distribution community insights conference august 18-21, 2015 minneapolis, mn 2015 electric t&d...

Distribution

Community Insights Conference

August 18-21, 2015

Minneapolis, MN

2015 Electric T&D Benchmarking

2

Agenda -- Distribution

◼ Overview

◼ Performance Results Profiles and Trends Financial Performance Measures

◼ Process Model – Context

◼ Practice Modules Expand System – Planning, Engineering and Design Operate System – Distribution Operations Center (DOC) Sustain System – Equipment Inspection & Maintenance

3

Overview

4

Insights Overview - Distribution

Costs◼ While Distribution O&M spending decreased significantly last year, the five

year trend is still upward◼ Distribution Capital spending has been increasing steadily over the past 4

years. The increase is driven by replacement capital spending more than new business, which continues to be slow.

Practices◼ More companies are outsourcing portions of their distribution design work◼ Staff recruitment and retention is a significant issue in many Distribution

Operations Centers ◼ Equipment inspection and maintenance practices vary widely within the

community

5

Profiles & Trends

Distribution Lines Demographic Profile

2014YE 2013YE

Min Mean Max

# of Bars Min Mean Max

# of Bars

Service TerritoryDensity: Customers per Square mile 9.20 480.98 1807.36 15 1.90 338.90 975.02 16Density: Customers per Distribution Circuit mile 24.82 54.01 101.65 14 17.61 51.34 101.26 15Percent of Distribution Circuit Miles Underground 14% 36% 66% 14 13% 37% 63% 15Percent of Switches outside the substation remotely operated 0% 20% 74% 9 0% 11% 62% 11Wage Rate: Distribution Journey Level Line Worker $34.64 $40.37 $50.72 13 $35.30 $39.13 $42.14 12Distribution Staffing: FTEs per 100,000 Customers 19.69 74.02 157.33 11 36.15 79.45 143.02 13Percent of staffing group represented by a union/bargaining unit: Distribution Field 48% 84% 100% 8 0% 78% 100% 11KWh Sold per Distribution End-Use Customer 17567 25117 34709 15 18337 27036 35496 15Percent of Customers: Commercial/Industrial 9.33% 11.60% 16.76% 16 9.01% 11.60% 18.28% 16Percent of Load: Commercial/Industrial 10.35% 47.00% 69.00% 15 12.57% 56.19% 67.85% 14System - DemographicsVoltage Levels

5kV class = >1kV, <=9kV 0.0% 5.5% 37.2% 15 0.0% 11.0% 57.0% 1515kV class = >9kV, <=15kV 0.0% 69.3% 98.0% 15 0.0% 65.2% 99.0% 1525kV class = >15kV to <=26kV 0.0% 15.1% 86.7% 15 0.0% 15.0% 86.7% 1535kV class = >26kV to <=36kV 0.0% 10.1% 42.0% 15 0.0% 8.4% 53.9% 1544kV class = >36kV to <=44kV 0.00% 0.00% 0.00% 15 0.00% 0.39% 5.80% 15

Financial - DemographicsDistribution Line Assets per Customer $2,160 $3,011 $4,590 14 $1,672 $2,823 $4,102 15

Changes in the demographics profile are driven mostly by modifications of the community. Customer density within the panel increased significantly this year.

Distribution Lines Cost Profile

7

O&M spending is down significantly from last year, while Capital spending has increased.

Profile values and counts may differ from report values and counts due to the exclusion of companies that did not provide complete data sets.

2014YE 2013YE

Mean Q1 Q2 Q3 Bars Mean Q1 Q2 Q3 Bars

O&M

Distribution O&M Expense per Customer $85.34 $62.60 $83.29 $105.63 15 $89.58 $70.02 $86.74 $109.47 15

Distribution O&M less Veg Mgmt per Customer [Activity-based]

$68.65 $52.63 $66.31 $79.31 12 $76.91 $61.72 $68.15 $94.59 12

Distribution O&M per circuit miles $4,142 $3,121 $4,261 $4,675 13 $4,544 $3,190 $4,150 $5,933 13

Distribution O&M per MWh $3.51 $2.78 $3.24 $4.42 14 $3.45 $2.59 $3.33 $4.27 14

Distribution O&M Expense per Distribution Assets 2.89% 2.20% 2.87% 3.59% 14 3.37% 2.43% 3.07% 3.69% 14

Distribution O&M less Veg Mgmt per Total Dist. Assets [Activity-based]

2.07% 1.58% 1.85% 2.20% 12 2.38% 1.92% 2.38% 2.84% 12

Capital

Distribution Line Capital Additions per Asset [FERC] 4.95% 5.97% 4.94% 3.86% 14 4.59% 5.68% 4.58% 3.60% 14

Distribution Line Capital Spending less Serve New, Expand per Asset [Activity Based]

4.33% 4.57% 3.82% 3.52% 14 3.98% 4.48% 3.14% 2.73% 14

Total Distribution Capital Spending and O&M Spending (FERC)

8

Spending per Customer Spending per Asset

Most companies spend more capital than O&M. Total spending at the high end is more than 2x that of the lowest spenders.

DF page 3 – Questions DF5, DF20, ST5 DF page 5 – Questions DF5, DF20, DF70

Mean 7.841 %

Quartile 1 5.954 %

Quartile 2: 7.948 %

Quartile 3: 9.566 %

Mean $234.27

Quartile 1 $190.48

Quartile 2: $215.76

Quartile 3: $275.71

O&M Expenses (FERC) Per Customer

9

DF Page 12 –Questions DF20, ST5

O&M spending at the high end is almost 3x that of the lowest spenders

Average O&M expenses per customer went down 4% from 2013 to 2014. All quartiles went down

O&M Expenses per Customer

Mean $85.34

Quartile 1 $62.60

Quartile 2: $83.29

Quartile 3: $105.63

O&M Expenses (FERC) Per Asset

10

DF 14 – Questions DF20, DF70

O&M spending at the high end is almost 4x that of the lowest spenders

Average O&M expenses per asset went down 13% from 2013 to 2014. All quartiles went down

Percentage of Expenses per Asset

Mean 2.89 %

Quartile 1 2.20 %

Quartile 2: 2.87 %

Quartile 3: 3.59 %

Distribution Line O&M Spending (Activity-Based)

11

Service Restoration was the largest category of O&M spending in 2014, but Equipment Inspection and Maintenance and Vegetation Management were almost equal in size.

Source: DF60, ST5

O&M Expenses (Activity-Based)

12

Expenses per Asset Expenses per Asset, Excl. Vegetation

Half or more of the O&M budgets at most companies are devoted to Equipment Inspection and Maintenance, Vegetation Management and Service Restoration.

DF Page 35 – Question DF60, DF70 DF Page 36 – Question DF60, DF70

Mean 3.12 %Quartile 1 2.35 %Quartile 2: 2.77 %Quartile 3: 3.60 %


Vegetation Management Expenses

13

The relative impact of Vegetation Management expenses varies widely across the community

DF Page 62 – Question DF60, ST35 DF Page 61 – Question DF60

Veg. Mgmt O&M per OH Circuit Mile Veg. Mgmt O&M as % of Total O&M

Mean $1,430

Quartile 1 $639

Quartile 2: $1,266

Quartile 3: $1,800

Mean 18.32 %

Quartile 1 11.80 %

Quartile 2: 16.64 %

Quartile 3: 25.13 %

Capital Spending (FERC) Per Customer

14

DF Page 7 – Question DF5, ST5

Last year, most companies invested $100 to $180 on capital projects per customer

Mean $127.45Quartile 1 $148.71Quartile 2: $131.85Quartile 3: $95.98

Mean $149.90Quartile 1 $166.86Quartile 2: $147.44Quartile 3: $125.91

Spending per Customer

Capital spending per customer has been increasing steadily since 2011. The average increased 18% last year

Capital Spending (FERC) per Asset

15

Last year, most companies invested between 3-6% per asset.

Spending per Asset


After three years of relatively flat spending , average Capital spending per asset increased 8% from 2013 to 2014. DF Page 9 – Question DF5, DF70

Distribution Line Capital Spending (Activity-Based)

16

Our T&D community’s capital spending to sustain and improve the distribution system significantly exceeded capital investments related to new customers and increased loads.

Source: DF50, DF70

Sustain Capital Spending

Sustaining capital investments have increased steadily since 2011

17

Spending Category

2010YEQ2

2011YEQ2

2012YEQ2

2013YEQ2

2014 YEQ2

Total Capital Spending (ABC)

4.56% 4.82% 4.33% 5.18% 6.02%

Less Serve New 1.14% 1.34% 0.81% 1.84% 1.52%

Subtotal Cap Add & Sustain

3.42% 3.48% 3.52% 3.84% 4.50%

Less Capacity Adds 0.73% 0.97 0.51% 0.51% 0.68%Subtotal: Sustain 2.69% 2.51% 3.01% 3.14% 3.82%

Capital Spending Per Asset

Source: DF50, DF70

New Business Capital

18

Last year most companies invested between 0.8-1.6% per asset on New Business

Companies at the lower quartiles have been increasing, while those at the top quartile decreased compared to last year and 2010


Source – Questions DF50, D70

19

Practice Modules

Using the Process Model

Develop System Strategy

Develop and Approve Asset Plans

Project/Portfolio Management

Expand System

A Process Model for Managing the T&D Business

20

Operate System

Sustain System

Indicates separate D, S, T components

Add New Customers

Respond to Emergencies

The Practice Modules that we will be discussing today fall within the Expand System, Operate System and Sustain System processes

Potential On-Site Presentation Modules – Distribution Practices

21

Developed for Today’s Presentation:

◼ Expand System: Planning/Engineering/Design

◼ Operate System: Distribution Operations Center (DOC)

◼ Sustain System: Line Equip. Inspection & Maintenance

This year we added numerous questions to better flesh out our understanding of how the various Distribution processes are being carried out. A total of six practice modules have been identified for the Distribution function which could be incorporated into First Quartile’s presentations at company On-Site meetings

Additional Modules That Can Be Developed:

◼ Add New Customers: New Business

◼ Expand System: Construction

◼ Sustain System: Vegetation Management

22

Distribution Practices --Distribution Planning, Engineering & Design

23

KPI’s Used To Monitor Planning/Engineering/Design Performance

Primary focus is on meeting schedules and cost. Two companies also have formal quality measures

Dist. Practices Page 9 – DP15

ID Response Schedule Cost Quality Others

27 Estimate to be within 10% of actual cost x

31 We currently track timeframes for various stages of our Design process; work request initiate, field check, and quality review. Designers are scored on addressing key points and following policies and procedures pertaining to their designs. We also track safety performance and our job estimates to actual dollars and CMH used.

x x x x

32 Capital Projects Approved (%) by January 1 x

33 Work Order On time completion x

37 On-time design completion, Estimate to Actual comparisons x x

38 Achieve Need Date Performance, Material Planned vs. Actual Variance, Achieve Material Returns less than 5%, Increase Inventory Turns, Achieve an average of 42 days from Walk to energized date, Reduce URD cost per lot. O&M and Capital Expenses, SAIDI, SAIFI, CAIDI

x x x x

25 None

30 Currently evaluating to determine how we can best measure performance utilizing SAP system (new WMS).

24

Software Used to Support Distribution Planning, Engineering and Design

ID Response25 Engineering - CYME, CAPE & PSLF

28 CYME

32 cymeDIST

38 Eaton/Cyme International - Cymdist

22 CYME

27 Synergee

31 SynerGEE/Apen DistriView

37 SynerGEE (GL Noble Denton)

ID Response

27 In house software

31 In-house

25 NA - Internally created

38 Inhouse methodology

32 Metrix ND

33 Cyme International T&D and PI Historian

Dist. Practices Pages 5 and 7 --- DP10

Network Analysis

Load Forecasting

CYME and SynerGEE are the dominant software products used for distribution network analysis

Most companies use in-house developed programs for load forecasting

25

Software Used to Support Distribution Planning, Engineering and Design -- Continued

ID Response28 DE module in Passport / Asset Suite 8

32 XLS, Passport, Oracle

31 STORMS WMS is used to estimate job costs.

37 STORMS (Severn Trent)

27 DOJM

22 In House (WMISD based)

25 NA - Internally created

38 Inhouse methodology

ID Response27 Schneider Electrics Designer32 Fujitsu Distribution Analysis & Design - Highly customized.

Going to Autocad Utility Design in 201738 Itron/GSI - Distribution Design Studio23 MicroStation25 Auto Cad designed based format28 Integraph GIS for Distribution37 None31 We have some Excel documents that assist with voltage

drop and flicker, sizing transformers, estimating concrete, and sizing poles. We have no other automated design tools.


Estimating is being supported with Work Management System modules (e.g. Passport and Severn Trent) or in-house developed programs

Three companies are using full scope automated design tools (Schneider Fujitsu, Itron.) Others mentioned only their CAD tools or some in-house developed tools

Estimating

Automated Design Tools

26

Initiatives to Change and Improve Standards

Dist. Practices Page 18 --- DP45

Changes to the Standards-Setting Process27 We have hired a civil engineer to validate and verify code compliance

32 Safety by Design

30 Initiatives undertaken include Materials & Standards Engineers socializing/communicating revisions made to individual distribution construction standards (CSs) to the Operations, Construction, and Distribution Design organizations at their respective monthly Safety Meetings for immediate awareness. The revised CSs are available in real time on the Corporate on-line SharePoint site; field does not need to wait for publication of CS books at yearend to view any changes/revisions.

Specific Standards Changes37 New standards for electric vehicle charging stations

40 In 2008 we began using Grade B for all new/renewed poles. When doing pole reinforcement with steel we restore the pole back to its original Ultimate Ground-line Moment instead of Grade B construction.

No Changes23 There have been no changes

31 None - Still done by joint committee (Management and Union).

33 None

25 Not aware of standard -setting iniatives. Standards are constantly evolving

38 No changes have been initiated at this time.

Only a few companies are making changes to their Standards-Setting Process for Distribution

27

Designer Occupation – Areas of Responsibility

ID Job Title(s) Areas of Responsibility

25 Designer 1, 2 Currently work load not separated, assignment is based geographically and by ability. Designers are responsible to prepare scaled maps utilizing computer aided design software, pull material codes, cost, in-put and validate billing and contracts are correct.

27 Tech SpecialistSr. Tech SpecialistDesign Techs 1, 2 3

Design all 34kv and below projects

30 Customer Planning Representative

Design and estimate all Asset Care and Customer care work on distribution system.

31 Field Technician (FT)

Designer

FT performs civil inspections and basic design work; services, pole replacement, basic single phase design. Designer performs all more complex distribution design work; commercial/industrial, system reinforcement, public improvement, subdivision. Designers also assist with transmission relocation and maintenance.

32 Design Representatives (5 levels)

Design, cost estimates, liase with customers etc.

33 Designer 1, 2, 3 Customer Engineering, Distribution Engineering

37 General Design Technician (GDT)Field Design Specialist (FDS)Engineer I, II, III

GDT-Service coordination, 1 phase extensions, standard 3 phase commercial extensions

FDS -completes 3 phase commercial & industrial extensions, road re-locations, Eng. I/II/III-complex 3 phase commercial & industrial extensions, road re-locations

38 Service Consultant I, II, III Designs project and is the single point of contact to the developer on all Joint Use work


Designer occupation job titles and degree of specialization/ concentration vary

28

Designer Occupation – Entry Level Education Requirements

ID Job Title(s) Education Requirements

25 Designer 1, 2 Associates degree preferred, Auto CAD experience required


High School Diploma


Two years of college in an engineering discipline

31 Field Technician (FT)Designer

FT – High school diplomaDesigner - This is a craft position that requires a 4yr apprenticeship. These candidates are typically hired internally; they need a High School Diploma to qualify for the apprenticeship


High School graduation

33 Designer 1, 2, 3 HS or associates


GDT-High School (union position),

FDS-High School Diploma, Bachelor's degree preferredE I/II/III- Engineering degree from accredited University

38 Service Consultant I, II, III Degree

Post-high school education is desired but is generally not required for people who are entering the Designer ranks


29

Designer Occupation – Entry Level Work Experience Requirements

ID Job Title(s) Work Experience Requirements

25 Designer 1, 2 Design/drafting utilizing CAD based software for electric utility, electrical distribution design, engineering design, or construction


None


None - We train all new hires

31 Field Technician (FT)Designer

FT - Electrical construction experience preferred, knowledge of electric distribution systems, understanding of utility business, basic computer knowledge. Candidates are put through a written and practical exam.Designer -- 4yrs experience as a Field Technician, proficiency with our Design Tools, knowledge of our Transmission/ Distribution Systems.


30 months for entry level

33 Designer 1, 2, 3 >1 yrs. Exp. in Construction practices, GIS/Drafting or Customer Service


GDT-union seniority,

FDS-5 years in electrical construction,E I/II/III-varies

38 Service Consultant I, II, III No prior work experience is required for an Associate Service Consultant (I).

Work experience requirements vary. Three companies do not require any prior work experience to enter the Designer ranks


30

Outsourcing of Distribution Line Design Work

ID Y/N CommentsCurrently Outsourcing Design Work22 Yes25 Yes Design continues to utilize Contract Planners to support work load beyond resource capability. Additionally

this allows flexibility in resource levels that would not be available with internal employees. Regarding Engineering, some studies have been outsourced

27 Yes Protection and Control is using contractors.28 Yes Most large projects are contracted to engineering firms for detailed design31 Yes We do not have any major outsourcing efforts underway.32 Yes We have a EPCM service provider (Engineer, Procure, Construction Manage)

33 Yes Outsourcing Pole Attachment design and inspections.38 Yes Currently using one(1)Contract Designer to assist in URD designs40 Yes We to outsource work to contract design firms as needed to supplement workload, but no major efforts are

underway.No Current Outsourcing21 No23 No30 No None at the present time.37 No no active programs

Dist. Practices Page 4 - DP5 and Staffing Page 59 – SO115

Most companies are now outsourcing portions of their distribution line design work

31

Systems For Estimating The Hours Required To Complete Different Types of Design Work

Dist. Practices Page 16 – DP35

Have System25 Anecdotally developed with front line leaders, validated through historical output ability and refined

32 Partially - Designers charged to charge codes for different classes of work. For EOL work we can calculate an average unit cost for design.

33 Actual design hours per construction point per work order. Averages of hours per construction point range from 3 to 10 hrs per cp.

38 Service Consultant Model

No System27 No

30 We did have a system in our previous WMS. However, it is not available in SAP.

31 Not at this time. We are working on this currently.

Only about half of the responding companies have formal systems to estimate the time required to complete different types of design work

32

Monitoring the Quality of Design Work Performed By Company Employees

Reviews of Completed Orders31 We have a quality review process and Designers are graded32 Each design employee has a certain threshold for self approval. Once a projects approval level exceeds that

threshold, a peer review will ensue. For projects over a certain $ value, there are higher levels of technical, finanicial, and manager risk review completed. In Addition, Projects and Contract Management also complete a quality assurance review of constructed works monthly which eavluates design, engineering standards, and construction quality of work and feedback is provided where gaps exist.

33 Supervisor review establishes quantity of errors per sketch

38 Every work order is reviewed prior to being sent to the Developer for their approval.

Construction Feedback27 Feedback from the field

30 We typically will gauge it based on Construction organization's ability to build the product as designed.

31 We also have a variance/feedback report program where crews provide feedback.

Others37 Estimate to Actual comparisons

25 Various metrics and review processes over the years. Currently developing a formal review process that will translate to a metric.


At most companies, Design Quality is monitored through office reviews of orders and construction feedback.

33

Distribution Practices --Distribution Operations Center

(DOC)

34

Major Challenges Faced By The DOC

Staffing Issues 23 knowledge transfer due to retirements; Keeping up with technology and finding qualified employees with technical

expertese.25 Resource retention

27 Maintaining qualified staff of operators.

31 aging workforce.

32 Staff experience level

38 Staffing, RTO hires our Journeyman controllers which means we always have a lot of apprentices in training.

40 retaining employeesIncorporating New Technologies25 OMS training

33 grid optimization/training for all the new systems coming into place

40 Information management, incorporating new technology into work processes, training and retaining employees

Aging Infrastructure31 Aging infrastructure

37 Reducing/maintaining CAIDI with aging infrastructure and OSHA mandates that cause longer outage durations

Other Challenges25 hand-off to adjacent center, notification process

Staffing issues, the introduction of new technology and aging infrastructure are presenting the greatest challenges to the DOC


35

Current Improvement Initiatives Underway in The DOC

Improvement initiatives in the DOC focus on new computer systems, new and remodeled facilities and training improvements. Surprisingly, there are no identified initiatives related to staff recruitment and retention.


Computer Systems27 will be upgrading Intergraph OMS to newer version beginning in 4th quarter of 2015, expecting to go live at end of

1st quarter or early 2nd quarter of 2016.

37 Installed a new OMS in 2014. Installing DSCADA, ERTs, Electronic switching and fault location analysis in 2015

38 We just went live with ADMS and retired our old outage system. We will finish our back up control center build out in 2016.

40 CAIDI Initiative, Lock Out Tag Out process, additional consoles in the Distribution Operation Center (DSO Control Room), the possible addition of manpower in the DSO Control Room, Fix It Now Crews and Underground Temporary Cable Crews

31 Looking at possible DMS and hiring additional trainees.

Facilities25 Remodeling of control rooms

31 Possible new control center.

33 New backup is under construction

Training Improvements32 Increased focus on training. Computer system & mimic enhancements

36

Use of Advanced Distribution Management Systems (ADMS)

Less than half of the responding companies reported that they have installed an Advanced Distribution Management System (ADMS). Volt/VAR Optimization is the most widely used application module

Dist. Practices Pages 101 to 103 --- DP265, DP270

Now Have ADMS Installed? 23 25 27 31 32 33 37 38 40

Yes ♦ ♦ ♦ ♦ 44.4%No ♦ ♦ ♦ ♦ ♦ 55.6%

ADMS Modules In Use 32 33 37 38

VoltVar Optimiization ♦ ♦ ♦ 75.0%

Fault Location Isolation and Service Restoration

♦ 25.0%

Network configuration ♦ 25.0%Training simulator ♦ 25.0%Other – Monarch Data Analysis

♦ 25.0%

37

Impacts of Distributed Generation on the DOC

ID Response – Unfavorable Impacts Response -- Favorable Impacts

25 NEGATIVE VOLTAGE IMPACT, ADVERSE IMPACTS ON NORMAL SWITCHING ACTIVITIES

ENHANCED CIRCUIT LOADING RELIABILITY, ENHANCED VOLTAGE CAPABILITY

27 No Impact No Impact

31 Difficult to field switch due to unknown flows on distribution system.

None known.

32 N/A

33 None Reduces the load on the distribution bus

37 Very little has impacted the service territory n/a

38 Hard to coordinate and can cause scheduling issues

3 of 7 note unfavorable impacts related to switching issues2 of 7 note favorable impacts related to loading2 have seen little or no impact, either favorable or unfavorable


38

Dispatcher/Operator Occupation – Education and Work Experience Requirements

ID Job Titles Education Requirements Work ExperienceRequirements

25 Dispatcher, Analyst. Program Writer

High School Customer service experience is optional

27 Distribution System Operator (DSO); Service Operator (SO)

High School Diploma or equivalent Field experience preferred but will hire without and provide longer training period.

31 Distribution system Supervisor/ Distribution Operations Coordinator

High School Diploma Prefer field experience from the crafts. Prefer experience from call center.

32 Load Operator High School Graduation Hired into an apprenticeship program

33 Distribution Operator High School Diploma or Associates Degree

5 year experience in craft or Technical field

37 Distribution Dispatcher High School Diploma or equivalent Entry Level

38 Distribution controller High School Diploma, college preferred

None

Dist. Practices Pages 106, 108 and 109 --- DP280

Companies require only a high school diploma or equivalent for people moving into the Dispatcher/Operator ranks. Entry level work experience requirements vary.

39

ID Job Titles Entry Level Work ExperienceRequirements

Required Classroom

Training Hours

Required On The Job

Training Hours

25 Dispatcher, Analyst. Program Writer

Customer service experience is optional

0 480

27 Distribution System Operator (DSO); Service Operator (SO)

Field experience preferred but will hire without and provide longer training period.

0 4160

31 Distribution system Supervisor/ Distribution Operations Coordinator

Prefer field experience from the crafts. Prefer experience from call center.

0 1040

32 Load Operator Hired into an apprenticeship program

35 105

33 Distribution Operator 5 year experience in craft or Technical field

0 2080

37 Distribution Dispatcher Entry Level 880 160

38 Distribution controller None

Dist. Practices Pages 106, 109 and 11--- DP280, D290

Hours of Required Training For New Dispatchers/Operators

Companies vary widely in the amount of training that new Dispatchers/ Operators must complete before being allowed to work independently. The differences do not correlate to differences in required entry-level work experience.

40

Hours of Lead Time Required For Planned Switching Requests

1 Day32 Day ahead

33 Plan work is 24 hours. Emergency work is ASAP.

38 We request 24 hour notice for all planned switching but we will write the order real time if needed and notiffy that persons management that they did not give us 24 hour notice.

2 Days27 48 hours

37 48 hour notice required for planned switching

31 Preferably two business days or more.

More than 2 Days25 11 days

Most company DOC’s require either one or two days of lead time for planned switching requests

Dist. Practices Page 114--- Question DP305

41

Processes and Support Technologies for Preparing and Communicating Switching Orders

ID Switching Order Preparation Communication to the Field27 If complex job an Engineer reviews and suggests switching.

Operators either review Engineer suggestion or create own switching, a different Operator reviews switching and the operator on duty will perform 3rd check of switching again prior to issuing. We mainly use OMS and GIS to verify switching accuracy. Engineers use their tools to plan switching events.

When possible switching is sent to field prior to beginning of job. Preferred communication is by radio but often requires the use of cell phones.

31 All switching orders are reviewed by a qualified System Supervisor before being switched.

All switching orders are switched over the air via radio using 3 point communication unless there is no radio coverage then cell phones are used.

32 Manually prepared and checked by different Operators Fax and verbal33 Switching order are written and verified using OMS system, circuit

one-lines and station one-lines, when the job is approved. Then checked by Supervisor. The order are then checked using same tools by the operator that will be issuing the orders.

System Operations uses OMS and Mobile Data to dispatch work and three part communication when communicating to field personnel.

37 Switching request is sent to DSO via fax or email. The distribution dispatcher prepares the switching. Switching is reviewed by a Supervisor. Dispatchers have the option to go through the switching in OMS in study mode to further verify the switching. Dispatcher then gives out and executes the switching order with field personnel

The switching is faxed down to the service center prior to executing. The switching is then issued over the phone or radio. Each individual switching step is required to be communicated over radio system as it is being executed

38 All switching orders need to be checked by two controllers. Planned switching orders are written in advance and checked and then checked again when issued.

On planned switching we attach the switching order to the SAP work order and will also email it to field personnel. On trouble switching we will use our radio. All switching planned or unplanned is done on the radio or phone step by step as it occurs in real time.

Typically switching orders are checked by multiple dispatchers/operators before they are issued. Companies are using a variety of methods to communicate orders to field personnel

Dist. Practices Pages 115 and 116--- Questions DP310 and DP315

42

KPI’S Used to Monitor DOC Performance

25 LOAD RESTORATION, CANCEL/RESCHEDULE, WD RESPONSE TIME, OUTAGES <24 HOURS

33 CAIDI

37 SAIDI, CAIDI, and switching errors

38 SAIDI goals and how long it takes to isolate circuits and dispatch trouble orders

27 None

31 None.

32 NA

Surprisingly, only a few companies identified specific KPI’s that they use to monitor and evaluate the performance of the DOC. System reliability measures are the most common.

Dist. Practices Page 113--- Question DP300

43

Distribution Practices --Line Equipment Inspection &

Maintenance

44

Regulatory Drivers for Distribution Line Inspection and Maintenance

Specific Regulatory Drivers22 PUC SR 25.94 - Infrastructure Improvement & Maintenance PUC SR 25.95 - Infrastructure Storm Hardening

23 Inspection of poles, posts, and towers or other structures for replacement or repair

25 CPUC GO 165

27 Identification of activities required for the Commission's Worst Performing Circuits to improve reliability performance.

31 Perform Critical Circuit Patrols per Distribution Planning and Engineering

37 Mandated reliability performance thresholds and asset inspection

38 PUC commitment for inspection frequency and spend level

40 All wood poles are maintained in accordance with the requirements outlined in the latest revision of the National Electrical Safety Code (ANSI C2). We have an agreement with the PSC that we will inspect and treat all wood distribution poles on a 10 year cycle.

No Regulatory Drivers24 There are currently no regulatory requirements. Although, we report out our inspection programs to our regulatory

commission33 Self Imposed

Regulations have influenced the design of distribution line inspection and maintenance programs at most of our companies

Dist. Practices Page 38 -- DP105

45

Pole Management Activity

The majority of utilities are on a 10-year cycle for pole inspection

Years Between Inspections

Of the 10 companies responding, all 10 capitalize pole reinforcement and bracing, while only two capitalize pole treatment.

Dist. Practices Pages 37 and 39 -- DP100, DP110

Mean 12

Quartile 1 10

Quartile 2: 10

Quartile 3: 12

46

Cable Treatment for Life Extension

All of the companies that are using cable injection in this year’s survey reported that they capitalize that work

2014 Responses

2013 Responses

Use cable injection 6 companies(22, 24, 25, 32, 33, 37)

4 companies

Do not use cable injection

4 companies(23,27,30,31)

7 companies

Cable types, splice types and other factors drive decisions on cable treatment. This year’s results show more companies performing cable treatment

Dist. Practices Pages 50 and 51 -- DP130, DP135

47

Planned I&M Programs – Overhead Line Equipment

Planned I&M Programs* 22 24 25 27 30 31 33 37

Capacitor Banks ♦ ♦ ♦ ♦ 50.0%Line Switches and Reclosers

♦ ♦ ♦ ♦ 50.0%

Distribution Transformers ♦ ♦ ♦ 37.5%Conductors and Splices ♦ ♦ ♦ ♦ 50.0%Pole Attachments and Guying

♦ ♦ ♦ ♦ ♦ 62.5%

Ground Wires ♦ ♦ ♦ ♦ 50.0%

Only about half of the responding companies have planned inspection and maintenance programs for overhead line equipment other than poles

Dist. Practices Pages 40 to 45 -- DP115

* Information summarized from text responses. Program was counted on this chart if text responses indicated that all or most equipment in the category was inspected on a scheduled basis

48

Planned I&M Programs * 22 24 25 27 30 31 33 37 38

URD Primary Risers ♦ ♦ ♦ ♦ 44.4%URD Switchgear ♦ ♦ ♦ ♦ 44.4%URD Transformers ♦ ♦ ♦ ♦ ♦ 55.6%URD Secondary Eqt. ♦ ♦ ♦ 33.3%UG Network Switchgear ♦ ♦ ♦ ♦ N/A ♦ ♦ 66.7%UG Network Manholes ♦ ♦ ♦ ♦ ♦ ♦ ♦ 77.8%UG Network Transformers ♦ ♦ ♦ ♦ ♦ N/A ♦ ♦ ♦ 100.0%UG Network Secondary Breakers

♦ ♦ ♦ ♦ ♦ N/A ♦ ♦ ♦100.0%

A little more than half of the responding companies have planned inspection and maintenance programs covering their URD equipment, while all have programs covering at least some components of their Underground Network systems


Planned I&M Programs – Underground Line Equipment

* Information summarized from text responses. Program was counted on this chart if text responses indicated that all or most equipment in the category was inspected on a scheduled basis

49

Use of Infrared Scanning Technology

ID Use on Overhead Equipment Use on Underground Line Equipment

24 4 year, Visual Circuit Patrol Program Manhole inspection program (frequency under evaluation)

38 Yes, 5 years No

22 We use infrared technology as a diagnostic tool and on critical customers to find hotspots on connectors and splices.

We use as a diagnostic tool and on critical customers to find hotspots on terminations and switchgear components.

33 Yes, performed on an as needed/requested basis. Yes, performed on an as needed/requested basis.

30 All Overhead distribution lines are scanned for hotspots bi-annually.

27 Crews have IR cameras and identify and repair problems in performing their daily activities as they are observed

Crews have IR cameras and identify and repair problems in performing their daily activities as they are observed

37 As needed due to poor performance without notable outage causes

Thermography used during detailed inspections every 8-12 years

31 FLIR Camera when phasing and per Design Planning and Engineering requests

FLIR Camera when phasing and per Design Planning and Engineering requests

25 Not routine, only by special need. Used during routine work and during Underground Detailed Inspections (UDI). Inspections are performed every three years for subsurface equipment and five years for padmounted.

Infrared scanning has been incorporated into regularly scheduled inspection programs at a few companies. Others perform scanning more selectively

Dist. Practices Pages 47 and 48 -- DP120

50

Software Used to Plan and Track Line Maintenance Work

Work Management System - SAP25 SAP is our WMS. We use a field application to collect, validate, and process inspections in the field.

38 GIS, Excel, SAP

Work Management System - Passport24 Passport WO Tasks

Work Management System - Maximo22 Maximo and Excel Spreadsheets

Specialized Systems27 Utilized the ESRI GIS to track and plan the pad mounted equipment external inspection. New EAM system

being implemented in 201632 in house developed system37 GTECH (store the records) and P3 Database (reporting feature within this program)

Other Responses 31 Use cable loading calculations to determine planned cable replacements33 Microsoft Excel


Half of the responding companies use their Work Management Systems to plan and track their line maintenance work. Three companies have developed or are planning to develop specialized systems to support this activity

51

Most Important Initiatives to Improve Distribution Line Maintenance

Worst Performing Circuit Patrols 31 We perform annual critical circuit patrols prioritized by SAIDI data from the previous year

33 Circuit Patrols on identified lines

37 Worst Performing Circuit/Lateral Inspections

Better Alignment of Programs27 Circuit walk down and repairs completed after tree trimming on worst performing circuits.

38 Our current initiative is to align our vegetation management, pole inspection and distribution line equipment. It is too early to determine the efficacy at this time.

Employee Training Improvements40 Use a training crew process is more conducive in the development of trainees. 3YR program - 3 months of core

training (compliance, safety, field visits), 7 months of classroom training, 8 months of OJT training with highly skilled crew leader and OH mechanic. OH 'B' Test is taken. 3 months classroom training, 15 months OJT training, OH 'M' Test. Blending trainees with a training crew enhances opportunities to develop and be better prepared for future job roles

Improvement initiatives focus on worst performing circuit patrols; better alignment of vegetation management, pole inspection and equipment inspection programs; and improvements in employee training


52

# People at Job Site for Various Line Maintenance Activities

Work Activity 24 25 27 31 32 33 37 38 Range Avg.

Day Shift Trouble Call First Response 1 1 1 1 1 1 1 1 All 1 1.00

Night Shift Trouble Call First Response 1 1 1 1 1 1 1 1 All 1 1.00

Overhead Line Patrol 1 1 1 2 2 1 1 1 1 - 2 1.25

Street Light Maintenance 1 1 1 2 2 2 1 1 1 - 2 1.38

Overhead High Voltage Switching 3 1 1 4 1 1 1 1 1 - 4 1.63

Underground High Voltage Switching 3 2 2 4 2 2 1 2 2 - 4 2.25

Underground Fault Location 1 1 2 4 2 3 2 2 1 - 4 2.13

Undergound Secondary Cable Repair 3 3 2 4 2 2 2 2 - 4 2.57

Underground Primary Cable Repair 3 3 3 4 3 9 3 3 - 9 4.00

Crew sizes for common line maintenance activities vary across the community, particularly with regards to switching activities and underground work


53

% of Equipment I&M Spending That is Planned vs. Equipment Failure-Related SAIFI

Dist. Equipment Failure -Related SAIFI% of Total Dist. Eqt. I&M Spending That Is Planned

Surprisingly, the companies with low percentages of planned I&M spending are achieving better reliability results than those with high percentages of planned I&M spending

DR Page 41 – Question DR40DP Page 65– Questions DP150

54

Areas of Focus and Opportunity

◼ Investment Levels Understanding the long term impact of sustaining capital spending on

reliability and service restoration O&M

◼ Practices Evaluating the cost-effectiveness of planned inspection and

maintenance programs

55

Corporate Offices

400 Continental Blvd. Suite 600El Segundo, CA 90245(310) 426-2790

New York | Maryland | Texas | Wyoming | Wisconsin

First Quartile Consulting is a utility-focused consultancy providing a full range of consulting services including continuous process improvement, change management, benchmarking and more. You can count on a proven process that assesses and optimizes your resources, processes, leadership management and technology to align your business needs with your customer’s needs.

Visit us at www.1stquartileconsulting.com | Follow our updates on LinkedIn

About 1QC

Satellite Offices

Debi [email protected]

David [email protected]

Dave [email protected]

Dave [email protected]

Your Presenters

Ken Buckstaff [email protected]

Thank You for Your Input and Participation!

http://www.1stquartileconsulting.com/

http://www.linkedin.com/company/first-quartile-consulting

56

Appendix

57

Customer Growth Rate – New Service Locations

Reported customer growth rates for the responding companies ranged from 0.26% to 2.44%.

System Activity Page 2 -- SA5, ST5

58

New Distributed Generation Connections

SA page 8 -- SA12, ST35

The responding companies reported a very wide range of activity in this area.

Solar installations are dominating the statistics

Capital Spending (Activity-Based)

59

DF Page 25 – Questions DF50, D70

Together, Serve New and Expand spending represented half or less of total capital spending at most companies

Spending per Asset


Spending per Asset, Less Serve New & Expand


DF Page 27 – Questions DF50, D70

60

Measures of Designer Productivity

Multiple Measures 23 Estimate v. actual job cost tracking; on-time completion

27 Design Time / Delivery Standard, Work packet Completness, Closing backlog - time window, Estimate accuracy,

32 Value of Designs Issued / FTE; Utilization (Charagble Time / Total Time)

33 Efficiency (Est. Plan Hrs vs. Act. Plan Hrs), Quality (# of errors/job), On-Time Completion (Requested Design Completion Date vs. Release to Construction)

37 Total construction hours designed, # jobs designed, estimate to actuals comparisons

38 We use a flow chart ('Basic Design Work Flow with Timeline Target') involving all Dry Utilities to complete all designs within 32 days from receipt of Final cad file usually driven by Developers need date.

40 Designers are measured on Quality, Difficulty level, # of designs produced, planned construction $s & planned construction hours, and overall productivity The results achieved are recorded onour individual metrics scorecard on the DS SharePoint site

Single Measure25 Designer productivity is assigned as a percentage of the Planner productivity values for the work orders that they

design.No Measures

30 From experience, our supervisors know how long a project or job should take to design. We use that as our measure.

31 No


Most companies are using multiple measures to track the productivity of their Designers. Two companies do not have any formal measures

61

Number of Distribution Operations Centers

Most companies have consolidated their DOC operations at just one or two facilities to cover their entire service territory


62

Dispatcher/Operator Union Representation

Represented By A Union

22 23 25 27 31 32 33 37 38

Yes ♦ ♦ ♦ ♦ ♦ ♦ ♦ 77.8%No ♦ ♦ 22.2%

Employees in the Dispatcher/Operator occupation are represented by unions at most of the responding companies

Dist. Practices page 110 --- Question DP285

63

Current Grid Hardening Initiatives

ID Response

24 Smart Grid initiative also known as the Energy Infastructure Modernization Act (EIMA) initiative. The (EIMA) initiative is focused on: Improving system reliability and deploying new smart grid technologies; Providing greater value to customers through better service and creating a new level of accountability for the company; Preparing our region for the new demands of the 21st century economy and supporting a greener future; Providing energy consumers more savings, choice and control

25 We have an overhead pole loading program to assess in-service pole safety factors. We also have an overhead conductor program assessing circuit capacities and engineering activities looking into system automations and distributed generation resiliency

27 12 kV and 34 kV wood pole ground line inspections and circuit walkdown and repairs for selected circuits after tree trimming is completed.

31 Wood poles are replaced with steel poles unless the location is identified as a 'restricted access' location.

32 adding reclosers on system - veg management program - pole replacement program

33 Cable replacement/Injection, Padmount Equipment, Fuse coordination, Pole Replacement, Reclosures

38 Smart grid- install intelligent grid switching devices


Companies apply the term “grid hardening” to a wide variety of line maintenance and system improvement activities

distribution community insights conference august 18-21, 2015 minneapolis, mn 2015 electric t&d...

Documents

distribution staffing

distribution field48

distribution om spending

distribution circuit

kv class

percent of load

percent of staffing

system planning