E-22010 DSM Evaluation Reports - Final Report - February 28, 2011 2/28/2011
41 passages
Customer education and outreach. The PD program designs and distributes marketing materials to increase awareness among residential customers. Marketing efforts include radio, print, in-store signage, mail drop and the Internet. Collab...
AI summary The PD program focuses on customer education and outreach through various marketing channels and collaborative efforts with retailers. It assumes that retailer participation and effective marketing will lead to increased sales of energy-efficient fixtures. Barriers include low awareness and retailer engagement.
presentative tested this by trying to purchase an outdoor timer and the discount did not automatically ring up. When told about the discount, the cashier did not know anything about it and did not know how to ring it up; she needed to get...
AI summary The document discusses a customer's experience with a discount not being applied correctly during a purchase and highlights survey results on awareness of the ENERGY STAR™ label. Participants showed higher familiarity with the label but had similar knowledge levels regarding product availability, with a notable gap in awareness about ENERGY STAR™-qualified heat pumps.
ot important 22% 5% 9% Not at all important 17% 9% 6.5 Retailer Satisfaction Overall satisfaction with the program was high among the retailers interviewed with more than three out of five saying they were very satisfied and an additional...
AI summary Retailer satisfaction with the program was high, with over 60% of chain retailers reporting they were very satisfied and an additional one-third satisfied. Dissatisfaction was low, with only two retailers citing reasons such as customer unawareness and insufficient program items.
4 1 5 4 Very dissatisfied 1 1 However, the unweighted responses in Table 6-13 show a number of retailers had specific reasons for dissatisfaction; dissatisfaction was mostly associated with program marketing and advertising and the items c...
AI summary The text discusses customer dissatisfaction with a program, mainly due to poor marketing and lack of awareness. Customers also felt the program did not cover enough items. One interviewee mentioned that rebate information was not clearly communicated, leading to confusion.
Page 94 The vast majority of respondents (14 out of 15) responded that, overall, they were either very satisfied or satisfied with the Power Down program. (Table 7-21) Table 7-21: Overall Satisfaction with Program Independent Chain Retaile...
AI summary The Power Down program received high satisfaction ratings from respondents, with 14 out of 15 participants indicating they were either very satisfied or satisfied with the program, as shown in Table 7-21.
Table 7-22: Satisfaction with Specific Aspects of Program – Chain and Independent Retailers Chain Independent Retailers Retailers Total Sample size 9 6 15 Very satisfied 4 4 Program Marketing and Satisfied 3 2 5 Advertising Neither satisfi...
AI summary The table presents survey results on customer satisfaction with various aspects of a program among chain and independent retailers. It includes metrics on satisfaction with program marketing, support, items covered by the program, and rebates, with varying sample sizes and responses across categories.
please tell me if you are very satisfied, satisfied, neither satisfied nor dissatisfied, dissatisfied, or very dissatisfied with your experience with that specific aspect of the program. VS S Neither Dissat V.Dissat DK/Ref a. Program marke...
AI summary The text presents a survey format asking participants to rate their satisfaction with various aspects of the Power Down program, followed by questions about barriers to participation and recommendations for improvement. It includes rating scales and open-ended questions for feedback.
Transportation Company Guide for Appliance Retirement Program Date: Name: Organization: Introduction: [This interview should take about 30 minutes] Your comments are confidential. By the way, if I ask you about areas you don‘t know about,...
AI summary The document outlines an interview guide for a Transportation Company involved in the Appliance Retirement Program, focusing on program responsibilities, operations, and challenges faced by the company in executing the program.
ave any other suggestions for improving the program delivery process? Customer Issues 20. Why do you think most customers participate in the program? What other reasons drive participation? NMR Evaluation of 2010 Appliance Retirement & Rep...
AI summary The document includes questions related to customer participation in the 2010 Appliance Retirement & Replacement Program, including reasons for participation, barriers to participation, customer satisfaction, program strengths and weaknesses, and areas for improvement. It also includes a discussion guide for multifamily participants.
20. Are there any factors inhibit your ability to effectively perform any part of the program delivery process? IF YES: What are they? How can these be addressed? What impact do you think addressing them will have on your effectiveness and...
AI summary The text outlines a series of questions aimed at assessing the effectiveness of a program delivery process, including challenges, successful aspects, and opportunities for improvement. It also explores customer awareness, participation rates, and satisfaction with the Appliance Retirement program.
g and articles in publications. NMR Evaluation of 2010 EnerGuide for Existing Houses Program Page 21 3.3.2 Contractor Training and Contractual Relationships The Delivery Agents have contracts with the Province of Nova Scotia (via CNS) to o...
AI summary The evaluation of the 2010 EnerGuide for Existing Houses program discusses contractor training and customer responsibilities, noting that the program places full responsibility on customers for selecting contractors and does not provide training for installers. Delivery agents report increased burdens due to quality assurance requirements and reduced participation.
that most people had heard about the program through word-of-mouth. Other ways that customers frequently mentioned finding out about the program were though the Internet (14%) and the newspaper (10%). Table 3-2: How Customers Learned About...
AI summary The program was primarily discovered by customers through word-of-mouth, with additional awareness coming from the Internet and newspapers. The data shows a decrease in word-of-mouth awareness from 2009 to 2010, while awareness through other channels remained relatively stable.
t I installed) 7. (The process would take too long) 8. (Other) [SPECIFY _]) 9. Don‘t know 10. Refused Section 2 – Satisfaction with program 7. Thinking of your OVERALL experience with the EnerGuide for Existing Houses Program up to this po...
AI summary The text outlines survey questions related to customer satisfaction with the EnerGuide for Existing Houses Program, including overall satisfaction, reasons for dissatisfaction, and satisfaction with specific aspects of the program.
3 4 5 9 10i. The rebates provided by the program for 1 2 3 4 5 9 electric space and water heating measures 11. [IF Q10a = 4 or 5 or Q10f=4 or 5] You indicated that you were not satisfied with the first and/or final energy audit was that wa...
AI summary The text outlines survey questions related to customer dissatisfaction with energy audits and verification of energy efficiency upgrades. It focuses on gathering reasons for dissatisfaction and verifying if recommended electric heating measures were implemented.
next six months 2. Within seven to twelve months 3. More than a year from now 8. (Don‘t know) 9. (Refused) NMR Evaluation of 2010 EnerGuide for Existing Houses Program Page A10 [ASK Q27 IF ANY Q0a thru l=1 or Q22a thru l=1] 27. How satisfi...
AI summary This section of the document includes survey questions about customer satisfaction with energy efficiency upgrades installed in homes under the EnerGuide program, as well as additional upgrades made by homeowners. It also includes options for respondents to indicate dissatisfaction and provide reasons.
Scotia Power? If not, what data should be captured? Do you think the data is being captured and communicated in the most efficient possible way? IF NO: How could the data capture and communication be improved? 16. [IF NOT MENTIONED ABOVE]...
AI summary The text outlines a series of questions related to data collection and program delivery processes for energy efficiency initiatives. It focuses on data capture, communication, and program implementation, including audit timelines, customer follow-up, and challenges in program delivery.
Customer Issues 26. In general, how aware and knowledgeable are consumers in your service territory about the program? How important do you think it is to increase consumer awareness levels about the program? Why do you feel this way? What...
AI summary The text outlines a series of questions aimed at understanding customer awareness and participation in a program. It explores how consumers learn about the program, outreach efforts, barriers to participation, and the impact of Nova Scotia Power’s involvement.
ements for electrically the program, which led one of the Delivery Agents to think that the heated homes in the program. number of homes that were not properly screened had increased since 2009. LIH-F10. LIH-R10. The expectations of partic...
AI summary The 2010 Low Income Households Program faced challenges with participant expectations and program delivery. Outreach agents recruited participants with higher expectations, including incorrect assumptions about receiving appliances or insulation. Delivery agents also faced challenges in properly screening homes, leading to concerns about program effectiveness.
Program Delivery Structure and Design Finding Recommendation LIH-F12. LIH-R12. The LIH the program is not consistently referred to by the same name The DSM Administrator should establish a single name for throughout the program delivery pr...
AI summary The program delivery structure and design for the Low Income Households (LIH) program faces issues with inconsistent naming, leading to customer confusion. The number of Delivery Agents was reduced, and there are concerns about the protocol for replacing Delivery Agents.
h Agent Integrate Outreach and Delivery Agents as full partners in and the participants they recruited, but not between the participants program delivery. Establish a feedback loop for Outreach and CNS. Both of the Outreach Agents reported...
AI summary The document highlights issues with communication and data tracking in the DSM program, including lack of resolution for customer complaints, inconsistent data formats, and discrepancies between installed measures and records. It recommends integrating outreach and delivery agents, providing online data tracking, and standardizing data entry.
e of the local radio stations, and classified ads were placed in circulars distributed to households in rural areas. Both of the Outreach Agents believed that incorporating an advertising budget into the program would allow them to recruit...
AI summary The REAP program faced challenges in participant recruitment and communication. Outreach Agents believed expanding income eligibility, especially for rural areas, would increase participation. Communication gaps existed between Outreach Agents and CNS, leading to unresolved customer concerns and significant delays in the program process.
Page 26 Administrator has discussed these gaps with the Outreach Agents and regular check-ins have been put into place. Thus the Program Administrator has addressed these issues. 3.6 Customer Expectations The in-depth interviews uncovered...
AI summary The document discusses inconsistencies in customer expectations regarding the CNS program, with participants recruited through outreach channels having higher expectations, such as receiving new appliances and full energy audits, compared to those recruited through other channels. Some customers were dissatisfied with abbreviated audits and the lack of clear communication from Delivery Agents.
10 42 Rent/lease Don‘t Know/Refused 1 As would be expected, given that no renters were among the sample of homeowners surveyed, practically all of the homeowners reported paying their own electric bills. (Table 5-6) Table 5-6: Respondent P...
AI summary The text discusses survey data on homeowner electric bill payment and home occupancy, showing that all homeowners in the 2010 sample paid their own electric bills and lived in their homes year-round. It also highlights the range of household sizes among the 2010 sample.
22. In general, which parts of the program process do you think work particularly well? Why? Which parts work less well? Why? 23. Do you have any other suggestions for improving the program delivery process? Builder Issues 24. How aware an...
AI summary The text outlines a series of questions aimed at evaluating the effectiveness of a program, focusing on builder and customer awareness, participation, and suggestions for improvement. It seeks feedback on which aspects of the program process work well or poorly and explores ways to enhance outreach and engagement.
urprising that one-quarter (25%) of 2010 participants reported having first learned about the program through general word of mouth (7%) or from another program participant directly (18%). (Table 4-3)
AI summary One-quarter of 2010 participants learned about the program through word of mouth or from other participants, indicating the importance of peer-to-peer communication in program awareness.
fficient equipment, and four out of five respondents (80%) reported that they would be ‗very likely‘ to purchase energy-efficient equipment when replacing equipment in the future. (Table 4-18) Table 4-18: Future Energy Efficiency Purchases...
AI summary The text discusses survey results showing high customer satisfaction with the Direct Install (DI) program for energy-efficient lighting products. Most respondents were very likely to purchase energy-efficient equipment in the future and reported high satisfaction with the program, though satisfaction with installation scheduling was lower in 2010 compared to 2009.
cipate in the NSPI rebate programs? [Probe: Save energy, rebates offered, reduce maintenance costs, protect environment, recommended by utility, concerns with carbon, etc.] 12. Were there any challenges or barriers that you faced in making...
AI summary The document includes questions about participation in NSPI rebate programs, challenges faced, barriers to participation, and satisfaction with program implementation and communication. It also asks about gaps in energy efficiency programs and overall satisfaction with various NSPI programs.
Program Marketing and Outreach Finding Recommendation C&I-F5. C&I-R5. Program marketing and outreach activities such as the addition In 2011, the C&I custom program should build on its 2010 of a Sales Lead and print advertising successfull...
AI summary The findings indicate that program marketing and outreach activities, such as adding a Sales Lead and print advertising, helped increase participation in the C&I Custom program in 2010. Contractors and design professionals were identified as effective outreach channels. Most participants were motivated by financial benefits, and relatively few barriers were reported.
Table 3-8: Participant Satisfaction with Program 2008 2009 2010 Program Aspect n % Satisfied n % Satisfied n % Satisfied Program overall 11 91% 13 100% 13 77% Interaction and communication with 11 82% 12 100% 13 47% program staff Availabil...
AI summary The table presents participant satisfaction levels with various aspects of a program from 2008 to 2010. Satisfaction rates vary across different program aspects, with some areas showing high satisfaction and others showing a decline over time.
90% 12 66% Project rebate amount 10 90% 10 100% 13 77% Verification 7 86% 9 78% 12 75% Those giving a rating of 5 or 4 on a scale where Rating: 5= ‗very satisfied‘ and 1 = ‗not at all satisfied‘ 11 The detailed responses are provided in Ap...
AI summary The 2010 C&I Custom Program evaluation found that 85% of respondents indicated that someone outside their organizations, primarily design professionals (46%) and contractors (23%), was most responsible for specifying the measures installed through the program, similar to findings in 2008 and 2009.
Participant Satisfaction with Program Aspects 2008 Respondents 2009 Respondents 2010 Respondents Rating: 5= ‘very Rating: 5= ‘very Rating: 5= ‘very satisfied’ and 1 = ‘not satisfied’ and 1 = ‘not satisfied’ and 1 = ‘not at all satisfied’ a...
AI summary The text presents participant satisfaction ratings for various program aspects across three years (2008, 2009, and 2010). Ratings range from 1 ('not at all satisfied') to 5 ('very satisfied'), with data showing varying levels of satisfaction for program overall, interaction and communication with program staff, availability of program staff, and interaction with contractors/consultants.
l Calendar Year Savings: _ kWh OR $ _ WHEN ALL MEASURES WHERE Q21=2 HAVE BEEN COVERED IN Q21B SERIES CONTINUE TO SECTION III, Q22. Section III. Satisfaction with Program & Recommendations for Improvements 22. On a scale of 1 to 5, where 1=...
AI summary The text outlines a survey section evaluating the Commercial and Industrial Custom Program, focusing on satisfaction with various aspects of the program and identifying barriers to implementing energy efficiency measures. Respondents rate their experience and provide feedback on program components such as communication, eligibility, audits, and incentives.
9. Don‘t know/Don‘t recall NMR Evaluation of 2010 C&I Custom Program Page C17
AI summary The text appears to be a portion of a regulatory proceeding document, referencing the 'Evaluation of 2010 C&I Custom Program' and includes the entity 'NMR', which is likely Nova Scotia Power.
ve? Short-term? Intermediate? Long-term? a. Are there any key indicators or metrics to gauge program effectiveness and success in short-, intermediate-, and long-term? Marketing, Participating Retailers, and Verification: 17. Please explai...
AI summary The document outlines questions related to the evaluation of the 2010 C&I Custom Program, focusing on program effectiveness, marketing strategies, trade ally involvement, and program delivery. It includes recommendations for improving marketing and delivery, such as training energy efficiency contractors.
rogram delivery be improved? NMR Evaluation of 2010 C&I Custom Program Page C20
AI summary The document discusses the evaluation of the 2010 C&I Custom Program, focusing on improvements in program delivery. It highlights the need for better implementation and effectiveness of the program.
what would you say are the programs greatest weaknesses? What could be done to address these weaknesses? 29. Based on your experience with the program so far, what are the most important improvements that still need to be made to the progr...
AI summary The text includes a set of questions for an interview with a participant in Nova Scotia Power's Commercial and Industrial Custom and Business Energy Rebate programs, focusing on program weaknesses, improvements, and other issues. It also includes an interview guide and a request for permission to record the interview.
eract with at NSPI? a. What types of interactions do you typically have with NSPI staff? [Probe: status calls, meetings, etc.] Could these interactions be improved? How so? 6. Some companies work with a design professional, project archite...
AI summary The document explores interactions with NSPI staff, the use of design professionals in project design, and the C&I Custom program delivery process. It asks about participation in various steps of the program and identifies potential barriers to participation.
cipate in the NSPI rebate programs? [Probe: Save energy, rebates offered, reduce maintenance costs, protect environment, recommended by utility, concerns with carbon, etc.] 12. Were there any challenges or barriers that you faced in making...
AI summary The text outlines a series of questions aimed at understanding participants' experiences with NSPI rebate programs, including barriers to participation, challenges in implementation, satisfaction levels, and gaps in program coverage. It focuses on feedback from customers regarding the effectiveness and accessibility of these programs.
nerator 1,758.5 12,944 Net-to-Gross Ratio (%) 87.0% 86.6% Net annual savings at generator 1,529.9 11,210 Key Findings The net energy impacts of the SBLS program have increased steadily since 2008. They have more than tripled from 1,522 MWh...
AI summary The SBLS program's net energy impacts have increased significantly since 2008, with customer satisfaction remaining high. NMR recommended monitoring Delivery Agents and Contractors to maintain quality and satisfaction. In 2010, customer satisfaction remained strong despite program expansion.
implementations, retrofits, etc] 3. What is your current job title? What roles and responsibilities do you have at [Company]? 4. How did you first become aware of the SBLS program? NMR Evaluation of 2010 Small Business Lighting Solutions P...
AI summary This document contains a series of questions aimed at evaluating the implementation and effectiveness of the Small Business Lighting Solutions (SBLS) program. It focuses on participant awareness, interactions with NSPI staff, marketing strategies, and the overall process from referral to audit and savings analysis.
? [PROBE: lighting, motors, etc] 3. What is your current job title? What roles and responsibilities do you have at [Company]? 4. How did you first become aware of the SBLS program? 5. How often do you interact with NSPI SBLS program staff?...
AI summary The text outlines a series of questions aimed at evaluating the SBLS program, focusing on participant awareness, interactions with NSPI staff, training effectiveness, and challenges related to product availability and delivery. It seeks to understand program engagement and areas for improvement.