Construction Expenditures
Debt Maturities
TOTAL FUNDS REQUIRED
INTEREST COVERAGE
INTEREST COVERAGE
S.E.C. BASIS - PER BOOKS
(Millions of Dollars)
2011
NET INCOME
$
978
PREFERRED STOCK DIVIDEND
$
2012
1,014
11
$
3
2013
1,020
$
2014
1,058
September 30,
2015
$
1,087
-
-
-
(INCOME) OR LOSS FROM EQUITY INVESTEES
-
-
-
-
-
INCOME TAX
558
529
520
555
574
1,547
1,546
1,540
1,613
1,661
505
18
16
22
561
508
17
22
26
573
496
15
11
42
564
510
13
15
42
580
545
13
18
42
618
PRE-TAX INCOME FROM CONTINUING OPERATIONS
ADD: FIXED CHARGES
Interest on long-term debt
Amortization of debt discount & expense
Other interest
Interest component of rentals
TOTAL FIXED CHARGES
EARNINGS AVAILABLE
INTEREST COVERAGE (TIMES)
$
2,108
3.76
$
2,119
3.70
$
2,104
3.73
$
2,193
3.78
$
2,279
3.69
EXHIBIT ___(AP-E14)
REVENUE REQUIREMENT - MAJOR COST DRIVERS
Exhibit ___ (AP-E15)
Revenue Requirement - Electric
Major Cost Drivers (with revenue taxes)
$(000's)
Lower electric sales revenues (net)
$
Infrastructure
Return on Rate Base @ current ROE of 9.0%
Book Depreciation
Rev & BQDM projects
Carrying cost of Infrastructure investments
Cost of Capital
ROE 9.0% - 9.75% (10 Basis Points = $15 million)
Cost of Debt (5.09% - 5.21%)
$
59,800
57,900
22,300
140,000
115,300
9,700
Cost of Capital
Book Depreciation Changes
Change in depreciation rates
Amortization of reserve deficiency
Amortization of Hudson Avenue (20 years)
125,000
42,200
23,000
4,800
Book Depreciation Changes
Property & Other Taxes
Property Taxes
All Other Taxes
169,900
70,000
70,300
(4,300)
Property & Other Taxes
Employee Benefit Expenses
Pension Costs (assumes 4.3% discount rate)
66,000
(110,900)
(3,600)
(114,500)
Operating Expenses
Common Allocation Change
Labor Fringe Adjustment & Company Labor - Other than Electric Operations, SSO and STO
Electric Operations, SSO, STO - Labor & Non-Labor
Insurance Premiums
Ops - Interference
Other Compensation - Long Term Equity
ERRP - Major Maintenance
Storm Reserve
Worker's Compensation/NY State Assessment
Uncollectible - Customer
All Other
Operating Expenses
(28,500)
24,300
14,300
13,200
12,000
9,300
8,000
6,300
4,000
3,700
3,200
4,100
(4,500)
(5,500)
(7,100)
(7,000)
Income taxes
Flow Thru Items
Flow Thru Tax Deduction - interest
Amortization of NYS tax rate change
FIT (ITC, Tax Rate Change, Alt Fuel Credits)
Income tax items
(600)
(17,800)
(7,600)
(4,800)
Amortization of Deferred (Credits) & Costs
Superstorm Sandy Restoration
Pensions / OPEBS
Former Employee / Contractor Settlements
Major Storm Charges
Excess Earnings
Medicare Part D
ERRP Spare Parts Maintenance
Interference
NYSIT Rate Change
World Trade Center
Property Tax Refunds
SIR (O&M in 2016 filing)
Temporary Rate Credit
All Other
$
(30,800)
(83,800)
(36,300)
(22,600)
(31,500)
(14,900)
(9,600)
(8,000)
6,800
9,900
15,300
18,000
32,200
84,700
(19,000)
49,200
(1,000)
Net Accounting Credits
Purchase of Receivable & Other ESCO Charges
Expiring transmission contracts
All Other
49,800
(10,600)
2,700
(1,500)
(800)
(2,700)
1,800
2,100
15,500
(200)
Lower Other Operating Revenues
16,900
All Other Items (Net)
300
Base Rate Change
$
482,000
Consolidated Edison of New York, Inc.
INDEX OF SCHEDULES
MULTI-YEAR FORECAST
SCHEDULE
Summary
TITLE OF SCHEDULE
Summary of Multi-Year Rate Plan
WITNESS
Accounting Panel
1
Operating Income, Rate Base & Rate of Return
"
2
Revenues & Purchased Power
"
3
"
4
O&M Expenses
"
5
Depreciation Calculation - Electric
"
6
Taxes Other than Income Taxes - Electric
"
7
State Income Tax Expense - Electric
"
8
Federal Income Tax Expense - Electric
"
9
Rate Base
"
10
Interest Synchronization
"
Summary
THREE-YEAR ELECTRIC REVENUE REQUIREMENT
($ millions)
Twelve Months Ending December 31,
2017
2018
2019
Schedule
Base Rate Increase - RY1
Stay Out Premium
Base Rate Increase with Stay Out Premium
Operating Revenues
Net Change - Revenues
- Purchased Power
- SBC, RPS, DSM
Net Operating Revenues
Net Revenues
Operating Expenses
Operation & Maintenance Expense (excl. fuel)
- Labor, General Escalations, Program Changes
- Pension and OPEBs
- SIR
- Uncollectibles
Amortization of Regulatory Deferrals / Credits
Depreciation & Amortization
Taxes Other - excl. revenue taxes
- revenue taxes
Federal Income Taxes & Other Variations
Pre Tax Return on Rate Base (Net of Interest Tax Deduction)
Subtotal (2)
Net Rate Change
$
$
482.0
482.0
RM-2, Sch 2
RM-2, Sch 2
RM-2, Sch 2
Sch 2
Sch 3
$
$
$
Sch 4
Sch 4
Sch 4
Sch 4
Sch 3
Sch 5
Sch 6
Sch 6
Sch 8
Sch 9
(15.6)
74.7
(3.2)
55.9
0.4
56.4
$
$
$
35.9
(28.6)
6.0
(0.1)
(9.8)
65.3
71.0
0.5
25.6
70.8
236.6
$
482.0
$
180.2
(33.9)
63.1
(0.7)
28.5
1.1
29.6
25.0
(63.6)
6.0
(1.6)
(2.0)
60.0
72.5
0.6
4.3
69.8
171.0
$
141.4
Schedule 1
Page 1 of 3
Electric Department
Operating Income, Rate Base & Rate of Return
($000's)
Operating Revenues
Sales Revenues
Rate Year 1
Exhibit__(AP-9)
$8,019,788
336,207
8,355,995
Operating Revenue Deductions
Fuel & Purchased Power Costs
Other Operations & Maintenance
SBC, RPS, DSM
Depreciation
Gain from Disposition of Property
1,701,320
1,798,979
366,100
987,363
1,552,708
6,406,470
1,949,525
Income Taxes
New York State Income Taxes
Federal Income Tax
Total Income Taxes
Rate Base
Overall Rate of Return
86,902
480,606
567,507
Sched.
[2]
[3]
[2]
[4]
[4]
[5]
[6]
[7]
[8]
$1,382,018
$18,879,625
[9]
Proposed
Rate
Increase
$180,170
775
180,945
Rate Year 2
Adjusted for
Proposed
Increase
$8,184,331
347,206
8,531,537
Rate Year 2
Adjustments
($15,627)
10,224
(5,402)
Rate Year 2
As Adjusted
$8,004,161
346,431
8,350,592
(74,733)
13,181
3,207
65,252
66,948
73,855
1,626,587
1,812,159
369,307
1,052,615
1,619,656
6,480,325
6,107
1,626,587
1,813,672
369,307
1,052,615
1,624,250
6,486,432
(79,257)
1,870,268
174,838
2,045,106
(7,555)
(28,061)
(35,616)
79,347
452,544
531,891
11,364
57,216
68,580
90,711
509,760
600,471
($43,641)
$1,338,377
$106,258
$1,444,635
$676,806
$19,556,431
7.32%
1,513
4,594
$19,556,431
6.84%
7.39%
Operating Revenues
Sales Revenues
Rate Year 2
$8,184,331
347,206
8,531,537
Operating Revenue Deductions
Fuel & Purchased Power Costs
Other Operations & Maintenance
SBC, RPS, DSM
Depreciation
Gain from Disposition of Property
1,626,587
1,813,672
369,307
1,052,615
1,624,250
6,486,432
2,045,106
Income Taxes
New York State Income Taxes
Federal Income Tax
Total Income Taxes
Rate Base
Overall Rate of Return
90,711
509,760
600,471
Sched.
[2]
[3]
[2]
[4]
[4]
[5]
[6]
[7]
[8]
$1,444,635
$19,556,431
7.39%
[9]
Proposed
Rate
Increase
$141,367
608
141,975
Rate Year 3
Adjusted for
Proposed
Increase
$8,291,840
350,860
8,642,700
Rate Year 3
Adjustments
($33,858)
3,046
(30,812)
Rate Year 3
As Adjusted
$8,150,473
350,252
8,500,725
(63,097)
(34,169)
732
59,955
69,502
32,923
1,563,490
1,779,504
370,039
1,112,570
1,693,752
6,519,355
4,792
1,563,490
1,780,691
370,039
1,112,570
1,697,357
6,524,147
(63,735)
1,981,370
137,183
2,118,553
(6,547)
(27,279)
(33,826)
84,164
482,481
566,645
8,917
44,893
53,810
93,081
527,374
620,455
($29,909)
$1,414,725
$83,373
$1,498,098
$666,270
$20,222,702
7.00%
1,187
3,605
$20,222,702
7.41%
Schedule 1
Page 2 of 3
Electric Department
Revenue Requirement Calculation
($000's)
Twelve Months Ended
December 31,
2018
2019
Rate Base (Schedule 9)
Rate of Return (Exhibit ___ (AP-12), Schedule 3&4
$19,556,431
$20,222,702
7.39%
7.41%
Required Return
1,444,634
1,498,098
Income Available (Schedule 1)
1,338,377
1,414,725
106,257
83,373
Deficiency
Retention Factor
59.0%
Additional Revenue Requirement
59.0%
$180,170
$141,367
$180,170
$141,367
Proof
Revenue Requirement
Less:
Revenue Taxes
Advertising
LPC
Uncollectible
100.0000%
2.5500%
0.0800%
-0.4300%
0.7600%
97.0400%
4,594
144
(775)
1,369
174,838
6.3076%
11,364
8,917
Federal Income Tax @ 35%
90.7324%
31.7563%
163,474
57,216
128,266
44,893
Retention Factor
58.9761%
$106,258
$83,373
New York State Income Tax @ 6.5%
3,605
113
(608)
1,074
137,183
Schedule 1
Page 3 of 3
Electric Rate Case
(000's)
Levelized Rate Increase
Other Customer Provided Capital Rate =
2.6%
Twelve Months Ending
Rate Increase
RY - 1
RY - 2
RY - 3
Total
Annual rate increase
w/o interest
RY - 1
RY - 2
RY - 3
Total
December 31, 2017
December 31, 2018
December 31, 2019
$
482,003
$
482,003
180,170
$
$
482,003
$
662,173
$
$
324,619
$
324,619
324,619
$
$
324,619
$
649,238
$
Variation
Interest
Annual rate increase
w/ interest
RY - 1
RY - 2
RY - 3
Total
157,384
12,934
1,244
2,589
482,003
180,170
141,367
803,539
324,619
324,619
324,619
973,858
Cumulative
Total
$
$
$
$
(170,318)
325,482
$
325,482
325,482
$
$
325,482
$
650,964
$
325,482
325,482
325,482
976,447
973,858
649,238
324,619
1,947,715
-
1,346
$
1,446,009
360,339
141,367
1,947,715
5,178
$
$
976,447
650,964
325,482
1,952,893
Schedule 2
Electric Base Rate Revenues
Rate Year Ending December 31, 2014, 2015, 2016
RY1
Billed Revenues
RY 1 Rate Relief
RY 1 Rate Relief -GRT
RY 2 Rate Relief
RY 2 Rate Relief-GRT
7,537,785
469,712
12,291
Total Sales Revenue
8,019,788
RY2
Adj.
RY2
Rate Relief
(15,627)
175,576
4,594
(15,627)
180,170
RY2
As Adj.
RY3
Adj.
7,522,158
469,712
12,291
175,576
4,594
8,184,331
(33,858)
RY3
Rate Relief
137,762
3,605
(33,858)
141,367
RY3
As Adj.
7,488,300
469,712
12,291
313,337
8,199
8,291,840
Schedule 3
Page 1 of 2
FOR THE RATE YEAR ENDING DECEMBER 31, 2017
$ (000's)
Rate Year 1
As Reflected in
Exhibits__(AP-5)/(AP-9)
Line
No.
1
2
3
Rents:
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
Other Electric Revenues:
Maint. of Interconnection Facilities
Facilities Fees - KeySpan and NRG
ESCO Fees
Energy Credits
Miscellaneous
Rate Year 2
Adjustments
18,775
-
Escalation
12 Months
Ending
Dec. 31,
2017
Rate Year 2
As Adjusted
Y
394
19,169
1
Subject to
Inflation @
2.10%
Line
No.
18,933
17,941
36,874
40
26
66
N
N
-
18,972
17,967
36,940
2
3
7,000
5,000
2,373
4,042
32,412
17
647
673
75,000
34,548
15
(490)
46
59
111
161,452
(43)
(67)
-
N
N
N
Y
N
N
Y
N
N
N
N
N
N
N
N
-
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
(110)
14
99
7,000
5,000
2,330
4,127
32,345
17
661
673
75,000
34,548
15
(490)
46
59
111
161,441
85
-
Amortizations
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
41
42
43
44
45
46
47
48
Interference
Pensions/OPEBs
Major Storm Charges
Reactive Power
Shared Earnings
Revenue Imputations
6,895
386
10,030
(673)
3,064
24,010
3,103
10,036
(4,017)
(373)
268
40,469
38,266
3,056
(12,836)
(3,250)
483
1,714
(33)
744
(47)
4,498
(215)
(5,520)
116
77
14,500
(993)
(19,445)
(872)
(1,920)
(2,760)
14,582
-
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
-
6,895
386
10,030
(673)
3,064
24,010
3,103
10,036
(4,017)
(373)
268
40,469
38,266
3,056
(14,756)
(3,250)
483
1,714
(33)
744
(47)
4,498
(215)
(8,280)
116
77
14,500
(993)
(4,863)
(872)
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
41
42
43
44
45
46
47
48
49
50
51
Total Amortizations and Revenue Imputations
2,888
704
117,033
(100)
(26)
9,776
N
N
-
2,788
678
126,809
49
50
51
344,358
52
52
$
Late Payment charges on RY1 Increase
334,134
2,073
336,207
$
9,731
$
493
$
2,073
346,431
775
347,206
Schedule 3
Page 2 of 2
FOR THE RATE YEAR ENDING DECEMBER 31, 2018
$ (000's)
Line
No.
Rate Year 2
1
2
3
Rents:
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
Other Electric Revenues:
Maint. of Interconnection Facilities
Facilities Fees - KeySpan and NRG
ESCO Fees
KeySpan and Entergy Credits
Miscellaneous
Rate Year 3
Adjustments
Subject to
Inflation @
2.10%
Escalation
12 Months
Ending
Dec. 31,
2018
Rate Year 3
As Adjusted
Line
No.
19,169
-
Y
403
19,572
1
18,972
17,967
36,940
(395)
1,107
711
N
N
-
18,577
19,074
37,651
2
3
7,000
5,000
2,330
4,127
32,345
17
661
673
75,000
34,548
15
(490)
46
59
111
161,441
(146)
-
N
N
N
Y
N
N
Y
N
N
N
N
N
N
N
N
87
14
-
4
5
6
7
8
9
10
11
12
13
14
15
16
17
101
7,000
5,000
2,330
4,214
32,199
17
675
673
75,000
34,548
15
(490)
46
59
111
161,396
(146)
Amortizations
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
41
42
43
44
45
46
47
48
Interference
Pensions/OPEBs
Major Storm Charges
Reactive Power
Shared Earnings
Revenue Imputations
6,895
386
10,030
(673)
3,064
24,010
3,103
10,036
(4,017)
(373)
268
40,469
38,266
3,056
(14,756)
(3,250)
483
1,714
(33)
744
(47)
4,498
(215)
(8,280)
116
77
14,500
(993)
(4,863)
(872)
(2,760)
4,863
-
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
-
6,895
386
10,030
(673)
3,064
24,010
3,103
10,036
(4,017)
(373)
268
40,469
38,266
3,056
(14,756)
(3,250)
483
1,714
(33)
744
(47)
4,498
(215)
(11,040)
116
77
14,500
(993)
(872)
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
41
42
43
44
45
46
47
48
49
50
51
Total Amortizations and Revenue Imputations
2,788
678
126,809
(100)
(27)
1,976
N
N
-
2,688
651
128,785
49
50
51
347,404
52
52
$
344,358
2,073
775
347,206
$
2,542
$
504
$
2,073
775
350,252
Schedule 4
Page 1 of 8
Electric Operation and Maintenance Expenses (excl. Purchased Power)
For the Rate Year Ending December 31, 2018
($000s)
Rate Year 1 as
Reflected in
Exhibit AP-5/9
Line
No.
1
2
3
4
5
6
182,648
7
122,793
(1,579)
8
128,049
(1,101)
9
$
Rate Year 2
Adjustments
1,701,320
($74,733)
(10,983)
362
349
5,017
6,679
185
Subject
to
Inflation
Payroll
Escl. @
2.10%
2.42%
N
N
Escalation for 12
Months Ending
December 31,
2018
$
Proposed Rate
Increase
-
12 Months
Ending December
31, 2018
$ 1,626,586.71
N
Y
(266)
Y
15
726
N
N
Y
122
5,139
N
Y
162
6,841
N
Y
4,428
187,261
N
(11,249)
Y
2,936
124,150
N
Y
3,075
130,023
880
N
Y
21
901
30,644
N
Y
742
31,386
-
N
Y
-
-
Y
1,737
73,470
10
11
12
71,733
N
13
Company Labor - System & Transmission Operations (STO
32,706
N
Y
792
33,498
14
21,676
Y
N
455
22,131
15
4,931
Y
N
104
5,035
16
15,309
Y
N
321
15,630
17
18
DSM
Y
59,522
5,107
N
-
-
N
N
-
64,629
N
-
19
(17,083)
N
20
138,154
Y
N
2,901
21
3,756
Y
N
79
22
10,704
N
N
-
-
N
N
-
2,742
Y
N
58
2,799
(17,083)
141,055
3,835
10,704
23
Executive MVP
24
25
13,225
Y
N
297
14,446
26
10,941
Y
N
230
11,171
9,736
Y
N
206
10,001
N
N
-
Y
N
328
5,924
Y
N
124
39,710
Y
N
834
1,436
Y
N
30
N
N
27
924
59
28
29
30
31
32
33
Insurance Premium
40,898
34
(6,814)
Y
N
40,728
N
N
-
N
-
35
12,702
2,908
-
15,938
144
6,192
40,544
1,466
-
40,898
(143)
(6,957)
40,728
36
New York Facilities
-
Y
37
1,672
Y
N
35
1,707
38
1,513
Y
N
32
1,545
36,427
708
Y
N
780
37,915
181,302
1,697
Y
N
3,843
186,842
Y
N
28
1,353
Y
N
2,021
98,255
Y
23,305
39
40
41
42
Ops - Interference
95,616
43
44
Ops - Production
22,826
45
1,325
-
618
N
479
-
Y
N
-
23,435
Y
N
492
23,927
19,739
Y
N
415
20,154
5,831
Y
N
122
794
Y
N
17
N
N
-
-
46
47
48
49
50
N
N
-
-
51
-
N
N
-
-
52
-
N
N
-
-
53
-
N
N
-
-
-
N
N
-
3,068
Y
N
30,285
N
N
54
55
56
176,623
(28,592)
57
58
Rents - ERRP
77,218
59
Rents - General
47,425
60
22,543
61
12,334
(65)
62
Security
1,216
232
63
64
65
220,400
Smart Grid
Storm Reserve
Y
N
996
48,421
N
N
-
24,257
Y
1,478
-
-
-
25,383
N
N
-
25,383
N
N
69
All Other
: SBC/RPS
77,218
12,527
68
: DSM
218,500
30
86,178
-
-
86,178
N
N
-
591
N
N
-
2,332
Y
N
Y
N
10
N
Y
(93)
(119)
487
(3,858)
Less: Purchased Power
-
258
69,031
73
30,285
N
N
N
73
-
N
N
N
Subtotal
3,132
N
72
64
Y
66
71
1,714
811
N
67
70
(1,900)
5,953
148,031
3,841,780
(93,588)
(1,701,320)
74,733
1,369
70,281
591
49
2,381
497
(3,951)
29,165
-
1,513
3,778,870
-
(1,626,587)
(306,578)
1,900
-
-
(304,678)
(59,522)
(5,107)
-
-
(64,629)
74
75
Total O&M Excluding Fuel, SBC, RPS, DSM
76
SIR
77
Total O&M Excluding Fuel, SBC, RPS, DSM plus SIR
$
1,774,360
$
24,619
$
1,798,979
(22,062)
6,078
$
(15,984)
$
N
N
29,165
$
$
29,165
1,513
$
$
1,513
1,782,975
30,697
$
1,813,672
Schedule 4
Page 2 of 8
Electric Operation and Maintenance Expenses (excl. Purchased Power)
For the Rate Year Ending December 31, 2019
($000s)
Line
No.
Rate Year 3
Adjustments
Rate Year 2
$1,626,587
Payroll
Escl. @
2.10%
2.42%
N
N
N
Y
(272)
(11,522)
Y
23
1,098
124
5,263
Escalation for 12
Months Ending
December 31,
2019
Proposed Rate
Increase
3
4
5,139
N
N
Y
5
6,841
N
Y
166
7,006
6
N
Y
4,549
192,385
N
Y
(11,249)
726
187,261
7
124,150
8
130,023
9
10
11
12
13
Company Labor - System & Transmission Operations (STO
33,498
14
22,131
15
16
349
575
(6,350)
-
12 Months
Ending December
31, 2019
1
2
($63,097)
Subject
to
Inflation
$
1,563,490
2,853
120,653
N
Y
3,157
133,508
901
N
Y
22
923
31,386
N
Y
760
32,146
-
N
Y
-
-
73,470
N
Y
1,779
75,250
N
Y
811
34,309
Y
N
465
22,596
328
5,035
Y
N
106
5,140
15,630
Y
N
328
15,959
-
Y
N
-
17
18
DSM
N
N
-
72,657
19
(17,083)
N
N
-
(17,083)
20
141,055
Y
N
2,962
21
3,835
Y
N
81
22
10,704
N
N
-
-
N
N
-
64,629
8,028
-
144,017
3,915
10,704
23
Executive MVP
24
2,799
Y
N
59
2,858
25
14,446
Y
N
303
14,749
26
11,171
Y
N
235
11,406
27
10,001
Y
N
211
10,280
28
N
N
-
29
Information Resources
Y
N
355
30
31
32
33
Insurance Premium
34
35
36
New York Facilities
37
38
39
40
41
42
Ops - Interference
43
68
15,938
945
-
6,192
Y
N
130
40,544
Y
N
851
1,466
Y
40,898
N
N
N
N
17,237
113
6,435
41,395
31
1,497
-
(6,957)
Y
40,728
N
N
-
-
Y
N
-
1,707
Y
N
40,898
(146)
(7,103)
40,728
-
36
1,743
Y
N
32
1,577
Y
N
819
39,811
Y
N
3,921
190,624
Y
N
28
1,381
Y
N
2,007
97,560
23,305
Y
N
1,545
37,915
1,077
186,842
(139)
1,353
98,255
Ops - Production
-
(2,702)
489
23,795
44
-
Y
N
-
45
23,927
Y
N
502
24,430
46
20,154
Y
N
423
20,577
47
5,953
Y
N
125
6,078
48
811
Y
N
17
49
N
N
-
84,431
50
-
N
N
-
-
51
-
N
N
-
-
-
N
N
-
-
N
-
52
148,031
(63,599)
-
53
-
N
54
-
N
N
55
3,132
Y
N
56
57
58
Rents - ERRP
77,218
N
59
Rents - General
48,421
Y
60
24,257
N
Y
31
61
62
Security
30,285
218,500
(7,296)
1,751
12,527
(66)
-
77,218
1,017
49,438
N
-
26,008
N
262
12,722
-
-
N
-
25,383
N
N
-
86,178
66
70,281
(1,592)
67
68
69
All Other
: SBC/RPS
N
N
N
-
: DSM
211,204
86,178
73
30,285
-
25,383
73
-
N
N
65
N
N
-
591
N
N
-
2,381
Y
N
Y
N
10
N
Y
(96)
497
(3,951)
Subtotal
N
N
N
Storm Reserve
Less: Purchased Power
N
Y
Smart Grid
72
3,198
N
64
71
66
1,478
63
70
828
1,509
1,074
69,763
591
50
2,431
508
(4,047)
3,778,870
(131,721)
29,683
1,187
3,678,019
(1,626,587)
63,097
-
-
(1,563,490)
(304,678)
7,296
-
-
(297,382)
(64,629)
(8,028)
-
-
(72,657)
74
75
Total O&M Excluding Fuel, SBC, RPS, DSM
76
SIR
77
Total O&M Excluding Fuel, SBC, RPS, DSM plus SIR
$
1,782,975
$
30,697
$
1,813,672
(69,355)
5,504
$
(63,851)
N
$
29,683
$
29,683
N
$
1,187
$
1,187
-
$
1,744,490
$
1,780,691
-
36,201
Schedule 4
Page 3 of 8
ELECTRIC OPERATION AND MAINTENANCE EXPENSES
FOR THE YEARS ENDED DECEMBER 31, 2017 THROUGH DECEMBER 31, 2019
IN 000's
12 MONTHS
ENDING
DECEMBER
2,017
(Col. 1)
Consolidated Expense
Subtotal - Qualified Plans
PROGRAM
CHANGES
(Col. 3)
12 MONTHS
ENDING
DECEMBER
2,018
(Col. 7)
PROGRAM
CHANGES
(Col. 3)
12 MONTHS
ENDING
DECEMBER
2,019
(Col. 7)
285,645.6
18,779.2
(10,010.4)
(51,526.4)
(310.4)
4,268.0
234,119.2
18,468.8
(5,742.4)
(97,232.8)
(310.4)
(8,225.6)
136,886.4
18,158.4
(13,968.0)
294,414.4
(47,568.8)
246,845.6
(105,768.8)
141,076.8
6.7
21.4
0.1
0.1
0.4
(0.1)
6.8
21.8
-
294,442.6
(47,568.4)
246,874.2
(105,768.2)
141,106.1
Capitalized
Affiliate Billing - O&R to CECONY
Affiliate Billing - CECONY to O&R
Billed to NYPA
(116,175.9)
(741.4)
(902.1)
-
18,770.6
59.5
145.8
-
(97,405.3)
(681.9)
(756.3)
-
41,736.4
107.6
324.1
-
(55,668.9)
(574.3)
(432.2)
-
Net Current Pension & OPEB Exp.
176,623.2
(28,592.5)
148,030.7
(63,600.1)
84,430.7
0
Retiree Life Insurance (OPEB)
Subtotal - Qualified Plans
401K Enhanced Match for DC Plan
0
Supplemental Pension Plan
Gross Pension & OPEB Expense
0.1
0.5
-
7.0
22.3
-
Details of Electric and Gas Normalizations and Program Changes by Programs - RY2 & RY3
($000s)
Common Rate Case Adj.
EOE
Total RY2
Electric
Electric
Allocations
Total RY3
Gas
Electric RY2
Electric RY3
Gas
Allocations
Gas RY2
Gas RY3
3 Sr. Planning Analysts - O&M Governance Process
(103)
77.60%
1 IR Support - MetrixIDR Upgrade
-
1 Sr Planning Analyst - TODRS to meet needs of AMI effort
1 IR Project Specialist - Digital Customer Experience (DCX)
1 IR Support - Emergency Management's EM Data Analysis and Reporting
Tool project
1 Energy Mgmt IR Support - support of Distributed System Platform (DSP)
System Phase 0 (nMarket system)
5 Energy Mgmt Senior Analyst - manage Distributed Energy Resource
(DER) market for CECONY and O&R distribution areas/networks (nMarket
system)
(80)
(60)
116
84.00%
97
-
15.95%
25
100
-
16.00%
(16)
-
-
-
-
-
19
-
-
-
75
100
R&D - to reflect rate year costs
13
-
-
-
-
450
52
53
185
575
2
-
-
25
75
-
-
25
75
Energy Mgmt - Maintenance for TCIS system upgrade
Company Labor - Customer Ops
AMI Cost Savings - Call Center
(88)
(363)
84.00%
(74)
(305)
16.00%
(14)
(58)
AMI Cost Savings - Billing
(35)
(69)
84.00%
(29)
(58)
16.00%
(6)
(11)
AMI Cost Savings - Replevin Labor
(90)
84.00%
-
(76)
16.00%
-
(14)
AMI Cost Savings - Law Department Replevin
(71)
84.00%
-
(60)
16.00%
-
(3,787)
84.00%
(3,181)
16.00%
(360)
84.00%
-
(302)
16.00%
-
(58)
(1,594)
84.00%
-
(1,339)
16.00%
-
(255)
84.00%
97
16.00%
19
16.00%
(140)
(196)
(301)
(1,209)
AMI Cost Savings - Meter Reading Field Operations
(998)
AMI Cost Savings - Management Staffing
AMI Cost Savings - Field Service - Customer Operations
1 Project Specialist - Digital Customer Experience (DCX)
DCX Savings - -15 in RY2 & -21 in RY3 Customer Service Representatives
116
(875)
(1,225)
(1,880)
(7,559)
84.00%
(838)
-
(735)
(1,029)
(1,579)
(6,350)
(160)
(11)
(606)
-
Community Distributed Generation
55
AMI Savings - Replevin Non-Labor
Credit Card Fees
Field Operations Technical
(31)
(154)
84.00%
53
59
84.00%
431
626
45
-
-
-
-
(90)
16.00%
-
(17)
(26)
(129)
16.00%
(5)
(25)
45
50
16.00%
8
9
84.00%
362
526
16.00%
69
100
84.00%
38
-
16.00%
7
Schedule 4
Collection Agency Fees
84.00%
Page 4 of 8
AMI Savings - Meter Reading support Service
(107)
($000s)
EOE
Digital Customer Experience (DCX)
Total RY2
Electric
Electric
Allocations
Total RY3
279
858
777
1,282
Company Labor - Electric Ops
Electric)
beginning in 2018
program
Electric Ops - Structures/Poles (Manholes, SVC Box/URD) - reduce work-onhand for SIP repairs and use of contractors over 5 yrs to levelize inspections
to winter 2014/2015
grounds
Electric RY3
234
721
708
1,077
2,165
1,567
-
-
(367)
321
16.00%
Gas RY2
Gas RY3
45
124
68
(1,415)
-
(25)
27
(235)
(150)
(81)
29
826
144
124
27
328
124
27
(1,101)
3,371
5,182
1,374
1,441
(194)
Electric Ops - Transformers (Inspections & Repairs) - CINDE repair program;
includes AMI savings in distribution Transformers beginning in 2018
(212)
(860)
Electric Ops - Structures/Poles (Manholes, SVC Box/URD) - reduce work-onhand for SIP repairs and use of contractors over 5 yrs to levelize inspections
(1,370)
(224)
(253)
(821)
(70)
(29)
(232)
(433)
(237)
Schedule 4
(3,817)
Page 5 of 8
(467)
to winter 2014/2015
Gas
Allocations
(195)
(89)
(485)
-
-
AMI Expenses - Site Leases (Communications Sites) (83% Electric)
beginning in 2018
program
Electric RY2
(2,810)
Electric Ops - Transformers (Inspections & Repairs) - CINDE repair program;
includes AMI savings in distribution Transformers beginning in 2018
Communications Costs, O-Power (83% Electric)
84.00%
Gas
($000s)
EOE
Total RY2
Electric
Electric
Allocations
Total RY3
grounds
Gas
Electric RY2
(118)
(88)
-
-
1,697
Electric RY3
Gas
Allocations
Gas RY2
Gas RY3
(309)
(75)
(1)
-
(139)
(1)
-
Company Labor - Gas Ops
New QA Group
-
-
22
25
MRP - Capital Related Maintenance
Gas)
-
-
312
179
149
97
443
321
926
622
-
-
-
-
MRP - Capital Related Maintenance
-
-
Leak Repairs/Other
-
-
(2)
139
Gas Ops - LNG Plant painting
Communications Costs, O-Power (17% Gas)
37
285
(1,000)
690
AMI Expenses - Site Leases (Communications Sites) (17% Gas)
-
-
148
318
500
1,061
281
295
109
1,678
47
-
-
72.05%
107
229
14.81%
22
72.05%
1,660
-
14.81%
341
-
72.05%
360
360
14.81%
74
74
Maintenance for System Software
Cyber Security
2,304
Cloud Computing - IaaS
500
Cloud Computing - SaaS
900
Mainframe Software Maintenance
Software Maintenance
648
-
14.81%
133
-
12
72.05%
19
9
14.81%
4
2
158
482
72.05%
114
347
14.81%
23
71
4,036
1,312
2,908
945
598
194
Security
(108)
72.05%
(78)
-
14.81%
(16)
-
430
72.05%
310
-
14.81%
64
-
232
-
48
-
322
-
Schedule 4
Security Software Suite
Page 6 of 8
Mobile and Physical Forensic Lab Expenses
72.05%
26
($000s)
EOE
Total RY2
Electric
Electric
Allocations
Total RY3
To reflect forecasted fuel expenses
Negotiation and contingency costs associated with Local 1-2 contract
expiring 6/2016; Local 3 expiring in 6/2017
(74,733)
450
450
77.60%
Rating Agencies Fees (Bloomberg, Moody's, S&P) increase based on a 3year average
Ops - Interference
To reflect rate year costs
1,100
76
88
Electric RY3
Gas
Allocations
(63,097)
Gas RY2
Gas RY3
17,119
5,933
15.95%
72
72
349
349
5,107
8,028
84.00%
924
-
16.00%
176
-
77.60%
59
68
15.95%
12
14
DSM
To match DSM expenses to forecasted DSM revenues
Sherman Creek MAC
Electric RY2
Gas
618
(2,702)
(611)
(1,892)
(28,592)
(63,599)
(5,877)
(13,071)
6,078
5,504
1,249
1,132
(1,900)
(7,296)
Ops - Production: Other Fuel Charges
To reflect forecasted costs for Other Fuel Charges
Ops - Production: Sewer
To reflect forecasted costs for Sewer Charges
Ops - Production: Water & Water Chemicals
To reflect forecasted costs for Water & Chemicals
Schedule 4
To match RPC expenses to forecasted RPC revenues
Page 7 of 8
To reflect proposed amortization costs for the rate year
($000s)
EOE
Total RY2
Total RY3
Electric
Electric
Allocations
To reflect Electric paying 8% of Gas pipeline costs
To reflect Ravenswood, Flushing and Astoria Tunnel interdepartmental rent
for the rate year
To reflect Hudson Ave. Tunnel interdepartmental rent for the rate year
Normalize additional spending to projected levels based on review of
Corporate requirements
To reflect the .76% ratio of Customer A/R write-offs & 23% ESCO
Uncollectible rate for the rate year (Electric & Gas)
AMI Savings
Total Rate Case Adjustments per Exhibit AP-16, Schedule 4
Gas
Electric RY2
Electric RY3
1,341
1,550
345
150
28
51
(65)
(66)
(110)
(1,588)
$
4,894
$
(6,015)
84.00%
-
Gas
Allocations
Gas RY2
-
(261)
(1,334)
$ (87,502) $ (126,218)
Gas RY3
16.00%
$
-
403
(143)
-
(254)
14,197
$
(6,754)
Schedule 4
Page 8 of 8
SCHEDULE 5
PAGE 1 OF 3
Electric Department
($000's)
Twelve Months Ending December 31,
Electric
Electric Transmission and Distribution
Electric Steam Production
Other Production
Common
Reserve Deficiency
Rev and BQDM Depreciation
Hudson Avenue
Total Electric
2017
760,455
20,576
1,968
19,281
153,506
22,328
4,634
4,614
987,363
2018
805,901
21,526
1,977
19,476
169,235
22,328
7,557
4,614
1,052,615
2019
837,479
22,206
1,961
18,910
194,910
22,328
10,163
4,614
1,112,570
Electric
EXHIBIT
(AP-E16)
SCHEDULE 5
PAGE 2 OF 3
Depreciable Plant Balance
Electric
Electric
Electric
Electric
Electric
Common
Common
Common
Common
Common
Common
Common
Common
Common
Common
Common
Common
Common
Future Use (AC)
Computers (AC)
Vehicles (AC)
Stores Eq (AC)
Emb Lab Eq (AC)
Lab Eq (AC)
Power Eq (AC)
Shop Eq (AC)
Communications (AC)
Emb Misc Eq (AC)
Misc Eq (AC)
Total
Electric
Electric
Electric
Electric
Electric
Common
Common
Common
Common
Common
Common
Common
Common
Common
Common
Common
Common
Common
Future Use (AC)
Computers (AC)
Vehicles (AC)
Stores Eq (AC)
Emb Lab Eq (AC)
Lab Eq (AC)
Power Eq (AC)
Shop Eq (AC)
Communications (AC)
Emb Misc Eq (AC)
Misc Eq (AC)
Electric
Electric
Electric
Electric
Electric
Common
Common
Common
Common
Common
Common
Common
Common
Common
Common
Common
Common
Common
Future Use (AC)
Computers (AC)
Vehicles (AC)
Stores Eq (AC)
Emb Lab Eq (AC)
Lab Eq (AC)
Power Eq (AC)
Shop Eq (AC)
Communications (AC)
Emb Misc Eq (AC)
Misc Eq (AC)
Total
Check
2018
1
40,970.0
618,984.3
26,538,266.5
65,170.5
191,457.8
806,476.4
510,896.7
226,080.6
50,748.0
263,092.7
5,600.4
82,349.7
26,418.2
64,293.8
148,313.2
53,390.5
29,692,509.4
2018
2
40,962.4
618,887.0
26,623,568.8
65,170.5
191,317.8
806,377.3
519,730.6
222,274.6
50,575.2
262,726.8
5,584.0
82,290.9
26,665.7
64,103.8
147,325.3
53,439.1
29,780,999.7
2018
3
40,954.9
618,957.5
26,710,235.5
65,170.5
191,177.8
806,331.3
528,880.2
218,925.9
50,470.1
264,000.0
5,594.7
82,390.4
27,151.0
64,245.7
146,337.4
53,688.4
29,874,511.2
2018
4
40,947.3
619,010.1
26,806,263.3
65,170.5
191,037.8
806,300.8
561,880.1
216,125.9
50,272.1
264,046.8
5,577.3
82,542.2
27,694.3
64,055.7
145,349.5
53,751.4
30,000,024.8
2018
5
40,939.7
618,756.4
26,926,354.6
65,170.5
190,897.7
806,118.7
572,750.2
213,234.4
50,114.7
263,843.6
5,569.9
82,779.7
28,165.1
63,865.7
144,361.5
53,772.8
30,126,695.3
2018
6
40,932.2
620,278.4
27,045,958.6
65,170.5
190,757.7
806,101.5
583,764.8
209,947.0
49,944.3
265,557.3
5,583.2
83,023.4
28,859.3
63,675.6
143,766.8
54,026.6
30,257,347.4
2018
7
40,924.6
622,864.6
27,134,027.2
65,170.5
190,617.7
806,291.7
593,486.0
206,183.3
49,755.3
264,342.1
5,571.9
83,163.8
29,553.6
63,485.6
142,891.4
54,056.2
30,352,385.6
2018
8
40,917.0
622,792.4
27,214,074.6
65,170.5
190,477.7
806,242.7
604,686.7
202,486.7
49,597.5
265,845.5
5,561.6
83,324.1
30,121.6
63,295.6
141,930.9
54,088.3
30,440,613.4
2018
9
40,909.5
622,599.7
27,301,919.8
65,170.5
190,337.6
806,272.5
613,800.8
199,680.2
49,431.8
267,594.9
5,565.1
83,606.3
30,770.1
63,105.6
141,290.5
54,418.5
30,536,473.3
2018
10
40,901.9
622,448.1
27,393,144.5
65,170.5
190,197.6
806,175.8
625,250.1
196,873.6
49,251.5
269,570.6
5,624.5
84,018.7
31,751.2
62,915.5
140,512.9
54,468.9
30,638,276.1
2018
11
40,894.3
625,550.6
27,481,953.1
65,170.5
190,057.6
806,144.8
634,312.9
194,361.8
49,077.7
272,185.2
5,631.1
84,252.6
32,587.7
62,725.5
139,867.9
54,585.2
30,739,358.6
2018
12
40,886.8
644,062.1
27,698,109.7
65,170.5
189,913.1
892,111.7
688,304.7
227,943.6
48,975.3
280,244.9
5,676.7
84,727.6
34,152.1
62,535.5
139,211.7
63,441.5
31,165,467.5
Proposed Rate
0.4028%
0.2891%
0.2492%
0.0000%
0.8505%
0.2125%
1.0034%
0.9900%
0.4633%
0.9375%
0.3958%
0.0000%
0.4167%
0.6250%
0.4400%
0.5558%
0.0000%
0.4167%
Proposed Rate
0.4028%
0.2891%
0.2492%
0.0000%
0.8505%
0.2125%
1.0034%
0.9900%
0.4633%
0.9375%
0.3958%
0.0000%
0.4167%
0.6250%
0.4400%
0.5558%
0.0000%
0.4167%
Proposed Rate
0.4028%
0.2891%
0.2492%
0.0000%
0.8505%
0.2125%
1.0034%
0.9900%
0.4633%
0.9375%
0.3958%
0.0000%
0.4167%
0.6250%
0.4400%
0.5558%
0.0000%
0.4167%
Proposed Rate
0.4028%
0.2891%
0.2492%
0.0000%
0.8505%
0.2125%
1.0034%
0.9900%
0.4633%
0.9375%
0.3958%
0.0000%
0.4167%
0.6250%
0.4400%
0.5558%
0.0000%
0.4167%
Proposed Rate
0.4028%
0.2891%
0.2492%
0.0000%
0.8505%
0.2125%
1.0034%
0.9900%
0.4633%
0.9375%
0.3958%
0.0000%
0.4167%
0.6250%
0.4400%
0.5558%
0.0000%
0.4167%
Proposed Rate
0.4028%
0.2891%
0.2492%
0.0000%
0.8505%
0.2125%
1.0034%
0.9900%
0.4633%
0.9375%
0.3958%
0.0000%
0.4167%
0.6250%
0.4400%
0.5558%
0.0000%
0.4167%
Proposed Rate
0.4028%
0.2891%
0.2492%
0.0000%
0.8505%
0.2125%
1.0034%
0.9900%
0.4633%
0.9375%
0.3958%
0.0000%
0.4167%
0.6250%
0.4400%
0.5558%
0.0000%
0.4167%
Proposed Rate
0.4028%
0.2891%
0.2492%
0.0000%
0.8505%
0.2125%
1.0034%
0.9900%
0.4633%
0.9375%
0.3958%
0.0000%
0.4167%
0.6250%
0.4400%
0.5558%
0.0000%
0.4167%
Proposed Rate
0.4028%
0.2891%
0.2492%
0.0000%
0.8505%
0.2125%
1.0034%
0.9900%
0.4633%
0.9375%
0.3958%
0.0000%
0.4167%
0.6250%
0.4400%
0.5558%
0.0000%
0.4167%
Proposed Rate
0.4028%
0.2891%
0.2492%
0.0000%
0.8505%
0.2125%
1.0034%
0.9900%
0.4633%
0.9375%
0.3958%
0.0000%
0.4167%
0.6250%
0.4400%
0.5558%
0.0000%
0.4167%
Proposed Rate
0.4028%
0.2891%
0.2492%
0.0000%
0.8505%
0.2125%
1.0034%
0.9900%
0.4633%
0.9375%
0.3958%
0.0000%
0.4167%
0.6250%
0.4400%
0.5558%
0.0000%
0.4167%
Proposed Rate
0.4028%
0.2891%
0.2492%
0.0000%
0.8505%
0.2125%
1.0034%
0.9900%
0.4633%
0.9375%
0.3958%
0.0000%
0.4167%
0.6250%
0.4400%
0.5558%
0.0000%
0.4167%
2018
1
163.8
1,777.4
65,339.2
1,629.5
1,666.5
4,988.6
2,275.9
236.0
2,475.3
22.2
343.4
163.3
283.7
829.8
222.3
82,417.1
-
2018
2
165.0
1,789.5
66,133.4
1,628.3
1,713.8
5,126.3
2,238.2
235.1
2,466.5
22.2
343.2
165.1
282.9
824.3
222.5
83,356.3
-
2018
3
165.0
1,789.2
66,345.9
1,627.2
1,713.6
5,215.0
2,200.5
234.3
2,463.1
22.1
342.9
166.7
282.1
818.8
222.7
83,609.0
-
2018
4
165.0
1,789.4
66,561.9
1,626.0
1,713.5
5,306.8
2,167.4
233.8
2,475.0
22.1
343.3
169.7
282.7
813.3
223.7
83,893.6
-
2018
5
164.9
1,789.6
66,801.2
1,624.8
1,713.4
5,637.9
2,139.6
232.9
2,475.4
22.1
344.0
173.1
281.8
807.9
224.0
84,432.6
-
2018
6
164.9
1,788.8
67,100.5
1,623.6
1,713.0
5,747.0
2,111.0
232.2
2,473.5
22.0
344.9
176.0
281.0
802.4
224.1
84,805.0
-
2018
7
164.9
1,793.2
67,398.5
1,622.4
1,713.0
5,857.5
2,078.5
231.4
2,489.6
22.1
346.0
180.4
280.2
799.1
225.1
85,201.7
-
2018
8
164.8
1,800.7
67,618.0
1,621.2
1,713.4
5,955.0
2,041.2
230.5
2,478.2
22.1
346.5
184.7
279.3
794.2
225.3
85,475.2
-
2018
9
164.8
1,800.5
67,817.5
1,620.0
1,713.3
6,067.4
2,004.6
229.8
2,492.3
22.0
347.2
188.3
278.5
788.9
225.4
85,760.4
-
2018
10
164.8
1,799.9
68,036.4
1,618.8
1,713.3
6,158.9
1,976.8
229.0
2,508.7
22.0
348.4
192.3
277.7
785.3
226.8
86,059.1
-
2018
11
164.8
1,799.5
68,263.7
1,617.6
1,713.1
6,273.8
1,949.0
228.2
2,527.2
22.3
350.1
198.4
276.8
781.0
227.0
86,392.5
-
2018
12
164.7
1,808.5
68,485.0
1,616.4
1,713.1
6,364.7
1,924.2
227.4
2,551.7
22.3
351.1
203.7
276.0
777.4
227.5
86,713.6
-
2,245.2
2,245.2
-
2,245.2
2,245.2
-
2,245.2
2,245.2
-
2,245.2
2,245.2
-
2,245.2
2,245.2
-
2,245.2
2,245.2
-
2,245.2
2,245.2
-
2,245.2
2,245.2
-
2,245.2
2,245.2
-
2,245.2
2,245.2
-
2,245.2
2,245.2
-
2,245.2
2,245.2
-
163.8
1,777.4
67,584.4
1,629.5
1,666.5
4,988.6
2,275.9
236.0
2,475.3
22.2
343.4
163.3
283.7
829.8
222.3
84,662.3
165.0
1,789.5
68,378.6
1,628.3
1,713.8
5,126.3
2,238.2
235.1
2,466.5
22.2
343.2
165.1
282.9
824.3
222.5
85,601.5
165.0
1,789.2
68,591.1
1,627.2
1,713.6
5,215.0
2,200.5
234.3
2,463.1
22.1
342.9
166.7
282.1
818.8
222.7
85,854.2
165.0
1,789.4
68,807.1
1,626.0
1,713.5
5,306.8
2,167.4
233.8
2,475.0
22.1
343.3
169.7
282.7
813.3
223.7
86,138.8
164.9
1,789.6
69,046.4
1,624.8
1,713.4
5,637.9
2,139.6
232.9
2,475.4
22.1
344.0
173.1
281.8
807.9
224.0
86,677.8
164.9
1,788.8
69,345.7
1,623.6
1,713.0
5,747.0
2,111.0
232.2
2,473.5
22.0
344.9
176.0
281.0
802.4
224.1
87,050.2
164.9
1,793.2
69,643.7
1,622.4
1,713.0
5,857.5
2,078.5
231.4
2,489.6
22.1
346.0
180.4
280.2
799.1
225.1
87,447.0
164.8
1,800.7
69,863.2
1,621.2
1,713.4
5,955.0
2,041.2
230.5
2,478.2
22.1
346.5
184.7
279.3
794.2
225.3
87,720.4
164.8
1,800.5
70,062.7
1,620.0
1,713.3
6,067.4
2,004.6
229.8
2,492.3
22.0
347.2
188.3
278.5
788.9
225.4
88,005.6
164.8
1,799.9
70,281.6
1,618.8
1,713.3
6,158.9
1,976.8
229.0
2,508.7
22.0
348.4
192.3
277.7
785.3
226.8
88,304.3
164.8
1,799.5
70,508.9
1,617.6
1,713.1
6,273.8
1,949.0
228.2
2,527.2
22.3
350.1
198.4
276.8
781.0
227.0
88,637.7
164.7
1,808.5
70,730.2
1,616.4
1,713.1
6,364.7
1,924.2
227.4
2,551.7
22.3
351.1
203.7
276.0
777.4
227.5
88,958.8
Electric
Electric
Electric
Total
Check
Electric
Electric
Electric
Electric
Electric
Common
Common
Common
Common
Common
Common
Common
Common
Common
Common
Common
Common
Common
Future Use (AC)
Computers (AC)
Vehicles (AC)
Stores Eq (AC)
Emb Lab Eq (AC)
Lab Eq (AC)
Power Eq (AC)
Shop Eq (AC)
Communications (AC)
Emb Misc Eq (AC)
Misc Eq (AC)
Total
Electric
EXHIBIT ___ (AP-E16)
SCHEDULE 5
PAGE 2 OF 3
Depreciable Plant Balance
Electric Other Production (AC)
Electric Steam Production (AC)
Electric Elec Trans And Dist (AC)
Electric Future Use (AC)
Electric Capitalized Software - Electric (AC)
Common Lab Eq (AC)
Common Shop Eq (AC)
Common Misc Eq (AC)
Total
Common Lab Eq (AC)
Common Shop Eq (AC)
Common Misc Eq (AC)
Electric
Common Lab Eq (AC)
Common Shop Eq (AC)
Common Misc Eq (AC)
Total
Check
2019
1
40,570.9
639,911.9
27,565,163.4
12,212.0
189,070.9
870,145.4
695,159.1
228,277.3
48,693.6
281,359.2
5,654.4
84,869.0
34,690.2
62,395.3
139,026.6
63,490.4
30,960,689.8
2019
2
40,563.4
639,863.9
27,654,250.2
12,212.0
188,228.8
870,365.2
702,013.5
228,611.0
48,412.0
282,473.6
5,632.1
85,010.4
35,228.3
62,255.2
138,841.4
63,539.3
31,057,500.1
2019
3
40,555.8
639,889.0
27,748,221.1
12,212.0
187,386.6
870,638.2
708,867.9
228,944.7
48,130.3
283,588.0
5,609.9
85,151.8
35,766.5
62,115.1
138,656.2
63,588.1
31,159,320.9
2019
4
40,548.2
639,872.4
27,839,407.2
12,212.0
186,544.4
870,880.8
715,722.3
229,278.4
47,848.6
284,702.3
5,587.6
85,293.1
36,304.6
61,974.9
138,471.1
63,637.0
31,258,284.9
2019
5
40,540.7
639,653.7
27,941,141.8
12,212.0
185,702.2
870,976.6
722,576.7
229,612.1
47,566.9
285,816.7
5,565.3
85,434.5
36,842.7
61,834.8
138,285.9
63,685.9
31,367,448.4
2019
6
40,533.1
639,655.5
28,039,555.0
12,212.0
184,860.0
871,232.6
729,431.1
229,945.8
47,285.3
286,931.0
5,543.0
85,575.9
37,380.8
61,694.6
138,100.7
63,734.7
31,473,671.2
2019
7
40,525.5
639,701.0
28,134,884.5
12,212.0
184,017.8
871,520.4
737,599.2
230,279.5
47,003.6
288,045.4
5,520.7
85,717.3
37,918.9
61,554.5
137,915.6
63,783.6
31,578,199.5
2019
8
40,518.0
639,665.3
28,224,799.3
12,212.0
183,175.7
871,749.2
744,517.7
230,613.2
46,721.9
289,159.8
5,498.4
85,858.7
38,457.0
61,414.3
137,730.4
63,832.5
31,675,923.4
2019
9
40,510.4
639,579.5
28,311,367.2
12,212.0
182,333.5
871,941.5
752,064.0
230,946.9
46,440.2
290,274.1
5,476.2
86,000.1
38,995.1
61,274.2
137,545.2
63,881.4
31,770,841.4
2019
10
40,502.8
639,534.8
28,409,332.8
12,212.0
181,491.3
872,163.7
759,046.7
231,280.6
46,158.6
291,388.5
5,453.9
86,141.4
39,533.3
61,134.0
137,360.0
63,930.2
31,876,664.6
2019
11
40,495.3
639,523.1
28,500,845.2
12,212.0
180,649.1
872,409.9
766,029.3
231,614.4
45,876.9
292,502.8
5,431.6
86,282.8
40,071.4
60,993.9
137,174.9
63,979.1
31,976,091.6
2019
12
40,487.7
693,457.9
29,190,372.3
12,212.0
189,711.3
966,791.0
778,254.0
232,653.5
45,595.2
293,617.2
5,409.3
86,424.2
40,609.5
60,853.7
136,989.7
64,028.0
32,837,466.5
Proposed Rate Proposed Rate Proposed Rate Proposed Rate Proposed Rate Proposed Rate Proposed Rate Proposed Rate Proposed Rate Proposed Rate Proposed Rate Proposed Rate
0.4028%
0.4028%
0.4028%
0.4028%
0.4028%
0.4028%
0.4028%
0.4028%
0.4028%
0.4028%
0.4028%
0.4028%
0.2891%
0.2891%
0.2891%
0.2891%
0.2891%
0.2891%
0.2891%
0.2891%
0.2891%
0.2891%
0.2891%
0.2891%
0.2492%
0.2492%
0.2492%
0.2492%
0.2492%
0.2492%
0.2492%
0.2492%
0.2492%
0.2492%
0.2492%
0.2492%
0.0000%
0.0000%
0.0000%
0.0000%
0.0000%
0.0000%
0.0000%
0.0000%
0.0000%
0.0000%
0.0000%
0.0000%
0.8505%
0.8505%
0.8505%
0.8505%
0.8505%
0.8505%
0.8505%
0.8505%
0.8505%
0.8505%
0.8505%
0.8505%
0.2125%
0.2125%
0.2125%
0.2125%
0.2125%
0.2125%
0.2125%
0.2125%
0.2125%
0.2125%
0.2125%
0.2125%
1.0034%
1.0034%
1.0034%
1.0034%
1.0034%
1.0034%
1.0034%
1.0034%
1.0034%
1.0034%
1.0034%
1.0034%
0.9900%
0.9900%
0.9900%
0.9900%
0.9900%
0.9900%
0.9900%
0.9900%
0.9900%
0.9900%
0.9900%
0.9900%
0.4633%
0.4633%
0.4633%
0.4633%
0.4633%
0.4633%
0.4633%
0.4633%
0.4633%
0.4633%
0.4633%
0.4633%
0.9375%
0.9375%
0.9375%
0.9375%
0.9375%
0.9375%
0.9375%
0.9375%
0.9375%
0.9375%
0.9375%
0.9375%
0.3958%
0.3958%
0.3958%
0.3958%
0.3958%
0.3958%
0.3958%
0.3958%
0.3958%
0.3958%
0.3958%
0.3958%
0.0000%
0.0000%
0.0000%
0.0000%
0.0000%
0.0000%
0.0000%
0.0000%
0.0000%
0.0000%
0.0000%
0.0000%
0.4167%
0.4167%
0.4167%
0.4167%
0.4167%
0.4167%
0.4167%
0.4167%
0.4167%
0.4167%
0.4167%
0.4167%
0.6250%
0.6250%
0.6250%
0.6250%
0.6250%
0.6250%
0.6250%
0.6250%
0.6250%
0.6250%
0.6250%
0.6250%
0.4400%
0.4400%
0.4400%
0.4400%
0.4400%
0.4400%
0.4400%
0.4400%
0.4400%
0.4400%
0.4400%
0.4400%
0.5558%
0.5558%
0.5558%
0.5558%
0.5558%
0.5558%
0.5558%
0.5558%
0.5558%
0.5558%
0.5558%
0.5558%
0.0000%
0.0000%
0.0000%
0.0000%
0.0000%
0.0000%
0.0000%
0.0000%
0.0000%
0.0000%
0.0000%
0.0000%
0.4167%
0.4167%
0.4167%
0.4167%
0.4167%
0.4167%
0.4167%
0.4167%
0.4167%
0.4167%
0.4167%
0.4167%
2019
1
164.7
1,862.0
69,023.7
1,615.2
1,895.7
6,906.4
2,256.6
226.9
2,627.3
22.5
353.1
213.5
275.2
773.7
264.4
88,480.8
-
2019
2
163.4
1,850.0
68,692.4
1,608.0
1,849.1
6,975.2
2,259.9
225.6
2,637.7
22.4
353.6
216.8
274.5
772.7
264.6
88,166.1
-
2019
3
163.4
1,849.8
68,914.4
1,600.9
1,849.5
7,044.0
2,263.2
224.3
2,648.2
22.3
354.2
220.2
273.9
771.7
264.8
88,464.9
-
2019
4
163.4
1,849.9
69,148.6
1,593.7
1,850.1
7,112.8
2,266.6
223.0
2,658.6
22.2
354.8
223.5
273.3
770.7
265.0
88,776.1
-
2019
5
163.3
1,849.9
69,375.8
1,586.6
1,850.6
7,181.6
2,269.9
221.7
2,669.1
22.1
355.4
226.9
272.7
769.6
265.2
89,080.3
-
2019
6
163.3
1,849.2
69,629.3
1,579.4
1,850.8
7,250.3
2,273.2
220.4
2,679.5
22.0
356.0
230.3
272.1
768.6
265.4
89,409.8
-
2019
7
163.3
1,849.2
69,874.6
1,572.2
1,851.4
7,319.1
2,276.5
219.1
2,690.0
21.9
356.6
233.6
271.5
767.6
265.6
89,732.1
-
2019
8
163.2
1,849.4
70,112.1
1,565.1
1,852.0
7,401.1
2,279.8
217.8
2,700.4
21.9
357.2
237.0
270.8
766.5
265.8
90,060.0
-
2019
9
163.2
1,849.3
70,336.2
1,557.9
1,852.5
7,470.5
2,283.1
216.5
2,710.9
21.8
357.8
240.4
270.2
765.5
266.0
90,361.6
-
2019
10
163.2
1,849.0
70,551.9
1,550.7
1,852.9
7,546.2
2,286.4
215.2
2,721.3
21.7
358.4
243.7
269.6
764.5
266.2
90,660.8
-
2019
11
163.1
1,848.9
70,796.1
1,543.6
1,853.3
7,616.3
2,289.7
213.9
2,731.8
21.6
359.0
247.1
269.0
763.4
266.4
90,983.1
-
2019
12
163.1
1,848.9
71,024.1
1,536.4
1,853.9
7,686.3
2,293.0
212.5
2,742.2
21.5
359.5
250.4
268.4
762.4
266.6
91,289.3
-
2,245.2
2,245.2
-
2,245.2
2,245.2
-
2,245.2
2,245.2
-
2,245.2
2,245.2
-
2,245.2
2,245.2
-
2,245.2
2,245.2
-
2,245.2
2,245.2
-
2,245.2
2,245.2
-
2,245.2
2,245.2
-
2,245.2
2,245.2
-
2,245.2
2,245.2
-
2,245.2
2,245.2
-
164.7
1,862.0
71,268.9
1,615.2
1,895.7
6,906.4
2,256.6
226.9
2,627.3
22.5
353.1
213.5
275.2
773.7
264.4
90,726.1
163.4
1,850.0
70,937.6
1,608.0
1,849.1
6,975.2
2,259.9
225.6
2,637.7
22.4
353.6
216.8
274.5
772.7
264.6
90,411.3
163.4
1,849.8
71,159.6
1,600.9
1,849.5
7,044.0
2,263.2
224.3
2,648.2
22.3
354.2
220.2
273.9
771.7
264.8
90,710.1
163.4
1,849.9
71,393.8
1,593.7
1,850.1
7,112.8
2,266.6
223.0
2,658.6
22.2
354.8
223.5
273.3
770.7
265.0
91,021.3
163.3
1,849.9
71,621.0
1,586.6
1,850.6
7,181.6
2,269.9
221.7
2,669.1
22.1
355.4
226.9
272.7
769.6
265.2
91,325.5
163.3
1,849.2
71,874.5
1,579.4
1,850.8
7,250.3
2,273.2
220.4
2,679.5
22.0
356.0
230.3
272.1
768.6
265.4
91,655.0
163.3
1,849.2
72,119.8
1,572.2
1,851.4
7,319.1
2,276.5
219.1
2,690.0
21.9
356.6
233.6
271.5
767.6
265.6
91,977.3
163.2
1,849.4
72,357.3
1,565.1
1,852.0
7,401.1
2,279.8
217.8
2,700.4
21.9
357.2
237.0
270.8
766.5
265.8
92,305.2
163.2
1,849.3
72,581.4
1,557.9
1,852.5
7,470.5
2,283.1
216.5
2,710.9
21.8
357.8
240.4
270.2
765.5
266.0
92,606.8
163.2
1,849.0
72,797.1
1,550.7
1,852.9
7,546.2
2,286.4
215.2
2,721.3
21.7
358.4
243.7
269.6
764.5
266.2
92,906.1
163.1
1,848.9
73,041.3
1,543.6
1,853.3
7,616.3
2,289.7
213.9
2,731.8
21.6
359.0
247.1
269.0
763.4
266.4
93,228.3
163.1
1,848.9
73,269.3
1,536.4
1,853.9
7,686.3
2,293.0
212.5
2,742.2
21.5
359.5
250.4
268.4
762.4
266.6
93,534.5
Electric
Electric
Electric
Total
Check
Common Lab Eq (AC)
Common Shop Eq (AC)
Common Misc Eq (AC)
Total
Schedule 6
Page 1 of 1
Electric Department
Company Revenue Requirement
For the Twelve Months Ending December 31, 2018
($000's)
Rate Year 1
As Reflected in
Exhibit__(AP-9)
Rate Year 2
Adjustments
Rate Year 2
As Adjusted
Proposed
Rate
Increase
Revenue Taxes - Sales Revenues
- Other Operating Rev.
$172,700
3,180
($4,083)
67
$168,617
3,247
Property Taxes
1,321,730
69,694
1,391,424
1,391,424
Payroll Taxes
53,452
1,231
54,683
54,683
Brownfield Tax Credits
(1,600)
(1,600)
(1,600)
1,392
1,392
1,392
Sales and Use Tax
All Other
Less: Gross Receipts Taxes
1,854
39
1,893
$1,552,708
$66,948
$1,619,656
(172,700)
Total Excluding GRT
$1,380,008
4,083
$71,031
(168,617)
$1,451,039
$4,594
Rate Year 2
As Adjusted
For Proposed
Rate
Increase
$173,211
3,247
1,893
$4,594
(4,594)
$0
$1,624,250
(173,211)
$1,451,039
($000's)
Rate Year 2
As Reflected in
Exhibit__(AP-10)
Rate Year 3
Adjustments
Rate Year 3
As Adjusted
Revenue Taxes - Sales Revenues
- Other Operating Rev.
$173,211
3,247
($3,034)
68
$170,176
$3,315
Property Taxes
1,391,424
71,490
1,462,914
1,462,914
Payroll Taxes
54,683
938
55,621
55,621
(1,600)
(1,600)
(1,600)
Sales and Use Tax
1,392
1,392
1,392
All Other
1,893
Less: Gross Receipts Taxes
Total Excluding GRT
$1,624,250
(173,211)
$1,451,039
40
1,933
$69,502
$1,693,751
3,034
$72,536
(170,176)
$1,523,575
Proposed
Rate
Increase
Rate Year 3
As Adjusted
For Proposed
Rate
Increase
$3,605
$173,781
3,315
1,933
$3,605
(3,605)
$0
$1,697,356
(173,781)
$1,523,575
Electric Department
New York State Income Tax
($000's)
Rate Year 1
As Reflected in
Exhibit__(AP-9)
1 Book Operating Income Before Income Taxes
2 Interest Expense
3 Taxible Income
$
Plant Items
4 Book Depreciation
5 NYS Tax Depreciation
7 Cost of Removal
9 Repair Allowance
Rate Year 2
Adjustments
Rate Year 2
As Adjusted
($79,257)
(36,977)
(116,234)
1,870,268
(545,118)
1,325,150
$
987,363
(1,079,095)
(43,339)
(188,631)
(59,589)
(415,541)
Non-Plant Items
18
- SIR
20 Taxable Income - New York State
21 Statutory SIT Tax Rate @ 6.50%
Tax Computation
22 Current New York State Income Tax
23 Deferred New York State Income Tax
24 Excess Deferred SIT (7.1% - 6.5%)
25
TOTAL NEW YORK STATE INCOME TAX EXPENSE
$1,949,525
(508,141)
1,441,384
$
Schedule 7
Page 1 of 2
$
Rate Year 2
As Adjusted
For Proposed
Rate
Increase
Proposed
Rate
Increase
$174,838
$
174,838
$
2,045,106
(545,118)
1,499,988
65,252
(89,245)
588
15,733
6,635
1,052,615
(1,168,340)
(42,752)
(172,897)
(59,589)
(408,906)
1,052,615
(1,168,340)
(42,752)
(172,897)
(59,589)
(408,906)
771
17,286
1,015
(1,194)
44,303
176,623
(290,534)
113,441
(24,619)
(761,739)
(35,277)
(28,592)
50,672
10,774
(6,078)
(9,540)
771
17,286
1,015
(1,194)
9,026
148,031
(239,862)
124,215
(30,697)
(771,279)
771
17,286
1,015
(1,194)
9,026
148,031
(239,862)
124,215
(30,697)
(771,279)
679,645
(125,774)
553,871
6.50%
6.50%
6.50%
44,177
49,513
(6,788)
86,902
(8,175)
620
(7,555)
36,002
50,133
(6,788)
79,347
$
$
174,838
728,709
6.50%
$
11,364
11,364
6.50%
$
47,366
50,133
(6,788)
90,711
Electric Department
New York State Income Tax
($000's)
2 Interest Expense
3 Taxible Income
Schedule 7
Page 2 of 2
Rate Year 2
As Reflected in
Exhibit__(RM-2)
Rate Year 3
Adjustments
Rate Year 3
As Adjusted
$2,045,106
($545,118)
1,499,988
($63,735)
(36,977)
(100,712)
1,981,370
(582,095)
1,399,275
$
Plant Items
4 Book Depreciation
5 NYS Tax Depreciation
7 Cost of Removal
8 Mixed Service Cost (MSC) - State (aka 263A Capitali
9 Repair Allowance
Non-Plant Items
17 Net Deferred Debits and Credits from Schedule 4 - O
18
20 Taxable Income - New York State
21 Statutory SIT Tax Rate @ 6.50%
Tax Computation
22 Current New York State Income Tax
23 Deferred New York State Income Tax
24 Excess Deferred SIT (7.1% - 6.5%)
25
TOTAL NEW YORK STATE INCOME TAX EXPEN$
$
1,052,615
(1,168,340)
(42,752)
(172,897)
(59,589)
(408,906)
$
59,955
(79,653)
85
5,169
Rate Year 3
As Adjusted
For Proposed
Rate
Increase
Proposed
Rate
Increase
$137,183
$
137,183
$
2,118,553
(582,095)
1,536,458
(125,783)
1,112,570
(1,247,993)
(42,666)
(167,729)
(59,589)
(534,689)
1,112,570
(1,247,993)
(42,666)
(167,729)
(59,589)
(534,689)
771
17,286
1,015
(1,194)
9,026
148,031
(239,862)
124,215
(30,697)
(771,279)
(5,817)
(63,599)
98,009
2,103
(5,504)
(115,035)
771
17,286
1,015
(1,194)
3,209
84,431
(141,853)
126,318
(36,201)
(886,314)
771
17,286
1,015
(1,194)
3,209
84,431
(141,853)
126,318
(36,201)
(886,314)
728,709
(215,747)
512,962
-
137,183
650,144
6.50%
6.50%
6.50%
6.50%
6.50%
47,366
50,133
(6,788)
90,711
(14,024)
7,477
(6,547)
33,343
57,610
(6,788)
84,165
8,917
8,917
42,259
57,610
(6,788)
93,081
$
$
$
$
Electric Department
Federal Income Tax
($000's)
Rate Year 1
As Reflected in
Exhibit__(AP-9)
2 Interest Expense
3 Book Depreciation - Existing Rates
5
6
7
8
- Proposed Rates
10
- Proposed Rates
11
12
13 Cost of Removal
14 Total
18 Total
$
$
(188,631)
37,307
$
771
1,015
(1,194)
592
Taxable Income Before Current State Tax Deduction
Less: Current State Tax
Federal Taxable Income
Statutory Tax Rate
44
45
46
47
48
49
Deferred Federal Taxable Income
Less: Deferred State Tax
Deferred Taxable Income - Federal
Statutory Tax Rate
Deferred Federal Tax Before Amortizations
50
51
52
53
Investment Tax Credit
Alternative Fuel Vehicle Refueling Property Credit
Excess Deferred FIT
Amortization of Previously Deferred Federal Taxes
$
43,152
$
15,733
28,104
-
$
(172,897)
65,411
$
771
1,015
(1,194)
592
66,003
16,788
(107)
(43,492)
(21,367)
$
72,295
(801)
(24,293)
39,386
1,954
(72,000)
(59,589)
12,999
(415,541)
(445,590)
$
89,082
(908)
(67,784)
18,018
1,954
(72,000)
(59,589)
13,280
(408,906)
(486,853)
$
17,286
44,303
176,623
(290,534)
42,725
113,441
(24,619)
79,225
$
17,286
9,026
148,031
(239,862)
43,345
124,215
(30,697)
71,343
$
281
6,635
(41,262)
$
(35,277)
(28,592)
50,672
620
10,774
(6,078)
(7,882)
(366,365)
(49,144)
(415,509)
$
1,112,917
(44,177)
1,068,740
35.00%
374,059
$
(137,275)
8,175
(129,100)
35.00%
(45,185)
$
975,643
(36,002)
939,641
35.00%
328,874
$
366,365
(49,513)
6,788
323,641
35.00%
113,274
$
49,144
(620)
48,524
35.00%
16,983
$
415,509
(50,133)
6,788
372,165
35.00%
130,258
(2,859)
(29)
(3,840)
(6,728)
141
141
106,547
$
480,606
(28,061)
$
452,545
174,838
$
$
$
$
$
-
-
$
(172,897)
65,411
$
771
1,015
(1,194)
592
-
66,003
-
$
89,082
(908)
(67,784)
18,018
1,954
(72,000)
(59,589)
13,280
(408,906)
(486,853)
$
17,286
9,026
148,031
(239,862)
43,345
124,215
(30,697)
71,343
-
$
174,838
(11,364)
163,474
35.00%
57,216
$
35.00%
-
(415,509)
$
1,150,481
(47,366)
1,103,115
35.00%
386,090
$
415,509
(50,133)
6,788
372,165
35.00%
130,258
(2,859)
(29)
(3,699)
(6,587)
$
$2,045,106
(545,118)
1,499,988
885,708
22,328
4,614
7,557
44,233
(778,160)
(18,018)
(1,954)
72,000
-
123,671
$
Rate Year 2
As Adjusted
For Proposed
Rate
Increase
$174,838
(2,859)
(29)
(3,699)
(6,587)
17,124
$
Proposed
Rate
Increase
885,708
22,328
4,614
7,557
44,233
(778,160)
(18,018)
(1,954)
72,000
2,923
2,497
(57,568)
21,367
$
$1,870,268
(545,118)
1,325,150
28,104
55
$
($79,257)
(36,977)
(116,234)
Rate Year 2
As Adjusted
37,899
39
40
41
42
43
Rate Year 2
Adjustments
842,556
22,328
4,614
4,634
41,736
(720,592)
(39,386)
(1,954)
72,000
- Proposed Rates
21
23
- Proposed Rates
24
25
28 Repair Allowance
29 Total
36
- SIR
37 Total
$1,949,525
(508,141)
1,441,384
Schedule 8
Page 1 of 2
57,216
123,671
$
509,761
Electric Department
Federal Income Tax
($000's)
Rate Year 2
As Reflected in
Sch. 8, Page 1
2 Interest Expense
5
6
7
8
- Proposed Rates
10
- Proposed Rates
11
12
13 Cost of Removal
14 Total
18 Total
$
$
(172,897)
65,411
$
771
1,015
(1,194)
592
Taxable Income Before Current State Tax Deduction
Less: Current State Tax
Federal Taxable Income
Statutory Tax Rate
44
45
46
47
48
49
Deferred Federal Taxable Income
Less: Deferred State Tax
Deferred Taxable Income - Federal
Statutory Tax Rate
Deferred Federal Tax Before Amortizations
50
51
52
53
Investment Tax Credit
Alternative Fuel Vehicle Refueling Property Credit
Excess Deferred FIT
Amortization of Previously Deferred Federal Taxes
$
37,597
$
5,169
15,237
-
$
(167,729)
80,648
$
771
1,015
(1,194)
592
81,240
18,347
(102)
(41,533)
(8,426)
$
89,082
(908)
(67,784)
18,018
1,954
(72,000)
(59,589)
13,280
(408,906)
(486,853)
$
107,429
(1,010)
(109,317)
9,592
1,954
(72,000)
(59,589)
13,643
(534,689)
(643,986)
$
17,286
9,026
148,031
(239,862)
43,345
124,215
(30,697)
71,343
$
17,286
3,209
84,431
(141,853)
50,822
126,318
(36,201)
104,012
$
363
(125,783)
(157,133)
$
(5,817)
(63,599)
98,009
7,477
2,103
(5,504)
32,668
(415,509)
(124,464)
(539,974)
$
1,150,481
(47,366)
1,103,115
35.00%
386,090
$
(209,939)
14,024
(195,915)
35.00%
(68,570)
$
940,541
(33,343)
907,198
35.00%
317,519
$
415,509
(50,133)
6,788
372,165
35.00%
130,258
$
124,464
(7,477)
116,987
35.00%
40,946
$
539,974
(57,610)
6,788
489,152
35.00%
171,203
(2,859)
(29)
(3,699)
(6,587)
345
345
123,671
$
509,761
(27,279)
$
$
$
$
$
482,480
$
-
-
$
(167,729)
80,648
$
771
1,015
(1,194)
592
-
81,240
-
$
107,429
(1,010)
(109,317)
9,592
1,954
(72,000)
(59,589)
13,643
(534,689)
(643,986)
$
17,286
3,209
84,431
(141,853)
50,822
126,318
(36,201)
104,012
-
$
137,183
(8,917)
128,266
35.00%
44,893
$
35.00%
-
(539,974)
$
1,077,724
(42,259)
1,035,465
35.00%
362,413
$
539,974
(57,610)
6,788
489,152
35.00%
171,203
(2,859)
(29)
(3,354)
(6,242)
$
$2,118,553
(582,095)
1,536,458
923,305
22,328
4,614
10,163
45,740
(818,228)
(9,592)
(1,954)
72,000
-
164,961
$
137,183
-
(2,859)
(29)
(3,354)
(6,242)
41,291
$
$137,183
923,305
22,328
4,614
10,163
45,740
(818,228)
(9,592)
(1,954)
72,000
2,606
1,507
(40,067)
8,426
$
$1,981,370
(582,095)
1,399,275
15,237
55
$
($63,735)
(36,977)
(100,712)
Rate Year 3
As Adjusted
For Proposed
Rate
Increase
Proposed
Rate
Increase
Rate Year 3
As Adjusted
66,003
39
40
41
42
43
Rate Year 3
Adjustments
885,708
22,328
4,614
7,557
44,233
(778,160)
(18,018)
(1,954)
72,000
21
- Proposed Rates
23
- Proposed Rates
24
25
28 Repair Allowance
29 Total
36
- SIR
37 Total
$2,045,106
($545,118)
1,499,988
Schedule 8
Page 2 of 2
44,893
164,961
$
527,374
Schedule 9
Page 1 of 5
Electric Department
Rate Base
($000's)
Rate Year 1
As Reflected in
Exhibit__(AP-8)
Utility Plant:
Book Cost of Plant
Net Plant
Working Capital
Major Storm Charges
Total Deferrals
Hudson Avenue
Total Deferred Taxes
Average Rate Base
Total Adjustments
Rate Year 2
Adjustments
Rate Year 2
As Adjusted
$28,749,300
93,957
46,340
(6,751,100)
(6,537)
$22,131,960
$1,485,600
(4,614)
29,226
(566,600)
(7,557)
$936,055
$30,234,900
89,343
75,566
(7,317,700)
(14,093)
$23,068,015
663,200
842,885
116,728
19,048
2,630
(4,041)
(1,089)
(5,996)
1,633,366
3,800
29,757
2,333
(771)
(85)
(126)
34,909
-
667,000
872,642
119,062
18,277
2,630
(4,125)
(1,089)
(6,122)
1,668,275
-
34,533
(6,835)
91,000
59,270
9,589
12,411
(3,436)
196,534
31,822
2,734
34,556
66,356
(4,101)
91,000
59,270
9,589
12,411
(3,436)
231,090
(36,200)
(4,413,134)
(438,637)
(4,887,971)
(303,791)
(25,708)
(329,499)
(36,200)
(4,716,925)
(464,345)
(5,217,470)
19,073,890
676,020
19,749,910
(31,197)
(141,980)
(21,087)
(194,264)
$18,879,625
786
786
$676,806
(31,197)
(141,980)
(20,301)
(193,478)
$19,556,431
Electric Department
Working Capital Allowance
($000's)
Schedule 9
Page 2 of 5
Rate Year 1
As Reflected in
Exhibit__(AP-9)
Rate Year 2
Adjustments
M&S
Liquid Fuel Inventory
Materials and Supplies, Excluding Fuel
Total Materials and Supplies
$37,301
143,164
180,465
$783
3,006
3,790
$38,084
146,171
184,255
Prepayments
Insurance
Rents
Property Taxes
PSC Assessment
Regulatory Assessment - 18A Legislation
Software Maintenance Contract
Interference
EPRI
Other
Total Prepayments
15,276
18,051
257,502
8,703
7,168
1,337
259
7,411
315,707
321
379
34,847
183
151
28
5
156
36,069
15,597
18,430
292,349
8,886
7,319
1,365
264
7,567
351,776
Cash Working Capital
Less: Purchased Power Expenses
Gas Portion of Fuel
Recoverable Fuel Costs
System Benefit Charge (SBC)
RPS/NYSERDA Clean Energy Fund
Regional Greenhouse Initiative (RGGI)
Amortization of MGP/SIR Costs
Uncollectible
Cash Working Capital @ 1/8th
Add: Cash Working Capital @ 1/12 on Rec. Fuel Costs
Rate Year 2
As Adjusted
3,837,731
1,494,907
162,110
44,303
86,178
220,400
22,543
65,368
1,741,922
(60,374)
131,680
(14,559)
(35,277)
(1,900)
1,714
3,544
(145,575)
217,740
(18,197)
199,543
3,692
(2,940)
752
$
3,777,357
1,626,587
147,551
9,026
86,178
218,500
24,257
68,912
1,596,346
Total
717,604
$18,722
$736,326
Add: Working Capital Related to Purchased Power
125,281
11,035
136,316
$842,885
$29,757
$872,642
Total Working Capital
$872,642
8.38%
Schedule 9
Page 3 of 5
AVERAGE TWELVE MONTHS ENDING DECEMBER 31, 2018, 2019, 2020
Interference
Average
Twelve Months
Ending
December 31, 2017
(Column 1)
RY-2
Amortization
of Deferred
Balances
(Column 2)
Average
Twelve Months
Ending
December 31, 2018
(Column 3)
RY-3
Amortization
of Deferred
Balances
(Column 4)
Average
Twelve Months
Ending
December 31, 2019
(Column 5)
$
$
$
$
$
Pensions/OPEBs
Major Storm Charges
Reactive Power
Shared Earnings
8,864
6,103
(2,955)
(2,441)
(61,487)
(58,141)
(10,476)
(15,249)
(4,643)
(1,130)
(733)
(587)
(2,604)
(4,655)
(407)
(176)
(4,714)
(15,240)
1,023
(36,481)
(6,835)
1,324
1,508
327
72
50
568
31,870
74,113
18,764
(118)
(22,031)
(101,117)
24,595
23,256
4,190
6,099
1,857
452
294
235
1,042
1,862
163
70
1,886
6,096
(409)
14,592
2,734
(530)
(603)
(131)
(29)
(20)
(227)
(3,355)
(7,801)
(1,975)
47
8,812
77,807
67,329
NYSIT Rate Change
5,909
3,662
(5,909)
(2,441)
1,221
(36,892)
(34,885)
(6,285)
(9,149)
(2,786)
(678)
(439)
(353)
(1,562)
(2,793)
(244)
(105)
(2,828)
(9,144)
614
(21,888)
(4,101)
794
905
197
43
30
341
28,516
66,312
16,789
(71)
(13,219)
(23,310)
24,595
23,256
4,190
6,099
1,857
452
294
235
1,042
1,862
163
70
1,886
6,096
(409)
14,592
2,734
(530)
(603)
(131)
(29)
(20)
(227)
(3,355)
(7,801)
(1,975)
47
8,812
74,852
(18,656)
48,673
(22,001)
26,672
(16,971)
6,788
(10,183)
6,788
(3,394)
Total Deferred Balances
(50,760)
65,939
15,180
59,639
74,819
Less: (Items reflected separately or excluded from Rate Base)
Major Storm Charges
Pensions/OPEBs (to be excluded from rate base)
NYSIT Rate Change/Excess Def SIT
(6,835)
(61,487)
(16,971)
2,734
24,595
6,788
(4,101)
(36,892)
(10,183)
2,734
24,595
6,788
(1,367)
(12,297)
(3,394)
Total Deferral Reflected Separately
(85,293)
34,117
(51,176)
34,117
(17,059)
SIR
Revised Total Deferred Balances
Amounts Amortized through Expense (not included on AP-9, Sch 4)
$
34,533
(3,436)
12,411
$
31,822
-
$
$
$
66,356
(3,436)
12,411
$
25,522
-
$
$
$
(12,297)
(11,629)
(2,095)
(3,050)
(928)
(225)
(146)
(118)
(520)
(931)
(81)
(35)
(942)
(3,048)
205
(7,296)
(1,367)
264
301
66
15
10
114
25,161
58,511
14,814
(24)
(4,406)
51,542
91,878
(3,436)
12,411
Schedule 9
Page 4 of 5
Electric Department
Rate Base
($000's)
Rate Year 2
Utility Plant:
Book Cost of Plant
Net Plant
Working Capital
Rate Year 3
Adjustments
30,234,900
89,343
75,566
(7,317,700)
(14,093)
$23,068,015
1,573,100
(4,614)
26,065
(669,100)
(10,163)
$915,287
31,808,000
84,728
101,630
(7,986,800)
(24,256)
$23,983,302
667,000
872,642
119,062
18,277
2,630
(4,125)
(1,089)
(6,122)
1,668,275
30,800
13,861
376
(771)
(87)
(129)
44,051
697,800
886,503
119,438
17,506
2,630
(4,212)
(1,089)
(6,250)
1,712,326
Major Storm Charges
Total Deferrals
Hudson Avenue
Total Deferred Taxes
Average Rate Base
Total Adjustments
Rate Year 3
As Adjusted
66,356
(4,101)
91,000
59,270
9,589
12,411
(3,436)
231,090
25,522
2,734
28,256
-
91,878
(1,367)
91,000
59,270
9,589
12,411
(3,436)
259,346
(36,200)
(4,716,925)
(464,345)
(5,217,470)
(293,287)
(28,823)
(322,110)
(36,200)
(5,010,213)
(493,167)
(5,539,580)
19,749,910
665,484
20,415,394
(31,197)
(141,980)
(20,301)
(193,478)
$19,556,431
786
786
$666,270
(31,197)
(141,980)
(19,515)
(192,692)
$20,222,702
Electric Department
Working Capital Allowance
($000's)
Rate Year 2
M&S
Liquid Fuel Inventory
Materials and Supplies, Excluding Fuel
Total Materials and Supplies
Prepayments
Insurance
Rents
Property Taxes
PSC Assessment
Regulatory Assessment - 18A Legislation
Software Maintenance Contract
Interference
EPRI
Other
Total Prepayments
Cash Working Capital
Less: Purchased Power Expenses
Gas Portion of Fuel
Recoverable Fuel Costs
System Benefit Charge (SBC)
RPS/NYSERDA Clean Energy Fund
Regional Greenhouse Initiative (RGGI)
Amortization of MGP/SIR Costs
Uncollectible
Cash Working Capital @ 1/8th
Add: Cash Working Capital @ 1/12 on Rec. Fuel Costs
Rate Year 3
Adjustments
Rate Year 3
As Adjusted
$38,084
$146,171
184,255
$800
3,070
3,869
$38,884
149,240
188,125
$15,597
18,430
292,349
8,886
7,319
1,365
264
7,567
351,776
328
387
35,745
187
154
29
6
159
36,993
15,924
18,817
328,094
9,072
7,472
1,394
270
7,726
388,769
3,777,357
1,626,587
147,551
9,026
86,178
218,500
24,257
68,912
1,596,346
(100,525)
(63,097)
4,129
(5,817)
(7,296)
(223)
(28,220)
199,543
(3,528)
196,015
752
(485)
267
Total
736,326
Add: Working Capital Related to Purchased Power
117,900
Total Working Capital
Schedule 9
Page 2 of 5
$854,226
$36,850
(4,573)
$32,277
$
3,676,832
1,563,490
151,680
3,209
86,178
211,204
24,257
68,689
1,568,126
$773,176
113,327
$886,503
Schedule 10
PAGE 1 OF 1
Electric Department
Interest Synchronization
($000's)
Rate Year 1
As Reflected in
Exhibit__(AP-9)
Rate Base
$18,879,625
Interest Bearing CWIP (+)
Earnings Base
368,200
19,247,825
Embedded Cost of Debt
Interest Deduction
Rate Year 2
Adjustments
$676,806
212,800
889,606
2.64%
$508,143
Rate Year 2
As Adjusted
$19,556,431
581,000
20,137,431
2.71%
$36,977
$545,120
($000's)
Rate Year 2
As Adjusted
Rate Base
Interest Bearing CWIP (+)
Earnings Base
Embedded Cost of Debt
Interest Deduction
Rate Year 3
Adjustments
Rate Year 3
As Adjusted
$19,556,431
$666,270
$20,222,702
581,000
47,400
628,400
20,137,431
713,670
2.71%
$545,120
20,851,102
2.73%
$23,698
$568,818

Accounting Electric Exhibits (AP-E1) - (AP-E16)

Transcription

Similar documents

Newsletter 1 - Seward Memorial Library

Leadership Essentials for the Water Industry: A

photo essay in PDF format

exhibitor prospectus

Note, Personal Checking Account is selected Note, Woodmans

BOY SCOUTS NIGHT OUT AT BLUE MAN GROUP!

Employee Data Management Coversheet

french as a second language - École des Adultes Le Carrefour

City Deal in South Lanarkshire