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Power Past & Present

The Los Angeles Department of Water and Power (LADWP) supplies more than 26 million megawatt hours of electricity a year for the City of Los Angeles.

History

Entrance to LADWP Headquarters at 207 South Broadway 1909

The construction of the Los Angeles Aqueduct brought a reliable source of water to the arid city of Los Angeles. However, the aqueduct did much more than quench the city’s thirst, it also brought power to Los Angeles.

During the building of the aqueduct, the LADWP brought online Los Angeles’s first power plant—located at Division Creek and built in 1905—to supply hydroelectric power for the aqueduct’s construction.

The Bureau of Los Angeles Aqueduct Power (forerunner to the LADWP) was established in 1909, with Ezra F. Scattergood named as chief electrical engineering. As William Mulholland's counterpart for the Power System, Scattergood became the driving spirit in the development of the municipal electric system.

L.A. Grows

Historical image of the City of Los Angeles at night from the hills

As Los Angeles grew, the LADWP continued to face the challenges of providing sufficient water and electricity to the booming city. LADWP built San Francisquito Power Plant 1, north of Los Angeles, in 1917, marking its first step in becoming an independent electricity provider. LADWP continued to acquire smaller electric companies and, by 1939, was the sole provider of electricity for the city.

As more people moved to Los Angeles, the LADWP joined partnerships to bring power from Boulder Dam (now Hoover Dam).

A 266-mile transmission line was erected from the dam to downtown Los Angeles. It was the first time the LADWP ventured out of state to bring power and set a precedent to join consortiums to build power plants in Utah, Arizona, and Nevada.

After World War II, the city’s population grew to 2 million people, and with it, so did the LADWP’s power base. In the 1950s and 1960s, the LADWP added a number of power plants including the Owens River Gorge Hydro-Electric Project, Valley Generating Station, Scattergood Generating Station, and Haynes Generation Station to accommodate power needs.

Power Reliability

Since 1970 and into the 1990s, the LADWP has focused on reliability to ensure smooth power supply by diversifying its energy portfolio. LADWP also began advocating the feasibility of using renewable resources and alternative energy. For instance, the LADWP launched pioneering efforts to promote solar energy and clean hydrogen fuel cell power generation.
In recent years, the utility industry has faced significant challenges and changes in structure, regulations, and technology.

Rolling blackouts and skyrocketing wholesale prices of electricity triggered a crisis in California during 2000 and 2001. LADWP and its customers were shielded from these events as the LADWP transformed itself into a lean, efficient utility able to successfully compete in the deregulated marketplace.

Committed to improving power system reliability, the LADWP established the Power Reliability Program (PRP). The PRP provides a blueprint for ensuring continued reliable energy service for future generations of Los Angeles residents. LADWP implemented the PRP through a two-pronged approach—rebuilding infrastructure and proactive maintenance—and will invest more than $1 billion in the program over the next 5 to 15 years. The goals of the PRP include:

  • Reducing temporary circuits
  • Replacing distribution transformers, poles, and underground cable
  • Reducing frequency and duration of system interruptions
  • Training Electric Distribution Mechanics, Electric Mechanics, Steam Plant Assistants, and Electric Station Operators.

Going Green

LADWP is also moving forward with an aggressive program of reducing pollution, promoting energy efficiency, and, providing as well as generating, renewable sources of power.

Since 2000, the LADWP’s energy resource planning has been guided by a comprehensive Integrated Resource Plan (IRP). The IRP is a long-term strategic energy plan designed to ensure that Los Angeles' future energy needs are met, regulatory requirements are satisfied, and environmental goals are achieved. The IRP is guided by the following objectives:

  • Maintain a high level of electric service reliability
  • Maintain competitive rates
  • Exercise environmental stewardship
View from ground towards steam stack and cooling pipes

LADWP adopted its first IRP in 2000 to address Los Angeles' energy needs at a time when significant changes were being made to the structure and regulation of the electric utility industry in California. In 2000 and 2001, rolling blackouts affected system reliability and wholesale prices for electricity in California and the West skyrocketed. Fortunately, the LADWP’s customers were shielded from the majority of these events because of the LADWP’s prudent planning and preparations.

The 2000 IRP laid out a series of repowering projects designed to upgrade generating facilities with cleaner and more efficient technology ensuring future reliability and meeting environmental standards. Under the 2000 IRP, repowering projects were completed at Valley and Haynes Generating Stations where two cleaner, more efficient combined cycle natural gas and steam units were installed and older units taken out of service. Additionally, five natural gas combustion turbine units, designed for a quick start-up to provide “peaking” power, were installed at Harbor Generating Station and one “peaker” was installed at the Valley Generating Station. Since 1989, when the LADWP first began upgrading older generating units to be cleaner and more efficient, nitrogen oxide emissions have been reduced about 90%, efficiency has increased 30 to 40%, and carbon dioxide emissions from these plants have been reduced by 30 to 40%.

Since 2004, the LADWP has also been modernizing the seven units of the Castaic Pumped-storage Hydroelectric Plant. This multi-phase process began in 2004 and is expected to continue through 2013. To date, modernization of five units has been completed. The refurbishment is projected to increase the efficiency of the units and add up to 80 megawatts of additional capacity.

Integrated Resource Plan

Photo from ground looking towards two Power Windmills

As the decade progressed, society began focusing more on environmental concerns, particularly the effects of global warming created by greenhouse gas (GHG) emissions. In the mid-2000's, the LADWP began planning to bring more renewable energy online in response to state legislation and at the direction of the Mayor and City Council. In 2007, the Integrated Resource Plan (IRP) provided a roadmap to guide the LADWP in meeting aggressive Renewable Portfolio Standard (RPS) goals of obtaining 20% of all retail energy sales to customers by the end of 2010. The 2007 IRP also laid out a strategy for reducing GHG emissions to meet the California Global Warming Solutions Act of 2006. Toward the end of the decade, the LADWP began an ambitious update of the IRP to guide the LADWP for the next 20 years.

The 2010 Integrated Resource Plan lays out alternative strategies for increasing renewable energy and reducing GHG emissions from the LADWP power plants while maintaining power reliability, meeting state and federal regulations, and minimizing financial impact on its customers. The final draft was developed with significant input from customers and other stakeholders after a series of public meetings.

By the end of 2010, faster than any other major power utility in California, the LADWP met its goal of 20% renewables due to Pine Tree Wind Farm and a number of other wind projects that have come online since 2009. In terms of climate change, the LADWP has already reduced carbon dioxide emissions to 22% below 1990 levels.

Through these and other initiatives, the LADWP continues to set the standard for excellence in public power.

Ezra Scattergood

Portrait of Ezra Scatter good

Ezra Scattergood, the father of municipal power in Los Angeles, was a pioneer who devoted his life to bringing ample supplies of electric energy to Los Angeles. As the founder and first leader of the city’s municipal Power System, Scattergood succeeded in providing Los Angeles with the low-cost electricity it needed to grow and prosper.

Scattergood spent more than three decades at the helm of the Power System and his foresight, dedication, and achievements helped Los Angeles reach its present status as one of the premier cities in the world. As Cosmopolitan magazine stated in 1947, “Probably nobody has contributed more to the creation of this phenomenal Western metropolis than Ezra Frederick Scattergood.”

Commitment to Public Service

Born on a New Jersey farm in 1871, Scattergood decided early to devote his life to public service believing that “satisfaction in life is proportional to one’s usefulness, and not money accumulation.”

After graduating with a Bachelor of Science degree from the Electrical Department at Rutgers University, he earned his Master’s degree in Mechanical Engineering from Cornell University. He then spent several years as a professor of electricity and experimental engineering at the Georgia School of Technology.

During this period, Scattergood’s personal life also grew. He married Lulie Chilton in 1901, and became a father several years later when their only child, Elizabeth, was born.

He moved to Los Angeles in 1902, spending several years as an electrical engineer. Four years later, he entered public service when the city retained him as a consulting engineer to plan and develop hydroelectric power for the construction of the Los Angeles Owens River Aqueduct. After studying plans for the aqueduct, Scattergood decided to place power plants at the end of a tunnel under Elizabeth Lake. The electric revenues from the plants helped pay for the tunnel and reduced construction costs of the aqueduct.

As he worked on the aqueduct plants, Scattergood came to believe that Los Angeles' destiny rested upon an abundant supply of low-cost water and electricity. He also believed that the municipal distribution of these resources was tremendously important for the city’s growth and prosperity.

“Water and hydroelectric power are fundamental and vital necessities in our Southwestern country, with its slight rainfall and both limited and costly fuel supply,” Scattergood said. “These utilities are the basis and measure of our progress. They are locked up in our natural streams and to possess the key is to control the destiny of our people.”

Scattergood was in a position to implement these ideas in 1909 when he was appointed as the chief electrical engineer of the Bureau of Los Angeles Aqueduct Power (Bureau). Two years later, voters approved a charter amendment that established a municipal power system called the Bureau of Power and Light of which Scattergood was again named chief electrical engineer.

Under his supervision, hydroelectric plants were built along the Los Angeles Owens River Aqueduct. The success of these plants enabled the Bureau to buy out most of the private power companies in Los Angeles. The largest acquisition came in 1922 when the Bureau purchased the Southern California Edison’s distribution system in Los Angeles.

In Search of Low-Cost Power

Scattergood realized Los Angeles needed more electricity to sustain its rapidly growing population. He pointed out that inexpensive power would create an opportunity for thousands of workers migrating to the area in increasing numbers. In 1920, he pushed for a bill authorizing the construction of the Boulder Canyon Project (Hoover Dam). Despite attempts to discredit the project, Scattergood helped convince Congress in 1928 to pass the legislation and allow construction of the dam and a hydroelectric power plant.

He also negotiated a $23 million loan from the government to finance construction of the 266-mile Boulder Transmission Line, a giant undertaking that would bring electricity over deserts and mountains to Los Angeles. In 1936, the Boulder lines were completed and became the highest voltage long-distance transmission system in the world at that time.

In 1937, the Bureau of Power and Light consolidated with the Bureau of Water Works and Supply and became the Los Angeles Department of Water and Power (LADWP). LADWP became the sole distributor of power in Los Angeles after purchasing the electrical system of the Los Angeles Gas and Electric Corporation.

During the next few years, Los Angeles exploded into a booming metropolis, and under Scattergood’s leadership, the LADWP kept pace with rapid changes by constructing new facilities and seeking new energy supplies. Meanwhile, Scattergood continued to push for low-cost power to support industrial expansion. Low rates became the backbone of Los Angeles’ industrial development and spurred even more growth in the city.

Scattergood remained at the helm of the Power System for 31 years. He was appointed to the National Power Policy Committee on Preparedness by President Franklin Delano Roosevelt and continued as chief electrical engineer until 1940. After retiring, he remained busy as an advisory engineer to the LADWP and one of the founders and president of the American Public Power Association.

When Scattergood died in 1947, he left a rich legacy. Under his direction, the Power System grew from an organization with one employee into the largest municipal utility of its kind in the world. His quest to bring low-cost, abundant energy to Los Angeles helped turn the city into the premier metropolis it is today.

As Mayor Fletcher Bowron once said, “It is difficult to overestimate the tremendous contribution (Scattergood) has made to Los Angeles and for the benefit of people of this community.”

Power Today

Photo of solar car port with the John Ferraro Building in the background

Today, the LADWP supplies more than 24 million megawatt-hours of electricity a year for the City of Los Angeles' 1.4 million residential and business customers. As the largest municipal electric utility in the nation, the LADWP’s Power System is vertically integrated—the LADWP both owns and operates the majority of its generation, transmission, and distribution systems. LADWP's model is time-tested and simple: a reliable and increasingly diverse supply of power, coupled with stable rates that are among the most affordable in the nation. This combination has effectively fueled the growth of Los Angeles for more than a century.

To improve system reliability and to ensure that power supplies continue to meet the needs of the City of Los Angeles for the next 100 years, the LADWP is spearheading an aggressive program to enhance generation capacity, modernize transmission and distribution infrastructure, assure power quality, and identify cost-saving, environmentally sensitive efficiencies.

Power Reliability Program

LADWP Power Crew

The Power Reliability Program (PRP) is a comprehensive, long-term power reliability program developed by the LADWP to replace aging infrastructure and make permanent repairs to generation, transmission, and distribution infrastructure that has failed during recent outages. Through the program, the LADWP plans to accelerate the replacement of transformers, poles, underground cables, underground vaults, station transformers, distribution and receiving stations, and modifications to existing stations. LADWP also plans to install new control, integrated central monitoring and dispatch systems needed to facilitate reliable and secure system operations. Additionally, the LADWP will increase staffing and modify its staff training programs accordingly.

The goals of the program include:

  • Reducing temporary circuits
  • Replacing distribution transformers, poles, and underground cable
  • Reducing frequency and duration of system interruptions
  • Training Electric Distribution Mechanics, Electric Mechanics, Steam Plant   Assistants, and Electric Station Operators

Integrated Resource Plan

LADWP Crew members working on installing solar panels on flat rooftop of building.

LADWP energy resource planning has been guided by a comprehensive Integrated Resource Plan (IRP). The IRP is guided by the following objectives:

Maintain a high level of electric service reliability 

Maintain competitive rates 

Exercise environmental stewardship

The 2010 Integrated Resource Plan lays out alternative strategies for increasing renewable energy and reducing greenhouse gas (GHG) emissions from the LADWP power plants, while maintaining power reliability, meeting state and federal regulations, and minimizing financial impact on its customers. The final draft was developed with significant input from customers and other stakeholders after a series of public meetings.

High-level recommendations include:

  • Invest in grid reliability to reduce the number and length of outages. This recommendation identifies such performance metrics as replacing 92,000 poles and 45,600 transformers over the next 20 years.
  • Modernize power plants to improve reliability and integration of renewable energy. Action items include building six quick-start generating units at Haynes Generating Station, developing ultra-efficient generating units at Scattergood Generating Station, and replacing ocean water cooling systems with dry cooling systems at these plants.
  • Transition away from coal earlier than required to reduce GHG emissions. Specifically, the IRP recommends divesting ownership in Navajo Generating Station in Nevada by 2014, which would reduce the LADWP’s GHG emissions by 10.5 million metric tons (MMT)—roughly the same as removing 350,000 cars from the road.
  • Expand local solar generation from 40% to 50% of the City of Los Angeles' total solar output. Efforts include establishing a feed-in tariff program and building solar on city properties. This recommendation will produce 400 to 500 megawatts (MW) of solar power (enough to power 150,000 homes), boost the solar industry and jobs in Los Angeles, improve reliability, and reduce grid congestion during hours of highest energy use.
  • Reduce energy use by customers through energy efficiency and conservation programs such as rebates for energy-saving appliances and public education. LADWP expects to save 1,800 gigawatt-hours (GWH) through these efforts. That equates to removing 195,000 cars from the road or 300,000 homes from the grid.
  • Invest in Smart Grid technology such as two-way automated meters and automated distribution and transmission lines. Through Smart Grid investments, the LADWP's customers will be able to better manage their energy use. Such investments also improve reliability, provide instantaneous outage information, and increase efficiency.

Going forward, the 2010 IRP will guide the LADWP’s energy resource planning to ensure that the City of Los Angeles’s future energy needs are met, regulatory requirements are satisfied, and environmental goals are achieved.

Sustainability

Photo of Pine Tree Wind Farm

Renewable Portfolio Standard

Through the active procurement of renewable resources, the LADWP has increased the renewable energy component of its resource mix from 3% in 2003 to nearly 20% by the end of 2010.

Energy Efficiency

LADWP continues its commitment to energy efficiency through numerous programs and services to customers. These programs and services encourage the adoption of energy-saving practices, installation of energy-efficient equipment, and reduce the LADWP's use and loss of energy required in power grid enhancements. Combined, these efforts will cut 7% of total energy use over the next 20 years. Since 2000, the LADWP's energy efficiency programs have reduced long-term peak period demand by approximately 271 megawatts (MW), resulting in 894 gigawatt hours (GWh) of energy savings.

Emissions Reduction

Carbon dioxide emissions from power generation are 22% lower than 1990 levels through the sale of Colstrip Generating Station and the partial sale of Mojave Generation Station. Mojave Generating Station has been removed from service.

Once-Through Cooling

LADWP has reduced the use of once-through ocean water cooling by 17% since modernizing its in-basin generation fleet.

Castaic Power Plant Modernization

The seven units of the Castaic Pumped-storage Hydroelectric Plant are currently being rotated out of service for modernization. This multi-phase process began in 2004 and is expected to continue through 2013. To date, modernization of five units have been completed. The refurbishment is projected to increase the efficiency of the units and add up to 80 MW of additional capacity.