N-2NSPI (NSEB) RIR 1 to 5
35 passages
1 platform, this will occur through the aggregator or program construct in which the customer 2 has voluntarily enrolled. 3 4 (d) An aggregator is an entity that coordinates multiple, customer-sited DERs so that their 5 collective capabili...
AI summary The text defines an aggregator as an entity that coordinates customer-sited DERs and serves as an interface between customers and utilities. It also mentions EfficiencyOne's demand response programming as an example of the aggregator model in Nova Scotia.
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 creating conditions for DER participation through customer engagement, 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 document lists various terms and acronyms related to energy management, distribution systems, and regulatory processes in Nova Scotia, including technologies like Advanced Metering Infrastructure (AMI), regulatory frameworks such as the Integrated Resource Plan (IRP), and programs like On-Bill Financing (OBF).
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 directly to the grid or located on customer properties and include technologies like battery storage, solar generation, and demand response systems. Their adoption is increasing, requiring deliberate action to ensure 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 20241 [, a](#page-...
AI summary Nova Scotia has seen a significant increase in DER adoption and electrification, with EV registrations rising from 160 in 2019 to over 2,800 in 2024, and net-metering interconnections tripling. Heat pump installations are also increasing, with forecasts indicating that by 2036, 73% of homes will use heat pumps for heating. This growth is expected to increase system peak demand by 28% between 2024 and 2035, emphasizing the need for proactive planning.
NS Power and EfficiencyOne (E1) have deployed several initiatives to support DER integration . NS Power has deployed advanced metering infrastructure (AMI) and implemented several time-varying rates to encourage load shifting. E1 delivers...
AI summary NS Power and EfficiencyOne (E1) have implemented initiatives like AMI and time-varying rates to support DER integration. The Energy Reform Act has restructured Nova Scotia's electricity sector, creating the NSEB and IESO Nova Scotia to oversee energy matters and grid operations. These changes emphasize collaboration between multiple organizations for effective system management.
Guiding Principles The goal of the DERIR is to provide a path that unlocks both grid and customer benefits from DERs, to support a more affordable, reliable, and clean electricity system for Nova Scotia. The following principles will guide...
AI summary The DERIR aims to integrate distributed energy resources (DERs) in a way that delivers grid and customer benefits, ensuring affordability, reliability, equity, adaptability, and collaboration with stakeholders like E1 and IESO-NS.
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 (Distributed Energy Resources Integration Roadmap) is structured around three pillars: planning for DERs, enabling DER participation, and integrating DERs. These pillars aim to facilitate proactive DER integration, lower participation barriers, and ensure reliable and secure DER dispatch. A total of 12 strategies and 28 initiatives were prioritized 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 DERIR Pillar, Strategy, and Initiative Prioritization table outlines key strategies and initiatives for integrating distributed energy resources (DER) in Nova Scotia. It emphasizes foundational elements such as governance, stakeholder coordination, and DER valuation, alongside evolving and emerging initiatives like equity frameworks and grid modernization.
TABLE 2: DERIR GUIDING PRINCIPLES AND HOW THE ROADMAP ALIGNS WITH THEM DERIR Guiding Principles How The Roadmap Aims to Align with the Guiding Principles Beneficial The DERIR identifies actions with potential to unlock system, customer, an...
AI summary The DERIR (Distributed Energy Resources Integration Roadmap) outlines guiding principles such as being beneficial, affordable, reliable, equitable, adaptable, and collaborative. It emphasizes the integration of DERs while ensuring system reliability, cost management, and equitable distribution of benefits and costs. The roadmap also highlights stakeholder engagement and planning for evolving conditions.
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 successful DER integration. Clear governance, shared mandates, and regular communication are recommended to improve planning quality and align assumptions. This is especially important given upcoming planning milestones and regulatory decisions.
Qualitative Assessment / Rationale for Inclusion Criteria Assessment Rationale Description The coordination framework is designed to align planning, enabling, and integrating initiatives, supported by coordinated customer engagement, educa...
AI summary The coordination framework aims to align planning, enabling, and integrating initiatives through stakeholder engagement, education, and outreach. It supports technical working groups, advisory committees, and consultations to ensure DER planning initiatives are informed by diverse perspectives and aligned with regulatory frameworks and community needs.
Qualitative Assessment Criteria Assessment Rationale Ideally, a DER BCA framework should align with benefits and costs principles, Description methodologies and approaches consistent with established practice, like the National Standard Pr...
AI summary The document discusses the need for a Benefit-Cost Analysis (BCA) framework for Distributed Energy Resources (DER) in Nova Scotia, emphasizing alignment with established practices and considerations from other jurisdictions. It notes that DSM investments are evaluated using a Board-mandated BCA (PAC test) under the Public Utilities Act, while other investments follow the NSEB-approved Capital Expenditure Justification Criteria (CEJC). A recent BCA matter highlighted a debate on balancing cost-effectiveness with sustainable development goals.
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 The strategy outlines planning and analytical tools to support DER integration, emphasizing the need for coordination between NS Power, E1, and IESO-NS. Stakeholders recommend annual updates to hosting capacity data and targeted locational analyses to improve 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 due to slow processes, and raise questions about alignment with ongoing NSEB proceedings and affordability considerations.
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 the success of DER programs in Nova Scotia. Stakeholders emphasized the need for equity-focused program design, clear messaging, and stronger coordination to improve participation and address barriers. They also called for measurable equity targets and incentive structures that better support small businesses.
Roadmap Initiatives 2 2 1 Equipment Incentive Programs FOUNDATIONAL Targeted incentives encourage and enable DER technology adoption and transform consumer equipment purchases into grid assets. Many DER technologies cost more upfront than...
AI summary The document discusses initiatives aimed at promoting DER technology adoption through incentive programs. These programs reduce upfront and operating costs, enabling customers to choose equipment that supports a flexible grid. E1 currently offers various incentives and programs, including support for smart thermostats, heat pumps, and EV chargers, and participation in the Eco Shift DR program.
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 expansion of Demand Response (DR) programs to other sectors and customers, as well as the advancement of DR integration, which can be used to enhance future programming.
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 offer benefits such as peak shaving and emission reductions but depend on customer participation and integration with DERMS. While DR programs are cost-favorable due to limited infrastructure needs, risks include underperformance in peak reduction and loss of stakeholder confidence if not well-managed.
Qualitative Assessment of Compensation Frameworks Criteria Assessment Rationale Strategic Fit ● LOW DER compensation frameworks involve a high degree of coordination. Adjustments to the existing compensation framework will require careful...
AI summary The document evaluates DER compensation frameworks based on strategic fit, benefits, cost favourability, and risk management. It notes that while modernized frameworks can provide clear price signals, adjustments require stakeholder collaboration and may involve additional program administration and IT costs.
Overview This strategy aims to assess how alternative procurement pathways may complement customer programs to accelerate DER uptake in Nova Scotia, help reduce the cost of resource acquisition, promote operational efficiency, and foster c...
AI summary The document discusses alternative procurement pathways for DERs in Nova Scotia, focusing on centralized procurement and utility ownership models. Stakeholders expressed concerns about transparency, alignment with provincial goals, and the necessity of centralized or utility-owned models. They emphasized the need for clearer articulation of purpose, safeguards, and market impacts.
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 have redefined roles in Nova Scotia's electricity sector, with IESO Nova Scotia managing bulk electricity planning, NS Power handling asset and distribution planning, and E1 leading DSM programs. Clarity on DERIR leadership and accountability among institutions is needed 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 that roadmaps should be dynamic and regularly updated to remain relevant, considering changes in system conditions, policy, regulatory developments, and market trends. Updates should align with other initiatives like 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 The chunk discusses the scoring of strategic fit based on alignment across five perspectives, including alignment with NS Power, E1's DSM efforts, government policies, stakeholder expectations, and market needs. It outlines criteria for evaluating initiatives in terms of their benefits to the electricity system and customers.
- 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 text presents a table of case studies on DER integration efforts by utilities across various jurisdictions, highlighting the status and initiatives of utilities in Nova Scotia, Vermont, Oregon, Manitoba, Maine, Ontario, Newfoundland, Quebec, New York, California, and Hawaii. Nova Scotia is in the emerging stage with pilot programs and DERMS testing.
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 The document outlines key trends in Nova Scotia's energy sector, including demand growth driven by electrification, the evolution of distributed grids with increased DER penetration, and the push for decarbonization through clean energy and efficiency initiatives. Nova Scotia Power is highlighted as an example of a utility facing these challenges and opportunities.
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 deployment and integration across generation and transmission and distribution (T&D) systems.
Planning Strategies - Integrated Resource Plans (IRPs) : Evaluation of both supply and demand side resources, grid requirements and long-term requirements/action plans to meet grid needs - Distribution System Plans (DSPs) : Utility DSPs ty...
AI summary The text outlines planning and enabling strategies for integrating distributed energy resources (DERs) into the grid. It discusses Integrated Resource Plans (IRPs), Distribution System Plans (DSPs), multi-stakeholder coordination, time-varying rates, demand response programs, competitive procurement, 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 made progress in its Integrated Resource Plan (IRP), including setting a 75 MW DR capacity target by 2035, implementing DR programs, deploying AMI, and piloting DERMs through SGNS.
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 outlines its Integrated Resource Plan, Distribution System Plan, and Transportation Electrification Plan, focusing on DER integration, grid modernization, and managing EV loads to meet growing electricity demand and GHG reduction targets.
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 document outlines enabling strategies for 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 processes 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 strategies for integrating DERs, including deferring infrastructure through EE and energy storage, expanding data sharing, modernizing the grid with GIS and DERMS, and engaging stakeholders. These initiatives aim to support grid reliability, customer choice, and market participation.
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 three 'Cs' (Choice, Coordination, Collaboration) enabled by three 'Ps' (Pricing, Program, Procurement). The strategy includes offering diverse rate options, administering CER programs for load control and demand response, and engaging in competitive procurement for grid services. HECO is also investing in grid modernization technologies and interconnection standards for advanced inverters.
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, integration, rates, and programs, 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 DER administrators in different jurisdictions, focusing on Nova Scotia, Vermont, Oregon, and Manitoba. It highlights the division of tasks between utilities and DSM administrators, such as procurement, program management, and customer engagement.