Issue link: https://fhpublishing.uberflip.com/i/748539
NETWORK / 9 / NOVEMBER 2016 the DSOs to ensure a fair market, and the necessary changes to existing commercial and regulatory frameworks would be the most extensive of all the options. SPEN says that by pragmatically developing new relationships with customers connected to the distribution network to optimise the efficiency of network operation across the full supply chain, the DSO will have a greater positive impact than if a single stakeholder were to attempt to implement changes unilaterally. Other options to this model being considered by industry include "deep TSO" and "independent SO". SPEN dismisses one idea – a single National System Operator (NSO) that can be clearly identified and held accountable across both transmission and distribution – as "impractical" and "uneconomic" and says it will "result in extra reinforcement of the distribution and transmission networks." Alongside this, the complexity and scale of the communications, control systems, data handling and processing requirements would make the development of a single, integrated monitoring and control system "highly challenging to deliver". SPEN adds that the continued operation of the SO in an environment where it has SPEN activities Immediate (<1 year) Short (1-2 years) Medium (3-7 years) Long (8+ years) • Creation of DSO vision document • Aligning business requirements • Rollout and extend the use of active network management as a solution to manage network constraints. Introduction of ANM working group to accelerate into Business as usual (BaU) • Network DSO classification to prioritise areas that are likely to benefit from a DSO model • Expand network monitoring to future-proof legacy assets • Modelling and investigation into ancillary services market and identifying cost-effective solutions • Identifying policy changes required to facilitate a transition to DSO • Trial DSO areas in both SP Distribution and SP Manweb network areas • Development of network roadmap to DSO for all distribution areas • Commercial arrangements in place with NG and DER providers within DSO trial areas • Policy changes implemented to facilitate DSO actions • Full modular implementation of DSO model • Development of DSO development strategy for network areas with limited network service provisions • SPEN DSO steering group • Wide area monitoring • Improved modelling and prediction tools • Greater control of assets • Communication and IT • DER forecasting and control • Network capabilities for dynamic running arrangements • Prioritisation of service solution or coverage • Increase cyber security solution • Increased penetration and scope of intelligent electronic devices (IED) • Load flow analysis • Power quality monitoring • Improved network modelling leading to real time network solutions • Improved network flexibility • Network capabilities for dynamic running arrangements • Fault control/fault level management • Increased reach of communication solution for rural and underground assets • Interaction of wired and wireless communication platforms • Increase functionality between service and third party providers • Increase data processing for big data • Black start and islanding running arrangement • Real time state estimation • Active system management • Automatic control in real time to optimise network performance • Control of load/demand • Highly configurable or dynamic protection • Smart grid integration driven by policy requirements and regulatory stretch • Greater control and utilisation of legacy assets • Improved communication and integrated IT solution • Unconventional approach to network planning and control becoming the new norm • Wide area monitoring • Decentralised network intelligence • Predictive modelling • Big data processing • Integration IT solution • Conventional approach to network planning and control no longer an option • Real time network configuration • Active system management • Dynamic protection • TSO – DSO interface and control • Local balancing systems DSO evolution Key enablers SPEN roadmap limited visibility and rising uncertainty, coupled with insufficient resources to deliver the required ancillary and balancing services, will increase the cost of balancing the system. Much better, it says, would be to allow DSOs with their unique understanding of the local networks and access to distributed customers to move from "merely an asset management organisation" to "a neutral market facilitator". Not everybody is a fan of this approach. Back in June the Italian transmission system operator shot down suggestions of increasing control for DNOs as "dangerous",