Topic:"Customer Service" in M09096

20. DEFAULT AND TERMINATION - 20.1 This Agreement may be terminated immediately by either Party, in whole or in part, upon the happening of one or more of the following events: - (a) EfficiencyOne's Franchise is terminated and the Agreemen...

AI summary The section outlines termination conditions for an agreement, allowing either party to terminate if EfficiencyOne's franchise is terminated or the UARB approves. Termination does not entitle parties to compensation. It also details notification procedures, including addresses and methods for sending notices, with specific rules for delivery timing.

are used to 3) Retailers and their employees show varying promote participation through improving customer degrees of awareness, engagement and awareness and education, while also conducting retailer knowledge of the program. training to i...

AI summary The text highlights that residential customers lack knowledge about energy savings opportunities and are concerned about upfront costs. Retailers and their employees have varying levels of awareness and engagement with programs. Customers receive subsidized energy assessments and personal energy planning services to support them.

2) Residential customers receive incentives for installing eligible measures. The incentive is typically 15-25 percent of the project costs. 1) For efficiency projects, commercial and 1) Commercial and industrial customers receive industri...

AI summary Residential customers receive incentives of 15-25% for installing eligible energy efficiency measures. Commercial and industrial customers face challenges with upfront capital and lack of education about energy efficiency projects. The midstream application involves distributors educating contractors, who influence customer awareness and adoption of energy efficiency practices.

Table 5. Focus Groups Estimated Suggested Timeframe Sample Target Group Population Stratification Representative Indicators / Evaluation Questions Size Size • Marketing materials consistently demonstrate compelling Coordinated with regular...

AI summary The document includes a table outlining focus groups for residential customers and BNI customers, with details on target population, stratification, and evaluation questions related to marketing materials. A date of March 29, 2019, is noted as the filing date.

ublish/BSTAT/2009/NS_Business%20Stats_2009_January%202010.pdf Source: Statistics Canada. Census Profile, 2016 Census, Nova Scotia, Canada. Date Filed: March 29, 2019 NS Power IR-15 Attachment 2 Page 18 of 32 4. Key Performance Indicators E...

AI summary ENS's marketing team focuses on three activities: developing tools and processes, enhancing marketing tracking systems, and delivering marketing campaigns. Key performance indicators for these activities are outlined in three tables, which include data sources and collection methods for outputs and outcomes. Informal check-ins may be used instead of formal interviews.

Indicators / Evaluation Questions Data Sources & Collection Approaches (Desired Output/ Outcome) Brand guidelines and • Brand guidelines are updated • Document review of guidelines and plan management plan are up-to- • In-depth interviews...

AI summary The text outlines indicators and evaluation questions related to brand guidelines, marketing plans, and resource allocation. It emphasizes the importance of updated guidelines, integrated marketing plans, and appropriate staffing and training resources. Data collection methods include document reviews and in-depth interviews with marketing staff.

Indicators / Evaluation Questions Data Sources & Collection Approaches (Desired Output/ Outcome) Organization understands • Management, marketing staff, and program staff continue to be • IDIs with marketing managers and and buys in to bra...

AI summary The text outlines indicators and evaluation questions related to organizational understanding of brand messaging, staffing of marketing positions, and staff understanding of roles. It references data sources such as interviews and organizational charts to assess these outcomes.

tanding of marketing • IDIs with marketing staff understanding of roles, department organization Short-term Outcomes responsibilities, reporting • Staff continue to have clear understanding of their own roles and structure, processes, and...

AI summary The text outlines short-term outcomes related to staff understanding of marketing roles, responsibilities, and processes. It highlights continued clarity in roles, support from colleagues, and effective feedback mechanisms within the marketing department.

provide feedback • Staff continue to feel comfortable providing feedback Staff have adequate • Reference documents available to staff • Document review of team’s reference resources and know where to • Number of knowledgeable and approacha...

AI summary The document outlines short-term outcomes related to staff communication and support, emphasizing regular meetings, availability of resources, and staff feeling supported through internal communication and access to knowledgeable individuals.

including with programs • Staff continue to report clear verbal and electronic lines of • IDIs with program staff Short-term Outcomes communication: ‒ Within marketing team ‒ Between marketing team and program staff • Staff know how best t...

AI summary The text discusses communication and feedback mechanisms within marketing and program staff, emphasizing clear verbal and electronic communication, responsiveness, and the effectiveness of feedback mechanisms in enabling staff to provide input on marketing plans and see changes based on their feedback.

underserved populations/markets Date Filed: March 29, 2019 NS Power IR-15 Attachment 2 Page 22 of 32 Objective Indicators / Evaluation Questions Data Sources & Collection Approaches (Desired Output/ Outcome) Staff find marketing plan is •...

AI summary The document outlines an objective related to the implementation of a marketing plan by staff, emphasizing clarity, effectiveness, and the resolution of concerns. It includes evaluation indicators such as staff reports, interviews with managers, and digital metrics from Google Analytics.

promptly discussed and resolved Medium-term Outcomes • Team meets or exceeds targets for digital metrics Staff continuing to effectively • Regular meetings continue to occur with appropriate groupings of • IDIs with marketing managers and...

AI summary The text discusses internal communication and performance metrics within a team, including regular meetings, clear lines of communication, and the effectiveness of staff interactions. It also mentions the possibility of informal check-ins as an alternative to formal interviews.

Indicators / Evaluation Questions Data Sources & Collection Approaches (Desired Output/ Outcome) Marketing staff regularly • Marketing staff and program staff report they coordinate and • IDIs with marketing managers and communicate with p...

AI summary The text outlines indicators and evaluation questions related to communication between marketing and program staff, as well as processes for providing feedback on tracking systems and their reporting capabilities. Data sources include interviews and written guidelines.

IDIs with program staff reporting needs (e.g., identifying previous participants for Short-term Outcomes potential reconnections) • Gaps identified in system capabilities • Users’ "wish list" of system capabilities to enhance decision- mak...

AI summary The text outlines short-term and medium-term outcomes related to feedback mechanisms and system capabilities, focusing on identifying gaps, enhancing decision-making, and ensuring system updates are promptly addressed by marketing and program staff.

Tracking systems updated • Users continue to report system is always "current" • IDIs with marketing staff Medium-term Outcomes regularly in response to • IDIs with program staff feedback and strategic organization/program shifts Cross-pro...

AI summary The document discusses updates to tracking systems and medium-term outcomes, focusing on user feedback, stakeholder engagement, and cross-program collaboration. It outlines marketing campaign objectives and evaluation methods, including the use of program databases and informal check-ins with staff.

Indicators / Evaluation Questions Data Sources & Collection Approaches (Desired Output/ Outcome) Finalized creative concepts, • Creative brief template updated • Reviews of creative briefs, content, content, media buys, and • Final creativ...

AI summary The text outlines indicators and evaluation questions related to creative concepts, content, media buys, and traffic calendars for owned and paid channels, targeting specific audiences and geographies. It emphasizes the need for finalized creative concepts, clear target markets, and feedback loops between marketing and program staff.

print) ‒ Direct mail Outputs ‒ Digital and social media ‒ Other Regular reports on customer • Regular reporting schedule established, schedule understood by • Document review: policies and response to campaigns (e.g., marketing and program...

AI summary The document outlines the methods used for customer outreach and communication, including direct mail, digital and social media, and other channels. Regular reporting on customer response to campaigns is emphasized, with marketing and program staff using these reports to assess effectiveness and make adjustments.

Indicators / Evaluation Questions Data Sources & Collection Approaches (Desired Output/ Outcome) Messaging and creative • Consistent branding, messaging, and adherence to best practices • Reviews of checklists demonstrating all adhere to b...

AI summary The text outlines indicators and evaluation questions related to marketing practices, emphasizing consistent branding, adherence to communication guidelines, and clarity of brand promise and value proposition across all media and customer groups. It highlights the need for reviews and staff understanding of these guidelines.

materials across channels and platforms • IDIs with marketing managers and staff • Focus groups with residential and BNI customers Customers aware of ENS and • Percent of customers aware of ENS; changes from prior years • Surveys of reside...

AI summary The text discusses customer awareness and engagement with Energy Nova Scotia (ENS) programs, including metrics such as customer awareness, web page views, click-through rates, and customer self-reported likelihood of pursuing programs based on marketing messaging.

customers • IDIs with program staff

AI summary The text references interactions between customers and program staff, potentially indicating customer engagement or service processes related to energy programs.

nt);  Enhance customer experience through our digital assets;  Improve marketing effectiveness through internal processes, tools and information systems." Inputs: ENS staff expertise; agency expertise; program-specific and overarching ma...

AI summary The text outlines efforts to enhance customer experience through digital assets and improve marketing effectiveness using internal processes and tools. It highlights the need for consistency in messaging across marketing campaigns and outlines activities related to infrastructure development and campaign delivery.

Campaign Performance 4. Metrics associated with website traffic, social media engagement, media analytics, and conversion rates Short-term 1. Organizational buy-in and 1. Relevant staff find tracking systems and 1. Messaging and creative a...

AI summary The text outlines short-term outcomes related to campaign performance, focusing on organizational buy-in, staff understanding of brand messaging, and the effectiveness of marketing and communications strategies. It highlights the importance of tracking systems, brand guidelines, and customer engagement with ENS and its programs.

fective at 5. Marketing connects customers to ENS provide feedback/input identifying needed system programs; customers interested in pursuing 5. Staff have adequate resources and enhancements/changes programs know where to go for help 6. S...

AI summary The document discusses marketing efforts by ENS to connect customers with programs, the adequacy of staff resources, internal communication at ENS, and the monitoring of key performance indicators across marketing initiatives.

ACTIVITIES Internal Infrastructure Enhance/Develop Infrastructure Enhance/Develop Marketing Deliver Marketing Campaigns Integrated Marketing Communications Communications Tracking Systems and Tools and Processes Processes Medium-term 1. St...

AI summary The text outlines activities related to internal infrastructure and marketing efforts by ENS, including updating tracking systems, adjusting marketing plans based on feedback, and enhancing customer awareness and engagement with ENS programs.

dible, trustworthy, informative) systems/processes 4. Staff find marketing plan clear; staff are 5. Customers share experiences and refer successfully implementing plan friends and family to ENS programs 5. Staff continue to effectively 6....

AI summary The document outlines the effectiveness of ENS's marketing plan, customer engagement, and stakeholder involvement. It highlights successful internal communication, customer trust, and the alignment of marketing activities with organizational goals.

nizational 4. Stakeholders increasingly engaged in ENS goals and objectives programs 4. Brand continuity across all 5. Exceptional customer service communication platforms and programs Date Filed: March 29, 2019 NS Power IR-15 Attachment 3...

AI summary The document outlines stakeholder engagement in ENS programs, emphasizing brand continuity and customer service. It includes contact information for Research into Action, a consulting firm, and details about a report dated February 9, 2018.

ing as the process evaluator for ENS program components. Date Filed: March 29, 2019 NS Power IR-15 Attachment 3 Page 30 of 94  Outreach. How effectively are outreach efforts and projects prioritized for BDMs? How could the outreach priori...

AI summary The document outlines an evaluation of ENS program components, focusing on outreach efforts and the sales process for BDMs. It describes the methodology used, including interviews with ENS BD staff, other ENS staff, consultants, and BNI program participants.

tion, the list consisted of 27 eligible contacts. Table 1 presents the dispositions of the consultants we contacted for interviews. Table 1: Consultant Disposition Summary Disposition Count Complete 10 Refusal 1 Unsuccessful attempt 13 Not...

AI summary The document outlines the disposition of 27 eligible consultants contacted for interviews, with 10 completing the interview, 1 refusing, 13 unsuccessful attempts, and 3 not attempted due to reaching a quota. A single interview guide was developed to cover both the Retrofit service process evaluation and the BD process evaluation.

will incorporate customer relationship management and project management—to address this need. The DDSM is discussed in more detail later in this chapter (Section 3.1.3). 3.1.2. Collaboration between BDMs and Other ENS Staff ESA Staff. Bot...

AI summary The document discusses collaboration between BDMs and ESA staff at ENS, focusing on how they work together to address customer needs, particularly with BNI customers. It mentions the DDSM and plans for improved collaboration through joint training sessions.

is happening with one customer’s project… rather than searching eight different locations to see if forms have been signed or what the last correspondence was.” Four BDMs and three program staff noted the existing system does not regularly...

AI summary The document discusses challenges with the current project management system, noting that it lacks regular alerts and centralized tracking, making it difficult for staff to monitor project progress. BDMs spend significant time on outreach efforts, focusing on maintaining relationships with participants and identifying new project opportunities.

munications,8 with past and current participants to discuss future project opportunities. These interactions are the primary component of BDMs’ jobs. 7 Salesforce is a company that provides a leading customer relationship management softwa...

AI summary The text discusses the activities of Business Development Managers (BDMs), including communications with past and current participants, outreach to new businesses, and presentations to business and civic groups to promote energy-saving programs by Electricity Nova Scotia (ENS).

ke national accounts and chains.  Presentations to business and civic groups to increase awareness of ENS’s program and opportunities for energy savings. Outreach can range from working with a production manager at a single industrial fac...

AI summary The document discusses outreach strategies used by Business Development Managers (BDMs) to promote ENS programs. BDMs engage with a range of stakeholders, from individual industrial facilities to national chains and government departments. They balance outreach with other responsibilities, such as project management, which can be challenging.

l. And you’re talking to lots of people, but you do understand that you have to be on top of your existing projects and make sure they’re moving ahead.” Outreach and project management, however, can also intersect according to BDMs. For ex...

AI summary Business Development Managers (BDMs) balance project management with outreach, using various communication channels to engage clients. They prioritize larger organizations and face challenges with remote locations, impacting the frequency of in-person meetings.

. One BDM stated: “The more remote a customer is (from Halifax), the less likely it is I am going to drop in for a face-to-face meeting.” That said, BDMs are always available to meet with a client organization at the organization’s site: t...

AI summary BDMs (Business Development Managers) noted that remote customers are less likely to have face-to-face meetings, but they remain engaged through other communication methods. Coordination between BDMs and the marketing team has improved, with aligned objectives, vertical market marketing plans, and joint events.

ween BDMs and the marketing team via meetings, and specific actions like those described above should result in a stronger marketing and outreach strategy for the BD team.

AI summary The text discusses improving collaboration between Business Development Managers (BDMs) and the marketing team through meetings and specific actions to enhance marketing and outreach strategies for the BD team.

effectiveness of internal collaboration, outreach, and the salesforce process. Notably, some of the conclusions and recommendations pertain to more than one research topic. 4.1. Internal Collaboration Conclusion 1: Collaboration between BD...

AI summary The document highlights the effectiveness of internal collaboration at ENS, particularly between BDMs, program staff, marketing staff, and ESAs. It notes that teams work together to resolve issues and recommends establishing regular meetings between the BD team and marketing staff to further enhance collaboration and share resources.

keting 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 continue to collaborate and prov...

AI summary The document discusses the need for collaboration between the BD and marketing teams to enhance outreach strategies for the BNI sector. It highlights the BD team's proactive efforts in identifying underserved markets and improving service in specific verticals.

curacy of my notes. We will use the recording internally at Research Into Action; we will not provide it to Efficiency Nova Scotia. Is it OK for me to record the interview? If you want to refer me to specific documents to answer any of my...

AI summary The text outlines an interview process with a representative from Electricity Nova Scotia (ENS), focusing on roles, responsibilities, and changes in the Business Development team over the past year. It includes questions about staffing, structure, and responsibilities across different programs.

d project opportunities? Q16. Is there any difference in how you work with Efficiency Trade Network (ETN) partners and partners who are not part of the ETN? Q17. What, if anything, could improve the collaboration between BDMs and these pro...

AI summary The text includes a series of questions about customer outreach, project collaboration, and program engagement, focusing on how Efficiency Trade Network (ETN) partners are treated differently from non-ETN partners, outreach strategies, customer segmentation, and the prioritization of outreach efforts.

u prioritize your outreach efforts and project management? [If needed: Do you think this approach is effective in reaching all customer segments? Are any segments underserved?] Q24. How do you think your outreach priorities compare to the...

AI summary The text outlines a series of questions focused on customer outreach strategies, collaboration with the BNI marketing team, key contact identification, and customer satisfaction with ENS programs. It explores how outreach priorities are managed and how customer experience can be improved.

those services? Q29. How, if at all, can ENS improve a customer’s experience with ENS? [If needed: use list below to probe about specific project phases] a. Internal project review b. Project approval c. Providing technical assistance d. S...

AI summary The text includes a series of questions aimed at assessing ENS's customer experience, data management practices, and the successes and challenges faced by the BD team. These questions are part of an in-depth interview guide for ENS staff.

ience  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 have found especially challeng...

AI summary The text outlines a series of questions aimed at understanding how programs collaborate with Business Development Managers (BDMs) to improve customer engagement, program promotion, and overall collaboration. It focuses on customer interaction methods, challenges in reaching specific segments, and support needed from BDMs to enhance program effectiveness.

the BDMs are not currently focused on them? Q16. What additional support from BDMs could help you more effectively market BNI programs to customers? Q17. Is there anything else you think could help improve your collaboration and communicat...

AI summary The document contains a series of questions aimed at assessing the effectiveness of BDMs (Business Development Managers) in supporting BNI (Business, Non-Profit, and Institutional) programs and their collaboration with ESAs (Energy Solutions Advisors). It explores areas for improvement in communication, support, and customer interactions.

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 procedures? 2) What has worked well for yo...

AI summary The text outlines a series of questions related to customer experiences with energy efficiency programs, including challenges faced, successes, and satisfaction with M&V tools. It also explores reasons for project abandonment and strategies to encourage project completion, as well as the role of ENS and BDMs in supporting customers.

be improved? Q25. What additional services or support, if any, would you like to see from Efficiency Nova Scotia to help you complete more Custom projects? Q26. Are there any additional measures that ENS should make eligible for Custom pro...

AI summary The text includes a series of questions aimed at gathering feedback on the Custom-Retrofit program managed by Efficiency Nova Scotia, focusing on participant satisfaction, challenges, and opportunities for improvement in service and support.

ch phase was that and why was their more interactions? Date Filed: March 29, 2019 NS Power IR-15 Attachment 3 Page 60 of 94 Q14. Was there any service or support you would have liked to see from your consultant that you did not receive? Wh...

AI summary The text contains a series of questions related to customer satisfaction with energy efficiency consulting services, including support received, communication with Efficiency Nova Scotia, and collaboration with Business Development Managers. The questions focus on service quality, additional recommendations, and program participation.

nd helps the client navigate the process with ENS programs, services and rebates] Q19. [IF they work with BDMS] What do you typically work on with the BDMs? Q20. [IF they work with BDMS] Do you ever work with BDMs and consultant to discuss...

AI summary The text outlines a series of questions aimed at assessing customer experiences with Efficiency Nova Scotia (ENS) programs, services, and support, particularly in relation to interactions with Business Development Managers (BDMs) and the level of satisfaction with the services provided.

Q10. [If they work with BDMs] Do you ever work with BDMs and consultant to discuss technical aspects of a project you are interested in? How does that typically occur? Q11. [If they work with BDMs] Overall, how satisfied are you with your...

AI summary The text includes a series of questions about interactions with BDMs, ENS, and service providers in the context of energy-saving projects and BER incentives. It seeks feedback on satisfaction, communication, and support received, as well as suggestions for improvement.

paperwork? Did the service provider interact directly with ENS staff? Q19. Overall, how satisfied were you with the following aspects of your service provider? 1) The service you received throughout the process 2) [IF APPLICABLE] The infor...

AI summary The text includes survey questions about customer satisfaction with service providers, additional energy-saving projects, and the BER program. It also asks about future plans and challenges with the BER program, as well as suggestions for improving its effectiveness.

all efficiencyPEI programs is $5,000.00. If the dwelling has received funding through other efficiencyPEI programs (loans or grants) 15.01. By asking for a home energy evaluation, I agree to the collection of that data for the sole purpose...

AI summary The text outlines terms and conditions for efficiencyPEI programs, including rebate limits, data collection for home energy evaluations, and disclosure requirements to NRCan. It also mentions obligations related to contractors and compliance with the Canada Revenue Agency.

Attachment 1, Page 15 of 30 Recommendation Text Source Status Comments Expected Period of Completion Continue relying on BDMs to assist participants and find new markets. The 2017 evaluation showed that many participants heard about Retrof...

AI summary The 2017 evaluation found that BDMs helped participants in the Retrofit program by providing information and support, leading to increased participation. E1 agrees with the recommendation to continue using BDMs for outreach and has expanded their efforts to new sectors like seafood/fish-processing and mining.

4.1 Participant and Partner Satisfaction Once again in 2018, the evaluation revealed very high participant satisfaction with ENS and its programs. Most participants were pleased with their interactions with program partners, specifically i...

AI summary The 2018 evaluation showed very high participant satisfaction with ENS and its programs, with most participants and partners expressing satisfaction with interactions and the value of program involvement.

Partner satisfaction with both Instant Savings and Business Energy Rebates Instant Rebates increased in 2018. Satisfaction with Instant Savings, after decreasing in 2017 due to the addition of a product price floor that caused frustration...

AI summary Partner satisfaction with Instant Savings and Business Energy Rebates increased in 2018, though Business Energy Rebates faced challenges related to administration and eligibility. Evaluations highlighted process inefficiencies and difficulties in explaining services to customers, with some dissatisfaction noted in the Custom New Construction service.

Table 17: Recommendations on Business, Non-profit and Institutional Program Components No. Recommendation CUSTOM-R1. Improve communication to SPs and participants about the various New Construction steps and corresponding service requireme...

AI summary The document recommends improving communication with service providers and participants regarding the New Construction program. It highlights the need for clearer information, process charts, checklists, and timelines to ensure understanding and adherence to service requirements. Personalized follow-ups are also suggested to support project progress and enhance the quality of energy models.

Overall Instant Savings, Marketing and Advertising Overall satisfaction with Instant Savings was high across retailers, with an average rating of 8.6 on a 10-point scale. Seven retailers rated a score of eight to 10, while one retailer rat...

AI summary Retailers report high satisfaction with Instant Savings, with an average rating of 8.6. Satisfaction levels have returned to 2016 levels after a dip in 2017 due to a product price floor. Retailers also rated marketing and advertising highly, though some requested more support from the utility for in-store campaigns.

S3b. What was the most important reason you were satisfied with the program overall? Reasons for Being Satisfied with ARet 2016 2018 Sample Size 182 194 Convenient/Easy to get rid of appliance 69% 66% Good service 29% 32% Appliance was dis...

AI summary The text presents survey data on customer satisfaction with the Appliance Retirement (ARET) program, highlighting reasons for satisfaction such as convenience, service quality, and proper disposal of appliances. It also includes data on how customers booked appliance pick-up appointments and their satisfaction with the online booking portal.

S3. [IF S1 ≥ 8] What was the most important reason you were satisfied with the service overall? [PROBE FOR SPECIFIC REASON. DO NOT READ – ACCEPT MULTIPLE RESPONSES] 1. (Lowered energy bill) 2. (Good service) 3. (Saves energy) 4. (Better li...

AI summary The text presents a survey questionnaire focused on customer satisfaction with the Efficient Product Installation Service. It includes questions about reasons for satisfaction, aspects of the service rated on a scale from 1 to 10, and whether customers experienced any problems with installed products.

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 Efficient Product Installation Service overall? 2018 Satisfaction with EPI Overall Tenants Ho...

AI summary Customer satisfaction with the Efficient Product Installation Service (EPI) was high in 2018, with a mean satisfaction score of 9.3. The most common reasons for satisfaction included liking the installer, good service, and a reasonable time frame. Reasons for not being more satisfied included expectations not being met and dissatisfaction with the products installed.

Successes, Challenges, and Opportunities To wrap-up I have a few general questions about the program's successes, challenges, and opportunities. [ASK ALL] Q34. What do you think builders and homeowners like best about your program? [ASK AL...

AI summary The text outlines a set of questions posed to stakeholders regarding the program's successes, challenges, and opportunities, focusing on perspectives from builders and homeowners, as well as potential changes to the program in the near future.

Satisfaction Mail-in participants were very satisfied with BER staff, although slightly less satisfied with the project information required to be submitted and the process of completing the application forms. The most frequently mentioned...

AI summary Mail-in participants were highly satisfied with BER staff but had concerns about application processes and information requirements. Contractors found the process time-consuming, and distributors rated the Instant Rebates service at 7.7 out of 10, citing administrative challenges and tracking eligible measures as key issues.

Satisfaction with the Mail-in Participation Process Figure 10 below indicates that participants were very satisfied with BER staff and slightly less satisfied with service processes. No statistically significant differences in satisfaction...

AI summary Participants were very satisfied with BER staff but slightly less satisfied with service processes. Contractors reported challenges with the Mail-in process, including it being too time-consuming and difficulties explaining it to customers.

- P4. [ASK IF P1=2] Other than the Business Energy Rebates Mail-in program you recently participated in, what Efficiency Nova Scotia program(s), if any, are you aware of? [READ IN ORDER, CODE ALL THAT APPLY] - 1. Business Energy Rebates (B...

AI summary This section of the document asks participants about their awareness and use of Efficiency Nova Scotia programs, focusing on Business Energy Rebates (BER), Small Business Energy Solutions, and other initiatives. It also inquires about the application process and interaction with Efficiency Nova Scotia staff.

b. [ASK S4b IF S3b <8] Interaction and communication with contractors or distributors 1. (Lack of communication/availability with contractor/distributor) 2. (Less knowledgeable about the program) 3. (Took too long/Communication was slow) 9...

AI summary The text outlines barriers related to interaction with contractors, rebate amounts, and processing times, highlighting issues such as lack of communication, slow processing, and dissatisfaction with rebate sizes. These points are part of a broader discussion on barriers and recommendations.

Suggestions to Improve BER Mail-in Service 2018 Sample Size 70 No recommendation 59% Make forms more user-friendly 14% Better marketing/awareness 10% Provide more information/information sessions 7% Increase/better rebates 6% ENS staff sho...

AI summary The document presents survey results from 2018 regarding suggestions to improve the Business Energy Rebate (BER) mail-in service. The majority of respondents (59%) had no recommendations, while others suggested making forms more user-friendly, better marketing, providing more information, and improving rebate processes.

[ Do not read: ] - 96. Other, please specify: [Open-ended response] - 98. Don't know - 99. Refused Q3. How long have you been with your firm? [ASK ALL] Q4. When did you first learn about the BER Mail-in program? [ASK ALL] Q5. How did you f...

AI summary The text includes questions about participants' tenure with their firms and how they learned about the BER Mail-in program, indicating a focus on customer engagement and program awareness.

P4. Did your distributor recommend [PRODUCT] to you? Distributor Recommended Product 2018 Sample Size 49 Yes 51% No 43% Don't know 6% Base: Respondents who purchased products for their organization or who make the decision to buy efficient...

AI summary This section asks respondents if their distributor recommended a specific product. In 2018, 51% said yes, 43% said no, and 6% were unsure. The sample size was 49.

P12. How did you first become aware of the rebates available under Efficiency Nova Scotia's Business Energy Rebates Program? Source of Awareness of Rebates 2018 Sample Size 30 Through my distributor 57% ENS staff contacted me about the pro...

AI summary The text discusses how respondents became aware of Efficiency Nova Scotia's Business Energy Rebates Program and their preferences between the Instant Rebates service and the mail-in service. Most respondents learned about the program through their distributor, and a majority were unaware of the mail-in service. Those who chose the Instant Rebates service cited convenience and speed as key factors.

SEM Market Evaluation Highlights The four participants were asked questions regarding their satisfaction with SEM, any barriers they encountered, and improvement suggestions. Although satisfaction with SEM was high among participants, two...

AI summary Participants expressed high satisfaction with SEM but faced challenges in implementation, such as integrating SEM into business operations and aligning team efforts. Suggestions for improvement included more in-person support and assistance with prioritizing SEM plans. Most participants had low to medium confidence in maintaining energy consumption tracking without external support.

5.3 Satisfaction with New Construction Most SPs (6 of 8) were generally satisfied with the overall service. Moreover, seven SPs noted some level of dissatisfaction with the participation process, mostly relating to understanding service re...

AI summary Most service providers (SPs) were generally satisfied with New Construction, though some expressed dissatisfaction with the participation process, particularly regarding unclear service requirements and difficulties with the ENS website. Participants, however, reported high satisfaction with the program, citing incentives and ENS staff responsiveness as key factors. Some recommendations included improving website clarity, speeding up payments, and extending the service to non-electrical measures.

5.7 Process and Market Evaluation Summary The process and market evaluation indicated that there is room to improve awareness of and engagement with the service. While SPs reported mentioning ENS incentives in their communications, they re...

AI summary The process and market evaluation highlights the need for improved awareness and engagement with ENS incentives, particularly in New Construction projects. While SPs found ENS staff helpful, they reported challenges in understanding service requirements and timelines, which hinder participation. Improving communication and clarifying service steps are recommended.

10 CUSTOM RECOMMENDATIONS Although the number of completed Retrofit projects increased and Retrofit remains the main contributor to overall Custom savings, Retrofit savings decreased significantly in 2018 compared to 2017. New Construction...

AI summary The 2018 DSM Programs Evaluation highlights a decline in Retrofit savings and challenges with New Construction participation. Key issues include unclear communication about service requirements and a lack of engagement with professionals involved in early construction stages. Recommendations focus on improving communication and expanding stakeholder engagement to boost participation.

Market Questions Satisfaction S1. rate your satisfaction with the Custom program overall? Using a scale from 1 to 10 where 1 is "not at all satisfied" and 10 is "completely satisfied" how would you S2. [IF S1<8] Why were you not more satis...

AI summary The text contains survey questions related to customer satisfaction with a Custom program and free-ridership inquiries. It includes questions about overall satisfaction, reasons for dissatisfaction, and whether energy efficiency measures would have been identified without support from an on-site energy manager.

NC Satisfaction 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 is the most important reason...

AI summary The text outlines a set of satisfaction questions related to a New Construction program, focusing on participant satisfaction, challenges faced, and suggestions for improvement. The questions are structured to assess overall satisfaction, reasons for dissatisfaction or satisfaction, challenges encountered, and potential improvements.

Satisfaction 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 Building Optimization program overall? - S2. [IF S1<8] What is the mos...

AI summary The document presents a set of satisfaction questions related to the Building Optimization program. Questions focus on participant satisfaction, challenges faced, and suggestions for improvement. Topics include program participation, marketing, and interactions with Energy Efficiency Nova Scotia (ENS) staff.

Program Satisfaction [ASK ALL] Q24. The next few questions are about your satisfaction with various program elements? How satisfied were you with the information you received about the program? [ If needed: Was the information consistent w...

AI summary The text outlines a series of questions aimed at assessing participant satisfaction with various aspects of a program, including information received, interactions with staff, enrollment processes, timeliness of incentives, and overall satisfaction.

another communication channel to reach these professionals and share information about New Construction. Recruiting modellers, architects and general contractors and making the service more top-of-mind could be particularly important to ex...

AI summary The text suggests improving communication with service providers and participants regarding New Construction steps and service requirements. It emphasizes engaging professionals like modellers, architects, and contractors, as well as trade associations, to increase participation and awareness of the service offered by ENS.

[ETN MANAGER AND ETN SPONSOR] 8. How important is the ETN to ENS's programs? [ Probe ] How important is the ETN to the programs' success? To ENS's customers? Response [PMS] 9. How does the program you manage use the ETN? Response [PMS] 10....

AI summary The document explores the role and importance of the Efficiency Trade Network (ETN) to Efficiency Nova Scotia (ENS) programs, program success, and customer impact. Questions are posed to Program Managers (PMS), Business Development Managers (BDMS), and other stakeholders about ETN utilization and significance.

Successes, Challenges, and Opportunities To wrap-up I'd like to get your feedback about the ETN's successes and challenges to date, as well as opportunities for future improvements to the ETN. [ALL] 30. Of all the things we've talked about...

AI summary The document outlines a feedback session on the ETN's successes, challenges, and opportunities for improvement. It asks participants about benefits of ETN membership, collaboration opportunities, underrepresented services, and ways to enhance ENS programs. Questions focus on networking, training, referrals, and customer experience improvements.

-7-0) , help them improve, and to stop using their services if they do not improve. In addition, this process can be used to reduce the number of on-site visits needed for high performing DAs and SOs. Recommendation 4-1: ENS should use QA...

AI summary The document outlines recommendations for Efficiency Nova Scotia (ENS) to enhance Quality Assurance (QA) processes. Key proposals include using QA data to assess program performance, reducing site visits for high-performing entities, exploring phone inspections and smart technology, and standardizing customer feedback collection. ENS is advised to support underperforming entities or terminate ties if standards are unmet, while leveraging technology to minimize field inspections.

3.1.1. Purposes of QA Site Visits ENS staff and other program administrators conduct QA site visits for similar reasons that are essential to organizational success, as described below. QA visits: - 〉 Ensure energy savings are realized by...

AI summary ENS and program administrators conduct QA site visits to verify energy savings through eligible efficiency measures, ensure rebates are issued for installed equipment, and collect customer feedback to improve program administration.

QA Objective (from Framework Manual) Objective Accomplished Through QA Site Visit Guidelines? How QA Site Visit Guidelines Meet Manual Objectives Identify quality customer experience, quality work, quality documentation, safety, energy sav...

AI summary The QA Site Visit Guidelines aim to ensure quality customer experience, safety, and energy savings. They help identify process improvements, reduce evaluation risks, and align with program objectives. Some objectives are partially met, such as basing decisions on data and addressing underperforming DAs and SOs.

3.3.2. Site Visit Planning and Implementation ENS's current QA site visit budgets are sufficient; some staff are concerned about current staffing levels as well as about future budgets and staffing. ENS staff stated that QA site visit budg...

AI summary ENS staff confirm current QA site visit budgets are sufficient but express concerns about staffing levels and future budget needs as program participation grows. Scheduling inspections near geographically close sites is emphasized for efficiency. Improving customer communication, such as email reminders, is suggested to reduce inspection refusals. One administrator proposes tying rebates for large projects to completed QA inspections.

site visits for these organizations. using their services if they do not improve. In addition, this process can be used to reduce the number of on-site visits needed for high performing DAs and SOs. Recommendation 4-1: ENS should use QA si...

AI summary ENS is advised to use QA site visit data to evaluate DA and SO performance, reduce visits for high-performing entities, and explore phone inspections and smart technology for QA. Standardizing customer feedback collection is also recommended to improve stakeholder engagement and response.

20. DEFAULT AND TERMINATION - 20.1 This Agreement may be terminated immediately by either Party, in whole or in part, upon the happening of one or more of the following events: - (a) EfficiencyOne's Franchise is terminated and the Agreemen...

AI summary Section 20 outlines termination conditions for the Agreement, including termination by either party if EfficiencyOne's franchise is terminated or the UARB approves termination. No compensation is allowed for consequential losses. Section 21 details notification procedures, including addresses for NSPI and EfficiencyOne, and methods for delivering notices (fax, courier, mail).

E1 Responses to Small Business Advocate (SBA)

AI summary This section contains responses from E1 to the Small Business Advocate (SBA). It outlines E1's position and considerations related to small business concerns.

Date Filed: May 13, 2019 rcial Baseline Survey Site # 7-2 Form 31 539. Units of Efficiency 36. Comm ents and Recommendations on anything nments are required for all surveys! Do NO you learn while onsite that might be useful in that require...

AI summary The text includes a partially filled form related to a commercial baseline survey and responses to the Small Business Advocate (SBA). It contains placeholders and notes for comments and recommendations, though no specific content is provided in the visible sections.

NON-CONFIDENTIAL initiative will be available at the end of 2019. EfficiencyOne will begin research upon approval of the 2020 – 2022 DSM Plan. Following this research, EfficiencyOne expects to launch the service in 2020 and will begin moni...

AI summary EfficiencyOne outlines initiatives under its DSM Plan, including launching services in 2020, monitoring performance, and using metrics like energy savings and customer satisfaction. Programs target residential and business sectors, with evaluations starting in 2021. Research on whole-home approaches is ongoing, with results expected by 2019.

electricity accounts. This includes the waiver of security deposits and the ability to use the equal billing plan. NS Power's Customer Care team is also trained to recognize accounts where customer electricity usage is high and offers thes...

AI summary NS Power implements programs to assist customers with high electricity bills, including the HomeWarming program and EfficiencyOne's initiatives. These programs provide energy-efficient upgrades to low-income homeowners and emergency heating support. NS Power also sponsors community initiatives such as the United Way and Feed Nova Scotia.

CONFIDENTIALITY NOTICE The document you are attempting to access has been filed in confidence. Some exhibits, noted as confidential, contain information which if released might cause financial or other harm to the party filing it, or which...

AI summary The document is marked confidential under Nova Scotia regulatory proceedings. Access requires a Confidentiality Agreement. The Nova Scotia Utility and Review Board provides contact details for requesting access. Document number 258806 is referenced.

5.2.3 Objectives - Objectives of the Custom Incentives program include: - influence electrical energy efficiency and system-peak demand reduction projects within Nova Scotia; - build awareness around the benefits of energy efficiency to pr...

AI summary The Custom Incentives program aims to promote energy efficiency in Nova Scotia by reducing system-peak demand, raising awareness among BNI customers, overcoming barriers to complex projects, and expanding ENS program offerings through trialed technologies. It also seeks to improve building design, enable energy management, and foster long-term customer relationships for sustainability.

Program History The Custom Incentives program began with a single component, Custom Retrofit, in May 2008. When Efficiency Nova Scotia began administering the program in 2010, it added a New Construction program component to help streamlin...

AI summary The Custom Incentives program, initiated in 2008, expanded under Efficiency Nova Scotia's administration since 2010. Key developments include adding New Construction in 2010, introducing compressed air optimization (2013), Building Optimization (2014), New Construction Commissioning Pilot (2018), and standalone EMIS (2013) and SEM (2014). These enhancements aimed to broaden participation and improve energy efficiency services for BNI stakeholders.

Areas of focus will include: - continuing to inspire Nova Scotians to adopt an energy efficient lifestyle with a branding platform that creates a strong emotional connection with customers, and with ENS partners and contractors, by demonst...

AI summary The focus areas include promoting energy efficiency through branding, improving ENS digital experience, optimizing content, removing customer experience barriers, engaging the education sector, and building strategic partnerships. These initiatives aim to foster energy efficiency adoption and support in Nova Scotia.

4. RESIDENTIAL PROGRAMS AND SERVICES The Preferred PlanDSM Resource Plan will allow EfficiencyOne to continue delivering cost-effective energy savings benefits for Nova Scotia's residential customers. The Preferred PlanDSM Resource Plan pu...

AI summary The Preferred PlanDSM Resource Plan by EfficiencyOne aims to enhance residential energy savings in Nova Scotia through customer-focused programs and non-lighting measures. High customer interest in reducing energy use (87% in 2018) supports this shift. The plan emphasizes expanded services, data-driven approaches, and system-peak demand reduction to address market saturation and improve efficiency.

13 Corpomte Research Associates. Au/umn2018 Atlantic Qum·terly 14 !bid 1 efficiency information and support with more Nova Scotians. 26 EfficiencyOne uses an evidence-based approach to achieve cost-effective incremental 27 net energy and s...

AI summary EfficiencyOne emphasizes the importance of research and development in evolving demand-side management (DSM) programs and improving customer engagement. The focus is on understanding customer behavior, reducing enrollment barriers, and using innovative approaches such as predictive analytics and new technologies to enhance service delivery and achieve cost-effective energy savings.