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Sylmar Converter Station Turns 50,Retirements: August-September

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Sylmar Converter Station Turns 50,Retirements: August-September Sylmar Converter Station Turns 50 By Christy Holland Fifty years ago, LADWP celebrated the completion of the 846-mile Pacific DC Intertie (PDCI) and the launch of the Sylmar Converter Station—a state-of-the-art power transmission facility. The Sylmar Converter Station is the southern anchor of the PDCI, which is a high-voltage, direct current transmission power line that originates at the Celilo Converter Station in The Dalles, Oregon. Today, the station has not only withstood the test of time; it remains just as relevant and vital as when it received its first megawatt in 1970. “When the PDCI was first completed, it was the longest and highest voltage DC line in the United States,” said Robert Fick, Manager, Hydro & Renewable Generation/High Voltage Stations, Power Supply Operations Division. “Nothing of this magnitude had been built before, so there was a lot of risk in taking on a project of this size.” Giant thyristors at Sylmar Converter Station. Photo by Chris Corsmeier Flash forward 50 years and the PDCI is still the longest DC line in the United States and in North America. While it is no longer the highest voltage DC line, it can boast that its southern anchor, the Sylmar Converter Station, has recently increased its capacity from 3,100 megawatts (MW) to 3,220 MW following a $223 million facility upgrade. This modernization project was designed to extend the facility’s lifespan for 40 more years, ensuring continued reliability of power transmission between the two regions. Think of the PDCI as a high-voltage electric superhighway and the Sylmar Converter Station as a transfer hub. The station receives high voltage power and then safely and efficiently converts it to AC power for delivery to customers throughout Los Angeles. The PDCI makes it possible to balance the power needs in the west by taking a surplus commodity and sharing it with partners in Southern California, where power supply demands are much greater. It also helps strengthen LADWP’s path to meeting our 100 percent renewable energy goal by 2050. “The PDCI was such a pioneering achievement when it was built, and Los Angeles and Southern California still benefit from it today,” said Fick. “Not only does it tie two distinct regions together for greater reliability of the western grid, it also provides access to power from clean hydroelectric and renewable sources.” The Sylmar Converter Station is maintained and operated by LADWP; partners include Southern California Edison, and the cities of Glendale, Burbank and Pasadena. # Featured Photo: The Sylmar Converter Station crew. Clockwise from left front: Kenneth Ly, Anthony Juarez, Daniela Lara, Andrew Gonzales, Robert Fick, Jeffrey Lamb, Bryon Harlacher, Michael Lane, Arin Barkhordarian and Gabriel Perez. Photo by Art Mochizuki Retirements: August-September 2020 We extend sincere congratulations to all the employees who, after many years of dedicated service, are joining the ranks of LADWP retirees. For a complete archive and the latest month of retirement listings, visit the Water and Power Employees Retirement Plan website. As of August 2020 Aguilar, Mauro Fleet Services Algorri, Gregory P. Water Operations Coons, Lenn E. Water Operations Cordova, Gilbert I. Energy Support Services Fierro, Humberto J. Power New Business Development Garcia Jr, Fernando Security Services Gaskins, Willie J. Information Technology Services Goodwin, Mark L. Water Operations Jackson, Gloria A. Human Resources Kaufman, Kurt D. Power Construction and Maintenance Madadi, Hengameh Z. Customer Service Division Marton, Andrew J. Power Supply Operations Mendez, Rebecca H. Human Resources Moore, Michelle R. Metering Services Mumford, Mike J Water Engineering Nguyen, Andrew M. Power Transmission and Distribution Norwood, Jeffery L. Power Supply Operations Ohara, Irene Water Distribution Pearce, John W. Power Construction and Maintenance Ramirez, Rodolfo Supply Chain Services Reinosa, Teresa L. Supply Chain Services Rivo, Edmundo S. Power Planning, Development and Engineering Rodriguez, Maria E. Customer Service Division Seaton, Steven L. Power Construction and Maintenance Stevens, Eugene Power Construction and Maintenance Topacio, Emerita M. Power Planning, Development and Engineering Zheng, Thao Accounting and Financial Services As of September 2020 Anguiano, Pedro B. Metering Services Aquino, Ulysses S. Power Supply Operations Chwa, David K. Water Operations Clark, Kenneth E. Power Supply Operations De Allen, Monica D. Customer Service Division De La Garza , Rafael L. JFB Facilities Management Digirolamo, Erasmo A. Water Distribution Dold, Randal P. Information Technology Services Dominguez, Roberto Y. Power Supply Operations Espino, Martha P. Accounting and Financial Reporting Gove, Peter V. Information Technology Services Hamilton Ii, Richard M. Crafts and Environmental Chem Hughes, Marinetta S. Board Office loka, Susan H. Human Resources Leonard, Jack B. Power New Business Levesque, James L. Information Technology Services Lewis, Stephen Grant Metering Services Liwag, Peter M. Power Construction and Maintenance N’Namdi, Jabulani Power Transmission and Distribution Otoshi, John T. Water Engineering Payne, Lamar 0. Facilities Management Reiner, Lee Fleet Services Van Zant, Norman S. Information Technology Services Benchmarking Study Shows LADWP Ranks High Among Peers for Infrastructure Investment Ratepayer Advocate, LADWP Release ‘Functional Total Cost Study’ Comparing Labor and Non-Labor Costs to Peer Utilities By Carol Tucker LADWP is executing one of the largest infrastructure initiatives in the utility industry and compares favorably with its peers on cost effectiveness across a number of water and power functions, according to the findings of a new benchmarking study issued by LADWP and the Office of Public Accountability–Ratepayer Advocate (RPA). The Department ranked in the top quartile for investing in modernizing both water and power infrastructure, such as mainlines and trunk lines, power poles, circuits and transformers, according to the Functional Total Cost Study, presented in August to the LADWP Board of Water and Power Commissioners. “LADWP is 100% funded by the revenue we collect from our customers, and we continuously strive to deliver on our mission and achieve our goals cost-effectively,” said Martin L. Adams, General Manager and Chief Engineer. “The Functional Total Cost Study will guide our path forward as we transform our water and energy resources, improve water and power operations, and create more opportunities to better serve our customers.” The public independent analysis, prepared by Oliver Wyman for the RPA with support from LADWP, is the second of a three-phase benchmarking program aimed at “peeling back the onion” to identify the areas with greatest opportunities for improvement and efficiency. The benchmarking program sets LADWP on a path toward modernization in a way that is cost effective and best serves customers. The Functional Total Cost Study evaluated total labor, staffing and non-labor costs for key functions within the power and water systems, as well as customer service, human resources, information technology, purchasing, executive management and other areas that support the entire Department. The study used industry data to benchmark LADWP in comparison with investor-owned utilities (IOUs) and publicly-owned utilities (POUs) on a wide range of performance metrics. The study found that LADWP achieved good results in a unique and challenging environment. LADWP operates a large, complex municipal water and power utility in a city with major challenges, including housing density, record-setting traffic congestion, rapid population growth, and strong stakeholder interests, the study said. Among LADWP’s unique challenges is the City Charter requirement to use internal labor to operate, maintain and upgrade water and electric infrastructure. The study found that using internal labor creates some cost challenges but also produces benefits. In looking at operations and maintenance (O&M) costs, the study concluded that LADWP has reasonably controlled the growth of power and water O&M expenses over the long-term. The Power System’s total controllable O&M expenses rank about in the median, while the Water System’s O&M expenses are somewhat above the median. In addition, the report noted that LADWP continues to maintain competitive water and power rates, reflected on customer bills, when compared to California peer utilities. The study found that LADWP has one of the most aggressive power capital programs in the industry. Compared to both IOUs and POUs, LADWP’s spending is in the 1st quartile at $735 per electric customer, reflecting the utility’s heavy investment in replacing and transforming its aging infrastructure. High spending in capital programs is viewed positively in the industry as investment in replacing aging infrastructure, according to the study. Similarly, LADWP’s Water System is “on a strong path to continue to invest and build for the future,” the study stated. “Water’s capital total spending is, and historically has been, near the highest among both IOU and POU peers, reflecting our continued focus on replacing aging infrastructure.” Water capital spending ranked in the 1st quartile at $665 per water customer. LADWP has worked diligently to meet its own, and court-mandated customer service metrics, the study said. Call answer times have dramatically improved during the period evaluated in the study. LADWP has also continued to invest in branch offices, unlike other utilities, in
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