1. Strategic Planning Process
Independence Perspective Partnership
Steve Goodwill
Interim President and CEO

2. Background
2015
Section 4.9 Review called for a three-year planning process
2016
Strategic Direction Outline developed identifying five Strategic Focus Areas
Operating Plan developed
2017
ERO Enterprise Framework finalized
WECC Strategic and Operating Planning Process developed
Operating Plan revised to align with ERO Enterprise Operating Plan
2018
Reliability Workshop (March)
Board Reliability Workshop (April 30)

3. Design Principles Dovetail with the ERO Enterprise planning framework
Reliability Issues Steering Committee (RISC) efforts
ERO Enterprise Long-Term Strategy
ERO Enterprise Operating Plan
Provide opportunity for member and stakeholder input and engagement
Focus on issues of unique impact and importance to the Western Interconnection and where WECC can make a material contribution

4. Annual Business Plan and Budget
WECC Board
ADVICE
Charters
Member Needs
Advisory Bodies
(MAC & WIRAB)
APPROVE
REVIEW
APPROVE
Committee Work Plans
PERSPECTIVES
NERC RISC Report
Focus Areas
3-year Operating Plan
Annual Business Plan and Budget
Western SME Perspectives
Strategic Direction
Near-Term Priorities
ERO Enterprise Long-Term Strategy
Program Area Work Plans
Explicit consideration of the NERC Reliability Issues Steering Committee (RISC) Report as the starting point for considering reliability risk priorities. (The previous Operating Plan was based on an internal WECC assessment of Reliability Challenges discussed with the Board in September of 2014)
A clear opportunity for vetting the RISC priorities through a Western Interconnection lens utilizing the expertise of the Western Interconnection’s Subject Matter Experts in the technical committees as well as the key advisory bodies to the WECC Board (WIRAB and the MAC)
Consideration of the ERO Enterprise Long-Term Strategy as approved by the NERC Board of Trustees.
Separation of the WECC planning activities into a long-term strategic direction (e.g., the Strategic Direction Outline approved last year and its successors) and a formal process for the Board to approve near-term priorities that would guide WECC’s Operating Plan.
Constitutional Documents
COMMENTS
COMMENTS
COMMENTS
NERC Priorities
Delegation
Agreement
WECC
Bylaws
Stakeholders

5. Five Strategic Priorities
Changing Market Structure
Evolving Resource and Load Composition
Key Vulnerabilities
Sharing of Information
High impact/low frequency events
- Reliability Impacts of Changing Market Structure (eg. EIM expansion; multiple ISO/RTOs)
- Reliability Impacts of Evolving Resource and Load Composition
- Identification and Mitigation of Key Vulnerabilities
- Appropriate Sharing of Operating, System, and Events Analysis Information
- Analysis of future scenarios which could challenge BES reliability, including high impact/low frequency events
Western Electricity Coordinating Council

6. Process Timing Overview
Predictable
Repeatable
Stable

7. Key Dates Date Event April 30
Board Workshop to consider Strategic Direction and discuss input received from March 21 Workshop
May 21 – June 6
Recommended Near-term Priorities posted for stakeholder comment
June 13
Final draft and recommendations posted for Board meeting
June 20
Expected Board approval of Near-term Priorities