Service territory
Tap a substation for live loading. Line color shows flow from the two wholesale delivery points.
NormalAbove 80%Above 95%
Operational Intelligence in action
Different operations need different intelligence.
Five working demonstrations, each built around the people, systems and decisions of a real kind of operation. Click, drag and adjust anything that looks interactive — nearly everything is.
Utility Operations Intelligence
See the system. Verify the numbers. Act before the peak.
Wholesale billing, revenue metering, AMI, SCADA, load management and outage information in one operating picture — so the utility can prove what actually happened.
System load—Live · demo time 3:00 pm
Wholesale billVerified0.08% variance
Forecast peak—Above monthly peak
Customers out0Normal operation
Substation
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Load——
Customers——
Today’s load
—
System load today
Actual SCADA load through 3:00 pm, with the forecast for the rest of the day.
Data sources
Independent feeds the picture is built from.
Wholesale power bill verification
The supplier’s bill is recalculated from three independent sources before it’s paid.
Supplier billed—Wholesale invoice
Independent recalculation—From SCADA + AMI + contract rates
Difference——
Result——
Daily meter agreement
Supplier meter vs. SCADA, by day. Tap a day outside the tolerance band to see why.
Tap any day for the detail.
Energy by source
Monthly MWh, three independent views.
AMI total includes 3.1% modeled system losses.
Line-item check
Each charge recalculated from contract rates and independent meter data.
Load control plan
Simulate dispatching water-heater and irrigation control to shave today’s peak.
Demand charge: $18.50 per kW-month on the monthly coincident peak (demo rate).
Today’s peak, with and without control
The dashed line is the highest peak billed so far this month.
Uncontrolled peak——
Controlled peak——
Peak reduction—Coincident demand
Estimated savings—This month’s demand charge
Devices controlled—Water heaters + irrigation
Outage map
Run a storm and watch outages roll in, then dispatch crews to restore.
Event status
No active events.
Customers out00.0% of system
Crews assigned0—
Event log
System normal. No open outages.
SAIDI by month
Average outage minutes per customer, vs. the annual target pace.
Outage causes, last 12 months
Tap a cause to see its share of customer minutes.
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AMI read completeness
Last 14 days by hour. Tap any cell; darker cells mean missing interval reads.
100%<90%
Select an hour
Tap a cell in the grid.
Reads received—
Missing—
—
Validation run
Checks run against yesterday’s 14,280 meters.
Exceptions to review
Found before they reach a customer bill.
Precision Manufacturing Intelligence
Preserve the shop’s good habits. Eliminate the duplicate entry.
Kessler Precision Machining is a 38-person CNC job shop serving ag equipment, pump and food-processing customers. Jobs, machine status, quotes, inspection and blanket POs come together in one picture, so nobody retypes a job number into three systems.
Jobs in process——
On-time delivery—Last 90 days · target 95%
Shop utilization—6 CNC machines · last 7 shifts
Actual vs quoted hours—Last 10 jobs
Shop floor, live
Tap a machine for its job. Rings show parts complete on the current operation.
Machine
—
——
Operator—
Cycle time——
Next: —
—
Floor events
Posted by the machines, the CMM and the shipping bench. No one keys these in.
This shift
First shift, 6:00 am to 2:30 pm.
Spindles cutting—of 6 CNC machines
Parts completed—All operations
Over quoted cycle—Machines running long
Job board
Every open job from quote to invoice. Advance a job and the counts, WIP and delivery status update everywhere.
Work in process——
Late—Past due, not shipped
At risk—Not enough days for remaining steps
Invoiced this week——
Swipe sideways to see every column.
Quoted vs actual hours, last 10 jobs
Actual hours come from machine monitoring, not timecards. Tap a job to see why it ran over or under.
- Quoted
- Actual, under quote
- Within 10%
- Over 10%
Job
—
Quoted—
Actual——
—
Repeat part history
Minutes per part on every run, against what the quote assumed.
—
Quoted—min per part
Latest run——
Improvement—First run to latest
—
Re-quote calculator
—
Last quote——
Suggested price——
—
OEE, last 30 days
Availability × performance × quality, from spindle signals and CMM results.
Downtime reasons
Hours lost, last 30 days. Tap a reason.
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Utilization, last 7 shifts
Spindle-on hours as a share of scheduled hours.
All machines, 7-shift average
Tap a machine to load it above. Marker is the 75% shop goal.
OEE trend, 12 weeks
Weekly OEE for the selected machine.
Customer blanket POs
Tap one to see its burn-down.
—
—
Released——
Remaining——
Projected exhaustion——
PO end——
Recent releases against this PO
Each release becomes a job automatically, with part, revision and price pulled from the PO.
Revenue, year to date—Through August close
Gross margin, year to date—Target 28%
Open jobs on the board——
Needs attention——
What needs attention
Pulled from the job board, quotes, POs and machines. Nothing here was typed in.
Margin by customer
Year to date. Marker is the 28% target. Tap a customer.
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Weekly shipments vs plan
Invoiced value shipped each week, last 12 weeks.
Executive Performance Intelligence
Leadership should know where attention is needed — not read another report.
Great Plains Public Power’s budget, departments, strategic plan and capital program on one page, refreshed from the general ledger, work management and project systems every night.
Revenue, year to date——
Operating margin——
Days cash on hand—Policy minimum 150
Capital plan spent——
Revenue vs. budget, 2026
Actuals closed through September. October–December is the finance forecast.
Revenue, year to date——
Variance——
Full-year forecast——
Net margin, year to date—After interest; budget 2.6%
Tap any month for the variance.
Where the variance comes from
Year-to-date revenue vs. budget by rate class. Tap a class.
—
Weather-normalized+$0.24M+0.3% vs. budget
Cooling degree days+18%Above normal, Jun–Aug
Department scorecard
Status set by each department’s own measures. Tap one to see why.
Department
—
Measures driving the status
Operating margin by month
2026 against the same month last year. The dashed line is the 6.0% board target.
Planning assumptions
Move any lever. The five-year projection recalculates as you go.
Wholesale power cost escalates 2.9% a year under the supply contract. 72% of capital is bond-financed over 25 years.
Five-year projection
Revenue and total expenses, $ millions. 2026 is the current-year forecast.
Net margin by year
2031 revenue——
Residential bill in 2031—Average, per month (today $128.40)
Lowest days cash——
Lowest coverage——
New bonds issued——
Days cash on hand
Year-end cash against the board’s 150-day policy minimum.
—
Debt service coverage
Lowest year, 2027–2031. Bond covenant 1.25×.
Below covenantUnder 1.60× targetAt target
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Strategic plan 2025–2028
Seven board-approved initiatives. Diamonds are milestones; tap any initiative for detail.
CompleteRemainingMilestone metMilestone aheadToday, Sep 26 2026
Initiative
—
Complete——
Budget used——
Next milestone——
Milestones
Risks the owner has raised
Progress vs. budget used
When spending runs ahead of progress, the initiative needs a look. Tap a bar.
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2026 capital spend
Planned vs. actual, $ millions. Actuals through September.
—
Program position
Nine projects, $28.40M approved budget.
Spent to date——
Planned to date——
Year-end forecast——
Projects on watch—Cost or schedule
Underspend is mostly timing: the Riverside transformer and two bucket trucks slipped to Q4 delivery.
Budget vs. actual by project
Bar is spent to date; the tick is the approved budget. Tap a project.
Project
—
Approved budget——
Spent to date——
Forecast at completion——
Physical progress——
—
Project status
Tap a row to open the project above.
Needs leadership attention
Ranked by impact score: dollars at risk, member impact, compliance exposure and time left to act.
This week
Week of September 21.
Open items——
Resolved this week——
Open impact by category
Items resolved per week
Activity
Enterprise Risk & Technology
Concentrate the risk. Show the exposure. Assign the response.
Cyber, operational, vendor and technology risk scored the same way in one register, with every risk tied to an owner, the controls that change it and the budget that pays for them.
High or critical risks——
NIST CSF 2.0 maturity—Self-assessed · target 3.2
Critical vendors without SOC 2——
Systems past end of support——
Enterprise risk heat map
Twelve risks scored on likelihood and impact, 1 to 5 each. Tap a numbered risk for its detail.
Impact
Severe5Major4Significant3Moderate2Minor1
1Rare2Unlikely3Possible4Likely5Almost certain
Likelihood
Likelihood: 1 rare to 5 almost certain. Impact: 1 minor to 5 severe.
- Low 1–4
- Moderate 5–9
- High 10–16
- Critical 20–25
1
—
Risk
—
Current score——
Residual score——
Trend—Last 6 quarters
Current controls
Planned mitigation
—
Risk register
Sorted by current score. Tap a row to open it on the heat map.
Critical—Score 20–25
High—Score 10–16
Moderate or low—Score 1–9
Planned mitigation—Capital and first-year cost
Controls in the security plan
Switch a control on to see how far it moves each NIST CSF 2.0 function.
No controls selected.
Six functions, current vs. target
Scored 0–4, using the CSF implementation tiers as the guide.
Overall maturity
Average of the six functions.
Today—
With selection—
Gap to target—
Self-assessment for demonstration only. It is not a certification, audit or attestation, and NIST does not certify organizations against the CSF.
Function detail
Bars show the score with the selected controls; the marker is the target. Tap a function.
Govern
—
—
Who the district depends on
Critical vendors on the left, the functions they keep running on the right. Tap either side.
- SOC 2 current
- Expiring or Type I
- Expired or none
Vendor
—
Critical vendor register
Nine vendors whose failure would stop a critical function. Tap a row to select it.
SOC 2 coverage
Independent assurance on file for critical vendors. Tap a segment.
—
Technology lifecycle, 2025–2031
Each bar runs to the vendor’s end of support. Hatched sections are time the system will run unsupported before its planned replacement. Tap a row.
- Past end of support
- Within 18 months
- 18–36 months
- More than 36 months
- Unsupported gap
- Planned replacement
Inside the look-ahead window
—
Systems reaching end of support——
Replacement cost—Budget estimate
Critical systems—Billing, SCADA, AMI, security
Unsupported months—Planned gaps, all systems in window
Replacement cost by end-of-support year
Amber is inside the look-ahead window.
System
—
In service since—
End of support——
Planned replacement——
Replacement cost—Budget estimate
—
Event simulator
Pick a scenario and run it. Turn on planned controls to see what they change.
Longest function outage——
Estimated cost——
Customers affected——
Controls applied——
Downtime by function
The marker shows the outage with no added controls.
Controls that shorten recovery
Switch individual controls on or off.
Cumulative cost of the event
Response, recovery, overtime, lost revenue timing and outside help.
Risks this scenario tests
Tap one to open it on the heat map.
Board & Governance Intelligence
What changed? Why does it matter? Does the board need to act?
The monthly board packet, built from the same verified operating data management uses — so seven elected directors can see the trend, ask the right question and decide with the numbers in front of them.
Items for board action31 decision needs discussion
Wholesale bills verified12 of 12$7,962 recovered
SAIDI vs 100-min target96.2 minBetter than target
Capital program spent——
Since the August 25 meeting
Six things that moved. Tap a card to open the detail behind it.
Executive board brief — September
Prepared by the general manager for the board of directors. Tap a section in the contents to jump to it.
Section 1
Summary for the chair
Operations were steady in August and September. Twelve-month SAIDI fell to 96.2 minutes, below the strategic-plan target of 100 for the first time. Wholesale power cost ran $1.10 per MWh above budget on summer demand charges. One dispute with the wholesale supplier was resolved in the District’s favor.
The board is asked to act on three items. Two are routine. The third, the North Loup substation modernization, needs discussion: the vendor is holding a transformer production slot and price only until October 31.
Section 2
Financial position
Operating revenue through August is 1.8% ahead of budget on warmer-than-normal weather. Days cash on hand rose from 181 to 187, against a board policy minimum of 150. Debt service coverage for the trailing twelve months is 2.31 times, above the 1.75 bond covenant with room to spare.
| Measure | Policy | Now |
|---|---|---|
| Days cash on hand | ≥ 150 | 187 |
| Debt service coverage | ≥ 1.75× | 2.31× |
| Equity to assets | ≥ 50% | 58.4% |
Section 3
Wholesale power
Every wholesale invoice in the last twelve months was recalculated from District meter data before payment. The September invoice was held after a supplier meter at the south delivery point lost communication for seven hours and the supplier estimated usage. The supplier accepted the District’s interval data and will credit $7,962 on the October invoice.
Average wholesale cost is $64.20 per MWh against a budget of $63.10. The July coincident peak set the summer demand charge; load control held August and September below it.
Section 4
Reliability
Average outage time per customer has fallen five years running, from 142.6 minutes in 2022 to 96.2 minutes over the last twelve months. The regional peer median is 121.9. About 41 minutes of the improvement trace to projects the board funded: the four-year tree-trimming cycle, feeder sectionalizing, AMI outage integration, arrester replacement and substation animal guarding.
Section 5
Capital program
The 2026 capital program has spent $4.81M of $6.84M (70%). Prairie View transformer replacement closed out 2.9% over budget after additional oil containment was required. Two items are delayed: Stone Mill breakers (38-week lead time) and two bucket trucks, now expected in the first quarter of 2027. Neither delay affects service.
Section 6
Items for action
- Consent agenda. August 25 minutes and August disbursements of $2,614,380.
- Set public hearing. 2027 budget and rate schedule, October 27 at 6:00 pm.
- North Loup substation modernization, $1.8M. Staff recommends approval. Three options are laid out on the board action page.
September 29 agenda
Tap an item to open its supporting detail.
Open session 6:00 pm · District office board room · Live-streamed
Wholesale bill verification, last 12 months
Each invoice is recalculated from District meters and the contract before it is paid. Tap a month to see what was checked.
Invoices verified—October 2025 – September 2026
Average variance—Tolerance ±0.50%
Disputes filed1September invoice
Recovered—Credit on October invoice
Month
—
Supplier billed—
District recalculation—
—
Invoice variance by month
Supplier invoice vs District recalculation. Tap a point to select that month.
Invoice amount by month. Tap a bar to select that month.
September dispute record
From exception to credit in thirteen days. Tap a step for the detail the board would ask about.
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SAIDI, five-year trend
—
Tap a year on the chart for what drove it.
Where the District stands
Last 12 months
Peer median: 11 Nebraska and Kansas public power districts of similar size and density, excluding major event days (IEEE 1366).
Reliability improvements the board funded
Tap a project for what it cost and what it bought.
Before the board this month: North Loup modernization, projected to remove about 2.6 minutes of SAIDI exposure from a single transformer failure.
From 142.6 to 96.2 minutes
How SAIDI came down since 2022, by cause of the improvement.
2026 spend by category
Spent to date. Tap a category to filter the projects.
—
Project
—
Approved budget—
Spent to date—
—
Budget vs actual, major projects
Bar is spent to date; the tick is the approved budget. Tap a project.
Cumulative spend vs plan
Monthly capital spending against the plan adopted with the 2026 budget.
Projects the board approved
Status against the resolution that authorized each one.
Strategic plan 2025–2029
Six goals adopted by the board. Tap a goal for the measures behind it.
Goal
—
—
—
Goal status by quarter
How many of the six goals were on track, on watch or at risk at each quarterly review. Tap a quarter.
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Agenda item 7 · Action
Substation modernization — North Loup, $1.8M
North Loup serves 960 customers on three feeders from a 1974 transformer rated 12.5 MVA. It reached 88% of rating at the September 8 peak. The vendor is holding a production slot and price until October 31.
How the options compare
The selected option is highlighted. Lower is better on every measure.
Cash flow by year, $ thousands
Staff recommendation
General manager and engineering manager
North Loup peak loading, % of transformer rating
Motion and vote
A majority of the seven-member board (4 votes) is needed to carry.
Draft resolution
Generated from the motion. Reviewed by District counsel before signature.
Enterprise trust & security
Built to earn confidence before your data is connected.
Operational intelligence touches sensitive operational, financial and technical information. Windward’s roadmap is built around security governance, access control, auditability, resilience and the third-party risk questions large organizations ask before approving a partner.
- Design frameworkNIST CSF 2.0
- Readiness roadmapSOC 2
- Certification roadmapISO/IEC 27001
- Design priorityIndependent assurance
Demonstration environment. All organizations, customers, employees, equipment, operating values, financial values, utility measurements, jobs, systems and performance data shown here are fictional and exist solely to illustrate potential Windward Ventures applications. Standards references describe design direction and roadmap targets; Windward does not claim NIST endorsement, SOC 2 attestation or ISO/IEC 27001 certification.
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