For ten years, Mr. Palmerton procured and managed a diverse set of resources, across a four (4) year rolling procurement horizon to meet the Risk Management targets set for the Authority.
These resources included Lg. hydro contracts (from WAPA), third party supply contracts, numbering between 5 and 9 contracts per month, in front of and behind the meter RPS resources, PWRPA owned generation and a portfolio of allocated and purchased CRRs, and carbon allowances.
As General Manager Mr. Palmerton was authorized to transact for Power Supply within broad guidelines as a mater of delegated authority. However, protocol was to manage the individual load and resources portfolios of each of PWRPA’s thirteen (13) Participants pursuant to the Authority’s Supplemental Power Program. Consequently, Mr. Palmerton secured participation percentages in bulk power purchased for PWRPA for each Participant based on that Participant’s pre-stated risk tolerance for going long or short in the market and for resource type.
These combined requirements were then managed pursuant to an overall Risk Management criteria to allow procurement actions to be taken to satisfy the combined forward hedge targets of the Participants and the overall risk criteria applicable to the total retail service. The procurement effort was complex but manageable with the proper tools and experience. The value in this complex approach was to provide a unique, risk adjusted, portfolio of power supply assets to each PWRPA member agency.
These, and other techniques, would directly apply to a multi-jurisdictional CCA where each jurisdiction desired its own resource portfolio and associated costs or retail rates. These approaches would also allow unique rate profiles by customer class that could be managed and priced according to prescribed power supply objectives.
The procurement activities undertaken by Mr. Palmerton at the Pooling Authority were facilitated by close interactions with various Scheduling Coordinators. PWRPA employed the services of ACES Power Marketing as SC agent (PWRPA was the actual SC in the CAISO’s eyes), and Viasyn Inc. as SC for contracted Renewable Resources. Key elements of the SC interface include appropriate deal capture oversight so that purchases and sales of power supply contracts are captured by the SC “front” office and that transaction information flows through to the “Back” Office managing settlements.
Another key element included coordinating with the SC’s “Middle” Office, to be sure the various procurement vehicles, contracts and enabling agreements had appropriate credit support and transaction authority limits in place prior to real-time operations.