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5 Attachment B: Reliability & Resiliency Strategic Plan – Progress Update February 2024 Strategy/Action Status
Strategy 1: Replace and Modernize Infrastructure
1.1 Replace aging infrastructure
1.2 Upgrade capacity to accommodate new loads
1.3 Improved feeder switching capabilities
These goals will be achieved through the City’s grid modernization project.
An electric engineering study was completed identifying upgrades needed through the distribution system, upgrading line transformer capacity, feeder capacity, increasing the number of switches and connections on the system between feeders and substations, and upgrading substation equipment. The program has the following timeline:
•Upgrade transformer and feeder capacity in the overhead sections of the system (which represent over 90% of single-family neighborhoods) by the end of 2027. Upgrade underground sections by 2030.
•Add switches, connections, and upgrade substations by 2030.
Construction on the first modernization project is starting in Q2 2024 in a 1200-home neighborhood bounded by Louis, Amarillo, 101, and Embarcadero. The modernization projects will be coordinated with fiber to the premise construction.
1.4 Second transmission connection Staff, with a consultant help continues to work with the CAISO and PG&E to build a second transmission line to the Adobe Creek Substation, from Moffett field, but no definitive progress has been made to date.
1.5 Foothills undergrounding A key wildfire mitigation activity is undergrounding eleven miles of electric lines in the Foothills area. This iterative project consists of multiple phases and is expected to be complete in 2025. CPAU already installed two of four required substructures and is designing the next two. The first two phases were completed in September 2023.
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5 Strategy 2: Operational Strategies to Improve Reliability and Manage Outages Effectively
2.1 Strengthen the workforce Concerted efforts are currently underway to recruitment, train, and retain line-workers, system operators, engineers, inspectors to maintain system and respond to outages effectively. Staff have also contracted with third- party contractors to supplement staff to undertake emergency response, maintenance, and capital improvement projects.
2.2 Wildfire protection maintenance practices Staff regularly updates its Wildfire Mitigation Protection Plan to protect power lines in the Foothills, and is exploring innovative software to make vegetation management more efficient.
2.3 Communicate effectively during outages In September 2023 CPAU implemented and operationalize a new OMS system. The new OMS will also allow CPAU to more quickly detect and respond to power outages and provide customers with timely notifications and updates.
Strategy 3: Effectively Integrate and Ease Adoption of New Technologies
3.1 Configure the distribution system to
accommodate high penetrations of solar,
batteries, and other technologies
Staff has completed an evaluation of the distribution improvements needed to accommodate high penetrations of solar and storage and is currently evaluating whether these same improvements will also accommodate vehicle to grid technologies, smart panels, and flexible loads. Expected completion: Q1 2024
3.2 Review, communicate, and streamline
permitting and other regulatory rules for efficient
and flexible electrification technologies
3.3 Communicate how to electrify efficiently
3.4 Communicate how to use technologies in a
grid-friendly way
Staff is conducting an inter-departmental internal review of various technologies to establish clear rules and guidelines for implementation of these technologies, after which it will begin developing resources for the community to use and outreach to raise awareness. Time of use rates and a transition plan are currently being developed in parallel with the City’s rollout of advanced metering infrastructure. Expected completion: Q2 2024 Strategy 4: Value the benefits of flexible technologies to the utility and community
4.1 Value the utility benefit of flexible technologies
on electric supply costs
Staff is developing a request for proposals for a consultant to perform these analyses, as well as the analysis of Action 4.4 and the analyses in Strategy 5. 3 3
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5 4.2 Value the utility benefit of flexible technologies on electric distribution costs and capacity
Staff expects to be able to bring a consultant contract to Council by August 2024, with study completion tentative planned by Q1 2025.
4.3: Explore estimating the value of resiliency for
the community
Staff is in talks with its electric engineering consultant and a potential academic partner about partnering to complete this analysis. The tentative completion date is Q1 2025.
4.4: Estimate the cost of various community
resiliency approaches
See status update for 4.1 and 4.2, above.
Strategy 5: Evaluate the resource needs for various demand reduction and resiliency programs
5.1: Evaluate utility-driven programs to enhance
resiliency and lower the demand on the grid
5.2 Evaluate equity-based and need-based
versions of the programs
5.3: Evaluate community-based versions of the
programs
5.4: Evaluate other resiliency approaches
Staff is developing a request for proposals for a consultant to perform these analyses, as well as the analysis of Actions 4.1, 4.2, and 4.4, above. The tentative completion date for this study is Q1 2025.
Strategy 6: Implement any demand reduction or resiliency programs chosen by the community No actions planned until Strategies 4 and 5 are completed and policy direction is received from Council