Asset Management Program and Outage Management Lifecycle System

Project Briefing

June 16, 2009

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Seattle City Light Vision Statement

VisionTo set the standard and deliver the best customer service experience of any utility in the nation.

MissionSeattle City Light is a publicly owned utility dedicated to exceeding our customers’ expectations by producing and delivering environmentally responsible, safe, low cost and reliable power.

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Action Agenda

• Smart Grid & System Integration

- Lifecycle Asset Management Program- Work and Asset Management System- Outage Management System

• Program status and accomplishments

• Next Steps

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Definitions

Smart Grid A “future” electrical distribution system that uses sensors and established operating thresholds to monitor the system using automated logic and switches to isolate failed areas while keeping the remainder of the system energized.

Outage Management System (OMS)Monitors service area and indicates problem areas as they arise to help the system control center respond to outages, and provide better customer feedback about boundaries of outages and estimated restoration time.

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Definitions

Work and Asset Management System (WAMS)The new Oracle software designed to create, track, and retain historical operation and maintenance work management efforts and asset data.

Lifecycle Asset Management Program (LAMP)A program to develop and implement fundamental asset management philosophy and practices.

Automate Meter Initiative (AMI)A program intended to replace all existing electric meters with advanced, state-of-the-art meters that have real-time monitoring and can provide web-access customer feedback capability about their power usage.

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Current Customer Service Gaps

Storm & Emergency ResponseOutage Management System• Better troubleshooting response times• Reduced restoration time• Better and more accurate information to customers

Spending & Rate Setting RationalizationAsset Management• Change from a system of “run to failure”• Data-driven replacement plan• Condition-based decision making• Predict system condition and avoid catastrophic failures

Smart Grid

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“Smart Grid” Path

• Self-healing Network

• Demand management

• Electric vehicle peak shaving

• Power systems management (Volt/Var mgmt)

• Voluntary load Shifting

• Home automation• Customer

engagement• Network metering• Automated

conservation dispatch

• Electric vehicle

• Automated meter reading 

• Real‐time pricing

• Remote on/off

• Outage sensing

• Communication infrastructure and standards

• Substations and feeder automation

• System loading and condition sensing

• Asset management

• Predictive maintenance

“Smart” design

“Smart” meters

“Smart” customers “Smart Grid”

New capabilities enabled at each stage

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“Smart Grid”5 years-future

“Smart” meters2-7 years

“Smart” customers3-10 years

“Smart” design0-5 years

“Smart Grid” Road Map

• Dispatch capability for customer-based DSM

• Electric vehicle sensing and dispatch capability

• Integration of sensing equipment with automated switching

• Enhanced cyber security protection

• Enhanced customer care system

• New rate design with price signals

• Two-way metering for alternative sources of green energy

• Enhanced customer choice options

• Advanced meter infrastructure

• Meter data management

• Complex billing• Enhanced outage

detection

• Asset management

• Outage management

• Compatible units and standard design

• System automation enhancement

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SCL Programmatic Direction

BusinessProcess

People

Data Systems:WAMS, OMS, Summit, etc.

Current state

Desired state

Asset Management Program and Outage Management Lifecycle System

Project Briefing

Outage Management

System (OMS)

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OMS Vision Statement

Provide tools required to respond to system outages and to better communicate with our customers.

• Pinpoint extent of outage

• Identify and notify affected customers

• Use priority-driven decision making based on accurate data

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What is the OMS?

ScopeSystem Control Center, Trouble Center, North and South Service Centers, Call Center and organizations to improve restoration times and customer communications during an unplanned outage

Goal Outage Management System fully implemented by storm season 2010

Key functions• Management of daily planned and unplanned outages• Management of major storm events • Mutual aid analysis • Tracking of customer call back • Predictive model of Estimated Time of Restoration (ETOR)• Outage assignment and dispatch to crews• Map viewing of outage information

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OMS Benefits

Internal benefits• Enables a common view of outage restoration activities• Outage information is sorted and prioritized automatically • Predictive estimates of restoration times (ETOR)• Crews dispatched optimally

Customer benefits• More accurate information about an outage or service call• Improved estimated time of restoration• Better use of the Interactive Voice Response (IVR) telephone

system for outage information• Customer call backs when requested• Shorter restoration times for major storm events

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OMS Accomplishments

2009 Milestones Progress

Procure software Completed on target 12/08

Procure system integration services

Completed on target 5/09

Project initiation Completed on target 6/09

Requirements and new processes

Q4 2009

Design and build Q1 2010

Testing/training Q2 2010

Go live Q3 2010

Stabilization Q4 2010

Asset Management Program and Outage Management Lifecycle System

Project Briefing

Lifecycle Asset Management Program

(LAMP)

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Lifecycle Asset Management Program (LAMP)

Work and Asset Management System

(WAMS)Centralized data

• Timekeeping/timesheets

• Work Orders

• Work planning and scheduling

• Ordering of parts

• Work tracking and monitoring

Transmission and distribution assets by Q1 2011

Power production assets by end of 2012

Asset ManagementProgram

• Uniform equipment naming and identification

• Agency-wide equipment hierarchy

• Risk-based maintenance decision-making

• Condition-based maintenance programs

• Advanced work planning and scheduling

• Engineering design standards

• Predictive equipment condition assessment

• Asset prioritization and replacement planning

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LAMP Vision Statement

Manage our assets for the greatest benefit to our customers at the lowest lifecycle cost

• Know the condition of our assets and impact on system reliability

• Adopt standardized work processes to improve business efficiency

• Make data-driven financial decisions to replace or maintain assets

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LAMP Project to Date

• Navigant Consulting engaged

• Steering committee/ working team formed

• November-project approval-SCL

• Asset management included as key initiative for City Light

• City Council asked SCL to develop AM framework

20062005

• IT strategic plan decision by E-Team

• LAMP staffing

• Officers, Director and project kick-off

• Oracle software procured; implemen-tation vendor RFP out

• Department of Finance changes LAMP scope: budget reduced, schedule extended from 3 to 5 years; implementation in 2008

• Budget approval: DOF expects SCL to update project costs as better known

• Implementation Vendor (IV) contract signed and onboard 6/09

• QA vendor on board

• Pole inventory started

• Revised benefit/cost process with Finance

• As-is business process documented

• GIS roadmap team

• Temp staffing

• Project updated in 2010 budget submittal

2007 2008 2009

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LAMP Benefits

Internal benefits• Data-driven decision making• Shift from reactive maintenance to a predictive approach• Shift to risk-based investment decision making• Move from run-to-failure to critical asset funding• Fund projects at right-time/right-cost/right/reason• Personnel succession planning• Realize 21st Century electric utility

Customer benefits• Lowest possible rates within an acceptable level of risk and cost• Increased system reliability with fewer equipment failures• Better long-term demand load forecasts• Reliable, efficient system that provides clean, reliable energy

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Asset Management/WAMS 2008 Accomplishments

Plan Progress

• Organizational skills and capabilities

• PMO mobilization

• PMO established with Best Practice expertise

• Held initial kick-off with utility leadership; one labor briefing

• Culture and communications• Key performance indicators

• Communication/change management

• Oracle software acquisition• Pole inventory and condition

assessment work bids received—field work in 2009

• Began determination of 20% most critical assets

• RFP for WAMS system implementation vendor

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Asset Management 2009 Performance Metrics

2009 Milestones Progress

• Use asset records and condition

• Prioritization of capital projects

• IT data systems

• Pole inventory and condition assessment work has begun

• Transmission tower inspection to begin in Q4 2009

• Capital project prioritization process initiated

• Process to create asset registry started

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WAMS 2009 Performance Metrics

2009 Milestones Progress

Procure software Completed 12/08, acquired Oracle’s WAMS product

Procure system integration services

Completed 5/09, contract in place with Infosys

Project initiation Completed 6/09, project launched

Requirements and new process work

Q4 2009

Design and build Q3 2010

Testing/training Q1 2011

Go live Phase 1: Q1 2011

Stabilization Q2 2011

Next Steps