strategy august 19-21, 2015 minneapolis, mn 2015 transmission & distribution benchmarking...
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Strategy
August 19-21, 2015
Minneapolis, MN
2015 Transmission & Distribution BenchmarkingCommunity Insights Conference
2
Scope of 2015 Questions – Strategy
Distribution System Strategy◼ Distribution Automation/Smart Grid Technology◼ Smart Metering/AMI Technology
Substation Strategy◼ Planning & Design Criteria◼ Mobile/Spares◼ Substation Automation
Transmission Strategy◼ Technology Upgrades
Regulatory Compliance Strategy
During 2015 the areas covered in the Strategy section included the following:
Develop System Strategy
Develop and Approve Asset Plans
Project/Portfolio Management
Expand System
A Process Model for Managing the T&D Business
3
Operate System
Sustain System
Indicates separate D, S, T components
Add New Customers
Respond to Emergencies
Strategy is one of the foundation blocks for the process model
4
Drivers behind distribution automation and Smart Grid Implementation
9 companies report having DA and/or Smart Grid initiatives.Drivers are primarily operational improvements (including reliability).Financial benefits as a driver were listed by 4.
The most commonly reported drivers include;
Improved reliability - reduction in the frequency and duration of power outages
Increased meter reading and grid management efficiency
Near real-time electric-use data provided by smart meters
Extended asset life for distribution & substation equipment through remote monitoring &
diagnostics
Improved operational efficiency
Improved customer satisfaction
Reduced O&M costs, e.g., by reducing truck rolls for maintenance
Improved safety by reducing human exposure
Stategy; pg 3; questions SG 5
5
Smart grid benefits
DA and Smart Grid benefits are real and can be significant!
Company 38:1) 21.7 % increase in reliability, 102.9 million minutes avoided by automation in
1159 outage events; 2) Smart meter interval read rate of 99.8%, 11.2 million remote service orders 3) 400K customers enrolled in power alert notifications 4) 1.05 million gallons of fuel saved, over 9,300 tons of CO2 emissions avoided
Other (more subjective) benefits; Reliability (8) Improved operational efficiency (3)
- Reduced truck rolls Improved customer satisfaction (2)
- Accurate ETRs- Enhanced customer portal information
Manage system loading (3) - Demand response from voltage reduction at peak
Strategy; pg 5; question SG11
6
Distribution automation implementation plans
Size of single graph = 4” x 4”
Location (from top left corner) = H 0.59” & V 2.61”
8 companies reported on-going use of Distribution Automation. Every company is using it for control of substation breakers.
Size of custom graph = 4” x 4”
Location (from top left corner) = H 5.33” & V 2.61”
Currently have wide spread DA installations
Currently have limited or pilot DA installationsPurpose 22 23 25 27 31 32 33 38
Remote control of substation breakers ♦
Remote control of line switches and reclosers ♦ ♦ ♦ ♦
Remote control of capacitors ♦ ♦ ♦ ♦
Automated Voltage and VAR control ♦ ♦ ♦ ♦
Automated Fault Location Isolation and Service Restoration
♦ ♦ ♦
Automated Protection Reconfiguration ♦ ♦ ♦
AMIDMS integration ♦ ♦
DMSOMS integration ♦
Purpose 22 25 27 31 32 33 37 38
Remote control of substation breakers ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦Remote control of line switches and reclosers ♦ ♦ ♦ ♦Remote control of capacitors ♦ ♦ ♦Automated Voltage and VAR control ♦ ♦ ♦Automated Fault Location Isolation and Service Restoration
♦
Automated Protection Reconfiguration ♦AMIDMS integration ♦ ♦ ♦ ♦DMSOMS integration ♦ ♦ ♦ ♦
Strategy ; pgs 6-7 ; questions SG15
7
DA Implementation Plans
Limited or Pilot DA in next 5 years Widespread DA in next 5 years
Respondents 4Remote control of substation breakers
0
Remote control of line switches and reclosers
0
Remote control of capacitors 0
Automated Voltage and VAR control 1
Automated Fault Location Isolation and Service Restoration
3
Automated Protection Reconfiguration
3
AMIDMS integration 2
DMSOMS integration 2
Respondents 3Remote control of substation breakers 0
Remote control of line switches and reclosers
1
Remote control of capacitors 1
Automated Voltage and VAR control 2
Automated Fault Location Isolation and Service Restoration
2
Automated Protection Reconfiguration 2
AMIDMS integration 2
DMSOMS integration 1
4 companies are planning for the installation of additional DA over the next several years.
Strategy ; pgs 8-9 , question SG15
8
Distributed energy resources (DER) and other Smart Grid Implementation Plans
The growth of plug-in hybrid vehicles and distributed generation leads the issues for which Smart Grid technology is being employed. 7 companies reported having some DER or other Smart Grid technology
Currently have limited or pilot DER installationsPurpose 23 27 31 32 33 37 38
Demand Response Direct Control of Load Shedding ♦ ♦
Demand ResponseReal Time Customer Communication ♦ ♦
Monitoring and Control of Distributed Generation ♦ ♦ ♦ ♦
Distributed Storage battery Integration ♦ ♦
Plugin Hybrid vehicles ♦ ♦ ♦ ♦ ♦
Automated Islanding and Resynchronization (Microgrid) ♦
Other Smart Grid Technology ♦ ♦
Strategy ; pgs 10&11; question SG 15
Currently have wide spread DER InstallationsPurpose 31 37
Demand Response Direct Control of Load Shedding ♦
Demand ResponseReal Time Customer CommunicationMonitoring and Control of Distributed GenerationDistributed Storage battery IntegrationPlugin Hybrid vehicles ♦
Automated Islanding and Resynchronization (Microgrid)Other Smart Grid Technology ♦
9
DER and other Smart Grid implementation plans
4 companies are planning for the installation of additional DER over the next several years.
Limited or Pilot in next 5 years Widespread in next 5 years
Total Respondents 4
Demand response – Direct load control 0
Demand response – Real time customer communications
3
Monitoring and Control of Distributed Generation
1
Distributed Storage battery Integration 2
Plugin Hybrid vehicles 0
Automated Islanding and Resynchronization (Microgrid)
3
Other Smart Grid Technology 0
Total Respondents 4
Demand response – Direct load control 0
Demand response – Real time customer communications
0
Monitoring and Control of Distributed Generation
0
Distributed Storage battery Integration 2
Plugin Hybrid vehicles 2
Automated Islanding and Resynchronization (Microgrid)
0
Other Smart Grid Technology 4
Strategy; pgs 12 & 13; question SG 15
10
Smart metering installations
Smart metering installations range from pilot programs to full implementation. Most companies (7 of 10) are moving to full implementation.
Purpose 22 23 24 25 27 31 32 33 37 38
Complete fully installed advanced metering
♦ ♦ ♦
Partial completion of full implementation for smart meters
♦ ♦ ♦ ♦
Currently in pilot or test implementation ♦Planning pilot or test implementationNo current plans for advanced metering initiativeOther ♦ ♦
Smart metering benefits include
• Theft detection• Remote on/off at meter• Precise outage data• Reduced meter operations costs• Reduced dispatch of crews during restoration efforts to areas with power restored
Strategy; pg 18 & 21; questions G30 & 40
11
Influences on system planning and design standards
External influence on company planning and design primarily focuses on reliability standards and security requirements. Not surprisingly, transmission planning horizons typically exceed those for distribution.
Planning Horizon (years) Regional Influence
Company Distribution Subs Transmission Subs
38 3 6 FERC CIPs & PRC
32 10 10 None
33 5 10
27 10
37 3 3 Regional RTO
31 2-10 3-10 Regulatory
18 5 10
25 6 10 ISO
17 3 3 None
Strategy; pgs 24-28; questions SG 50, 55, 60
12
Role of spare transformers and mobile substations
Spare transformers are used for replacements, temporary service and emergent projects. Mobile substations are used for system restoration, support of routine substation maintenance work and to temporarily meet load requirements.
Company Decision Support Tool Inter-utility Arrangement
38 Failure rates and age of transformers
32 Risk and use assessment No
22 RTO monitoring EEI
33 Spread sheets, SAP/CASCADE No
23 Pursuing
27 Statistical analysis EEI
37 Failure rates and Fleet inventory STEP (Spare Transformer Equipment Programs)
31 None None
18 Geography and future work Yes
25 Fleet inventory STEP
17 Company formula No
Strategy; pgs 29-31; questions GS 65, 70 & 75
13
Substation Automation Initiatives
Substation automation is being deployed as upgrades to equipment and systems are made.
CompanyRTU
ReplacementOn-line Monitoring
LTC Position Monitor
Digital Fault Recorder
Micro Processor Relaying
Equipment Monitoring
38 Yes LTC Voltage range control Yes Transformer
22 Yes Yes
23 Transformer
33 Yes DGA Yes No
27 DGA, Breakers No No No No
31 Yes Yes Yes Yes Yes Yes
18 Transformers No Yes Yes Battery, Bushings, Breakers
25 Yes Transformers Yes Yes Yes
17 Yes DGA, Bushings No No Yes Transformer
Strategy; pgs 32-37; question SG 80
14
Transmission Technology Upgrades
Companies are also reporting on-going upgrades to various transmission system technologies with the focus being on microprocessor relaying and CIP compliance
CompanyMicroprocessor
RelayingCyber Security HMI Controls DFR Synchro phasors FACTS
38 Yes Secure Telecom Cabinets No No No No
22 Yes No Yes No
33 Yes CIP Version 5 No No No No
37 No No No No No No
31 Yes Network intrusion detection Yes Yes No No
18 Yes CIP Version 5 Replacing Yes No No
25 Yes CIP Version 5 Yes No
17 Yes CIP Version 5 No Yes No No
Strategy; pgs 39-44; questions SG85
15
Structuring of Nerc compliance audits
Most organizations have a centralized function that essentially project manages the audit response. Full time FTEs range from 2.5 to 11. SMEs from across the organization provide audit responses. Additionally, about half of the companies report having separate audits for CIPs and reliability standards.
Company Audit Structuring FTEsSeparate
Audits
38 Timing and scope are determined by the Reliability Entity 11 No
22 Centralized department facilitates witness interaction with NERC and auditors 9 No
33Audits are anticipated to be conducted more frequently but with smaller scope. SMEs will continued to be prepared by performing mock interviews.
7 No
27 Centralized compliance group handles NERC activities 6 Yes
37 Corporate oversight of NERC process with SMEs from the organization Yes
31Central coordinator facilitates interactions with auditors. SMEs answer audit questions.
7.5 No
18Central group in Transmission organization leads audit response. SMEs answer audit questions
4 Yes
25 Audit handled by company-wide organization No
17 Central compliance department handles the audits 2.5 Yes
Strategy; pgs 39-44; questions SG85
16
Impact of change to results-based regulation
Impacts reported are generally subjective but are anticipated to be significant as companies implement the necessary controls. Companies have not yet fully estimated the costs. Several are reporting that additional facilities will now be in scope of the standard.
Company Impacts
38 Impact is being determined
33 Changes in documentation creation and evidence collection
27 Substantial impact is anticipated including the implementation of the necessary controls
37 Additional T&D assets have been brought into scope
31Additional facilities, monitoring and control and demonstration of results. Will be automating the change control process
18Have active implementation projects underway and have engaged a third party to address the additional work load
17Substations and plants will be impacted at company for the first time which will require existing documentation to be revised
Strategy; pg 46; questions SG
17
Process changes implemented for Critical infrastructure protection (cip)
Companies are moving to implement software applications designed to manage the compliance process. Companies are at varying stages along the planning for implementation of the standard.
Company Impacts
38 Current processes will be modified as necessary as newly approved standards become effective
22 Software tool for better tracking of CIP access and associated tactical tasks
33Transmission Planning is conducting and assessment to determine if facilities meet the requirements of the standard
27 Implementation will require many new and modified processes and procedures
37 Have initiated site classification, asset inventory, change management and security process verification
31Visitors entering a Physical Security Perimeter, including company employees without PSP access rights, must manually sign in and out
18Implementing a privileged user management system for system and group accounts. Developing a system to reconcile permission authorizations. Implementing an electronic access control system for remote access to substation devices
17Worked with DYONYX to implement system of nearly 200 policies, processes and procedures. Currently implementing SigmaFlow to automate processed and manage compliance activities.
Strategy ; pg 50; question SG
18
Process changes implemented for Protection and Control (PRC)
Most companies are revising relay standards, procedures and processes. Improved records keeping is also a common theme. A few companies are moving to implement software applications designed to manage the compliance process.
Company Impacts
38 Reviewing relay load capability and replacing relays where they limit line rating
22 Developed a process for tracking and validating intervals
33 Modified battery test and communication test procedures including changing equipment
27 Created new processes and procedures.
31 Improved tracking and record keeping of maintenance work
18 Revised protection system program to incorporate requirements. Implementing automated system to manage relay settings, testing and compliance
17 Implemented standard relay testing and information gathering using software for support. Developed a report to track all operations and corrective actions plans. Implemented an email process for related correspondence
Strategy ; pg 50; question SG
19
Process changes implemented for facilities design, connections and Maintenance (FAC)
In addition to revising policies and procedures, companies are implementing revised maintenance testing and programs.
Company Impacts
38 LIDAR 20% of transmission to coincide with maintenance schedule.
22 Implemented autotransformer rating database to monitor variances for limiting equipment
27 Created new processes and procedures. Enhancing rating methodology and related documentation.
31 Adopted WECC methodology including conducting next day studies, bi-weekly outage calls and participating in coordinated studies with other utilities (changed procedures and practices)
18 Revised the transmission vegetation management program
17 Established policies and procedures to ensure compliance
Strategy ; pg 50; question SG
20
Impact of ferc order 1000
Impacts range from none to realigning business culture and procedures to manage a competitive market for the implementation of transmission projects.
Company Impacts
38 Not applicable to company
33 No significant impact since process is already in place
27 Unknown impact
31 Negotiating a FERC Order 1000 process for WestConnect
18 Increased focus on more creative and cost effective reinforcement solutions. Company has become more skilled at teamwork, rapid evaluations, competitive designs and collaboration with outside entities.
17
RTO has established a standard bidding market. RTO or its member companies propose projects on which any company or merchant company can bid. If a merchant builds the project, ownership and operation becomes the responsibility of the company. This will require development of processes to manage the impacts.
Strategy ; pg 50; question SG
21
Future changes that will impact the transmission Organization
Companies currently see future impacts being centered around NERC requirements particularly CIP v5. One company sees a large impact associated with live-line working standards.
Company Impacts
38 OSHA live-line working standards will impact design standards
22 NERC and regional Reliability Entity approach to risk-based and internal controls evaluation
33 Hopefully CIP v.5 will be the largest change for sometime to come
27 New and modified version of NERC standards (particularly CIP v.5 and v.6, PRC, TPL, and MOD)
31 Regional requirements through RTO to comply with future NERC requirements
18 CIP v.5 and regulations that might be inconsistent, conflicting or duplicative specifically as they relate to Cyber and Physical security.
25 State PUC implemented standards similar to CIP for distribution level facilities
17
Changes required in CIP v.5 and the associated studies could have a major impact. Future versions of CIP will probably include more requirements for low, medium and high impact BES.
Strategy ; pg 50; question SG
22
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