The Joint Development Programme (JDP) spans a period of five years and involves a range of projects related to service maintenance and service enhancement. The programme is updated at least annually and, as such, may change as planning assumptions become more certain over time.
Other significant System Operator projects that are not part of JDP can be found here.
Service maintenance projects
Ancillary Services Cost Allocation System
| Description | Replacement of the systems used for implementing cost allocation for ancillary services. |
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| Why we're doing the project | The Ancillary Services Cost Allocation Systems implement the requirements of Part 8 of the Code for allocating the costs of ancillary services to the relevant parties. The existing systems have reached end of life, so replacement is necessary to ensure ongoing compliance with the Code. |
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| Estimated impact to Market Participants (during project) | No direct market participant impact. |
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| Estimated impact to Market Participants of Project Delivery | Greater reliability in monthly ancillary service cost allocation. |
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Commissioning Risk Tool Enhancement
| Description | Upgrades to the Commissioning Risk Tool software and interface to improve functionality, processes and accuracy. |
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| Why we're doing the project | The commissioning risk tool determines the additional reserves that need to be procured for a given period and reports back to the National Coordinator Centre (NCC). Improvements are necessary to ensure the tool remains efficient and reliable with the significant new generation proposed and commissioned within the sector. |
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| Estimated impact to Market Participants (during project) | No direct market participant impact. |
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| Estimated impact to Market Participants of Project Delivery | No direct impact. The enhancements enable the system operator to better manage potential power system risks. |
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Modernise Training Simulator
| Description | Investigating the current effectiveness of the Testing and Training Simulation Environment on simulating the Market and SCADA tools within the Control Room and identifying areas for improvement. |
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| Why we're doing the project | Transpower’s current testing and training simulation environment for the National Control Centre have various functional gaps that limit optimal operation. |
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| Estimated impact to Market Participants (during project) | No direct market participant impact. |
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| Estimated impact to Market Participants of Project Delivery | No direct market participant impact. |
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Operations Comms System Enhancements
| Description | Implementing a modernised operational notices capability to meet current and expected future needs within the control room. |
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| Why we're doing the project | To enable the control room to respond to events and communicate with market participants with efficacy and efficiency. |
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| Estimated impact to Market Participants (during project) | Participants may be asked to take part in testing, eg confirming receipt of messages. |
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| Estimated impact to Market Participants of Project Delivery | Participants will have improved reliability in receiving and accessing operational notices. |
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SO Gatekeeper
| Description | Enhance the SO Gatekeeper database interface and alignment and migration of relevant information into a common dataset while increasing the functionality to search, track and audit complex special offers. |
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| Why we're doing the project | To enable effective accurate management and modelling of increasingly complex data sets. This will increase our quality assurance, reduce modelling errors and therefore reduce operational risks. |
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| Estimated impact to Market Participants (during project) | No direct market participant impact. |
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| Estimated impact to Market Participants of Project Delivery | No direct market participant impact. |
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RMT Enhancement
| Description | Enhancing the capabilities of the Reserve Management Tool, in line with the increasing complexity of the energy sector. |
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| Why we're doing the project | The Reserve Management Tool maintains post-event frequency and as the power system evolves, requires enhancements to maintain process capabilities. |
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| Estimated impact to Market Participants (during project) | No direct market participant impact. |
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| Estimated impact to Market Participants of Project Delivery | No direct market participant impact. |
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Power Systems Health & Stability Programme
| Description | This suite of projects is focused on building power system engineering capability to monitor transient (real time) voltage security. |
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| Why we're doing the project | Delivery of capabilities to enable Transpower to continue to effectively manage a tighter, more constrained, and more complex grid. |
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| Estimated impact to Market Participants (during project) | No direct market participant impact |
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| Estimated impact to Market Participants of Project Delivery | No direct market participant impact. |
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Market System Modernisation
| Description | Implementing a modernised Market System Market Operator Interface (MOI) |
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| Why we're doing the project | The Market System Market Operator Interface (MOI) is the primary interface for Control Room System Operator functions, including market dispatch. There is a need to modernise MOI, arising from the underlying technology challenges caused by aging software. |
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| Estimated impact to Market Participants (during project) | No direct market participant impact |
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| Estimated impact to Market Participants of Project Delivery | No direct market participant impact. |
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Service Maintenance & Minor Works Portfolio
| Description | Maintenance and improvements on a host of minor pieces of software and processes. |
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| Why we're doing the project | A series of improvements are required to ensure our technology maintains pace with new asset technologies, market models and the changing power system characteristics. |
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| Estimated impact to Market Participants (during project) | No direct market participant impact |
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| Estimated impact to Market Participants of Project Delivery | No direct market participant impact. |
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Joint Development Programme timetable
