During my employment of 23 years with Ever-Green Energy St. Paul MN I advanced from Accountant (CPA), to Controller, to Vice President Controller while participating as a management team member in growing the business from one company to eight. I have working knowledge of a variety of utilities including hot water heating, chilled water cooling, cogenerated electricity and district energy systems. Serving on two non-profit boards in the past as a board member and as Treasurer furthered my community involvement and business knowledge. My monthly duties included preparation for board meetings, usually financial statements, budgets, audits or customer rate meeting results. I attended most board meetings, was available for questions and occasionally presented to the Board.

For approximately two years I also oversaw the HR department.

My husband and I moved to Sumterville in November of 2017 and became SECO members at that time, so we’ve been members over 2 years. Prior to that we lived in Inverness FL and Hager City, Wisconsin. The cooperative business model operates on a non-profit, cost-of-service basis. The members are owners and also the consumers. The first two utility companies I worked for created hot water heating and chilled water cooling. They were both very similar to a cooperative since they were non-profit, customer owned and the owners used the utility.

Incorporating more renewable energy sources into our primary energy supply at a reasonable cost is what I consider our biggest energy challenge in the next ten years. Put in another way- keeping utility costs controlled to a moderate increase rate while demand for energy will be growing tremendously in Florida over the next ten years. Globally with the growth of the middle class in India and China, etc. the associated demand for air conditioning will put additional pressure on the system.

Continued high customer satisfaction is reliant on all employees being on the same page, i.e. the customer is the highest priority no matter what job you have. I believe this is already happening! As a Trustee I would recommend keeping our finger on the pulse of the customer as well as business trends to avoid surprises.

I have worked in the Electric Utility and Cooperative Industry for nearly 40 years, holding upper mgmt. positions of VP and Director 33 years with Pennsylvania Power and Light (PPL) and over 6 years with Alliance for Cooperative Energy Services (ACES}. I was responsible for Power Plant Fuel Procurement, Risk Management, Power Quality, Energy Marketing, Renewable Energy Portfolios, Pipeline Ops, and Project Mgmt. I have a BS in Mech Engr and an MBA. I continually keep updated on industry trends and developments by reading daily energy publications. This qualifies me to serve on the SECO Board.

I have been a SECO member since 2016. Before that, I was a 4-yr Member of Jackson Electric Membership Corporation (Cooperative) in Georgia. While working for ACES, I was in continual communications and dealings with Generation, Transmission and Distribution Electric Cooperatives. I spent time working with NRECA to understand the business practices of Cooperatives in providing stable low-cost reliable power. I understand that SECO is a not-for-profit Cooperative owned by its Members that strives to build trusted partnerships with its Members, employees and communities for the development of a better Cooperative.

The integration of smart grid technology and the transition from traditional central station power supplies to more efficient and environmentally friendly generation including more smaller scale distributed generation within the grid network. In order to have an orderly and cost-effective integration, energy companies will need to keep up with projected growth and modernize their grid infrastructure to meet the customers’ demands for efficient, low-cost reliable power service. This will require outmost importance in educating and communicating customers of the industry trends.

The highest priority is assuring that SECO maintains a reliable low-cost power supply with excellent service. SECO will need to continue to provide outstanding customer service through an honest, open communication process with all Members and employees. This process should include continuing to educate and communicate with customers on current power supply conditions and future industry trends and especially during emergency events that affect the delivery of reliable power. And by letting the Members know that SECO is owned by its Members and they have a voice in their electric supply.

I am honorably discharged from the US army having served in CONUS, the Federal Republic of Germany and Vietnam. I earned a Bachelor of Science in Mechanical Engineering from Old Dominion University, a Master of Engineering Management from George Washington University and retired from NASA in 1996 with 33 years of service. At NASA I conducted research in aeronautical engineering and later advanced to senior management in at the Headquarters Washington DC. I served as Elected official in the Villages in CDD 8 for two terms and currently serve as one of 5 elected Commissioners in the City of Wildwood where I am Member of The Lake-Sumter Metropolitan Planning Organization (MPO), the Florida League of Cities on the Transportation & Intergovernmental Relations Policy Committee and on the Sumter County Tourist Development Council.

I have been a SECO member since June of 2009. The cooperative businesses model takes the idea of consumer ownership and engagement one step further: consumers actually own the business. The benefit is twofold: one the consumer owners are motivated to safe guard their stake in the company and preserve the trust in the company consumer relationship. Two; the company is similarly motivated to ensure the safety and value of the consumers who own the company.

I see the challenges to not just SECO but the entire energy industry as three fold: First; we must meet the needs of an aging workforce. Second; examining alternative energy sources while addressing both environmental concerns and increasing energy costs. And third; for us at SECO, ensuring that we continue to reap the benefits of the cooperative business model to control costs and customer relationships.

Customer satisfaction is built on trust and confidence. This satisfaction comes from doing what SECO has done for at least the last 5 years: effectively meeting the demand for new service, controlling cost, responding to emergency outages and being a good neighbor. It is not just the trustee, but every employee, and contractor who wears the SECO brand who will ensure our continued success.

My legal education and my experience in private practice will undoubtedly serve me well as District 2 Trustee. I have practiced law in Florida for close to 36 years and continue to do so, although on a much-reduced basis. My practice has focused on corporate reorganizations, including representation several years ago of a large citrus cooperative. I have served as Trustee in other contexts, including as a Trustee in bankruptcy. Also–and I submit this as an additional qualification tongue in cheek, although it’s true–I drive an electric car.

I have been a SECO member since September, 2014, having resided in Orlando for more than 30 years prior to that time. I am familiar with the requirements of Chapter 425, Florida Statutes, governing rural electric cooperatives and with SECO’s bylaws. As noted above, my former representation of a large citrus co-op required in-depth knowledge of the cooperative model.

Research suggests that challenges the energy industry will face during that time period will be many. The biggest among them appears to involve meeting ever-increasing demand for clean, reliable and inexpensive energy. That in turn will require expanding development of alternative energy sources and transportation technologies, and increasing energy efficiency, all while reducing impacts on the environment. At the same time, infrastructure will need to be constantly upgraded, energy companies will need to continue to embrace the digital revolution, and the grid will need to be secured against natural and manmade disasters such as cyberattacks. Big challenge indeed!

SECO ranked second among cooperatives in J.D. Power’s 2019 Electric Utility Residential Customer Satisfaction Study, missing first place by only 4 points on a 1,000-point scale. While the ranking is nothing short of excellent, the goal of course is always to be #1. The Study revealed that customers value reliability of service most of all, followed closely by community involvement efforts such as employee volunteering and local donations and scholarships. Although SECO does an excellent job at both, and at publicizing such efforts via the monthly SECO News, there is always room for improvement. SECO’s business, apart from selling a commodity, is a service business. Service businesses are people businesses. As Trustee, I would encourage a continued focus on fostering a workplace environment where employees take pride in working for SECO. Their pride will continue to translate into optimal reliability of service, community involvement, and ultimately high customer satisfaction.

Over 45 years of customer service. Making sure the customer is pleased before the conversation ends, as there is no second chance to make a first impression.

Sept. 1, 2018. It is owned by the people it serves, but it also involves cooperation throughout joint ventures of partner power companies.

The change of the way electricity is produced from burning fuel to produce energy to the free natural sources of the sun, wind and water. Simple and free the way it was intended.

Keep the customers informed of how SECO is always acting in their best interest in both cost and safety and both environment and supply of energy as the demand grows.

I have a business accounting and management background. My education includes a BA in accounting and an MBA. I am a certified fraud examiner and an internal Control and Ethics Specialist. I have served in strategic positions in Fortune 100 companies.

I have been a SECO member since 2013. Cooperative business models tend to be customer focused. They relate and focus more on the local communities and offer a common sense approach to electricity production and management.

The biggest challenge will be moving toward a clean energy model that may not include fossil fuels. Additionally, the industry will be tasked with addressing the demand for electric energy utilized by transportation vehicles and its ability to source the demand. All this while maintaining & upgrading infrastructure.

I would ensure I am available to share knowledge and gather customer input in both formal and informal capacities.

I am privileged and humbled to be considered as a candidate for District 2 SECO Energy Trustee. As a retired energy professional with more than 30 years of utility management experiences and formal education, I am uniquely prepared to contribute to the continued growth and success of this organization as a member of the Board of Trustees. My personal and professional background includes an advanced business degree (MBA) from the University of Notre Dame as well as a series of executive positions during my career. l have held positions as a Corporate Trainer, Director of Consumer Business Lines, Director of Marketing Information, Director of Sales & Marketing, and Vice President of Corporate Marketing & Communications. Additionally, l have served on the Connecticut Energy Efficiency Board. My reputation as a “customer focused leader” has been and will continue to be my guiding principle as the District 2 Trustee.

I have been a customer/ member of SECO since 2013. My understanding of the “cooperative business model” has been gained from my lengthy tenure as an energy professional in both the Midwest (Indiana) and Northeast (Connecticut) employment. Today typical business models include Investor Owned, Municipal and Cooperatives, that in concept offer energy consumers a range of financial / customer relationships. The “Cooperative Business Model” typically is a non-profit, created as an independent entity without shareholders that is owned by the customers they serve and has been granted an operational presence through the State in which they operate. The Cooperative approach brings with it a tangible connection and concern for the communities they serve. Typically, Cooperatives are governed by a Board of Directors/Trustees with the expressed mission of providing at-cost electric service to its members/customers. Cooperatives serve approximately 15% of all electric meters in the United States.

The energy industry is complicated and is challenged to evolve to meet the growing demands and expectations of our complex society. Today, we are challenged to adjust to the growing public awareness of “Climate Change” and the implied need to adjust human behavior regarding pollution and fossil fuel use. Alternative energy strategies must include a focus on technology as well as geographic market limitations. From my perspective, there is not a one size fits all solution that we must accept at all costs. Local decision making including a full and complete cost benefit analvsis to find the best fit will be required.

The tradition of SECO Customer Service success as evidenced by the J.D. Powers annual recognition is an operational strength that this Management & Employee Team should be very proud of. My plan as a Trustee would be to lend my voice to fully support and resource innovative programs and tools/resources to continue to create a wonderful customer experience. My more than 30 years of management experience with a focus on customer interactions will continue as Trustee. As the District 2 Trustee my interest in listening to members to determine what improvements are possible will lead my public actions.

I served two years in town government as a Selectman in Massachusetts. I was also a business owner for 17 years, and I have served on the SECO Board for 4 plus years.

I have been a SECO member since 1999. A cooperative business is owned and governed by members who use its services. Democratically controlled and operated on an at cost but not-for-profit basis. A cooperative returns any excess revenue, called margins, to members on the basis of patronage.

PEVS; Better knowns today as EVs (electric vehicles) and the continuation of installing charging stations throughout its territory and the effect it will have on the energy grid. The continuation of renewables while potentially eliminating all existing coal plants in the U.S. Addressing the full impact of net metering and how it will affect co-ops in the future.

By providing the necessary support month to month to our management team to obtain the goals of six factors: power quality, price, billing and payment, corporate citizenship, communications, and of course customer service. I always want the best service possible to our members.

I hold a Bachelor’s and Master’s Degree in Foreign Language Education and for fourteen years worked for and with the Pennsylvania State Board of Private Academic Schools reviewing and monitoring schools for compliance. I also worked nine months as the Secretary to the Board, so I am very familiar with how boards operate.

I have been a SECO member since March 2017. Cooperative business models are beneficial in all ways. Similar to a member-owned credit union versus a typical bank, members own and control via voting the Board members and pricing. Electricity is less likely to be funneled in from distant locations, keeping prices low.

There is no doubt that the cost of electricity with ever-increasing inflation and energy crises is the greatest challenge. What people don’t realize is that although electricity is costly, SECO members pay less than those belonging to non-cooperative companies and from what I’ve seen, have power restored much faster during and after natural disasters, such as hurricanes.

Trustees need to be known by the members, so the general public knows that Board members are not merely bureaucratic figureheads, but also members themselves who are interested in maintaining excellent customer service at all branches and the most inexpensive electric prices on the market. I would actually propose a biannual meeting with Trustees and members with questions and concerns versus the current one meeting per year.

I am the owner of Tru-Balance Company since June 2011. I am also the pastor of Florida Highlands Baptist Church since February 2010. Prior to owning Tru-Balance Company, I co-owned Earls Well Drilling in 1982 with my father and brother, which is located off Highway 42 and is the largest well drilling and pump service company in Marion County. Before that I served in the United States Air Force with the rank of Sergeant. My unique experiences of owning two companies that are customer oriented (including ensuring that our customers have water restored timely), being the pastor of a local church in our community and serving our country make me qualified to serve on the SECO Energy Board of Trustees.

I have been a member of SECO Energy for over 35 years. SECO Energy cooperative members elect Trustees to govern the Cooperative in polices and financial decisions. Trustees are to make decisions on what is in the best interest of its members.

In my opinion, there are a couple of challenges that the energy industry will face over the next ten years. One is being prepared for growth with expansion, distribution and transmission systems. Another will be managing the cost of fuel that generates the power and expenses of maintenance, upgrading and expanding the power systems.

Keeping customer satisfaction high would be the most important focus for me while serving on the Board. Customer service, reliability, and keeping energy costs down would be my mission for our members. This would be accomplished by making wise decisions and keeping customer electric cost at a minimum. I will be available to answer questions and help resolve concerns that members may have by addressing them at Board meetings. My father, Earl Muffett, has been a Trustee of the SECO Energy Board for 30 years. During this time, he represented members and provided guidance that has resulted in the highest customer satisfaction. I commit to upholding my father’s values in representing our members while serving on the Board.

I was a Secretary with Quincy, FL Lions Club for 4 years. I currently volunteer with the Marion County Supervisor of Elections as a clerk at a precinct in Summerfield, FL. This is my 11th year. I am an honorably discharged veteran of the Florida Army National Guard as a Clerk 1976-1982. Previous employment included computer operator, accountant and customer service.

This is my 10th year as a SECO member. The SECO members purchase electricity from the cooperative. The members also vote on a Trustee to represent their District. The Trustees vote on resolutions for the best interest of the cooperative and members.

I feel the biggest challenge is removal of all coal energy and more dependent on solar, wind and natural gas energy.

Instruct customer service employees on the importance of good service, not only for J.D. Power but for SECO as a whole. In ensuring high customer satisfaction is remembering and emphasizing we are a team working together accomplishing two things, customer service and most important, customer satisfaction, like well-greased gears.