Location: San Francisco, CA | Client: Confidential | Contact: Confidential | Contract Value: $1.0M+
Key Outcomes
- Measured existing process capability against compliance requirements
- Identified process improvements
- Developed compliance tracking and reporting system
- Conducted pilot and implemented change management plan
Project Background
OMS Consulting Services, LLC (OMS CS) staff were engaged by a private, investor-owned utility to develop rigorous and robust process improvements to ensure that Bulk Electric System (BES) facility ratings specified by NERC FAC 8 requirements are properly calculated, documented, updated, tracked, and communicated to all internal utility stakeholders and external parties, including NERC, the independent system operator, generators, and third-party BES intertie owners. Facility rating process improvements were identified as areas needing attention by utility regulators and an independent third-party auditor.
OMS Consulting Services, LLC (OMS CS) staff were engaged by a private, investor-owned utility to develop rigorous and robust process improvements to ensure that Bulk Electric System (BES) facility ratings specified by NERC FAC 8 requirements are properly calculated, documented, updated, tracked, and communicated to all internal utility stakeholders and external parties, including NERC, the independent system operator, generators, and third-party BES intertie owners. Facility rating process improvements were identified as areas needing attention by utility regulators and an independent third-party auditor.
Scope
An OMS CS team of compliance and process improvement professionals were engaged to assess current process capabilities against existing compliance requirements and to conduct workshops with subject matter experts and process owners to identify improvements and a corrective action plan. OMS CS staff developed a risk-based improvement roadmap that delivers to the compliance requirements. The improvements include digitizing the process, including short- and long-term automation features to streamline the process and make it more efficient and less prone to errors through creation of a bespoke document routing, approval, and compliance reporting tool. The work was conducted over a 12-month period and included comprehensive review of existing facility ratings documents against as-built and as-found conditions at all utility transmission and substation facilities.
During development of the gap closure plan, OMS CS staff worked with utility SME’s, department heads and other stakeholders to assess going forward levels of effort and staffing requirements to maintain data tracking and compliance systems. OMS CS staff also worked collaboratively with utility staff to not only address staffing gaps, but identified process breakdowns, efficiency improvements, and process optimizations. OMS CS assessment included evaluations of process ownership, roles and responsibilities, and overlap in responsibility. OMS CS staff collaborated with utility SME’s and process owners to update utility standards and operating procedures to reflect the clarifications and identified improvements.
An OMS CS team of compliance and process improvement professionals were engaged to assess current process capabilities against existing compliance requirements and to conduct workshops with subject matter experts and process owners to identify improvements and a corrective action plan. OMS CS staff developed a risk-based improvement roadmap that delivers to the compliance requirements. The improvements include digitizing the process, including short- and long-term automation features to streamline the process and make it more efficient and less prone to errors through creation of a bespoke document routing, approval, and compliance reporting tool. The work was conducted over a 12-month period and included comprehensive review of existing facility ratings documents against as-built and as-found conditions at all utility transmission and substation facilities.
During development of the gap closure plan, OMS CS staff worked with utility SME’s, department heads and other stakeholders to assess going forward levels of effort and staffing requirements to maintain data tracking and compliance systems. OMS CS staff also worked collaboratively with utility staff to not only address staffing gaps, but identified process breakdowns, efficiency improvements, and process optimizations. OMS CS assessment included evaluations of process ownership, roles and responsibilities, and overlap in responsibility. OMS CS staff collaborated with utility SME’s and process owners to update utility standards and operating procedures to reflect the clarifications and identified improvements.
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