能源内部人士激发有关电力未来的辩论

来自世界上许多最具创新性公司的电力参与者自由地分享了他们对美国电力部门周一最紧迫的担忧的有价值的，有时引起争议的，有时不受欢迎的见解。

这是在落基山研究所的首届电力创新实验室点火事件，旗舰Greenbiz的一部分Verge SF有关可持续性和技术的事件竞彩足球app怎么下载。

在整个下午，在小组讨论和小组设置中，参与者认为今天电力部门中最令人震惊的转型和亮点，从现在和现在开始的五年开始合作的新兴机会，以及“星期一早上”需要发生的事情抓住这些机会。

实际上是查塔姆之家统治，1927年在英国设计，以在会议上提供匿名性的封面，因此演讲者更容易说出自己的想法，而不必担心公众报价及其潜在的影响。

在RMI团队的指导下，四小时的E LAB IGNITE工作会议的字幕为“在分销边缘找到值”。

ELAB的成员包括州和联邦能源监管机构；主要的公用事业和网格运营商，例如Avista，NRG能量，太平洋天然气和电气，PJM互连，普吉特海湾能源和圣地亚哥天然气和电气Autodesk，Facebook，Hewlett Packard，Microsoft和Yahoo等科技公司；可再生和分布式的能源创新者，包括清洁能源金融，普林斯顿电力，螺旋桨，Sunedison和Sunverge；沃尔玛和美国海军等大型能源消费者；诸如环境国防基金，自然资源国防委员会和世界野生动植物基金等倡导者以及有利的投资者。

会议的陈述目标是两方面：首先要理解，探索和点燃大型企业能源客户与公用事业和其他电力系统利益相关者合作的机会，其次，以确定针对大型企业能源客户的新兴分布式能源解决方案。

许多参与者解决了涉及的主要挑战。以下是一些亮点，匿名解释和编辑以供空间和清晰度编辑：

“Fifteen years ago, we thought technology could solve our problems. We thought all we had to do was invent the right technologies and deliver them to customers, and our problems would go away. The truth is we have learned that technology didn’t solve the problems. But we have also learned that technology has made huge headway. If we hadn’t gotten the price of solar to where we’ve gotten it over those 15 years, we wouldn’t be sitting in this room. Looking at a specific problem, let us think about how we can apply existing technologies to solve the problem."

“当我们开始时，我们将电气系统视为由公用事业和监管机构驱动的，而我们作为客户接受了我们的方式。过去15年中发生的事情是网格已经变成以消费者为中心。”

“With all the focus on distributed energy resources, and what they are doing to the system, the analogy that comes to my mind is this: we are used to that nice, even concrete floor, but now it’s like walking over sand and you cannot get good traction. The debate in the industry is how or when will this new surface become more stable. When will it go back to that stable concrete floor? My answer to that is, that’s not happening. The situation has changed. Utilities, energy consumers and energy service providers are all creating optionality for themselves. How they interact with each other – that will come from self-interest. I don’t think everybody is going to sit around and say, ‘Let’s globally solve the problem.’ Everybody is going to optimize from their own perspective."

“As a utility customer, I think it’s kind of amazing the level of service we get from electric utilities – every day. The lights are on, our data centers are humming and they do serve their customers. What their customers want is cheap, clean, reliable energy. It is not a goal for us to have distributed energy; we do in some cases, but that is not our goal. So it’s really important to think about what problem we are trying to solve. And in the process it’s important to not destroy the system that’s actually given us really good service. For all the progress that we’ve made, which has been extraordinary in terms of cost, distributed energy isn’t there yet."

“公用事业do amazing things with the resources they put on the grid today on supply side, as part of their capital plans. But this runs us squarely into one of the institutional problems: if a utility makes money on capital and doesn’t make money on distributed energy resources, because the customer owns them, now we have an institutional puzzle that’s solvable – but it is not solved right now."

“我只是看到了一个非常有趣的统计数据：如果某事呈指数增长，每年增加一倍，1％的1％正好在零和100％之间。因此，在很多方面，我们已经超过了太阳能的中途。如果我们添加电动汽车的指数增长，如果电池最终赶上，则指标表明很快就会发生巨大变化。”

“我认为解决方案并不清楚100％。在技术层面上很明显，但是费率设计，市场结构，监管问题不是。每个州都会有自己的方法。”

“我们需要启用飞行员并展示技术。一个例子可能是价值数千页的证词。”

“如果您有成功，没有人听到它，这是成功吗？我们需要将这些信息删除。”

“我们需要像进行传输计划一样开始进行分销计划。”

“我们不能让完美成为善良的敌人。我们必须愿意牢记更大的目标。总比没有好。”

“我们需要可岛的微电网像军方一样，以防止网络袭击。”

“创新思维不是正常的。任何公司的普通员工都会得到很长时间的工作。因此，自满或常规的工作代替了充满挑战的想法。像我们在这里一样，创新的思维是您如何移动的方式人们向前。”

“我将进行这些对话，这些对话不仅鼓舞人心，而且有价值，以帮助我们带我们去哪里并转变为行动。”