Optimizing New York's Reforming the Energy Vision

Felder, Frank A.; Athawale, Rasika

doi:10.1016/j.jup.2016.04.006

Cited by 4 publications

(3 citation statements)

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“…First, REV establishes benefit-cost analyses as a foundational procurement tool to determine renewable electricity deployment [48]. Chosen due to its regulatory familiarity and apparent simplicity [49], the multi-year distribution system integration plans (DSIPs) to be developed by utilities seeks to foster a fair, open and value-based decision-making environment for utilities to build out their own competitive advantage in the DER market [45]. The benefit-cost approach will be applied in DSP investments, procurement of DERs through competitive selection and tariffs, and energy efficiency programs.…”

Section: From Centralized Models To Distributed System Platformsmentioning

confidence: 99%

Diversifying Electricity Customer Choice: REVing Up the New York Energy Vision for Polycentric Innovation

Nyangon

Byrne

2018

SSRN Journal

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Electric utility business models are changing to integrate new technologies and distributed energy resources (DER). Diversifying energy mix and customer choices are both novel and useful in understanding key drivers of this transformation, including distribution system planning and customer-service options. Practical implementation of these solutions, however, shows that without proper planning, energy diversification could come at very high social and economic costs. For example, regulators have been slow in implementing policy, regulatory, and business model constructs that promote customer choice to animate high levels of grid reliability and resiliency. Equally important is how viable existing utility business models are to navigating transformation processes, including strategic resource management, revenue model, customer interface, and value propositions. This chapter discusses our use of the Hamel business model to offer strategic analysis of Reforming the Energy Vision (REV), which is aimed at decarbonizing New York's energy sector and increasing customer choice and control. Specifically, we build from existing literature to argue that implementing distribution management systems (DMS) in which customer choice and DERs are prominent requires a shared or 'polycentric,' networked businessmodel innovations that build on competitive and comparative advantages of existing institutions to meet the growing demand for electricity services and utility strategic goals.

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Section: From Centralized Models To Distributed System Platformsmentioning

confidence: 99%

Diversifying Electricity Customer Choice: REVing Up the New York Energy Vision for Polycentric Innovation

Nyangon

Byrne

2018

SSRN Journal

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“…First, REV establishes benefitcost analysis as a foundational procurement tool to determine distributed energy resource deployment (Nyangon, Byrne, and Taminiau, 2017;Zibelman, 2016). Perhaps chosen due to its regulatory familiarity and apparent simplicity (Felder & Athawale, 2016), the benefit-cost analysis is to work in tandem with the multi-year distribution system integration plans (DSIPs) -developed by the utilities under the REV approachin order to assure a fair, open and value-based decision making process (Zibelman, 2016). 3 The benefit cost approach will be applied in four key categories of utility expenditures: (Zibelman, 2016).…”

Section: Ny Rev Business Modelmentioning

confidence: 99%

“…How the benefit cost tool can be best applied -or whether other tools should be used instead -is still under discussion(Felder & Athawale, 2016).…”

mentioning

confidence: 99%

Utility 2.0 - A Multi-Dimensional Review of New York's Reforming the Energy Vision (REV) and Great Britain's RIIO Utility Business Models

Brocks¹,

Nyangon

Taminiau

2016

SSRN Journal

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A powerful confluence of architectural, technological, and socio-economic forces is transforming the U.S. electricity market. These trends and developments are placing tremendous pressure on utilities triggering changes in electricity production, transmission, and consumption. Increased democratized choice over energy usage, for instance, is empowering consumers to take key actions such as peak shaving, flexible loading, and installation of grid automation and intelligence solutions. A key step to achieving full benefits of these programs is repurposed Utility 2.0 concepts: the distributed grid, innovations in electric market design, real-time automated monitoring and verification, deployment of microgrids, increased uptake of 'smart meters and smarter' grids, and investment in data analytics in order to incentivize efficient market design and flexibility. Using a seven-part multi-dimensional framework, this paper examines the role of infrastructure network, revenue models, customer interface, business model resilience, organizational logic and mandate, risk management, and value proposition in improving communication with consumers and operational boundary of utilities in the new utility business model regime. The paper also assesses two prominent utility business models, the New York's Reforming the Energy Vision (REV) and Great Britain's 'Revenue = Incentives + Innovation + Outputs" (RIIO) legislation in order to illustrate potential changes that await the energy utility actors. We conclude that positioning the 'business model' as the unit for analysis provides a robust and multi-dimensional tool for evaluating the suitability of new proposals for electric utilities and energy governance.

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Market Versus Planning Approaches to Transmission and Distribution Investment

Felder

2020

Lecture Notes in Energy

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Optimizing New York's Reforming the Energy Vision

Cited by 4 publications

References 1 publication

Diversifying Electricity Customer Choice: REVing Up the New York Energy Vision for Polycentric Innovation

Diversifying Electricity Customer Choice: REVing Up the New York Energy Vision for Polycentric Innovation

Utility 2.0 - A Multi-Dimensional Review of New York's Reforming the Energy Vision (REV) and Great Britain's RIIO Utility Business Models

Market Versus Planning Approaches to Transmission and Distribution Investment

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