Background
A major Investor Owned Utility (IOU) in the United States grew its service territory over recent years through acquisitions. With each new acquisition the IOU inherited disparate software platforms and hardware infrastructure. Beyond the IOU's service territory expansion, the role of utilities has evolved in recent years from managing large-scale electricity generation facilities to supporting a fleet of customer-owned Distributed Energy Resources (DERs). This evolution has prompted a transformative shift for utilities to become Distribution System Operators (DSOs) who are responsible for managing two-way power flows, balancing local electricity supply and demand, and enabling customers to participate in new energy services.
Challenge
Managing and operating disparate software platforms across the IOU's service territories was inefficient both with regards to technology costs as well as the labor to support these systems. Secondly, the transition to supporting DERs as DSOs was beyond the capability of prior technology and processes to support new features and functionalities required for the transition.
Approach
EPE collaborated with stakeholders to inventory the systems currently in use across the IOU's service territories.
Solution
This inventory of systems was analyzed to identify gaps in technology, systems, or processes for incorporating customer-owned DERs into utility operations. Additionally, EPE provided the major IOU with a menu of software and processes to address these gaps.
EPE provided three deliverables:
- A Current System Mapping Spreadsheet catalogued the existing tools, systems, and technologies currently deployed across the IOU's disparate service territories. It outlined the primary functions of each system and their current operational roles in a DSO operational framework.
- A DSO Functional Mapping Spreadsheet tracked the required functionalities of an operational DSO framework–aligned with FERC Order 2222 and broader industry practices–against the different DSO model frameworks existing. It highlighted functional gaps as well as process gaps and areas requiring enhancement or new tool adoption to support the IOU's transition toward a DSO model.
- A reference report synthesized the findings from both spreadsheets, offering context, interpretation, and strategic insight. It provided an overview of the methodology used, key observations, identified gaps, and recommendations.