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8 Attachment B: Reliability & Resiliency Strategic Plan – Progress Update March 2024 Strategy/Action Status Cost
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
Strategies 1.1 – 1.3, the grid modernization project, will replace aging infrastructure and install a modern network infrastructure to meet future home electrification needs. This project does not expand the existing footprint of the network; there is sufficient capacity on the existing sub-transmission lines, substations, and primary feeders to serve the energy load that is being added to the system. Changes to the equipment on the network will include replacing/installing transformers, installing new protective devices to improve reliability, and the installation of system controls to allow for the import and export of energy from homes on the network.
A pilot project will replace and upgrade aging infrastructure serving approximately 1200 residents. Once the pilot is completed the grid modernization project will be expanded to approximately 6500 residences.
The grid modernization project 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.
Electric Fund CIP EL-24000
(Grid Modernization):
$300 million (of which staff
very preliminarily
estimates 50% - 60% is for
existing infrastructure
replacements that would
occur regardless of
electrification)
1.4 Second transmission
connection
Staff, with consultant help, continues to work with the California Independent System Operator (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.
Electric Fund CIP EL-06001
(115 kV Electric Intertie):
$1.8 million for planning
and design work for
application to CAISO
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8 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.
Electric Fund CIP EL-21001
(Foothills Rebuild):
$15 million
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.
1.0 FTE (spread among
three people) for
additional recruitment and
retention work
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.
Implementation requires
$150,000 to $200,000 for
vegetation clearance
annually
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. $73,000 was spent to
develop the system.
Ongoing maintenance
involves 0.25 FTE and
ongoing system costs of
$108,000 per year.
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 $30,000 to 50,000 in
consultant studies from
electric utility operating
budgets
3.2 Review, communicate, and
streamline permitting and other
regulatory rules for efficient and
flexible electrification
technologies
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
0.25 FTE in staff effort
from existing staff
resources
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8 3.3 Communicate how to
electrify efficiently
3.4 Communicate how to use
technologies in a grid-friendly
way
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 Actions 4.3, 4.4, and the analyses in Strategy 5. Staff expects to be able to bring a consultant contract to Council by August 2024, with study completion tentatively planned by Q1 2025.
Estimated $70,000 to
$120,000 in consulting
assistance, 0.25 FTE in staff
effort.
4.2 Value the utility benefit of
flexible technologies on electric
distribution costs and capacity
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.
Estimated $50,000 to
$200,000 in consulting
assistance, 0.1 FTE in staff
effort
4.3: Explore estimating the value
of resiliency for the community
4.4: Estimate the cost of various
community resiliency
approaches
See status update for 4.1, above. See status update for 4.1, 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
Staff is developing a request for proposals for a consultant to perform these analyses, as well as the analysis of Actions 4.1, 4.3, and 4.4, above. The tentative completion date for this study is Q1 2025.
See status update for 4.1,
above
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8 5.4: Evaluate other resiliency
approaches
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