March 10, 2020 1:00 to 1:45 p.m. 4.9 Committee Material.pdfMarch 10, 2020 1:00 to 1:45 p.m. 1....

Section 4.9 Committee

Meeting Agenda

Salt Lake City, Utah

Webinar Link | Dial-in Number: 1-415-655-0003, Attendee Access Code: 802 133 561

March 10, 2020 1:00 to 1:45 p.m.

1. Welcome and Call to Order—Ric Campbell

2. Review WECC Antitrust Policy—Kwin Peterson

WECC Antitrust Policy.

Please contact WECC legal counsel if you have any questions.

3. Approve Agenda

4. Review and Approve Previous Meeting Minutes

Approval Item: December 3, 2019, minutes

5. Review of Previous Action Items

6. Strategic Planning Process Work Group Report

7. Stakeholder Engagement Work Group Report

8. Public Comment

9. Discussion and Next Steps

10. Review of New Action Items

11. Adjourn

Section 4.9 Committee Meeting Material - Agenda

1

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Section 4.9 Review Committee

DRAFT Meeting Minutes

December 3, 2019

Salt Lake City, Utah

1. Welcome, Call to Order

Ric Campbell, 4.9 Review Committee Chair, called the meeting to order at 8:56 a.m. on December 3, 2019. A quorum was present to conduct business. A list of attendees is attached as Exhibit A.

2. Review WECC Antitrust Policy

Kwin Peterson, Assistant Corporate Secretary, read aloud the WECC Antitrust Policy statement. The meeting agenda included a link to the posted policy.

3. Approve Agenda

Mr. Campbell introduced the proposed meeting agenda and suggested that a public comment period be added to this and all future agendas.

On a motion by Richard Woodward, the committee approved the agenda.

4. Review and Approve Previous Meeting Minutes

Mr. Campbell introduced the minutes from the November 11, 2019, and October 17, 2019,meetings. He requested two corrections.

On a motion by Mr. Woodward, the committee approved the November 11 and October 17minutes as corrected.

5. Staffing Work Groups

Mr. Campbell reviewed the progress of the committee so far and noted that today’s objective is to staff the work groups that will address the issues identified for review. Issue statements are on the agenda for Board approval on December 4.

Brian Theaker named the volunteers selected by the MAC for each work group. Maury Galbraith named the volunteers selected by the Western Interconnection Regional Advisory Body. Melanie Frye named the volunteers selected by WECC and offered by industry executives. The committee identified volunteers from each of the technical committees and confirmed all the work group members. The work groups are:

Section 4.9 Committee Meeting Material - Previous Meeting Minutes

2

Section 4.9 Committee Meeting Minutes—December 3, 2019

2

Stakeholder Engagement: Meg Albright, David Angell, Eric Baran, Ric Campbell, Robert Follini, Steven Goodwill, Linda Jacobson-Quinn.

Strategic Planning: Duncan Brown, Jillian Lessner, Lisa Milanes, Jennifer Rodgers, Holly Taylor, Richard Woodward.

WECC executive team members (Steven Goodwill and Jillian Lessner) will serve as the work group leads because they have WECC resources at their command to support the groups. All work group meetings will be open to observation and participation by stakeholders.

6. Public Comment

Mr. Campbell opened the meeting to public comment and no comments were offered. Mr. Theaker noted that the MAC workshop scheduled for December 4 will devote much of its time to work on this review.

7. Review of New Action Items

No action items were generated in this meeting. The work groups will be formed and begin their work.

8. Adjourn

Mr. Campbell adjourned the meeting without objection.


3

Section 4.9 Committee Meeting Minutes—December 3, 2019

3

Exhibit A: Attendance List

Members in Attendance

Ric Campbell ............................................................................................................................................... Director

Melanie Frye...................................................................................................................................................WECC

Maury Galbraith .......................................................................................................................................... WIRAB

Brian Theaker .........................................................................................................................Middle River Power

Members not in Attendance

Rich Hydzik.................................................................................................................................................... Avista

Others in Attendance and Participating

Steve Ashbaker ..............................................................................................................................................WECC

Kwin Peterson................................................................................................................................................WECC


4

Section 4.9 Review Committee

Action Items

March 10, 2020

155 North 400 West | Suite 200 | Salt Lake City, Utah 84103www.wecc.org

The Section 4.9 Review Committee has no outstanding action items.

Section 4.9 Committee Meeting Material - Previous Action Items

5

Strategic Planning Process Work Group Recommendations

March 10, 2020

Jillian Lessner, Chief Financial and Administrative Officer

Section 4.9 Committee Meeting Material - Strategic Planning Process Work Group

6

Duncan Brown, MAC RepresentativeJillian Lessner, WECCJennifer Rodgers, WAPALisa Milanes, CAISOHolly Taylor, WIRABRichard Woodward, WECC Board of Directors

2

SPWG Members


7

ß How can WECC improve and streamline its strategic planning process?

ß How can WECC continue to align with the ERO Enterprise Long-Term Strategy, while reflecting the uniqueness of the West?

ß How does WECC ensure member and stakeholder involvement in the strategic planning process?

3

Issue Statement Summary


8

ß Reviewed current state• Strategic Direction Outline• Near-Term Priorities

ß Brainstorming discussions• What’s working• What isn’t working• Alternatives

ß Reviewed alternatives to Business Plan Modelß Agreed to final recommendations

4

SPWG Process


9

Recommended Graphic Representation

5


10

ß Business Plan Model diagram is confusing• Not linear

• Busy, too detailed and complex

• Commingles two processes

6

Rationale

ß Linear representation is simple and flexible

• Appealing to target audience

• High-level

• Easy to digest

• Processes clearly represented

• Detailed companion document to be drafted by staff


11

ß Multiple inputs to strategy development processß No need to reinvent the wheel—ERO Enterprise Long-

Term Strategy representative of continent-wide risksß Vetted through a stakeholder processß Demonstrates alignment with the EROß All RE Boards have approved

7

Long-Term Strategy Development


12

ß Replaces Strategic Direction Outlineß Terminology is more universal—less confusingß Developed by WECC Board and managementß Minimizes duplication of ERO Enterprise effortsß Stakeholders provide inputß Board approvesß Five- to seven-year horizonß Reviewed every two years in even years

8



13

ß Formal communications plan to provide ongoing outreach to stakeholders

ß Communications from WECC Board and management should reference the long-term strategy as often as possible

ß Interactive forum at the Annual Meeting to increase engagement and support

9



14

ß Biennial, high-level review (Board Reliability Workshop)

ß Assess applicabilityß Update as warranted based on environment

10



15

ß NERC RISC Report still a valuable and appropriate input

ß Need Western SME input to evaluate from a Western perspective and determine Western-specific risks

ß Increase MAC attendance, facilitation, and participation

11

WECC Reliability Risk Priorities


16

ß Reliability Workshop is a valuable starting point as now structured

ß Continue to improve formatting for optimal participation and engagement

ß Timing/naming is the sameß Formal communications plan to socialize objectives

and increase awareness and engagement

12



17

ß Staff paper informed by stakeholder input is working well

ß Serves as well-vetted input to Board Reliability Workshop

ß Ensure Reliability Risk Priorities align with the long-term strategy and WECC’s mission and vision

ß Formal communications and outreach plan to increase awareness and engagement

13



18

ß Update workshop name to include “Reliability”ß Conduct biennial, high-level review of long-term

strategyß Assess whether the long-term strategy is validß Update as warranted based on environmentß Ensure Reliability Risk Priorities align with the long-

term strategy and WECC’s mission and vision

14



19

ß Timing working well• Board approves in June


ß Demonstrate the connection to the mission, vision, and long-term strategy

15



20

ß Incorporation into staff and committee work plansß Formal communications and outreach plan to increase

awareness and engagementß Actively communicate insights gained from work

16



21


ß Demonstrate the connection to the mission, vision, and long-term strategy

ß Interactive Annual Meeting technical session to increase awareness and engagement

ß Demonstrate and recognize stakeholder contributions to the final product

17



22

ß Not functioning as intendedß Format better for information dissemination ß Limited engagement and participationß Timing is off for an input to the risk priority

development processß Not attracting senior-level executives ß Swap out for Annual Meeting Technical Session

to discuss WECC Reliability Risk Priorities and Long-Term Strategy

18

Eliminate Western Reliability Summit


23

ß Based on ERO Enterprise Operating Plan, which no longer exists

ß Duplication exists with work plans

ß Tactical, like work plans

ß Rarely referenced

ß Many strategy and planning products create confusion

ß Replace with bolstered work plans and an augmented Business Plan and Budget

ß Ensure no valuable content is lost if eliminated

19

Eliminate Three-Year Operating Plan


24

Contact:Jillian Lessner, Chief Financial and Administrative [email protected]

20


25

Stakeholder Engagement Work Group (SEWG)Report to the Section 4.9 Review Committee

Steve Goodwill, SEWG Chair

March 10, 2020

Section 4.9 Committee Meeting Material - Stakeholder Engagement Work Group

26

SEWG Report to the Section 4.9 Review Committee—March 11, 2020

2

Strategic Purpose

The SEWG was created by the Section 4.9 Review Committee to take a focused look at the process for engaging members and other stakeholders in the collaborative work of WECC and to address the following questions:

∑ Could WECC and member companies operate more efficiently and effectively if the standing structure of current committees was replaced by a task force model with subject matter experts engaged on specific tasks rather than being members of a standing committee?

∑ Are there other models that may enable WECC to optimize stakeholder engagement? What lessons have we learned from the creation of the Reliability Assessment Committee?

∑ How well does the current structure address emerging risks and threats to reliability? ∑ Is the current structure nimble enough to address immediate concerns as they arise? ∑ Should the sheer number of committees, subcommittees, and task forces be evaluated for the

possibility of elimination or consolidation?1

Background

Prior to 2007, WECC’s roles and responsibilities were determined by industry through a stakeholder board of directors to meet the needs of the members. WECC was organized to bring utilities together to develop and then adhere to agreed guidelines and best practices through an inclusive and rigidly defined technical committee structure intended to promote common practices while protecting individual entity interests. Since 2007, WECC has evolved as an independent Regional Entity operating under a NERC delegation agreement with statutory authority from FERC in the United States.

Today, many WECC stakeholders believe WECC should use its unique interconnection-wide perspective and capabilities to identify, assess, and report on emerging reliability and security issues to inform industry, policymakers, and regulators across the West. This is an additional role to the one WECC performed throughout most of its six-decade history. To accomplish this, WECC must effectively and efficiently leverage the knowledge and experience of its stakeholders. It is therefore imperative that we ask ourselves: How can we best engage our stakeholders to support the analysis and outreach expected of WECC now and into the future?

Work Group Approach and Work Group Vision

Our work is guided by the Board-approved Issue Statement quoted above and attached as an appendix to this report. Throughout, we have focused on the “Desired Outcomes,” which effectively require us to ask, “what do we want our stakeholder engagement to achieve?” rather than “here’s what we

1 Stakeholder Engagement Model Issue Statement, approved by the WECC Board of Directors, December 4, 2019.


27


3

currently have; how can we make it better?” This emphasis on “inventing the future” rather than merely “tweaking the past” has enabled us to identify new possibilities not tied to past structure and process.

Early in our discussions, we focused on development of guiding principles and a vision to which WECC’s stakeholder engagement model can adhere. At its core, we determined stakeholder engagement must:

∑ Ensure stakeholder experience, knowledge and expertise are available in a timely, efficient, and cost-effective manner to assist in delivering on WECC’s reliability and security mission

∑ Foster collaboration, cooperation, and a common commitment to reliability and security∑ Engage stakeholders as partners∑ Provide a “safe space” for discussion of issues and education

From these principles, we developed a simple vision to guide our deliberations and recommendations, and to frame all stakeholder engagement at WECC:

WECC is the “Home for Reliability and Security in the Western Interconnection.”

WECC has existed as an organization and as a forum for over 50 years. WECC’s longevity and consistency provide the basis for much of the value stakeholders find in WECC.

WECC has been called the Western Interconnection’s “Home for Reliability.” It is a phrase that reflects WECC has value as a place where experienced subject matter experts can collaborate and connect in a safe, known, and consistent space to produce timely and relevant solutions to the threats to the reliability of the bulk power system.

Analysis—Organizational Structure

The work group began by reviewing the current organizational structure for stakeholder engagement with WECC—the technical committees and their associated sub-groups. The analysis performed by staff and presented to the work group is contained in Appendix A and Appendix D of this report. While the present should not necessarily guide the future, this review led to a few conclusions worth keeping in mind as we think about the future:

∑ Based on recent attendance data, with few exceptions, member attendance at technical committee and sub-group meetings has been relatively stable since 2018. It is worth noting that members continued to engage at WECC even as they were working on urgent matters such as changing their RC.

∑ The standing committees have three-year work plans to address WECC’s near-term priorities and are making progress on those products. However, most technical committee sub-groups are not focused on activities addressing WECC’s near-term priorities.


28


4

∑ Most sub-groups have not finalized work products nor created items for approval by parent groups in the last two years.

∑ Many sub-groups are performing valuable work delivering on WECC’s responsibilities and benefit from a stable structure in which to accomplish their work.

The example provided by the Reliability Assessment Committee (RAC) is also instructive. The RAC was deliberately and thoughtfully created following the prior section 4.9 review “to provide coordinated reliability assessments of the Western Interconnection Bulk Electric System (BES) over the planning horizon and to provide related advice and recommendations to the WECC CEO and Board of Directors (Board).”2 However, the RAC’s own recent survey of its effectiveness revealed that, four years into its existence, it remains unclear whether the RAC structure is more efficient than the prior structure; there are challenges in keeping stakeholders engaged; and governance requirements have created challenges in running successful meetings and decision-making. In response, the RAC has proposed various governance and structural changes but has not sought fundamental change.

Based on this review, the work group decided a first step in its work should be to create “guideposts,” a conceptual framework describing the desired attributes of WECC’s future stakeholder engagement model. The work group started with the “Desired Outcomes” taken directly from the Stakeholder Engagement Issue Statement drafted by the Section 4.9 Review Committee:

∑ There is a rekindled excitement about engaging with WECC and joining with colleagues to address critical reliability issues.

∑ This new excitement comes from a clear line-of-sight from the work being carried out for the reliability and security of the interconnection.

∑ The work is compelling, focused, relevant, and actionable, because it serves the public interest and represents what is best for reliability and security within the interconnection.

∑ The model leverages the talent within the industry to bring the right expertise to bear on any issue.

∑ The model is nimble and multi-disciplined which creates the ability to pivot quickly to develop holistic solutions and recommendations.

∑ The model addresses the delegated responsibilities in the NERC-WECC Delegation Agreement.

The work group members then identified several attributes WECC and its stakeholder engagement must possess to achieve these outcomes:

∑ Overarching Themes○ WECC’s stakeholder engagement model must ensure stakeholders see WECC as the “Home

for Reliability and Security in the Western Interconnection.”

2 RAC Charter


29


5

○ WECC must be a place where stakeholders feel valued as collaborative partners, a safe intellectually stimulating place to discuss and debate, and a place that provides opportunities for education and influence.

○ Stakeholders support WECC’s mission, strategic direction, and near-term priorities set by the Board.

○ Structure, process and activities should be optimized to provide the greatest value while considering cost to WECC and its members. They should be nimble and able to adapt with agility in response to changing risks to the BPS.

∑ Harnessing expertise and experience

○ WECC and stakeholders collaborate to support timely and rigorous analysis of issues pertaining to the reliability and security of the Western Interconnection.

○ WECC stakeholder engagement must motivate and enable stakeholders to add value to WECC’s work in a timely and efficient manner.

○ Work shall provide value to Stakeholders in the form of education and promote reliability and security in the Western Interconnection.

○ Stakeholder groups are collaborators that provide subject matter expertise to enhance WECC’s mission.

○ WECC and stakeholders collaborate to support timely and rigorous analysis of issues pertaining to the reliability and security of the Western Interconnection.

○ Stakeholder entities perceive and derive value from their participation and outcomes.∑ WECC

○ Focuses its efforts and those of stakeholders on issues commensurate with reliability and security risks existing in the Western Interconnection.

○ Performs its work in a timely and transparent manner.○ Actively seeks out member viewpoints and provides timely responses to feedback received

by members.○ Owns the work product.○ Manages work activities for opportunities for cross utilization of efforts to maximize

efficiency and effectiveness of work.○ Ensures work products are not duplicative of other industry and stakeholder efforts.○ Educates stakeholders on WECC work products.

Analysis—Communications and Outreach Considerations

Successful stakeholder engagement requires effective communication and outreach. The work group recognizes that responsibility for communication and outreach resides with WECC management. However, a comprehensive analysis of stakeholder engagement necessitates an exploration and identification of the ways communication and outreach can help to create and support the desired


30


6

engagement. The work group received and considered information from staff regarding WECC’s current communications and outreach programs and activities. The work group also looked at lessons to be gathered from WECC’s compliance engagement activities. Appendix B of this report contains staff information on current communications and outreach programs and activities. Appendix C contains information on compliance-specific engagement.

Following this review, the work group established a set of “guideposts” to assist management in the development of communication structures that enable and enhance connections between WECC and its stakeholders. These guideposts, and any recommendations flowing from them, will inform management’s planning and implementation to enhance stakeholder engagement. The guideposts are as follows:

∑ Efficient and effective channels of communication exist between WECC’s technical committees and work products, and the people and organizations that benefit the most from this knowledge (e.g., policymakers). ○ The individuals working on specific reliability challenges can share ideas and efforts with

others who are also working on that challenge.∑ Effective channels of communication exist between WECC and industry executives.

○ Industry executives are aware of WECC’s near-term priorities. Industry executives are aware that volunteer labor from their organization contributes to the solution of reliability challenges.

∑ Efficient and effective channels of communication exist from WECC liaisons to the individual volunteers who work on WECC technical committees. ○ WECC can effectively communicate with industry experts working on reliability challenges.

∑ Efficient and effective channels of communication exist from members and other stakeholders to WECC.○ Stakeholders can effectively communicate with WECC about reliability challenges.

Recommendations

Although a bulk of the work by the SEWG up until this point has been around scoping the problem and developing a set of guideposts about how to think about stakeholder engagement at WECC, more work needs to be done to apply those guideposts to the current stakeholder engagement model.

The SEWG takes the Stakeholder Engagement in its title seriously. We also take caution from the RAC experience with a change to their structure not resulting in the envisioned engagement, efficiency, andeffectiveness. For those reasons, we recommend the following:

Create a Stakeholder Engagement task force to:

∑ Demonstrate a potential structure or structures of the organization that may improve the stakeholder engagement model given the guideposts created by the SEWG.


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7

∑ Present this structure for member feedback. ∑ Make recommendations for a more effective stakeholder process. ∑ Consider opportunities to enhance internal processes at WECC and WECC role with

stakeholder committees to encourage WECC SMEs to actively engage stakeholders to improve WECC’s ownership in work products.

∑ Consider whether stakeholder groups (committees, task forces, etc.) should either disband or go on hiatus if no current analysis or work product is needed.

∑ Develop metrics to track whether changes implemented are improving stakeholder engagement. We encourage those metrics to potentially include and go beyond tracking of committee meeting attendance.


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8

Appendix A — Historical Committee Attendance

These graphs show the total number in attendance for each meeting of the specified group. These numbers are based on the attendance list in the minutes. Some groups have in-person meetings differentiated from webinars because the type of meeting was found to impact the number in attendance.

MIC and Subgroups

05

101520253035404550

MIC All Meetings

05

101520253035404550

MIC In-Person Meetings


33


9

0

10

20

30

40

50

60

70

ISAS

0

5

10

15

20

25

30

35

40

Jan-19 Feb-19 Mar-19 Apr-19 May-19 Jun-19 Jul-19 Aug-19 Sep-19

ATFWG


34


10

OC and Subgroups

0102030405060708090

100

OC All Meetings

0102030405060708090

100

OC In Person


35


11

0102030405060708090

100

RASRS All Meetings

0102030405060708090

100

RASRS In Person

0

5

10

15

20

25

PWG


36


12

EPAS and Subgroups

1919202021212222232324

EPAS In Person

0

5

10

15

20

25

EPAS Webinar

0

5

10

15

20

25

Feb-

18

Mar

-18

Apr

-18

May

-18

Jun-

18

Jul-1

8

Aug

-18

Sep-

18

Oct

-18

Nov

-18

Dec

-18

Jan-

19

Feb-

19

Mar

-19

Apr

-19

May

-19

Jun-

19

Jul-1

9

Aug

-19

Sep-

19

Oct

-19

Nov

-19

Dec

-19

GOWG


37


13

0

5

10

15

20

25

30

IPMar-18

IPJun-18

IPSep-18

IPDec-18

IPMar-19

IPJun-19

IPSep-19

IPDec-19

RWG

0

5

10

15

20

25

30

35

HPWG

0

2

4

6

8

10

12

14

16

HPCRTF


38


14

0

2

4

6

8

10

12

14

HPEAWG

0

2

4

6

8

10

12

14

HPKTTF

0

2

4

6

8

10

12

14

HPMMTF


39


15

SASMS and Subgroups

02468

1012141618

Feb-

18

Mar

-18

Apr

-18

May

-18

Jun-

18

Jul-1

8

Aug

-18

Sep-

18

Oct

-18

Nov

-18

Dec

-18

Jan-

19

Feb-

19

Mar

-19

Apr

-19

May

-19

Jun-

19

Jul-1

9

Aug

-19

Sep-

19

Oct

-19

Nov

-19

Dec

-19

SASMS

0

5

10

15

20

25

30

35

Feb-

18

Mar

-18

Apr

-18

May

-18

Jun-

18

Jul-1

8

Aug

-18

Sep-

18

Oct

-18

Nov

-18

Dec

-18

Jan-

19

Feb-

19

Mar

-19

Apr

-19

May

-19

Jun-

19

Jul-1

9

Aug

-19

Sep-

19

Oct

-19

Nov

-19

Dec

-19

CSWG

05

1015202530354045

Feb-

18

Mar

-18

Apr

-18

May

-18

Jun-

18

Jul-1

8

Aug

-18

Sep-

18

Oct

-18

Nov

-18

Dec

-18

Jan-

19

Feb-

19

Mar

-19

Apr

-19

May

-19

Jun-

19

Jul-1

9

Aug

-19

Sep-

19

Oct

-19

Nov

-19

Dec

-19

DEMSWG


40


16

0

10

20

30

40

50

60

PSWG

0

5

10

15

20

25

Jul-18 Aug-18

Sep-18 Oct-18 Nov-18

Dec-18 Jan-19 Feb-19 Mar-19Apr-19 May-19

Jun-19 Jul-19 Aug-19

Sep-19 Oct-19

TELWG


41


17

JSIS and Subgroups

TSAWG was just set up in 2019 and has only met once.

0

10

20

30

40

50

60

70

JSIS

02468

1012141618

Sep-19 Oct-19 Nov-19 Dec-19

DDMWG

0

5

10

15

20

25

30

Jan-

18

Feb-

18

Mar

-18

Apr

-18

May

-18

Jun-

18

Jul-1

8

Aug

-18

Sep-

18

Oct

-18

Nov

-18

Dec

-18

Jan-

19

Feb-

19

Mar

-19

Apr

-19

May

-19

Jun-

19

Jul-1

9

Aug

-19

Sep-

19

Oct

-19

Nov

-19

OAWG


42


18

RAC and subgroups

0

20

40

60

80

100

120

RAC In Person

05

101520253035404550

SDS In Person

0

5

10

15

20

25

30

35

Jan-18 Feb-18 Mar-18 Apr-18 May-18 Jun-18 Jul-18 Aug-18 Sep-18 Oct-18

SDS Webinar


43


19

DS and Subgroups

01020304050607080

DS In Person

0

5

10

15

20

25

30

35

40

Jan-18 Feb-18 Mar-18 Apr-18 May-18 Jun-18 Jul-18 Aug-18 Sep-18 Oct-18

DS Webinar

0

5

10

15

20

25

30

Jan-

18

Feb-

18

Mar

-18

Apr

-18

May

-18

Jun-

18

Jul-1

8

Aug

-18

Sep-

18

Oct

-18

Nov

-18

Dec

-18

Jan-

19

Feb-

19

Mar

-19

Apr

-19

May

-19

Jun-

19

Jul-1

9

Aug

-19

Sep-

19

Oct

-19

Nov

-19

EDWG


44


20

05

101520253035404550

Jan-

18

Feb-

18

Mar

-18

Apr

-18

May

-18

Jun-

18

Jul-1

8

Aug

-18

Sep-

18

Oct

-18

Nov

-18

Dec

-18

Jan-

19

Feb-

19

Mar

-19

Apr

-19

May

-19

Jun-

19

Jul-1

9

Aug

-19

Sep-

19

Oct

-19

Nov

-19

PDWG In Person

05

1015202530354045

Jan-

18

Feb-

18

Mar

-18

Apr

-18

May

-18

Jun-

18

Jul-1

8

Aug

-18

Sep-

18

Oct

-18

Nov

-18

Dec

-18

Jan-

19

Feb-

19

Mar

-19

Apr

-19

May

-19

Jun-

19

Jul-1

9

Aug

-19

Sep-

19

Oct

-19

Nov

-19

Dec

-19

PDWG Webinar

0

10

20

30

40

50

60

Jan-

18

Feb-

18

Mar

-18

Apr

-18

May

-18

Jun-

18

Jul-1

8

Aug

-18

Sep-

18

Oct

-18

Nov

-18

Dec

-18

Jan-

19

Feb-

19

Mar

-19

Apr

-19

May

-19

Jun-

19

Jul-1

9

Aug

-19

Sep-

19

Oct

-19

Nov

-19

SDWG


45


21

MS and Subgroups

0

10

20

30

40

50

60

70

MS In Person

0

5

10

15

20

25

30

35

Jan-

18

Feb-

18

Mar

-18

Apr

-18

May

-18

Jun-

18

Jul-1

8

Aug

-18

Sep-

18

Oct

-18

Nov

-18

Dec

-18

Jan-

19

Feb-

19

Mar

-19

Apr

-19

May

-19

Jun-

19

Jul-1

9

Aug

-19

Sep-

19

Oct

-19

Nov

-19

Dec

-19

MS Webinar

0

20

40

60

80

100

120

Jan-

18

Feb-

18

Mar

-18

Apr

-18

May

-18

Jun-

18

Jul-1

8

Aug

-18

Sep-

18

Oct

-18

Nov

-18

Dec

-18

Jan-

19

Feb-

19

Mar

-19

Apr

-19

May

-19

Jun-

19

Jul-1

9

Aug

-19

Sep-

19

Oct

-19

Nov

-19

MVWG


46


22

0

5

10

15

20

25

30

35

40

Jan-

18

Feb-

18

Mar

-18

Apr

-18

May

-18

Jun-

18

Jul-1

8

Aug

-18

Sep-

18

Oct

-18

Nov

-18

Dec

-18

Jan-

19

Feb-

19

Mar

-19

Apr

-19

May

-19

Jun-

19

Jul-1

9

Aug

-19

Sep-

19

Oct

-19

Nov

-19

PMWG

05

1015202530354045

Jan-

18

Feb-

18

Mar

-18

Apr

-18

May

-18

Jun-

18

Jul-1

8

Aug

-18

Sep-

18

Oct

-18

Nov

-18

Dec

-18

Jan-

19

Feb-

19

Mar

-19

Apr

-19

May

-19

Jun-

19

Jul-1

9

Aug

-19

Sep-

19

Oct

-19

Nov

-19

SCMWG


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23

StS and Subgroup

0

10

20

30

40

50

60

70

StS In Person

0

10

20

30

40

50

60

StS Webinar

0

5

10

15

20

25

30

35

UFLSRG


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24

Appendix B — Current Communication and Outreach

At the February 5, 2020, SEWG meeting, a request was made for a document outlining WECC’s communications and outreach activities.

Communication Activities

WECC undertakes a variety of communications-related activities that cover three primary areas, all under the supervision of the Vice President and Chief Financial and Administrative Officer:

1. Internal Communications,2. External Communications and Brand Management, and3. Technical Editing.

Internal communications cover all employee communications, including human resources, executive, and peer-to-peer communication. The tools used for internal communications include email, instant messaging, the WECC intranet, hard posts, and in-person communications. Internal communications also oversee all WECC’s templates, photography, formatting and design, training materials, and internal-focused collateral.

External Communications involves all touchpoints outward, including media relations, emergency communications, executive communications, ERO Enterprise joint communications, upcoming events, and WECC project communications, implemented through WECC’s Tier 1 and Tier 2 approach, based upon the level of attendees (attached). The following tools are used for external communications:

∑ WECC website www.wecc.org (announcements, popular searches, and web ads)∑ The WECC Weekly News (over 5,000 subscribers)∑ Social Media platforms including Twitter, LinkedIn, Facebook, and YouTube (average reach of

1,200 people weekly) ∑ Print and video materials.

The external communications function oversees all external collateral development, WECC brand management, and serves as the company spokesperson.

The Technical Editing function of WECC reviews most external-facing WECC reports, publications, and board materials to ensure adherence with the NERC list of defined terms, the WECC brand templates, and the AP style for grammar and technical editing. The Technical Editor function alsoteaches WECC staff, twice annually, how to “Write for WECC” to ensure a consistent, professional voice across the organization.

Outreach Activities

WECC’s Communications and Outreach team also oversees all external-facing training and education, which includes the following:


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http://www.wecc.org/


25

∑ Two Reliability and Security Workshops∑ One Human Performance Workshop (in conjunction with NERC, as of 2020)∑ A biennial Western Reliability Summit (odd years)∑ Monthly Compliance “Open Mic” webinars∑ Two Internal Controls Evaluation Workshops∑ Four Grid Fundamentals classes∑ A biennial Reliability Workshop (even years).

The Communications and Outreach team develop content in conjunction with WECC subject matter experts, secure external speakers, determine formats and interactions, and oversee metrics of the training events to assess the effectiveness of the programming.

External Affairs

New to WECC is an External Affairs function, reporting to the Senior Vice President of Reliability and Security Oversight, General Counsel and Secretary. External Affairs encompasses three areas and works closely with the WECC Communications and Outreach team.

Policy Analysis. Under the policy analysis function WECC:∑ Analyzes policy and regulation trends and changes, specifically how they impact system

planning and operations of the system now and in the future. ∑ Shares policy information with WECC leadership and technical staff to shape work and help

identify emerging risks.∑ Communicates with policymakers and regulators on matter related to the reliability and

security of the BPS.

Sharing WECC’s work. Through a partnership with internal communications, outreach, and subject matter experts, External Affairs ensures that WECC shares its technical work in a targeted way.

External Affairs. WECC’s External Affairs function focuses on government relations, including legislative and regulatory bodies within the Western Interconnection.


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Appendix C — Compliance Engagement

WECC conducts two Reliability and Security Workshops to provide in-depth education and training related to: lessons learned and improvements for implementation of risk-based concepts in the CMEP, enforcement trends and statistics, and information on audit approach for upcoming standards changes and transitions. In addition to the workshops, WECC’s goal is to provide 9 compliance open webinars in 2020. During Q1 2019 webinars averaged 200 participants; during Q2 2019 webinars averaged 225 participants each. In addition, WECC hosted an Internal Controls Practice Group in 2019, which was well attended, and plans on additional outreach in 2020.

The Western Interconnection Compliance Forum (WICF) hosts a WICF Workshop in conjunction with the WECC Reliability and Security Workshop as well as Peer Share engagements focused on specific topics (ie. Generation, CIP, internal controls, etc). In 2019, WICF held a Cyber Security Peer Share Event and plans on holding a Generator Peer Share Event in 2020. Anyone can register and attend the WECC workshop; WICF workshops are limited to WICF members3.

∑ Compliance Monitoring and Enforcement is one of WECC’s primary delegated responsibilities. ∑ Standards are developed to ensure the reliability and security of the Bulk Electric System (BES)∑ New Standards are developed and existing Standards are frequently modified∑ Non-compliance poses a risk to the reliability and security of the BES∑ Financial penalties can be imposed on Registered Entities for non-compliance; several factors

are considered when establishing the penalty include risk to the BES.

What is the value that keeps people engaged?

∑ Education and Risk-Reductiono CMEP implementation information o Lessons Learnedo Audit Approach o “Safe Place”

∑ Relationship with WECC and Peer Entities

What does compliance engagement look like?

∑ WECC Webinars > 200 ∑ WECC Reliability and Security Workshops ∑ WICF Workshops and Peer Share Events∑ WICF Groupsite Forum

3 WICF membership is limited to employees/contractors of WECC Registered Entities involved in compliance. WICF has 1,455 members in groupsite.


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∑ WICF Focus Groups: Event Analysis, Generator, Internal Controls, New Standard Implementation, Protection and Control, and Small Entity

What can we learn?

∑ Information Sharing and Communication is invaluable ∑ Trusted relationships are required (safe place)∑ Tangible and measurable outcome/value for stakeholders

•Studies and reliability assessments

•Guidelines •Reduce BES Risk

•Peer Sharing•Lessons Learned•Influence of Change•Volunteer

Organization

•CMEP•Enducation &

Outreach•Events Analysis

•Experience•SME/Stakeholder•Reliability & Security •BES Operations•Risk (BES & $)

Registered Entities WECC

WECC CommitteesWICF


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2019 December Board Meeting Material

2019 June Board Meeting material

Sources:

WECC 2020 Business Plan and Budget

WECC 2019 December Board Meeting Material

WECC 2019 September Board Meeting Material

WECC 2019 June Board Meeting Material


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29

Appendix D — Committee Analysis

The following graphics indicate some trends among the technical committee (i.e. those reporting to the Market Interface Committee, Operating Committee, and Reliability Assessment Committee.)

Current Technical Committees


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Average Attendance over 60% of Membership

The groups with a color-filled background are the groups whose meetings have had a two-year average attendance (members and others) that is over 60% of the number of committee members. The percentage was chosen only to represent a clear majority.


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Addressing Near-Term Priorities

The groups with a color-filled background have an assignment to address the near-term priorities in the standing committee three-year work plans. Other groups also have assignments in the three-year work plans that are not directly related to a near-term priority.


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Unique Work Products

The groups with a color-filled background have unique work products. Those not highlighted:

∑ share best practices on a common topic, ∑ support the work products of other committees, ∑ oversee subgroup activities, or ∑ provide expert review for work done by WECC staff.

Those groups lightly filled are responsible for guidelines based on their expertise that require periodicreview.


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Recently Finalized Work Products

The groups with a color-filled background have completed a work product and received approval in the last two years. This does not include administrative items, such as: leadership changes, charters, minutes, agendas, work plans, and protocols.


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Section 4.9 Review:Stakeholder

Engagement Work Group (SEWG) Report

March 10, 2020

Steve GoodwillSenior Vice President of Reliability

and Security Oversight, General Counsel and Secretary


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Margaret Albright, BPAEric Baran, WIRABRic Campbell, WECC DirectorRobert Follini, Avista CorporationSteve Goodwill, WECCLinda Jacobson-Quinn, Farmington Electric

2

SEWG Members


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ß How can WECC increase stakeholder engagement to benefit the collective work of WECC?

ß Could WECC and member companies operate more efficiently and effectively if the standing structure of current committees was replaced by a task force model?

ß Are there other models that may enable WECC to optimize stakeholder engagement?

ß How well does the current structure address emerging risks and threats to reliability?

ß Is the current structure nimble enough to address immediate concerns as they arise?

ß Should the sheer number of committees, sub-committees, and task forces be evaluated for the possibility of elimination or consolidation?

3

Issue Statement Summary


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ß Reviewed the current committee structureß Focused on our “desired outcomes” by asking

“what do we want our stakeholder engagement to achieve?”

ß Determined not to tweak the past, but invent the future.

ß Developed guiding principles and a vision to which the stakeholder engagement model must adhere.

4

SEWG Process


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ß At its core, stakeholder engagement must:• Ensure stakeholder experience,

knowledge and expertise are available in a timely, efficient, and cost-effective manner to assist in delivering on WECC’s reliability and security mission

• Foster collaboration, cooperation, and a common commitment to reliability and security

• Engage stakeholders as partners• Provide a “safe space” for discussion of

issues and education

5

Guiding Principles


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WECC is the “Home for Reliability and Security in the Western Interconnection.”

6

Vision


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Reviewed the current organizational structure and concluded:ß Member attendance at technical committee and sub-group

meetings has been has been relatively stable since 2018.ß While standing committees have 3-year work plans to

address near-term priorities, most technical committee sub-groups are not focused on activities addressing WECC’s near-term priorities

ß Most sub-groups have not finalized work products nor created items for approval by parent groups in the last two years

ß Many sub-groups are performing valuable work delivering on WECC’s responsibilities and benefit from a stable structure in which to accomplish their work.

7

Analysis Performed: Organizational Structure


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8

Current Technical Committees


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9

In-Person Meeting Attendance


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Overarching Themesß WECC’s stakeholder engagement model must ensure stakeholders

see WECC as the “Home for Reliability and Security in the Western Interconnection.”

ß WECC must be a place where stakeholders feel valued as collaborative partners, a safe intellectually stimulating place to discuss and debate, and a place that provides opportunities for education and influence.

ß Stakeholders support WECC’s mission, strategic direction, and near-term priorities set by the Board.

ß Structure, process and activities should be optimized to provide the greatest value while considering cost to WECC and its members.

10

Desired Attributes: Organizational Structure


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Stakeholder groups (committees, task forces, etc.)ß Either disband or go on hiatus if no current analysis or work product is needed

ß May propose changes to purpose/scope/deliverables at any time

Harnessing expertise and experienceß Motivate stakeholders to add value to WECC’s work in a timely and efficient

manner

ß Provide value to Stakeholders in the form of education and promote reliability and security in the Western Interconnection

ß Stakeholder groups are enablers—providing SME resources, analysis, and ideas when requested

ß WECC and stakeholders collaborate to support timely and rigorous analysis of issues pertaining to the reliability and security of the Western Interconnection

ß Stakeholder entities perceive and derive value from their participation and outcomes

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Desired Attributes: Organizational Structure


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ß Reviewed WECC’s communications and outreach operations and concluded:• Successful stakeholder engagement requires

effective communication and outreach• A comprehensive analysis of stakeholder

engagement necessitates an exploration and identification of the ways communication and outreach can help to create and support the desired engagement

12

Analysis Performed:

Communications and Outreach


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ß Efficient and effective channels of communication exist between WECC’s technical committees and work products, and the people and organizations that benefit the most from this knowledge (e.g., policymakers). The individuals working on specific reliability challenges can share ideas and efforts with others who are also working on that challenge.

ß Effective channels of communication exist between WECC and industry executives. Industry executives are aware of WECC’s near-term priorities. Industry executives are aware that volunteer labor from their organization contributes to the solution of reliability challenges

13

Desired Attributes: Communications and Outreach


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ß Efficient and effective channels of communication exist from WECC liaisons to the individual volunteers who work on WECC technical committees. WECC can effectively communicate with industry experts working on reliability challenges

ß Efficient and effective channels of communication exist from members and other stakeholders to WECC.Stakeholders can effectively communicate with WECC about reliability challenges

14

Desired Attributes: Communications and Outreach


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Create a Stakeholder Engagement task force to: ß Demonstrate a potential structure or structures of the organization that

may improve the stakeholder engagement model given the guideposts created by the SEWG.

ß Present this structure for member feedback. ß Make recommendations for a more effective stakeholder process. ß Consider opportunities to enhance internal processes at WECC and

WECC role with stakeholder committees to encourage WECC SMEs to actively engage stakeholders to improve WECC’s ownership in work products.

ß Consider whether stakeholder groups (committees, task forces, etc.) should either disband or go on hiatus if no current analysis or work product is needed.

ß Develop metrics to track whether changes implemented are improving stakeholder engagement. We encourage those metrics to potentially include and go beyond tracking of committee meeting attendance.

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Recommendations


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Contact:Steve [email protected]

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