N-1Distributed Energy Resource Integration Roadmap Cover Letter and Attachments
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Distributed Energy Resource Roadmap The DERIR was prepared by Dunsky Energy + Climate Advisors (Dunsky). Dunsky was commissioned by NS Power to support the DERIR by drawing on jurisdictional research, stakeholder perspectives, and professi...
AI summary The Distributed Energy Resource Integration Roadmap (DERIR) was developed by Dunsky Energy + Climate Advisors for NS Power, informed by stakeholder input and past DER integration efforts. It outlines twelve strategies and twenty-eight initiatives to enable DER integration in Nova Scotia. The DERIR is a shared strategic framework, not owned by any single entity, and will be discussed with stakeholders and updated for the NSEB.
Pillar 2: Enabling DER Participation This pillar focuses on creating the conditions that allow customers and third parties to adopt and participate in DER programs. Priorities include customer engagement, equity considerations, enabling te...
AI summary Pillar 2 focuses on enabling distributed energy resource (DER) participation by creating conditions for customer and third-party engagement, addressing equity, enabling technologies, demand response, time-varying rates, and future DER compensation and procurement frameworks.
Advanced Distribution Management Systems (ADMS) Advanced Metering infrastructure (AMI) Behind the Meter (BTM) Benefit Cost Analysis (BCA) Critical Peak Pricing (CPP) Distributed Energy Resources (DERs) Distributed Energy Resources Integrat...
AI summary The text lists various terms and acronyms related to energy management, grid technologies, and regulatory frameworks in Nova Scotia, including advanced metering, distribution systems, and demand-side management initiatives.
What are DERs? DERs are flexible loads or generators enabled by smart technologies that interact with the electricity system at the distribution level. They may be directly connected to the distribution grid (front of the meter) or located...
AI summary Distributed Energy Resources (DERs) are flexible loads or generators enabled by smart technologies that interact with the electricity system at the distribution level. They can be connected to the grid or located on customer property and include examples like battery storage, solar generation, and demand response technologies. Their adoption supports a more flexible, bidirectional grid and an affordable, reliable, and clean electricity system.
State of Play in Nova Scotia In Nova Scotia, DER adoption and electrification has increased. From 2019 to 2024, EV vehicle registrations have increased significantly from 160 annual registrations in 2019 to over 2,800 in 202[4](#page-14-0)...
AI summary Nova Scotia has seen significant growth in DER adoption and electrification, with EV registrations increasing from 160 in 2019 to over 2,800 in 2024, and net-metering interconnections tripling. Heat pump installations are also growing, with the 2026 Load Forecast Report projecting that 50% of homes will use heat pumps for heating by 2026. This growth is expected to increase system peak demand by 28% between 2024 and 2035, necessitating proactive planning.
• STEP 1: OPTIONS IDENTIFICATION A jurisdictional scan of North American utilities' DER integration efforts was conducted. The scan compared Nova Scotia's efforts with other utilities, identified best practices, and mapped the range of opt...
AI summary A jurisdictional scan of North American utilities' DER integration efforts was conducted to compare Nova Scotia's efforts with others, identify best practices, and map available options. Findings are integrated into the report to support decision-making, with additional details in a supplementary document.
Summary of Roadmap The DERIR is built around three core pillars - 1. Planning for DERs proactively to leverage DERs as a resource for meeting emerging system needs. Planning supports coordinated governance, analytical foundations, and regu...
AI summary The DERIR is structured around three pillars: planning for DERs, enabling DER participation, and integrating DERs. These pillars aim to support coordinated governance, stakeholder alignment, and operationalization of DERs through strategies and initiatives. The roadmap includes 12 strategies and 28 initiatives based on stakeholder input and internal knowledge.
TABLE 1: DERIR PILLAR, STRATEGY, AND INITIATIVE PRIORITIZATION PILLAR 1: PLANNING FOR DERS STRATEGY INITIATIVE PRIORITY 1.1 Stakeholder 1.1.1 Governance Model FOUNDATIONAL Coordination 1.1.2 Stakeholder Coordination Framework FOUNDATIONAL...
AI summary The table outlines the DERIR (Distributed Energy Resources Integration Roadmap) pillars, strategies, and initiatives for integrating DERS (Distributed Energy Resources) in Nova Scotia. It emphasizes foundational and evolving strategies across planning, enabling, and integrating pillars, including governance, customer engagement, DER valuation, and grid modernization.
Overview Stakeholder coordination for DER integration planning is a structured process of working collaboratively across NS Power, IESO-NS, E1, NS Energy Board, DER providers, technical experts, communities, and other interested parties. C...
AI summary Stakeholders emphasize the need for stronger, structured coordination among NS Power, E1, and IESO-NS for DER integration planning. Clear governance, shared mandates, and regular communication are seen as essential to align assumptions, improve planning quality, and support upcoming milestones such as the Integrated Resource Plan (IRP), DSM Plan, and capacity procurements.
Qualitative Assessment / Rationale for Inclusion Criteria Assessment Rationale Jurisdictional Example Based on requirements outlined in House Bill 3141 (2021), Portland General Electric and Energy Trust of Oregon jointly developed a Utilit...
AI summary The document discusses the development of a Utility-Specific Action Plan by Portland General Electric and the Energy Trust of Oregon to coordinate DSM and DER activities, as well as the Ontario IESO's Transmission-Distribution Coordination Working Group to enhance coordination among stakeholders in the DER market.
Qualitative Assessment Criteria Assessment Rationale Dependencies Initiative 1.4.2 (DER Potential Studies) and 1.3.2 (NWA Framework) Strategy 2.2 (Customer Programs That Enable DER Adoption and Participation)
AI summary The document outlines the qualitative assessment of criteria related to dependencies for Initiative 1.4.2 (DER Potential Studies), Initiative 1.3.2 (NWA Framework), and Strategy 2.2 (Customer Programs That Enable DER Adoption and Participation). The rationale section is currently empty.
Overview This strategy examines the planning and analytical capabilities needed to support efficient, equitable, and cost-effective DERs. It leverages existing electricity system intelligence tools, such as hosting capacity maps, to active...
AI summary This strategy focuses on DER planning and analytical tools to support efficient and cost-effective integration. Stakeholders recommend stronger coordination between NS Power, E1, and IESO-NS to reduce costs and align assessments with DSM planning. Annual updates to hosting capacity data and targeted locational analyses are suggested to guide DER siting and program design.
Overview This strategy does not propose bypassing established legislative and regulatory processes. Instead, it recognizes that as the electricity system and DER landscape evolve, policy and regulatory frameworks in Nova Scotia may also ne...
AI summary This strategy emphasizes the need for regulatory adaptation to support DER innovation and flexible utility planning. Stakeholders stress the importance of regulatory oversight at all stages, express concerns about delays from slow processes, and raise questions about alignment with ongoing NSEB proceedings and affordability.
Qualitative Assessment Criteria Assessment Rationale Nova Scotia Context Consideration should be given where different regulatory models exist for different entities in Nova Scotia. For example, customer equipment incentives and demand res...
AI summary The document discusses regulatory models in Nova Scotia, highlighting differences in approaches for entities like E1 and NS Power. It notes that E1's demand response and customer equipment incentives are subject to NSEB approval, while time-varying rate pilots require formal regulatory proceedings. An example from Ontario's OEB Innovation Sandbox is provided as a jurisdictional comparison.
Overview Customer engagement is key to building awareness and trust, developing DER programs which reflect Nova Scotians' needs and enabling broad participation. Simplicity and accessibility are also critical. If customers struggle to unde...
AI summary Customer engagement is crucial for developing effective DER programs that meet Nova Scotians' needs and ensure broad participation. Stakeholders emphasized the importance of equity, clear parameters, and coordinated messaging to avoid confusion and improve program outcomes. There were calls for more targeted approaches and stronger education to address barriers and increase participation, especially among small businesses.
Overview There are multiple ways to enable customer DER adoption and participation. Some are better suited to specific DER technologies or customer use cases, and in many cases the most effective approach is a combination of mechanisms. Ju...
AI summary The document emphasizes the need for coordinated strategies to enable customer adoption of DER technologies, highlighting affordability, funding, and cost allocation as key considerations. Stakeholders stress the importance of aligned branding, messaging, and backend coordination between NS Power and E1 to avoid conflicting programs and ensure a seamless customer experience. Suggestions include using pilot programs, adopting common evaluation models, and aligning incentive structures with grid needs.
Roadmap Initiatives 2 2 1 Equipment Incentive Programs FOUNDATIONAL Description Targeted incentives encourage and enable DER technology adoption and transform consumer equipment purchases into grid assets. Many DER technologies cost more u...
AI summary The document discusses equipment incentive programs aimed at encouraging the adoption of DER technology by reducing upfront and operating costs through rebates, discounts, and tax credits. It highlights the need for periodic program reviews and the coupling of incentives with demand response programs.
used to enhance future programming, including expanding DR programs to other sectors/customers and/or advancing DR integration.
AI summary The text discusses the potential to enhance future programming by expanding Demand Response (DR) programs to other sectors and customers, as well as advancing DR integration.
Qualitative Assessment of Demand Response Programs Criteria Assessment Rationale Strategic Fit ●●● HIGH DR programs are aligned with broader grid modernization and electrification objectives and allow Nova Scotia to build on existing knowl...
AI summary The qualitative assessment highlights that demand response (DR) programs in Nova Scotia are strategically aligned with grid modernization and electrification goals. They provide benefits such as peak shaving and emission reductions, but their success depends on customer participation and DERMS integration. While DR programs are cost-favorable and require limited infrastructure investment, risks include underperformance and loss of stakeholder confidence if not properly managed.
ROLES AND RESPONSIBILITIES Recent governance reforms have reshaped the institutional landscape of Nova Scotia's electricity sector. IESO Nova Scotia is responsible for bulk electricity system planning and management, NS Power is responsibl...
AI summary Recent governance reforms in Nova Scotia's electricity sector have redefined institutional roles, with IESO Nova Scotia managing bulk electricity planning, NS Power handling asset and distribution planning, and E1 leading DSM programs. The need for clarity on DERIR leadership and accountability among key institutions is highlighted to support DER integration.
A LIVING AND ADAPTIVE ROADMAP Roadmaps are prepared at a specific point in time. To remain relevant and effective, roadmaps should be treated as a living document. Typically, strategies, initiatives, and priorities are periodically reviewe...
AI summary This section emphasizes the importance of treating roadmaps as living documents that require periodic review and updates to remain relevant. Updates should align with changes in system conditions, new information, and developments in policy, regulation, and the market, while considering other relevant actions such as studies, DSM planning, and IRP processes.
Strategic fit was scored based on alignment across five perspectives. Criteria Description Alignment (NS Power and Regulatory Direction) Degree initiative supports NS Power's efforts to provide reliable, affordable, and clean electricity,...
AI summary Strategic fit was evaluated based on alignment across five perspectives, including regulatory direction, E1's DSM efforts, government policy, stakeholder alignment, and market need. The initiative's benefits to the electricity system and customers are highlighted.
We assessed value qualitatively from three perspectives: electricity system, customer and society. Criteria Description System Capital Deferral Potential to defer or avoid distribution/transmission capital investments. System Reliability &...
AI summary The value of initiatives is assessed from three perspectives: electricity system, customer, and society. Criteria include system capital deferral, reliability, operational benefits, customer monetary and non-energy benefits, and societal value.
- Capture case studies of DER integration journeys and innovative efforts by leading utilities Utility Jurisdiction Status Overview of DER integration efforts Nova Scotia Emerging Have made progress integrating DERs with several rates and...
AI summary The document outlines the DER integration status of various utilities across North America, highlighting Nova Scotia's progress with pilot DR programs and DERMS testing, and other regions like Oregon and California leading with comprehensive planning and advanced DER integration strategies.
Why are utilities engaging in DER integration efforts: - 1. What key industry trends are shaping utilities' DER integration strategies? - 2. What key barriers or enablers are influencing DER implementation? (e.g., interdepartmental coordin...
AI summary The document outlines three key questions regarding DER integration efforts by utilities, focusing on industry trends, barriers/enablers, and internal/external drivers such as policy and regulations.
Key Trends and Drivers for Action Demand Growth Increased heating, transport, and industry electrification is driving significant demand growth requiring innovative solutions to maintain grid affordability and reliability Evolving Distribu...
AI summary Increased demand from heating, transport, and industry electrification is driving grid demand growth. DER penetration is creating a more distributed and dynamic grid, but many DERs remain unoptimized. Decarbonization targets are driving investments in clean energy, efficiency, and DERs. Nova Scotia Power is experiencing these trends and needs a strategic approach to DER integration.
Enabling - Limited customer awareness or understanding of DERs and programs - Existing compensation mechanisms may not align with the full value that DERs provide across generation and T&D systems - Limited coordination between stakeholder...
AI summary The text highlights challenges in enabling distributed energy resources (DERs), including limited customer awareness, misaligned incentives, regulatory uncertainty, and lack of coordination in integration and deployment. It also emphasizes the need for better data sharing, interoperability, and standardized protocols to optimize DER dispatch and mitigate system impacts.
Enabling Strategies - Rates: Time-varying rates such as time of use and critical peak pricing (sometimes specific to equipment like EV specific TOU rate), and net-metering for distributed solar - Programs: Demand response programs such as...
AI summary The document outlines enabling strategies for integrating distributed energy resources (DER) into the grid, including time-varying rates, demand response programs, competitive procurement processes, utility-owned DERs, and value-based compensation mechanisms for DERs.
NSPI's Progress - 2020 IRP completed with annual action plan updates. - IRP set a target of 75 MW of DR capacity by 2035 and modelled DERs - DR programs including smart thermostats, EV chargers, BESS - TVR programs (TOU, CPP, TOD rate) - U...
AI summary NSPI has completed its 2020 Integrated Resource Plan (IRP) with annual action plan updates, targeting 75 MW of demand response (DR) capacity by 2035. The plan includes DR programs such as smart thermostats, EV chargers, and battery energy storage systems (BESS), as well as time-varying rate (TVR) programs like TOU, CPP, and TOD rates. NSPI has also implemented AMI and piloted DERMs through SGNS, and established a utility-owned community solar garden in Amherst.
Planning Strategies - Integrated Resource Plan : PGE submits a Clean Energy/Integrated Resource Plan, which anticipates and plans for growing electricity demand and a pathway to achieving state GHG reduction targets. It emphasizes the impo...
AI summary PGE's planning strategies include an Integrated Resource Plan focusing on DERs and DR, a Distribution System Plan emphasizing grid modernization and DER integration, and a Transportation Electrification Plan addressing EV load management and forecasting.
Enabling Strategies - Rates: Time of day rate with an off-peak, mid-peak, and on-peak rate; net-metering for solar - Programs: Peak time rebate program is a behavioural DR program with an award of $1/kWh reduced; direct load control (DLC)...
AI summary The text outlines enabling strategies related to energy management, including time-of-day rates, peak time rebate programs, direct load control, and procurement of distributed solar with storage. It also discusses co-deployment efforts between PGE and Energy Trust Oregon to serve high energy burdened customers.
Spotlight: Highlights from Con Edison's Distributed System Implementation Plan Con Edison's Distributed System Implementation Plan is a comprehensive plan to achieve its future vision for its Distributed System Platform (that will forecast...
AI summary Con Edison's Distributed System Implementation Plan outlines key DER integration components, including NWA programs, utility-owned DERs, market integration, data sharing initiatives, grid modernization efforts, and stakeholder outreach. These strategies aim to support the integration of DERs into the grid and enhance system reliability and efficiency.
Hawaiian Electric- Customer Energy Resource Strategy
AI summary The document discusses Hawaiian Electric's Customer Energy Resource Strategy, focusing on distributed energy resources (DER), advanced distribution management systems (ADMS), and related technologies such as outage management systems (OMS), distribution supervisory control and data acquisition (D-SCADA), and fault location, isolation, and service restoration (FLISR). It also references geographic information systems (GIS), supervisory control and data acquisition (SCADA), and advanced metering infrastructure (AMI).
Spotlight: Highlights from Hawaiian Electric Company's (HECO) Customer Energy Resource Strategy HECO's Customer Energy Resource (CER) strategy centers around three "Cs" that are enabled through three "Ps": - Choice : Customers chose which...
AI summary HECO's Customer Energy Resource (CER) strategy focuses on choice, coordination, and collaboration, offering various rate designs, demand response programs, and procurement processes. The strategy emphasizes grid modernization and integrated grid planning, with investments in DERMS, AMI, and ADMS, and efforts to define advanced inverter interconnection standards.
DER Integration Governance with DSM Administrators In jurisdictions studied with independent DSM administrators, utilities typically lead DER planning, integration, rates and programs, while DSM administrators support by providing incentiv...
AI summary In jurisdictions with independent DSM administrators, utilities lead DER planning and integration, while DSM administrators support through incentives, customer recruitment, and EM&V activities.
Jurisdiction Utility DSM Administrator Roles and Responsibilities Nova Scotia The DERIR will clarify NSPI and E1's roles. Preliminary roles/responsibilities from SGNS: • NSPI: Procure DERMs, define program parameters, and call DR events •...
AI summary The document outlines the roles and responsibilities of various entities in different jurisdictions regarding distributed energy resources (DER). It highlights the division of tasks between utilities, DSM administrators, and other organizations in Nova Scotia, Vermont, Oregon, and Manitoba.
Risk, Uncertainty and Innovation
AI summary The section titled 'Risk, Uncertainty and Innovation' introduces a discussion on the integration of advanced technologies and strategies in the energy sector, focusing on distributed energy resources, grid modernization, and innovative approaches to managing risks and uncertainties in the system.
Innovation - Planning Risks: Planning processes are adapting to account for risk and uncertainty associated with when, where, and how many DERs will show up on a utility system. This includes scenario analysis, flexible signpost-based stra...
AI summary The text discusses innovation in utility systems, emphasizing planning, technology, and regulatory risks. It highlights the use of innovation funds, regulatory sandboxes, and pilot frameworks to support the integration of distributed energy resources (DERs) and test emerging technologies and strategies.