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SouthwestPowerPool SPPorg southwest-power-poolHelping our members work together to keep the lights on... today and in the future. 1
KEY PERFORMANCE INDICATORSQ1 2021
2
KEY PERFORMANCE INDICATORS (KPI) Q1 2021RESPONSIBILITY & ECONOMICS
Stewardship (40%) | Economics (30%)Staff Readiness (30%)
WORKING TOGETHER
Engagement (33%) | Facilitation (33%)Satisfaction (33%)
KEEP THE LIGHTS ON TODAY
Responsiveness (33%) | Reliability (33%) Performance (33%)
KEEP LIGHTS ON IN THE FUTURE
Planning (25%) | Adaptability (25%)Strategy (25%) | Staff Readiness (25%)
Stakeholders with diverse perspectives are highly engaged and supportive of
organizational initiatives.
SPP balances economics and reliability while responsibly providing valuable
services at affordable costs.
Staffing, operations and systems exceed thresholds and continuously improve. SPP
finds timely, high quality solutions.
SPP stays ahead of industry trends, enacts a future-looking strategy and grows
in a way that benefits members.
4
WORKING TOGETHER
Increasing satis.We have engaged stakeholders with
diverse perspectives who collectively enact new policy
with a high consensus.
Exceeds Expectations
Engagement (33%)SPP facilitates collective decision making by an engaged group of stakeholders with diverse needs and perspectives.
Facilitation (33%)SPP’s stakeholder process results in policy changes that benefit the region affirmed by a high rate of approval or consensus.
Satisfaction (33%)SPP’s staff and services exceed the expectations stakeholders.
Benchmarks Analysis Grade
5
KP
I: W
OR
KIN
G T
OG
ETH
ER
ENGAGEMENT: ORG GROUPROSTER ATTENDANCE
Average: 88%Max: 95% Min: 79%MOPC: 56%
Number of Meetings
Roster MemberPresent
Roster Member Absent/Proxy
Avg. Roster Attendance
SPC 5 63 3 95%SECWG 4 67 5 93%ORWG 12 201 16 93%OTWG 8 108 9 92%MWG 15 260 25 91%ESWG 17 289 30 91%PCWG 9 113 12 90%SSC 11 139 15 90%MDWG 15 254 29 90%SAWG 14 269 39 87%RTWG 16 371 62 86%BPWG 8 79 14 85%TWG 13 308 55 85%RCWG 8 132 32 80%CPWG 12 97 25 80%SPCWG 4 44 12 79%
MOPC 4 214 171 56%
Source: Org Group Self Assessments (Aug 2019 – July 2020)
MOPC representation is automatic for all members, so
we expect lower attendance, but there is room for improvement.
Proxies reduce roster attendance avg. for this measure. Some groups
report so-called “permanent proxies” that attend the majority of
meetings for the roster member
SPP is developing a process to update
data quarterly
6
KP
I: W
OR
KIN
G T
OG
ETH
ER
3
3.5
4
4.5
5
2016 2017 2018 2019 2020
Membership represents thediversity of the SPPorganization.
Membership has the necessaryexpertise and/or skills toaccomplish its goals.
Members come prepared tomeetings.
Members are committed toparticipate and accomplish thegroup's goals.
Members are supportive andrespectful of the individualneeds and differences of groupmembers.
StronglyAgree
Agree
Neutral
ENGAGEMENT: MEMBER PARTICIPATION
All scores are stable or trending up, but
member preparation continues to receive the lowest scores.
Source: Annual Org Group Surveys
We plan to use consistent assessment
of effectiveness of MOPC meetings for future KPI reports
7
KP
I: W
OR
KIN
G T
OG
ETH
ER
FACILITATION: MOPC CONSENSUS
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
April 2020 July 2020 Oct 2020 Jan 2021 April 2021
Average Percent Approval of Votes Taken by MOPC
Yes No
Lowest “yes” votes in July were associated
with ITP futures, which passed by simple majority
New voting software allows us to more easily track this data. Trends
over time will be indicators of success of working group process
12votes
15votes
9votes
3votes
8
KP
I: W
OR
KIN
G T
OG
ETH
ER
SATISFACTION: QUARTERLY RMS DATA
0%
20%
40%
60%
80%
100%
2020 Q1 2020 Q2 2020 Q3 2020 Q4 2021 Q1
Satisfaction with SPP RMS Request Resolution
Very Dissatisified Dissatisfied Satisfied Very SatisfiedThis small decrease in
satisfaction coincides with the beginning of pandemic and
initial transition to virtual work
9
KP
I: W
OR
KIN
G T
OG
ETH
ER
SATISFACTION: QUARTERLY RMS DATA
2.00
2.25
2.50
2.75
3.00
2020 Q1 2020 Q2 2020 Q3 2020 Q4 2021 Q1
Request Management System (RMS) Survey
Professional Attitude Understanding Needs Sufficient Knowledge Timely Solution Quality of Solution
Excellent
Good
This dip across all categories coincides with transition beginning of
pandemic and shift to work from home
Q3 had the lowest RMS survey response. 13 “Good” ratings
pulled down the average score for “Understanding Needs” while
other categories were up.
10
KP
I: W
OR
KIN
G T
OG
ETH
ER
SATISFACTION: STAFF PERFORMANCE
3
3.5
4
4.5
5
2016 2017 2018 2019 2020
Overall Satisfaction with SPP
SPP staff members areresponsive to my needs.
SPP staff members provideaccurate information uponrequest.
SPP staff members resolveproblems to my satisfaction.
Exceeds expectations
Meets expectations
Greatly exceeds expectations
Satisfaction measures are headed in the right
direction, trending toward “exceeds expectations”
12
SPP responded to COVID by reducing NRR
and coming in under budget, our market
continues to provide benefits. The impact of the winter storm has affected economic
outcomes for members. We are assessing and
improving staff readiness processes.
Meets Expectations
Stewardship (40%)SPP balances affordable costs with provision of services of value to our stakeholders.
Economics (30%)SPP’s systems result in competitive wholesale prices and good ROI for MPs
Staff Readiness (30%)SPP recruits, retains and develops a skilled, diverse staff that works efficiently to resolve issues and implement improvements to our systems.
Benchmarks Analysis Grade
RESPONSIBILITY AND ECONOMICS
13
KP
I: R
ESP
ON
SIB
ILIT
Y &
EC
ON
OM
ICS STEWARDSHIP: EXPENSE MANAGEMENT
$100.0 M
$110.0 M
$120.0 M
$130.0 M
$140.0 M
$150.0 M
$160.0 M
$170.0 M
$180.0 M
$190.0 M
2016 2017 2018 2019 2020
Year-End Gross Revenue Requirement (GRR) Actual vs. Budget, and Net Revenue Requirement (NRR)
GRR Actual GRR Budget NRR Actual
2016 2017 2018 2019 2020
Over/Under (O/U) -$7.1 M $3.9 M $12.8 M $4.3 M $20.2 M
The gap between a stable/declining NRR and increasing GRR shows the impact of services revenue
The variance between budget and actual
expenses reflects SPP’s cost reductions implemented in
response to COVID-19
14
KP
I: R
ESP
ON
SIB
ILIT
Y &
EC
ON
OM
ICS STEWARDSHIP: MEMBER VALUE STATEMENT (MVS)
-$17.4 M
$603.7 M
$749.4 M $768.4 M
$37.8 M
($100.0)
$0.0
$100.0
$200.0
$300.0
$400.0
$500.0
$600.0
$700.0
$800.0
$900.0
FERC & SchedulingFees
Operations &Reliability
Markets & Regulation Transmission Tariff, Scheduling &Professional Services
SPP provides $2.14 billion in annual savings and benefits to
members
Annual Savings and Benefits for SPP Members
With a $155.3 million Net Revenue Requirement for
2020, SPP had a benefit-to-cost ratio of 14-to-1
15
KP
I: R
ESP
ON
SIB
ILIT
Y &
EC
ON
OM
ICS ECONOMICS: MARKET SAVINGS
$347.9 M
$497.7 M
$589.2 M$545.6 M
$728.0 M$776.0 M $744.3 M
0
200
400
600
800
1000
1200
1400
2014 2015 2016 2017 2018 2019 2020
Year
ly S
avin
gs ($
M)
Yearly Savings (In Millions) Linear (Yearly Savings (In Millions))
Since the launch of the Integrated Marketplace
participants have realized $4.23 billion in
cumulative benefits.
16
KP
I: R
ESP
ON
SIB
ILIT
Y &
EC
ON
OM
ICS
$13.01 $17.63 $18.43 $25.95 $23.85 $19.86 $29.61
$17.28 $21.77 $22.94
$337.36
$17.71
$-
$50
$100
$150
$200
$250
$300
$350
$400
Apr-20 May-20 Jun-20 Jul-20 Aug-20 Sep-20 Oct-20 Nov-20 Dec-20 Jan-21 Feb-21 Mar-21
ENERGY Reserves DA MWP RUC MWP Total
ECONOMICS: ALL-IN-PRICE OF ELECTRICITY
The February winter storm event created a historic
spike in all-in prices
Ener
gy C
ost (
$/M
Wh)
Annual averagewhen excluding Feb 21: $20.73
Annual averagewhen including Feb 21: $47.12F
Averages were calculated as total of average prices per month divided by number of months
17
KP
I: R
ESP
ON
SIB
ILIT
Y &
EC
ON
OM
ICS STAFF READINESS (PART 1)
0
1
2
3
4
5
6
7
8
9
10
Q4 2020 Q1 2021 Q2 2021 Q3 2021 Q4 2021
Benchmark Implementation Continuous Learning Engagement & Retention Diversity, Equity and Inclusion
In Q1, SPP developed scopes and guidelines to establish Employee
Network Groups
SPP has partially developed objective benchmarks of
productivity and efficiency for some departments
HR recently launched internal departmental KPI measures to track
performance over time
19
Reliability (33%)SPP maintains compliance and succeeds at job number one: reliability.
Performance (33%)Outages are well within thresholds, core services and systems are reliable and we respond quickly.
Responsiveness (33%)SPP Operations maintains systems and retains and develops highly trained staff to respond quickly to all contingencies.
The historic storm of Feb. 2021 tested the
limits of SPP’s systems. We responded quickly,
limited outages and preserved the grid. Our comprehensive
review will reveal opportunities to
improve.
NeedsImprovement
Benchmarks Analysis Grade
KEEP THE LIGHTS ON TODAY
20
KP
I: K
EEP
TH
E LI
GH
TS O
N T
OD
AY
RELIABILITY: BALANCING AUTHORITY AREA CONTROL ERROR LIMIT (BAAL)
0
2
4
6
8
10
Jan 20 Feb 20 Mar 20 Apr 20 May 20 Jun 20 Jul 20 Aug 20 Sep 20 Oct 20 Nov 20 Dec 20 Jan 21 Feb 21 Mar 21
Even
ts
Number of BAAL Events by Month and Length of Event
>10 and <=20 min >20 and <=25 min >25 and <=30 min >30 min
Winter storm event
BAAL event caused by network server issues. Resolved by switching to redundant systems.
21
KP
I: K
EEP
TH
E LI
GH
TS O
N T
OD
AY
RELIABILITY: CONGESTED INTERVALS (BREACHED)
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Perc
ent o
f int
erva
ls w
ith a
bre
ach A year-over year trend of
increases in breached intervals can be
attributed to increases in variable wind generation
February saw the largest percent of intervals, with
higher market-to-market flows due to high levels of imports
22
KP
I: K
EEP
TH
E LI
GH
TS O
N T
OD
AY
PERFORMANCE: SYSTEM AVAILABILITY
RTBM State Estimator ID RUC DAMKT **MTLF *STLF80 %
82 %
84 %
86 %
88 %
90 %
92 %
94 %
96 %
98 %
100 %System Availability
Last 12 Months Mar-21 Feb-21 Jan-21 Threshold* Percentage of time STLF is within 1% error** Percentage of time MTLF is withing 5% error
Availability of multiple systems was affected by the winter storm event
of Feb. 2021
23
KP
I: K
EEP
TH
E LI
GH
TS O
N T
OD
AY
PERFORMANCE: IT SERVICE PERFORMANCE
99.000
99.100
99.200
99.300
99.400
99.500
99.600
99.700
99.800
99.900
100.000
Markets/ RTBM EMS ICCP Marketplace Portal Market UI/API Settlement UI/APIActual Uptime % 99.992 99.998 99.998 99.983 99.983 99.983Target Uptime % 99.950 99.990 99.990 99.900 99.900 99.900Actual Downtime Minutes 95 0 0 0 0 198Threshold Minutes 263 53 53 526 526 526
Cumulative YTD IT Service Availability Through MAR 2021
GREEN = Meets and/or Exceeds YELLOW = Within Target Threshold, but Exceeds 85% RED = Exceeds the Targetthe Cumulative Target Minutes or more of the allowable Cumulative Target Minutes Cumulative Minutes
24
KP
I: K
EEP
TH
E LI
GH
TS O
N T
OD
AY
PERFORMANCE: OPERATIONAL SERVICES
2.5
3
3.5
4
4.5
2016 2017 2018 2019 2020
Reliability coordination
Scheduling
Tariff administration
RTO member complianceassistance
Exceeds expectations
Meets expectations
2020 Stakeholder Satisfaction Survey
Satisfaction with operations services is on
an upward trend over the past five years.
25
KP
I: K
EEP
TH
E LI
GH
TS O
N T
OD
AY
RESPONSIVENESS – RMS SERVICE LEVEL AGREEMENT (SLA) COMPLIANCE
98.2%98.5% 97.8%
96.9%
96.8%
97.8%98.1%
97.3% 97.1%
97.5%
96.9%
98.6% 98.3%
98.9%99.3%
97.1%
98.1%
96.3%
97.3%
99.5%
97.3%
98.3%
97.0%
97.2%
99.1%
98.3%
90.0%
91.0%
92.0%
93.0%
94.0%
95.0%
96.0%
97.0%
98.0%
99.0%
100.0%
Mar 20 Apr 20 May 20 Jun 20 Jul 20 Aug 20 Sep 20 Oct 20 Nov 20 Dec 20 Jan 21 Feb 21 Mar 21
SLA Compliance Rate
5 Day SLA (Standard Requests) 10 Day SLA (Non-standard or longer process)
Threshold
No SLA% lower than 97% in more than a year, and Q1 2021 is trending up
27
The SCRIPT and other working groups are working to improve
planning processes. We are re-envisioning our
work environment in the midst of a pandemic. We are enacting our current strategy and will launch
a new one in 2021.
Meets Expectations
Planning (25%)
SPP’s responsive planning processes produce quality studies with a reasonable level of outcome certainty
Adaptability (25%)
SPP adapts to a changing and complex operational environment.
Staff Readiness (25%)
SPP analyzes the skills we need for the future and trains and hires to meet the challenges of tomorrow.
Strategy (25%)
SPP makes progress toward strategic goals with timely, high quality solutions.
KEEP THE LIGHTS IN THE FUTURE
Benchmarks Analysis Grade
28
KP
I: K
EEP
LIG
HTS
ON
IN
TH
E FU
TUR
E PLANNING: RESOURCE ADEQUACY
2017 2018 2019 2020 2021 2022 2023 2024 2025
5.00%
10.00%
15.00%
20.00%
25.00%
30.00%
35.00%
0 1 2 3 4 5 6 7 8 9 10
PRM
Per
cent
age
Historical 5-year Resource Adequacy (RA) Planning Reserve Margin (PRM) Projections
2017 Report 2018 Report 2019 Report 2020 Report PRM Requirement
System excess capacity is declining each year,
and doing so more quickly than projected
each previous year.
System excess capacity could hit the minimum
by 2025, based on latest 2020 projections
PRM% includes proposed generation submitted by
members, but does not make resource assumptions based
on the GI queue.
The 2021 winter storm event has raised new
concerns about how we measure RA
29
KP
I: K
EEP
LIG
HTS
ON
IN
TH
E FU
TUR
E PLANNING: STUDIES PERFORMANCE
0
10
20
30
40
50
60
70
Com
plet
ed
Com
plet
ed
Com
plet
ed
Pend
ing
2019-AG1
2019-AG2
2020-AG1
2020-AG2
REQ
UEST
S
Status of Long-Term Transmission Service Requests
for Current and Recent Aggregate Studies
Study ResultsPending
Withdrawn
Confirmed
0
10
20
30
40
50
60
70
Jun-19
Jul-19 Aug-19
Sep-19
Oct-19
Nov-19
Dec-19
Jan-20 Feb-20
Mar-20
Apr-20
May-20
Jun-20
Jul-20 Aug-20
Sep-20
Oct-20
Nov-20
Dec-20
Jan-21 Feb-21
Mar-21
Requ
ests
Month
Trend of Requests in the Aggregate Study Queue Over Time
2019-AG1 2019-AG2 2020-AG1 2020-AG2
Our Aggregate Study process has been
effective and timely
30
KP
I: K
EEP
LIG
HTS
ON
IN
TH
E FU
TUR
E PLANNING: STUDIES PERFORMANCE
2019 ITP operational needs included one voltage issue with planned upgrade, remaining were flowgates over congestion cost threshold
2020 ITP operational needs were flowgates over congestion cost threshold
22NEEDS
18NEEDS
7
5
6
4
2019 ITP
In-service upgrades Planned upgrades
Identified in ITP study Remaining ops need
3
9
3
3
2020 ITP
In-service upgrades Planned upgrades
Identified in ITP study Remaining ops need
Operational Needs in the Planning Process
Congestion is calculated for the
previous 2 years, these needs are expected to
roll off over timePlanned upgrades
increased due to the needs identified in the previous cycle
31
KP
I: K
EEP
LIG
HTS
ON
IN
TH
E FU
TUR
E PLANNING: GI QUEUE REQUESTS & WITHDRAWS
0
50
100
150
200
250
1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
TOTAL REQUESTS WITHDRAW REQUEST
As of 2021, studies from 2015 and earlier should
experience few to no withdrawn requests
SPP’s SCRIPT is evaluating new
processes to mitigate the
current backlog by 2024 and prevent future backlogs
32
KP
I: K
EEP
LIG
HTS
ON
IN
TH
E FU
TUR
E
ADAPTABILITY: WIND GROWTH VS PLANNING ASSUMPTIONS
Our ITP assumptions significantly underestimated
the amount of wind we would have in service by 2021 In future KPI reports, we will
look at other resource types
33
KP
I: K
EEP
LIG
HTS
ON
IN
TH
E FU
TUR
E ADAPTABLITY: GI REQUESTS BY FUEL TYPE
0
5000
10000
15000
20000
25000
30000
35000
40000
45000
50000
1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
GI Queue - Generation Type MW
COAL CT CC HYDRO NUCLEAR WIND SOLAR BATTERY OTHER
Wind was the largest GI request type by MW from
2006 to 2017)
Solar requests jumped in 2017 & became largest GI
request type in 2018
Battery storage became a significant
GI factor in 2017
34
KP
I: K
EEP
LIG
HTS
ON
IN
TH
E FU
TUR
E STAFF READINESS (PART 2)
0
1
2
3
4
5
6
7
8
9
10
Q4 2020 Q1 2021 Q2 2021 Q3 2021 Q4 2021
Critical Skills Analysis Professional Development Succession Planning Staffing Metrics
In Q1 2021, SPP developed a pilot succession planning program for director- and
manager-level roles.
SPP is assessing skillsets for each department to track
current & future skills needs. Expected completion of
analysis by Q4 2021
Q1 2021: Launched new HR software
system
35
KP
I: K
EEP
LIG
HTS
ON
IN
TH
E FU
TUR
E
STRATEGY
# Status Initiative Staff Priority Stakeholders
1.1 Integration of Variable Energy Bruce A MOPC (TF)
1.4 Regional Resource Needs Michael, Bruce, Paul A SPC
2.1 ARR/TCR Feasibility Antoine A MOPC
2.2 Optimization Strategies for the Future Antoine B SPC
3.1 Transmission (Seams) Lanny A MOPC (SSC)
3.2 Optimize Market Efficiencies Along Seams Lanny A MOPC (SSC)
4.1 Communication Strategy on Value and Affordability Mike A SPC
4.2 PMO Best Practice and Rigor Michael B FC/MOPC
4.3 Strategic Membership Expansion Michael/Lanny/Paul A SPC
4.4 Technological Advances Antonine/Bruce/Sam B SPC
1. Reliability Assurance 2. Optimized Transmission3.Interdependent Systems4. Enhance Member Value
SPP is developing a new strategic plan an initiatives, expected to launch later in 2021
with new accountability metrics.