Topic:"Cost Deferral" in M12780

Low-Income & Equity Energy Savings are first-year energy savings from dedicated energy efficiency program components (Affordable Multifamily Housing, Affordable Single-Family Homes, Mi'kmaw Home Energy Efficiency Project, Mi'kmaw New Home...

AI summary The text discusses low-income and equity energy savings from specific energy efficiency programs and introduces PAC as a benefit/cost ratio for DSM investments, with upfront costs for DR levelized over ten years.

- 4 Attachment 2 to this IR response. Residential Instant Savings - Cost and Energy Savings Analysis Costs ($ millions) Affordable Single Family Homes 2026 Total Costs $ 7.68 Unit Cost Analysis Heat Pump Cleaning - NEW 0.58 2026 Unit Cost...

AI summary This attachment provides a detailed cost and energy savings analysis for the Residential Instant Savings program in Nova Scotia. It outlines various cost components, including heat pump cleaning, audit cost escalations, and administrative cost reductions, along with their impacts on total costs and energy savings from 2026 to 2031.

- (a) EfficiencyOne's (E1) Statement of Operations are being provided in Attachments 1, 2, and 3 of this IR response, which outlines the proposed 2027–2031 DSM Plan's anticipated expenses by cost category. Please note that incentives costs...

AI summary EfficiencyOne (E1) provides its Statement of Operations and outlines the anticipated expenses for the proposed 2027–2031 DSM Plan, including incentive costs and program support costs. E1 follows the ENSC Cost Allocation Methodology (CAM) approved by the Board in 2011 and ensures the plan's achievability.

The final step in the rate class methodology was to sum the rate class allocations calculated by program component and the rate class allocations for Enabling Strategies to determine the total investment allocations for each rate class at...

AI summary The document discusses the final step in the rate class methodology involving summing allocations for program components and Enabling Strategies to determine total investment allocations. It also references a mid-course adjustment process that shifts spending from BNI programs to residential programs, potentially impacting savings, participation, and spending estimates.

6 c) Please refer to E1's response to Synapse IR-90 part (a). 7 8 (b) Please refer to E1's response to NSEB IR-16. 4 part (a)(i) of this IR response). 9 i) Please refer to part (b) of this IR response. 10 11 (c) The difference between the...

AI summary The text refers to E1's responses to various inquiries and discusses the amortization of upfront costs over ten years in the benefit-cost ratio calculation for demand response (DR) programs. This amortization applies to program development, marketing, and technology enablement costs but not to E1's investment.

Figure 23: Union Gas Targets & Performance Metric[s](#page-37-0) 4 Resource Acquisition Scorecard Large Volume Large Volume Large Volume - Revised Large Volume Overhead - Revised Evaluation - Revised Evaluation - Revised Large Volume Total...

AI summary The document presents a detailed budget and performance metrics table for Union Gas, including various program costs, overheads, and inflation adjustments. It outlines different categories of expenses such as market transformation, administrative costs, and program-level overheads, along with their respective financial figures and sections referenced.

E1 Responses to Nova Scotia Energy Board (NSEB) Information Requests NON-CONFIDENTIAL Request IR-21: Evidence – Exhibit E-1, pp.1-71 (pdf pp. 8-78) - Pdf pg. 55 states that when E1 created its Preferred Plan, it took cost-efficiencies into...

AI summary EfficiencyOne (E1) responded to a request regarding cost-efficiencies in its 2027–2031 Preferred Plan. E1 reduced FTE staffing, spending on Enabling Strategies, and focused on cost-effective program delivery through measures such as streamlining workflows, enhancing digital delivery, and consolidating contracts. E1 did not pursue cost-efficiencies that would limit investment in IT and cybersecurity.

percent or more by individual rate classes and providing explanations is to ensure actual cumulative spending at the end of the DSM Plan period as compared to the approved DSM Plan does not result in a substantial balance adjustment for an...

AI summary E1 is adjusting the Mandatory Cost Allocation (MCA) thresholds for the DSM Plan, lowering the program spending threshold from 25% to 20% and setting a 15% threshold for rate class spending changes. These adjustments aim to ensure accurate budgeting and avoid future balance adjustments in the DCRR. E1 has not expanded the MCA to include sector changes and has incorporated these thresholds into its reporting processes.

(g) Please refer to part (f) of this IR response. 1 Request IR-06: 2 3 Refer to Exhibit E-1, the DSM Plan, Section 5.2 Program Delivery Costs, page 49 of 71, lines 9- 4 13, which states: 5 6 To manage overall investment levels in the Prefe...

AI summary The document discusses EfficiencyOne's (E1) adjustments to the DSM Plan, including reductions in full-time equivalent staffing and cost management efforts to maintain program effectiveness. It also addresses how E1 has accounted for inflationary impacts on expenses without including annual inflationary increases, referencing previous responses and attachments for detailed information.

Nova Scotia Energy Reform Act: On February 25, 2026, NSPI was directed by the NSEB to pay a monthly assessment of $1 million to the Independent Energy System Operator Nova Scotia ("IESO Nova Scotia"), effective from February 1, 2026, to th...

AI summary On February 25, 2026, NSPI was ordered by the NSEB to pay a monthly assessment of $1 million to IESO Nova Scotia, to be deferred as a 'Regulatory asset' with interest accrued at NSPI's weighted average cost of capital, until a permanent fee recovery mechanism is established.

The Company has the following categories on the Condensed Consolidated Balance Sheets related to derivatives receiving regulatory deferral: As at March 31 December 31 millions of dollars 2026 2025 Derivative instrument assets (current and...

AI summary The document outlines the Company's derivative and regulatory assets and liabilities as of March 31, 2026, and December 31, 2025, highlighting changes in their values. It also notes the regulatory impact recognized in net income related to these items.

The Company recognized the following net (losses) gains in income related to derivatives receiving regulatory deferral: For the Three months ended March millions of dollars 2026 2025 Fuel for generation and purchased power (1) $ 7 $ 2 (1)...

AI summary The Company recognized net gains and losses in income related to derivatives receiving regulatory deferral, particularly in the category of 'Fuel for generation and purchased power,' with amounts of $7 million in 2026 and $2 million in 2025. These gains and losses are related to settled derivative instruments and hedging relationships that have been terminated or are no longer probable.

4 Q. WHAT EFFECT WILL THIS CARVE-OUT RECOMMENDATION HAVE ON 5 COST-EFFECTIVENESS? 6 A. Pre-weatherization budgets can allow E1 to go deeper on some projects and reduce 7 deferrals for projects that they may not have been able to do before,...

AI summary The carve-out recommendation may improve cost-effectiveness by allowing E1 to go deeper on some projects and reduce deferrals for projects that could not be done before. However, the exact positive effects are difficult to project. A table estimates the impact of shifting 10% of dedicated low-income retrofit funding to pre-weatherization.

1 2 Q. Does E1 address the high program delivery costs for the residential demand response program specifically? 3 A. No. E1 does not address the high delivery costs of the residential demand 4 response program specifically. According to t...

AI summary E1 does not specifically address the high delivery costs of the residential demand response program. The response notes that while E1 reviewed DR incentives and program delivery costs, it did not evaluate delivery costs for demand response programs. E1's spending on incentives is much lower compared to similar programs in other regions, with a significant portion allocated to program delivery. Recommendations include conducting a process evaluation and reviewing the competitive procurement process for delivery services.

- embedded and marginal cost of service models, as well as the class-specific rate design models to analyze whether the utility's methodology aligns with ratemaking best practices. - City of Batavia. Brattle is currently assisting the City...

AI summary The text outlines Mr. Shetty's consulting experience in various utility-related projects, including integrated resource planning, cost of service studies, rate design assessments, and stakeholder engagement in Maryland. It highlights his work on embedded and marginal cost models, rate design for different customer classes, and the development of new large load rates for hyperscalers.

new floor area actually electrified, load coincidence, backup-fuel availability, controls, customer adoption, event duration, rebound, emissions and permitting requirements, and operating constraints. Solar Nova Scotia has not developed a...

AI summary Solar Nova Scotia has not developed a reliable incremental-cost estimate due to missing data on enablement, administration, and performance-payment assumptions. They propose a two-part incentive model for demand-response readiness and recommend using the same allocation methodology as the BNI Demand Response Program.

Q. What other market and program forces help explain E1's rising unit costs? A. Measurement & Verification updates and net savings adjustments have a significant impact on claimable savings. As programs mature, evaluations often reduce net...

AI summary E1's rising unit costs are influenced by factors such as measurement and verification updates, net savings adjustments, market transformation, and increased program delivery costs. As programs mature, savings claims decrease, and more complex and expensive opportunities arise, leading to higher spending on customer incentives and program delivery.