It s All About the Data - Eventually

It’s All About the Data

-Eventually

Presented by

Bev Lindquist Bev Lindquist

Vice President – Information Services September 20, 2011

About WPPI



50 municipal Members and 1 co-op

– Wisconsin – 41 – Upper Michigan – 7 – Iowa - 3



Member profile

– Size varies from 1,000 – 14,000 retail customers – Electric, water, sewer, stormwater, gas, cable ….



System sales for 2010

– Peak demand – 1,007 MW

– Energy requirements – 5,336 GWh – Operating revenue - $420.8M

WPPI 2010 Energy Sources



By Ownership

By Ownership



By Fuel Type

About WPPI



Governance

– 51 Member Board of Directors – 11 Member Executive Committee – Variety of member advisory groups



Staff

– Corporate - 21Corporate 21

– Power Supply and Operations - 20 – Member and Customer Services – 42 – Accounting and Finance - 14

Data Points



Federal debt

$15,476,000,000

$

,

,

,



US 2010 population

311,800,000



Smart meters shipped Q1 2011 17,400,000*



WPPI member retail customers 200,000

– Annual data points – 60 min 1,752,000,000 – Annual data points – 15 minAnnual data points 15 min 7,008,000,0007,008,000,000

*Pike Research

WPPI’s Road to the Smart Grid



Where we are



How we got here



What we’re working on



What’s ahead

Strategies

Smart Metering/Smart Grid

Vision

Customer Information (CIS)

Objective

DATA

Objective

Where we are



Smart Meter partners

– Sensus – 2 members – Elster



Meter Data Management

– Siemens/eMeter



CIS business partners

– NorthStar

How we got here



Internal group created in 2008

– Identify WPPI needs

– Are there joint action benefits



Smart Metering / Smart Grid Task Force

established in 2009

– Define a SM/SG vision

– Develop plan for moving forwardDevelop plan for moving forward



Task Force activities

– Research, member survey, education – Engage a consultant

Task Force Activities



Engaged consultant to:

– Complete technology assessment – Create plan to implement technologies – Interact with vendors

– Manage RFP process

– Facilitate education for staff and membersFacilitate education for staff and members – Present final report and recommendations

Key Findings



Joint purchasing benefits by selecting partners



MDM is a key component



Costs are significant



Significant savings with limited number of CIS

t

Task Force Recommendations



Members should not make further AMR

investments



Establish standard meter strategy



Reduce number of CIS systems



Implement a centralized MDM



Develop financial incentive programs

Develop financial incentive programs



Share best practices among members



Offer educational opportunities for members

Delivering to Members



Meter Data Collection and Management Service

– WPPI hosted services

~AMI collection for member use ~MDM software for member use ~Technical support for both

– Member costs

~Start up fee to participate (covers capital cost)

~Ongoing fee per meter basis (covers recurring support) ~Ongoing fee per meter basis (covers recurring support)

CIS Strategy



Reduce number of CIS systems

y

– Positions members for transition to SM/SG world – Less costly, more reliable integration

– Members benefit from joint purchasing licenses, support

and services

– Implement complex time-based rates

– Provide retail customers with enhanced online services – Capture and measure power supply benefits



Build on 10 years of CIS activities

CIS Activities



Member survey

– Satisfaction and need



Engage consultant

– Complete functional and needs assessment – Manage RFP process

– Interact with vendors

– Facilitate member evaluation processFacilitate member evaluation process



Develop financial incentives

CIS Committee Tasks



Provide business and functional requirements



Input on evaluation criteria and ranking



Attend structured demos



Conduct reference checks

Recommend 2 3 vendors



Recommend 2-3 vendors



Completed in fall of 2010

Delivering to Members



CIS Upgrades



CIS Incentives

– One-time incentive to change partners – Zero percent interest loanZero percent interest loan

~Additional CIS costs

Member Responsibilites



Coordinate version upgrades



Maintain support agreements



Follow standardizations, where possible



Agree to WPPI access to CIS data

Participate in user groups



Participate in user groups

What we’re working on



Smart Meter preferred partners

p

p

– Elster contract in progress

– Data collection for Sensus installed at WPPI – AMI trouble shooting



Meter data management software

– MDM configuration

Functional in mid 2012



CIS business partners

– New or amended service and licensing agreementsNew or amended service and licensing agreements – Marketing

– Upgrading – Standardization

~CIS Billing components ~MDM interface points

– New implementations

What’s ahead



Complete upgrades



Install MDM



Develop MDM <– > CIS interfaces



Test interfaces with 2 pilot members



Develop replication process

Enhance customer information programs



Customer information programs

– Online presentment of customer interval data – Associate customer interval data with costs – Bill print enhancement

~Outsourcing - joint purchase

~Graphs, peer comparisons, targeted messaging

– Large retail customer information package

Billi

– eBilling

Putting it all Together



Data sources

– Meter Data Management Software

~15 and 60 minute interval data ~MV-90 – CIS Partners ~Billing Customer ~Customer – Enterprise data ~Cognos BI

Lessons Learned



Don’t underestimate the time commitment



Don’t underestimate the cost



Don’t underestimate the complexity



Select business partners wisely



Don’t rush

Where we Don’t

want to Be