1. PacifiCorp-CAISO-NVE EIM Initiative Overview
January 14, 2016

2. Agenda Introduction PacifiCorp background Real-time operations of EIM
Challenges
Current status

3. PacifiCorp customers (go over statistics on slide)
Investor owned utility – subsidiary of
Berkshire Hathaway Energy
6,447 staff in U.S.
1.8million customers in 6 states
Utah (42%)
Oregon (25%)
Wyoming (17%)
Washington (8%)
Idaho (6%)
California (2%)
(go over statistics on slide)
no retail gas customers
retail customers in 6 states
facilities (generation and transmission facilities in 10 western states
PacifiCorp Peak Load:12,558 MW
PACW: 4354 MW
80+ Ties with other Balancing Areas
PACE: 8989 MW
50+ Ties with other Balancing Areas

4. EIM Footprint PacifiCorp NV Energy CAISO PSE and AZPS
1.7 million customers
9,500 MW peak demand
10,600 MW generating capacity
NV Energy
1.2 million customers
8,148 MW peak demand
5,815 MW generating capacity
CAISO
11.4 million customers
50,280 MW peak demand
58,246 MW generating capacity
PSE and AZPS
Coming soon….

5. EIM Concept What is an EIM EIM in real-time BAA’s responsibilities
It is not an ISO
It is not balancing our BAA
EIM in real-time
Generation redispatch
Forward looking transmission management
BAA’s responsibilities
Not changing
New tools and processes

6. Variable Energy Operation
Quick pic of one of our wind displays in System Ops. You can see the lack of conformity or alignment in just these few units from Wyoming.

7. EIM Real-Time Operations
Timing criticality of a 5 minute system
Base Schedules
Hourly vs. 15 minute vs. 5 minute markets
Dispatches
Transmission congestion
Outages

8. Operational Concept Overview
Expansion of CAISO’s current 5 minute market
Security Constrained Economic Dispatch
Transmission constraint management
Network model visibility and accuracy
Terminology:
Market Operator, EIM Entity, Participating Resources, Manual Dispatch, Instructed/Uninstructed Imbalance charges, Scheduling Coordinator…..
Detailed outage reporting and situational awareness

9. Base Schedules Entity must come to the market balanced
Base Schedule (G + I = L) (feasibility check)
Forecast of load
Forecast of generation
Forecast of interchange
Submitted by all customers to EIM Entity
Data aggregated and validated by PacifiCorp Grid
Entity retains all BAA responsibilities

10. Base Schedule data flow (via SCs)

11. Balance and Feasibility Tests
Base Schedule Balancing Test
Bid Range Capacity Test
Flex Ramp Required Sufficiency Test
Transmission Feasibility Test

12. Hourly vs. 15 minute vs. 5 minute
Hourly market (HASP)
Unit start up, shut down, and transitions
15 minute market (RTPD)
Market awards, e-tags
Runs approx. 40 minutes ahead
5 minute market (RTD)
Dispatches based on 15 min awards
Runs approx. 7.5 minutes before ramp

13. Dispatch
Dispatch sent to PacifiCorp’s Ranger (EMS), to RTU, and to the plant

15. Transmission Congestion
Forward looking congestion management
15 minute market awards published for 8+ intervals
Correcting limits in state estimator
Collaboration between Energy Grid Operator (EIM desk) and TO desks

16. Outage Reporting Requirements
Outage reporting is critical to SE and dispatches
Planned outages must be submitted at least 7 days in advance
For EIM, at least seven days
Forced outages must be reported within 30 minutes
Less imbalance the sooner it is reported
PAC using COMPASS to interface to CAISO’s OMS
Market run criticality

17. PAC and CAISO responsibilities
PAC retains all reliability function responsibility
PAC will balance their ACE, manage reserves (no impact to NWPP RSG) and manage their voltage
Under EIM, CAISO operates the market and publishes market results for both PAC and CAISO (the EIM footprint)
Under EIM, PAC will operate transmission, monitor generation, process outages, and balance ACE for PACW and PACE

18. Challenges (go-live) Go-live Typical IT software refining
Accuracy of generation unit outages and derates for informing market
Disciplined generation and interchange resource plan that aligns with market
Network model accuracy
Change management
Updates
System accuracy increasing
Reaching granular aspects of base scheduling
Network model aligned with CAISO and updated monthly
Evolution of change management
(ongoing but evolving)

19. Challenges (current) Change management evolution
Understanding market actions
Outage management tools upgrades
New webOMS system
Seasonal strategies
Fuel restrictions
NVE incorporation
New dynamic transfers
Networks the BAAs, rather than radial

20. Current Status Continue updates of network model
Available Balancing Capacity testing
January
Continued focus on transmission constraints
Solar integration

21. Questions John Schaffroth (503) 251-5154