Topic:"Demand Side Management Resource Plan" in M03452

31 detailed financial records 1  contracts and PDAs 28  customer communication – informing its customers through the Contact 29 Centre, its website, or in other ways, about ENSC's role and the benefits 30 of DSM 1  liaising regularly wi...

AI summary The document outlines the collaboration between NSPI and ENSC in delivering DSM programs, including customer communication, program development, evaluation, and planning. It also highlights challenges related to the 2012 DSM Plan, particularly the increase in energy savings targets.

Efficiency Nova Scotia Corporation Funding - P-199 On April 30, 2010 Efficiency Nova Scotia Corporation ("ENS") sought approval from the Nova Scotia Utility and Review Board (the "Board") for initial funding of ENS by Nova Scotia Power Inc...

AI summary Efficiency Nova Scotia Corporation (ENS) requested initial funding from the Nova Scotia Utility and Review Board (the Board) in 2010. ENS provided a provisional budget range of $1,155,000 to $1,380,000 for its first year of operations. The Province of Nova Scotia contributed $391,600, and ENS proposed a 'true up' process to adjust funding based on actual expenses.

ENS goes on to say: ENS proposes a block funding approach under which NSPI would pay ENS an amount that is equal to the attached twelve-month budget minus the contribution received from the PNS. In addition, this funding would include an a...

AI summary ENS proposes a block funding approach where NSPI would pay ENS based on a twelve-month budget, including additional costs for developing the 2012 plan and transitioning DSM programs. The estimated total block funding is around $2,040,000.

............ 9 2.4 DEVELOP REPRESENTATIVE CONTROL GROUP............................................................................................... 10 2.5 TEMPERATURE NORMALIZE BILLING INFORMATION ..........................................

AI summary The document outlines a methodology for developing a representative control group, temperature normalizing billing information, and quantifying energy impacts using approaches such as the Augmented Comparison Approach (PRISM) and the Regression Approach. It also discusses process evaluation through in-depth interviews, participant surveys, and sampling error analysis.

ficient products and services as standard practices. Due to first-hand experience, energy efficient products become standard practice for business customers throughout the province. NMR Evaluation of 2010 Prescriptive Rebate Programs Page...

AI summary The document discusses the Smart Lighting Choices (SLC) program, which provides financial incentives for the installation of high-performance T8 lighting in non-residential facilities in Nova Scotia. The program is expected to become obsolete once legislation mandating the use of High Performance T8 lighting is enacted.

nt programs. NMR Evaluation of 2010 C&I Custom Program Page II close to achieving its one-year energy savings goal of 20,000 MWh but fell notably short of reaching its demand target of 3,410 kW. As energy savings were close to targets but...

AI summary The 2010 C&I Custom Program nearly met its energy savings target but fell short of its demand savings goal. NMR recommends adapting the program to include incentives for demand response and load shifting. The launch of the Business Energy Rebate program in 2010 helped streamline processes. A new Sales Lead position was introduced in 2010, leading to increased participation and savings. A second Sales Lead was added in 2011 to support higher program goals.

8 Heavy equipment repair 8 NMR Evaluation of 2010 C&I Custom Program Page 27 About one-half of the 2010 respondents (55%) reported having facilities with more than 10,000 square feet of floor space, while only 8% of participants reported h...

AI summary The 2010 C&I Custom Program evaluation indicates that about half of the respondents had facilities with over 10,000 square feet, while only 8% had over 100,000 square feet. Additionally, 61% of 2010 respondents reported having fewer than 10 employees, a significant increase compared to previous years.

39 Government 8 Non-profit 8 8 NMR Evaluation of 2010 C&I Custom Program Page A1 Appendix A Individual On-Site Reports Technical Note on Stratified Ratio Estimation The on-site engineering assessment used engineering analysis and surveys t...

AI summary This section discusses the evaluation of the 2010 C&I Custom Program using a stratified ratio estimation framework. It outlines the methodology for calculating gross program impacts, including the use of case weights and equations for statistical analysis.

was then subtracted from the instantaneous peak demand of the incandescent case to calculate demand savings. Demand savings from each intersection were then summed to calculate project demand savings. 5.0 On-Site Methodology The evaluation...

AI summary The document describes the on-site methodology used to evaluate the 2010 C&I Custom Program, including visits to the traffic office, inspection of LED fixtures, and verification of fixture counts at intersections. The evaluation involved comparing wattages of LED and incandescent fixtures with data from NSPI's M&V analysis.

e program. NMR Evaluation of 2010 Small Business Lighting Solutions Program Page II Notwithstanding the high levels of customer satisfaction, issues with material orders and deliveries were mentioned by program staff, Delivery Agents, and...

AI summary The 2010 Small Business Lighting Solutions Program faced issues with material orders and deliveries after expanding to the entire province, leading to incorrect or late deliveries. In response, the DSM Administrator changed the program design to allow Delivery Agents to choose their own materials vendors, aiming to improve service and avoid future constraints.

June 24 th and August 23rd NMR Evaluation of 2010 Small Business Lighting Solutions Program Page 20 2010.11,12 Despite requests made to the Delivery Agents and Materials Vendor for additional information, NMR was unable to determine the tr...

AI summary NMR evaluated the 2010 SBLS program and found that materials delivery issues could not be fully assessed due to lack of information. In response, the DSM Administrator changed the program design in 2011, allowing Delivery Agents to source materials themselves while adhering to price constraints, to improve program performance and customer service.