PDi2 Playbook

STEP 1. DEFINING PROGRAM OBJECTIVES PDI2_PLAYBOOK_VFINAL_ELECTRONIC.DOCX 6 CASE STUDY I – GETTING STARTED Wisconsin Public Service (WEC Energy Group) – Undergrounding to address routine storm and outage performance. CHALLENGE  Wisconsin Public Service (WPS) experienced excessive interruption frequency and duration from routine storm activity. An analysis of 6 years of data was undertaken to design a reliability and resiliency program. Benchmark comparison to neighboring utilities demonstrated system average interruption duration index (SAIDI) performance had significant room for improvement. Specifically, a 6-year SAIDI assessment yielded a 336.39 minute average above the comparison benchmark of 160.17 minutes. More detailed analysis yielded the following: o 33,167 customers (7.6%) experienced an average of 5+ outages per year - 72% of the outages experienced were located in high density forest areas. o 5,413 customers (1.2%) experienced an average of 10+ outages per year - 90% of the outages experienced were located in high density forest areas.  WPS faced setting a program objective to improve SAIDI performance and ultimately getting a program approved without the benefit of a dramatic high-profile storm event. SOLUTION  A major contributing factor to WPS’ extended outages was trees falling during high winds and WPS developed its System Modernization and Reliability Project (SMRP) founded on undergrounding to remove line assets from the risk of tree falls both within and outside of the right of way.  The effort was phased to control cost, take into account construction labor availability, and allow for interim assessment of performance impact versus cost.  Phase I was designed and implemented between 2014-2018 and included 1000-1200 miles over 5 years, distribution automation paired with replacement of overhead primary distribution with underground in worst SAIDI performing areas, anticipated cost of $218 million.  Phase II was design and planned for implementation between 2018-2022 and included 960 miles over 5 years, replacement of overhead primary distribution with underground in poor SAIDI performing areas, anticipated cost of $211.5 million.  Construction approach included Open Cutting (2%), Plowing (50%), and Boring (48%). RESULT  Overall, for the installations from 2014-2017, WPS observed significant SAIDI improvement in targeted areas.  WPS targeted a 20-30% reliability improvement. REFERENCE CONTACT  Ross Barrette, Electrical Engineering Manager, WEC Energy Group,  Mike Smalley, Senior Engineer, WE Energies (WEC Energy Group), E Michael.Smalley@WECEnergyGroup.com SOURCES  #240, #254

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