D ATA D R I V I N G D E C I S I O N S 2021 Asset Almanac Western Area Power Administration CONTENTS Letter from the Acting Chief Operating Ofcer 1 About Asset Management 2 Glossary of AM Terms 3 Asset Condition Data 5 10-Year Asset Investment Projection 17 10-Year Health and Risk Projection 18 Reliability-Centered Maintenance 19 Data Communication 24 Data Validation 25 LETTER FROM THE ACTING CHIEF OPERATING OFFICER WAPA’s Asset Management and Asset Maintenance programs continue to evolve and meet the challenges of an ever-changing and dynamic utility industry. WAPA’s service territory is vast – encompassing 15 states that have diverse climates and operating conditions. While historical challenges, such as aging infrastructure remain, newer challenges of wildfre, drought and cyber security also have emerged and continue to pose new and compounding challenges. Clearly understanding the health, risk and maintenance aspects of critical electrical infrastructure is more important now than ever. WAPA’s Asset Management Program ensures the agency is strategically and efciently investing time and capital into the assets that optimize the performance, reliability and resiliency of the grid and leverages best practices within the utility industry to do so. WAPA’s Project and Asset Services organization is responsible for executing four specifc lines of business: l The Asset Management program l The Asset Maintenance program l The Geospatial Information Systems program l The Project Management program This Asset Almanac showcases the key aspects of WAPA’s asset management framework, particularly around the inventory and assessments of the current state of the system and evaluating lifecycle and maintenance costs. Both are critical components to inform near term decisions as well as an overall maintenance and funding strategy. The methodology and asset data represented in this Asset Almanac are direct products and services produced by the Asset Management and Asset Maintenance programs. The Almanac is specifcally designed to provide a high-level overview of WAPA’s assets, with a target audience of WAPA customers, senior leadership and other electric utilities. In November 2021, President Biden signed the Bipartisan Infrastructure Deal, or Infrastructure Investment and Job Act. Part of this deal includes $65 billion of investment to upgrade power infrastructure in the U.S. WAPA will play a signifcant role in this efort, and Asset Management data will be a critical tool to ensure money is being spent on the most vulnerable portions of our transmission system. WAPA’s Project and Asset Services organization plays a major role in supporting the agency’s operations and strategic goals in service to the customers and regions we serve. By ensuring WAPA is investing in the right assets at the right time, we ensure asset performance and lifecycle is maximized as much as possible, resulting in optimum reliability and lowest cost consistent with sound business principles. This is especially important during times of extended drought and the resulting fnancial impacts in rates. We remain committed to continuing to evaluate and improve our analytical approaches so that operational and fnancial decisions are based on sound, repeatable and consistent data and honoring our commitment to “Serve like your lights depend on it.” Tina Ko Acting Executive Vice President and Chief Operating Ofcer WESTERN AREA POWER ADMINISTRATION 1 ABOUT ASSET MANAGEMENT WAPA owns, operates and maintains more than 17,000 circuit miles of transmission lines and approximately 325 substations. These assets are located in diverse operating conditions, posing unique, feetwide asset management challenges. Asset Management meets these challenges with a methodology that can be consistently applied to assets throughout WAPA’s 15-state footprint, four distinct regions and a management center. By identifying risk associated with WAPA’s critical systems and equipment and providing data-driven insight on mitigating that risk, AM supports a wide range of eforts that reinforces the resilience and reliability of the grid. The approach combines extensive feld knowledge with input from applicable WAPA departments to develop databases, perform analyses and generate reports that inform objective decisions on budget development, capital plans, operations and maintenance practices, fnancial forecasting and safety and security upgrades. Objectives l Integrate all assets into risk-based methodologies to strategically inform capital investments. l Maximize value of assets. l Correlate asset maintenance history, health indices and consequence values to drive riskbased decisions. l Use asset population and performance data to inform best maintenance practices. Goals: l Better utilization and visualization of existing asset data. l Leverage the use of asset consequence data to make risk-based asset replacement decisions in the face of challenging hydrological conditions. l Develop labor forecast models to better understand the integration of budget and program execution. l More stable and accurate asset inspection platforms. l Improve use of historical asset maintenance records to inform future asset maintenance procedures. 2 2021 ASSET ALMANAC GLOSSARY OF AM TERMS Asset Management or AM A formal strategy that protects critical physical equipment and systems by collecting data on their condition and performance and mitigating risk associated with their potential failure. Asset Any resource that has potential or actual economic value. The resource may be physical in nature (tangible) or information (intangible) and expressed in terms of cost or other value. Asset classes A further division of assets within each asset category. A class may be defned by any accepted distinguishing feature, such as equipment type, location, population, voltage level, current level, power ratings or manufacturer. Asset risk The product of probability of failure and the consequence of that failure. Confdence Index A framework for evaluating the quality of the data in the AM recordkeeping system as it relates to asset health. Consequence The identifable and measurable efect from the failure of an asset. Consequence analysis The process of determining the efect of an asset failure (asset unavailable for service) by evaluating consequence, or criticality, factors which measure the relative importance of the asset or asset transmission line system. The analysis yields a score of 0 to 100, with 100 being the most severe efect. The functional groups within WAPA involved in determining consequence of asset failure include Operations, Maintenance, Power Marketing, Energy Marketing, Planning, Transmission Business Unit/Tarif administration teams and regional Asset Management specialists. Consequence factors or criticality factors A series of parameters that identify and measure the efects of an asset’s failure. Consequence factors may include monetary and non-monetary consequences. Examples of monetary consequence factors are loss of generation, energy replacement, bypassed water, transmission purchases, contract-liquidated damages, internal regulation/spin replacement, lost merchant transmission resale revenue, curtailed customer load and asset material cost. Nonmonetary consequence factors include replacement time, impacts to others, increase in regulatory scrutiny, worsening of reliability or customer relations and damage to brand name. Critical assets Facilities, systems and equipment, which if destroyed, degraded or otherwise rendered unavailable, would afect the reliability or operability of the bulk electric system. WESTERN AREA POWER ADMINISTRATION 3 Geographical Information System or GIS Computer system designed to capture, manipulate, analyze, manage and present all types of geographical data. This data is stored in a coordinate system which references a particular place on the Earth. GIS systems allow users to create interactive queries, analyze spatial relationships, edit data in maps and present the results of these operations. Health Index or HI A composite quantitative measure of asset condition and historical performance that comprises available condition data about the asset, such as test results, reliability performance, age, visual inspections, maintenance records and loading. HI is expressed as a score from 0 to 100, with 0 corresponding to an asset that is near end-of-life and 100 corresponding to a new asset. Health assessment An analysis of condition data to determine an asset’s HI. The collection of standardized data can be used to optimize maintenance and/or replacement strategies for assets within an asset class. Health factors Also referred to as condition parameters, these are characteristics used to assess the asset condition. Examples of condition factors include transformer oil quality, maintenance records, age or loading. Each factor may consist of multiple elements. Life cycle The series of changes an asset passes through during its existence. Stages of an asset’s life cycle include planning, budgeting, approval/ funding, design, construction, commissioning, in-service period and routine maintenance and repair, planned replacement, retirement or de-energization and disposal. Probability of failure or POF The statistical likelihood that an asset will not function as designed or expected, cease to function or otherwise become unavailable for service within the next 12 months. Reliability Consistent, predictable operation of the bulk electric system. Reliability-centered maintenance or RCM The systematic process of optimizing and managing WAPA’s major power system asset maintenance with the goal of preserving important power system function. System asset(s) Broadly speaking, all capital assets that directly support WAPA’s mission to deliver reliable hydropower and related services. 4 2021 ASSET ALMANAC ASSET CONDITION DATA Much like fnancial portfolio managers look to minimize risk and maximize return from stock portfolios, AM combines data collection and analysis to efectively manage reliability and minimize risk. Utilizing a combination of asset data, enhanced application of historical maintenance records and improved asset inspection platforms, AM can maximize the value of WAPA assets, ensure overall reliability and performance and maximize return on WAPA’s capital investments. AM collects data based on the equipment’s criticality to WAPA, lead time for acquisition and replacement, its relevance to the asset class and the ability to validate the accuracy of the data. WAPA’s equipment and systems are diverse in nature and, because of this, AM may collect diferent types of data and apply diferent metrics to determine health and risk for specifc asset classes. AM develops algorithms based on the type of equipment to best understand the asset condition and risk of failure, as well as the fnancial consequence of potential failure. These algorithms, based on relevant data available, are used to calculate asset health and risk scores, and are based on the ability to gather relevant data and the criticality of that asset to WAPA’s power system. When new assets are added to WAPA’s AM program, creating a data collection and analysis framework can be a longterm undertaking. The time it takes to collect and organize sufcient data to calculate health and risk scores for new asset classes depends on the complexity of the asset, the number of units in use and previous tracking eforts. It was anticipated in the 2020 almanac “Shaping the Future Through Data,” the 2021 almanac would include data on load tap changers and bushings, but due to the complicated nature of data collection, validation and cybersecurity, reporting on these asset classes is still underway. Large take-of structures support the conductor connecting WAPA’s Glen Canyon Substation to the Bureau of Reclamation generation facilities below. WESTERN AREA POWER ADMINISTRATION 5 TRANSMISSION LINES Transmission lines are made up of multiple components and diferent materials, all exposed to the local elements, and their failure carries serious consequences for WAPA’s system. For this reason, AM has moved away from agebased assessments to focus on condition-based data that gives a clearer picture of the line’s health and potential for failure. Through routine inspection, performance ratings are assigned to individual structures and components. These ratings drive Health Index algorithms by integrating feld inspection data into the overall condition rating of WAPA’s transmission line system. TRANSMISSION LINE ASSETS OVERVIEW Transmission Line Systems by Region Commentary: Transmission line systems are those owned or partially owned by WAPA, greater than or equal to 100-kV, currently in service and classifed as being in a transmission line system. 533 WAPA CRSP MC 61 12% DSW 102 RM 117 SN 65 19% 22% 12% 188 UGP 0 100 35% 200 300 400 500 600 Number of Systems Transmission Line Miles by Region Commentary: Transmission line miles are reported by circuit miles and include lines that have voltages 100-kV and below and are partially owned by WAPA. 17,280 WAPA CRSP MC 2,320 13% DSW 2,424 14% 3,438 20% RM SN 1,362 8% 7,736 45% UGP 0 5,000 Miles 6 2021 ASSET ALMANAC 10,000 15,000 20,000 TRANSMISSION LINE INSPECTION DATA Transmission Line Structure Maintenance Priority Rating 60,000 Number of structures 50,000 40,000 30,000 20,000 10,000 0 B A C D E Grade DSW RM SN UGP Commentary: Maintenance priority ratings were developed by the Electric Power Research Institute to assign a standardized condition to each transmission line structure or conductor component based on periodic visual inspections, physical test results and age. These ratings, which range from “A” (like new) to “E” (imminent failure), are applied to every component visual inspection. The defnition of each rating is: A. Good condition, no action required. B. Minimal defect, monitor degradation. C. Moderate defect, schedule maintenance. D. Severe defect, repair as soon as possible. E. Component failed, repair immediately. Transmission lines within the boundaries of the Colorado River Storage Project Management Center territory are maintained by the Rocky Mountain and Desert Southwest regions. WESTERN AREA POWER ADMINISTRATION 7 TRANSMISSION LINE INSPECTION DATA Transmission Line Structure Defciencies by Material Transmission Line Structure Defciencies by Component 84% 36,982 40,000 Number of structures Number of deÿciencies 35,000 30,000 25,000 20,000 15,000 10,000 5,000 0 15,000 12% 5,328 Steel 9,000 6,000 3,000 4% 1,514 Lattice 12,000 0 Wood Brace Crossarm Insulator Lattice Steel/ Concrete Transmission Line Maintenance Items by Cause Hours 0 7,000 14,000 Conductor 869 2% Crossarm 526 1% Debris in Line 232 0% Fiber Optic 45 0% Fire 324 1% Insulator 1,077 2% Line Interruption 1,142 2% 1,958 4% Misc/Other Patrol Pole/Structure 6,827 13% Right of Way/Access 1,357 3% Static Wire 527 1% Storm/Weather 4,633 9% Vandalism/Theft 66 0% Vegetation Management 879 2% Wildlife 23 0% X-Brace 446 1% 21,000 28,000 35,000 32,591 61% Total hours 53,522 Commentary: The data is for preventive, reactive, corrective and emergency maintenance work combined for all types of transmission line structures. 8 2021 ASSET ALMANAC Pole Wood Vibration Damper TRANSFORMERS The transformer asset class includes power transformers, grounding transformers, oil-flled reactors and phase-shifting transformers. Electrician explains how annual oil samples are collected from a 345/230-kV transformer in WAPA’s Rocky Mountain region. TRANSFORMER ASSETS OVERVIEW Transformer Count by Region WAPA Commentary: Single-phase assets are counted as stand-alone when part of a three-phase transformer bank. 497 CRSP MC 63 13% DSW 71 14% RM 21% 102 SN 60 12% UGP 40% 201 0 100 200 300 400 500 Number of Assets WESTERN AREA POWER ADMINISTRATION 9 TRANSFORMER ASSETS: RISK AND HEALTH INDEX OVERVIEW Trend: Exceeds Risk Threshold > 2 30 29 28 27 25 25 28 25 Number of Assets 21 20 15 10 5 0 2016 2017 2018 2019 2020 2021 2022 Commentary: Transformer risk is quantifed by understanding the consequence of asset failure within the transmission system and correlating that to individual health scores. Trend: Below Health Index Threshold < 50 Number of Assets 3 3 3 3 2 2 2 1 1 1 0 2016 2017 2018 2019 2020 2021 2022 Commentary: The health of oil-flled transformer-type assets is determined by feld information gathered on oil condition, operations and maintenance history, electrical condition and age or design factors. CRSP MC DSW 10 2021 ASSET ALMANAC RM SN UGP WAPA TRANSFORMER MAINTENANCE ITEMS Power Transformers Phase-Shifting Transformers Hours 0 2,000 Hours 4,000 6,000 8,000 10,000 12,000 0 4 Bushing 1,749 10% Bushing 0 0% Electrical 1,463 9% Electrical 0 0% 1,499 9% Phys-Strct Total hours 17,088 Blanks 20 100% Blanks Hours Hours 500 1,000 1,500 2,000 0 2,500 71 Bushing 65 2% Bushing 0 0% Electrical 77 2% Electrical 0 0% LTC 527 16% 124 4% Phys-Strct 83 3% Blanks 142 213 284 355 Insulation 0 0% 0 0% Mechanical 20 Grounding and Mobile Transformers Oil-Filled Reactors Insulation Total hours Phys-Strct 0 0% 11,291 66% 0 20 Mechanical 0 0% 636 4% Mechanical 16 LTC 0 0% 58 0% LTC 12 Insulation 0 0% 392 2% Insulation 8 LTC 0 0% Mechanical 0 0% Total hours 3,303 Phys-Strct 2,427 73% Total hours 0 0% 354 354 100% Blanks Commentary: The data is for preventive, reactive, corrective and emergency maintenance work combined. WESTERN AREA POWER ADMINISTRATION 11 POWER CIRCUIT BREAKERS The circuit breaker asset class includes all oil, gas, air and vacuum breakers. 230-kV oil circuit breakers, like these at a WAPA substation, are strategically being phased out of service and replaced with more efcient SF6 breakers. Assets such as these are replaced when asset-specifc data determines the need for replacement. CIRCUIT BREAKER ASSETS OVERVIEW Breaker Count by Region 1,764 WAPA CRSP MC 200 10% DSW 344 RM 279 16% SN 293 20% 17% 648 UGP 0 37% 500 Number of Assets 12 2021 ASSET ALMANAC 1,000 1,500 2,000 CIRCUIT BREAKER ASSETS: RISK AND HEALTH INDEX OVERVIEW Trend: Exceeds Risk Threshold > 2 79 80 51 70 Number of Assets 60 51 50 40 37 38 41 43 32 30 20 10 0 2016 2017 2018 2019 2020 2021 2022 Commentary: Power circuit breaker risk is quantifed by understanding the consequence of asset failure within the transmission system and correlating that to individual asset health scores. Trend: Below Health Index Threshold < 50 12 12 11 10 Number of Assets 10 8 7 7 6 6 5 4 2 0 2016 2107 2018 2019 2020 2021 2022 Commentary: The health of power circuit breakers is determined by feld information gathered on operations and maintenance history, power system stress, age or design factors and obsolescence. CRSP MC DSW RM SN UGP WAPA WESTERN AREA POWER ADMINISTRATION 13 POWER CIRCUIT BREAKER MAINTENANCE ITEMS Gas Circuit Breakers Hours 0 Bushing 2,200 4,400 6,600 8,800 11,000 43 0% 1,370 9% Electrical Insulation 829 6% Mech-Hyd 577 4% 1,266 8% Mech-Pneu 529 4% Mech-Spring Total hours 155 1% Phys-Strct 14,973 10,204 68% Blanks Oil Circuit Breakers Hours 0 500 Bushing 1,000 2,000 2,500 540 13% Electrical 63 2% Insulation 69 2% Mech-Hyd 447 11% Mech-Pneu 479 12% Mech-Spring 0 0% Phys-Strct 1,500 Total hours 4,032 21 1% 2,412 60% Blanks Commentary: The data is for preventive, reactive, corrective and emergency maintenance work combined. 14 2021 ASSET ALMANAC POWER CIRCUIT BREAKER MAINTENANCE ITEMS Vacuum Circuit Breakers Hours 0 100 200 300 400 500 600 Bushing 0 0% 99 15% Electrical Insulation 0 0% Mech-Hyd 0 0% Mech-Pneu 0 0% Mech-Spring 28 4% Phys-Strct 17 3% Blanks Total hours 655 511 78% Commentary: The data is for preventive, reactive, corrective and emergency maintenance work combined. Field inspections and annual testing of assets like this 345-kV circuit breaker in WAPA’s Rocky Mountain region, are critical to WAPA’s AM program. WESTERN AREA POWER ADMINISTRATION 15 EQUIPMENT Breakers >100-kV 100% 540 Coupling Capacitor Voltage Transformers 2,910 42/8% 100% Current Transformers 2,930 100% 317/11% 82/15% 80% 538/19% 80% 80% 722/25% 149/28% 60% 527/18% 60% 252/46% 60% 461/16% 381/13% 15/3% 40% 215/7% 40% 293/10% 40% 1,269/43% 1,117/38% 20% 20% 20% 0% 0% 0% Commentary: Breakers <100-kV are not included in the breaker asset class because they receive only Health Index scores, rather than point-offailure, consequence or risk scores. They are routinely monitored for missing data. Cranes Station Batteries 40 100% 2/5% 100% 696 80/11% 18/45% 80% 80% 60% 60% 5/12% 40% 40% 15/38% 109/16% 167/24% Commentary: CTs, CCVTs and station batteries have diferent risk and health scores than other assets due to typically short lead times for replacement and the current lack of individual asset health tests. 49/7% 290/42% CRSP MC 20% 20% 0% 0% Commentary: WAPA Headquarters has one battery. 16 2021 ASSET ALMANAC DSW RM SN UGP 10-YEAR ASSET INVESTMENT PROJECTION AM developed the WAPA Asset Risk Estimator, or WARE, for 10-year asset investment projections. WARE considers the current known values and gives a projection for which assets will exceed threshold limits over the next 10 years. AM evaluates existing health and risk thresholds annually based on input from stakeholders and subject matter experts. The thresholds establish actionable boundaries on mitigation for individual assets. Mitigation may include maintenance on the asset to bring it back within threshold, asset replacement or acceptance of risk. The evaluations ensure that the data is validated against the observations and experience of the maintenance crews. WARE RESULTS: POSSIBLE FUTURE INVESTMENT NEEDS Possible Transformer Investment: 10-Year Outlook: 2022 – 2031 Possible Circuit Breaker Investment: 10-Year Outlook: 2022 – 2031 175 ASSETS EXCEED THRESHOLD 17 ASSETS EXCEED THRESHOLD $60K $55.1K $40K $30K $10K $0K 7 ASSETS EXCEED THRESHOLD 4 ASSETS EXCEED THRESHOLD $10.5K CRSP MC 3 ASSETS EXCEED THRESHOLD $18.8K $7.2K DSW $60K $48K $36K $24K 0 ASSETS EXCEED THRESHOLD $12K $0 RM SN UGP $82.2K $72K Conceptual Costs Conceptual Costs $50K $20K $84K $0K 97 68 ASSETS EXCEED THRESHOLD ASSETS EXCEED THRESHOLD $24.0K $19.2K CRSP MC DSW 117 97 ASSETS EXCEED THRESHOLD ASSETS EXCEED THRESHOLD $19.0K $18.7K RM SN UGP Commentary: The WARE tool projects asset replacement using current health and risk data for the current year, but only uses age data to extrapolate to future years. Mitigation options for assets that fall outside thresholds may include asset investment, replacement, additional maintenance or accepting the risk. WESTERN AREA POWER ADMINISTRATION 17 10-YEAR HEALTH AND RISK PROJECTION Assets that fall outside of the established health and risk thresholds are identifed for mitigation actions. The graphs below show a projection of health and risk values for the respective assets if current thresholds are maintained, and all assets are replaced during the year in which they begin to exceed those thresholds. RISK AND HEALTH INDEX FORECAST Transformer Risk Score Forecast Transformer Health Index Forecast 0.35 92 0.30 91 Health Index Risk Score 0.25 0.20 0.15 0.10 89 88 87 0.05 86 0.00 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 Commentary: If the program thresholds remain at current set points, average risk scores trend upwards. The risk threshold is used to establish annual maximum risk, which infuences but does not directly control average or median risk. Reducing the current risk threshold may be a solution to the climbing trend. Commentary: Health forecasts remain steady, so no adjustments to thresholds may be necessary. Breaker Risk Score Forecast Breaker Health Index Forecast 0.36 95 0.30 93 Health Index Risk Score 90 0.24 0.18 0.12 0.06 91 89 87 85 0.00 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 Commentary: If the program thresholds remain at current set points, average risk scores trend upwards in the short term. As breaker replacement occurs, the risk scores then stabilize. The risk threshold is used to establish annual maximum risk, which infuences but does not directly control average or median risk. Reducing the current risk threshold may be a solution to the climbing trend. 83 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 Commentary: Health forecasts are increasing, so no adjustments to thresholds may be necessary. Average 18 2021 ASSET ALMANAC Median RELIABILITY-CENTERED MAINTENANCE Reliability-centered maintenance, or RCM, is a systematic approach to developing an optimal maintenance strategy that focuses on preserving important power system equipment functions. WAPA’s maintenance crews collect data as part of WAPA’s RCM program. By knowing intended functionality of equipment, potential failures of equipment and consequences to WAPA’s system, maintenance planning decisions can be made that balance an acceptable level of operability with an acceptable level of risk. This focus on maintenance strategy makes the RCM program a valuable resource when adding assets to the AM portfolio or improving the data-collection process for assets already in the AM system. Field crews inspect the functionality of the remote monitoring system for the 230/115-kV transformer at WAPA’s Coolidge Substation in the Desert Southwest region. WESTERN AREA POWER ADMINISTRATION 19 CREW HOURS OVERVIEW AS OF FYE 2021 Percent Direct: 2-Year Trend of the 4-Quarter Moving Average 20 Q2 20 Q3 20 Q4 21 Q1 21 Q2 21 Q3 21 Q4 Percent Administrative: 2-Year Trend of the 4-Quarter Moving Average 22 Q1 20 Q2 75% 26% 73% 24% 71% 22% 69% 20% 67% 18% 65% 16% 63% 14% 61% 20 Q3 20 Q4 21 Q1 21 Q2 21 Q3 21 Q4 22 Q1 12% Goal 10% 59% Commentary: This graph represents the percentage of time that crews in each region and WAPA as a whole perform direct work on WAPA assets, also known as wrench time. Wrench time includes preventive, reactive, corrective and emergency maintenance; construction; minor additions, enhancements and retirements; and operations support. AM established the goal of 60% or more wrench time for direct work based on industry benchmarking. Maximizing wrench time for performing direct work is a measure of resource management efectiveness. Rocky Mountain and Desert Southwest regional Maintenance organizations maintain the assets of the Colorado River Storage Project Management Center (approximately 12% of WAPA’s major assets), which are included in the graph. DSW RM 20 2021 ASSET ALMANAC SN UGP WAPA Commentary: This graph represents the total percentage of time that crews in each region and WAPA as a whole perform administrative duties. Administrative duties include work activity such as drawing updates, general engineering support, credit-card reconciliation and timekeeping. Training and compliance activities such as training, attending meetings, union activities, safety and security investigations and environmental inspections are also in this category. Although no ofcial goal has been established, 25% or less is considered acceptable due to the amount of training and compliance activities (safety, environmental, North American Electric Reliability Council, Western Electricity Coordinating Council, etc.) mandated for maintenance craft teams. Minimizing administrative duties of craft personnel results in better use of the employee skillset. Administrative work is tied to maintenance organizations rather than specifc assets. CREW HOURS OVERVIEW AS OF FYE 2021 Percent Overtime: 2-Year Trend of the 4-Quarter Moving Average 20 Q2 20 Q3 20 Q4 21 Q1 21 Q2 21 Q3 21 Q4 Percent RCM: 2-Year Trend of the 4-Quarter Moving Average 22 Q1 12% 20 Q2 20 Q3 20 Q4 21 Q1 21 Q2 21 Q3 21 Q4 22 Q1 99% 11% 97% 10% 95% 9% 93% 8% 91% 7% Goal 6% 89% Commentary: This graph represents the total percentage of time that crews in each region and WAPA as a whole perform work while in overtime. Although there is no set goal for this metric, tracking percent overtime gives a fair indication of resource (personnel) needs and system health. An excess of scheduled overtime indicates the need for more full-time employees, while excessive unscheduled overtime suggests problems with system health, as emergency-type work often occurs during typically non-working hours (overtime). RM and DSW regional maintenance organizations maintain CRSP MC assets (approximately 12% of WAPA’s major assets), which are reported with these regions in the graph. Note: the WAPA 4-Qtr Moving Average follows the same trend as the RMR 4-Qtr Moving Average. DSW RM SN UGP Commentary: This graph measures WAPA’s ability to maximize preventive and reactive maintenance work (typically a planned follow-up to issues discovered during preventive maintenance) over corrective and emergency maintenance and is a key performance indicator for WAPA’s RCM program. There are no industry standards published for this metric; however, WAPA has established its own standard based on historical data gathered over the past 15 years. Reactive and preventive maintenance that represents 90% or more of maintenance work indicates a successful RCM program. Falling below that threshold triggers an action plan to address program improvements. RM and DSW regional maintenance organizations maintain CRSP MC assets (approximately 12% of WAPA’s major assets), which are included in the graph. WAPA WESTERN AREA POWER ADMINISTRATION 21 PREVENTIVE, REACTIVE, CORRECTIVE AND EMERGENCY MAINTENANCE Maintenance-related work orders fall into four categories: l Preventive maintenance, or PM, is planned work intended to predict, prevent or detect asset and component failure or progression to failure. This work at WAPA is based primarily on time intervals but can also be determined by counter readings, system events or asset condition. l Reactive maintenance, or RM, occurs when a PM or a remote indicator alarm uncovers a degraded condition on a functioning asset that can be mitigated before the asset’s function fails. Since the asset is still functioning as intended, the repair can be planned and scheduled. l Corrective maintenance, or CM, fxes a problem that has caused an asset to fail in its intended function. This type of failure is not detected through a PM or alarm indication, making unplanned repairs necessary to restore the asset to functionality. It difers from emergency maintenance in that the problem, while imminent, does not require immediate attention. Corrective maintenance is typically follow-up work to emergency maintenance. l Emergency maintenance, or EM, mitigates a sudden disruption of the power system or other emergency condition and either restores unexpected loss of essential functions or mitigates the emergency condition. EM warrants cessation of other assigned work and may result in sending crews out after hours. While EM focuses on immediate restoration or mitigation measures, CM work typically follows EM to repair the item that caused the emergency condition. Overview of PM, RM, CM and EM Hours 0 20,000 40,000 60,000 80,000 100,000 120,000 11,249 6% CM 6,893 4% EM 107,736 60% PM 54,406 30% RM Total hours 180,284 Total hours 53,521 Transmission Line PM, RM, CM and EM Hours 0 CM EM 7,000 14,000 21,000 28,000 35,000 4,880 9% 1,278 2% 32,616 61% PM 14,747 28% RM Commentary: These graphs represent the total hours WAPA spent performing RM, PM, CM and EM work outside of planned preventative maintenance on all equipment for calendar year 2021. Transmission lines, transformer-type equipment, power circuit breakers and substation equipment represent a portion of WAPA’s total equipment assets. 22 2021 ASSET ALMANAC REACTIVE, CORRECTIVE AND EMERGENCY MAINTENANCE CATEGORIES Transformer-Type Equipment PM, RM, CM and EM Hours 0 2,000 CM 4,000 6,000 8,000 10,000 898 4% 2,001 10% EM 8,381 40% PM RM 9,485 46% Total hours 20,765 Total hours 19,659 Power Circuit Breaker PM, RM, CM and EM Hours 0 2,000 4,000 CM 1,260 6% EM 994 5% 6,000 8,000 10,000 12,000 11,914 61% PM RM 5,491 28% Substation Equipment PM, RM, CM and EM Hours 0 10,000 CM 3,672 5% EM 4,091 7% 20,000 30,000 37,810 54% PM RM 40,000 22,861 34% Total hours 68,434 Commentary: These graphs represent the total hours WAPA spent performing PM, RM, CM and EM maintenance on all equipment for calendar year 2021. Transmission lines, transformer-type equipment, power circuit breakers and substation equipment represent a portion of WAPA’s total equipment assets. WESTERN AREA POWER ADMINISTRATION 23 DATA COMMUNICATION AM carries on its commitment to continually develop and improve the utilization and visualization of asset data as it makes strategic moves from traditional spreadsheets and databases to new visualization platforms. By leveraging the use of valuable data that has been collected for several years through monthly and annual inspections of the transmission system, AM has developed more accessible reports that have increasingly become integrated into WAPA business decisions. WAPA business units, from crews who install and maintain electrical assets to fnancial planners who guide WAPA’s capital investment decisions, increasingly rely on AM data. Internal stakeholder groups include: l Senior Leadership Team. l Information Technology Senior Leadership Team. l Regional rate-setting organizations. l Acquisition Collaboration Team. l Financial Leadership Council. l Regional Asset Management specialists. l Power Marketing Management Council. l Regional capital planning groups. l Power System Operations Council. l Administrative Services Council. l WAPA Maintenance Management tor Score Description, Latitude andCouncil. Longitude Component bins: A-Good B-Minor C-Moderate D-Serious Count of S Sub Facto Sub Factor E-Risk AR Sub Factor Description B CO C G I KMEMB LEG © © 2022 2022 T TomT omTom, om, © © 2022 2022 Microsoft Microsoft Corporation Corporation This Power BI chart provides a snapshot of transmission line component data WAPA wide. The visual summarizes the overall health of WAPA’s transmission line structures and the rating of each component. Users can select a specifc transmission lineHealth system orIndex structureScore and see the et Description Structure Asset Description Sub Factor - COTTONWOOD, 230 KV, AIR-CW ANCHOR_M ARM_BRIDG BODY_EXTN BRACE_MPR CONDUCTO Health Index scores for each component, color coded by its maintenance rating. - WHITNEY (ARP-WIT-WNY), (WIT-WND), ARP-WNY 24 2021 ASSET ALMANAC - CASPER NORTH, 115 KV, A-CAS-N - CASPER SOUTH, 115 KV, A-CAS-S 0-3, GA-WJ, 0-3 68.6 40 FOOT, GLA-WML, 7-4 69.9 40 FOOT, GLA-WML, 7-1 40 FOOT, GLA-WML, 7-5 40 FOOT, GLA-WML, 8-1 69.9 69.9 69.9 WAPA’s leadership in promoting asset management strategy in the electricity industry includes sharing AM reports with outside stakeholders, including: l Customers and regional and membership groups representing them. l Regional capital planning groups. l North American Transmission Forum. l Engineering and operating committees. l Technical committees. l Electric Power Research Institute. DATA VALIDATION AM’s validation process treats data as a strategic asset by applying standardized management practices, enforcing rules surrounding data use and establishing consistent criteria for data acceptance. As this methodology gains acceptance across WAPA, the data in AM reports will increase in quality and reliability. To ensure data accuracy and reliability, AM validates data in two ways: l Quantitatively – Reports on incorrect and missing data are prepared monthly to identify gaps in asset data that may be skewing asset health or risk scores. l Qualitatively – Knowledgeable feld crews corroborate asset management data as needed to ensure asset scoring is representative of actual feld conditions. CONTACT AM Asset Management Program Western Area Power Administration www.wapa.gov/About/Pages/asset-management.aspx Chris Lyles, VP of Project and Asset Services 720.962.7249 lyles@wapa.gov WESTERN AREA POWER ADMINISTRATION 25 Western Area Power Administration WESTERN AREA POWER ADMINISTRATION P.O. Box 281213 Lakewood, CO 80228-8213 www.wapa.gov U.S. DEPARTMENT OF ENERGY
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