E-22017 DSM Evaluation Reports
29 passages
Efficiency Nova Scotia Executive Summary Overall satisfaction with Instant Savings varied among retailers in 2017. While the majority of retailers mentioned fairly high levels of satisfaction with the program component, the remaining retai...
AI summary Overall satisfaction with the Instant Savings program varied among retailers in 2017, with some frustration over the introduction of a product price floor. Retailers generally had positive relationships with the delivery agent and found ENS marketing, particularly in-store promotions, to be the most effective method for participants to learn about the program.
isted in Table 22, to optimize this program component. Table 22: Recommendations for Custom No. Recommendations Custom-R1. Continue relying on BDMs to assist participants and find new markets. The 2017 evaluation showed that many participa...
AI summary The text recommends continuing to use Business Development Managers (BDMs) to support participants and identify new markets for the Custom program. BDMs have been successful in engaging participants, particularly in the aquaculture industry, and are seeking new opportunities in industrial and agricultural sectors.
Efficiency Nova Scotia 2017 DSM Evaluation Report Relationship with the DA Retailers continue to have good relationships with the DA, providing an average rating of 8.1 on a 10-point scale. They are generally pleased with DA helpfulness, r...
AI summary Retailers report generally positive relationships with the DA, but express moderate to low satisfaction with campaign preparation and timeliness of information about Instant Savings. Issues include insufficient advance notice and variability in satisfaction ratings compared to 2016.
Energy Savings (GWh) Net Energy Savings per Participant (MWh) Peak Demand Savings (MW) HEA Market Evaluation Highlights Satisfaction with HEA was high among participants and EAs in 2017. Participants gave an average satisfaction rating of...
AI summary The 2017 DSM Evaluation Report highlights high participant and EA satisfaction with the Home Energy Assessment (HEA) program, though some issues with rebate amounts and clarity of program requirements were noted. EAs praised the program's environmental benefits and integration of NRCan standards but found rebate calculations challenging. Training on new technologies was identified as a useful future topic.
questions designed for impact evaluation purposes, survey participants were asked questions regarding satisfaction, barriers to participation, influence from other ENS activities, and recommendations. Participants cited a number of reasons...
AI summary The Home Energy Assessment (HEA) program received high participant satisfaction, with saving energy being the main reason for participation. Participants were particularly satisfied with the customer service and expertise of Energy Advisors (EAs) and the initial energy assessment. Some dissatisfaction was noted due to low rebate amounts and unclear program requirements.
9.0 out of 10). EAs mentioned having seen ENS-sponsored advertisements mostly on social media and at home shows. One EA mentioned not knowing much about the other ENS services and program components. Three of the four EAs reported being in...
AI summary Energy Advisors (EAs) expressed mixed satisfaction with Efficiency Nova Scotia (ENS) services. While most were satisfied with communication and support from ENS staff, one EA raised concerns about ENS not adequately considering the EA's perspective in conflicts and frequent changes to the Home Energy Assessment (HEA).
ics had less appeal among the EAs: indoor air quality, and information to be collected on site. When asked about other training topics, one EA mentioned training on variable refrigerant flow systems. Training delivered in person or online...
AI summary The document discusses training preferences of Energy Advisors (EAs), noting that indoor air quality and on-site information collection are less appealing. Training on variable refrigerant flow systems was mentioned as a topic of interest. Delivery methods such as in-person or online webinars are preferred, while phone calls and paper documentation are less favored.
Efficiency Nova Scotia 2017 DSM Evaluation – Appendix Report A6. I will read a list of topics that could be the focus of training sessions. Using a scale from 1 to 10, where 1 means ‘’not at all useful’’ and 10 means ‘’extremely useful’’,...
AI summary The text discusses training topics and delivery methods for the Home Energy Assessment Program, as well as outreach strategies to increase participation. It includes questions about the usefulness of training on program guidelines, technologies, and software, as well as preferences for training formats.
is “not at all satisfied” and 10 is “completely satisfied” how would you rate your satisfaction with the program overall? [RECORD NUMBER, 98=Don’t know, 99 Refused] DO NOT ACCEPT A RANGE S2. [IF S1<8] What was the most important reason you...
AI summary The text outlines a survey asking participants to rate their satisfaction with the Home Energy Assessment Program on a scale from 1 to 10, and to identify the most important reason for dissatisfaction if applicable. It also asks participants to rate specific aspects of the program, including the energy assessment, reports, customer service, and rebate or financing options.
2015 2016 2017 Satisfaction with Aspects of HEA Sample Sample Sample Mean Mean Mean Size Size Size The customer service provided by the - - 104 9.0 70 9.3 energy advisor The initial energy assessment overall 100 8.9 103 8.8 70 9.3 The expe...
AI summary The text presents survey results from 2015 to 2017 regarding customer satisfaction with various aspects of the Home Energy Assessment (HEA) program, including service provided by energy advisors, the energy assessment process, and the Energy Efficiency Evaluation Report. Satisfaction scores are reported with sample sizes and mean ratings.
Participant Suggestions for HEA 2015 2016 2017 Sample Size 100 104 70 Clarify the incentive structure or financing options/Make it easier to - - 10% understand how to reach incentives Increase Efficiency Nova Scotia rebates 8% 6% 9% Offer...
AI summary The data presents participant suggestions for improving the Home Energy Assessment (HEA) program over the years 2015 to 2017. Key recommendations include clarifying incentive structures, increasing rebates, expanding eligible products, and improving communication and program visibility.
systems] How has this change in process affected you, if at all? Q11. [If completed projects under old system] How do you anticipate this change in process will affect you, if at all? Q12. [If completed projects through both systems] How h...
AI summary The text outlines a series of questions regarding the impact of a process change on customers and program outreach for the Green Heat program, including customer identification methods, outreach strategies, and support from Efficiency Nova Scotia. It focuses on how the change has influenced customer engagement and program promotion.
fied were you with the following when installing your new [EQUIPMENT TYPE]? How satisfied were you with… 2017 Satisfaction with Aspect Total MSHP ASHP/GSHP Wood/Pellet/Solar of Green Heat Sample Sample Sample Sample Mean Mean Mean Mean Siz...
AI summary The text presents survey data on customer satisfaction with various aspects of the Green Heat program, including loan eligibility, confirmation of eligibility, clarity of program requirements, and the time allowed for installation and paperwork submission, across different equipment types in 2017.
completely satisfied,” how would you rate your satisfaction with the Efficient Product Installation Service overall? [RECORD NUMBER, 98=Don’t know, 99 Refused] DO NOT ACCEPT A RANGE Project No. 6138 140 Existing Residential Program Efficie...
AI summary The text contains survey questions related to customer satisfaction with the Efficient Product Installation Service under the 2017 DSM Evaluation – Appendix Report. It asks respondents to rate their satisfaction and provides options for reasons for their satisfaction or dissatisfaction with the service.
. (Reasonable time frame) 10. (Products/services offered through program) 97. (Other: Please specify : ) 98. (Don’t know) 99. (Refused) S4. Using a scale from 1 to 10, where 1 means “not at all satisfied” and 10 means “completely satisfied...
AI summary The text includes survey questions related to customer satisfaction with the Efficient Product Installation Service, including aspects such as time required for work, product quality, and problems encountered with installed products. It also includes sections for recording customer responses and barriers to action.
2016 2017 Key Reasons Not More Satisfied – Participant Builders (#) (%) Sample Size 13 22 Rebates were too small 8 55% Not enough detail/information on program/process - 14% Took too long to receive rebate - 14% Program not consistent/keep...
AI summary The data shows that in 2016 and 2017, participants who were not satisfied with the program cited reasons such as small rebates, lack of detail, delays in receiving rebates, inconsistent program rules, excessive paperwork, and poor service from the service organization.
and 10 indicates “completely satisfied”. The few participants who were less satisfied with the service mostly mentioned the paperwork was burdensome (2 mentions) and the lengthy process (2 mentions). As outlined in Figure 8, there is also...
AI summary The Business Energy Rebates (BER) Mail-in program has high participant satisfaction, with scores above 8.4 across various aspects such as interactions with contractors, rebate processing time, application forms, and rebate amounts. Only a few participants expressed dissatisfaction, citing burdensome paperwork and a lengthy process.
n, forms and associated paperwork (NOT SATISFIED: S3a<8) Multiple responses S4b. Why were you not more satisfied with interaction and communication with contractors or distributors? Reasons Not More Satisfied with Interaction and Communica...
AI summary The text presents survey responses regarding dissatisfaction with interaction and communication with contractors or distributors related to energy programs. Respondents cited reasons such as slow communication, lack of knowledge, and issues with information provision.
lt for their firm because their firm tends to do smaller scale single measure projects ($30,000 to $60,000) that do not warrant spending the time and resources needed to do the engineering studies. Custom 17 Custom Incentives Program Effic...
AI summary The 2017 DSM Evaluation Report highlights positive feedback from consultants and participants regarding the Custom Incentives Program managed by Efficiency Nova Scotia. Consultants appreciate the support from the Business Development team and note that the service has helped expand their project offerings. Participants are satisfied with the project process and specific service elements.
jects progressed. From verifying eligibility through measurement and verification, participants were pleased with their projects and 11 mentioned specific service elements they especially appreciated. › Five indicated the incentives availa...
AI summary Participants in the energy efficiency program expressed high satisfaction with ENS resources, particularly the support from BDMs. They highlighted the value of incentives, technical assistance, and improvements in the participation process, including digitization of paperwork. Some noted the benefits of equipment loans and improvements in equipment performance.
of these two participants reported, unprompted, that they would like to have regular contact with someone like a BDM to help their firm identify additional projects. 8 See footnote on page 15. Custom 18 Custom Incentives Program Efficiency...
AI summary The report highlights positive feedback from participants who worked with a BDM (Business Development Manager) in the Custom Incentives Program, noting their satisfaction with the BDM's responsiveness and support in identifying energy-saving projects. Most participants are planning future ENS (Energy Nova Scotia) projects, while one participant indicated no immediate plans due to a recent Retrofit project.
me to implement the measures. The Evaluator did not explicitly ask participants about barriers to proceeding with projects and no participants suggested barriers to proceeding with a project. Custom 19 Custom Incentives Program Efficiency...
AI summary The document discusses the lack of barriers identified by participants in implementing measures, and suggests ways to improve service outreach and increase participation in the Custom Incentives Program through suggestions from six participants, three consultants, and the program manager.
pants, three consultants, and the program manager suggested ways to improve service outreach and processes. To improve service outreach and increase participation, respondents suggested the following. › Two participants and one consultant...
AI summary Respondents suggest improving service outreach and processes for ENS. Suggestions include greater promotion, training for facilities staff, and focusing on non-lighting projects. ENS is working on identifying market-specific measures and has specialists in areas such as refrigeration, aquaculture, and industrial applications.
Building Optimization on-site visits, three participants were asked questions regarding their satisfaction with Building Optimization, any barriers they encountered and their improvement suggestions. Satisfaction with Building Optimization...
AI summary Participants in the Building Optimization program expressed high satisfaction with energy-efficiency improvements and cost savings. However, challenges such as coordination with third-party vendors and staffing instability were reported. Recommendations included better promotion, more detailed information, and improved staffing stability.
your customers? 5 How satisfied are you with the M&V tools provided by ENS? What makes you satisfied or dissatisfied with the tools? What could be improved? What should not be changed? Q17. What reasons do customers most often give when th...
AI summary The text includes a series of questions directed at customers regarding their satisfaction with M&V tools provided by ENS, reasons for abandoning projects, and strategies used to encourage project completion. It also explores the working relationship with Efficiency Nova Scotia and the role of Business Development Managers in referrals.
e Support from Consultant Q11. How often did you communicate with your consultant about your participation in the Custom program? Q12. What did you communicate with your consultant about? Q13. Was there one phase of the project where you i...
AI summary The text includes a series of questions aimed at gathering feedback on the support received from a consultant and Efficiency Nova Scotia (ENS) during participation in a Custom program. The questions focus on communication frequency, nature of interactions, satisfaction with services, and whether additional energy-saving projects were identified and undertaken.
anagers (BDMS)? [If needed: A BDM is someone from ENS that works with large customers in a specific market sector. For example, there is a BDM that focuses on hospitals and health care] Project No. 6138 12 Custom Incentives Program Efficie...
AI summary The text outlines a series of questions aimed at evaluating the effectiveness of Efficiency Nova Scotia's (ENS) Custom Incentives Program and the interactions between ENS and its Business Development Managers (BDMS). It seeks feedback on communication, support, and areas for improvement in service delivery.
rticipant Market Questions S1. Using a scale from 1 to 10 where 1 is “not at all satisfied” and 10 is “completely satisfied” how would you rate your satisfaction with the program overall? _ S2. [IF S1<8] What was the most important reason...
AI summary The document contains survey questions related to participant satisfaction with the Custom Incentives Program under Efficiency Nova Scotia (ENS). It explores satisfaction levels, reasons for dissatisfaction or satisfaction, challenges faced during implementation, and suggestions for improvement.
from 1 to 10 where 1 is “not at all satisfied” and 10 is “completely satisfied” how would you rate your satisfaction with the program overall? [RECORD NUMBER, 98=Don’t know, 99 Refused] S1b. [IF S1a<8] What was the most important reason yo...
AI summary The text contains survey questions about customer satisfaction with a program, including overall satisfaction and specific aspects such as the professionalism of auditors, ease of finding contractors, and the helpfulness of contractors. It also includes options for respondents to indicate barriers and provide verbatim feedback.
E-32017 Program Support Process Evaluation Reports
36 passages
................................................................. 2 2.3. ENS’s Marketing Logic Model and Indicator Tables ....................................................................... 3 3. Marketing Actor Interviews ................
AI summary The document outlines a structured analysis of Efficiency Nova Scotia's (ENS) marketing strategies, including logic models, stakeholder interviews, and best practices assessments. It evaluates marketing effectiveness, team evolution, and future opportunities, with appendices detailing logic models and indicator tables for integrated communications tools.
amining campaign materials. Executive Summary Page III Marketing Evaluation Overall, the assessment of ENS marketing materials revealed the care and consideration ENS and its creative partners took throughout ideation, development, and exe...
AI summary The evaluation of ENS marketing materials highlights strong adherence to brand guidelines, clear calls to action, and effective quality assurance. Residential campaigns like ETN and ARET were particularly successful, while business campaigns could better emphasize non-energy benefits. Overall, marketing efforts met all review criteria with certainty.
engagement • Streamlined delivery across • Streamlined measurement • Increased customer trust in Long-Term Outcomes channels and platforms and reporting of marketing ENS • New opportunities quickly activities • Customers participate in ide...
AI summary The text outlines Efficiency Nova Scotia's (ENS) marketing strategies, emphasizing streamlined delivery, customer trust, and stakeholder engagement. It highlights long-term outcomes such as increased participation in programs, brand consistency, and customer referrals. The document also references Key Performance Indicators (KPIs) and includes appendices with detailed indicator tables for monitoring marketing activities.
ogram-related interactions with customers), customers perceive ENS as a trusted advisor. ENS also hopes participants will share their program experiences with family and friends and refer them to ENS. Indicators: Number and percent of targ...
AI summary ENS aims to enhance customer trust and program participation through marketing campaigns and exceptional service. Key indicators include participation rates, perceived trust in ENS, and trade ally engagement. Data sources include surveys, interviews, and program databases to evaluate marketing effectiveness and stakeholder perceptions.
communicating with the creative agency and overseeing project execution. ENS also has a digital marketing specialist dedicated to building sophisticated digital analytics capabilities and dashboards. The communications team operates simila...
AI summary ENS merged its marketing and communications teams, enhancing collaboration and cohesion. The marketing team includes a digital specialist, while the communications team focuses on stakeholder engagement and educational initiatives. The merger was positively received, though full impacts are still emerging. Research Into Action evaluated the marketing team but not the communications team.
and collaboration between the teams. They described the marketing team, and the combined department, as increasingly cohesive and collaborative, where individual members are recognized and supported. In terms of ENS’s agency of record and...
AI summary The text highlights effective collaboration between ENS's marketing and communications teams, the successful partnership with ENS's agency and media partner, and the positive impact of the new marketing strategy on organizational clarity. Respondents suggest improvements in interdepartmental collaboration, role clarity, cross-sector marketing integration, and small business targeting strategies.
ch to developing communications materials, with some pointing to the new agency as helpful in this regard. Marketing actors also described the development process for marketing campaigns consistently. Typically, program staff submit an onl...
AI summary The document outlines the process for developing marketing campaigns, involving program staff submitting needs, collaborative brief drafting with the marketing team, agency involvement in creative development, and ENS's role in approving briefs. The process typically takes 4-6 weeks.
esses: Foster more communication about marketing goals and activities for individual programs across departments, particularly between the marketing team members and program managers. Ensure all marketing actors are well schooled with...
AI summary The text highlights recommendations to improve internal communication between marketing teams and program managers, enhance tool usage training (e.g., Basecamp), and address staff perceptions about collaboration with the agency. It emphasizes the need for better alignment on marketing goals and resolving challenges in using digital tools for document management.
10. Effective quality assurance and control processes. Effective review and approval processes should prevent typos, brand violations, as well as big-picture syntactical or creative issues. After identifying these criteria, we requested EN...
AI summary The document outlines a quality assurance process used to evaluate ENS's marketing materials. Reviewers assessed materials based on criteria like clarity of campaign goals and adherence to brand standards. A heat map was created to highlight strengths and areas for improvement across campaigns.
g plan informative) 5. Staff continue to effectively 5. Customers share experiences and refer communicate internally at ENS, including friends and family to ENS programs with programs 6. Stakeholders increasingly engaged in ENS programs Lo...
AI summary The document outlines key performance indicators and outcomes related to customer engagement and program delivery by Efficiency Nova Scotia (ENS). It highlights effective internal communication, customer referrals, stakeholder engagement, and alignment of activities with organizational goals.
s 4. Brand continuity across all 5. Exceptional customer service communication platforms and programs Logic Model Page A-3 Marketing Evaluation Appendix B. Indicator Table—Enhance/Develop Integrated Marketing Communications Tools and Proce...
AI summary The document outlines outputs and indicators for enhancing integrated marketing communications tools and processes, including brand guidelines, marketing plans, and stakeholder outreach strategies.
• Document review: org chart staffed • Staff have appropriate workloads (not over-/under-loaded) • IDIs with marketing managers and staff 3. Staff have a shared • Staff have clear understanding of marketing dept. organization • IDIs with m...
AI summary The document reviews staff workload, understanding of roles, familiarity with marketing plans, resource availability, and internal communication at ENS. Findings indicate staff are appropriately loaded, understand their roles, are familiar with marketing plans, have access to resources, and communicate effectively internally.
• IDIs with program staff ENS, including with programs • Staff report clear verbal and electronic lines of communication: ‒ Within marketing team Indicator Table—Enhance/Develop Integrated Marketing Communications Tools and Processes Page...
AI summary The text discusses the integration of marketing communications tools and processes, focusing on short-term outcomes such as clear verbal and electronic communication within and between the marketing team and program staff, and the ability of staff to quickly get responses from others.
• Marketing and program databases • Marketing and program tracking show target populations reached • Marketing and program staff have mechanisms to identify underserved populations/markets Indicator Table—Enhance/Develop Integrated Marketi...
AI summary The text discusses the implementation of marketing plans and the use of marketing evaluation tools, emphasizing the clarity of the plan, effective implementation by staff, and the use of data sources such as IDIs and Google Analytics metrics to monitor progress.
• Review of Google Analytics metrics promptly discussed and resolved • Team meets or exceeds targets for digital metrics 7. Staff continuing to effectively • Regular meetings continue to occur with appropriate groupings of • IDIs with mark...
AI summary The document highlights the effective internal communication at ENS, with regular meetings and clear lines of communication between marketing and program staff. Staff are able to quickly get responses from others, and digital metrics are being met or exceeded.
econnections) • Identified gaps in tracking systems and processes • Users' "wish list" of system capability/process enhancements 4. Feedback mechanism effective • Users know where to go for help with tracking systems/processes • IDIs with...
AI summary The text discusses feedback mechanisms for improving marketing communications tracking systems, including identified gaps, user feedback, and the effectiveness of the system in addressing enhancement requests. It also mentions in-depth interviews conducted with marketing managers and program staff.
Indicator Table—Enhance/Develop Marketing Communications Tracking Systems Page C-2 Marketing Evaluation Medium-Term Outcomes Indicators Data Sources & Collection Approaches 1. Staff regularly update tracking • Marketing and program staff r...
AI summary The document outlines the need to enhance and develop marketing communications tracking systems. It focuses on improving staff systems, cross-program collaboration, and evaluating the effectiveness of cross-marketing efforts through interviews and program databases.
4. Customers find marketing • Web page views initiated from emailed links • Google Analytics credible, engaging, and • Click-throughs • Analysis of program databases: motivating • Time spent on web page(s) customer inquiries and sign-ups i...
AI summary The text discusses customer engagement with marketing efforts for ENS programs, focusing on metrics such as web page views, click-through rates, time spent on pages, and customer self-reported interest. It also mentions data sources like Google Analytics, program databases, and interviews with Energy Solutions Advisors.
Indicator Table—Deliver Marketing Campaigns Page D-4 Marketing Evaluation Long-Term Outcomes Indicators Data Sources & Collection Approaches • Changes in nonparticipant trade ally awareness of program over time • Surveys of nonparticipant...
AI summary The document outlines the evaluation of marketing campaigns, focusing on long-term outcomes such as changes in trade ally awareness and customer satisfaction. It includes data collection methods like surveys and interviews, and references an integrated final report from February 9, 2018.
),1 and four FTE Business Development Mangers (BDMs). Each BDM is responsible for overseeing specific customer vertical markets within the BNI sector. Figure 1: Business Development Team Structure ENS engaged Research Into Action to addres...
AI summary This document outlines an evaluation of the Business Development Team at Energy Efficiency Nova Scotia (ENS), focusing on internal collaboration, outreach prioritization, and the sales process. The evaluation was conducted by Research Into Action, with subcontracting support from Econoler, to assess the effectiveness of the team's work with the Business and Nonprofit Initiative (BNI) sector.
rements. Overall, respondents agreed that projects in all program components often result from the consistent and ongoing communication that BDMs have with the BNI customers in their vertical markets. The vertical market each BDM serves, c...
AI summary Respondents agree that BDMs' consistent communication with BNI customers in their vertical markets leads to successful program projects. BDMs have varying roles depending on the program component, such as connecting technical staff with businesses for Custom projects or having limited involvement in BER projects.
tailored collateral from the marketing team to help the BDMs broaden their reach in specific target markets, or the BD team can supply content, insights, and stories for BNI marketing. Recommendation 1-2: Ensure the BD and marketing teams...
AI summary The text discusses collaboration between the BD and marketing teams to enhance outreach in the BNI sector, including recommendations for continued collaboration and market research. It also highlights the BD team's proactive efforts in identifying and serving underserved markets.
A.3. BDM Collaboration with Other ENS Staff A.3.1. Program Staff Next I’d like to ask you about your collaboration with program staff, including program managers, coordinators, and supervisors. Q7. Please describe how you work with program...
AI summary This section discusses collaboration between BDMs and various ENS staff, including program staff, the BNI marketing team, and energy solutions advisors. It outlines the process of working on projects, communication methods, and areas for improvement in collaboration.
your collaboration with the BNI marketing team take? Please describe how you work with BNI marketing staff on specific projects, starting with the time a project lead comes in to ENS?] Q10. What, if anything, could improve the collaboratio...
AI summary The text outlines a series of interview questions aimed at assessing collaboration practices between Business Development Managers (BDMs) and various teams and specialists, including the BNI marketing team, Energy Solutions Advisors (ESAs), and Onsite Energy Managers (OEMs), as well as service providers and consultants. The questions focus on current practices and potential improvements in collaboration.
your collaboration with service providers, consultants, and specialists. Q15. Please describe how you work with consultants/service providers/specialists on projects. [If not addressed in Q15:] a. How often do service providers/consultants...
AI summary The text outlines a series of questions regarding collaboration with service providers, consultants, and specialists, including how often they are contacted, roles and responsibilities, and communication methods. It also asks about differences in working with Efficiency Trade Network (ETN) partners versus non-ETN partners and ways to improve collaboration.
t easier for you to reach and persuade customers to pursue efficient projects?] A.5. Outreach to Customers Q18. How many customers do you have in [INSERT VERTICAL MARKET SEGMENT]? Q19. What program’s customers do you typically work with? A...
AI summary The document contains a series of interview questions focused on customer outreach practices, including customer segmentation, program engagement, outreach strategies, and collaboration with marketing teams. The questions aim to evaluate how effectively business development managers engage with customers and manage projects.
] Q25. Do you typically have one key contact at each customer’s organization, or do you work with more than one individual? How does this vary for local versus international organizations? Q26. Is/are the key contact/s typically in decisio...
AI summary The text consists of a series of questions posed to Business Development Managers regarding customer interactions, data management, and challenges and successes of the BD team. The questions focus on customer engagement strategies, key contacts, support needs, customer satisfaction, and the impact of new systems on communication and workflow.
nd customer throughout experience Reporting turn-around times to improve customers’ experiences?] Q5. [If not already answered] What customer segments does your program aim to reach? Q6. Are there particular customer segments that you ha...
AI summary The text outlines a series of questions aimed at understanding customer engagement strategies, challenges in reaching specific customer segments, and the role of Business Development Managers (BDMs) in program promotion and customer interaction. It also explores collaboration between marketing staff and BDMs, particularly within the BNI sector.
12. How would you define your marketing priorities for the BNI sector? Overall, how well do you think the BD team’s priorities align with your marketing priorities? Why do you say that? Q13. I understand that each BDM is responsible for on...
AI summary The text consists of a series of interview questions aimed at evaluating the collaboration between the Business Development (BD) team and marketing, as well as Energy Solutions Advisors (ESAs) in the context of BNI (Business, Non-Profit, and Institutional) sector outreach and program promotion.
How often do customers ask you about participating in the Custom program instead of you telling them about it? When customers bring up the program, what do they say interests them or what Retrofit Service Consultant In-Depth Interview Guid...
AI summary The text outlines a series of interview questions aimed at understanding customer engagement with the Custom program, including how often customers inquire about it, what interests them, and how the program is marketed and implemented. It also asks about the five phases of a Custom project and areas for improvement.
d? 2) What has worked well for you? 3) What problems or issues, if any, have your customers faced? 4) What has worked well for your customers? Q16. How about the M&V phase? 1) What problems or issues, if any, have you faced with M&V proced...
AI summary The text outlines a series of questions aimed at evaluating the effectiveness of energy efficiency programs, particularly the M&V process and customer engagement strategies. It asks about successes, challenges, and improvements related to program implementation, customer satisfaction, and collaboration with Efficiency Nova Scotia.
you get projects you may not have otherwise gotten? How so? [Probe for influence of BDMs] Q28. How satisfied have you been with the program in terms of the requirements asked of you? Why? Q29. Overall, how satisfied have you been with Effi...
AI summary The document contains interview questions and an introduction for participants in the Custom-Retrofit program evaluation. It focuses on gathering feedback on program effectiveness, challenges, and opportunities for improvement, with a particular emphasis on the role of Business Development Managers and Efficiency Nova Scotia's support.
ng eligibility 2) Scoping study 3) Feasibility study 4) Implementation 5) Approval (including any verification of savings) and receiving your incentive D.5. Support from Consultant Q11. How often did you communicate with your consultant ab...
AI summary The text outlines a series of questions from an interview guide aimed at evaluating participant experiences with support from consultants and Efficiency Nova Scotia (ENS) during the Custom program. It focuses on communication frequency, types of support received, and overall satisfaction with services provided.
nsultant suggested? Why? D.6. Support from ENS Q17. How often, if at all, did you communicate with someone from Efficiency Nova Scotia about your participation in the Custom program? Q18. How often, if at all, do you work with ENS Business...
AI summary The document contains a series of questions aimed at evaluating the level of support and satisfaction with Efficiency Nova Scotia (ENS) and its Business Development Managers (BDMs) in the context of Custom program participation. It explores communication frequency, collaboration, technical support, and overall satisfaction with ENS services.
we are talking with people who have worked with ENS’s Business Development team members so we can make sure we understand how the Business Development team is working with customers such as yourself. Our talk will take about 15-20 minutes....
AI summary This document outlines an interview guide for participants in the Business Energy Rebates (BER) program, focusing on roles, responsibilities, and outreach practices. It includes questions about the participant's role, how they learned about the program, and their motivation for participating.
ted? Q16. Overall, how satisfied have you been with ENS in terms of providing you with the service and support you needed to complete your project that received BER incentives? Why? E.5. Service Provider Support Q17. Did you work with a se...
AI summary The text includes questions from an interview guide aimed at evaluating the Business Energy Rebates (BER) program. It asks participants about their satisfaction with ENS support, their experience with service providers, and the impact of the BER program on their firm.
E-9E1 (SBA) RIRs to IR-1 to IR-21
22 passages
va Scotia as an organization, only a smaller majority of these organizations indicate that they were specifically aware of the programs available to small businesses in the province. Of the Non-Participant organizations aware of the ENS bu...
AI summary The analysis indicates that while many non-participating organizations are aware of Efficiency Nova Scotia (ENS) business programs, only a minority have considered participation, primarily due to interest in energy savings. Improved communication could increase participation, as most organizations express a willingness to join in the future and hold a favorable view of ENS.
cipants having previously considered participation in an Efficiency Nova Scotia business program, seven in ten organizations would likely participate in such a program in the future. Among Non-Participant organizations that report awarenes...
AI summary The text discusses participation rates in Efficiency Nova Scotia business programs, noting that seven in ten organizations are likely to participate in the future. It highlights that energy savings and power bill reduction are key motivators for participation, and that despite low familiarity with the programs, most organizations have a favorable opinion of Efficiency Nova Scotia.
ed familiarity with the programs offered. 2. Efficiency Nova Scotia should utilize the study results to highlight program participation benefits for potential participants. As an extension of the above recommendation specifically focused u...
AI summary The text recommends that Efficiency Nova Scotia (ENS) use study results to promote program participation benefits and encourages Participant organizations to highlight their energy efficiency practices in communications and marketing materials to increase awareness and differentiate themselves from competitors.
Source of Program Awareness Key Mentions From Total Unaided Mentions Participants Non-Participants (n=250) (n=143) Someone at Efficiency Nova Scotia contacted the business 20% 11% Word of mouth 18% 36% Through a third party contractor or s...
AI summary The text discusses how businesses learned about Efficiency Nova Scotia's energy programs, with word of mouth being the most common method among non-participants and contact from Efficiency Nova Scotia being the most common among participants.
9 6 13 9 0 Through the mail 8 7 11 10 10 4 7 10 7 9 5 5 14 9 8 10 0 14 8 0 Through a third party contractor or service 8 8 5 10 6 13 15 7 10 7 11 7 9 11 5 9 8 7 8 0 provider Efficiency Nova Scotia website 8 4 18 8 7 10 7 6 9 6 13 9 4 7 8 4...
AI summary The text presents data on various methods through which participants engaged with Efficiency Nova Scotia programs, including mail, third-party contractors, the website, and social media platforms. It also includes participation in other Efficiency Nova Scotia programs and outreach through home shows and building management.
8 13 5 5 14 about them Company is too small 6 9 0 5 8 2 0 7 4 7 0 3 14 3 7 5 8 6 5 8 Too busy/No time to participate 6 5 3 11 6 8 0 6 6 5 11 8 2 12 3 9 0 2 10 0 Getting landlord approval 4 3 6 5 5 3 2 5 3 5 3 4 6 10 2 0 8 13 5 3 Low opinio...
AI summary The text presents a table with various reasons why participants may not be engaging in energy efficiency programs, including issues related to time, cost, communication, and eligibility. These barriers are highlighted across multiple categories, indicating challenges in program participation.
2017 SBES Study - Non-Participants TABLE 27: How familiar, if at all, would you say you are with Efficiency Nova Scotia´s programs made available to companies in the province?
AI summary The 2017 SBES Study examines the familiarity of companies in Nova Scotia with Efficiency Nova Scotia's programs, as reflected in Table 27.
6 3 9 3 8 6 6 6 6 6 Cost of upgrades 6 7 5 5 6 7 8 4 6 4 9 5 4 9 3 8 3 7 5 4 9 3 3 Long process/Length of time for approval 4 8 3 5 3 2 6 3 5 3 6 3 5 4 7 2 5 4 3 6 6 1 7 Amount of time it took to do upgrades 4 6 4 4 4 9 3 5 3 7 3 4 4 4 3 5...
AI summary The text presents data related to customer experiences with utility upgrades, highlighting concerns such as the cost of upgrades, the lengthy approval process, dissatisfaction with upgrades, lack of communication, and disruptions caused by upgrades. These themes reflect customer dissatisfaction and inefficiencies in service delivery.
2 10 8 14 6 9 9 8 7 12 Less than expected 7 7 7 9 5 0 13 4 8 5 0 9 6 12 6 9 0 11 6 4 17 4 12 About as expected 83 81 84 84 81 84 78 86 80 90 70 86 82 86 82 84 86 81 84 87 75 88 76 There were no expectations 1 0 2 2 0 0 3 0 2 0 0 1 2 0 2 0...
AI summary The table presents survey results on customer satisfaction with Efficiency Nova Scotia business programs, showing that most respondents indicated they would 'about as expected' recommend the programs, with a few indicating they would 'less than expected' or 'probably not' recommend them.
TION 2017 SBES Study - Participants TABLE 28: What is your overall opinion of Efficiency Nova Scotia?
AI summary The text presents a question from the 2017 SBES Study asking participants about their overall opinion of Efficiency Nova Scotia.
to qualifying small businesses to help overcome the financial barriers associated with learning about energy-efficient opportunities. Lack of information: Eligible participants receive complimentary Offering complimentary Lack of education...
AI summary The document outlines strategies to overcome financial and informational barriers for small businesses in adopting energy-efficient practices, including complimentary energy audits, increased outreach, training materials, and staff promotion efforts by ENS and SBES.
feedback on financial support is generally positive. Lack of Information: BER staff serve as ambassadors to promote By continuing to highlight Participants may not energy efficiency. the benefits and costs of understand the energy efficien...
AI summary Feedback on financial support for energy efficiency programs is generally positive. However, participants may not fully understand the costs, benefits, and appropriateness of energy efficiency projects for their business. Efforts are being made to increase awareness through marketing and educational materials.
SBA IR-16 Attachment 2, Page 29 of 43 Efficiency Nova Scotia SMALL BUSINESS ENERGY STUDY Administrative BER works with the distributors to try and The adoption of a new data Burden for minimize the data required for reporting and system wi...
AI summary The document discusses the administrative burden on distributors for the Instant Rebates program and the simplification of the mail-in rebate application process. Efficiency Nova Scotia (ENS) has worked to streamline processes, reduce unnecessary data collection, and improve user-friendly forms. Some distributors report resource challenges, while participants have provided positive feedback on the simplified process.
their newsletters and/or shared them on social media. ENS has also met with various groups, including TIANS, the Halifax Partnership’s Small Business Action Team, and the Small Business Network (Access the Best) to explore how ENS and thes...
AI summary Efficiency Nova Scotia (ENS) utilizes various outreach methods, including newsletters, social media, direct mail, print media, press releases, and digital marketing, to raise awareness of its small business energy efficiency programs. ENS has also engaged with local groups and organizations to better meet the needs of small businesses.
SBA IR-16 Attachment 2, Page 40 of 43 Efficiency Nova Scotia SMALL BUSINESS ENERGY STUDY Digital ENS distributes approximately six BNI e- E-newsletters are newsletters per year. distributed through a BNI subscription list of In 2016, digit...
AI summary Efficiency Nova Scotia (ENS) communicates with small businesses through digital newsletters, events, and social media. In 2016, ENS distributed six BNI e-newsletters annually, attended 50 events, and posted 20-25% of its organic social media content related to small businesses.
r when social media posts are more common, including national small business week (October). Point of Purchase BER has two in-store campaigns per year These campaigns take (spring and fall) for its Instant Rebates service. place province-w...
AI summary Efficiency Nova Scotia (ENS) conducts outreach to small businesses through various campaigns and events, including in-store promotions and social media. However, ENS lacks a formal method to categorize businesses as small businesses during these engagements, leading to approximated estimates of time spent engaging with them.
iture amounts are unaudited and are rounded to the nearest thousand. Expenditure amounts reported in previous 3 quarters may have been updated and are reflected in the 2017 annual total. 4 5 In 2017, ENS continued to provide programs and s...
AI summary In 2017, Efficiency Nova Scotia (ENS) continued providing energy efficiency programs for low- and modest-income households and businesses. ENS utilized social media and community outreach to increase awareness and participation. A Customer Satisfaction Index of 89.7 was achieved, and ENS maintained a strong online presence.
31 percent at the end of 2017. Customer service also remained a top priority in 2017, 4 with ENS achieving a Customer Satisfaction Index of 89.7. 5 6 Data Tracking System 7 8 As identified in ENS’s Compliance Filing for the 2016-2018 DSM R...
AI summary ENS implemented a new DSM data tracking system called Dynamic DSM (DDSM) in 2017, aiming to improve customer service, program delivery, and marketing through enhanced data processing and communication. Three program components were transitioned to the new system, along with the integration of the electronic Technical Reference Manual (eTRM).
2017 Enabling Strategies categories included: 13 • Education and Outreach; 14 • Development and Research; and 15 • Other Enabling Strategies. 16 17 1.5.1 Education and Outreach 18 19 Education and Outreach strategies in 2017 focused on enc...
AI summary In 2017, Efficiency Nova Scotia (ENS) focused on education and outreach as part of its Enabling Strategies, increasing social media engagement and media mentions. ENS was featured in various publications, highlighting partnerships with Nova Scotia businesses and municipalities.
s responsibility for service relationships with the people and institutions that ENSC serves? What are the restrictions on scope and to what extent are they needed or unnecessary? How and how well does ENSC maintain good faith and quality...
AI summary The text raises questions about ENSC's service quality, organizational culture, and employee experiences, including concerns about good faith service, unintended consequences, work environment, career opportunities, and the presence of cynicism or irony within the organization.
lifetime energy savings. technical and technical/regulatory DSM programs. This occurs as an artifact of the indicator system. 2015 Verification Provide additional or reinforcement health and safety issue training, including mold SV-9 (HEA)...
AI summary The text discusses the need for additional health and safety training for HEA field staff, focusing on mold and fiberglass precautions. ENS agrees with the recommendation and plans to provide training on building science and indoor air quality at their next in-house seminar.
Increase program component advertising to households and collaborate with retailers. Evaluation results showed GH-R2 In Progress ENS agrees with this recommendation. In 2017, it increased its marketing 2018 fairly high free-ridership level...
AI summary The evaluation of the Green Heat program highlights high free-ridership levels for rebated products, particularly heat pumps. It recommends increasing advertising to households and collaborating with retailers to improve outreach and promote higher efficiency models. ENS has taken steps to enhance marketing efforts, including digital ads and in-store materials.