No proposal is as radical – or as well thought out – as REV.
For many, it’s the next logical step for smart grid technology.
The state is diverging from the national trend.
Diversifying Utility Regulation: State regulators voice opinions as mixed as the nation’s geography.
How to find a future that works.
When you sell demand response back to the grid, how much capacity are you now not buying?
When customers sell demand response into a regional capacity market (such as PJM’s Reliability Pricing Model, known as the RPM), how much credit should they earn for agreeing to curtail demand and alleviating stress on the grid — that is, for reducing the market’s need for generating capability and capacity reserve margin? And further, should the amount of credit depend on whether the customer works with market aggregators, known both as CSPs (“Curtailment Service Providers”) or ARCs (“Aggregators of Retail Customers”)? One view would pay customers for the full extent of their curtailment of demand — known as its “Guaranteed Load Drop” (GLD). The other would limit capacity credit to the customer’s prior load history — “Peak Load Contribution,” or PLC. The answer may well dictate whether regulators continue to treat “energy” and “capacity” as two distinct concepts.
Which path leads to the smart grid?
A fierce debate has erupted in the utility policy community, with battle lines drawn within FERC itself. In the effort to improve system efficiency, two competing alternatives stand out: to build the smart grid on large-scale demand response (DR) programs, or to build it around consumer behavior in retail markets.
The absence of long-term transmission rights could exclude potential competition—and cause higher electricity costs.
Power-industry restructuring redistributed financial uncertainties that discourage generation investment and ultimately raise the price of electricity to consumers.
Duke Energy made several changes to its executive leadership. Dick Blackburn said he would retire as the company's executive vice president, general counsel, and chief administrative officer. He had been with the company since 1997. Duke also named Bill Easter chairman, president, and CEO of Duke Energy Field Services, replacing Jim Mogg, who moves up to group vice president and chief development officer for Duke Energy.
Planned or Private?