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© 2016 Electric Power Research Institute, Inc. All rights reserved. Rob Manning September 2016 T&S/GOP Plenary Fall 2016
© 2016 Electric Power Research Institute, Inc. All rights reserved.
Rob Manning
September 2016
T&S/GOP Plenary
Fall 2016
2© 2016 Electric Power Research Institute, Inc. All rights reserved.
EU
Mark
T&S GOP DIST
Rob
ICCSInternational
Development
P200
P174
Energy
Storage
Program 200 – Distribution Planning
P180
Demand
Response
Dynamic
Customer
Note – ICCS and
International
Development areas
coordinate with all
other research areas
Coordinated
Management
3© 2016 Electric Power Research Institute, Inc. All rights reserved.
The National Landscape
Distributed, dynamic energy resources
– Inadequate visualization and control of DER is impacting both T&D; requirements for
system flexibility are dramatically increasing
Significant potential in new technologies & electrification
– New technologies are resulting in game changing improvements in operational
costs/capabilities (e.g.: Asset Management suites, Smart Grid systems including self-
healing networks, sensor deployment, capital design innovations)
– Anticipating consumer and customer points of engagement remains parallel “last mile”
Regulatory shifts: Driving new strategies and Increasing utility risk
– New York REV, California, NERC and FERC compliance implications all driving
dramatic change
Retiring workforce/staffing reductions = loss of technical expertise &
awareness of EPRI
– Technical experts are retiring, aging workforce is being stretched by staffing reductions
– Many now look to EPRI as their technical resource
4© 2016 Electric Power Research Institute, Inc. All rights reserved.
Landscape, Cont’d
Market changes are pressuring engagement and EPRI investment
– Third party transmission companies are not engaging (Cleanline, etc.)
– Large engineering shops now do much of the line design in the US and seldom engage
with EPRI
– More and more work is shifting to non-profit ISO’s and non-traditional transmission
companies with low margins and limited capacity to engage with EPRI
Members are limiting O&M spend & shifting capital investments to T&D
– As uncertainty in centralized generation rises, capital investment is shifting to T&D
where investment recovery is more certain (rebuilds, physical security, line extensions,
etc.)
– Organizations have limited capacity to spend, additional capital investment is straining
capabilities and resulting in lower O&M spend
5© 2016 Electric Power Research Institute, Inc. All rights reserved.
PDU’s Strategy to Address
United States
– Capture short-term value on the way toward long term project deliveries – a more
dynamic short term portfolio (roadmaps) linked to longer term projects (research
imperatives)
– Establish EPRI as the knowledge transfer leader at a time when members are losing
knowledge through retirements
– Engage in industry capital expansion work (IG Pilots) through EPRI value added
products and programs
– Evaluate approach to consumer/customer R&D--possibly expand P182
International
– Target international expansion toward work that can be supported effectively –
strategically placing resources near targeted expansion areas (Ireland for Europe,
West Coast for Asia, Charlotte for Latin America)
Government
– Grow governmental engagement around targeted areas (resiliency, physical and
cyber security, modernization programs)
6© 2016 Electric Power Research Institute, Inc. All rights reserved.
The EPRI Value Equation; Our Responsibility…
Membership Fee + Cost of Participation ‹‹ Value Received
7© 2016 Electric Power Research Institute, Inc. All rights reserved.
Leverage – The EPRI Advantage
PDU Research & Development per year > $100 million
Fee structure designed for maximum flexibility (not for simplicity)
Significant collaboration provides multiple opportunities
– See and hear about what other utilities are doing
– Engage with latest technology changes holistically rather than vendor by vendor
– Leverage strategic vision and direction work to inform local actions
– Learn from wide array of pilots underway
Extensive tech transfer process for the collaborative
8© 2016 Electric Power Research Institute, Inc. All rights reserved.
Value Received – Actions Underway
“Leverage only helps if you can translate it to real value”
Continued focus on Technology Transfer
– Expanding task force concept to provide detailed tech transfer
– Development of digital technology applications for deployment
– Increased use of technology to augment or replace meetings
– Improved format and usability of current and future products
Increased Collaboration with others to amplify leverage
– Expanded global R&D and membership footprint
– Nurture relationships with supporting organizations
Enhanced Communication
– Project progress
– Deployment successes and value
9© 2016 Electric Power Research Institute, Inc. All rights reserved.
Cost of Participation – Actions Underway
“It’s more than travel budgets, it’s really about the amount of
time away from the job”
How to retain collaborative model while addressing the cost?
– Use of technology to replace some meetings
– Leverage in-field resources; bringing EPRI to you
– Reducing number and duration of meetings
– Leveraging other organization meetings
– Making deliverables simpler to use
– Enhanced training options/ delivery
10© 2016 Electric Power Research Institute, Inc. All rights reserved.
Summary
Fully recognize the need to focus on delivering maximum value
Supporting global membership needs must be balanced with holding fees steady
Strong internal focus on efficiency
Addressing emergent significant efforts by leveraging resources available where
possible
Continue looking for ways to optimize the value equation
– Short term deliverables on long term projects, the roadmapping process
– Digital delivery for speed and clarity
– Task force for face to face detail
11© 2016 Electric Power Research Institute, Inc. All rights reserved.
Board Scenarios – plausible futures differentiated by “Markers”
Markers – Drivers of very large variations in energy systems
Signposts – Measures or observations that indicate a change in a marker(s)
Global Points of View – EPRI observations about the possible future state of the energy sector in 2050
Next Up? Integrated Energy Network
12© 2016 Electric Power Research Institute, Inc. All rights reserved.
• There has never been a more important time to collaborate.
• IEN is technically feasible, but are we all in?
• EPRI is all in: To advance technology for affordable,
reliable electricity with significantly declining emissions.
• There are many ways to decarbonize and achieve the
integrated energy network with increased collaboration
between utilities, regulators, vendors, and other
stakeholders.
• Decarbonization appears widely accepted at the
Summer Seminar.
• Someone needs to “own” the whole system;
we need to put a few numbers on that.
Keys from Summer Seminar
Mike Howard
President and CEO, EPRI
Pat Vincent-Collawn
Chair, President, and
CEO,
PNM Resources
Chair, EPRI Board of
Directors
Armond Cohen
Co-founder and Executive
Director, Clean Air Task
Force
Chair, EPRI Advisory
Council
13© 2016 Electric Power Research Institute, Inc. All rights reserved.
Hot Topics
EMP Update
DSO Development
NY Rev
Smart Grid Architecture
Communications Infrastructure
Cyber Security
Asset Management Analytics
Flexibility Resources and Integration
Microgrids and Resiliency
Energy Storage Integration
Electrification
Customer Model and IoT
14© 2016 Electric Power Research Institute, Inc. All rights reserved.
Together…Shaping the Future of Electricity
