MTS Working Group
September 8, 2015
Introduction
• More Than Smart
• Mission – Enabling state integrated distribution grid efforts
1.
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3.
Continue the work of CA MTS Working Group - today
Push to help other state distribution grid efforts around country
Communications & Outreach push for other states to utilize MTS work
• Areas of Focus
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Operationalizing distribution grid planning work
Funding to be a mix of foundation, membership and state/federal grants
Two main MTS forums –MTS Working Group & Regular open webinars
Subgroups for quick turn-around as required
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MTS Working Group Purpose
Provide an open, voluntary stakeholder forum
to educate and discuss core issues toward
identifying potential common ground regarding
the evolution of California’s distribution system
and the seamless integration of DER to meet
customers’ needs and public policy. The
discussions will be for the benefit of the
participants and may be made public without
specific participant attribution
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More Than Smart
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Tony Brunello, More Than Smart tbrunello@morethansmart.org
Paul De Martini, MTS/ICF International paul.demartini@icfi.com
Laura Manz, MTS/ICF International laura.manz@icfi.com
Michael Murray, MTS/Mission:Data mmurray@morethansmart.org
• Deborah Shields, MTS dshields@morethansmart.org
• Annie Howley, MTS ahowley@morethansmart.org
MTS meetings, webinars and information exchange are designed solely to provide a forum or means for
the expression of various points of view in compliance with antitrust laws. Under no circumstances shall
MTS activities be used as a means for competing companies to reach any understanding, expressed or
implied, which tends to restrict competition, or in any way, to impair the ability of participating members
to exercise independent business judgment regarding matters affecting competition or regulatory
positions.
Proprietary information shall not be disclosed by any participant during any MTS meeting or its subgroups.
In addition, no information of a secret or proprietary nature shall be made available to MTS or its
membership. All proprietary information which may nonetheless be publicly disclosed by any participant
during any MTS meeting or its subgroups shall be deemed to have been disclosed on a non-confidential
basis, without any restrictions on use by anyone, except that no valid copyright or patent right shall be
deemed to have been waived by such disclosure
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Agenda
9:00-9:15am
Introductions
9:15–10:30am
Presentations (about 15 minutes each) and group
discussion to explore various views on integrated
distributed planning process
10:30-noon
Facilitated discussion to define IDPP and identify key
components to frame further evaluation by WG
Lunch
12:30-1:30pm
Continuation of IDPP discussion
1:30-3:00pm
Discussion of DER portfolio scope and overall
schedule of activity for working group - scope,
timing, subgroups
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Context: Evolution of DRP
No. of Benefit Categories &
Sophistication of Analysis
Discussion framework from Phase 1
Run
Jog
Walk
2015-1H 2016
System-wide DRPs incl.
Locational Societal Benefits
System-wide DRP including LTPP
& TPP locational benefits
Visibility & Initial DPA Locational Benefits
2H 2016-2019
2020+
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Integrated Distribution Planning Process
- develop a working definition
Presentations by MTS Members
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IDPP Presentations by:
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Heather Sanders, SCE
Ryan Hanley, SolarCity
Will Speer, SDG&E
Lorenzo Kristov, CAISO
Mark Esguerra, PG&E
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Integrated Statewide Planning Process Alignment
L. Kristov, CAISO
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There are two aspects to the DRP process alignment
1.
Optimally align new DRP cycle with the existing structure of IEPRLTPP-TPP
• State agencies & legislature are concerned that all procurement &
planning processes utilize consistent & up-to-date assumptions
• IEPR-LTPP-TPP alignment created in 2013-14 achieves this for those
processes
• DRPs & DER adoption projections & impacts will be key elements of
assumptions & scenarios for procurement & planning
•
Many DER types reflected in DRPs are load modifiers that need to go
into the IEPR demand forecast
• A needed next step is to map the content & timing of important
inputs & outputs between DRPs & the other processes
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Second aspect –
2.
Distribution investment proposed in DRPs must be input to utility GRCs
• Required by PU Code Sec 769
• Three IOU GRC cycles are three years long & staggered
• IOUs perform annual internal distribution planning processes to plan
each year’s infrastructure build-out, based on their own latest GRC
approved funding
• What is relationship between existing annual planning process and
new DRP cycle?
• How to define the future DRP cycle to address both aspects of the
problem?
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Process suggestions
Inter-agency group to address first aspect
• Existing inter-agency process alignment group (CPUC-CEC-ISO)
describes & maps most important inputs & outputs
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Engage broad group of CPUC staff working on various CPUC procurement
proceedings (LTPP, RPS, EE, DR, Storage, RA)
• Present inter-agency work to IOUs for comment & revisions
MTS Subgroup to address second aspect
• Develop initial framework
Full MTS working group
• Reviews draft framework presented by subgroups for feedback
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Integrated Distribution Planning Process (DPP) develop an end-to-end framework
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Integrated Distribution Planning Process (DPP)
• DPP/DRP timing considerations
• Relationship with interconnection processes (Rule 21, SGIP)
• Enhancements to improving methodologies/assumptions of
analyses
• Data Access & Transparency - which data needs to be shared?
• Coordination Topics
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Integrated Distribution Planning Process (DPP)
Enhancements to improving methodologies/assumptions of analyses
• Integrated Capacity Analysis
• Additional locational value components and enhancements to methods
• Scenario enhancements (incl. DER forecasting)
• And any enhancements
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Integrated Distribution Planning Process (DPP)
Data Access & Transparency - which data needs to be shared?
• Hosting Capacity refinements?
• Locational Value
• Planned Expenditures (capital and OpEx)
• Data Access (incl. mechanisms for sharing i.e. RAM maps, etc.)
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Integrated Distribution Planning Process (DPP)
Coordination Topics
• DRP/IDSR/other proceedings
• Alignment of DPP with TPP/LTPP/IEPR
• CAISO coordination whitepaper
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DER Sourcing Structures
& Portfolio Management Scoping Discussion
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Planning and Sourcing
• Planning driven definition of distribution needs
• DER Portfolio framework and development considerations
• DER Sourcing (rates/pricing, programs, procurements)
considerations
• DER portfolio operational “dispatch” consideration (“merit
order
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DER Services Portfolio Development & Operations
For illustration only
DER Services Development
DER Portfolio Development
DER Portfolio Management
(Renewable DG, Storage, DR, EE, EV &
Power Electronics)
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DER Services Lifecycle Process
DER settlement &
performance results feed
into next distribution
planning cycle
DER deliver value as
measured against specific
performance metrics
Portfolio
Management
Identify grid needs & locational
value based on operational &
engineering requirements
Portfolio
Development
Specific services are identified
and various sourcing
mechanisms are employed
Sourcing results from competitive
market are assessed against need
and any gaps are identified
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Nested Locational Portfolios
Potentially DR/DER
providing value at
multiple levels will
create nested
relationships that
will need to be
considered
Regional Portfolio
DLAP Portfolio
LMP/LCR Portfolio
Distribution Value
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DER Value Components for Distribution
Propose to Define Specific Services & Performance Requirements
Distribution
Value Component
Definition
Subtransmission, Substation & Feeder
Capacity
Reduced need for local distribution system upgrades
Distribution Losses
Value of energy due to losses between wholesale transaction and
distribution points of delivery
Distribution Power Quality + Reactive
Power
Improved transient & steady-state voltage, reactive power optimization and
harmonics
Distribution Reliability + Resiliency+
Security
Reduced frequency and duration of individual outages & withstand and
quickly recover from large external natural, physical and cyber threats
Distribution Safety
Improved public safety and reduced potential for property damage
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DER Portfolio Development & Management
• The identified services needed and the respective
sourcing mechanisms employed create locational
portfolios
DER Portfolio
• Local portfolios can be developed through the use of:
• Pricing – Rates & Markets
• Programs – EE & DR
• Procurements
• These portfolios also aggregate Bulk Power System
values that need to be considered and managed
• Development of an optimal portfolio including DSM
rates and programs with competitively procured DER
services should be discussed by the IDSM proceeding
• From a market development perspective, this could
include consideration of the effect of portfolio
allocation between the 3 P’s on market development
and overall portfolio net benefits effectiveness
• From a quantitative perspective, this could include
identifying the option value, if not explicitly
understood and the covariance among the various
elements in relation to each other to create an
optimal mix
Pricing
Programs
Procurement
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Planning and Sourcing Considerations
Distributed Energy Resource Sourcing
• Attributes
• Technical requirements by value component
• Commercial considerations
• Control
• Sourcing Consideration
• Timing
• Prioritization
• Distribution merit order
• Allocation
• Interrelationship of Portfolio Categories (EE, DR, DS, DG, EV,
etc.)
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DER Portfolio framework & development considerations
• Current Customer tariff composition
• Scenario for change in tariffs
• LMP Nodal Forecasts (CAISO change to Plexus to be more
granular to LMP Nodes)
• Scenarios linked to ICA
• DSO described barriers – how to consider
• Deferral framework
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WG Deliverables
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WG Deliverables
• Recommendations on an integrated Distribution Planning
Process for system-wide implementation by _______.
• Recommendations to enhance planning scenarios regarding
granularity and DER forecasting
• Recommendations on data sharing and related mechanisms
• Recommendations on IDPP to CA state-wide planning
processes alignment
• Development of a framework for the intersection of planning
and DSR/DER sourcing
• Development of a framework for “DER alternatives”
evaluation and related “merit order ”
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MTS Working Group
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