E-1Application
42 passages
NOVA SCOTIA UTILITY AND REVIEW BOARD IN THE MATTER OF: The Public Utilities Act, R.S.N.S. 1989, c. 30 as amended - and - IN THE MATTER OF: An Application by EfficiencyOne for Approval of Supply Agreement for Electricity Efficiency and Cons...
AI summary EfficiencyOne seeks approval for a supply agreement with Nova Scotia Power Inc. and the 2023–2025 Demand Side Management (DSM) Resource Plan under the Public Utilities Act. The application involves establishing a final agreement and securing regulatory approval for the DSM plan.
NOTICE OF APPLICATION TO: The Nova Scotia Utility and Review Board ("UARB" or "the Board") - 1. EfficiencyOne is the holder of the Franchise issued by the Minister of Energy on November 28, 2014, effective January 1, 2015, to provide elect...
AI summary EfficiencyOne seeks Board approval for a 2023–2025 Supply Agreement with NS Power to deliver electricity efficiency services, including a Demand Side Management (DSM) resource plan. The application cites compliance with the Public Utilities Act and asserts the proposal serves the public interest.
Stephen MacDonald President / Chief Executive Officer EfficiencyOne 230 Brownlow Ave. Suite 300 Dartmouth, NS B3B 0G5 Email: [[email protected]](mailto:[email protected]) IN THE MATTER OF The Public Utilities Act , R....
AI summary EfficiencyOne, led by Stephen MacDonald, seeks regulatory approval for a 2023-2025 electricity efficiency agreement with Nova Scotia Power Inc. (NSP) and a Demand Side Management (DSM) Resource Plan under the Public Utilities Act. The application was filed on March 11, 2022.
9 8.2.1 CARBON CONSIDERATIONS For the first time in a DSM Resource Plan application, E1 is including the quantitative impacts of the avoidance of greenhouse gas emissions attributable to investments made in energy efficiency in calculating...
AI summary E1 is including the quantitative impacts of avoided greenhouse gas emissions in its DSM Resource Plan application, as directed by the NSUARB in Order M08604. This aligns with provincial and federal legislation aimed at reducing emissions. The Settlement Plan estimates first-year CO2e savings of 326 kt and lifetime savings of 1,742 kt, valued at approximately $170 million.
Appendix A 2023-2025 DSM Resource Plan
AI summary Appendix A of the 2023-2025 DSM Resource Plan provides supporting information for the Demand Side Management (DSM) strategy, focusing on energy efficiency initiatives and resource planning in Nova Scotia.
7 Table 4: Key Global Assumptions in the 2023-2025 Settlement Plan Development Key Global Assumptions Model Incremental Costs • Incremental costs are intended to represent the difference in cost between baseline and efficient energy effici...
AI summary The table outlines key global assumptions in the 2023-2025 Settlement Plan Development, including incremental costs adapted from previous E1 work products and administrative cost methodologies updated based on the KPMG study.
Table 11: 2024 Settlement Plan Investment and Savings, by Program Component 2024 Investment a ($ million) Lifetime Benefits b ($ million) First-Year Energy Savings (GWh) Lifetime Energy Savings (GWh) Peak EE Demand Savings (MW) Available D...
AI summary Table 11 outlines the 2024 Settlement Plan investment and savings by program component, including residential and business energy efficiency programs, enabling strategies, and demand response initiatives. It provides data on investment amounts, lifetime benefits, energy savings, and administrative costs.
4.1.3.3 QUALITY ASSURANCE - 13 The Residential Efficient Product Rebates program has a quality assurance framework, which may include - 14 remote or in-person retailer site visits (during both campaign and non-campaign periods), random - 1...
AI summary The Residential Efficient Product Rebates program includes a quality assurance framework involving site visits, customer record reviews, appliance testing, and customer satisfaction surveys to ensure program effectiveness.
14 5.1.2 OVERVIEW - 15 The Efficient Product Rebates program provides BNI customers with financial incentives, in the form of - 16 prescriptive/semi-prescriptive rebates or financing, for the installation of energy efficient and system-pea...
AI summary The Efficient Product Rebates program offers BNI customers financial incentives for installing energy-efficient and demand-reducing equipment, focusing on equipment with broad applicability and predictable energy savings. The program includes the Business Energy Rebates component, which provides two participation pathways.
5.1.5 PROGRAM ALTERNATIVES The Efficient Product Rebates Program features a modestly lower amount of participation, with marginally 10 11 lower incentives, in the 2025 Plan year. This is due to an incentive increase applied within the Sett...
AI summary The Efficient Product Rebates Program under the BNI has slightly lower participation and incentives in the 2025 Plan year compared to the Settlement Plan. This is due to an incentive increase in the Settlement Plan that is expected to result in higher energy and demand savings in the final year of the 2023-2025 DSM Plan period.
ehouse. The DR Roadmap provides additional implementation details and considers how DR can ramp over the period 2021-2030. The DR Roadmap has been included as Attachment 5 – Demand Response Roadmap. E1's DSM Plan proposes expanding the dir...
AI summary The document discusses E1's Demand Response (DR) Roadmap and expansion of DR pathways, including behavioural DR, electric vehicle charging, and behind-the-meter battery. It highlights the inclusion of these new pathways to test technologies and delivery approaches, and to provide customers with more choices. The DR Roadmap and related studies are referenced, along with regulatory actions and legislation.
Table 55: Three-Year Summary of the Residential Demand Response Program Component Annual Plan Investment ($M) New DR Capacity (MW) Available DR Capacity (MW) Participation36 (participants) Program Component Pathways • Battery Control – uti...
AI summary Table 55 outlines the three-year summary of the Residential Demand Response Program Component, detailing investment, new and available DR capacity, and participant numbers. The program includes multiple pathways such as battery control, behavioral DR, direct load control, enabling technologies, and EV managed charging.
3 6.3.2 BNI DEMAND RESPONSE PROGRAM COMPONENT 4 The BNI DR program component aims to help facilitate more flexible non-residential load that may provide 5 customers with economic incentives and/or more visibility and control of their loads...
AI summary The BNI Demand Response Program component aims to provide non-residential customers with economic incentives and greater control over their loads. E1 will explore four implementation pathways, including battery control and direct load control, as outlined in Table 56 and Attachment 5 – Demand Response Roadmap.
13 Table 56: Three-Year Summary of the BNI Demand Response Program Component Annual Plan Investment ($M) New DR Capacity (MW) Available DR Capacity (MW) Participation38 (participants) Market Barriers • • • Awareness: some potential partici...
AI summary The document outlines market barriers to the BNI Demand Response Program, including lack of awareness, resource constraints, and inconvenience factors that may deter participation.
17 6.4.2 MARKETING & OUTREACH STRATEGY E1 will leverage its experience marketing energy efficiency programs and demand response pilots, and its existing relationships with NS Power and DSM Administrators in other leading jurisdictions to d...
AI summary E1 plans to develop a marketing and outreach strategy for the DR program by leveraging its experience and existing relationships with NS Power and DSM Administrators. The strategy may involve hiring a consultant and using a mix of traditional and digital marketing methods, as well as direct client engagement and contractor training.
6.5 PERFORMANCE INDICATORS - DR is a valuable tool for managing peak demand on the electricity system, offering utilities a lower-cost - alternative to acquiring additional flexible generation capacity. DR resources, sometimes called virtu...
AI summary Demand Response (DR) is highlighted as a cost-effective method for managing peak electricity demand, offering an alternative to additional generation capacity. DR involves recruiting customers, installing technologies, and connecting them to systems for load reduction during peak times. E1 proposes performance indicators for new and available demand capacity, measured during the winter peak period and claimed in the following year.
9 Annual avoided costs of capacity were provided by NS Power, from the 2020 IRP using the Base level of DSM for Scenario 2.0C. 10 Avoided costs of transmission and distribution were provided by NS Power in 2021. 11 Total cost-effectiveness...
AI summary The text discusses avoided costs of capacity and transmission/distribution from NS Power, cost-effectiveness tests using present value of benefits and costs, and details on investment for demand response (DR) programs, including collaboration between E1 and NS Power, and the calculation of TRC and PAC ratios for DR over a 10-year period.
7.4.1 OBJECTIVES - Investments in E1's Other Enabling Strategies: - support the evolution of DSM programs and future DSM Resource Plans via research and development initiatives; - ensure the cohesive oversight, development, and reporting o...
AI summary The objectives outlined include supporting the evolution of DSM programs and future DSM Resource Plans through research and development, ensuring cohesive oversight and reporting of regulatory filings, and improving stakeholder engagement through relationship management and consultations.
Table 62: Three-Year Summary of the Other Enabling Strategies Component of Enabling Strategies Annual Plan Investment ($M) 2023 Total 0.9 2024 Total 1.6 2025 Total 1.6 DSM Plan Development & Reporting: development of cyclical DSM Resource...
AI summary Table 62 outlines the investment in the Other Enabling Strategies Component of Enabling Strategies over three years, with a focus on DSM Plan Development & Reporting, Stakeholder Engagement, and Other Regulatory Initiatives. Activities include the development of cyclical DSM Resource Plans, engagement with the DSM Advisory Group, and monitoring of regulatory environments.
7.4.3.1 DSM PLAN DEVELOPMENT & REPORTING - DSM Plan development and reporting activities are an essential function of E1's Regulatory Affairs Team. - Through its Enabling Strategies, Regulatory Affairs manages all demand side management re...
AI summary The document outlines the development and reporting activities related to the DSM Plan by E1's Regulatory Affairs Team, including the creation of the 2026-2028 DSM Resource Plan, collaboration with NS Power and stakeholders, and submission of various reports and studies to the NSUARB.
7.4.3.3 OTHER REGULATORY INITIATIVES - Other regulatory initiatives include NSUARB processes, not directly tied to DSM Plan development or - reporting, such as industry research and jurisdictional scans, and legal work related to regulator...
AI summary This section outlines other regulatory initiatives, including NSUARB processes, industry research, jurisdictional scans, and legal work. It emphasizes engagement with other jurisdictions, collaboration with consultants, and monitoring of regulatory environments to support DSM planning and administration. The electricity system is undergoing transformation, leading to more complex regulatory proceedings interwoven with DSM.
8.2 PROCESS AND MARKET EVALUATIONS - Program process and market evaluations will remain consistent with what has occurred in the 2020-2022 - DSM Resource Plan. Process evaluations identify and recommend improvements that are likely to incr...
AI summary The document outlines the process and market evaluations for energy efficiency programs, emphasizing consistency with the 2020-2022 DSM Resource Plan. Evaluations aim to improve program efficiency and effectiveness while ensuring participant satisfaction. Key criteria for evaluation include newly created components, major changes, high recommendation counts, significant energy savings variances, and lack of recent evaluations.
9.2 QUARTERLY REPORTS - E1 will file quarterly reports with the NSUARB for quarters one through three of each year[43](#page-41-2) . The reports - will provide quarterly status updates and service highlights and communicate course adjustme...
AI summary E1 is required to file quarterly reports with the NSUARB, providing updates on the DSM Resource Plan, including metrics such as savings targets, mid-course adjustments, investment by rate class, sector highlights, and year-end forecasts. The reports must be filed according to specific dates outlined in a 2018 letter from the NSUARB.
9.3 MID-COURSE ADJUSTMENTS & FLEXIBILITY - E1 often makes limited adjustments to an approved DSM Resource Plan to reflect changes in market - conditions and updated insights from program and organizational evaluations unknown at the time o...
AI summary E1 makes limited adjustments to approved DSM Resource Plans based on market changes and evaluations. Mid-Course Adjustments (MCAs) for 2023-2025 will follow the same approach as 2020-2022, including explanations for changes exceeding 25% variance and advance notice in APRs. E1 cannot provide advance notice for adjustments based on third-party evaluation reports.
9.5 RATE & BILL IMPACT ANALYSIS - E1 will file its historical Rate and Bill Impact Analysis (RBIA) and forward-looking RBIA as part of each DSM - Resource Plan. The historical RBIA estimates the high-level, long-term impact to rates and bi...
AI summary E1 is required to file both historical and forward-looking Rate and Bill Impact Analysis (RBIA) as part of each Demand Side Management (DSM) Resource Plan. The historical RBIA assesses the impact of past DSM activities, while the forward-looking RBIA estimates the impact of future DSM investments approved by the NSUARB.
be used for all DSM Plan scenarios, whether or not they are identical to a Potential Study scenario. For years beyond the IRP's termination in 2045, E1 assumed the 2045 intensity will remain the same. [Table 6](#page-67-0) below describes...
AI summary The text discusses methodology options for calculating avoided costs of carbon in the 2023-2025 DSM Resource Plan, including scaling factor variants of the Round 1 approach and a 'with TOU adjustments' variant of the DICE method. It mentions stakeholder discussions and a suggestion from Paul Chernick of Resource Insight.
Approach This DR assessment establishes the foundation for DR portfolio development. Therefore, a specific task under the portfolio development exercise was to assess peak load reduction estimates from different DR options that E1 could co...
AI summary This DR assessment outlines the approach used to evaluate peak load reduction estimates for different DR options that E1 could consider in its 2023-2025 portfolio plan. The analysis uses primary data from E1, secondary sources, and Guidehouse's DRSimTM model, customized for E1's customer base. Two scenarios are presented: the Settlement Plan and the Alternate Scenario, with the latter assuming lower incentives and participation levels.
2. Demand Response Analysis Approach DR assessment establishes the foundation for DR portfolio development. Therefore, a specific task under the portfolio development exercise was to assess peak load reduction estimates from different DR o...
AI summary The document outlines the approach for assessing peak load reduction estimates from various Demand Response (DR) options, which is a key component of developing E1's three-year DR portfolio plan.
th 3-coincident-peak-hour demand distribution. Develop Separate Peak Demand •Use EV adoption forecast and estimated peak demand from charging to develop peak Projections for EVs demand projections The first step in this approach was to def...
AI summary The document outlines the process for defining the peak period based on hourly system load data, focusing on 5-8 pm during winter months. It uses data from NS Power and EE scenario results to estimate coincident peak demand by customer class and building type, and projects future peak demand after accounting for energy efficiency savings. The peak period definition differs from that used in the E1 2023-2025 DSM Plan.
Table 8. Summary of DR Options Considered in the Study DR Option Description Eligible Customer Classes Eligible End Uses Residential Electric Baseboard Direct Load Control Control of electric loads by a thermostat and/or load control Small...
AI summary Table 8 summarizes various Demand Response (DR) options considered in the study, including Direct Load Control, BNI Curtailment, Behind The Meter Battery Control, EV Charging Control, Critical Peak Pricing, and Behavioural Demand Response. Each DR option is described with eligible customer classes and end uses.
3.1.1 Levelized Costs and Supply Curve As described previously, the supply curve helps determine the relative contributions from the different DR options vis-à-vis the costs for acquiring these resources. [Figure 14](#page-107-0) shows the...
AI summary The text discusses the supply curve and levelized costs for various Demand Response (DR) options in the Settlement Plan, highlighting BTM battery control as the least cost option and the contributions and costs of different DR strategies, including DLC, BNI Curtailment, and EV charging control. It also compares the Settlement Plan with the Alternate Scenario, noting differences in participation and cost allocation.
Item Description Program Enrollment Assumptions • Steady state participation levels22 range from 10% to 30% of eligible customers depending on the customer segment and the type of delivery (BYOD and DI). Eligible customers are those that e...
AI summary The document outlines assumptions and parameters for a demand response program, including participation levels, event timing, unit impacts, and projected load reduction. It also discusses the BNI Curtailment Option as part of the DR Portfolio, targeting large C&I customers and projected to provide 9 MW of load reduction by 2025.
also be offered year-round to provide load reductions during other Item Description E1 will offer the BNI Curtailment option to Large C&I and Interruptible customers. • Customers agree to reduce load by a fixed contracted amount when Table...
AI summary E1 will offer the BNI Curtailment option to Large Commercial and Industrial (C&I) and Interruptible customers, allowing them to reduce load by a fixed contracted amount when needed, as outlined in Table 16.
Item Description Eligible Customers • Interruptible Rider • Large C&I Program Enrollment Assumptions • Enrollment varies by customer segment (business type) and ranges from 5% to 50% of total eligible customers/load. These percentages repr...
AI summary The document outlines the parameters and assumptions for a demand-side management program, including eligible customers, enrollment rates, event timing, notification methods, and incentives. It projects a 9 MW peak load reduction in 2025 with estimated program costs of approximately $3.3 million for the 2023-2025 period.
Table 20. Behavioural DR Option Characteristics Item Behavioural DR Description Residential customers will be offered the BDR option on an opt-in basis. BDR does not offer any financial incentives for customers to reduce their usage, nor d...
AI summary The Behavioural Demand Response (BDR) program offers residential customers an opt-in option to reduce electricity usage during high-demand periods through communication and social comparisons, without financial incentives or technology installation. It is projected to achieve a 1.1 MW peak reduction in 2025 with cumulative costs of approximately $233k over the 2023-2025 Plan period.
Table 23. BNI EE-DR Integration Considerations EE Program EE Program Component EE-DR Measure for Integration Corresponding DR Option for Integration Considerations Brief Description of EE-DR Integration Approach Efficient Product Business...
AI summary Table 23 outlines the integration of energy efficiency (EE) and demand response (DR) measures under the BNI program. It details how smart thermostats can be used for both EE and DR purposes, with E1 offering rebates and additional incentives for DR participation through the DLC-BYOT option.
- provided to the DSMAG on August 20, 2021. These values are provided i[n Table 1,](#page-152-1) below. Table 1: Actual Annual Avoided Cost of Energy Values used for This Analysis Year Actual Annual Escalating Series – AVC – Energy ($/MWh)...
AI summary The document provides actual annual avoided cost of energy values from 2023 to 2040, used in an analysis. It references updated avoided costs of capacity from the NS Power 2020 Integrated Resource Plan (IRP).
Power and distributed to the DSMAG on 22 May 2021. The calculated values are presented as a snapshot in time for the year 2021. For the 2023-2025 DSM Plan RBIA, E1 applied a 2 percent inflation rate to this starting point to produce a stre...
AI summary The document discusses the calculation of values for the 2023-2025 DSM Plan RBIA, using a 2 percent inflation rate applied to a 2021 snapshot to project annual values.
2025 DSM Resource Plan, per direction from the NSUARB. E1 used the Federal Carbon Pollution Pricing
AI summary The 2025 DSM Resource Plan was developed under the direction of the NSUARB, with E1 utilizing the Federal Carbon Pollution Pricing mechanism as part of its approach.
4.8.2 PARTICIPATION FOR 2023-2025 DSM PLAN YEARS - E1 has estimated 2023-2025 annual and new participation figures based on actual participation records - from 2020[6](#page-162-1) , scaling factors to account for planned savings in 2023-2...
AI summary E1 has estimated participation figures for the 2023-2025 DSM Plan years using scaling factors based on 2020 data and planned energy savings, while excluding certain programs where participation was estimated directly. This approach accounts for the impact of the coronavirus disease (COVID-19) on energy usage and avoids skewing the estimates.
1 Table 4: 2024 Alternate Scenario Investment and Savings, by Program Component 2024 Investment a ($ million) Lifetime Benefits b ($ million) First-Year Energy Savings (GWh) Lifetime Energy Savings (GWh) Peak EE Demand Savings (MW) Availab...
AI summary Table 4 presents investment and savings data for energy efficiency and demand response programs in 2024, including details on residential and business programs, enabling strategies, and overall portfolio performance. The data highlights investments, lifetime benefits, energy savings, and other metrics for various program components.
9 Q. IS THE VIEW INCLUDING THE COST OF CARBON ("WITH 10 CARBON") THE MOST APPROPRIATE? 11 A. EfficiencyOne calculated the TRC test using avoided costs with and 12 without the avoided environmental compliance cost of carbon. In Matter M0860...
AI summary The response discusses the inclusion of carbon costs in the TRC test, referencing the 2019 DSM Resource Plan and the 2017 Environment Act amendments that established Nova Scotia Power's participation in a Cap-and-Trade Program with a carbon price floor of $22.92 in 2022.
E-14E1(Synapse) RIR-1 to RIR-37
20 passages
1 [Evidence] 2 Request IR-01: 3 4 Please refer to p. 10 of the DSM Plan Application, regarding the alignment of the Settlement 5 Plan with the IRP Reference Plan. 6 7 (a) Why isn't E1 proposing a plan with investment levels as high as the...
AI summary The document contains a request and response regarding the alignment of E1's Settlement Plan with the Integrated Resource Plan (IRP) and its investment levels. E1 explains that its proposed investment of $173 million includes energy efficiency and demand response, slightly exceeding the Base DSM scenario in the 2020 IRP.
E1 Responses to Synapse Energy Economics (Synapse) Information Requests NON-CONFIDENTIAL Request IR-05: Please refer to p. 17-18, where E1 states that "E1's methodology for cost allocation undervalues the cost-effectiveness of the Settleme...
AI summary E1 explains that it allocates costs at the measure level in its DSM Resource Plans despite program-level screening, citing historical practice. This approach deviates from best practices as administrative costs at the measure level may not reflect actual costs, but E1 justifies it due to Nova Scotia's program-level screening framework.
E1 Responses to Synapse Energy Economics (Synapse) Information Requests NON-CONFIDENTIAL [Evidence] Request IR-10: Please refer to p. 58, regarding the collaboration between E1 and NS Power on two pilot programs for the 2021-2022 timeframe...
AI summary E1 and NS Power collaborated on two demand response pilot programs during 2021-2022, including the Domestic Hot Water Direct Load Control Pilot, which involved installing control equipment on residential water heaters. Procurement and testing of equipment from two vendors were completed, with 202 controllers procured.
Commercial Demand Response Pilot - The Commercial Demand Response Pilot for Business, Non-Profit & Institutional (BNI) customers - is the second initiative of the DR Tech Group. This pilot is being conducted in two phases. Phase - One invo...
AI summary The Commercial Demand Response Pilot targets BNI customers and is managed by the DR Tech Group in two phases. Phase One involves collaboration with Siemens and provides an annual incentive of $125/kW for customers with demand response technologies participating in winter peak events.
1 [Evidence] 2 Request IR-11: 3 4 Please refer to p. 61, Section 12.1, on the historical rate and bill impact analysis. 5 6 (a) Please indicate the source of the requirement for E1 to conduct a historical RBIA. If the 7 source is a Board O...
AI summary The document discusses a request for information regarding the historical Rate and Bill Impact Analysis (RBIA) required for EfficiencyOne (E1) under a Board Order from the 2016-2018 DSM Resource Plan (M06733). The request includes inquiries about the source of the requirement, the scope of the RBIA, and communication with other DSMAG members.
"The Board approves the Consensus Agreement without amendment which was signed by E1, NSPI, the CA, the SBA, the EAC, the AEC, and the Industrial Group and is attached as "Schedule B". Article 6 of Schedule B (the Consensus Agreement) incl...
AI summary The NSUARB approves a Consensus Agreement signed by multiple parties, including E1 and NSPI, requiring E1 to file historical rate and bill impact analyses annually. E1 proposes providing two RBIA analyses with future DSM Plan Applications: historical and forward-looking. E1 is open to exploring combining these analyses with the DSMAG and Elenchus, pending NSUARB approval.
IN THE MATTER OF THE PUBLIC UTILITIES ACT - and - IN THE MATTER OF AN APPLICATION for Approval of a Supply Agreement for electricity efficiency and conservation activities between EfficiencyOne and Nova Scotia Power Incorporated, the estab...
AI summary This document outlines an application by EfficiencyOne for approval of a supply agreement with Nova Scotia Power Incorporated, and the establishment of a final agreement and a 2016-2018 Demand Side Management Resource Plan. The Board held a public hearing and issued a decision on August 12, 2015, followed by a compliance filing and comments from intervenors.
10. SUBCONTRACTORS - 10.1 EfficiencyOne shall be permitted to subcontract the performance of any part of the EECA without the prior written approval of NSPI. - 10.2 Where EfficiencyOne subcontracts any part of the EECA, EfficiencyOne shall...
AI summary The section outlines the rules regarding subcontracting under the EECA. EfficiencyOne may subcontract work without NSPI's approval but remains fully responsible for the actions of subcontractors. No direct contractual relationship is created between NSPI and subcontractors.
19. DISPUTE RESOLUTION - 19.1 In the event of a dispute in connection with this Agreement, a senior representative of EfficiencyOne and a senior representative of NSPI shall promptly meet to discuss and resolve the dispute and the Parties...
AI summary The dispute resolution process under the Agreement outlines steps for resolving disputes between EfficiencyOne and NSPI, including initial discussions and referral to the UARB if unresolved. EfficiencyOne is required to continue fulfilling the EECA unless directed otherwise by the UARB.
On the First Business Day of: 2016 20173 20184 Total January $0 $2,900,436 $2,977,167 February $0 $2,641,338 $2,711,215 March $0 $2,833,345 $2,908,301 April $2,596,090 $3,010,077 $3,089,709 May $2,483,522 $2,544,095 $2,611,400 June $2,307,...
AI summary The table presents payments made by NSPI to EfficiencyOne from 2016 to 2018. The 2017 payments are subject to adjustment based on 2015 under-spending by EfficiencyOne and interest earned in 2015. The total payments over the three years amount to approximately $93.6 million.
Schedule E EECA Plan (2016-2018 DSM Resource Plan)
AI summary This section refers to the EECA Plan, specifically the 2016-2018 DSM Resource Plan, which outlines energy efficiency initiatives and demand-side management strategies.
1. INTRODUCTION 1 2 3 4 5 The 2016-2018 Demand-Side Management (DSM) Resource Plan has been developed based on ENS's growing experience and history in delivering successful DSM programs and services to Nova Scotians. As part ofthe process,...
AI summary The 2016-2018 Demand-Side Management (DSM) Resource Plan is developed by ENS with input from consulting firms, aiming to provide a comprehensive suite of programs and services for Nova Scotia electricity users. The Plan balances affordability, rate impacts, and long-term planning, and complies with the UARB's 2015 Decision. It outlines investment amounts and revised targets for achieving energy and demand savings.
1.1 2016-2018 DSM Resource Plan Savings and Investment Figure 1.1.1 provides a summary ofthe energy savings and investment for the 2016-2018 DSM Resource Plan.
AI summary This section introduces the 2016-2018 DSM Resource Plan, which outlines energy savings and investment figures. Figure 1.1.1 is referenced as a summary tool for these metrics.
1 Figure 1.1 - 2016-2018 DSM Resource Plan Investment and Savings Year Investment ($ million) Lifetime Benefits ($ million)2 Incremental Incremental Annual Net Annual Net Energy Savings Demand Savings at Generator at Generator (GWh) (MW) T...
AI summary The table presents investment and savings data from the 2016-2018 DSM Resource Plan, showing increasing investments and savings over the years. It includes metrics such as energy and demand savings, as well as cost tests related to the program.
a Lifetime benefits are expressed as the net present value of the avoided costs, including energy and capacity, over the life ofthe program measures. b TRC is a benefit/cost ratio comparing lifetime benefits to the sum ofENS's and particip...
AI summary The text discusses the calculation of lifetime benefits and cost ratios for energy efficiency programs. It introduces TRC and PAC as benefit/cost ratios, referencing ENS's participation in low-income programs under the 2015 DSM Resource Settlement Agreement.
DATE REVISED: September 15, 2015 Page 5 of27 a Lifetime benefits are expressed as the net present value of the avoided costs, including energy and capacity, over the life ofthe program measures. b TRC is a benefit/cost ratio comparing life...
AI summary The text discusses the calculation of lifetime benefits as the net present value of avoided costs, including energy and capacity, over the life of program measures. It also defines TRC and PAC as benefit/cost ratios and references ENS's planned participation by low-income customers under the 2015 DSM Resource Settlement Agreement.
4.2 Development and Research 4 5 6 7 8 9 Efficiency Nova Scotia uses evidence-based decision-making to improve program design and delivery and to guide business strategy. This approach ensures ENS is making the best possible decisions for...
AI summary Efficiency Nova Scotia employs evidence-based decision-making to enhance program design and delivery, focusing on research and development for DSM Resource Plans and improving service delivery to Nova Scotians.
- 29 • Examining trends and preferences in energy consumption behaviour; • 1 Researching opportunities from otherjurisdictions; - Researching new measures, of which demand-response and/or demand-control measures are expected to be included;
AI summary The document discusses examining trends and preferences in energy consumption behavior, including researching new measures such as demand-response and demand-control measures from other jurisdictions.
4.3.4 Regulatory Affairs 1 2 3 4 5 6 7 8 9 As approved in the 2015 DSM Resource Plan, Regulatory Affairs initiatives outside of specific research conducted for DSM Resource Plans or Potential Studies are categorized as Enabling Strategies....
AI summary Regulatory Affairs initiatives outside of specific research for DSM Resource Plans are categorized as Enabling Strategies. These activities include UARB costs, DSM Advisory Group work, stakeholder consultation, and legal work related to regulatory initiatives, all of which are essential for future energy savings.
E1 Responses to Synapse Energy Economics (Synapse) Information Requests NON-CONFIDENTIAL Request IR-20: Please refer to Appendix A, p. 104, regarding marketing strategies for Custom Incentives. Has E1 asked past participants to assist with...
AI summary EfficiencyOne (E1) has used case studies, videos, social media, and workshops with past participants to promote its Custom Incentive Program. These strategies have been successful, with videos receiving over 28,000 views and generating significant website traffic. Word-of-mouth is a key source of awareness, supported by customer satisfaction surveys from 2019 and 2020.
E-30E1 Compliance Filing 2023-2025 with Appendix A-D FINAL
65 passages
Appendix A: Compliance Filing - 2023-2025 DSM Resource Plan Appendix B: Compliance Filing - 2023-2025 DSM Resource Plan – Redline Version Appendix C: Compliance Filing – Supply Agreement Appendix D: Compliance Filing – Supply Agreement – R...
AI summary The document includes appendices related to compliance filings for the 2023-2025 DSM Resource Plan and supply agreements, including redline versions for review and comparison.
2. DSM INVESTMENT AND SAVINGS - In its September 6, 2022 Decision[3](#page-3-4) , the NSUARB approved the investment and savings targets contained in - the Settlement Plan, which are presented below in Table 1. M09096, Exhibit 1 (E-1), App...
AI summary The NSUARB approved DSM investment and savings targets from the Settlement Plan, referencing a September 6, 2022 decision. It also cites matters M09096 and M10473, including a 2020-2022 DSM Resource Plan application between EfficiencyOne and Nova Scotia Power Inc., and a 2019 NSUARB decision.
Table 2: 2023-2025 DSM Resource Plan Investment and Savings Year Investment a ($ million) First-Year Energy Savings Energy Weighted Average Measure Life Peak EE Demand Savings Capacity Total Resource Cost Test (TRC) c Prog Admini Cost Tes...
AI summary Table 2 outlines the 2023-2025 DSM Resource Plan investment and savings, detailing annual investments, energy savings, peak demand reductions, and resource cost tests. The table includes metrics such as weighted average measure life, energy savings in GWh, and capacity savings in MW for each year.
1 Table 5: 2025 DSM Resource Plan Investment and Savings 2025 Investment a ($ million) Lifetime Benefits b ($ million) First-Year Energy Savings (GWh) Lifetime Energy Savings (GWh) Peak EE Demand Savings (MW) Available DR Capacity (MW) our...
AI summary Table 5 outlines the 2025 DSM Resource Plan investment and savings, detailing various energy efficiency and demand response programs in Nova Scotia. It includes data on investment amounts, lifetime benefits, energy savings, and cost ratios for residential and business programs.
4.2 POTENTIAL UPDATES TO AVOIDED COSTS - The Board has directed E1 to work with NS Power and the DSM Advisory Group to discuss potential updates - to avoided costs prior to the 2026-2028 DSM Resource Plan application. Recently legislated c...
AI summary The Nova Scotia Utility and Review Board has directed EfficiencyOne (E1) to collaborate with NS Power and the DSM Advisory Group to update avoided costs ahead of the 2026-2028 DSM Resource Plan application. This follows recent climate change legislation not being addressed in the latest Integrated Resource Plan (IRP), which NS Power plans to update through its 'evergreening' process.
4.3 REMOVAL OF NON-ENERGY BENEFITS FROM TRC AND PAC CALCULATIONS - The Board directed E1 to remove non-energy benefits from its TRC and PAC calculations and to file the - revised calculations with the Compliance Filing. - Within Settlement...
AI summary The Nova Scotia Utility and Review Board directed EfficiencyOne to remove non-energy benefits from its TRC and PAC calculations. This followed a decision in Matter M08888, where the Board ruled it lacked jurisdiction to consider non-energy impacts in DSM cost-effectiveness testing. E1 has since revised its calculations and submitted the updated 2023-2025 DSM Plan.
4.10 IMPLEMENTATION OF NEW INCENTIVES IN THE DEMAND RESPONSE PROGRAM The Board has directed E1 to liaise with NS Power and stakeholders, and then seek Board approval before implementing new incentives to compensate customers for reducing t...
AI summary The Board has directed E1 to collaborate with NS Power and stakeholders before implementing new incentives in the Demand Response Program. Concerns were raised about the effectiveness of behavioral demand response programs in reducing winter peak load and the potential overlap with recently approved pilot tariffs for time-varying pricing. E1 plans to evaluate and adjust the program's implementation based on initial results.
1.1.1 2020 INTEGRATED RESOURCE PLAN RESULTS Since E1's 2020-2022 DSM Plan was developed and approved, NS Power conducted a new IRP which was used to inform the development of the Settlement Plan. NS Power's 2020 IRP reflected themes of dec...
AI summary NS Power's 2020 Integrated Resource Plan (IRP) emphasized decarbonization, regional integration, and electrification. It included demand response (DR) for the first time and projected energy savings and capacity targets. E1 anticipates participating in future electrification programs but notes uncertainty due to the lack of a fully developed Electrification Strategy.
1.2.1 OVERVIEW The Settlement Plan delivers demand side resources to Nova Scotia ratepayers in support of achieving NS Power's long-term electricity strategy as provided in the IRP. The Settlement Plan offers a portfolio of DSM services th...
AI summary The Settlement Plan provides demand-side management (DSM) resources to Nova Scotia ratepayers, aligning with NS Power's long-term electricity strategy. It includes energy efficiency and demand response initiatives, aiming to improve affordability, accessibility, and equity. The plan emphasizes cost-effectiveness and the long-term benefits of DSM, supported by analyses like the Rate and Bill Impact Analysis and cost-effectiveness testing.
1.3.1 KEY ENHANCEMENTS & NEW DEVELOPMENTS IN 2023-2025 In the development of the Settlement Plan, E1 consulted external subject matter experts and leveraged internal expertise from having delivered energy efficiency programs since 2010 to...
AI summary The Settlement Plan development involved consulting external experts and leveraging internal expertise from energy efficiency programs delivered since 2010. DSM Planning Teams worked on designing new initiatives and enhancing existing programs to address market saturation, participation barriers, and emerging opportunities.
2. DEVELOPMENT APPROACH & DETAILS The Settlement Plan was developed for the purpose of delivering cost-effective energy and system-peak demand savings to Nova Scotia electricity ratepayers for the three-year plan period. E1 used a multi-ph...
AI summary The Settlement Plan for the 2023-2025 period was developed using a multi-phase process to ensure cost-effective energy and demand savings for Nova Scotia ratepayers. E1 collaborated with Guidehouse and Energy Futures Group, engaging stakeholders such as the DSMAG and NS Power throughout the process to refine assumptions, model scenarios, and align on the final plan.
2.1.4 INTERNAL SUBJECT MATTER EXPERTS - E1's internal subject matter experts (SMEs) have frequent communication with customers, partners and - other market actors and provide significant knowledge into current market conditions and trends....
AI summary EfficiencyOne (E1) engages internal subject matter experts (SMEs) throughout the development of the DSM Plan, leveraging their insights on market conditions, program assumptions, and model refinements to ensure the Settlement Plan is achievable and deliverable.
2.2.2 PORTFOLIO-WIDE ASSUMPTIONS & DESIGN OBJECTIVES - E1's key global assumptions and design objectives for all modelled scenarios align with both the Plan's - Guiding Principles and the Standardized Filing Framework (SFF). Specifically,...
AI summary E1's assumptions and design objectives for the DSM Plan scenarios align with the Plan's Guiding Principles and the Standardized Filing Framework. The DSM Standards emphasize balancing energy and capacity avoidance, program delivery costs, and non-energy benefits. The Balanced Portfolio section discusses how E1 is incorporating these principles, with a focus on accessibility and equity. DR lifetime benefits are calculated assuming programs do not continue beyond 2025.
7 Table 4: Key Global Assumptions in the 2023-2025 Settlement Plan Development Key Global Assumptions Model Incremental Costs • Incremental costs are intended to represent the difference in cost between baseline and efficient energy effici...
AI summary The text outlines key global assumptions related to incremental costs and administrative cost methodologies in the 2023-2025 Settlement Plan. Incremental costs are adapted from previous E1 work products and inflated annually at 2%. A new fixed/variable methodology for administrative costs was introduced following a KPMG study.
3 2.3.1 OBJECTIVES OF THE MODELLING PROCESS - 4 The modelling process, and its associated software tools, were used to support the quantitative - 5 development of the Settlement Plan for both EE and DR. Modelling and software tools support...
AI summary The modelling process supports the quantitative development of the Settlement Plan for Energy Efficiency (EE) and Demand Response (DR). It provides detailed cost-effectiveness, energy and demand impacts, participation estimates, and investment views to aid in performance indicators, targets, and regulatory processes.
18 2.3.2.1 ENERGY EFFICIENCY MODEL - 19 The "Model" is a DSM portfolio design tool used to inform E1's DSM Resource Plans. E1 engaged - 20 Guidehouse, formerly Navigant Consulting, to provide its ProCESS™ short-term DSM planning tool for t...
AI summary The document discusses the use of Guidehouse's ProCESS™ model, a short-term DSM planning tool, by EfficiencyOne (E1) for developing its Settlement Plan. The model is based on Analytica® software and uses input data such as line loss factors, customer rates, and measure technical information. It is not designed to predict customer behavior, which limits its utility in long-term planning.
2.3.3.5 PHASE 5 – REVISION, REVIEW & VETTING - Following the production of draft model outputs, E1 performs model revisions, leveraging the feedback of - internal subject matter experts, Guidehouse, and DSMAG members to confirm and adjust...
AI summary Phase 5 of the process involves revising and vetting model outputs based on feedback from internal experts, Guidehouse, and DSMAG members. Adjustments are made to the DSM Plan and key assumptions to improve model accuracy. The vetting process includes analysis by internal and external teams to assess the validity of results and refine the model iteratively.
5.1.5 PROGRAM ALTERNATIVES The Efficient Product Rebates Program features a modestly lower amount of participation, with marginally 10 lower incentives, in the 2025 Plan year. This is due to an incentive increase applied within the Settlem...
AI summary The Efficient Product Rebates Program under the 2025 Plan year has slightly lower participation and incentives compared to the Settlement Plan. This is due to an incentive increase in the Settlement Plan, which is expected to result in higher energy and demand savings in the final year of the 2023-2025 DSM Plan period.
ehouse. The DR Roadmap provides additional implementation details and considers how DR can ramp over the period 2021-2030. The DR Roadmap has been included as Attachment 5 – Demand Response Roadmap. E1's DSM Plan proposes expanding the dir...
AI summary The document discusses the expansion of demand response (DR) pathways in Nova Scotia, including new initiatives such as behavioural DR, electric vehicle charging, and behind-the-meter battery programs. It references the DR Roadmap, the Environmental Goals and Climate Change Reduction Act, and previous regulatory orders. The goal is to enhance DR technologies and customer participation to meet capacity requirements outlined in the Integrated Resource Plan (IRP).
6.3.1 RESIDENTIAL DEMAND RESPONSE PROGRAM COMPONENT - The Residential DR program component aims to help facilitate a more flexible residential load that may - provide residential customers with economic incentives and/or more visibility an...
AI summary The Residential Demand Response (DR) program component aims to increase load flexibility and offer economic incentives and control to residential customers. E1 plans to explore five pathways, including battery control and behavioural DR, and will seek Board approval for new incentives. Details are provided in Table 55 and Attachment 5.
3 6.3.2 BNI DEMAND RESPONSE PROGRAM COMPONENT - 4 The BNI DR program component aims to help facilitate more flexible non-residential load that may provide - 5 customers with economic incentives and/or more visibility and control of their l...
AI summary The BNI Demand Response Program component aims to facilitate flexible non-residential load management for customers, offering economic incentives and greater control. The Settlement Plan outlines four implementation pathways, including battery control and direct load control, along with investment and capacity targets, detailed in Table 56 and Attachment 5 – Demand Response Roadmap.
13 Table 56: Three-Year Summary of the BNI Demand Response Program Component Annual Plan Investment ($M) New DR Capacity (MW) Available DR Capacity (MW) Participation38 (participants) 2023 Total 1.1 2.8 2.8 32 2024 Total 1.3 4.3 7.1 606 20...
AI summary The BNI Demand Response Program Component outlines a three-year investment plan and capacity targets from 2023 to 2025. It highlights new and available demand response capacity, participation numbers, and identifies market barriers such as awareness, resource limitations, and inconvenience factors.
11 Table 57: 2023-2025 Demand Response Performance Target and Indicators Year Investmenta ($ million) New DR Capacity (MW) Available DR Capacity (MW) Total Resource Cost Test (TRC)b Program Administrator Cost Test (PAC)c Participation (par...
AI summary Table 57 outlines the 2023-2025 Demand Response (DR) Performance Target and Indicators, including investment, new and available DR capacity, participation numbers, and levelized unit costs. The data shows increasing investment and participation over the three-year period.
1 7. ENABLING STRATEGIES - 2 E1 has delivered energy efficiency and conservation programs through annual and/or three-year DSM Plan 3 cycles since 2010. Beginning with the development of its first DSM Plan for the 2012 program year, E1 has...
AI summary Enabling Strategies have been a key part of E1's DSM Portfolio since 2012, contributing to capacity building in Nova Scotia's energy efficiency industry. E1 has invested an average of 10% of its DSM Portfolio in Enabling Strategies, which includes Education and Outreach, Development and Research, and Other Enabling Strategies. The focus has shifted over time from Education and Outreach to innovation, research, and development to support future programming.
7.4.1 OBJECTIVES - Investments in E1's Other Enabling Strategies: - support the evolution of DSM programs and future DSM Resource Plans via research and development initiatives; - ensure the cohesive oversight, development, and reporting o...
AI summary The objectives outlined focus on supporting the evolution of DSM programs and future DSM Resource Plans through research and development, ensuring cohesive oversight and reporting of regulatory filings, and improving stakeholder engagement through consultations and relationship management.
7.4.2 OVERVIEW - Other Enabling Strategies for 2023-2025 is comprised of Regulatory Affairs activities, which include the - following activities: - NSUARB processes, such as DSM Plan development and reporting; - DSM Advisory Group initiati...
AI summary The section outlines the activities under Other Enabling Strategies for 2023-2025, including NSUARB processes, DSM Plan development, stakeholder consultation, industry research, and legal work related to regulatory initiatives. Table 62 summarizes the three-year investment and focus areas for this component.
Table 62: Three-Year Summary of the Other Enabling Strategies Component of Enabling Strategies Annual Plan Investment ($M) 2023 Total 0.9 2024 Total 1.6 2025 Total 1.6 DSM Plan Development & Reporting: development of cyclical DSM Resource...
AI summary This section outlines the three-year investment plan for the Other Enabling Strategies Component of Enabling Strategies, focusing on DSM Plan Development & Reporting, Stakeholder Engagement, and Other Regulatory Initiatives. It highlights activities such as the development of cyclical DSM Resource Plans, engagement with the DSM Advisory Group, and monitoring of regulatory environments.
7.4.3.1 DSM PLAN DEVELOPMENT & REPORTING - DSM Plan development and reporting activities are an essential function of E1's Regulatory Affairs Team. - Through its Enabling Strategies, Regulatory Affairs manages all demand side management re...
AI summary The DSM Plan development and reporting activities are managed by E1's Regulatory Affairs Team, including the creation of the 2026-2028 DSM Resource Plan, coordination with stakeholders, and submission of various reports to the NSUARB, such as quarterly, annual, and financial statements.
8.2 PROCESS AND MARKET EVALUATIONS - Program process and market evaluations will remain consistent with what has occurred in the 2020-2022 DSM Resource Plan. Process evaluations identify and recommend improvements that are likely to increa...
AI summary The document outlines the process and market evaluations for energy efficiency programs, aligning with the 2020-2022 DSM Resource Plan. Evaluations aim to improve program efficiency and effectiveness while maintaining participant satisfaction. Key criteria for evaluation include newly created components, major changes, recommendations from evaluators, significant energy savings variances, and components without recent evaluations.
8.3 DEMAND RESPONSE - As a part of the Settlement Plan, DR will be introduced as a new program with several pathways under the - Residential and BNI DR program components. DR program evaluation is aimed at verifying and quantifying - the a...
AI summary The document outlines the introduction of a Demand Response (DR) program as part of the Settlement Plan, including residential and BNI components. E1 developed pilot initiatives in the 2021/2022 winter period to reduce demand during peak periods and is working with an Evaluator to develop evaluation strategies for DR programs, informed by best practices from other jurisdictions.
9.3 MID-COURSE ADJUSTMENTS & FLEXIBILITY - E1 often makes limited adjustments to an approved DSM Resource Plan to reflect changes in market conditions and updated insights from program and organizational evaluations unknown at the time of...
AI summary E1 makes limited mid-course adjustments to the approved DSM Resource Plan based on market changes and evaluations. These adjustments follow the same approach as the 2020-2022 plan, with explanations provided for changes exceeding 25% in energy, demand, or investment. E1 will file these adjustments in the APRs and Quarterly Reports, but cannot provide advance notice for adjustments based on third-party evaluations.
9.6 DEMAND SIDE MANAGEMENT ADVISORY GROUP - The DSMAG is a forum to provide strategic or directional advice and stakeholder perspectives on current - or emerging DSM issues including development of future DSM applications and plans. Throug...
AI summary The Demand Side Management Advisory Group (DSMAG) serves as a forum for providing strategic advice and stakeholder perspectives on DSM issues. E1 will facilitate DSMAG meetings during the 2023-2025 Plan period, focusing on topics such as cost-effectiveness testing and avoided costs in the context of the 2023-2025 Resource Plan regulatory proceeding.
A. Energy Efficiency PROCess Model Throughout the past year, stakeholders have discussed a variety of methods for estimating the Avoided Cost of carbon. The primary objective of these discussions was to satisfy the UARB's directives to imp...
AI summary Stakeholders have discussed methods to estimate the Avoided Cost of Carbon to improve the calculation of avoided emissions for the 2023-2025 DSM Plan and historical carbon reductions. The Avoided Cost of Carbon formula involves energy savings, carbon intensity, and carbon price, with E1 agreeing to use the Federal trajectory of the cost of carbon, escalating it by 2% annually beyond 2030.
be used for all DSM Plan scenarios, whether or not they are identical to a Potential Study scenario. For years beyond the IRP's termination in 2045, E1 assumed the 2045 intensity will remain the same. Table 6 below describes the methodolog...
AI summary The text discusses methodology options for calculating avoided costs of carbon in the 2023-2025 DSM Resource Plan, including scaling factors and adjustments to the DICE method. It references stakeholder discussions and suggestions from Paul Chernick of Resource Insight.
Table 6 Calculation method Savings Intensity E1 initial proposed approach (Oct 2020) • All DSM savings • 58 measure savings profiles • Historical (3-year average) marginal emissions by hour from NSP • Combine two items above to get 58 aver...
AI summary This table outlines the E1 initial proposed approach for calculating emissions savings using DSM Plan model data, historical emissions intensities, and forecasted system emission intensities from NSP to determine portfolio average intensity weighted by measure mix.
accounting for the timing of reductions and may be used in the future for historical emissions reporting, but without a path forward to estimate the portion of carbon savings that should have a price applied to them, it cannot be incorpora...
AI summary The DICE method is used to estimate carbon savings and their value stream, aligning with avoided energy and capacity costs. While it is reasonable and can be improved, it is not critical for adoption in the DSM Plan filing. Table 7 compares IRP 2.0C with Base DSM and No DSM.
Efficiency Vermont – Interview Summary Efficiency Vermont (EVT) operates in a similar regulatory environment to E1. EVT develops 3-year plans and targets for approval with the Vermont Public Utility Commission. The primary differences betw...
AI summary Efficiency Vermont (EVT) develops 3-year plans and targets for approval with the Vermont Public Utility Commission. EVT's planning process involves long-term forecasting and manual reviews of key performance indicators, with a focus on trending existing measure participation and piloting new measures before inclusion in the portfolio.
Context Since the development of EfficiencyOne's (E1) 2020-2022 Demand-Side Management (DSM) Plan, an emerging area of interest in Nova Scotia is demand response (DR). Recently, the Nova Scotia Utility and Review Board (NSUARB) directed E1...
AI summary The document discusses the development of a Demand Response (DR) Roadmap by EfficiencyOne (E1) in collaboration with Nova Scotia Power Incorporated (NS Power), aimed at creating a portfolio of DR programs to meet strategic objectives, enhance customer options, and improve satisfaction. The roadmap outlines program opportunities, savings potential, cost-effectiveness, and implementation considerations.
Approach This DR assessment establishes the foundation for DR portfolio development. Therefore, a specific task under the portfolio development exercise was to assess peak load reduction estimates from different DR options that E1 could co...
AI summary The document outlines a Demand Response (DR) assessment for E1's 2023-2025 portfolio plan, using a bottom-up analysis and Guidehouse's DRSimTM model. It includes two scenarios—Settlement Plan and Alternate Scenario—and compares peak load reduction and cost estimates, noting differences in peak demand definitions and excluded customer segments.
2. Demand Response Analysis Approach DR assessment establishes the foundation for DR portfolio development. Therefore, a specific task under the portfolio development exercise was to assess peak load reduction estimates from different DR o...
AI summary The document outlines the approach for assessing demand response (DR) peak load reduction estimates as part of E1's three-year portfolio plan development. This assessment forms the foundation for DR portfolio development and is a specific task under the portfolio development exercise.
in the future, peak demand is projected to decrease. It is important to note that the peak period is defined differently than in the EE scenario modelling for the E1 2023-2025 DSM Plan[.7](#page-24-1) F[igure 11](#page-24-0) shows the esti...
AI summary The document discusses peak demand projections and definitions, highlighting differences between the baseline peak demand forecast and Nova Scotia Power's forecast. It notes that residential customers contribute the largest share of peak demand, and that the peak period definition differs from the EE scenario modelling in the E1 2023-2025 DSM Plan.
Table 22. Residential EE-DR Integration Considerations EE Program EE Program Component EE-DR Measure for Integration Corresponding DR Option for Integration Considerations Brief Description of EE-DR Integration Approach Efficient Product I...
AI summary This table outlines the integration of Energy Efficiency (EE) and Demand Response (DR) measures for residential programs. Specifically, it highlights the use of smart thermostats under the Instant Savings program and the corresponding Direct Load Control (DLC) option with a 'Bring Your Own Thermostat' (BYOT) delivery approach, offering rebates and additional incentives for participation.
Table 23. BNI EE-DR Integration Considerations EE Program EE Program Component EE-DR Measure for Integration Corresponding DR Option for Integration Considerations Brief Description of EE-DR Integration Approach Efficient Product Business...
AI summary This table outlines the integration of energy efficiency (EE) and demand response (DR) measures under the BNI Custom Incentive Program. It focuses on smart thermostats for specific heating equipment and the Direct Load Control (DLC) option with a 'Bring Your Own Thermostat' delivery approach, which offers additional incentives for DR participation.
1.2.1 OVERVIEW The Settlement Plan delivers demand side resources to Nova Scotia ratepayers in support of achieving NS Power's long-term electricity strategy as provided in the IRP. The Settlement Plan offers a portfolio of DSM services th...
AI summary The Settlement Plan provides demand side management (DSM) resources to Nova Scotia ratepayers, supporting NS Power's long-term electricity strategy. It emphasizes cost-effectiveness, accessibility, and affordability, with a focus on both energy efficiency and demand response initiatives. The plan includes measures such as electric thermal storage units and building optimization incentives, and aims to lower energy costs, support the local economy, and improve grid capacity.
2. DEVELOPMENT APPROACH & DETAILS The Settlement Plan was developed for the purpose of delivering cost-effective energy and system-peak demand savings to Nova Scotia electricity ratepayers for the three-year plan period. E1 used a multi-ph...
AI summary The Settlement Plan was developed using a multi-phase process to achieve cost-effective energy and demand savings for Nova Scotia ratepayers. E1, with consultant Guidehouse, worked through phases including Discovery, Scenario Development, Modelling, Review & Refine, and Application, incorporating feedback from stakeholders and aligning with the NSUARB-approved balanced plan approach.
1 Table 4: Key Global Assumptions in the 2023-2025 Settlement Plan Development Key Global Assumptions Model Incremental Costs • Incremental costs are intended to represent the difference in cost between baseline and efficient energy effici...
AI summary The text discusses incremental costs in the context of energy efficiency measures, referencing the 2020-2022 DSM Resource Plan and Guidehouse's involvement in the development of the DSM Resource Plan as part of the 2023-2025 Settlement Plan.
2.3.1 OBJECTIVES OF THE MODELLING PROCESS - The modelling process, and its associated software tools, were used to support the quantitative - development of the Settlement Plan for both EE and DR. Modelling and software tools support the -...
AI summary The modelling process was used to support the quantitative development of the Settlement Plan for Energy Efficiency (EE) and Demand Response (DR). It provides detailed cost-effectiveness impacts, energy and demand impacts, participation estimates, and investment views to support regulatory processes and performance targets.
2.3.2.1 ENERGY EFFICIENCY MODEL - The "Model" is a DSM portfolio design tool used to inform E1's DSM Resource Plans. E1 engaged - Guidehouse, formerly Navigant Consulting, to provide its ProCESS™ short-term DSM planning tool for the - purp...
AI summary The Energy Efficiency Model, developed by Guidehouse for E1, is a short-term DSM planning tool used to inform E1's DSM Resource Plans. It uses input data such as line loss factors, customer rates, and measure technical details to model energy efficiency portfolios. The model is not designed to predict customer behavior and was first used in E1's 2020-2022 DSM Plan.
2.3.3.6 PHASE 6 – QUALITY ASSURANCE All assumptions used in final DSM Plan models undergo further quality assurance to ensure accuracy in all assumptions and variables used in the DSM Plan modelling process.
AI summary Phase 6 of the DSM Plan process involves quality assurance to ensure the accuracy of assumptions and variables used in the modelling process.
ith additional choices and reach a - broader range of customers. Over time, a more diverse DR portfolio may also help E1 and NS Power achieve - the capacity requirements from DR identified in the IRP. - Since 2019, E1 and NS Power have wor...
AI summary The document discusses the development and implementation of a Demand Response (DR) program by E1 and NS Power, highlighting their collaborative approach to pilot testing and the potential for Nova Scotia to lead in DR activities in Canada. It emphasizes the importance of learning from pilots and adjusting plans based on insights to ensure value for ratepayers.
6 - 7 In the Settlement Plan, E1 will explore the implementation of up to four pathways available for BNI - 8 customers: battery control, curtailment, direct load control, and enabling technologies through CPP rates. - 9 These pathways, al...
AI summary The Settlement Plan outlines E1's exploration of four demand response pathways for BNI customers, including battery control, curtailment, direct load control, and enabling technologies through CPP rates. Details are provided in Table 56 and Attachment 5 – Demand Response Roadmap.
1 Table 59: Demand Response Performance Indicators – Comparison of Settlement Plan and Alternate Scenario Scenario Year Investmenta ($ million) New DR Capacity (MW) Available DR Capacity (MW) Total Resource Cost Test (TRC)b Program Adminis...
AI summary Table 59 compares performance indicators for demand response under the Settlement Plan and Alternate Scenario, highlighting differences in investment, capacity, participation, and cost metrics across years 2023 to 2025. The Alternate Scenario shows significantly lower investment and participation levels compared to the Settlement Plan.
7.4.1 OBJECTIVES - Investments in E1's Other Enabling Strategies: - support the evolution of DSM programs and future DSM Resource Plans via research and development initiatives; - ensure the cohesive oversight, development, and reporting o...
AI summary The objectives outlined focus on supporting the evolution of DSM programs and future DSM Resource Plans through research and development, ensuring cohesive oversight and reporting, and improving stakeholder engagement through relationship management and consultations.
7.4.2 OVERVIEW - Other Enabling Strategies for 2023-2025 is comprised of Regulatory Affairs activities, which include the - following activities: - NSUARB processes, such as DSM Plan development and reporting; - DSM Advisory Group initiati...
AI summary The section outlines the activities under Other Enabling Strategies for 2023-2025, focusing on regulatory affairs, including DSM Plan development, stakeholder consultation, industry research, and legal work. Table 62 summarizes the three-year investment and focus areas for this component.
Table 62: Three-Year Summary of the Other Enabling Strategies Component of Enabling Strategies Annual Plan Investment ($M) 2023 Total 0.9 2024 Total 1.6 2025 Total 1.6 DSM Plan Development & Reporting: development of cyclical DSM Resource...
AI summary Table 62 outlines the three-year investment summary for the Other Enabling Strategies Component of Enabling Strategies, including activities related to DSM Plan Development, Stakeholder Engagement, and Other Regulatory Initiatives. It highlights investments in 2023, 2024, and 2025, as well as key areas of focus such as DSM Advisory Group sessions and regulatory research.
8.2 PROCESS AND MARKET EVALUATIONS - Program process and market evaluations will remain consistent with what has occurred in the 2020-2022 DSM Resource Plan. Process evaluations identify and recommend improvements that are likely to increa...
AI summary The document outlines the process and market evaluations for energy efficiency programs, aligning with the 2020-2022 DSM Resource Plan. Evaluations aim to improve program efficiency and effectiveness while ensuring participant satisfaction. Criteria for evaluation include newly created components, major changes, recommendations from evaluators, significant variance in energy savings, and lack of recent evaluations.
8.3 DEMAND RESPONSE - As a part of the Settlement Plan, DR will be introduced as a new program with several pathways under the - Residential and BNI DR program components. DR program evaluation is aimed at verifying and quantifying - the a...
AI summary The document outlines the introduction of a Demand Response (DR) program as part of the Settlement Plan, with pilot initiatives conducted by E1 during the 2021/2022 winter period. E1 is working with an Evaluator to develop evaluation strategies for DR programs, informed by best practices from other jurisdictions.
9.2 QUARTERLY REPORTS - E1 will file quarterly reports with the NSUARB for quarters one through three of each year[43](#page-20-2) . The reports - will provide quarterly status updates and service highlights and communicate course adjustme...
AI summary E1 is required to file quarterly reports with the NSUARB, providing updates on program performance, mid-course adjustments, and other metrics. The reports will include savings targets, investment data, sector highlights, and updates on residential behavioral initiatives and collaborations with NS Power.
9.3 MID-COURSE ADJUSTMENTS & FLEXIBILITY - E1 often makes limited adjustments to an approved DSM Resource Plan to reflect changes in market conditions and updated insights from program and organizational evaluations unknown at the time of...
AI summary E1 (Energy Efficiency Program) makes limited mid-course adjustments to approved DSM Resource Plans based on market changes and evaluations. It will follow the same approach used for the 2020-2022 plan, including explanations for changes exceeding 25% variance and advance notice in APRs, though third-party evaluation adjustments cannot be anticipated in advance.
9.6 DEMAND SIDE MANAGEMENT ADVISORY GROUP - The DSMAG is a forum to provide strategic or directional advice and stakeholder perspectives on current - or emerging DSM issues including development of future DSM applications and plans. Throug...
AI summary The Demand Side Management Advisory Group (DSMAG) serves as a forum for providing strategic advice and stakeholder perspectives on DSM issues. E1 will continue to facilitate DSMAG meetings during the 2023-2025 Plan period, focusing on topics such as cost-effectiveness testing methodology and updates to avoided costs for the upcoming DSM Resource Plan.
9.7 PERFORMANCE METRICS - For the 2023-2025 Plan period, E1 proposes the following definitions and requirements for Performance - Targets and Thresholds as consistent with requirements outlined in the Standardized Filing Framework[45](#pag...
AI summary E1 proposes performance metrics for the 2023-2025 Plan period, aligning with the Standardized Filing Framework. The NSUARB directed E1 to revise the DSMAG's Terms of Reference in matter M09096. A revised TOR was filed in 2020 and updated again in 2021. The Standardized Filing Framework was approved by the NSUARB in M07543.
Performance Targets consist of: - Cumulative annual energy savings; and - Cumulative annual system-peak demand savings; Performance targets are at the portfolio (i.e. DSM Plan) level. The cumulative annual system-peak demand savings Perfor...
AI summary Performance targets include cumulative annual energy and system-peak demand savings at the DSM Plan level. System-peak demand savings exclude Demand Response from new or available capacity. Specific targets apply to affordable housing and Mi'kmaw home energy efficiency programs, as well as available demand response capacity during winter peaks.
Performance Indicators consist of: - Annual incremental energy savings (reported by program and rate class); - Cumulative annual energy savings (reported by program and rate class); - Annual lifetime energy savings (reported by program and...
AI summary The document outlines performance indicators for energy efficiency and demand response programs, including metrics such as annual and cumulative energy savings, demand response capacity, and customer satisfaction. These indicators are to be reported by program and rate class, with specific timing for claiming demand response capacity after the winter peak period.
The figure below identifies the Contract Price to be paid by NSPI allocated for each year of the Term. 2023 2024 2025 Total UARB Approved Investment Amount 53,000,000 57,500,000 62,500,000 173,000,000 Refund (273,174) TBD (273,174) Net Con...
AI summary The document outlines the Contract Price to be paid by NSPI for each year of the Term, including an investment amount and a refund of a 2019 surplus. The surplus from the 2020-2022 DSM Plan will adjust the 2024 Net Contract Amount. Any surplus from the Performance Targets will be reported to and refunded by the UARB.
53 The 2024 Payment Schedule will be revised to credit NSPI for any amounts owing to 54 NSPI related to underspend from the 2020-2022 DSM Plan. EFFICIENCYONE 2023-2025 DSM PLAN COMPLIANCE FILING Appendix F D – Supply Agreement SCHEDULE C P...
AI summary The 2024 Payment Schedule will credit NSPI for underspend from the 2020-2022 DSM Plan. The UARB-approved EfficiencyOne 2023-2025 DSM Plan outlines performance targets, thresholds, and indicators for compliance, including energy and peak demand savings, with triggers for regulatory processes if targets are not met.
E-312023-2025 EOne NSPI Supply Agreement Fully Executed
24 passages
Appendix C – Supply Agreement 1 SCHEDULE "A" to CONFIDENTIALITY AGREEMENT 2 UNDERTAKING 4 5 6 7 8 9 I 10 11 Dated the 4th day of October 2022. 12 Stephen MacDonald 13 14 Witness Name: Stephen MacDonald 15 Recipient Designate 1 2 3 4 SCHEDU...
AI summary Appendix C includes a confidentiality agreement schedule and a draft of the 2023-2025 DSM Resource Plan, subject to approval by the Utility and Rates Board (UARB). The document contains a blank section and a dated undertaking by Stephen MacDonald.
1.1.1 2020 INTEGRATED RESOURCE PLAN RESULTS Since E1's 2020-2022 DSM Plan was developed and approved, NS Power conducted a new IRP which was used to inform the development of the Settlement Plan. NS Power's 2020 IRP reflected themes of dec...
AI summary The 2020 Integrated Resource Plan (IRP) by NS Power emphasized decarbonization, regional integration, and electrification, incorporating demand-side management (DSM) and demand response (DR) scenarios. Scenario 2.0C was selected as the reference plan, aiming for energy savings and capacity from DR by 2045. The plan also proposed an Electrification Strategy and a DR Strategy, though uncertainty remains regarding future funding and implications for DSM.
1.3.1 KEY ENHANCEMENTS & NEW DEVELOPMENTS IN 2023-2025 In the development of the Settlement Plan, E1 consulted external subject matter experts and leveraged internal expertise from having delivered energy efficiency programs since 2010 to...
AI summary The Settlement Plan was developed with input from external experts and internal energy efficiency program experience since 2010. It addresses market saturation, participation barriers, and new opportunities through new initiatives and program enhancements, as outlined in Table 1 and referenced sections.
2. DEVELOPMENT APPROACH & DETAILS The Settlement Plan was developed for the purpose of delivering cost-effective energy and system-peak demand savings to Nova Scotia electricity ratepayers for the three-year plan period. E1 used a multi-ph...
AI summary The Settlement Plan for the 2023-2025 period was developed using a multi-phase approach to ensure cost-effective energy and demand savings. Key phases included discovery, scenario development, modelling, review and refine, and application. Feedback from the DSMAG and NS Power was integral to shaping the final plan.
7 Table 4: Key Global Assumptions in the 2023-2025 Settlement Plan Development Key Global Assumptions Model Incremental Costs • Incremental costs are intended to represent the difference in cost between baseline and efficient energy effici...
AI summary The document outlines key global assumptions in the 2023-2025 Settlement Plan Development, focusing on incremental costs and administrative cost methodologies. Incremental costs are calculated based on the difference between baseline and efficient energy efficiency measures, with updates provided by Guidehouse. Administrative costs are now split into fixed and variable categories, influenced by the KPMG study.
18 2.3.2.1 ENERGY EFFICIENCY MODEL - 19 The "Model" is a DSM portfolio design tool used to inform E1's DSM Resource Plans. E1 engaged - 20 Guidehouse, formerly Navigant Consulting, to provide its ProCESS™ short-term DSM planning tool for t...
AI summary The Energy Efficiency Model, developed using Guidehouse's ProCESS™ tool, is used by E1 for short-term DSM planning. The model is based on input data such as line loss factors, customer rates, avoided costs, and measure technical details. It was first used for E1's 2020-2022 DSM Plan and is intended to support the Settlement Plan.
2.3.3.5 PHASE 5 – REVISION, REVIEW & VETTING - Following the production of draft model outputs, E1 performs model revisions, leveraging the feedback of - internal subject matter experts, Guidehouse, and DSMAG members to confirm and adjust...
AI summary Phase 5 of the DSM Plan development involves revising and vetting the E1 model using feedback from internal experts, Guidehouse, and DSMAG members. Adjustments to the model are made based on changes to the DSM Plan and key assumptions to improve accuracy. The process includes analysis of model outputs, validation by internal and external experts, and iterative refinements to achieve reasonable energy savings estimates.
2.3.3.6 PHASE 6 – QUALITY ASSURANCE - All assumptions used in final DSM Plan models undergo further quality assurance to ensure accuracy in all - assumptions and variables used in the DSM Plan modelling process.
AI summary Phase 6 of the process involves quality assurance for all assumptions and variables used in the final DSM Plan modelling to ensure accuracy.
$ million) First-Year Energy Savings Lifetime Energy Savings Peak EE Demand Savings Available DR Capacity (MW) ource Cost (TRC) c Prog Administr Test ( ator Cost
AI summary The text presents a table outlining the 2023-2025 Settlement Plan Investment and Savings by Program Component, including metrics such as first-year and lifetime energy savings, peak demand savings, available demand response capacity, source cost, program administrator cost, and other related financial and operational data.
11 Table 11: 2024 Settlement Plan Investment and Savings, by Program Component 2024 Investment a ($ million) Lifetime Benefits b ($ million) First-Year Energy Savings (GWh) Lifetime Energy Savings (GWh) Peak EE Demand Savings (MW) Availabl...
AI summary Table 11 outlines the 2024 Settlement Plan Investment and Savings by Program Component, detailing investments, benefits, energy savings, and costs for various energy efficiency, enabling strategies, and demand response programs in Nova Scotia.
9 5.1.5 PROGRAM ALTERNATIVES The Efficient Product Rebates Program features a modestly lower amount of participation, with marginally lower incentives, in the 2025 Plan year. This is due to an incentive increase applied within the Settleme...
AI summary The Efficient Product Rebates Program in the 2025 Plan year has a slightly lower participation level and incentives compared to the Settlement Plan, which is expected to result in marginally higher energy and demand savings in the final year of the 2023-2025 DSM Plan period.
3 Annual avoided costs of energy and capacity and annual avoided CO2e were provided by NS Power, from the 2020 IRP using the Base level of DSM for Scenario 2.0C. Avoided costs of transmission and distribution were provided by NS Power in 2...
AI summary NS Power provided annual avoided costs of energy, capacity, and CO2e from the 2020 IRP using the Base level of DSM for Scenario 2.0C. Avoided transmission and distribution costs were also provided in 2021. The document also explains cost-effectiveness ratios and related terms such as TRC and PAC.
ehouse. The DR Roadmap provides additional implementation details and considers how DR can ramp over the period 2021-2030. The DR Roadmap has been included as Attachment 5 – Demand Response Roadmap. E1's DSM Plan proposes expanding the dir...
AI summary The document discusses E1's Demand Response (DR) Roadmap, which outlines pathways for expanding DR programs, including direct load control, BNI curtailment, and new initiatives like behavioural DR and behind-the-meter battery. It highlights the integration of enabling technologies, such as smart thermostats, and references regulatory actions and studies related to DR and environmental goals.
6.1 OBJECTIVES - Objectives of the DR program include: - achieve demand response capacity that is available to NS Power to utilize during peak periods; - 1 provide customers with the knowledge and tools required to enable demand management...
AI summary The objectives of the Demand Response (DR) program include providing NS Power with demand response capacity during peak periods, equipping customers with tools for demand management, diversifying program offerings through control and storage technologies, offering customers opportunities to save money, and gaining insights into effective DR program delivery in Nova Scotia.
13 Table 56: Three-Year Summary of the BNI Demand Response Program Component Annual Plan Investment ($M) New DR Capacity (MW) Available DR Capacity (MW) Participation38 (participants) 2023 Total 1.1 2.8 2.8 32 2024 Total 1.3 4.3 7.1 606 20...
AI summary This table outlines the BNI Demand Response Program Component over three years, showing investments, new and available DR capacity, and participant numbers. It also highlights the target market and barriers to participation, such as lack of awareness, resources, and inconvenience.
1 7. ENABLING STRATEGIES 2 E1 has delivered energy efficiency and conservation programs through annual and/or three-year DSM Plan 3 cycles since 2010. Beginning with the development of its first DSM Plan for the 2012 program year, E1 has -...
AI summary E1 has implemented Enabling Strategies as part of its DSM Plan since 2010, focusing on education, research, and innovation. These strategies have supported market adoption and industry growth, with E1 investing around 10% of its DSM portfolio in enabling strategies. The DSM landscape is evolving with a focus on electrification, distributed energy resources, and equity.
7.4.2 OVERVIEW - Other Enabling Strategies for 2023-2025 is comprised of Regulatory Affairs activities, which include the - following activities: - NSUARB processes, such as DSM Plan development and reporting; - DSM Advisory Group initiati...
AI summary The section outlines the activities under Other Enabling Strategies for 2023-2025, which include NSUARB processes, DSM Plan development, stakeholder consultation, industry research, and legal work related to regulatory initiatives. Table 62 summarizes the three-year investment and focus areas for this component.
Table 62: Three-Year Summary of the Other Enabling Strategies Component of Enabling Strategies Annual Plan Investment ($M) 2023 Total 0.9 2024 Total 1.6 2025 Total 1.6 DSM Plan Development & Reporting: development of cyclical DSM Resource...
AI summary Table 62 outlines the three-year investment plan for the Other Enabling Strategies Component of Enabling Strategies, with annual investments of $0.9M, $1.6M, and $1.6M for 2023, 2024, and 2025 respectively. The table highlights activities such as DSM Plan Development & Reporting, Stakeholder Engagement, and Other Regulatory Initiatives.
7.4.3.1 DSM PLAN DEVELOPMENT & REPORTING - DSM Plan development and reporting activities are an essential function of E1's Regulatory Affairs Team. - Through its Enabling Strategies, Regulatory Affairs manages all demand side management re...
AI summary The document outlines the development and reporting activities related to the DSM Plan by E1's Regulatory Affairs Team, including the creation of the 2026-2028 DSM Resource Plan, collaboration with NS Power and stakeholders, and the submission of various reports to the NSUARB such as quarterly, annual, and evaluation reports.
7.4.3.3 OTHER REGULATORY INITIATIVES - Other regulatory initiatives include NSUARB processes, not directly tied to DSM Plan development or - reporting, such as industry research and jurisdictional scans, and legal work related to regulator...
AI summary This section outlines other regulatory initiatives by E1, including engagement with other jurisdictions, research on new regulatory areas, and support for NSUARB processes. These activities aim to improve DSM planning and administration, and prepare for increased regulatory complexity in the electricity system.
8.2 PROCESS AND MARKET EVALUATIONS program components that require a comprehensive impact evaluation. - Program process and market evaluations will remain consistent with what has occurred in the 2020-2022 DSM Resource Plan. Process evalua...
AI summary This section outlines the process and market evaluations for energy efficiency programs, emphasizing consistency with past evaluations and identifying criteria for selecting program components for review, including newly created components, those with major changes, and those with significant energy savings variances.
9.3 MID-COURSE ADJUSTMENTS & FLEXIBILITY - E1 often makes limited adjustments to an approved DSM Resource Plan to reflect changes in market conditions and updated insights from program and organizational evaluations unknown at the time of...
AI summary E1 makes limited adjustments to approved DSM Resource Plans based on market changes and evaluations. Mid-Course Adjustments (MCAs) for 2023-2025 will follow the same approach as 2020-2022. E1 will explain changes with variances of 25% or more and consider impacts on customer rate classes annually. Advance notice will be provided in APRs and Q1 reports, but not for adjustments based on third-party evaluations.
9.5 RATE & BILL IMPACT ANALYSIS - E1 will file its historical Rate and Bill Impact Analysis (RBIA) and forward-looking RBIA as part of each DSM - Resource Plan. The historical RBIA estimates the high-level, long-term impact to rates and bi...
AI summary E1 will submit both historical and forward-looking Rate and Bill Impact Analysis (RBIA) as part of its DSM Resource Plan, estimating the long-term impact of DSM activities on rates and bills, including past activities and future investments approved by the NSUARB.
9.6 DEMAND SIDE MANAGEMENT ADVISORY GROUP - The DSMAG is a forum to provide strategic or directional advice and stakeholder perspectives on current - or emerging DSM issues including development of future DSM applications and plans. Throug...
AI summary The Demand Side Management Advisory Group (DSMAG) serves as a forum for strategic advice and stakeholder input on DSM issues. During the 2023-2025 Plan period, E1 will facilitate DSMAG meetings to address topics such as DSM cost-effectiveness testing, avoided costs, and research initiatives within the Enabling Strategies component.