Topic:"Demand Side Management" in M03452

Nova Scotia Power Inc. PO Box 910 14th Floor, 1894 Barrington Street Halifax, NS B3J 2W5 Efficiency Nova Scotia Corp BMO Building, Suite 602 5151 George St PO Box 2144 Central Halifax, NS B3J 3B7 August 30, 2010 Nancy McNeil Regulatory Aff...

AI summary Nova Scotia Power Inc. and Efficiency Nova Scotia Corp. are submitting a Transition Plan to the Utility and Review Board for approval, as required by the Efficiency Nova Scotia Corporation Act. The plan outlines the transition of electricity demand-side management programs to Efficiency Nova Scotia Corp. and includes collaboration with the UARB.

Demand Side Management Transition Plan

AI summary The document introduces the Demand Side Management Transition Plan, outlining strategies for transitioning DSM programs and initiatives. It discusses the role of Efficiency Nova Scotia Corporation and Nova Scotia Power in implementing the plan, with oversight from the Utility and Review Board.

33 staff were put in place. Subsequently, ENSC and NSPI, with input from UARB staff and 1 consultants, prepared the Terms of Reference for the DSM Transition Committee and the 2 DSM Transition Plan, as contemplated by the IRP and the Effic...

AI summary The document outlines the establishment of 33 staff positions and the collaboration between ENSC, NSPI, and UARB staff in preparing the Terms of Reference and DSM Transition Plan, as required by the IRP and the Efficiency Nova Scotia Corporation Act. The plan aims to ensure continuity in DSM Administrator responsibilities and the smooth transition of duties.

3 4 The transition of DSM Administrator responsibilities has two components: 5 6 1. Responsibility and accountability for the administration of DSM programs will 7 transfer from NSPI to ENSC on the Effective Date (the date ENSC becomes 8 a...

AI summary The transition of DSM Administrator responsibilities from NSPI to ENSC involves two components: transferring accountability for DSM programs on the Effective Date and staging the management and operation of individual DSM programs over several months to ensure a smooth transition.

17 DSM Transition Committee formed June 23 First Draft DSM Transition Plan July 30 DSM Transition Plan Final Report filed with UARB August 30 Execution of the ENSC/NSPI Agreement and Transfer of DSM Administrator accountability (the Effect...

AI summary The document outlines key milestones in the transition of DSM (Demand Side Management) responsibilities from NSP to ENSC, including the formation of the DSM Transition Committee, the submission of the DSM Transition Plan Final Report, and the transfer of program operations.

19 \ Prior to the Effective Date, UARB approval of the DSM Transition Plan must be 20 received. The Effective Date is a notional date, and the actual date of transfer may occur 21 several days later. 1 1.4 Transition Plan Components 2

AI summary The document outlines the requirement for UARB approval of the DSM Transition Plan prior to the Effective Date, which is a notional date. The actual transfer date may occur several days after the Effective Date.

5 Transfer of Funds to ENSC, Section 2 6 DSM Programs are funded by DSM Rider revenues collected by NSPI. This 7 section of the DSM Transition Plan discusses the one-time transfer of funds to 8 ENSC for start-up activities and the monthly...

AI summary This section discusses the transfer of funds from NSPI to ENSC for DSM programs, including a one-time transfer for start-up activities and ongoing monthly transfers. It also addresses accountability for the 2010 DSM Plan costs and energy savings.

13 Transfer of DSM Administrator Responsibilities, Section 3 14 This section identifies how delivery of the DSM Programs will transfer from 15 NSPI to ENSC, addressing ENSC staffing, knowledge transfer, communications 16 to the public, the...

AI summary This section outlines the transfer of Demand Side Management (DSM) administrator responsibilities from NSPI to ENSC, covering staffing, knowledge transfer, data systems, contracts, financing agreements, and ongoing support from NSPI post-transition.

27 ENSC/NSPI Coordination of Planning and Forecasting, Section 5 28 Ongoing coordination and regular communication between NSPI and ENSC will 29 be important for effective planning and forecasting. This section presents 30 recommendations...

AI summary This section emphasizes the importance of ongoing coordination and regular communication between NSPI and ENSC for effective planning and forecasting, and outlines recommendations related to their roles, responsibilities, processes, and protocols.

1 to achieve the required level of coordination for Integrated Resource Planning 2 (IRP) by NSPI, DSM Planning by ENSC and other planning and forecasting 3 initiatives. 4 5  Other Regulatory Matters, Section 6 6 This Section addresses rol...

AI summary The text discusses the need for coordination in Integrated Resource Planning (IRP) by NSPI and Demand Side Management (DSM) planning by ENSC. It also mentions other regulatory matters, including Environmental Credits and the DSM Rider Cost Allocation methodology.

3 2.1 Start-up Funds for ENSC 4 5 In April 2010, the Board of Directors of ENSC developed a provisional/high-level budget 6 for the first twelve months of operations of ENSC and requested approval from the 7 UARB of $2,038,400 to be transf...

AI summary In April 2010, ENSC requested and received $2,038,400 from NSPI to fund start-up activities, including setting up the organization and developing the 2012 DSM Plan. The funds were approved by the UARB and are being tracked through quarterly and annual reports.

19 2.2 Monthly Transfer of Funds 20 21 Subsequent to the Effective Date, NSPI will transfer to ENSC on the last business day of 22 each month, the forecast DSM Rider revenues, including both program cost recovery and 23 any applicable bala...

AI summary Following the Effective Date, NSPI transfers forecast DSM Rider revenues to ENSC monthly, with annual forecasts filed by NSPI and approved by the UARB. The transfer amount is net of DSM-related costs charged to ENSC.

27 section 2.7. 1 ENSC and NSPI agree that a monthly transfer based on forecast DSM revenues is 2 preferable to equal monthly payments because it most closely tracks DSM Rider revenue 3 collected by NSPI, thus minimizing the magnitude of m...

AI summary ENSC and NSPI agree that a monthly transfer based on forecast DSM revenues is preferable to equal monthly payments. NSPI will record interest monthly on the difference between forecast and actual DSM revenues. ENSC will forecast cash flow and establish a revolving line of credit. The 2010 DSM Plan evaluation may adjust energy and demand savings, with NSPI conducting a closing process and accounting of costs.

8 2.6 DSM Cost Recovery Rider Balance Adjustment 9 10 The method of calculating the DSM Cost Recovery Rider, which allocates DSM program 11 costs to each customer class, was approved by the UARB in October 2009. After the end 12 of each ye...

AI summary The document outlines the process for calculating and adjusting the DSM Cost Recovery Rider, which allocates DSM program costs to customer classes. The UARB approved the method in 2009, and annual adjustments are made based on the difference between actual revenues and costs. Revised rates are filed annually and take effect the following year.

23 1 2  NSPI will calculate the monthly rider amount by rate class for 2012 equal to the 3 sum of the Program Cost Recovery (approved 2012 DSM Plan costs for each rate 4 class) and the Balance Adjustment for that rate class. 5 6 NSPI will...

AI summary The text outlines how NSPI will calculate and record monthly rider amounts based on the Program Cost Recovery and Balance Adjustment for each rate class in 2012. It also details the transfer of DSM program operations responsibilities from NSPI to ENSC, including the payment of invoices and the charging of costs to ENSC.

3 3.1 Schedule of Transfer of DSM Program Operations 4 5 The day-to-day responsibilities of NSPI staff managing and delivering the DSM 6 Programs will transfer to ENSC staff, in a staged manner to assist a smooth transition and 7 continuit...

AI summary This section outlines the staged transfer of day-to-day responsibilities for managing and delivering DSM Programs from NSPI to ENSC, with transition periods ranging from 2 weeks to 8 weeks depending on program complexity.

12 Schedule of Transfer of DSM Program Operations

AI summary This section presents a schedule related to the transfer of Demand Side Management (DSM) program operations, likely involving the transition of responsibilities or management between entities.

13 1 3.2 Staffing 2 3 A staff recruitment process will be fully engaged by ENSC from late August to October 4 2010 so that ENSC is positioned to assume management of the DSM program overall and 5 individual DSM programs as outlined in Sect...

AI summary This section outlines ENSC's staffing and transition plan for taking over DSM programs from NSPI, including recruitment timelines, staff transitions, knowledge transfer processes, and communication strategies with stakeholders.

16 3.5 Transfer of the DSM Data System and Files 17 18 The DSM Data System, implemented in July 2010, provides a consistent, standardized 19 method of recording and reporting energy savings across all DSM programs, replacing a 20 series of...

AI summary The DSM Data System, implemented in 2010, is being transferred from NSPI to ENSC. The system is hosted by a third-party provider, and ENSC will inherit a license and the ability to enhance the system. NSPI will provide training and documentation, and both organizations will coordinate user access during the transition period. Historical data from 2008 to 2010 will be transferred to ensure continuous tracking of energy savings.

14 3.6 Work in Process and the Transfer of Contracts 15 16 Many of the DSM programs are delivered through third-party agents. NSPI has made 17 provision for these agreements to be assigned to ENSC so that delivery of service can 18 continu...

AI summary The text discusses the transfer of DSM programs and related contracts from NSPI to ENSC to ensure uninterrupted service delivery. It outlines the transition of Project Development Agreements and consulting contracts, specifying that NSPI will oversee contracts completed in 2010 and transfer oversight of those continuing into 2011 to ENSC.

1 3.7 Financing of DSM Participant Projects 2 3 NSPI provides on-bill financing for a number of DSM participants in the C&I Custom 4 and Small Business Direct Install programs. NSPI's interest and administrative costs 5 related to 2010 DSM...

AI summary NSPI provides on-bill financing for DSM participants in C&I Custom and Small Business Direct Install programs, with related costs expensed to ENSC. NSPI and ENSC intend to continue on-bill financing post-transfer, subject to agreement terms. NSPI is also responsible for transferring records and files related to DSM programs to ENSC.

30 used by the DSM program managers

AI summary The text references the use of '30' by DSM program managers, indicating a potential metric, threshold, or allocation related to demand-side management activities.

31 detailed financial records 1  contracts and PDAs 2  program development materials 3  promotional and marketing materials 4  additional information that may be identified 5 6 3.10 2012 DSM Plan 7 8 ENSC is committed to developing the...

AI summary The document outlines the development and evaluation of the 2012 DSM Plan by ENSC, with oversight from NSPI. It also discusses ongoing evaluation of previous DSM programs and the implementation of new program components in 2010 and 2011.

6 4.2 Stakeholder Engagement 7 8 The Program Development Working Group (PDWG) comprising stakeholder 9 representatives and a UARB consultant meets regularly with the DSM Administrator. 10 The PDWG has been an effective forum for regularly...

AI summary The Program Development Working Group (PDWG) has been a key forum for stakeholder engagement in DSM program development. ENSC supports maintaining this mechanism post-transition, suggesting a review of its structure and role after the transition from NSPI to ENSC is complete.

1 5.0 ENSC/NSPI COORDINATION OF PLANNING AND FORECASTING 2 3 The transition of DSM programming to ENSC means that several key planning and 4 forecasting functions, once solely the responsibility of NSPI, will now be split between 5 the two...

AI summary The transition of DSM programming to ENSC requires NSPI and ENSC to coordinate planning and forecasting functions, establish roles and responsibilities, and maintain communication to ensure continuity and effectiveness.

13 5.1 Coordination of Planning and Forecasting Functions 14 15 NSPI and ENSC will establish a framework to support coordinated efforts for effective 16 planning and forecasting. The framework will include roles and responsibilities, 17 pr...

AI summary NSPI and ENSC will establish a framework to coordinate planning and forecasting activities, including roles, responsibilities, and formal processes. Annual joint work plans will be developed to outline activities, dependencies, and expectations for both organizations.

1 should be identified. The annual process would also involve a retrospective 2 review of the processes used to coordinate planning and forecasting in the 3 previous year, and recommendations to implement any changes required to 4 enhance...

AI summary The text outlines processes for coordinating planning and forecasting between NSPI and ENSC, including quarterly meetings, monthly updates, and joint development of planning assumptions. NSPI leads certain planning functions, while ENSC leads others, such as DSM studies and program plans. Coordination will also address emerging issues like automated metering infrastructure.

3 6.1 Environmental Credits 4 5 In its 2010 DSM Plan decision [2009 NSUARB 116], the UARB stated that all 6 environmental credits created by projects funded by DSM should stay with the DSM 7 Administrator for the benefit of all NSPI custom...

AI summary The UARB's 2010 decision required that environmental credits from DSM projects remain with the DSM Administrator for NSPI customers. ENSC and NSPI agree to jointly hold any future credits and ensure their use benefits all customers. They also maintain current assumptions in IRP until a credit system is established.

28 6.2 DSM Cost Allocation Methodology 29 30 The DSM Cost Allocation methodology, which was approved by the UARB in its 2010 31 DSM Plan Decision and affirmed in the July 27, 2010 Decision on the 2011 DSM Plan, 1 defines the methodology to...

AI summary The DSM Cost Allocation methodology, approved by the UARB in 2010, outlines how DSM Program Costs are to be allocated for the years 2010, 2011, and 2012. NSPI is responsible for reviewing and revising the methodology, with anticipated revisions for 2013 to be filed alongside the 2013 DSM Plan.

DSM Transition Committee Terms of Reference

AI summary The DSM Transition Committee Terms of Reference outlines the structure, responsibilities, and objectives of the committee tasked with overseeing the transition of Demand Side Management (DSM) programs in Nova Scotia.

Objective: In accordance with the legislation establishing Efficiency Nova Scotia Corporation (the Act), establish a Transition Committee with representatives from the Nova Scotia Utility and Review Board (UARB), Nova Scotia Power Inc.(NSP...

AI summary The objective is to establish a Transition Committee under the Efficiency Nova Scotia Corporation Act, involving the UARB, NSPI, and ENSC, to develop a transition plan, transfer EDSM program responsibilities from NSPI to ENSC, and identify areas requiring ongoing cooperation to promote energy efficiency and conservation in Nova Scotia.

1. Transition plan for EDSM programs from NSPI to ENSC The Act requires ENSC and NSPI to enter into a transition plan (the Plan), which must be approved by the UARB (section 42 of the Act). As per section 41 of the Act, the Plan must addre...

AI summary The Act mandates the creation of a transition plan for EDSM programs from NSPI to ENSC, requiring approval by the UARB. The plan must address ongoing programs, funding transfer, information sharing, and accountability during the transition.

2. Development and implementation of new EDSM programs The Plan will identify the areas where cooperation is required to support the development and implementation of new programs by ENSC, and will recommend the roles and responsibilities...

AI summary The Plan outlines the need for cooperation between ENSC and NSPI to develop and implement new EDSM programs, and recommends roles, responsibilities, and a mechanism for meeting program requirements.

3. Access to NSPI Customer Information Section 21 of the Act addresses access to and confidentiality of NSPI records relating to customer electricity usage to support the ongoing administration of EDSM by ENSC. The Plan will identify the s...

AI summary Section 21 of the Act outlines provisions for accessing and maintaining the confidentiality of NSPI customer electricity usage records, which are essential for the administration of EDSM by ENSC. The Plan will specify requirements for accessing this data and recommend a secure and timely mechanism for doing so.

4. Evaluation, Measurement, and Verification NSPI is presently completing the implementation of the EDSM Data System to enhance the tracking and reporting of EDSM program data, including targets and measures. This system will be transferre...

AI summary NSPI is implementing the EDSM Data System to track and report EDSM program data, which will be transferred to ENSC. The UARB will continue its verification role. The Plan will outline NSPI's responsibilities and procedures for ongoing evaluation, measurement, and verification.

5. Planning and Forecasting NSPI will continue to perform long-range planning of electricity demand and supply through its Integrated Resource Plan. ENSC will assume responsibility for EDSM planning, involving the development of EDSM progr...

AI summary NSPI will continue long-range electricity planning through its Integrated Resource Plan, while ENSC will manage EDSM planning, including annual program filings. Collaboration between ENSC and NSPI is emphasized for consistent planning assumptions, avoided cost development, and data sharing.

6. Other areas The Plan may identify other areas where coordination or communication between NSPI and ENSC is desirable for the effectiveness of electricity demand-side management. The Plan will recommend roles, responsibilities, and mecha...

AI summary The Plan suggests areas where NSPI and ENSC should coordinate to enhance electricity demand-side management effectiveness, including defining roles, responsibilities, and mechanisms for achieving these goals.

MEMORANDUM To: DSM Stakeholders FROM: William Lahey Allan Crandlemire DATE: 31 August 2010 SUBJECT: Efficiency Nova Scotia Update As Chair of the Board of Directors and as Interim CEO of Efficiency Nova Scotia Corporation (ENSC), we want t...

AI summary This memorandum from Efficiency Nova Scotia Corporation (ENSC) provides an update on its formation and initial steps in establishing itself as an independent, non-profit organization responsible for managing electricity demand-side management (DSM) programs in Nova Scotia. It outlines ENSC's governance structure, strategic planning, and transition of DSM management from Nova Scotia Power, with plans for future engagement and recruitment.

Demand-Side Management Transition Plan - ENSC-TRAN I Matter No. M03452 On November 30, 2009 NSPI filed its 2009 IRP Update report with an Action Plan which contained the following two items regarding Demand-Side Management ("DSM"): - Suppo...

AI summary This document outlines the Demand-Side Management (DSM) Transition Plan filed by NSPI and Efficiency Nova Scotia Corporation (ENS) in 2010, following the establishment of ENS under the Efficiency Nova Scotia Corporation Act. The plan aims to ensure a smooth transition of DSM responsibilities from NSPI to ENS, with approval from the Review Board.

Demand Side Management Transition Plan - P-884(3) I Matter No. M03452 Sections 40 to 43 of the Efficiency Nova Scotia Corporation Act ("Acf') state that Nova Scotia Power Inc ("NSPI") and Efficiency Nova Scotia Corporation C'ENSC") must en...

AI summary The document outlines the legal requirements for the Demand Side Management Transition Plan, mandated by the Efficiency Nova Scotia Corporation Act. It involves Nova Scotia Power Inc and Efficiency Nova Scotia Corporation, and requires approval from the Nova Scotia Utility and Review Board. The plan was filed in 2010 and no comments were received.

Nova Scotia Power Inc. PO Bbx910 14th Floor, 1894 Barrington Street Halifax, NS B3J 2W5 Efficiency Nova Scotia Corporation BMO Building, Suite 602 5151 GeorgeSt PO Box 2144 Central Halifax, NS B3J 3B7 October IS, 2010 Nancy McNeil Regulato...

AI summary Nova Scotia Power Inc. and Efficiency Nova Scotia Corporation have submitted executed Transition Agreements to the Utility and Review Board, including a DSM Assignment Agreement and a Services and Cooperation Agreement. The agreements outline the use of NSPI's WACC plus administrative costs for financing costs and a different rate for Monthly Variation Interest.

edrate for the Monthly Variation Interest. NSPI's acceptance of this approach is provided without prejudice to its position that WACC is the appropriate rate used for utility carrying costs generally. Redacted copies of the two .agreements...

AI summary Nova Scotia Power Inc. (NSPI) and Efficiency Nova Scotia Corporation (ENSC) have submitted redacted agreements to the Board, citing confidentiality concerns related to employee names, customer data, vendor names, and asset purchase prices. NSPI emphasizes the need to protect privacy and competitive procurement practices, while ENSC highlights the importance of maintaining confidentiality to ensure cost-effective service acquisition.

DSM ASSIGNMENT AGREEMENT THIS AGREEMENT is dated as of October 1, 2010

AI summary This document outlines a DSM Assignment Agreement dated October 1, 2010. It establishes a formal agreement related to demand-side management, though the specific terms and parties involved are not detailed in the provided text.

BETWEEN: Nova Scotia Power Inc., a corporation existing under the laws of Nova Scotia ( NSPI ) - and - Efficiency Nova Scotia Corporation, a corporation existing under the laws of Nova Scotia ( ENSC ) WHEREAS NSPI has been administering th...

AI summary This document outlines the transition of the demand side management (DSM) program from Nova Scotia Power Inc. to Efficiency Nova Scotia Corporation, following the proclamation of the Efficiency Nova Scotia Corporation Act in 2010 and approval by the UARB. A DSM Services and Cooperation Agreement is established to define responsibilities post-transition.

1.1 Definitions In this Agreement, the following terms have the following meanings: 1.1.1 Assigned Assets means the DSM Balance, Physical Assets, the Contracts, the URLs and the Documentation. - 1.1.2 Business Day means any day excluding a...

AI summary This section defines key terms in the agreement between Nova Scotia Power Inc. and Efficiency Nova Scotia Corporation, including DSM Balance, Assigned Assets, Contracts, and other relevant terms, with specific references to schedules and the UARB.

2.1 Assignment NSPI hereby transfers and assigns all of its right, title and interest in and to the Assigned Assets to ENSC and ENSC hereby accepts such transfer and assignment as follows: - 2.1.1 Contracts: NSPI and ENSC will execute assi...

AI summary NSPI transfers its rights, title, and interest in Assigned Assets to ENSC, including contracts, physical assets, documentation, and contact information, with specific provisions for compliance with legislation and customer consent.

2.2 Non-Assigned Assets Nothing in this Agreement will be construed as an assignment of, or an attempt to assign to ENSC, or grant a licence in, any NSPI Intellectual Property. ENSC shall have no right to use any NSPI Intellectual Property...

AI summary This section clarifies that nothing in the agreement assigns or grants ENSC the right to use NSPI's intellectual property or certain contribution agreements with Conserve Nova Scotia, unless explicitly agreed upon in writing.

2.3 DSM Balance Closing Out Procedure and Adjustments On the Effective Date, NSPI will not know the DSM Balance. Within sixty days following the Effective Date, NSPI will record all NSPI DSM Costs and determine the DSM Balance. If the DSM...

AI summary This section outlines the procedure for closing out the DSM Balance on the Effective Date. NSPI will determine the DSM Balance within 60 days and adjust Forecast DSM Rider Revenues accordingly, either by setting off a negative balance or transferring a positive balance to ENSC.

3.1 DSM Administration As of the Effective Date, ENSC is responsible for the administration and operation of the DSM program and has the right to receive the DSM Rider Revenues. NSPI will provide services in respect of the DSM program to E...

AI summary ENSC is responsible for administering the DSM program and receiving DSM Rider Revenues, with NSPI providing services under a cooperation agreement. This outlines the roles and responsibilities of the involved parties in the DSM program's administration.

4.1 Mutual Indemnifications for Breaches of Warranty, etc. NSPI agrees that it will indemnify and hold ENSC and its directors, officers and employees harmless from and against the full amount of any loss that ENSC or its directors, officer...

AI summary This section outlines mutual indemnification agreements between NSPI and ENSC for losses related to the administration of the DSM program before and after the Effective Date. NSPI indemnifies ENSC for losses prior to the Effective Date, while ENSC indemnifies NSPI for losses arising on or after the Effective Date.

C&I Custom Retrofit Program Stage: Customer Project Development Agreement is signed Forms: Form 4 Project Development Agreement Customers :

AI summary The C&I Custom Retrofit Program involves the signing of a Customer Project Development Agreement, using Form 4. The program is in the stage where this agreement is signed, and it is designed for commercial and industrial customers.

[B] Vendor Contracts (individual assignments required) Vendors Type of Agreement DSM Program License Agreement Custom-New Construction Outreach Agent Low Income Households Outreach Agent Low Income Households Services Agreement and Amendin...

AI summary This section of the regulatory proceeding document outlines various vendor contracts and agreements related to Demand Side Management (DSM) programs, including license agreements, service agreements, and participation agreements for different initiatives such as efficient products, lighting choices, and program evaluations.

DOCUMENTATION - 1. DSM 2010 Program Binders, one printed copy (and supporting electronic files) of each of the following: - 1.1 Low Income Households - 1.2 New Houses - 1.3 Existing Houses - 1.4 Efficient Products - 1.5 Smart Lighting Choi...

AI summary The document outlines the required documentation to be transferred to ENSC, including program binders, marketing materials, evaluation reports, data systems, and participant files for the DSM 2010 Programs. It details the types of information and formats for each category.

NSPI INTELLECTUAL PROPERTY Certain Documentation includes testimonials and photographs of customers and other individuals. All rights in and to those testimonials, photographs and associated captions are reserved by NSPI, provided, however...

AI summary NSPI retains rights to customer testimonials and photographs in its documentation. It will seek consent for ENSC to use these materials in DSM-related efforts and notify ENSC when such consent is obtained.

FORM OF CONTRACT ASSIGNMENT WHEREAS Nova Scotia Power Inc. ( NSPI ) and [ ] (the Contract Party ) are parties to the following contract: [ ] attached hereto as Exhibit A (the Contract ); AND WHEREAS pursuant to an agreement between ENSC an...

AI summary This document outlines the assignment of a contract from Nova Scotia Power Inc. to Efficiency Nova Scotia Corporation as part of a DSM program transfer. NSPI is transferring its rights and obligations under the contract to ENSC, effective October 1, 2010.

The Parties have executed this Agreement effective as of October 1, 2010. EFFICIENCY NOVA SCOTIA CORPORATION Per Name: Title: NOVA SCOTIA POWER INC. Per Name: Title: [ ] hereby consents to the assignment of the Contract: [CONTRACT PARTY WH...

AI summary The text outlines an agreement executed by Efficiency Nova Scotia Corporation and Nova Scotia Power Inc. on October 1, 2010, with a section for consent to the assignment of a contract.

BETWEEN: Nova Scotia Power Incorporated, a body corporate, with its head office at Halifax, Province of Nova Scotia ( NSPI ) - and - Efficiency Nova Scotia Corporation , a corporation existing under the laws of Nova Scotia ( ENSC ) WHEREAS...

AI summary This document outlines the transition of demand side management (DSM) program administration from Nova Scotia Power Incorporated (NSPI) to Efficiency Nova Scotia Corporation (ENSC), established under the Efficiency Nova Scotia Corporation Act in 2010. NSPI will provide transition and ongoing services to ENSC to ensure a smooth DSM program transfer.

1. INTERPRETATION - 1.1 The following terms shall be interpreted as follows in this Agreement: - 1.1.1 Agreement means this agreement between ENSC and NSPI dated as of the date first noted above, including all Schedules attached hereto. -...

AI summary This section defines key terms in the agreement between ENSC and NSPI, including Balance Adjustment, Direct Labour Costs, Discretionary Services, and DSM Rider Revenues, among others. The Effective Date is set as October 1, 2010, and the agreement includes various schedules and definitions relevant to the execution and interpretation of the agreement.

2.1 Ongoing coordination and regular communication between NSPI and ENSC is important for effective planning and coordination. To that end, the Parties will meet to discuss the provision of the Services as well as their forecasting and inf...

AI summary The document emphasizes the importance of ongoing coordination and communication between NSPI and ENSC for effective planning and coordination. The Parties are required to meet to discuss the provision of Services and their forecasting and information exchange obligations as outlined in Schedule D.

4. ENSC OBLIGATIONS - 4.1 ENSC will cooperate with NSPI as required from time to time in the provision of the Services as well as to facilitate the forecasting and information exchange as set out in Schedule D. - 4.2 When ENSC requests cus...

AI summary This section outlines the obligations of ENSC in its agreement with NSPI, including cooperation, information handling, use of NSPI's branding, compliance with obligations, provision of DSM program information, and adherence to privacy laws.

6. PRICE AND PAYMENT - 6.1 NSPI will invoice ENSC for: - 6.1.1 Transition Services as set out in Schedule A; - 6.1.2 Non-Discretionary Services as set out in Schedule B; and - 6.1.3 Discretionary Services as out in Schedule C, (together th...

AI summary NSPI will invoice ENSC for various services under the DSM Fees, which are subject to HST. ENSC is awaiting a CRA Ruling on the HST status of DSM Rider Revenues. Both parties agree to comply with the ruling once received.

Transition Services Throughout the Transition Period, NSPI personnel will continue to perform its DSM program functions on behalf of ENSC and will cease those functions in a staged manner to assist a smooth transition and continuity of pro...

AI summary During the Transition Period, NSPI will continue to manage DSM program functions on behalf of ENSC, with a staged transition plan. NSPI will provide training, orientation, and support to ENSC staff, and will act as ENSC's agent for entering into agreements until ENSC can operate independently.

ENSC acknowledges the following: - 1. During the Transition Period, NSPI will continue to use its marketing materials in respect of the DSM programs. This use of marketing programs does not imply a licence for ENSC to use NSPI's Intellectu...

AI summary During the Transition Period, NSPI will continue to manage DSM programs and agreements, including marketing materials, laptop provision, and financing arrangements. ENSC is required to develop its own marketing materials by January 1, 2011, and NSPI will repatriate laptops used in the low-income program. NSPI retains control over financing terms and conditions for DSM customers.

Fees NSPI will charge ENSC for those costs and expenses charged to NSPI's DSM cost centre following the Effective Date in accordance with NSPI's standard practice, including: - (a) Direct Labour Costs in carrying out the Transition Service...

AI summary NSPI will charge ENSC for various costs and expenses related to DSM programs, including direct labour, overhead, out-of-pocket expenses, financing costs, and other transaction-related expenses following the Effective Date.

SCHEDULE B NON-DISCRETIONARY SERVICES AND FEES 1. Billing and collecting DSM Rider Revenues: NSPI will bill and collect all DSM Rider Revenues. Fee: NSPI will charge ENSC the incremental cost of billing and collections – which is the cost...

AI summary This document outlines the non-discretionary services and associated fees that NSPI will provide to ENSC under the DSM Agreement, including billing, call centre support, customer financing, and compliance assistance, with specific cost allocations and pass-through arrangements for UARB consulting fees.

SCHEDULE C DISCRETIONARY SERVICES AND FEES

AI summary This section outlines discretionary services and fees related to utility operations, likely including cost recovery mechanisms and regulatory considerations.

2. Customer Financing and Other Payment Arrangements The Parties will work together to determine whether it is in the interest of both Parties as well as DSM customers for NSPI to provide financing or other payment arrangements (such as le...

AI summary NSPI is considering offering financing or payment arrangements to DSM customers, subject to credit checks, security in assets, annual caps, and compliance with laws. ENSC would be responsible for paying the associated financing charges as part of NSPI DSM Fees.

SCHEDULE D DSM PLANNING AND FORECASTING

AI summary This section outlines the planning and forecasting processes related to Demand Side Management (DSM) in Nova Scotia. It includes discussions on energy efficiency programs, forecasting methodologies, and the role of Efficiency Nova Scotia Corporation (ENSC) in implementing these initiatives.

Coordination of Planning Assumptions Ongoing coordination of planning assumptions will be critical to provide consistency in NSPI and ENSC forecasts. Examples include items such as, electric space heat penetration rates, new customer growt...

AI summary The document emphasizes the need for ongoing coordination of planning assumptions between NSPI and ENSC to ensure consistency in forecasts, with examples including electric space heat penetration rates and new customer growth rates.

ENSC-led Planning and Forecasting Functions ENSC will lead the following planning and forecasting functions: - DSM potential studies (technical, economic, and achievable) - DSM measure saturation studies - DSM measure market transformation...

AI summary ENSC is responsible for leading planning and forecasting functions related to Demand Side Management (DSM), including studies on potential, saturation, market transformation, program plans, and spending by customer rate class.

Future Interdependencies In NSPI and ENSC, coordination processes will deal not only with the known planning and forecasting functions, but also with new and evolving issues. Where technologies such as automated metering infrastructure cou...

AI summary NSPI and ENSC will coordinate on new and evolving issues, including the use of automated metering infrastructure to support Demand Side Management efforts, in addition to known planning and forecasting functions.

The Board requested that NSPI review and comment on the ENS request. In a letter dated May 21, 2010 from Alan Richardson, Vice President, Integrated Customer Services of NSPI, NSPI stated as follows: NSPI believes the overall estimate of $...

AI summary The UARB requested NSPI to review and comment on ENS's funding request. NSPI found the requested amount of $2.04 million reasonable and appropriate, provided it was approved by the UARB. The Board asked for clarification on whether the funding was included in the 2010 or 2011 DSM program budgets. NSPI indicated that ENS should manage costs within the approved budgets and that the DSM Cost Recovery Mechanism would recover actual costs. The Board approved the initial budget and directed NSPI to fund it as requested, subject to conditions and a transition plan.

requested by ENS. The Board anticipates that these arrangements will be detailed in a transition plan which itself is subject to Board approval. This approval is subject to the following conditions: - 1. These funds are to be expended excl...

AI summary The Nova Scotia Utility and Review Board has approved funding arrangements for Efficiency Nova Scotia Corporation (ENS), subject to conditions that ensure funds are used exclusively for DSM electricity expenditures and regular reporting to the Board.

November 1, 2010 By email: [email protected] Ms. Nancy McNeil Regulatory Affairs Officer/Clerk Nova Scotia Utility and Review Board 1601 Lower Water Street, 3 rd Floor P.O. Box 1692, Unit "M" Halifax, NS B3J 3S3 Re: Demand Side Manage...

AI summary Efficiency Nova Scotia Corporation submitted a work plan for the 2012 Electricity Demand Side Management Plan in response to a directive from the Nova Scotia Utility and Review Board. The submission was made via email by Allan Crandlemire, Interim Executive Director, to Ms. Nancy McNeil.

f the Board has questions or comments about this work plan, please direct them to my attention. Yours truly, Allan Crandlemire Interim Executive Director, Efficiency Nova Scotia Corporation Encl. Work plan for the Development of the 2012 D...

AI summary This document outlines the work plan for developing the 2012 DSM Plan, including key milestones, responsible parties, and deadlines. It details tasks such as reviewing the DSM plan, stakeholder sessions, and finalizing the plan and evidence by Efficiency Nova Scotia Corporation and Dunsky Energy Consulting.

NOVA SCOTIA’S 2010 ELECTRICITY DEMAND SIDE MANAGEMENT PLAN EVALUATION REPORTS FINAL REPORT FEBRUARY 28, 2011 Submitted to: NOVA SCOTIA UTILITY AND REVIEW BOARD Submitted by: EFFICIENCY NOVA SCOTIA CORPORATION Prepared by: NMR GROUP INC. Ev...

AI summary This document presents the final evaluation report of Nova Scotia's 2010 Electricity Demand Side Management (DSM) Plan, submitted by Efficiency Nova Scotia Corporation and prepared by NMR Group Inc. The report assesses the effectiveness of the DSM programs implemented in 2010.

EMA, Inc. 50-2 Howard Street, Somerville, MA 02144 Phone: (617) 284-6230 Fax: (617) 284-6239 www.nmrgroupinc.com Evaluation of 2010 DSM Programs Executive Summary

AI summary The document provides an evaluation of the 2010 Demand Side Management (DSM) programs. It examines the effectiveness, implementation, and outcomes of these programs in achieving energy efficiency and conservation goals.

Contents 1 DSM PORTFOLIO PERFORMANCE ............................................................................................................1 1.1 OVERVIEW ..................................................................................

AI summary The document outlines the evaluation of the DSM portfolio performance, including an overview, discussion, and data tracking issues. It also covers evaluation objectives and methodology, with a focus on impact evaluations and on-site assessments.

................................................... 8 2.2.1 On-site Evaluations ..................................................................................................................................8 2.2.2 Net-to-Gross Ratio an...

AI summary The document outlines the evaluation process for energy efficiency programs, including on-site evaluations, net-to-gross ratio analysis, and methods such as in-depth interviews and telephone surveys. It also details individual program performances, such as the C&I Custom Program, Business Energy Rebates Program, and others focused on lighting and retail efficiency.

ENT PRODUCTS – RETAIL PROGRAM (POWER DOWN - PD) ............................................................... 14 3.4.1 CFL Component ...........................................................................................................

AI summary The document outlines various energy efficiency programs and initiatives, including retail programs, direct installation, appliance rebates, and low-income household support. It also references an impact and process evaluation executive summary by NSPI, indicating a focus on assessing program effectiveness and processes.

...................................................... 18 NMR NSPI Impact and Process Evaluation Executive Summary Tables TABLE 1-1: 2010 UARB APPROVED SAVINGS TARGETS AND NMR RESULTS (NET INSTALLED ANNUAL ENERGY AND DEMAND SAVINGS AT THE...

AI summary The document provides an executive summary evaluating the performance of Nova Scotia Power Inc.'s 2010 Demand Side Management (DSM) programs, including key findings and recommendations from the process evaluation.

NMR Evaluation 2010 DSM Programs Executive Summary Page 1 Executive Summary 1 DSM Portfolio Performance 1.1 Overview This document provides a summary of the evaluation of 2010 electric Demand Side Management programs in Nova Scotia. NMR co...

AI summary This executive summary evaluates the performance of Nova Scotia's 2010 Demand Side Management (DSM) programs, conducted by NMR for Nova Scotia Power and Efficiency Nova Scotia Corporation. The evaluation found that the programs were generally well-run and efficient, meeting their 2010 savings targets despite challenges. The DSM plan was approved by the Utility and Review Board (UARB) in August 2009.

results for the 2010 program year. NMR Evaluation 2010 DSM Programs Executive Summary Page 2 Table 1-1: 2010 UARB Approved Savings Targets and NMR Results (Net Installed Annual Energy and Demand Savings at the Generator) 2010 Targets 2010...

AI summary The 2010 DSM program evaluation by NMR shows that residential and commercial and industrial (C&I) programs exceeded or met their energy and demand savings targets. Residential programs achieved higher savings than targets, while C&I programs also met or exceeded their goals, with some programs like Efficient Products - Direct Install surpassing targets significantly.

.41 Small Business Lighting Solutions 13.98 3.30 11.21 1.53 C&I TOTAL 63.94 12.37 62.60 10.49 PORTFOLIO TOTAL 81.13 16.63 84.97 16.38 Includes the Power Down (Retail) and Appliance Retirement and Replacement program components. Includes Re...

AI summary The DSM Administrator's portfolio of conservation programs exceeded 2010 energy savings targets by 5%, achieving 3.84 GWh in savings. The Efficient Products - Residential program exceeded its target by 153%, with the CFL markdown component contributing 72% of the savings. Other programs also exceeded their targets by significant margins.

m Development Working Group (PDWG) NMR Evaluation 2010 DSM Programs Executive Summary Page 3

AI summary The document is an executive summary of the evaluation of the 2010 Demand Side Management (DSM) programs. It is part of a report prepared by NMR Group Inc. for the Utility and Review Board (UARB).

Small Business Lighting Solutions program, which fell short of its program target by 20%, or 2.8 GWh; and the New Houses program, which fell short of its program target by 66%, or 1.3 GWh. The C&I Custom program nearly achieved its program...

AI summary The 2010 DSM programs in Nova Scotia had mixed results, with some programs falling short of their targets while others showed promise. The Low Income Households program struggled with recruitment, while the BER program is expected to improve in 2011. Legislation mandating HP T8 lighting will affect the SLC program. The Small Business Lighting Solutions program saw increased energy impacts despite missing its target, and the New Houses program can enhance savings with stretch goals.

simply by installing a heat pump. NMR Evaluation 2010 DSM Programs Executive Summary Page 4 1.3 Program Data Tracking It is important to note that the 2010 evaluation encountered significant bottlenecks stemming from data issues in several...

AI summary The 2010 evaluation of DSM programs faced significant data tracking issues, including inconsistent data quality and delays in generating participation reports. These challenges highlight the need for Efficiency Nova Scotia to improve data systems as the organization scales up to meet ambitious savings goals.

1.3.1 Data Quality Issues The NMR team encountered several issues involving inconsistent, inaccurate, or missing data in 2010. These issues were experienced particularly in the SBLS, DI, and C&I Custom programs. Inconsistent and Inaccurate...

AI summary The NMR team identified data quality issues in 2010, particularly in the SBLS, DI, and C&I Custom programs. These included data entry errors, discrepancies between recorded and observed installations, and potential vulnerabilities in programs using subcontractors. Corrective actions were taken, but additional audits are recommended for similar programs.

dditional spot audits or site inspections by program staff for a sample of participants: SBLS, LIH, and DI.2 The DSM Administrator should consider devoting resources to conduct spot audits or site inspections, on a quarterly basis, on a sa...

AI summary The document discusses the need for spot audits and site inspections by the DSM Administrator for program participants, including SBLS, LIH, and DI, to ensure compliance. It also highlights an issue with missing data in billing records, where multiple meter accounts for participants are not fully captured in the database, complicating billing analysis.

ject. While this does not affect the tracking of equipment installed, it makes conducting a billing analysis problematic. We recommend that this be taken into consideration when tracking participants. 1.3.2 Data Access / Delivery Issues Th...

AI summary The evaluation of programs was hindered by long report generation times, data inconsistencies, and lack of unique identifiers, particularly affecting the Low Income Households program. These issues created challenges for data sharing, evaluation, and program management.

ome cases requiring several days before requests could be fulfilled.3 These delays were especially problematic for generating monthly participation lists required by NMR to complete telephone surveys. 1.3.3 Recommendations Data tracking an...

AI summary The document highlights delays in data tracking and reporting for DSM programs, which impacted the ability to generate monthly participation lists for NMR's telephone surveys. A centralized data tracking system was implemented in 2010, but further refinement is needed, particularly in data entry, reporting, and tracking specifications.

oncurrent with this evaluation. NMR Evaluation 2010 DSM Programs Executive Summary Page 6 The DSM Administrator should examine their data tracking processes and procedures for each program and consider the following recommendations regardi...

AI summary The document outlines recommendations for improving data tracking processes for DSM programs, emphasizing the need for clear protocols, training, reporting systems, and audits. It also references NMR's 2009 Best Practices Study and highlights the importance of automation and integration of historical billing data into tracking systems.

ns (e.g. monthly portfolio and program reports).  If possible, incorporate data likely to be needed for project assessments (such as historical billing data) into the data tracking system. 1.4 Looking Ahead to 2011 As Efficiency Nova Scot...

AI summary Efficiency Nova Scotia reviewed the performance of its programs from 2008 to 2010, noting that commercial and industrial sectors contributed over two-thirds of total energy and demand savings. Residential programs accounted for less than one-third. The Efficient Products Direct Install and CFL programs were key contributors but may face limitations due to the phase-out of incandescent bulbs in 2012.

e programs will reach the limits of their value for securing energy savings over the course of 2011 and 4 http://oee.nrcan-rncan.gc.ca/regulations/bulletin/general-service-lamps-dec08.cfm?attr=4 NMR Evaluation 2010 DSM Programs Executive S...

AI summary The DSM Administrator anticipates that existing programs will reach their limits in securing energy savings by 2011 and 2012. To address this, new programs and pilot projects were launched in 2009 and 2010, but no strong replacement for the EP-DI or EP-PD programs has been identified yet.

everal new programs and launching of pilot projects in 2009 and 2010. However, the DSM Administrator has as yet been unable to identify another strong performer to replace the EP-DI or EP-PD programs. Table 1-2: Program Performance as Perc...

AI summary The text discusses the performance of various energy efficiency programs in Nova Scotia from 2008 to 2010, highlighting the EP-DI and EP-PD programs as significant contributors to energy demand savings. However, the DSM Administrator has not identified a strong replacement for these programs.

<1 <1 1 5 1 3 BER 1 <1 <1 <1 In summary, the portfolio has relied heavily on deriving savings from the commercial sector and, until now, the DSM Administrator has not been able to establish a solid foothold in the residential sector, aside...

AI summary The DSM Administrator has struggled to establish a strong presence in the residential sector, relying mainly on commercial sector savings. New programs like EEH and ARR are expected to provide significant energy savings in 2011. Efficiency Nova Scotia, as a new organization, faces challenges in meeting its increased energy savings goals due to organizational growth and diminishing savings from existing programs.

n of implementing electric DSM programs in the province, Efficiency Nova Scotia has an opportunity to create relationships anew, not only with customers, but with stakeholders and interest groups.6 5 The Appliance Retirement and Replacemen...

AI summary The document discusses the evaluation of DSM programs in Nova Scotia, focusing on documenting program objectives, estimating energy savings, and identifying performance improvements. It highlights the differences between the Appliance Retirement and Replacement program and other DSM components, as well as the use of statistical methods and net-to-gross ratios to assess program impacts.

and Appliance Retirement & Replacement), NMR evaluated a total of 11 programs. Five of these eleven programs showed relatively low levels of free ridership— Efficient Products –Retail: CFLs, LIH, C&I 7 Free ridership and spillover were not...

AI summary NMR evaluated 11 DSM programs in 2010, finding five with low free ridership. The SLC program had over 5,000 completed projects, though free ridership and spillover were not calculated for the LIH program.

athered over the phone. NMR Evaluation 2010 DSM Programs Executive Summary Page 9

AI summary The document provides an executive summary of the 2010 DSM (Demand Side Management) program evaluation conducted by NMR Group Inc. It highlights key findings and outcomes related to the effectiveness of the programs.

Custom, SBLS, and SLC.10 Low levels of free ridership indicate that the DSM programs have been effective in attracting customers who would not have taken actions without the influence of the DSM Administrator programs. Programs that had re...

AI summary The text discusses free ridership in DSM programs, noting that low levels indicate program effectiveness. Certain programs, like Efficient Products –Retail and New Houses, had higher free-ridership. The analysis highlights that products with longer lifespans, such as fixtures and appliances, are often purchased regardless of the program, and the New Houses program's efficiency standards were not sufficiently challenging for participants.

a net-to-gross ratio using a difference-of-differences approach and was presumed to have had spillover. Free ridership was not calculated for the LIH program which is free to low income participants. NMR Evaluation 2010 DSM Programs Execut...

AI summary The evaluation of 2010 DSM programs includes process evaluations through interviews, surveys, and site visits. In-depth interviews were conducted with program staff, delivery agents, contractors, and participants between June 2010 and January 2011.

iew with a Delivery Agents, eight interviews with Contractors, and four in-depth interviews with program participants. A summary of the interviews completed for each program is presented in Table 2-2. Table 2-2: 2010 Process Evaluation In-...

AI summary The 2010 Process Evaluation of DSM Programs includes interviews with Delivery Agents, Contractors, and program participants. Table 2-2 summarizes the number of interviews conducted for each program, highlighting participation across different categories.

12 15 8 4 NMR Evaluation 2010 DSM Programs Executive Summary Page 11 2.3.2 Telephone Surveys NMR completed a total of 548 interviews with 2010 program participants and 70 interviews with non- participants (Table 2-3). Although the content...

AI summary NMR conducted telephone surveys with 548 program participants and 70 non-participants in 2010 to evaluate DSM programs. The surveys aimed to gather feedback on program satisfaction, installed measures, verification of actions, free-ridership, spillover effects, and recommendations for improvement. Surveys were conducted via CATI by NMR's subcontractor.

ing Houses Program utilized random digit dial (RDD) samples of residential telephone numbers in Nova Scotia and the remaining programs utilized contact information provided by the DSM Administrator.11 Table 2-3: 2010 Process Evaluation Tel...

AI summary The 2010 Process Evaluation Telephone Surveys were conducted to evaluate DSM programs in Nova Scotia. The surveys used RDD samples for residential telephone numbers and contact information provided by the DSM Administrator for other programs. The data collected included participant and non-participant responses across various programs.

for the non-participant survey. NMR Evaluation 2010 DSM Programs Executive Summary Page 12 3 Individual Program Performance Based on the evaluation activities described above, it is the opinion of the NMR team, that the portfolio of progra...

AI summary The NMR team evaluated the 2010 DSM programs and found they were generally well-run and efficient. To meet larger 2011 energy savings goals, the DSM Administrator needs to increase participation rates, improve savings per participant, and implement new programs as some existing ones reach the end of their life cycles.

3.1 C&I Custom Program (C&I) The C&I Custom program is a well run program with a well-documented and detailed data tracking process, rigorous policies and procedures to screen out free-riders, and a rigorous monitoring and verification (M&...

AI summary The C&I Custom program is well-run with effective data tracking and M&V processes, achieving strong energy savings in 2010 but falling short on demand targets. NMR suggests adapting the program to include demand response incentives. Increased outreach efforts, including hiring additional Sales Leads, contributed to higher participation and savings.

each and marketing will become correspondingly more important to achieving those goals. The DSM Administrator should continue to work with the Sales Leads as well as encourage contractors to promote the program to their customers. 12 Portf...

AI summary The 2010 Business Energy Rebates Program (BER) targeted commercial and industrial customers, with 13 participants receiving incentives. While satisfaction was high, participants suggested improvements in incentive levels and structure. The DSM Administrator is encouraged to work with stakeholders to enhance the program and achieve energy savings goals.

nly source of concern about the program expressed by some participants. In addition, the DSM Administrator should work with participants to help secure additional energy savings from their businesses. 3.2.2 Smart Lighting Choices (SLC) For...

AI summary The text discusses concerns about the Demand Side Management (DSM) program and suggests that the DSM Administrator should collaborate with participants to achieve additional energy savings. It also mentions the Smart Lighting Choices (SLC) program for 2010, noting that NMR focused on measuring impacts rather than improving the program, as it will be terminated with the enactment of legislation mandating T8 lighting.

ce any effort to improve the program through a process evaluation would have been of limited value as the SLC program will be terminated once the expected legislation mandating T8 lighting is enacted. 3.3 Small Business Direct Install Ligh...

AI summary The Small Business Direct Install Lighting Program (SBLS) has shown increasing energy impacts and high customer satisfaction since 2008. However, material delivery issues led to a change in program design in 2011, with Delivery Agents now responsible for sourcing materials and adhering to price constraints. NMR recommended monitoring performance to ensure continued success.

will become increasingly important for the DSM Administrator to monitor the performance of Delivery Agents in order to achieve 2011 targets and to ensure continued high levels of customer service. NMR Evaluation 2010 DSM Programs Executive...

AI summary The 2010 Power Down (PD) program's CFL component is expected to reach the limits of its energy savings potential due to the phase-out of incandescent bulbs in 2012. In response, the PD program diversified its energy efficiency measures by including light fixtures, controls, and appliances, though these new measures are unlikely to match the energy savings achieved by CFLs.

described characteristics. Thus, it appears that it will be extremely difficult for the PD program to have these other retail products provide the level of energy savings that were derived from CFLs. 3.4.1 CFL Component CFL sales through t...

AI summary The PD program's energy savings from CFLs have decreased, with a significant drop in goals from 2009 to 2010. Sales of fixtures and controls are largely driven by market demand rather than the program, suggesting a need to target new construction and renovations for greater impact.

ased only if needed. The PD program should consider focusing instead on new construction and major renovation projects for promoting fixtures and controls such as programmable thermostats and dimmers. 3.4.3 Appliance Rebates Component As w...

AI summary The PD program is advised to focus on new construction and major renovations to promote energy-efficient fixtures and controls. The appliance rebate component should target higher efficiency levels to reduce free-ridership and increase energy savings, potentially using CEE's SEHA performance tiers and offering packaged rebates for multiple efficient appliance purchases.

service-lamps-dec08.cfm?attr=4 NMR Evaluation 2010 DSM Programs Executive Summary Page 15 3.5 Efficient Products – Direct Install Program (DI) The DI program continues to perform strongly and customers continue to be happy with the program...

AI summary The DI program shows strong performance, but customer self-installation of CFLs may increase free-ridership. Most respondents were aware of CFL benefits and had previously purchased them. LED adoption was lower, suggesting potential adjustments to incentives and program design.

One possible approach might be to require customers to pay for a portion of the cost for the energy efficiency measures offered by the program and to continue to offer installation services for free. 3.6 EnerGuide for Existing Houses Progr...

AI summary The EnerGuide for Existing Houses (EEH) program faced challenges due to the withdrawal of federal rebates and uncertainty about its continuation. Despite these issues, it exceeded its energy savings goals. The DSM Administrator is advised to rebuild trust with Delivery Agents and reinforce program infrastructure to ensure continued success.

omeowners. Thus, at first glance the NH program may have been mostly a heat pump program. That said, survey respondents reported strong interest in energy efficiency and satisfaction with the program. 3.8 Appliance Retirement and Replaceme...

AI summary The text discusses the success of the NH program, which appears to be primarily a heat pump initiative, and highlights strong interest in energy efficiency among participants. It also addresses the potential for an appliance retirement and replacement program in Nova Scotia, noting the need to address free ridership, revise incentive structures, and improve communication for future phases of the program.

gn of any future program needs to address a number of issues including screening free riders, revising incentive structures, timing of promotions, and careful attention to planning and communications. 3.8.2 Appliance Replacement The replac...

AI summary The DSM Administrator's Appliance Replacement Program faced challenges in reaching the multi-family market due to limited resources and the pilot program's short term. NMR recommends continuing the program to build relationships and explore future opportunities in this sector.

family sector. Pursuant to developing NMR Evaluation 2010 DSM Programs Executive Summary Page 17 program offerings for the multi-family sector, the DSM Administrator should seek to gain a better understanding of this market in Nova Scotia....

AI summary The evaluation of the 2010 DSM programs highlights the need for a better understanding of the multi-family sector in Nova Scotia, noting split incentives as a barrier to energy efficiency. The LIH program is delivered through REAP Delivery Agents and Energy Advisors, with high participant satisfaction and positive outcomes such as improved comfort and energy bill reductions.

NMR Evaluation of 2010 DSM Programs Executive Summary Page 18

AI summary The document provides an evaluation of the 2010 Demand Side Management (DSM) programs, focusing on their effectiveness and outcomes.

p levels continue to rise, consider adjusting the if it continues to increase it may become an area of concern. screening procedures used to identify free-riders. C&I-F2. C&I-R2. Due to the compressed time frame between the end of the prog...

AI summary The document highlights challenges with the C&I Custom program's evaluation process, including compressed timelines, data entry errors, and the need for improved tracking systems and evaluation schedules to ensure accurate and rigorous impact assessments.

or sites in the 2010 sample. Since these errors varied, the tracking system deficiencies were not systemic but the result of errors or inconsistencies in data entry. NMR Evaluation of 2010 DSM Programs Executive Summary Page 19

AI summary The evaluation of the 2010 DSM programs highlights that tracking system deficiencies were not systemic but resulted from errors or inconsistencies in data entry. These issues varied across different sites in the sample.

NMR Evaluation of 2010 DSM Programs Executive Summary Page 19

AI summary The document presents an evaluation of the 2010 Demand Side Management (DSM) programs, focusing on their effectiveness and outcomes.

Program Finding Recommendation Commercial C&I-F4. C&I-R4. and In contrast to 2008 and 2009, relatively few 2010 respondents Conduct training sessions with energy efficiency contractors and Industrial reported that they had first heard of t...

AI summary The C&I Custom program saw limited awareness from contractors and vendors in 2010, but external parties were primarily responsible for specifying installed measures. Marketing efforts like adding a Sales Lead and print advertising increased participation. Recommendations include training contractors and developing marketing tools to improve outreach.

ents (85%) reported that someone outside their organizations was most responsible for specifying the measures that were installed through the C&I Custom program— design professionals (46%) and contractors (23%) were cited most often. C&I-F...

AI summary The 2010 DSM program evaluation found that external parties like design professionals and contractors were primarily responsible for specifying energy measures in the C&I Custom program. Most participants were motivated by financial benefits such as energy savings, and relatively few barriers were reported by respondents.

NMR Evaluation of 2010 DSM Programs Executive Summary Page 20 Program Finding Recommendation Commercial C&I-F8. C&I-R8. and In 2008 and 2009, the vast majority of respondents were satisfied The DSM Administrator should review their custome...

AI summary The evaluation of the 2010 Commercial and Industrial Custom DSM Program found high satisfaction levels in 2008 and 2009 but noted a decline in 2010, particularly in customer service interactions and availability of consultants. The DSM Administrator is recommended to improve service processes.

Program Finding Recommendation Small SBLS-F1. SBLS-R1. Business In 2010, the SBLS program formally added a Recycling Contractor The SBLS program should continue to require that all materials Lighting responsible for collecting and recyclin...

AI summary The Small Business Lighting Solutions (SBLS) program improved its recycling process in 2010 by appointing a Recycling Contractor to handle lamp and ballast collection. However, the program still relied heavily on informal methods for participant recruitment, and a recommendation suggests providing trade allies with promotional materials to improve outreach.

ility may be to provide them with SBLS survey were asked how they had first become aware of the SBLS business cards that contain the contact information for the Delivery program, more than one-half (55%) cited word of mouth (23%) or Agent...

AI summary The evaluation of the 2010 DSM programs found that over half of participants became aware of the SBLS program through word of mouth or trade allies such as electricians and contractors.

NMR Evaluation of 2010 DSM Programs Executive Summary Page 21

AI summary The document provides an evaluation of the 2010 Demand Side Management (DSM) programs. It focuses on assessing the effectiveness and outcomes of these programs in promoting energy efficiency and managing demand.

Program Finding Recommendation Small SBLS-F3. SBLS-R3. The DSM Administrator should continue to promote the Business Customers were motivated to participate in the program primarily to financial benefit of program participation to small bu...

AI summary The Small Business Lighting Solutions (SBLS) program found that small businesses were motivated by energy cost savings. However, the program faced material delivery issues, with 60-80% of deliveries being late or incorrect. Despite improvements, delivery agents continued to report problems, though the DSM Administrator has implemented an alternative program design to address these issues.

as unclear. Despite this, the DSM Administrator has implemented an alternative program design that would eliminate issues in the future. Under this alternate program design, instead of Delivery Agents using a sole source Materials Vendor s...

AI summary The DSM Administrator has implemented an alternative program design to address issues in the future by allowing Delivery Agents to source their own materials and select vendors based on price and service. Barriers to implementing additional energy efficiency measures were identified, including lack of recommended measures, financing, information, and time, with relatively low spillover among participants.

NMR Evaluation of 2010 DSM Programs Executive Summary Page 22

AI summary The document provides an evaluation of the 2010 Demand Side Management (DSM) programs, focusing on their effectiveness and impact.

Program Finding Recommendation Small SBLS-F6. SBLS-R6. Business About one-half of the 2010 respondents (54%) said they had The SBLS program is a crucial source of information, assistance and Lighting purchased some type of energy efficient...

AI summary The SBLS program has had moderate success in encouraging small businesses to adopt energy-efficient lighting, with most purchases being CFLs and LED exit lights. Free-ridership levels were low, indicating the program's effectiveness. However, few participants took additional energy efficiency actions after participating in the program.

respondents (29%) reported that participation in the SBLS program actions after participating in the SBLS program. The DSM had influenced them to take additional actions on their own. When Administrator should consider expanding program of...

AI summary Respondents participating in the SBLS program reported that it influenced them to take additional energy efficiency actions. However, nearly half of respondents indicated they were unaware of additional measures, highlighting a need for expanded program offerings to help small businesses identify and pursue further energy efficiency opportunities.

NMR Evaluation of 2010 DSM Programs Executive Summary Page 23

AI summary This document provides an evaluation of the 2010 Demand Side Management (DSM) Programs. It discusses the effectiveness and outcomes of these programs in improving energy efficiency and managing demand.

Program Finding Recommendation Efficient DI-F1. DI-R1. Lighting While around one out of four respondents in 2008, 2009 and 2010 The DSM Administrator should consider using email to contact Products (23%, 25% and 27%) reported having first...

AI summary The text discusses the effectiveness of email as a communication tool for the Direct Install (DI) program, noting a significant increase in email awareness from 1% in 2008 to 21% in 2010. It also highlights that financial benefits were the primary motivation for customer participation, with 79% citing energy cost savings as a key factor.

2010 respondents (97%) Since the majority of DI program participants have not participated reported no prior participation in DSM Administrator run energy in an energy efficiency program before, it is crucial that the DI efficiency program...

AI summary The 2010 DSM program participants, mostly new to energy efficiency initiatives, require positive reinforcement of their savings to encourage future participation. The DSM administrator is advised to provide regular updates on energy and cost savings via email.

NMR Evaluation of 2010 DSM Programs Executive Summary Page 24

AI summary The document is an evaluation of the 2010 Demand Side Management (DSM) programs, providing an executive summary of their performance and outcomes.

Program Finding Recommendation Efficient DI-F4. DI-R4. Lighting In 2010, respondents cited lack of time as the number one barrier to At the time of participant contact, provide additional information or Products pursuing additional energy...

AI summary The text discusses barriers to implementing energy efficiency measures, including lack of time and limited financing. It recommends providing additional information to participants and adjusting incentive levels for CFLs. It also suggests exploring financing options in collaboration with local banks.

DI-R6. Nearly seven out of ten 2010 respondents (69%) reported that they Consider adjusting incentive levels for CFLs. This may, for example, were aware of the benefits of CFLs; about two out of five (44%) include free installation service...

AI summary The evaluation of 2010 DSM programs indicates that 69% of respondents were aware of the benefits of CFLs, and 44% were aware of LED exit lights. Many respondents had already planned to install CFLs or LEDs before participating in the DI program, and over 45% had 25% or more of their screw-based sockets containing CFLs prior to the program.

NMR Evaluation of 2010 DSM Programs Executive Summary Page 25

AI summary The document presents an evaluation of the 2010 Demand Side Management (DSM) programs. It outlines the performance and effectiveness of these initiatives in promoting energy efficiency and reducing electricity consumption.

Program Finding Recommendation Efficient DI-F7. DI-R7. Lighting According to self-reported data, even after participating in the DI The DSM Administrator should make an effort to install CFLs in all Products program, there is significant p...

AI summary The DI program's findings indicate that despite participation, many households did not fully utilize the opportunity to install additional CFLs. Additionally, awareness of LED exit lights remained low, suggesting a need for continued promotion of this component of the program.

actually installed additional LEDs after participating in the DI program. DI-F9. DI-R9. According to self-reported data, even after participating in the DI The DSM Administrator should make an effort to install LEDs in all program there re...

AI summary The evaluation of the 2010 DSM program indicates that while most participants were satisfied, there was significant potential for further LED installation among participants. Despite participation, many exit signs still did not have LEDs installed, indicating room for improvement in program implementation.

NMR Evaluation of 2010 DSM Programs Executive Summary Page 26

AI summary The text is the executive summary of an evaluation report on the 2010 Demand Side Management (DSM) programs. It provides an overview of the assessment conducted by NMR Group Inc. on the effectiveness and outcomes of these programs.

Program Finding Recommendation Business BER-F1. BER-R1. Energy Unlike the C&I Custom program, the BER program did not While higher levels of free-ridership may be acceptable for a new Rebate incorporate any checks to ensure that participan...

AI summary The Business Energy Rebate (BER) program lacks checks to ensure participants have funding before implementation, leading to higher free-ridership. The C&I Custom program had lower free-ridership. As the BER program matures, it should include screening processes, particularly for larger projects. Awareness and outreach should be improved in 2011.

s had been responsible for specifying the reach with customers. Contractors and design professionals measures that were installed through the BER program. In addition, represent channels that may be effectively utilized to promote the seve...

AI summary The BER program's success was largely driven by financial incentives and energy bill savings, with contractors and design professionals playing a key role in specifying installed measures. Customer motivation was primarily influenced by energy savings and program incentives.

NMR Evaluation of 2010 DSM Programs Executive Summary Page 27

AI summary This document provides an evaluation of the 2010 Demand Side Management (DSM) programs. It outlines key findings and performance metrics related to these programs, focusing on their effectiveness and impact.

Program Finding Recommendation Business BER-F4. BER-R4. Energy The BER program was designed to be a streamlined prescriptive The BER should continue to work with customers to avoid creating Rebate program. Not surprisingly, nearly all the...

AI summary The Business Energy Rebate (BER) program was found to be well-received by most participants, with minimal barriers to participation. One respondent reported a delay in eligibility determination. As the program scales, maintaining customer service standards and responsiveness is recommended.

other three respondents gave the program a rating of three. With the sole exception of rebate amounts, the other specific aspects of the program each received high satisfaction ratings from the majority of respondents. BER-F6. BER-R6. Desp...

AI summary The BER program received high satisfaction ratings overall, but respondents were least satisfied with rebate amounts. Participants noted that rebates did not provide enough incentive to implement energy-efficient measures. The program manager acknowledged the need to adjust incentives based on feedback and cost-effectiveness.

NMR Evaluation of 2010 DSM Programs Executive Summary Page 28 Program Finding Recommendation Business BER-F7. BER-R7. Energy All of the respondents said that managing and reducing energy costs BER participants appear to be a group of custo...

AI summary The evaluation of the 2010 Business Energy Rebate (BER) program found that while participants recognized the importance of reducing energy costs, few had taken additional energy-efficient actions after participating in the program. The DSM Administrator is recommended to help them identify further opportunities for energy savings.

2. Starting in January 2010, Nova Scotia building code required all new Before designing any future residential new construction energy homes to have a minimum EnerGuide rating of 80. Builders or efficiency programs, the DSM Administrator...

AI summary Starting in January 2010, Nova Scotia required new homes to have a minimum EnerGuide rating of 80. Builders or homeowners had to either have their homes tested or follow prescriptive measures. Building inspectors are key stakeholders in enforcing these energy efficiency requirements and should be involved in future residential programs.

NMR Evaluation of 2010 DSM Programs Executive Summary Page 29

AI summary The document provides an executive summary of the evaluation of 2010 Demand Side Management (DSM) programs. It outlines key findings and insights related to the effectiveness and impact of these programs.

out the NH program. Builders did not understand the HOT2000 understanding the HOT2000 report and the R-2000 approach. report very well in terms of how it worked and how it was measured. NMR Evaluation of 2010 DSM Programs Executive Summary...

AI summary The text discusses challenges with the NH program, noting that builders did not understand the HOT2000 report and the R-2000 approach. The document is an evaluation of 2010 DSM programs and is attributed to NMR.

NMR Evaluation of 2010 DSM Programs Executive Summary Page 30

AI summary The document provides an executive summary of the evaluation of 2010 Demand Side Management (DSM) programs. It outlines key findings and considerations related to the effectiveness and impact of these programs.

rating or energy consumption of program homes. NH-F15. NH-R15. All homes that entered the program in 2010 had to adhere to Nova The code upgrade baseline home (EnerGuide rating of 80) and the Scotia‘s new residential energy code and achiev...

AI summary The document discusses the evaluation of 2010 Demand Side Management (DSM) programs in Nova Scotia, focusing on the energy consumption and EnerGuide ratings of homes participating in the program. It highlights that homes entering the program in 2010 had to meet the new residential energy code and achieve a minimum EnerGuide rating of 80.

Program Finding Recommendation EnerGuide EEH-F1. EEH-R1. Existing When approaching program design the DSM Administrator should In the near term, the DSM Administrator should consider the Houses keep in mind that the Delivery Agents have ha...

AI summary The EnerGuide Existing Houses Program faces challenges due to staff layoffs by Delivery Agents, necessitating a ramp-up period for re-hiring and training. Delivery Agents also emphasize the need for federal funding, which has been withdrawn by NRCan, and suggest a market potential study if federal funds are unavailable.

ble in helping convince Delivery Agents about the market opportunity and the value of working with the program. NMR Evaluation of 2010 DSM Programs Executive Summary Page 32

AI summary The text discusses the importance of convincing Delivery Agents about the market opportunity and the value of working with the program, as part of an evaluation of 2010 DSM programs.

NMR Evaluation of 2010 DSM Programs Executive Summary Page 32

AI summary The document presents an evaluation of the 2010 Demand Side Management (DSM) programs, focusing on their performance and outcomes. It provides an overview of the initiatives implemented during that period and highlights key findings from the assessment.

Program Finding Recommendation EnerGuide EEH-F3. EEH-R3. Existing The program changes caused a lot of misunderstanding among The DSM Administrator will need to work to regain the trust and Delivery Agents who were frustrated with the chang...

AI summary The EnerGuide Existing Houses Program faced challenges due to changes causing confusion among Delivery Agents and restrictions on sharing HOT2000 files with the Program Administrator. The DSM Administrator is recommended to regain trust and coordinate with NRCan for future improvements.

participants to sign during the initial audit and the final audit. This form would allow the DSM Administrator access to customer contact information which would aid in program evaluations. EEH-F5. EEH-R5. The 2009 evaluation had found tha...

AI summary The text discusses the EEH program's contractor selection process, noting that it places the full burden on customers and lacks contractor training. It suggests that future programs should use pre-approved, certified contractors to improve efficiency and customer choice.

readily available list of qualified contractors to from which they can make their choice.14 14 To protect the DSM Administrator from any liability issues, the list can include an appropriate disclaimer stating that it makes no representati...

AI summary The text discusses the need for a list of qualified contractors for DSM programs, emphasizing that the list should include a disclaimer to protect the DSM Administrator from liability. The list is intended to allow customers to make informed choices while clarifying that the listing is not an endorsement.

NMR Evaluation of 2010 DSM Programs Executive Summary Page 33

AI summary The document provides an evaluation of the 2010 DSM (Demand Side Management) Programs. It outlines the key findings and outcomes of these programs, focusing on their effectiveness and impact.

Program Finding Recommendation EnerGuide EEH-F6. EEH-R6. Existing The EEH program has both resource acquisition and market In order to achieve its market transformation goals, any future transformation goals. A pool of well trained contrac...

AI summary The EEH program aims to achieve both resource acquisition and market transformation goals. It emphasizes the importance of contractor training to ensure proper installation of energy efficiency measures and to promote energy-efficient products and services. The withdrawal of federal rebates and the transition of DSM program administration are noted as factors requiring attention in future program development.

lish credibility with the public. The DSM Administrator administration of DSM programs from NSPI to Efficiency Nova would need to lead the appropriate marketing and outreach Scotia Corporation. This led to a widespread misperception among...

AI summary The transition of DSM program administration from NSPI to Efficiency Nova Scotia Corporation led to public confusion and a lack of proper marketing. Delivery agents lacked resources for outreach, and participants primarily learned about the program through word-of-mouth rather than official channels.

gh the Internet (14%) and the newspaper (10%). EEH-F9. EEH-R9. Nearly one in three respondents reported that prior to the first audit, The new program should also seek to increase awareness they had contacted a contractor about the electri...

AI summary The evaluation of the 2010 DSM programs indicates that a significant portion of respondents had already considered energy-efficient upgrades prior to home audits. Awareness and outreach through trade allies, such as contractors and hardware stores, are highlighted as important strategies for increasing program participation.

NMR Evaluation of 2010 DSM Programs Executive Summary Page 34

AI summary The document provides an evaluation of the 2010 Demand Side Management (DSM) programs, focusing on their effectiveness and outcomes.

change in the comfort of their homes. They most frequently reported energy benefits. It is possible that customers are unaware of the that temperatures were more even throughout their homes (71%) and effect that program upgrades can have o...

AI summary The text discusses customer feedback on home comfort improvements from energy efficiency upgrades, noting that even temperature distribution and reduced drafts were commonly reported. It also highlights the effectiveness of specific measures such as electronic thermostats and high-efficiency heat pumps, while identifying less effective measures like hot air furnaces.

ductless mini split heat pumps, and electric water heater tank insulation. NMR Evaluation of 2010 DSM Programs Executive Summary Page 35

AI summary The document evaluates the 2010 Demand Side Management (DSM) programs, focusing on initiatives such as ductless mini split heat pumps and electric water heater tank insulation. NMR is mentioned as an entity involved in the evaluation.

NMR Evaluation of 2010 DSM Programs Executive Summary Page 35

AI summary The document provides an evaluation of the 2010 Demand Side Management (DSM) programs, focusing on their effectiveness and outcomes.

Program Finding Recommendation EnerGuide EEH-F14. EEH-R14. Existing NMR found that the program was double counting savings for a The new program should remove the potential for double counting Houses number of measures. Any of the five hea...

AI summary The EnerGuide Existing Houses Program was found to have double-counted savings for certain measures. The recommendation suggests removing double-counting by applying prescriptive savings only to measures that do not affect EnerGuide ratings or energy consumption in HOT2000 models.

point system, not through prescriptive savings estimates. EEH-F15. EEH-R15. There are different savings estimates for every prescriptive measure The new program should consider coordinating with any new that is sponsored by the existing an...

AI summary The text discusses variations in prescriptive savings estimates between existing and new houses programs, highlighting discrepancies such as those for water heater tank insulation and programmable thermostats. It also emphasizes the need for clarity in how savings estimates are developed and the assumptions used in the tracking database for program evaluation.

NMR Evaluation of 2010 DSM Programs Executive Summary Page 36

AI summary The document provides an evaluation of the 2010 Demand Side Management (DSM) programs. It highlights the effectiveness and outcomes of these programs in promoting energy efficiency and demand management.

areas through increased efficiencies of time and travel expenses. LIH-F3. LIH-R3. One in three respondents (34%) to the participant survey reported first Consider increasing targeted media advertising of the program. learning about REAP fr...

AI summary The evaluation of the 2010 DSM programs highlights that outreach activities, such as letters and direct telephone contact, were the primary means through which participants learned about the program. However, customer awareness was low, and there was a recommendation to increase targeted media advertising to improve recruitment and awareness.

NMR Evaluation of 2010 DSM Programs Executive Summary Page 37

AI summary The document provides an evaluation of the 2010 Demand Side Management (DSM) programs, focusing on their effectiveness and outcomes.

respondents noticed fewer drafts (80%) and consistent temperatures throughout the house (79%). LIH-F7. LIH-R7. Nearly all of the respondents (97%) also reported that they would As an additional participant recruiting mechanism, the program...

AI summary The evaluation of the 2010 DSM programs indicates high satisfaction among participants, with most reporting consistent temperatures and willingness to recommend the program. The DSM Administrator's collaboration with SNSMR was effective in identifying income-eligible households for the Heating Assistance Rebate Program.

NMR Evaluation of 2010 DSM Programs Executive Summary Page 38

AI summary The document provides an evaluation of the 2010 Demand Side Management (DSM) programs, focusing on their performance and outcomes. It highlights key findings and considerations related to the effectiveness of these programs in promoting energy efficiency and reducing demand.

NMR Evaluation of 2010 DSM Programs Executive Summary Page 39

AI summary The document provides an evaluation of the 2010 Demand Side Management (DSM) programs, focusing on their effectiveness and outcomes.

Program Finding Recommendation Low LIH-F12. LIH-R12. Income The LIH the program is not consistently referred to by the same name The DSM Administrator should establish a single name for the Households throughout the program delivery proces...

AI summary The Low Income Households (LIH) program faces challenges with inconsistent naming, leading to customer confusion and misbranding. Additionally, the reduction in Delivery Agents in 2010 has raised concerns about resource sufficiency for program delivery.

re sufficient unsuccessful in the bidding process was taken over by two of the three to carry out the program as designed. Delivery Agents. LIH-F14. LIH-R14. The Delivery Agents reported that the protocol for replacing The DSM Administrato...

AI summary The text discusses challenges in a program's delivery, including difficulties in replacing refrigerators and freezers due to burdensome protocols and the need for updated guidelines. It also mentions the separation of audit scopes to improve cost-effectiveness and the importance of involving Delivery Agents in program design changes.

ivery Agents would perspective. Include the Delivery Agents in the determinations identify and record the homes with the greatest potential energy regarding making such a change. savings from Scope I measures. NMR Evaluation of 2010 DSM Pr...

AI summary The text discusses the inclusion of Delivery Agents in determining homes with the greatest potential energy savings from Scope I measures, and references an evaluation of 2010 DSM programs.

NMR Evaluation of 2010 DSM Programs Executive Summary Page 40

AI summary The document provides an evaluation of the 2010 Demand Side Management (DSM) programs, focusing on their effectiveness and outcomes. It outlines key findings and insights from the assessment.

Program Finding Recommendation Low LIH-F16. LIH-R16. Income As reported in the 2009 evaluation, the LIH program tracking The DSM Administrator should introduce a unique identifier as Households information did not include a unique identifi...

AI summary The Low Income Households (LIH) program lacks unique identifiers for participants, leading to inefficiencies. Delivery Agents submit multiple invoices for home upgrades, increasing administrative burden. The recommendation includes assigning unique identifiers early and consolidating invoices to streamline processes.

LIH-R18. The communication lines stayed open between the Outreach Agent and Integrate Outreach and Delivery Agents as full partners in program the participants they recruited, but not between the participants and delivery. Establish a feed...

AI summary Outreach and Delivery Agents faced communication challenges with CNS and the DSM Administrator, including lack of feedback loops and access to application status. The DSM Administrator used inconsistent data formats and spreadsheets for tracking program participation.

in varying formats. Furthermore, the DSM Administrator also used a can also be accessed by Delivery Agents. spreadsheet to maintain and track program participation records. NMR Evaluation of 2010 DSM Programs Executive Summary Page 41

AI summary The document discusses the management and tracking of program participation records through a spreadsheet used by the DSM Administrator, which can also be accessed by Delivery Agents. It references the Evaluation of 2010 DSM Programs Executive Summary.

NMR Evaluation of 2010 DSM Programs Executive Summary Page 41

AI summary The document provides an evaluation of the 2010 Demand Side Management (DSM) programs, focusing on their effectiveness and outcomes.

consumers on continued energy efficient information from the energy audit, there was a change in their behavior practices offers a payback in energy savings long after a customer with regard to their use of energy at home: 51% now turn off...

AI summary The program has achieved high overall satisfaction (90%) with participants reporting behavioral changes and increased interest in energy efficiency. However, satisfaction with specific aspects like energy conservation measures, presentations, and work quality declined between 2009 and 2010. Participants recommended improving the quality of work as a key area for improvement.

one out of four respondents (24%) offered a recommendation to improve the program, the top recommendation offered by respondents was to improve the quality of work (5%). NMR Evaluation of 2010 DSM Programs Executive Summary Page 42

AI summary One out of four respondents (24%) offered a recommendation to improve the program, with the top recommendation being to improve the quality of work (5%).

NMR Evaluation of 2010 DSM Programs Executive Summary Page 42

AI summary This document provides an evaluation of the 2010 Demand Side Management (DSM) programs, focusing on their effectiveness and outcomes.

Program Findings Recommendations Efficient PD:CFL-F1. PD:CFL-R1. Products – With the approaching phase-out of incandescent bulbs in 2012, the PD The DSM Administrator should start paring back on incentives for Retail program will need to d...

AI summary The Efficient Products – Retail Program (Power Down - CFLs) found that the program fell short of its 2010 goal of specialty CFL sales, with regular CFLs dominating. The program discontinued in-store giveaway events, which were previously effective. Recommendations include reducing incentives for regular CFLs and increasing education on specialty CFLs.

as a strength of the program since they offered a good opportunity for for specialty CFLs. consumers to try specialty CFLs and triggered a call to action for consumers. In addition, program staff believed these events may have even sparked...

AI summary The evaluation highlights that specialty CFL events provided an opportunity for consumers to try specialty CFLs and triggered a call to action, potentially leading to additional sales of CFLs. This was viewed as a strength of the program.

NMR Evaluation of 2010 DSM Programs Executive Summary Page 43

AI summary The document provides an evaluation of the 2010 Demand Side Management (DSM) programs, focusing on their effectiveness and impact.

Program Findings Recommendations Efficient PD:CFL-F3. PD:CFL-R3. Products – A number of program and non-program factors indicate that there is The PD program should work with retailers to develop/expand Retail likely to be a substantial ne...

AI summary The text discusses the need for improved CFL disposal and recycling in Nova Scotia due to increased adoption of CFLs and the 2012 phase-out of incandescent bulbs. It recommends developing recycling locations and collecting baseline data, as well as considering an incandescent bulb bounty program.

NMR Evaluation of 2010 DSM Programs Executive Summary Page 44

AI summary The document provides an evaluation of the 2010 Demand Side Management (DSM) programs, focusing on their effectiveness and outcomes.

Program Findings Recommendations Efficient PD:CFL-F7. PD:CFL-R7. Products – In both 2008 and 2009, based on feedback from program staff and The DSM Administrator should build on its 2010 marketing efforts Retail retailers, NMR recommended...

AI summary The report evaluates the marketing approach of the Efficient Products – Retail Program (Power Down) in Nova Scotia. It highlights that the 2010 branding and outreach strategy, which included direct mail, radio, newspaper ads, and in-store signage, significantly increased program awareness and recall compared to 2008 and 2009. The recommendation is to build on these efforts and develop a long-term branding strategy for continued success.

PD:CFL-R8. During an on-site store visit by an NMR representative, it was difficult To the extent possible, the program should reach agreements with to tell which specific items were discounted, especially for dimmers. participating retail...

AI summary The evaluation of the 2010 DSM programs highlights challenges in ensuring consistent signage and advertising for energy-efficient products, such as CFLs, due to varying practices among retailers. NMR representatives noted difficulties in identifying discounted items and the lack of standardized informational content on product tags.

NMR Evaluation of 2010 DSM Programs Executive Summary Page 45

AI summary The document provides an evaluation of the 2010 Demand Side Management (DSM) programs. It outlines the objectives, implementation, and outcomes of these programs, focusing on their impact on energy efficiency and customer participation.

Program Findings Recommendations Efficient PD:F&C, APP-F1. PD:F&C, APP-R1. Products – While lighting products are often purchased in the fall, major Consider starting the program earlier in the year, to avoid Retail appliances such as refr...

AI summary The Efficient Products – Retail Program (Power Down – Fixtures, Controls & Appliance) findings highlight that major appliances are often purchased when existing ones fail or during home remodeling, not at year-end. Retailers suggest starting the program earlier to avoid holiday season conflicts and recommend advance notice for product stock preparation and promotion.

supply of the rebated products, notifying the retailers early allows them to promote the program in the local media. PD:F&C, APP-F3. PD:F&C, APP-R3. Some retailers believe the program would have benefited from more The program should consi...

AI summary The evaluation of the 2010 DSM programs highlights the need for more targeted local marketing and in-store events to increase customer awareness and participation. Retailers suggest that earlier promotion and better signage could have improved the program's effectiveness.

NMR Evaluation of 2010 DSM Programs Executive Summary Page 46

AI summary The text is the executive summary of an evaluation of 2010 DSM (Demand Side Management) programs. It is part of a regulatory proceeding in Nova Scotia, likely related to assessing the effectiveness and impact of these energy efficiency programs.

onducted evaluation estimated high free-ridership rates for both Free-ridership rates can be lowered by rebating higher efficiency Retail the refrigerators (72%) and the clothes washers (85%) rebated through appliances only, such as models...

AI summary The evaluation found high free-ridership rates for refrigerators and clothes washers in the PD program, suggesting many purchases would have occurred without the program. Strategies like rebating higher efficiency appliances and offering package deals are suggested to reduce free-ridership. Independent retailers joined the program late but achieved significant sales.

ge of sales. supply of the rebated products, notifying the retailers early allows them to promote the program in the local media. NMR Evaluation of 2010 DSM Programs Executive Summary Page 47

AI summary The text discusses the evaluation of 2010 Demand Side Management (DSM) programs, emphasizing the importance of early notification to retailers for promoting rebated products through local media.

NMR Evaluation of 2010 DSM Programs Executive Summary Page 47

AI summary This section provides an overview of the evaluation of the 2010 Demand Side Management (DSM) programs, focusing on their performance and outcomes.

Program Finding Recommendation Appliance ARR-F1. ARR-R1. Retirement Around four out of five respondents who retired each appliance type Appliances picked up by any future program have the potential to & Replace- (76% for refrigerators; 79%...

AI summary The Appliance Retirement Program achieved its savings goals despite high free ridership. Most appliances replaced were in regular use, and the program had a 66% free ridership rate. Recommendations include expanding the program and improving screening to reduce free ridership.

The DSM Administrator should consider freezers were replaced. Approximately one-half of the respondents the implications of appliance replacements when considering the who removed a refrigerator (56%) or freezer (50%) and three-quarters co...

AI summary The Appliance Retirement Program is praised for its ease of enrollment and unique offering. Customers found it easy to enroll, and the program provides a valuable service by picking up and recycling appliances, which is not commonly available elsewhere without cost.

use or costs. However, it is important to note that the program incentive also was an important motivation cited particularly by those who retired freezers and dehumidifiers. ARR-F6. ARR-R6. The single most influential factor influencing c...

AI summary The program's removal and recycling services were the most influential factor in customer participation, while incentives had less impact. There is a suggestion to reduce incentive amounts and consider bundling pickups with larger appliances to improve cost-effectiveness.

NMR Evaluation of 2010 DSM Programs Executive Summary Page 49 Program Finding Recommendation Appliance ARR-F7. ARR-R7. Retirement Respondents with a secondary refrigerator or a freezer were asked When developing its incentive structure, an...

AI summary The evaluation of 2010 DSM programs found that most respondents who removed a spare refrigerator or freezer did not find it necessary, with 91% reporting no drawbacks after disposal. The recommendation suggests future program design should consider the varying importance of secondary appliances to customers.

ARR-F8. ARR-R8. The appeal of the Appliance Retirement Program lies in the ease with Any future program design should seek to replicate these program which customers can enroll as well as the relative uniqueness of its elements that were i...

AI summary The Appliance Retirement Program is praised for its ease of enrollment and unique offering, with participants citing convenience and incentives as key motivators. The program's pickup and recycling services, along with financial incentives, were particularly effective in encouraging participation, especially for refrigerators, freezers, and dehumidifiers.

or costs. However, it is important to note that the program incentive also was an important motivation cited particularly by those who retired freezers and dehumidifiers. NMR Evaluation of 2010 DSM Programs Executive Summary Page 50

AI summary The evaluation of the 2010 DSM programs highlights the importance of program incentives in motivating participants, particularly in the retirement of freezers and dehumidifiers. NMR is identified as a key entity involved in the proceeding.

NMR Evaluation of 2010 DSM Programs Executive Summary Page 50 Program Finding Recommendation Appliance ARR-F10. ARR-R10. Retirement The single most influential factor influencing customers‘ decision to Any future program design should cons...

AI summary The evaluation of the 2010 Appliance Retirement & Replace Program found that removal and recycling services were the most influential factor in customer participation. Incentives had lower influence, and there was mixed sentiment regarding the necessity of secondary appliances like freezers and refrigerators after disposal.

moved a freezer thought it was necessary. In addition, the vast majority of respondents (91%) said they had experienced no drawbacks after having disposed of their appliance. NMR Evaluation of 2010 DSM Programs Executive Summary Page 51

AI summary The evaluation of 2010 DSM programs shows that 91% of respondents reported no drawbacks after disposing of their appliances, indicating a high level of satisfaction with the program's outcomes.

NMR Evaluation of 2010 DSM Programs Executive Summary Page 51

AI summary The document provides an evaluation of the 2010 Demand Side Management (DSM) programs, focusing on their effectiveness and outcomes.

Program Finding Recommendation Appliance ARR-F12. ARR-R12. Retirement The Appliance Retirement Program included a number of Close planning and coordination, and clear lines of internal & Replace- organizations that had to work together to...

AI summary The Appliance Retirement Program faced communication challenges among multiple organizations involved in its delivery. The DSM Administrator extended the program without adequately informing contractors, leading to lower participation in the second phase. Clear internal communication protocols and early stakeholder engagement are recommended.

levels in the second phase of the program. ARR-F13. ARR-R13. The appliance replacement participant interviewed said that she The combination of removal services and incentives offered by the targeted for replacement those refrigerators tha...

AI summary The text discusses participant motivations in the appliance replacement phase of a DSM program, highlighting factors like age of appliances, utility bill responsibility, and incentives such as rebates and removal services. The participant emphasized the effectiveness of bundled services and incentives in encouraging participation.

NMR Evaluation of 2010 DSM Programs Executive Summary Page 52

AI summary The document provides an evaluation of the 2010 Demand Side Management (DSM) programs. It outlines key findings and outcomes related to the effectiveness and impact of these programs.

ntial had a limited target for the number of refrigerators to be replaced. opportunities in the multi-family sector: Program promotions consisted solely of cold calls to potential  Affordable housing property owners. This may be one the e...

AI summary The pilot program had a limited target for refrigerator replacements and lacked effective engagement with the multi-family sector. Opportunities include targeting affordable housing property owners and bundling incentives for appliance replacements. Split incentives are a common barrier in the multi-family market, and education on non-energy benefits could help mitigate this.

Group, Inc. 50-2 Howard Street, Somerville, MA 02144 Phone: (617) 284-6230 Fax: (617) 284-6239 www.nmrgroupinc.com Evaluation of 2010 Power Down Program

AI summary The document presents an evaluation of the 2010 Power Down Program, which aimed to reduce energy consumption through demand-side management initiatives. It likely includes an analysis of program effectiveness, participant engagement, and outcomes related to energy efficiency and cost savings.

............................................. 5 1.3.1 APP: Program Theory ..............................................................................................................................5 1.3.2 APP: Program Logic Model .........

AI summary The document outlines the structure of an impact evaluation for energy efficiency programs, focusing on components such as Compact Fluorescent Lamps (CFLs), energy star qualified indoor light fixtures, and various control devices like programmable thermostats and timers. It includes sections on program theory, logic models, and estimated energy savings.

.................................................................................. 21 3.2.4 Dimmer Switches ......................................................................................................................................

AI summary The text outlines sections of an impact evaluation report, focusing on fixtures, controls, and appliance rebates. It discusses gross and net impacts, free-ridership, and spillover effects related to energy efficiency programs. Sections include dimmer switches, power bars, and ENERGY STAR appliances.

.................... 55 5.11.3 CFL Purchase Plans ............................................................................................................................... 60 5.12 SATISFACTION ...........................................

AI summary The document outlines various sections related to program evaluations, including fixtures and controls, appliances, and satisfaction metrics. It discusses methodology, retailer participation, and program impact on product sales, as well as demographic and satisfaction data.

.......................................................................................................................... 82 7.2 PROGRAM GOALS AND DESIGN .......................................................................................

AI summary The document outlines program goals and design, focusing on rebate processing, retailer participation, program impact on product sales, and retailer experience and satisfaction. It also references appendices for displaced wattage validation calculations and questionnaire guides.

Tables TABLE 1: 2010 PROGRAM ENERGY SAVINGS ESTIMATES.........................................................................II TABLE 2-1: ENERGY AND DEMAND SAVINGS ESTIMATION PARAMETERS ....................................... 10 TABLE 2-...

AI summary The text presents a series of tables that outline energy savings estimates and evaluations for various programs and measures. The tables include data on energy and demand savings, estimation parameters, tracked savings, and free-ridership estimation questions. These tables are likely used for assessing the effectiveness of energy efficiency initiatives.

...................... 93 TABLE 7-22: SATISFACTION WITH SPECIFIC ASPECTS OF PROGRAM – CHAIN AND INDEPENDENT RETAILERS .................................................................................................................. 94 NMR...

AI summary The text includes tables and figures related to customer satisfaction, program aspects, and energy efficiency initiatives, such as the Power Down program and CFLs (Compact Fluorescent Lamps). It references energy efficiency measures, lighting equivalents, and program impact assessments.

N FIXTURES & CONTROLS LOGIC MODEL ...................................................4 FIGURE 1-3: POWER DOWN APPLIANCE REBATES LOGIC MODEL ........................................................8 NMR Evaluation of 2010 Power Down Program...

AI summary The document evaluates the 2010 Power Down Program, focusing on its logic models and fixtures and controls. The evaluation likely includes an analysis of program effectiveness, implementation, and outcomes related to energy efficiency and demand-side management.

..8 NMR Evaluation of 2010 Power Down Program Page I

AI summary The document evaluates the 2010 Power Down Program, focusing on its effectiveness and impact. It provides an overview of the program's objectives, implementation, and outcomes related to energy efficiency and conservation efforts.

Executive Summary This report presents the results of the process and impact evaluations of the Efficient Products Retail program which was marketed under the name Power Down (PD). NMR Group, Inc. (NMR) conducted the evaluation. In 2010, t...

AI summary This report evaluates the Efficient Products Retail program (Power Down) in Nova Scotia, covering products like CFLs, light fixtures, and appliances. NMR Group conducted the evaluation, assessing program implementation through interviews and surveys with participants, non-participants, and retailers.

n-depth interviews with DSM Administrator staff and implementation contractors as well as telephone surveys with 16 store managers, including nine with chain retailers and seven with independent retailers. All the interview guides and surv...

AI summary The evaluation of the 2010 Power Down Program involved interviews and surveys to assess program impact. Net participant sales were estimated using a difference-of-differences approach, incorporating data from prior studies. Energy savings estimates were derived using databases like CALMAC and CEE, and included factors such as line losses and interactive heating effects.

l Executive Summary of the evaluation of all of DSM Administrator‘s 2010 Demand Side Management programs. 4 http://oee.nrcan-rncan.gc.ca/regulations/bulletin/general-service-lamps-dec08.cfm?attr=4 NMR Evaluation of 2010 Power Down Program...

AI summary This document provides an executive summary of the evaluation of the 2010 Demand Side Management (DSM) Administrator's programs, focusing on the Power Down Program. It highlights key findings and outcomes of the evaluation process.

-dec08.cfm?attr=4 NMR Evaluation of 2010 Power Down Program Page III

AI summary The document evaluates the 2010 Power Down Program, focusing on its effectiveness and impact. It discusses program design, implementation, and outcomes, providing insights into energy efficiency initiatives.

its sources for achieving energy efficiency goals by expanding the range of energy efficiency measures that it incentivized. At the retail level, these other energy efficiency measures included ENERGY STAR indoor light fixtures, programmab...

AI summary The document discusses the effectiveness of various energy efficiency measures within the Power Down program. It highlights that while other energy efficiency products like programmable thermostats and ENERGY STAR appliances are incentivized, they are infrequently purchased due to high costs and long lifespans. In contrast, CFLs remain the primary source of energy savings. NMR believes the PD program will struggle to achieve similar savings from these other products.

difficult for the PD program to have these other retail products provide anywhere near the energy savings that were derived from the CFLs. Under these circumstances, NMR believes that the PD program should consider the following steps to h...

AI summary NMR suggests steps to mitigate the impact of removing regular CFLs from the PD program, including focusing on specialty CFLs, incandescent bounty programs, LED rebates, consumer education, and promoting energy-efficient appliances. The evaluation of the program's free ridership highlights limitations in rebate timing and the net-to-gross ratio for certain products.

m provided rebates only in two months of the year, limiting the ability of the program to build momentum and draw in consumers other than those who had been planning to purchase the products anyway. NMR Evaluation of 2010 Power Down Progra...

AI summary The 2010 Power Down Program provided rebates only during two months of the year, which limited its ability to build momentum and attract consumers beyond those already planning to purchase energy-efficient products.

CFL Component CFL sales through the PD program continued to increase in 2010. Notably, there was a significantly higher incidence of program participants in 2010 (31%) than in 2009 (17%). Actual sales data on program purchases revealed an...

AI summary The PD program saw increased CFL sales in 2010, but the goal for CFLs dropped significantly compared to previous years. The promotion of specialty CFLs declined, and the net-to-gross ratio increased, indicating more spillover effects. Sales of fixtures and controls were largely driven by market demand rather than the program.

ed in the absence of the PD program. As noted previously, this may be due to the characteristics of fixtures and controls as products that are typically purchased only if needed. The PD program should consider focusing instead on new const...

AI summary The 2010 Power Down Program's effectiveness in promoting energy-efficient fixtures and controls may be limited due to their purchase being driven by need rather than marketing. The program saw high awareness, partly due to the inclusion of more products. However, data on specialty CFLs from 2008 was not available and was estimated instead.

esponses. NMR Evaluation of 2010 Power Down Program Page V Appliance Rebates Component As with fixtures and controls, retailers interviewed reported that the majority of refrigerator and clothes washer sales would likely have taken place i...

AI summary The 2010 Power Down Program's appliance rebate component faced challenges due to high free-ridership. Retailers indicated that most appliance sales would have occurred regardless of the program. To improve effectiveness, the DSM Administrator could rebate Tier 3 appliances and offer packaged rebates for multiple efficient appliances. A year-round program may be more effective to align with customer purchasing behavior.

sed on this, it may make sense to consider establishing a year-round program in order to encourage purchases of energy efficient appliances at the time customers are in the market.

AI summary The text suggests establishing a year-round program to encourage customers to purchase energy-efficient appliances when they are in the market for such products.

Findings and Recommendations for CFLs Findings Recommendations PD:CFL-F1. PD:CFL-R1. With the approaching phase-out of incandescent bulbs in 2012, the The DSM Administrator should start paring back on incentives for PD program will need to...

AI summary The PD program fell short of its 2010 goal of 30% specialty CFL sales, prompting recommendations to reduce regular CFL rebates and increase incentives for specialty CFLs. Discontinued in-store giveaway events were identified as a program strength, and their reinstatement is recommended to boost specialty CFL adoption.

a call to action for consumers. In addition, program staff believed these events may have even sparked additional sales of CFLs. PD:CFL-F3. PD:CFL-R3. A number of program and non-program factors indicate that there The PD program should wo...

AI summary The text discusses the need for increased education and recycling programs for CFLs in Nova Scotia, driven by high adoption rates and the phase-out of incandescent bulbs. It highlights the importance of developing baseline data and working with retailers to expand recycling options.

NMR Evaluation of 2010 Power Down Program Page VI

AI summary The document evaluates the 2010 Power Down Program, focusing on its implementation and effectiveness in reducing energy consumption.

ge and behaviors. This can help understand and clarify the stage of the market on the diffusion curve for energy efficient lighting. PD:CFL-F7. PD:CFL-R7. In both 2008 and 2009, based on feedback from program staff and The DSM Administrato...

AI summary The 2010 Power Down program saw significant improvements in awareness and recall due to enhanced marketing efforts, including direct mail, radio, and in-store promotions. The program was rebranded and integrated with promotions for light fixtures and appliances, leading to higher engagement among both participants and non-participants.

NMR Evaluation of 2010 Power Down Program Page VII Findings and Recommendations for CFLs Findings Recommendations PD:CFL-F8. PD:CFL-R8. During an on-site store visit by an NMR representative, it was To the extent possible, the program shou...

AI summary An on-site store visit by an NMR representative found inconsistencies in signage and advertising for the 2010 Power Down Program, particularly for CFLs. Retailers had adapted product tags and signage to their own practices, leading to a lack of consistency. The recommendation is to establish minimum requirements for informational content in displays.

Findings and Recommendations for Fixtures, Controls, and Appliances Findings Recommendations PD:F&C, APP-F1. PD:F&C, APP-R1. While lighting products are often purchased in the fall, major Consider starting the program earlier in the year,...

AI summary The document discusses findings and recommendations related to the timing and implementation of a program for fixtures, controls, and appliances. Key points include the need to start the program earlier in the year to avoid conflicts with the holiday season and the importance of providing retailers with advance notice to ensure product availability and effective promotion.

PD:F&C, APP-R3. Some retailers believe the program would have benefited from The program should consider increased targeted, local area more extensive marketing including: more advertising in smaller marketing and visits from program repre...

AI summary The Power Down program had high name recognition but may have lacked clear connections between the program and local products. Retailers suggested more targeted marketing, including local advertising, better signage, and in-store events, to improve participation.

NMR Evaluation of 2010 Power Down Program Page VIII Findings and Recommendations for Fixtures and Controls Findings Recommendations PD:F&C-F1. PD:F&C-R1. This study estimated high free ridership rates for all of the The program should cons...

AI summary The 2010 Power Down Program had high free ridership rates for fixtures and controls, suggesting many rebated sales would have occurred without the program. Recommendations include dropping small products with high free ridership and focusing on new construction and major renovations.

adequate supply of the rebated products, notifying the retailers early allows them to promote the program in the local media. NMR Evaluation of 2010 Power Down Program Page 1 1 Program Description This section presents the program descript...

AI summary The document outlines the Power Down program (PD) and its three components: CFLs, light fixtures and controls, and appliances. It emphasizes the importance of notifying retailers early to ensure an adequate supply of rebated products and promote the program locally.

wer Down program, we have divided the program description, program theory, and logic model into three distinct program components:  CFLs;  Light fixtures and controls  Appliances 1.1 CFL: Program Description The 2010 Power Down program...

AI summary The 2010 Power Down program offered discounts on ENERGY STAR®-qualified CFLs, light fixtures, and appliances. Administered by the implementation contractor, it was promoted through various channels, including in-store signage, radio spots, and online resources, but did not include in-store events or an educational component.

rovided on the DSM Administrator‘s and CNS‘s websites, associate training, and associate contests. Unlike in 2008 and 2009, the program did not include any in-store events or an educational component. 1.1.1 CFL: Program Theory The program...

AI summary The 2010 Power Down (PD) program focused on promoting Compact Fluorescent Lamps (CFLs) through revised program theory and logic models. The program aimed for market saturation of CFLs in Nova Scotia, with high adoption rates already observed prior to the program's implementation.

usage in the province: 80% of NMR Evaluation of 2010 Power Down Program Page 2

AI summary The document evaluates the 2010 Power Down Program in Nova Scotia, focusing on its effectiveness and impact on energy usage in the province, where 80% of usage is accounted for.

residential customers said they used CFLs.8 Therefore, the CFL component of the PD program aims to encourage customers to ―think beyond the mini-twister‖ and learn that there are specialty CFL bulbs for almost every application in the hous...

AI summary The PD program aims to encourage residential customers to use ENERGY STAR-qualified CFLs by offering incentives through retail partnerships. In 2010, the program shifted strategies to provide discounts for all ENERGY STAR-qualified CFLs, regardless of type or pack size, and worked with retailers to promote in-store marketing and educational events.

ocessing required since retailers can provide one invoice for all POS rebates. The PD program provides coupons for stores where discounts cannot be automatically rung up at the cash register.  Customer education and outreach. The PD progr...

AI summary The Power Down (PD) program uses coupons and marketing to promote energy-efficient lighting, particularly CFLs. It collaborates with retailers and uses various outreach methods to raise awareness and encourage purchases. The program assumes that marketing efforts will lead to increased sales and installations of energy-efficient products.

ency Study. Submitted, November 2007 NMR Evaluation of 2010 Power Down Program Page 3

AI summary The document presents an evaluation of the 2010 Power Down Program, submitted to the Nova Scotia Utility Board in November 2007. It discusses the program's effectiveness and outcomes, likely as part of a regulatory proceeding.

 Installation. The CFLs purchased through the program will be installed in residential homes in Nova Scotia.  Availability of CFLs. The above strategy and projections for uptake are based on retailers having sufficient CFL bulbs availabl...

AI summary The PD program aims to promote the installation of energy-efficient CFLs in Nova Scotia homes through retailer partnerships and customer outreach. Key barriers include awareness, saturation of CFLs, and retailer engagement. Short-term outcomes include discounted CFLs, customer awareness, and energy savings.

by the program, customers purchase ENERGY STAR CFLs.  Energy savings and bill reductions. Energy savings are achieved when customers install CFLs in their homes. Mid-Term Outcomes  Participants are more knowledgeable about energy efficie...

AI summary The Power Down Program encourages customers to purchase ENERGY STAR CFLs, leading to energy savings, increased knowledge about energy efficiency, and greater demand for energy-efficient lighting. Retailers also recognize the demand and view energy efficiency programs as business opportunities.

programs and promote energy efficiency. NMR Evaluation of 2010 Power Down Program Page 4 Long-Term Outcomes  Improved availability of energy efficient equipment. Increased understanding of the benefits of energy efficiency and the sustain...

AI summary The document evaluates the 2010 Power Down Program, focusing on long-term outcomes such as increased availability of energy-efficient equipment, residential adoption of energy-efficient practices, and sustained energy savings. It includes a logic model for the CFL component of the program.

1-1: Power Down CFLs Logic Model NMR Evaluation of 2010 Power Down Program Page 1 1.2 F&C: Program Description The Light Fixtures and Controls (F&C) portions of the 2010 Nova Scotia Power Down (PD) program began on October 1st 2010 and ran...

AI summary The 2010 Power Down (PD) program's Light Fixtures and Controls (F&C) portion aimed to achieve annual energy savings through the promotion of energy-efficient products. The program exceeded its projections, with significant rebate sales for various energy-efficient items.

rmostats for electric baseboard heaters (single and multi-packs), 524 indoor lighting timers, 2,139 heavy duty outdoor or pool timers, 221 power bars with integrated timers, and 3,781 dimmer switches.

AI summary The text lists the number of various energy-efficient devices distributed, including thermostats, timers, power bars, and dimmer switches, indicating efforts in demand-side management and energy efficiency programs.

1.2.1 F&C: Program Theory The program logic model and program theory for the PD program was revised for 2010. The program theory and logic model for the F&C components are included below. Program Background The F&C component of the PD prog...

AI summary The F&C component of the PD program aims to install energy-efficient fixtures and controls in every home in Nova Scotia. The program works with retailers to provide discounts and educational materials to promote energy efficiency. Incentives are offered at the point of sale to reduce the cost of purchasing energy-efficient products.

rs throughout Nova Scotia. Buying down the cost of fixtures and controls at POS has the advantage of making it easier for customers to receive their incentives and reduces the amount of processing required since retailers can provide one i...

AI summary The document discusses the Power Down (PD) program in Nova Scotia, highlighting how buying down the cost of fixtures and controls at the point of sale (POS) simplifies the process for customers to receive incentives and reduces administrative workload for retailers. The PD program provides coupons for stores where discounts cannot be automatically applied at the cash register.

y rung up at the cash register. NMR Evaluation of 2010 Power Down Program Page 2

AI summary The document is the evaluation of the 2010 Power Down Program, which is a demand-side management initiative aimed at reducing energy consumption.

 Customer education and outreach. The PD program designs and distributes marketing materials to increase awareness among residential customers. Marketing efforts include radio, print, in-store signage, mail drop and the Internet.  Collab...

AI summary The PD program focuses on customer education and outreach through various marketing channels, including radio, print, and in-store signage, and collaborates with retailers to promote energy efficiency. Key assumptions include retailer participation, effective marketing, and the availability of CFLs. Barriers include awareness and retailer engagement.

lack of interest in or knowledge of the program could lead to poor participation by retailers and poor sales of qualified fixtures and controls. Short-Term Outcomes  Discounted fixtures and controls available at participating retailers. A...

AI summary The Power Down program aims to increase participation in energy efficiency by offering discounts on qualified fixtures and controls through retailers. Outreach and marketing efforts ensure customer awareness, leading to purchases and energy savings. Retailers are trained to promote the program, and customers benefit from reduced bills.

stomers.  Sustained energy savings. As a result of increased supply and demand for energy efficient lighting equipment, sustained energy savings are achieved in the residential market. NMR Evaluation of 2010 Power Down Program Page 4 1.2....

AI summary The document discusses the 2010 Power Down Program, focusing on its logic model and the sustained energy savings achieved through increased supply and demand for energy-efficient lighting equipment in the residential market.

Power Down Fixtures & Controls Logic Model NMR Evaluation of 2010 Power Down Program Page 5

AI summary The document evaluates the 2010 Power Down Program, focusing on its logic model and the role of the Nova Scotia Utility Board (NMR) in its implementation.

1.3 APP: Program Description The Appliance Rebate portion (APP) of the 2010 Nova Scotia Power Down (PD) program began on October 1st 2010 and ran through the end of December 2010. The program was administered by the implementation contract...

AI summary The Appliance Rebate Program (APP) of the 2010 Nova Scotia Power Down (PD) program aimed to achieve energy savings through rebates for ENERGY STAR appliances. Initially targeting chain retailers, it was expanded to include independent retailers after protests. The program exceeded its targets, with over 2,000 refrigerators and washers sold, partly due to the extension into December.

e that even if the program had not been thus expanded and extended, it would have comfortably exceeded program targets based only on the sales of clothes washers at R11 alone during any single month of the program period. 1.3.1 APP: Progra...

AI summary The 2010 Power Down program's Appliance Rebate Program (APP) aimed to install energy-efficient appliances in Nova Scotia homes. It utilized retailer partnerships to offer rebates on ENERGY STAR refrigerators and clothes washers, with program activities focusing on retail support and education.

as invoicing for incentives. NMR Evaluation of 2010 Power Down Program Page 6

AI summary The document discusses the evaluation of the 2010 Power Down Program, focusing on the invoicing process for incentives. It is prepared by the Nova Scotia Utility Board (NMR).

 Incentives and rebates. The program provides point-of-sale (POS) discounts to offset the cost of purchasing ENERGY STAR refrigerators and clothes washers at retailers throughout Nova Scotia. Buying down the cost of these appliances at PO...

AI summary The program offers point-of-sale discounts for ENERGY STAR appliances, along with customer education and collaborative marketing efforts to increase awareness and adoption. It assumes retailer cooperation, effective marketing, and sufficient appliance availability to achieve its goals.

ve strategy and projections for uptake are based on retailers having sufficient ENERGY STAR refrigerators and clothes washers available for the Nova Scotia market. Program Barriers  Awareness. While it is not necessary that customers are...

AI summary The document discusses the challenges and strategies for the Power Down Program, including the need for retailers to stock ENERGY STAR appliances, awareness as a potential driver for participation, customer purchase readiness, and the role of retailers in program success. It also mentions short-term outcomes such as discounted appliances and retailer outreach.

s of energy efficiency to customers. NMR Evaluation of 2010 Power Down Program Page 7

AI summary The document evaluates the 2010 Power Down Program, focusing on its energy efficiency initiatives and their impact on customers.

 Customers are aware of the program. Customers are made aware of the available discounts through marketing materials, such as in-store signage and direct mailings. Customers may also learn about the program through collaborative marketing...

AI summary The program aims to increase awareness and adoption of ENERGY STAR appliances through marketing and discounts. Customers benefit from energy savings and bill reductions, while retailers recognize the demand for energy-efficient products and view energy efficiency as a business opportunity.

etailers look for more opportunities to leverage energy efficiency programs and promote energy efficiency. Long-Term Outcomes  Improved availability of energy efficient appliances. Increased understanding of the benefits of energy efficie...

AI summary The text discusses the long-term outcomes of energy efficiency programs, focusing on increased availability of energy-efficient appliances and sustained energy savings. It also outlines the evaluation of the 2010 Power Down Program, specifically the CFL component, and mentions the use of a difference of differences approach to estimate net energy savings.

ote that, since the discount was available only for ENERGY STAR-qualified CFLs, NMR adapted the questionnaire to determine the number of ENERGY STAR-qualified CFLs purchased and other CFL purchases. NMR Evaluation of 2010 Power Down Progra...

AI summary The NMR adapted its questionnaire to track ENERGY STAR-qualified CFL purchases for the Power Down Program. Using data from retailers, NMR validated New England's displaced wattage parameter for energy and demand savings calculations, finding it nearly identical to the calculated average of 47.87.

ed an average displaced wattage of 47.87—practically identical to the New England displaced wattage parameter of 45.7 Watts. Appendix A includes the displaced wattage validation calculations and data. Table 2-1: Energy and Demand Savings E...

AI summary The document discusses energy and demand savings estimation parameters for CFLs, including displaced wattage, net-to-gross ratio, and annual hours of use, referencing studies from New England and program records. It includes data on program sales and installation rates.

st-Year Estimated Energy and Demand Savings The first-year estimated energy and demand savings at the meter are calculated using the following formulas: First year energy savings calculations CFLs: 10 In the New England Markdown study, the...

AI summary The document outlines the calculation methodology for estimating first-year energy and demand savings from the 2010 Power Down Program, specifically focusing on CFLs. It includes formulas, line loss factors, and tables with energy and demand savings data at both the meter and generator levels.

tor (kW) 2,058 NMR Evaluation of 2010 Power Down Program Page 12 2.1.2 Lifetime Energy and Demand Savings Lifetime energy and demand savings are presented for three possible scenarios based on future availability of incandescent lamps in N...

AI summary The document evaluates the 2010 Power Down Program's lifetime energy and demand savings under three scenarios, considering the potential phase-out of incandescent lamps by 2012. Scenario one assumes no new standards, allowing the program to claim full lifetime savings from CFLs installed.

y that existing household stocks and stocks remaining in storage in distribution channels will mean that incandescent bulbs will be available through the life of CFLs installed in the 2008 program.‖ NMR Evaluation of 2010 Power Down Progra...

AI summary The document evaluates the 2010 Power Down Program under three scenarios for energy savings. The second scenario assumes new energy performance standards for general-service lamps in 2012, allowing only one year of savings. The third scenario assumes standards exclude specialty bulbs, resulting in different savings calculations for regular and specialty CFLs.

NMR Evaluation of 2010 Power Down Program Page 14 Scenario Three – Lifetime demand savings calculations In order to estimate the total savings at the generator, the NMR team applied a line loss factor of 11.88% to the meter-level energy sa...

AI summary The NMR team estimated total generator energy savings by applying a line loss factor of 11.88% to meter-level energy savings calculations for the first year and three lifetime savings scenarios under the 2010 Power Down Program.

or energy savings calculation NMR Evaluation of 2010 Power Down Program Page 15

AI summary The document is part of an evaluation of the 2010 Power Down Program by the Nova Scotia Utility Board (NMR). It appears to be on page 15 and discusses energy savings calculations related to the program.

2,058 Lifetime net energy savings at the generator – scenario three (MWh) 16,378 Lifetime net demand savings at the generator – scenario three (kW) 2,110 2.1.3 Interactive Effects For the 2010 evaluation, the NMR team sought to estimate th...

AI summary The NMR team evaluated the interactive effects of the CFL portion of the PD program in 2010. Interactive effects refer to changes in electrical use of other devices influenced by energy conservation measures. The evaluation used simplified engineering methods to estimate HVAC interaction impacts, assuming zero positive electric cooling interactive effects for conservatism.

an effort to be as conservative as possible, the positive electric cooling interactive effects were assumed to be zero. To calculate the heating interaction impacts the following formulas were used: NMR Evaluation of 2010 Power Down Progra...

AI summary The document evaluates the 2010 Power Down Program by calculating energy and demand savings with and without interaction effects between lighting and heating systems, using specific coefficients and assumptions, including a 30% rate of electrically-heated homes in Nova Scotia.

Scenario Two at the generator 2,058 9,561 1,976 9,130 Scenario Three at the generator 2,110 16,378 2,026 15,641 13 To be as conservative as possible the NMR team assumed a COP equivalent to that of an electric resistance heating system. 14...

AI summary The document evaluates the 2010 Power Down Program's fixtures and controls component, reviewing savings assumptions based on the Ontario Power Authority report and secondary research from CALMAC and CEE databases. The NMR team used these to assess the validity of the program's savings estimates.

that the average displaced wattage from the rebated fixtures was 50 Watts. Using the equation below, the NMR team developed annual gross per unit savings estimates for interior fixtures of 34 kWh. NMR applied the annual savings value ident...

AI summary The NMR report estimates that the Power Down Program resulted in 274,074 kWh of annual savings from rebated interior light fixtures, which is 73% lower than the program's tracking database. Differences are attributed to variations in bulb replacement assumptions, daily usage estimates, and in-service rate adjustments.

Page 19 Using the equations below we determined that the indoor light fixtures rebated through the program resulted in demand savings of 70.1 kW. (Table 3-1) Table 3-1: Tracked and Evaluated Savings—ENERGY STAR Qualified Indoor Light Fixtu...

AI summary The document discusses the evaluation of energy savings from the rebate program for ENERGY STAR qualified indoor light fixtures, noting demand savings of 70.1 kW. It references the OPA report for savings estimates and highlights the lack of secondary sources for controls measures.

avings estimates for any of the ―controls‖ measures rebated through the program. This section details the reports we reviewed, and outlines the assumptions made by the OPA for their savings estimates. 3.2.1 Programmable Thermostats for Ele...

AI summary The Nova Scotia Utility Board (NMR) evaluated the savings estimates for programmable thermostats in the Power Down Program. The program assumes 63.15 kWh/year savings per thermostat, but studies by Quantec and ODC estimated significantly higher values, such as 3,750 kWh and 814 kWh, respectively.

ram‘s current assumption of 63.15 NMR Evaluation of 2010 Power Down Program Page 20

AI summary The document evaluates the 2010 Power Down Program, focusing on its effectiveness and impact. It references the Nova Scotia Utility Board (NMR) and includes a figure related to an assumption of 63.15.

kWh, likely because these studies did not focus on programmable thermostats for electric baseboard heating.19 Electric baseboard heating is not nearly as common in the United States as it is in Canada, for this reason the results from the...

AI summary The document discusses the energy savings associated with programmable thermostats used with electric baseboard heating. It highlights that savings are lower compared to central heating systems and references the OPA report and PD program data to support the current assumption of 63.15 kWh savings per electric baseboard.

d 7,383 programmable thermostats between October and November of 2010, resulting in savings of 466,236 kWh—we believe these savings estimates are accurate and do not recommend any changes. (Table 3-2) Table 3-2: Tracked and Evaluated Savin...

AI summary The document evaluates the savings from 7,383 programmable thermostats installed between October and November 2010, reporting total savings of 466,236 kWh. It also discusses the savings assumptions for indoor light timers, citing the OPA report and confirming the current estimate is reasonable.

s Program. June 17, 2008. NMR Evaluation of 2010 Power Down Program Page 21 from five hours to two hours per day as a result of an indoor light timer. As the OPA notes, the savings from an indoor light timer are inherently behavioral, and...

AI summary The evaluation of the 2010 Power Down Program found that indoor light timers, which reduced usage from five to two hours per day, resulted in 114,756 kWh in savings. The OPA notes that these savings are behavioral, based on the assumption of reduced usage of a 200 Watt fixture. The evaluation team does not recommend changing these savings estimates.

Number of units 524 Savings per unit (kWh) 219 Total savings (kWh) 114,756 3.2.3 Outdoor/Heavy Duty Timers The NMR team reviewed two reports to determine whether or not the program‘s current savings estimate for heavy duty timers (for pool...

AI summary The NMR team evaluated the savings estimate for heavy duty timers used in pool pumps under the PD program. They reviewed reports from ADM (2002) and OPA (2010), finding that the OPA's assumptions about reduced operating time were reasonable. Based on this, the NMR suggests that the current savings estimate of 383.65 kWh per unit remains valid.

ggests that the tracked savings estimates remain the same. Between October and November of 2010, the PD program rebated 2,139 heavy duty timers resulting in program savings of 820,627 kWh. (Table 3-4) Table 3-4: Tracked and Evaluated Savin...

AI summary The Power Down (PD) program rebated 2,139 heavy duty timers and 3,781 dimmer switches, resulting in program savings of 820,627 kWh and 89,421 kWh, respectively. Savings estimates are based on assumptions about usage behavior and technology efficiency.

assume that the current program savings assumption of 23.65 kWh per unit is reasonable. The PD program rebated a total of 3,781 dimmer switches, resulting in program savings of 89,421 kWh. (Table 3-5) Table 3-5: Tracked and Evaluated Savin...

AI summary The PD program has rebated dimmer switches and power bars with integrated timers, achieving tracked energy savings. The savings assumptions for these programs are based on the OPA report, with specific values of 23.65 kWh per dimmer switch and 53.39 kWh per power bar. These assumptions are considered reasonable based on available data.

11,799 26 Entertainment electronics, computer equipment, lighting, and other electrical equipment all impacted the estimated savings for power bars with integrated timers. NMR Evaluation of 2010 Power Down Program Page 23 3.3 Gross Impacts...

AI summary The evaluation of the 2010 Power Down Program indicates that ENERGY STAR indoor qualified light fixtures provided the most savings, followed by outdoor/heavy duty timers, while power bars with timers and dimmer switches had the smallest impact on overall program savings.

221 12 13 12 13 0% timers Total 22,109 2,513 2,811 1,777 1,988 -29% We calculated the demand savings for controls by obtaining the ratio of all residential target peak demand savings to target energy savings for the Efficient Products—Reta...

AI summary The document discusses the calculation of demand savings for various energy efficiency measures under the Efficient Products—Retail Program. It uses the energy-to-demand ratio of 4.8 to determine demand savings for each category at the generator level, with total demand savings amounting to 420.4 kW and energy savings of 1,988 MWh.

3.4.1 Retail Survey Questions In order to determine the magnitude of free-ridership and spillover, retailers were asked a series of questions related to their sales of fixtures and controls before, during and after the Power Down program p...

AI summary The Nova Scotia Utility Board (NMR) conducted a retail survey to assess free-ridership and spillover effects from the Power Down program. Only measures with higher projected savings were included in the survey, while lower-saving measures like dimmer switches and thermostats were excluded from free-ridership estimation. Retailers were asked about sales trends and the impact of rebates on their sales.

same, lower, or higher. Retailers, who said that their sales would have been lower in the absence of the program, were asked to indicate the percentage that their sales would have been lower. As a final question, retailers were asked to ra...

AI summary The evaluation of the 2010 Power Down Program includes assessing the impact of the rebate on customer purchases and determining the percentage of sales that would have been lower without the program. Retailers were surveyed to gauge the importance of the rebate in influencing customer decisions.

r controls. NMR Evaluation of 2010 Power Down Program Page 25

AI summary The document evaluates the 2010 Power Down Program, focusing on its implementation and outcomes. It is part of a regulatory proceeding by the Nova Scotia Utility Board (NMR).

October-November 2010 than in October-November 2009 do you attribute to the Power Down program promotion and rebates? You just indicated that the percentage sales of [MEASURE CATEGORY] that qualified for the Power Down rebate was higher af...

AI summary The text consists of a series of questions directed at retailers regarding the impact of the Power Down program on the sales of specific energy efficiency measures. It explores the extent to which the program's rebates influenced sales, the duration of any follow-on effects, and the importance of rebates in customer purchasing decisions.

ge then is: 52.5% ÷ 75% = 70%. NMR Evaluation of 2010 Power Down Program Page 27 Spillover Only two respondents provided estimates of higher sales for outdoor timers after the program in December 2010 which they attributed at least partial...

AI summary The document evaluates the spillover effect of the 2010 Power Down Program on outdoor timer sales, using a formula to estimate the continuing impact of the program on sales in December 2010 compared to the pre-program period.

t-1 = Percent of higher sales in Xt+1 relative to Xt-1 attributed to program spillover impact The resulting absolute spillover percentage was subtracted from the estimated sales without the program. Case-by-Case Estimation Note, however, t...

AI summary The document discusses the evaluation of the 2010 Power Down Program, focusing on the estimation of free-ridership. It notes that some retailers provided inconsistent responses, leading to a 100% free-ridership estimate for those cases where sales were reported as unchanged pre- and during the program.

rship was estimated to be 100%. NMR Evaluation of 2010 Power Down Program Page 28

AI summary The document discusses the evaluation of the 2010 Power Down Program, noting that the participation rate was estimated to be 100%.

lower 40% 5 50% 71% 21% Overall Program 25% 66% 60% NMR Evaluation of 2010 Power Down Program Page 29

AI summary The document presents an evaluation of the 2010 Power Down Program, highlighting participation rates and program outcomes. It includes data on program effectiveness and performance metrics.

66% 60% NMR Evaluation of 2010 Power Down Program Page 29

AI summary The document evaluates the 2010 Power Down Program, focusing on its performance and outcomes. It provides a detailed analysis, including metrics such as 66% and 60%, which may relate to program effectiveness or participation rates.

% 76% NMR Evaluation of 2010 Power Down Program Page 30

AI summary The document evaluates the 2010 Power Down Program, focusing on its performance and impact. It includes data analysis and findings from the Nova Scotia Utility Board.

84% NMR Evaluation of 2010 Power Down Program Page 31

AI summary The document evaluates the 2010 Power Down Program, focusing on its implementation and outcomes. It is part of a regulatory proceeding by the Nova Scotia Utility Board (NMR).

er Down Program Page 32 The following tables show the final overall unweighted and weighted free-ridership for each measure. Table 3-15: Free-Ridership by Measure—Fixtures and Controls Free-ridership Measure Unweighted Weighted ES indoor l...

AI summary The document presents tables showing free-ridership rates for various energy efficiency measures under the Power Down Program, including indoor light fixtures, timers, and thermostats. It also provides net energy and demand savings for the Fixtures and Controls (F&C) components of the program in 2010.

and demand savings for the F&C components of the PD program in 2010. For the 2010 program year, the generator-level impacts are estimated at 1,071 MWh of energy savings and 225.7 kW of demand savings. Table 3-16: Fixture and Controls Energ...

AI summary The 2010 Power Down Program achieved estimated energy savings of 1,071 MWh and demand savings of 225.7 kW. The table provides a breakdown of savings by component, including indoor light fixtures, programmable thermostats, and timers. The net-to-gross ratio varies across components, with some achieving 100% efficiency.

225.7 1,071 NMR Evaluation of 2010 Power Down Program Page 33 4 Impact Evaluation: Appliance Rebates The Power Down program (PD) Appliance Rebate (APP) component ran from October 1st, 2010 through the end of December 2010. The program prov...

AI summary The evaluation of the 2010 Power Down Program's Appliance Rebate component assessed savings assumptions using databases like CALMAC and CEE. Savings estimates were based on the Ontario Power Authority's 2010 report, which provided product-specific savings estimates for rebated appliances.

rio Power Authority report titled ―2010 Prescriptive Measures and Assumptions.‖30 This is reasonable as the OPA report offers savings estimates for each of the products rebated through the PD program. 4.1.1 ENERGY STAR Refrigerators Accord...

AI summary The document discusses the evaluation of savings estimates for ENERGY STAR refrigerators rebated through the Power Down (PD) program, referencing studies and reports including the Ontario Power Authority (2010) and others. The Nova Scotia Utility Board (NMR) reviewed these sources to assess the reasonableness of the program's savings estimate.

33 This study was sponsored by Nova Scotia Power. 34 This study was prepared for the California Public Utilities Commission CPUC and sponsored by California‘s Investor-Owned Utilities (IOUs). NMR Evaluation of 2010 Power Down Program Page...

AI summary This study, sponsored by Nova Scotia Power and prepared for the California Public Utilities Commission, evaluated the savings from ENERGY STAR qualified refrigerators in the 2010 Power Down Program. The OPA and Mowris & Carlson reports were reviewed, and the OPA's estimate was used due to its reasonableness and lack of justification for change in the current savings estimate.

7 825 20% NMR Evaluation of 2010 Power Down Program Page 36 NMR calculated the demand savings for appliances and controls by obtaining the ratio of all residential target peak demand savings to target energy savings for the PD program. Thi...

AI summary NMR evaluated the 2010 Power Down Program by calculating demand savings using the energy-to-demand ratio from adjusted 2010 DSM Targets. The calculation resulted in 171.9 kW demand savings for appliances at the generator, as detailed in Table 4-4.

Jan-Sep 2010 Oct-Nov 2010 to Jan-Sep 2010 without Program ridership 50% 75% 90% 52.5% 70% In the above example, the retail store manager attributed the following as the percentage of additional sales due to the program: 90% (75% - 50%) = 9...

AI summary The text evaluates the 2010 Power Down Program by analyzing sales data and free-ridership percentages. It calculates that 70% of sales would have occurred without the program, and notes that spillover effects were not measured due to timing constraints. Some retailers reported 100% free-ridership as they claimed all customers would have purchased rebated measures regardless of the program.

dership was estimated to be 100%. NMR Evaluation of 2010 Power Down Program Page 38

AI summary The document discusses the evaluation of the 2010 Power Down Program, with NMR being the organization involved. The evaluation indicates a 100% participation rate in the program.

30% 4 35% 88% 18% 8 2% 75% 20% 5% 95% na lower 50% 5 6% 8% 2% 9 60% 70% 70% na 100% na lower 10% 5 60% 86% 18% 10 80% 90% 80% na 100% na lower 10% 4 80% 89% 6% Overall Program 58% 77% 72% NMR Evaluation of 2010 Power Down Program Page 39

AI summary This section presents a statistical evaluation of the 2010 Power Down Program, showing varying percentages across different categories. The data indicates program performance metrics, possibly related to participation, cost savings, or energy reduction outcomes.

77% 72% NMR Evaluation of 2010 Power Down Program Page 39

AI summary The document evaluates the 2010 Power Down Program, focusing on its performance and outcomes. The evaluation likely includes metrics such as participation rates and energy savings, with NMR being the primary organization involved.

gy and demand savings for the APP component of the PD program in 2010. For the 2010 program year, the generator-level impacts were estimated at 160 MWh of energy savings and 31.5 kW of demand savings. Table 4-9: Appliance Energy Savings Es...

AI summary The 2010 Power Down Program's appliance energy savings were evaluated, showing 160 MWh of energy savings and 31.5 kW of demand savings. The evaluation included interviews with program staff and residential customer surveys, with results used for both process and impact evaluations.

r and one interview in December with the implementation contractor‘s project manager. The interviews covered a variety of program- related topics, including program goals, program theory and delivery. 5.1.2 Residential Survey Seventy progr...

AI summary The residential survey identified 31% of participants in the CFL program, higher than previous years, indicating increased adoption. The survey, conducted by NMR's subcontractor, aimed to assess program effectiveness, including spillover effects and in-service rates for CFL purchases.

+9.8% Non-participant survey 260,023 70 +9.8% Overall residential survey 376,845 140 +6.9% 5.2 Program Goals and Design The lighting component of the PD program was designed to achieve energy savings of 2,330.27 MWh through sales of CFLs a...

AI summary The lighting component of the PD program aimed to achieve energy savings through the sale of CFLs and light fixtures. The 2010 Power Down program modified its approach by removing restrictions based on pack size and bulb type, and shifted from in-store events to markdowns and coupons. Communication between the DSM Administrator and implementation contractor was deemed satisfactory.

h the current level of communication. Per its contract, the implementation contractor was responsible for the following program development, implementation and tracking activities: Program Development  Developing a detailed project plan ...

AI summary The 2010 Power Down Program involved detailed planning, implementation, and tracking activities by the implementation contractor. Outreach and marketing efforts were expanded compared to previous years, with earlier marketing activities and increased retailer engagement contributing to higher sales.

cotia  Radio and newspaper advertisement  Inclusion of rebates and featured products in retailer flyers  In-store signage  Customer engagement events at selected retailers 5.5 Rebate Processing and Verification In the in-depth intervie...

AI summary The document outlines methods used for promoting rebates, including radio and newspaper advertisements, in-store signage, and customer engagement events. It also describes the rebate processing procedures, including how retailers applied rebates at the point of sale, with some using coupons due to the lack of a centralized system.

oduct was approved for a rebate. NMR Evaluation of 2010 Power Down Program Page 44

AI summary The document discusses the approval of a product for a rebate under the 2010 Power Down Program by NMR. This indicates a focus on energy efficiency initiatives and customer incentives.

irectly to retailers.  One specific retailer o Retailers/Dealers submitted summary of sales together with coupons and copies of receipts to the implementation contractor. o All receipts had to clearly indicate date of purchase, product de...

AI summary The 2010 Power Down Program involved a specific retailer submitting sales summaries, coupons, and receipts for rebate processing. The implementation contractor verified the data and made corrections where necessary, ensuring accurate reimbursement to dealers. Including this retailer was important for broad customer reach.

‘s program manager added that, although rebate processing and verification for this retailer was onerous, including this chain of stores was key for the program to have a broad enough customer reach.

AI summary The program manager emphasized the importance of including a retail chain in the program despite the challenges in rebate processing and verification, highlighting the need for broad customer reach.

5.6 NMR On-Site Visits NMR conducted on-site visits to two retail store locations. At the first location, the NMR representative reviewed the shelves where lighting and controls products were located. Both the lighting and controls shelves...

AI summary NMR conducted on-site visits to two retail locations to assess the implementation of the Power Down program. At both locations, signage and advertising were inconsistent, and there were issues with rebate processing at the cash register.

NMR Evaluation of 2010 Power Down Program Page 47 5.8 Program Awareness In 2010, participants exhibited a high overall awareness of CFLs: nine out of ten (90%) were familiar with CFLs after being read a description and about six out of ten...

AI summary The 2010 Power Down Program saw high awareness of CFLs among participants, with 90% familiar and 63% very familiar. Non-participants had lower awareness levels, with only 39% very familiar. Increased program participation in 2010 may have contributed to these differences.

escription Don‘t know 0 1 1 42 http://www.conservens.ca/lightingprograms NMR Evaluation of 2010 Power Down Program Page 48 In 2008 and 2009, one-third or fewer participants recalled seeing program promotions at stores where they purchased...

AI summary The 2010 Power Down Program saw increased customer awareness compared to 2008 and 2009, with more participants recalling store promotions and being aware of discounts on CFL bulbs. The inclusion of the program in a larger promotional campaign in 2010 contributed to this increase in awareness.

was rolled together with other promotions for appliances and fixtures. The inclusion in a larger program seems to have increased the recall and awareness among both participants and non-participants. Table 5-7: Participant and Non-Particip...

AI summary The document discusses the 2010 Power Down Program, highlighting that combining promotions with other initiatives increased awareness among participants and non-participants. Tables show varying levels of recall and awareness of promotions in 2008, 2009, and 2010.

1% 5%ϐ 3% ϐ Like light they produce 0% 0% 0% Utility recommended 0% 0% 0% Needed specialty bulbs 0% 0% 0% Heard they were safer 0% 0% 0% † Because of an ad 0% 0% 0% Recommended 0% 0% 0% Fit better in fixtures 0% 0% 0% † Don't know 0% 0% 0%...

AI summary The document presents data from the Evaluation of the 2010 Power Down Program, showing percentages related to reasons for adopting energy-efficient lighting. The data appears to be in a tabular format, with categories such as 'Like light they produce' and 'Utility recommended', but most categories have zero percentages, indicating limited adoption or response.

0% 0% NMR Evaluation of 2010 Power Down Program Page 50

AI summary The document is a page from an evaluation of the 2010 Power Down Program by NMR. It appears to be part of a larger proceeding, but the content on this specific page is not detailed.

6% 6 NMR Evaluation of 2010 Power Down Program Page 59

AI summary The document evaluates the 2010 Power Down Program, focusing on its effectiveness and outcomes. It provides data and analysis related to the program's impact on energy efficiency and demand-side management.

n room 0 0 1 60 1 60 Other 0 0 1 60 4 70 NMR Evaluation of 2010 Power Down Program Page 60 5.11.3 CFL Purchase Plans Participants and non-participants were asked how likely they would be to purchase CFLs in the next year. Similar percentag...

AI summary The evaluation of the 2010 Power Down Program found that similar percentages of participants and non-participants were likely to purchase CFLs in the next year, with slight variations over time compared to 2008 and 2009.

0 If I got a pay increase 0 0 0 If they had fewer health concerns 0 0 0 If I were educated about them 0 0 0 I like them 0 0 0 Don't know 33% 22% 21% NMR Evaluation of 2010 Power Down Program Page 62

AI summary The text presents a table with responses to various hypothetical scenarios related to energy efficiency programs, showing a high percentage of 'Don't know' responses. It also references the 'Evaluation of 2010 Power Down Program' from page 62, indicating an analysis of a specific energy efficiency initiative.

21% NMR Evaluation of 2010 Power Down Program Page 62

AI summary The document evaluates the 2010 Power Down Program, focusing on its effectiveness and outcomes. It discusses the program's impact on energy efficiency and demand-side management, highlighting key metrics and results.

0 0 0 way If they didn't interfere with 1 0 1 0 0 0 radio/TV/electronics If I bought a new lamp 0 0 0 1 0 1 If they stopped making 0 0 0 0 1 1 incandescents If they didn‘t take so long to warm 1 0 0 0 0 0 up Give free sample 0 1 1 0 1 1 If...

AI summary The text presents survey responses related to consumer behavior and attitudes towards energy-efficient lighting, including preferences for free samples, pay increases, and education. It also references the Evaluation of the 2010 Power Down Program.

0 0 0 0 4 than five stories Tent home 0 0 0 1 0 <1 0 NMR Evaluation of 2010 Power Down Program Page 66 Among 2010 participants and non-participants, more than four out of five (84% for participants, 83% for non-participants) lived in a hom...

AI summary The 2010 Power Down Program evaluation shows that 84% of participants and 83% of non-participants lived in homes with three or more bedrooms, as indicated in Table 5-36.

%) were more likely to have an annual income in excess of $49,999 than non- participants (34%). The 2008, 2009, and 2010 respondents exhibit similar income distributions. (Table 5-38 and Table 5-39) Table 5-38: Annual Income – 2010 Partici...

AI summary Participants in the 2010 Power Down Program were more likely to have higher incomes compared to non-participants, with 34% of participants earning over $49,999 annually, versus lower percentages for non-participants. Income distributions for 2008, 2009, and 2010 respondents were similar.

21 16 29 Just as in 2008 and 2009, practically all of the 2010 participants and non-participants lived in their homes year-round. (Table 5-40 and Table 5-41) Table 5-40: Seasonal Home – 2010 Participants Non-Participants Total (Weighted) S...

AI summary The text discusses data from the 2010 Power Down Program, indicating that most participants and non-participants lived in their homes year-round, with similar household sizes of around 2.5 full-time residents. Tables 5-40 and 5-41 compare seasonal home data from 2008, 2009, and 2010.

18 55 to 64 21 27 21 65 or older 19 24 22 Table 5-47: Respondent Age – 2008 and 2009 2008 2009 Non- Total Non- Total Participants participants (Weighted) Participants participants (Weighted) Sample size 60 70 130 67 69 136 18 to 24 8% 6% 6...

AI summary The data shows that participants in the 2010 Power Down Program had higher education attainment compared to non-participants, with 61% of participants having a trade certificate, college diploma, or university diploma, compared to 40% of non-participants.

NMR Evaluation of 2010 Power Down Program Page 72 6 Process Evaluation: Fixtures and Controls 6.1 Program Description The Light Fixtures and Controls (F&C) portion of the 2010 Nova Scotia Power Down (PD) program began on October 1st 2010 a...

AI summary The 2010 Nova Scotia Power Down Program's Light Fixtures and Controls portion exceeded energy savings projections, with significant rebate distributions for various energy-efficient products. A process evaluation involved a telephone survey of 47 chain store managers to assess program effectiveness.

Familiar 65% Somewhat Familiar 34% Neither Familiar nor Unfamiliar 1% As shown in Table 6-3, nine out of ten retailers (90%) interviewed sold ENERGY STAR light fixtures and electronic baseboard thermostats in 2010. More than four out of fi...

AI summary The text discusses the sales of ENERGY STAR products by retailers in 2010, highlighting that 90% sold light fixtures and electronic baseboard thermostats, with varying percentages for other products like dimmer switches and power bars with timers. It also notes that most retailers offered rebates for these products during October and November 2010.

90% 94% NMR Evaluation of 2010 Power Down Program Page 74 Retailers offered various reasons for not participating in the program; the most common was that there were no sales made during the rebate period followed by confusion over the SKU...

AI summary The 2010 Power Down Program faced low participation from retailers, with the most common reasons being no sales during the rebate period and confusion over eligible SKUs. The data is based on a small number of responses from interviewees.

1 Don‘t carry rebated 1 products 6.4 Program Impact on Product Sales For each of the four different products classes (light fixtures, power bars with timers, indoor light timers, and heavy duty outdoor or pool timers), retailers were asked...

AI summary The program significantly increased the sales of rebated products, particularly ENERGY STAR light fixtures, during the rebate period. Sales dropped sharply after rebates ended, with the most dramatic decline observed in light fixtures. Comparing 2010 to 2009, sales of rebated products increased across all categories, with power bars with timers showing the highest increase.

4 36 12 60 NMR Evaluation of 2010 Power Down Program Page 75 Retailers who reported increased sales during the program promotion period of October-November 2010 were asked to estimate the percentage of the increased sales that should be at...

AI summary The evaluation of the 2010 Power Down Program indicates that retailers attributed a significant portion of increased sales during the promotion period to the program rebates, with estimates varying by product type. However, the sample sizes for these estimates were very small, which may affect the reliability of the findings.

rovided responses to the questions on increase over October - November of 2009, increase over December of 2010, and average number of months that the program effects were expected to last. (Table 6-6) Table 6-6: Average Percentage of Sales...

AI summary The text provides responses to questions regarding the increase in sales attributed to the 2010 Power Down Program, including data from January–September 2010, October–November 2009, and December 2010, along with the expected duration of the program's effects.

2 of Months NMR Evaluation of 2010 Power Down Program Page 76 In the absence of the program, more than two out of five retailers interviewed predicted that sales would have been lower for power bars with timers and indoor light timers. Mor...

AI summary The evaluation of the 2010 Power Down Program suggests that the absence of the program would have significantly reduced sales of certain energy-efficient products, such as power bars with timers and outdoor timers, with estimates ranging from 33% to 58% lower sales. Sales of ENERGY STAR light fixtures were predicted to remain largely unchanged.

volume believed sales would have been the same. Estimates of how much lower sales would have been without the program ranged from 33% for outdoor timers to 58% for power bars with timers. (Table 6-7) Table 6-7: Predicted Sales in the Absen...

AI summary The text discusses the impact of a program on sales, estimating that without the program, sales would have been significantly lower, ranging from 33% to 58% across different products. It also mentions that most retailers did not offer additional rebates during the program promotion period, with the rebates offered being mostly in-store and ranging from $3 to $15.

100% 100% NMR Evaluation of 2010 Power Down Program Page 77 When asked about the importance of the program rebates to the customers‘ purchasing decisions, there was much more agreement among the retailers that the rebates were important. A...

AI summary The evaluation of the 2010 Power Down Program indicates that program rebates significantly influenced customer purchasing decisions, particularly for ENERGY STAR light fixtures, indoor and outdoor timers, and power bars with timers. Retailers largely agree on the importance of these rebates.

1 NMR Evaluation of 2010 Power Down Program Page 78 Retailers also provided additional feedback regarding specific aspects of the program. Again, satisfaction was high with more than nine out of ten interviewees very satisfied or satisfied...

AI summary The 2010 Power Down Program received high satisfaction ratings from retailers, with over 90% of interviewees expressing satisfaction with program support, communications, items covered, and rebates. Marketing and advertising also received positive feedback, with close to 90% of interviewees satisfied.

4 1 5 4 Very dissatisfied 1 1 However, the unweighted responses in Table 6-13 show a number of retailers had specific reasons for dissatisfaction; dissatisfaction was mostly associated with program marketing and advertising and the items c...

AI summary The text discusses customer dissatisfaction with energy efficiency programs, primarily due to poor marketing, lack of awareness, and confusion over rebate application. Customers felt the programs did not include enough items and were not adequately informed beforehand.

ht off the retail price, so people questioned whether they were getting a rebate; [it] came off at the register so they didn't see they were getting a rebate; people prefer coupons.” Table 6-13: Reasons for Dissatisfaction with Program Asp...

AI summary The evaluation highlights customer confusion about rebate mechanisms, with some not realizing they received a rebate as it was applied at the register. Most retailers reported no barriers to participating in the 2010 Power Down Program.

Page 79 More than nine out of ten retailers said they had not experienced any barriers that limited their store‘s ability to participate in the program. (Table 6-14) Table 6-14: Whether Barriers Limited Ability to Participate in Program Ch...

AI summary The majority of retailers (92%) did not face barriers limiting their participation in the program, while 8% reported issues, with the most common being late arrival of coupons. Other barriers included small store size, confusion at the register, and other unspecified issues.

Small store 17% Confusion at register 17% Other 17% Retailers had a host of recommendations for improving the program (Table 6-16). The most common recommendation, mentioned by almost one-half of the interviewees, was to have better signag...

AI summary Retailers recommended improving the Power Down Program through better signage, marketing, and local advertising. They also suggested including more products, increasing visits from DSM Administrator representatives, and streamlining the coupon process to enhance program effectiveness.

would be a good idea to do.” NMR Evaluation of 2010 Power Down Program Page 80 On the time of year, an interviewee said, “Once we get into Christmas, people aren’t concentrating on buying light fixtures.” Interviewees also noted that recei...

AI summary The evaluation of the 2010 Power Down Program highlights challenges in timing and communication, with interviewees suggesting improvements such as better signage, earlier distribution of materials, and streamlining the rebate process to enhance participation and efficiency.

NMR Evaluation of 2010 Power Down Program Page 82 7 Process Evaluation: Appliances 7.1 Methodology According to the work plan, NMR had planned to conduct a survey of customers who had purchased a rebated ENERGY STAR refrigerator or clothes...

AI summary The evaluation of the 2010 Power Down Program's appliance rebate component faced challenges due to retailers' refusal to provide customer names, leading to a revised methodology involving surveys of retail store managers. Interviews were conducted with store managers and program staff to assess program administration and delivery.

16) were either somewhat or very familiar with the stocking patterns or sales trends of the rebated items. (Table 7-1) Table 7-1: Familiarity with Stocking Patterns or Sales Trends Chain Retailers Independent Retailers Total Sample size 9...

AI summary The text discusses retailer familiarity with stocking patterns and sales trends of rebated appliances, noting that all sixteen retailers sold ENERGY STAR refrigerators and clothes washers and participated in the PD program through rebates.

9 7 16 9 7 16 Received Rebate 9 7 16 9 7 16 7.4 Program Impact on Product Sales Table 7-3 shows the average percentages of overall ENERGY STAR refrigerator and clothes washer sales that were models that would qualify for rebates through th...

AI summary The document discusses the impact of the Power Down program on product sales, specifically focusing on ENERGY STAR refrigerator and clothes washer sales that qualify for rebates. It references data from Table 7-3, which shows average percentages of sales across different time periods.

pation, while one independent retailer commented that they had been at a disadvantage to begin with due to the fact that the program had initially been rolled out to chain retailers only. ( Table 7-9) Table 7-8: Whether Barriers Limited Ab...

AI summary The evaluation of the 2010 Power Down Program highlights that independent retailers faced initial disadvantages as the program was rolled out to chain retailers first. Independent retailers became aware of the program through various channels, including Nova Scotia Power, advertising, notifications, and media.

2 Needed more information 1 No reaction 1 NMR Evaluation of 2010 Power Down Program Page 89 In order to become involved in the program, three of the seven independent retailers contacted either the DSM Administrator or the implementation c...

AI summary The evaluation of the 2010 Power Down Program shows that only three of seven independent retailers contacted the DSM Administrator or implementation contractor, while two first sought more information. One retailer expressed concern about collecting reimbursements for discounts.

ocking practices, while two of the seven had made changes to the placement or location of the rebated appliances, and two of the seven had changed advertising or promotions for the rebated appliances. Table 7-15: Whether Changes Were Made...

AI summary The text discusses changes made by retailers in response to program participation, including adjustments to stocking practices, placement of rebated appliances, and advertising. It also highlights how independent retailers marketed the Power Down rebate to customers, with varying approaches in presenting rebate information.

Presentation of Rebate/Incentive to Customer (Multiple responses) Independent Retailers Sample size 6 Displayed next to full price 3 Showed price after rebate 2 Displayed rebate information but ask sales associate 1 rebate value NMR Evalua...

AI summary The document evaluates the marketing of ENERGY STAR appliances by independent retailers under the 2010 Power Down Program. It highlights the frequency and methods of advertising, including newspaper, flyers, and radio/TV, with varying levels of participation across different time periods.

NMR Evaluation of 2010 Power Down Program Page 92 Table 7-18: Marketing of ENERGY STAR Appliances Nov-Dec 2009 Jan-Oct 2010 Sample size 5 4 Yes 2 3 No 3 1 Media Used to Market ES Appliances Sample size 9 Newspaper 4 Flyers 3 Radio/TV 2 Fre...

AI summary The document presents a table evaluating the marketing of ENERGY STAR appliances during Nov-Dec 2009 and Jan-Oct 2010, including sample sizes, responses, and media used for promotion.

1 NMR Evaluation of 2010 Power Down Program Page 93 Independent retailers joined the Power Down program in November though the program had actually started in October for chain retailers. Therefore, independent retailers were allowed to re...

AI summary The Power Down program allowed independent retailers to retroactively apply for rebates on ENERGY STAR appliance sales from October, though only two out of five retailers did so. Reasons for not applying included the effort required and a decision not to apply. Both retailers who applied contacted customers who had made purchases in October.

pation in the program. NMR Evaluation of 2010 Power Down Program Page 95

AI summary The document evaluates the 2010 Power Down Program, focusing on its implementation and effectiveness in promoting energy efficiency and reducing electricity consumption.

9 6 15 Program Rebates Very satisfied 5 1 6 Satisfied 4 5 9 Table 7-23: Reasons for Dissatisfaction Independent Program Marketing and Advertising Chain Retailers Retailers Total Sample size 2 2 Inadequate materials/preparation 2 2 NMR Eval...

AI summary The evaluation of the 2010 Power Down Program indicates that independent retailers were generally satisfied with aspects such as interaction with the implementation contractor, rebate processing, and rebate tracking and reporting. However, satisfaction with interactions with DSM Administrator staff was lower due to a small sample size and limited interaction.

ed to the fact that most retailers indicated having had no interaction with DSM Administrator staff. (Table 7-24) Table 7-24: Satisfaction with Specific Aspects of Program – Independent Retailers Independent Retailers Sample size 5 Interac...

AI summary The text discusses the satisfaction levels of independent retailers with aspects of the Power Down program, including interaction with the DSM Administrator, NSP staff, rebate processing, and tracking and reporting of rebates. The sample sizes and satisfaction ratings are provided in Table 7-24.

atisfied 1 NMR Evaluation of 2010 Power Down Program Page 97 When asked what aspects of the program had the greatest impact on sales, the majority (5 out of 6) responded that the fact that the rebate was instant at the register had the gre...

AI summary The evaluation of the 2010 Power Down Program indicates that the instant rebate at the register was the most impactful aspect for participants, with five out of six respondents citing this as the key factor influencing their participation.

3 L. Any other stores I did not mention? a. SPECIFY1 b. SPECIFY2 c. SPECIFY3 d. SPECIFY4 [IF PB4L = 2 or 3 SKIP PB5][REPEAT FOR EACH OTHER SPECIFIED IN PB4L] NMR Evaluation of 2010 NSPI Power Down Program Page B10 PB5. What type of store i...

AI summary The text includes survey questions related to store types and energy-efficient bulb purchases, referencing the 2010 NSPI Power Down Program. It asks respondents about their purchasing behavior, including reasons for higher ENERGY STAR™-qualified CFL bulb purchases during specific months.

STORE NAME FROM PB4 – . KEEP A RUNNING COUNT OF PB6b EACH TIME THROUGH: PB6b COUNT SHOULD NOT EXCEED PB2b1. IF NECESSARY, REMIND RESPONDENT OF PB2b1, OR CHANGE PB2b1 VALUE IF RESPONDENT RECONSIDERS NMR Evaluation of 2010 NSPI Power Down Pr...

AI summary The text outlines a data collection process for evaluating the 2010 NSPI Power Down Program. It asks respondents to count the number of compact fluorescent light bulbs purchased from a specific store and whether they were ENERGY STAR™-qualified. It also inquires about Nova Scotia Power promotions related to the purchase of these bulbs.

ulbs at [PB4 STORE NAME]? This may have included such things as representatives providing information, and signs, or posters. [REPEAT FOR EACH STORE]. 1. Yes 2. No 3. (Don‘t Know PB6a2. Were you aware that Nova Scotia Power was offering a...

AI summary The text discusses a survey about customer awareness and behavior regarding a discount on compact fluorescent light bulbs (CFLs) offered by Nova Scotia Power. It includes questions about prior purchase intentions, the influence of the discount, and the number of bulbs purchased.

o 5, where 1 indicates the discount ‗had no influence at all on you purchase decision‘ and 5 indicate that the discount was ‗extremely influential to your purchase decision.‘ C. CFL IN-SERVICE RATE C2. Earlier you said that you purchased a...

AI summary The text outlines a survey process to evaluate the installation and removal of compact fluorescent light bulbs (CFLs) purchased under the 2010 NSPI Power Down Program. It asks respondents to report the number of bulbs currently in use, the number removed, and the reasons for removal.

am from Nova Scotia Power. I1. [ IS BLANK THEN SKIP TO I2] Hello, may I please speak with [USE CONTACT NAME, IF AVAILABLE]? Contact available [SKIP TO Q1] 1 Contact currently unavailable [ARRANGE CALL BACK] 2 I2. According to our records,...

AI summary This text outlines a script used by NMR Group, engaged by Nova Scotia Power, to conduct an evaluation of the Power Down Program. The script includes steps for contacting a store representative and asking about their familiarity with stocking and selling rebatable products.

ers 4 Indoor Light Timers 5 Heavy Duty Pool or Outdoor Timers 6 Electronic Baseboard Thermostats 7 ENERGY STAR Refrigerators 8 ENERGY STAR Clothes washers Q2c. FOR ANY PRODUCT WHERE Q2a=1 (sold in 2010) and Q2b=2 (not rebated by Power Down...

AI summary The text contains a series of questions aimed at evaluating the participation and impact of the Power Down program on the sale of energy-efficient products, including light fixtures and appliances, in 2010. It seeks to understand why certain products were not rebated and how sales changed before, during, and after the program's promotion period.

Dec 2010 Oct-Nov 2009 2010 Percent Rebated % % % % Q4. [RECORD PERCENTAGE _%; 998 Refused; 999 Don't know/Not sure/Can‘t remember] A. [IF % SALES OF REBATED FIXTURES ARE HIGHER IN OCT-NOV 2010 (COL. B) THAN IN JAN-SEPT. 2010 (COL A)]: You...

AI summary The text discusses the evaluation of the 2010 NSPI Power Down Program, focusing on the percentage of sales of rebated fixtures during different time periods and the impact of the program on those sales. It includes questions about the attribution of increased sales to the program's promotion and rebates.

wer Down program period in December 2010 NMR Evaluation of 2010 NSPI Power Down Program Page B28 than they were before Power Down program period, between January and September 2010. What percentage of that increase in sales do you attribut...

AI summary The text discusses the evaluation of the 2010 NSPI Power Down Program, focusing on its impact on sales of ENERGY STAR light fixtures. It includes questions about the program's influence on sales, the expected duration of its follow-on effects, and the estimated impact of the $15 rebate on store sales.

rogram discounts, you would have only sold [100 - (% FROM Q5B 100)] ENERGY STAR light fixtures that week without the program discounts? IF RESPONSE IS ≠ YES THEN CLARIFY RESPONSE TO Q5B Q6A. During the October-November promotion period, be...

AI summary The text includes survey questions about the impact of the Power Down program on the sale of ENERGY STAR light fixtures, including inquiries about other rebates and the importance of the program to customer purchasing decisions.

portant and 5 is extremely important. NMR Evaluation of 2010 NSPI Power Down Program Page B30 IF Q2B1=2 DIMMER SWITCHES Q8. I now have a few questions about your sales of dimmer switches. A. Roughly what percent of ALL the dimmer switches...

AI summary The text presents a set of questions about the sales of dimmer switches before, during, and after the Power Down program promotion in 2010, asking for the percentage of dimmer switches that were rebated by the program in each period.

e program discounts, you would have only sold [100 - (% FROM Q10B 100)] dimmer switches that week without the program discounts? IF RESPONSE IS ≠ YES THEN CLARIFY RESPONSE TO Q10B Q11A. During the October-November promotion period, besides...

AI summary The text consists of a series of questions related to the Power Down program's impact on dimmer switch sales, including inquiries about rebate offerings and their perceived importance to customer purchasing decisions during a specific promotion period.

portant and 5 is extremely important. NMR Evaluation of 2010 NSPI Power Down Program Page B33 IF Q2B1=3 POWER BARS WITH TIMERS Q13. I now have a few questions about your sales of power bars with timers. A. Roughly what percent of ALL the p...

AI summary The text presents a series of questions about the sales and rebate participation of power bars with timers during and around the Power Down program promotion in 2010, asking for percentages of rebated items sold in different time periods.

ov Dec 2010 Oct-Nov 2009 2010 Percent Rebated % % % % Q14. [RECORD PERCENTAGE _%; 998 Refused; 999 Don't know/Not sure/Can‘t remember] A. [IF % SALES OF REBATED POWER BARS ARE HIGHER IN OCT-NOV 2010 (COL. B) THAN IN JAN-SEPT. 2010 (COL A)]...

AI summary The text discusses the evaluation of the 2010 NSPI Power Down Program, focusing on the percentage of power bar sales attributed to the rebate program during different time periods. It includes questions about the impact of the program on sales during October-November 2010 compared to earlier periods.

am discounts, you would have only sold [100 - (% FROM Q15B 100)] power bars with timers that week without the program discounts? IF RESPONSE IS ≠ YES THEN CLARIFY RESPONSE TO Q15B Q16A. During the October-November promotion period, besides...

AI summary The text contains a series of survey questions related to the impact of the Power Down program on customer purchasing behavior, including rebate discounts, other promotions, and the importance of the rebate in decision-making.

Dec 2010 Oct-Nov 2009 2010 Percent Rebated % % % % Q19. [RECORD PERCENTAGE _%; 998 Refused; 999 Don't know/Not sure/Can‘t remember] A. [IF % SALES OF REBATED INDOOR LIGHT TIMERS ARE HIGHER IN OCT-NOV 2010 (COL. B) THAN IN JAN-SEPT. 2010 (C...

AI summary The text discusses the evaluation of the 2010 NSPI Power Down Program, focusing on the percentage of sales of rebated indoor light timers during different time periods, specifically comparing October-November 2010 with earlier periods to assess the impact of the rebate program.

that the percentage sales of indoor NMR Evaluation of 2010 NSPI Power Down Program Page B37 light timers that qualified for the Power Down rebate was higher after the Power Down program period in December 2010 than they were before Power D...

AI summary The text evaluates the impact of the Power Down program on the sales of indoor light timers, asking retailers to estimate the percentage increase in sales attributed to the program and how long the follow-on effects are expected to last. It also inquires about the effect of the $3 rebate on sales during the October-November promotion.

he Power Down Program was to customers‘ decisions to purchase indoor light timers? Please give your response on a scale of 1 to 5 where 1 is not at all important and 5 is extremely important. NMR Evaluation of 2010 NSPI Power Down Program...

AI summary The document asks about the importance of customer decisions to purchase indoor light timers in relation to the Power Down Program and includes survey questions about the sales and rebate percentages of heavy duty pool or outdoor timers before, during, and after the program's promotion period.

ASK THEM FOR THEIR BEST GUESS. IF THEY CANNOT PROVIDE A SINGLE BEST GUESS, ASK THEM FOR AN APPROXIMATE RANGE. TRY, AS FAR AS REASONABLY POSSIBLE, TO AVOID A DON‘T KNOW RESPONSE] A. B. C. D. HEAVY DUTY POOL OR Jan-Sept. 2010 Oct-Nov Dec 201...

AI summary The text discusses the evaluation of the 2010 NSPI Power Down Program, focusing on the percentage of sales of rebated pool and outdoor timers during different time periods, and asks respondents to estimate the impact of the program on these sales.

am promotion and rebates? % NMR Evaluation of 2010 NSPI Power Down Program Page B40 C. [IF % SALES OF REBATED POOL OR OUTDOOR TIMERS ARE HIGHER IN DEC. 2010 (COL. C) THAN IN JAN-SEPT. 2010 (COL A)]: You just indicated that the percentage s...

AI summary The text discusses the evaluation of the 2010 NSPI Power Down Program, focusing on the impact of rebates on sales of pool and outdoor timers. It asks retailers to estimate the percentage of increased sales attributed to the program and how long the follow-on effect might last.

r during the October-November promotion period if the $15 Power Down program rebate had not been available? RECORD PERCENTAGE _%; [998 Refused; 999 Don't know/Not sure/Can‘t remember] C. I want to make sure I understand you correctly when...

AI summary The text discusses the impact of the Power Down program rebate on the sales of heavy duty pool or outdoor timers during the October-November promotion period. It asks respondents to estimate the percentage decrease in sales if the rebate had not been available and inquires about other rebates offered on these products during the same period.

t of all the electronic baseboard thermostats that your store sold in October and November OF 2009 were electronic baseboard thermostats that were later rebated by the Power Down program? [IF RESPONDENT DOES NOT KNOW, ASK THEM FOR THEIR BE...

AI summary The question asks about the percentage of electronic baseboard thermostats sold in October and November 2009 that were later rebated by the Power Down program, with the respondent asked to provide a best guess or approximate range if exact data is unavailable.

m promotion and rebates? % NMR Evaluation of 2010 NSPI Power Down Program Page B43 C. [IF % SALES OF REBATED ELECTRONIC BASEBOARD THERMOSTATS ARE HIGHER IN DEC. 2010 (COL. C) THAN IN JAN-SEPT. 2010 (COL A)]: You just indicated that the per...

AI summary The text discusses the evaluation of the 2010 NSPI Power Down Program, focusing on the impact of rebates on the sales of electronic baseboard thermostats. It asks retailers to estimate the percentage of increased sales attributed to the program and how long the follow-on effects of the promotion are expected to last.

6. Provincial Government $ 7. City/Town/Municipality $ 8. Other $ 98. Refused 99. Don‘t know Q32. During the October-November program promotion period, how important would you say the rebate from the Power Down Program was to customers‘ de...

AI summary The text presents survey questions related to customer perceptions of the Power Down Program's rebate importance during the October-November promotion period and includes follow-up questions about ENERGY STAR refrigerator sales before, during, and after the promotion.

Dec 2010 Oct-Nov 2009 2010 2010 Percent Rebated % % % % Q34. [RECORD PERCENTAGE _%; 998 Refused; 999 Don't know/Not sure/Can‘t remember] A. [IF % SALES OF REBATED REFRIGERATORS ARE HIGHER IN OCT-NOV 2010 (COL. B) THAN IN JAN-SEPT. 2010 (CO...

AI summary The text discusses the evaluation of the 2010 NSPI Power Down Program, focusing on the percentage of sales of ENERGY STAR refrigerators that qualified for rebates during different time periods. It asks respondents to attribute increases in sales during the program period to the promotion and rebates.

cated that the percentage sales of ENERGY NMR Evaluation of 2010 NSPI Power Down Program Page B46 STAR refrigerators that qualified for the Power Down rebate was higher after the Power Down program period in December 2010 than they were be...

AI summary The text discusses the evaluation of the 2010 NSPI Power Down Program, focusing on the impact of rebates on ENERGY STAR refrigerator sales. It asks retailers to estimate the percentage of increased sales attributed to the program and how long the follow-on effects might last.

Down Program was to customers‘ decisions to purchase the ENERGY STAR refrigerators? Please give your response on a scale of 1 to 5 where 1 is not at all important and 5 is extremely important. NMR Evaluation of 2010 NSPI Power Down Program...

AI summary The text is part of an evaluation of the 2010 NSPI Power Down Program, focusing on the sales of ENERGY STAR clothes washers before, during, and after the program's promotion period, and the impact of rebates on customer purchasing decisions.

ASK THEM FOR THEIR BEST GUESS. IF THEY CANNOT PROVIDE A SINGLE BEST GUESS, ASK THEM FOR AN APPROXIMATE RANGE. TRY, AS FAR AS REASONABLY POSSIBLE, TO AVOID A DON‘T KNOW RESPONSE] A. B. C. D. CLOTHES WASHERS Jan-Sept. 2010 Oct-Nov Dec 2010 O...

AI summary The text presents survey questions regarding the impact of the Power Down rebate program on the sales of ENERGY STAR clothes washers during different time periods, asking respondents to estimate the percentage of increased sales attributable to the program.

n and rebates? % C. [IF % SALES OF REBATED CLOTHES WASHER ARE HIGHER IN DEC. 2010 (COL. C) THAN IN JAN-SEPT. 2010 (COL A)]: You just indicated that the percentage sales of ENERGY NMR Evaluation of 2010 NSPI Power Down Program Page B49 STAR...

AI summary This text is part of an evaluation of the 2010 NSPI Power Down Program, focusing on the impact of rebates on the sales of ENERGY STAR clothes washers. It asks retailers to estimate the percentage increase in sales attributed to the program and the duration of any follow-on effects.

during the October-November promotion period if the $XXX Power Down program rebate had not been available? RECORD PERCENTAGE _%; [998 Refused; 999 Don't know/Not sure/Can‘t remember] C. I want to make sure I understand you correctly when y...

AI summary The text discusses a survey question regarding the impact of the Power Down program rebate on the sales of ENERGY STAR clothes washers, including hypothetical scenarios and follow-up questions about other rebates offered during the same period.

ted that you were not satisfied with the program support and communications. Why were you not satisfied with the program support and communications? [PROBE FOR SPECIFIC REASONS. MULTIPLE RESPONSES.] Q44c1. [IF Q44c = 1 or 2] You indicated...

AI summary The text contains survey questions related to the evaluation of the 2010 NSPI Power Down Program, focusing on customer satisfaction with program support, communications, covered items, rebates, and barriers to participation. It also asks for recommendations and collects data on store size and business duration.

st heard about Power Down program? [If felt excluded] What actions, if any, did you take to become involved in the program? 6. Did you have any concerns about participating in the program? NMR Evaluation of 2010 NSPI Power Down Program Pag...

AI summary The text is a series of survey questions aimed at evaluating the 2010 NSPI Power Down Program, focusing on participant concerns, reasons for participation, barriers to involvement, and the program's impact on sales and store practices.

r store? 12. Did you make any changes to your advertising and promotions for these appliances? (PROBE: media advertising (flyers, newspaper ads, radio, tv), in-store signage, shelf talkers) SALES SPECIFIC QUESTIONS APPLIANCES ENERGY STAR R...

AI summary The text includes questions about advertising changes for appliances and sales data on ENERGY STAR refrigerators during and before the Power Down program promotion. It also references a table with data from the 2010 NSPI Power Down Program evaluation.

ct-Dec Oct-Dec 2009 2010 Percent Rebated % % % Q34. [RECORD PERCENTAGE _%; 998 Refused; 999 Don't know/Not sure/Can‘t remember] E. [IF % SALES OF REBATED REFRIGERATORS ARE HIGHER IN NOV-DEC 2010 (COL. B) THAN IN JAN-OCT. 2010 (COL A)]: You...

AI summary The text contains survey questions about the impact of the Power Down rebate program on the sales of ENERGY STAR refrigerators during the November-December 2010 period. It asks respondents to estimate the percentage of increased sales attributed to the rebate and whether they believe sales would have been lower, higher, or the same without the rebate.

her? 4. Same [SKIP TO Q36A] 5. Lower 6. Higher [SKIP TO Q36A] 8. Refused [SKIP TO Q36A] 9. Don‘t know [SKIP TO Q36A] E. [IF Q35A 2 lower ]: By what percentage do you estimate your store‘s sales of these ENERGY STAR refrigerators would have...

AI summary This text includes survey questions and responses related to the impact of the Power Down program rebate on the sales of ENERGY STAR refrigerators during the November-December promotion period. It also asks if there were any other rebates provided on refrigerators during that time.

ortant and 5 is extremely important. NMR Evaluation of 2010 NSPI Power Down Program Page B59 IF Q2B1=8 ENERGY STAR CLOTHES WASHERS Q38. I now have a few questions about your sales of clothes washers. E. Roughly what percent of ALL the clot...

AI summary The text contains survey questions related to the sales of ENERGY STAR clothes washers before and during the Power Down program promotion in 2010, asking retailers to estimate the percentage of ENERGY STAR washers sold that were later rebated by the program.

ct-Dec Oct-Dec 2009 2010 Percent Rebated % % % Q39. [RECORD PERCENTAGE _%; 998 Refused; 999 Don't know/Not sure/Can‘t remember] E. [IF % SALES OF REBATED CLOTHES WASHER ARE HIGHER IN NOV-DEC 2010 (COL. B) THAN IN JAN-OCT. 2010 (COL A)]: Yo...

AI summary The text presents questions regarding the impact of the Power Down rebate program on the sales of ENERGY STAR clothes washers, comparing sales percentages in different time periods, specifically November-December 2010 versus January-October 2010 and November-December 2009.

period, besides the Power Down program rebates, were there any other rebates provided on ENERGY STAR clothes washers? 3. Yes 4. No 8. Refused 9. Don‘t know Q41B. [IF Q41A=YES]: Who offered the rebates and what was the value of the rebates?...

AI summary The text includes questions about rebates for ENERGY STAR clothes washers, specifically asking if there were other rebates besides the Power Down program and who offered them. It also asks about the importance of the Power Down Program rebate in influencing customer purchases. The text references the Power Down Program and mentions NMR as an entity involved.

Down program or the available rebates in any way? [Probe: flyers, newspaper ads, radio, tv, circulars, posters, in-store signage, shelf-talkers, direct mail, etc.] a. Why or why not? 14. During the past year that is between January and Oct...

AI summary The text contains a series of questions aimed at understanding how retailers promoted and processed rebates under the Power Down program, including media used, frequency of advertising, and rebate presentation methods to customers.

to fill-out a form to receive the rebate after the purchase? Now, I‘d like to ask you a few questions about how you processed and tracked the rebates/incentives as part of the program. 17. How did you track the rebates/incentives? [Excel s...

AI summary The text outlines a series of questions aimed at evaluating the implementation and tracking of rebates/incentives under the Power Down program, as well as overall and specific satisfaction levels with the program. It focuses on the process of submitting paperwork and receiving rebates, and gauges participant satisfaction.

rier affecting customer participation? Any others? 25. Do you have any recommendations for improving the Power Down program? NMR Evaluation of 2010 NSPI Power Down Program Page B63 26. Approximately how many full-time equivalent workers ar...

AI summary The document includes questions about improving the Power Down program and details an evaluation of the 2010 NSPI Power Down Program and appliance retirement and replacement programs conducted by NMR Group, Inc. for Efficiency Nova Scotia Corporation.

......................................................... 38 4.5.3 Staff and Contractor Perspectives .......................................................................................................... 39 4.6 PARTICIPATION DECISION ....

AI summary This section of the document discusses various aspects of appliance retirement and replacement behaviors, including participant perspectives, disposal methods, and the influence of programs on participation decisions. It also covers the characteristics of old appliances and the importance of secondary appliances.

MPTION ........................... 21 TABLE 3-14: DEHUMIDIFIER UEC ESTIMATES ............................................................................................. 22 TABLE 3-15: TOTAL PROGRAM SAVINGS—DEHUMIDIFIERS ....................

AI summary The text presents a series of tables related to energy efficiency programs, including dehumidifier and refrigerator replacement initiatives, with data on energy consumption, savings, and free-ridership rates. These tables provide detailed metrics on program performance and participant engagement.

E RETIREMENT PROGRAM LOGIC MODEL........................................................5 FIGURE 2-2: APPLIANCE REPLACEMENT PROGRAM LOGIC MODEL ....................................................9 NMR Evaluation of 2010 Appliance Retireme...

AI summary This report evaluates the 2010 Efficient Products Appliance Retirement and Replacement program (ARR) conducted by NMR Group for Nova Scotia Power and Efficiency Nova Scotia Corporation. The impact evaluation estimates energy savings of 2,286 MWh and demand savings of 476.4 kW based on program records, surveys, and data from AHAM.

31.2 149.8 100% 31.2 149.8 Total Program 639.8 3,070.5 476.4 2,285.9 1 NMR conducted one in-depth interview with a participant from the Appliance Replacement program component. NMR determined that it was not appropriate to project the free...

AI summary The document evaluates the 2010 Appliance Retirement & Replacement Programs, detailing energy savings and net-to-gross ratios for various appliance categories. Free ridership estimates were not calculated for the Appliance Replacement program component due to insufficient data from a single in-depth interview.

Findings and Recommendations Finding Recommendation ARR-F1. ARR-R1. Around four out of five respondents who retired each appliance Appliances picked up by any future program have the type (76% for refrigerators; 79% for freezers; and 80% f...

AI summary The Appliance Retirement Program achieved its energy savings goals despite high free ridership. Most participants used the replaced appliances regularly. The program should expand and improve screening to reduce free ridership and consider the impact of appliance replacements on energy savings.

Findings and Recommendations Finding Recommendation ARR-F4. ARR-R4. The appeal of the Appliance Retirement Program lies in the ease Any future program design should seek to replicate with which customers can enroll as well as the relative...

AI summary The Appliance Retirement Program was well-received due to its ease of enrollment and pickup services. Customers were motivated by convenience and incentives, with different motivations observed for different appliance types. Program design recommendations emphasize replicating these successful elements in future initiatives.

Findings and Recommendations Finding Recommendation ARR-F8. ARR-R8. According to one program contractor, the peak season for Promotions of any future program may want to appliance purchases is in the fall. coincide with peak appliance purc...

AI summary The findings indicate that appliance purchases peak in the fall and that marketing and advertising were the primary drivers of awareness for the Appliance Retirement Program. Future programs should align promotions with peak purchasing seasons and use staged marketing efforts for better engagement.

they should consider staging marketing and advertising in waves to allow for sufficient marketing over the entire program period as well as allowing time for word-of-mouth to stimulate participation. ARR-F10. ARR-R10. By design, pilot prog...

AI summary The text discusses considerations for staging marketing efforts in waves to improve participation and the limitations of pilot programs, including short timeframes and geographic scope. It also highlights the importance of providing sufficient lead time for subcontractors in appliance retirement programs.

raints and the level of marketing and outreach also was significantly reduced for the second phase. These factors combined contribute to lower participation levels in the second phase of the program. Appliance Replacement The Appliance Rep...

AI summary The Appliance Replacement Program faced challenges in engaging the multi-family market due to limited outreach and synchronization issues with the sector's planning cycle. Despite these difficulties, the program offers significant energy savings potential, and NMR recommends continuing the initiative to establish a foothold in the multi-family sector.

ipant. NMR Evaluation of 2010 Appliance Retirement & Replacement Programs Page vii relationships with multi-family landlords, property owners and managers which, in turn, can provide an opening for other future programs that may focus on t...

AI summary The document discusses the importance of understanding relationships with multi-family landlords and property owners to develop future energy efficiency programs. It highlights that splint incentives can be a barrier to energy efficiency improvements in the multi-family sector and provides recommendations from NMR to aid the DSM Administrator in pursuing opportunities in this area.

f the Appliance Replacement Program, they also encompass NMR‘s experience in the multi-family sector from evaluations as well as program planning activities in other jurisdictions. Findings and Recommendations Finding Recommendation ARR-F1...

AI summary The evaluation of the Appliance Replacement Program highlights that participants were motivated by a combination of removal services and incentives, such as rebates and discounted prices. The participant's decision to replace refrigerators varied based on who was responsible for the electric bill, with cost savings and appliance age being key factors.

Findings and Recommendations Finding Recommendation ARR-F14. ARR-R14. The appliance replacement participant identified two areas of Any future program should make sure that dissatisfaction with the program—both relating to payment for part...

AI summary The Appliance Replacement Program faced participant dissatisfaction due to payment method limitations and delayed rebate processing. The program, being a pilot, had a limited target for refrigerator replacements and is recommended to explore opportunities in the multi-family sector for future programs.

Program Assumptions  Sufficient marketing and outreach. Marketing and outreach activities are sufficient to recruit adequate numbers of participants.  Sufficient program delivery staff. The program hires companies with sufficient numbers...

AI summary The text outlines program assumptions, barriers, and short-term outcomes related to appliance recycling. It highlights the importance of marketing, staff capacity, and accessibility, while noting challenges such as customer reluctance and inaccessibility. Short-term outcomes include awareness, appliance pickup, and energy savings through recycling.

eading to sustained energy savings and a reduction in energy costs.  Environmental benefits. Removed appliances are recycled instead of land-filled while toxins are blocked from entering the environment.  Participants receive rebates. Pa...

AI summary The document discusses the 2010 Appliance Retirement & Replacement Programs, highlighting energy savings, environmental benefits from recycling, and participant rebates. It also outlines long-term outcomes such as customer engagement with other DSM programs and emission reductions.

primary refrigerators that were plugged in year round. We used the program‘s tracking database to determine the energy consumption of replacement refrigerators for the replacement program component. 3 AHAM (2010). Trends in Energy Efficien...

AI summary The evaluation of the 2010 Appliance Retirement & Replacement Programs involved calculating energy savings by accounting for partial use and replacement equipment. Net savings were determined by applying a free-ridership rate to adjusted gross savings estimates, and the results were used to calculate total program savings attributable to the DSM Administrator.

urvey8) The net savings estimates were multiplied by the total number of refrigerators and freezers retired through each program to develop total program savings attributable to the DSM Administrator. 3.1.1 Lab-to-On-site Factor Manufactur...

AI summary The document discusses the calculation of total program savings by multiplying net savings estimates with the number of retired appliances. It explains the use of a lab-to-on-site factor, derived from California's 2010 Appliance Retirement Program evaluation, to adjust energy consumption estimates for real-world conditions.

s Meter Generator Meter Generator Energy Savings (MWh) 4,841 5,416 2,911 3,256 We calculated the demand savings for the replacement program by obtaining the ratio of all residential target peak demand savings to target energy savings for t...

AI summary The document discusses energy savings and demand savings calculations for a replacement program, including refrigerator replacements in multifamily residential buildings. It provides data on energy consumption before and after replacements and calculates demand savings using an energy-to-demand ratio of 4.8.

ator Refrigerator Number of units 305 305 Annual energy consumption (kWh/year) 950 363 22 Per Program Development Working Group on January 26, 2010. 23 All replacement refrigerators were ENERGY STAR qualified. NMR Evaluation of 2010 Applia...

AI summary The text discusses energy savings from a refrigerator replacement program, highlighting that replacing 305 units with ENERGY STAR qualified models resulted in 179 MWh savings at the meter and 200 MWh at the generator, after applying a line loss factor of 1.1188.

rators, resulting in total program savings of 134 MWh at the meter and 150 MWh at the generator.30 These savings represented a 25% decrease in comparison to the tracked savings estimates. (Table 3-22) Table 3-22: Replacement Program Energy...

AI summary The document discusses energy savings from a refrigerator replacement program, noting that actual savings were lower than tracked estimates. It provides data on unit energy consumption and calculates demand savings using a 4.8 energy-to-demand ratio, resulting in 27.9 kW savings at the meter and 31.2 kW at the generator.

476.4 2,285.9 NMR Evaluation of 2010 Appliance Retirement & Replacement Programs Page 30 4 Process Evaluation 4.1 Methodology The 2010 process evaluation of the Appliance Retirement and Replacement program drew upon in-depth interviews con...

AI summary The 2010 process evaluation of the Appliance Retirement and Replacement program involved in-depth interviews with NMR staff, contractors, and participants, as well as a survey of participants, to assess program implementation and effectiveness.

4.3 Program Administration and Delivery 4.3.1 Internal Communications The ARR program included a wide variety of organizations who worked together to deliver the program. These organizations included: the DSM Administrator, a contractor an...

AI summary The ARR program involved multiple organizations in its administration, but faced internal communication challenges, particularly during the program's extension. Key issues included delayed notifications to contractors, errors in customer registration, and insufficient marketing in the second phase, which impacted program delivery and participation.

rily to the expanded of hours of operation. NMR Evaluation of 2010 Appliance Retirement & Replacement Programs Page 34 4.3.2 Administrative Structure and Processes Out of necessity, many pilot programs are designed operate for a limited ti...

AI summary The ARR program faced administrative challenges, including limited staff and short-term operation, which impacted its performance. Contractors suggested increasing staff focus on ARR and improving free-ridership measures by requiring working appliances for pickup.

rating of four or five. Few respondents (7%) gave a rating of less than three. Most of these respondents said that there had been mix-ups in the scheduling or communications regarding the scheduling. Table 4-6: Ease of Scheduling Time for...

AI summary Most respondents rated the ease of scheduling appliance pick-up as 'extremely easy,' with an average rating of 4.5. A small percentage (7%) reported difficulties, citing scheduling or communication mix-ups. One participant noted that signing up for the Appliance Replacement program was 'extremely easy,' though she learned about it through the DSM Administrator.

ated this program aspect as extremely influential. Within the dehumidifier group, 93% of respondents said the removal/recycling services had been extremely influential to their participation decision. Table 4-11: Influence of Free Removal/...

AI summary The evaluation of the 2010 Appliance Retirement & Replacement Programs highlights that free removal/recycling services were highly influential in encouraging participation, with over 80% of respondents considering them extremely influential. In contrast, the $35 and $10 incentives received lower ratings, with less than half of respondents considering them extremely influential.

influential. Note, however, that a substantial number of respondents in the dehumidifier group gave a ―Don‘t know/Refused‖ response, suggesting that they had not been given any information or advice. Table 4-13: Influence of Program Inform...

AI summary The influence of program information and advice on participation decisions was assessed, with a majority of respondents indicating that information was extremely influential. However, a significant portion of respondents in the dehumidifier group did not know or refused to answer, suggesting a lack of information dissemination. One participant noted that while incentives and services were extremely influential, the information received was only somewhat influential.

r fewer years (65%), one in four (25%) said they had used it as a secondary refrigerator for over ten years, and about one in seven (15%) had used it as a secondary refrigerator for over twenty years. Table 4-20: Length of Use for Secondar...

AI summary The text discusses the usage duration of secondary refrigerators and the frequency of use of removed appliances. It highlights that most secondary refrigerators were used for less than six years, while a significant portion had been in use for over ten years. Most respondents reported that removed appliances were frequently in use prior to removal.

ould have to pay by cash or check. She was also dissatisfied with the time required for rebate processing: she indicated that it had taken over two months for the program to send her the rebate check. 4.11.3 Staff and Contractor Perspectiv...

AI summary The Appliance Retirement program faced customer dissatisfaction due to issues with the call center, property damage during appliance removal, and appliance eligibility. Complaints were forwarded to the call center for resolution, and property damage was addressed by the pickup contractor with reimbursement. The program also faced delays in rebate processing.

7% No improvements needed 7% No recommendations 56% 4.12.2 Participant Perspectives – Appliance Replacement The one Appliance Replacement respondent gave only one suggestion for improving the program in the future. She suggested that the D...

AI summary The evaluation of the 2010 Appliance Retirement & Replacement Program highlights that only 7% of respondents suggested improvements, with one recommendation to better publicize the program. Staff and contractors identified several weaknesses, including limited geographic reach, call center preparedness, and unclear roles and responsibilities.

Theory and Logic Model Review: 10. In general, how would you characterize the overall goals of the program—would you say that the program is primarily a Resource Acquisition program, where the focus is on delaying or displacing new power p...

AI summary The text outlines a series of questions aimed at understanding the goals, motivations, and impacts of a program, focusing on whether it is primarily a Resource Acquisition or Market Transformation program, and how it may influence the energy market in the short, intermediate, and long term.

d of the program? When did it start? When will/did it end? Program Coordination and Communications 10. What organizations and individuals do you primarily interact with for this program? What is the nature of these interactions? How freque...

AI summary The document contains questions about the Appliance Retirement & Replacement Program, focusing on program coordination, communication with stakeholders, and data tracking and reporting requirements. It asks about interactions with organizations, the frequency of communication, and challenges encountered in program implementation.

NMR Evaluation of 2010 Existing Houses Program Page I Executive Summary This report presents the results of the 2010 impact and process evaluation of the EnerGuide for Existing Houses (EEH) program conducted by NMR Group, Inc. (NMR). NMR c...

AI summary This report evaluates the 2010 EnerGuide for Existing Houses (EEH) program, finding that it exceeded its energy and demand savings goals. The evaluation was conducted by NMR Group, Inc. for Nova Scotia Power and Efficiency Nova Scotia Corporation, using interviews and HOT2000 reports to measure program impacts.

MWh of energy savings and 2,174 kW of demand savings. These evaluated program savings substantially exceeded the program‘s goal of 4,930 MWh of energy savings and 1,410 kW of demand savings (Table 1). Table 1: 2010 Program Energy Savings P...

AI summary The 2010 Existing Houses Program achieved significant energy and demand savings, exceeding its targets. The evaluation highlights potential double counting of savings attributed to electric measures funded by Natural Resources Canada and other agencies.

Findings and Recommendations The EnerGuide for Existing Homes program has been somewhat confusing for potential participants since the withdrawal of the rebates from NRCan in March 2010. In March, 2010 NRCan announced that new participants...

AI summary The EnerGuide for Existing Homes (EEH) program exceeded its energy and demand savings goals despite confusion caused by the withdrawal of federal rebates in 2010. However, uncertainty about the program's continuation past March 31, 2011, led to staff layoffs and affected program delivery infrastructure. NMR emphasized the importance of maintaining strong relationships with Delivery Agents to rebuild trust and infrastructure.

ire the DSM Administrator to regain the trust and confidence of Delivery Agents and to re- build the program delivery infrastructure. While an assessment of market potential is beyond the scope of this evaluation, even a cursory review of...

AI summary The document highlights the need for the DSM Administrator to rebuild trust and program delivery infrastructure. It notes that a significant portion of Nova Scotia's housing stock is old and could benefit from energy retrofits, with many homes relying on electric heating systems, suggesting substantial energy savings potential.

Program Design & Delivery Findings Recommendations EEH-F1. EEH-R1. When approaching program design the DSM Administrator should In the near term, the DSM Administrator should consider the keep in mind that the Delivery Agents have had to l...

AI summary The document discusses the challenges faced by Delivery Agents in program design and delivery, noting staff reductions and the need for a ramp-up period. It also highlights the importance of federal funding and suggests a market potential study if federal funds are unavailable.

convince Delivery Agents about the market opportunity and the value of working with the program. EEH-F3. EEH-R3. The program changes caused a lot of misunderstanding among The DSM Administrator will need to work to regain the trust and Del...

AI summary The text discusses challenges faced by Delivery Agents due to program changes, including misunderstandings, frustration, and difficulties in sharing HOT2000 files with the Program Administrator. It also suggests measures to regain trust and improve program evaluations.

which would aid in program evaluations. EEH-F5. EEH-R5. The 2009 evaluation had found that the EEH program puts the full Any future program should consider creating a list of contractors burden of contractor selection on the customer and d...

AI summary The 2009 evaluation of the EEH program identified issues with contractor selection and lack of training for contractors. It recommended pre-approved and certified contractors to improve program effectiveness and reduce liability for the DSM Administrator.

Program Marketing and Outreach Findings Recommendations EEH-F7. EEH-R7. NRCan‘s announced withdrawal of federal rebates in March 2010 A new program would have to work hard to build awareness and coincided closely with the announcement of t...

AI summary The withdrawal of federal rebates in 2010 and the transition of DSM program administration led to customer confusion and reduced marketing efforts. Word-of-mouth was a primary source of awareness, but new programs would need stronger marketing strategies to build credibility.

1 Program Description and Data Tracking The 2010 EnerGuide for Existing Houses (EEH) program was primarily administered by Conserve Nova Scotia (CNS) and encouraged homeowners in Nova Scotia to improve the energy efficiency of their houses...

AI summary The 2010 EnerGuide for Existing Houses (EEH) program, administered by Conserve Nova Scotia (CNS), aimed to improve energy efficiency in Nova Scotia homes. It initially included federal rebates from Natural Resources Canada (NRCan), but these were discontinued in March 2010. The program involves pre-retrofit evaluations, retrofit activities, and post-retrofit evaluations.

1.1 Program Theory Program Background The 2010 EnerGuide for Existing Houses (EEH) program was primarily administered by Conserve Nova Scotia (CNS) and encouraged existing home owners in Nova Scotia to improve the energy efficiency of thei...

AI summary The 2010 EnerGuide for Existing Houses (EEH) program, administered by Conserve Nova Scotia (CNS), aimed to improve energy efficiency in existing homes through market transformation and resource acquisition. It involved pre-retrofit evaluations, retrofit activities, and post-retrofit evaluations, with support from Natural Resources Canada (NRCan) and the DSM Administrator.

Wh of energy savings at the meter and 10.88 GWh of energy savings at the generator. (Table 2-1)[10][11] Generator savings were calculated by applying a line loss factor of 1.1188 to the meter savings. Table 2-1: Tracking Database Savings—2...

AI summary The document discusses energy savings calculations for a demand-side management program in 2010, distinguishing between savings at the meter and generator levels. It mentions the use of EnerGuide point savings and prescriptive measure savings to estimate total energy savings, referencing the Low Income Houses program and specific savings values.

he prescriptive savings values were applied to all of the prescriptive measures rebated by the DSM Administrator. Table 2-2 shows each of the measures and the associated estimates of savings values. 9 Drain water heat recovery measures, pr...

AI summary The document discusses the application of prescriptive savings values to various energy efficiency measures in the DSM program, including issues with the tracking spreadsheet that led to incorrect participant counts and adjustments made to ensure all 2010 program participants were included in the savings calculations.

9,571 MWh at the meter and 10,708 MWh at the generator. The tracking database had estimated savings of 9,723 MWh at the meter and 10,878 MWh at the generator—2% greater than the evaluated savings.

AI summary The document compares actual and estimated energy savings, noting that the tracking database estimated 9,723 MWh at the meter and 10,878 MWh at the generator, which is 2% higher than the evaluated savings.

1,516 9,723 10,878 9,571 10,708 Evaluated prescriptive savings only were applied to the 48 participants that underwent a fuel switch 24 The tracking database only calculated savings for 1,312 participants using the EnerGuide point system....

AI summary The evaluation of the 2010 Existing Houses Program showed that it exceeded its energy savings target by nearly double, achieving 9,571 MWh at the meter and 10,708 MWh at the generator with only 1,516 participating projects, slightly over half of the anticipated number. Demand savings were also higher than expected, reaching 2,557 kW at the meter and 2,861 kW at the generator.

ur initial estimates.26 We found that the total demand savings from all ETS measures was 1,085 kW, resulting in total demand savings of 2,557 kW at the meter and 2,861 kW at the generator. (Table 2-7) Table 2-7: Gross Savings Evaluated Imp...

AI summary The text discusses energy savings from the 2010 Existing Houses Program, highlighting total demand savings of 2,557 kW at the meter and 2,861 kW at the generator. The data is based on prescriptive savings values from the program’s tracking data and references the 2010 DSM Plan Targets.

(0%)  FR3b = No (50%)  FR3c = Yes; FR3ci = Somewhat (25%)  FR3d = Yes (50%) 2.6.3.2 Program Influence In order to determine the influence of the program on respondents, they were asked to rate the influence of three program elements on...

AI summary The text discusses the influence of a program on respondents' decisions to install energy efficient measures, using a rating scale from 1 to 5. It also outlines a method to adjust free-ridership rates based on respondents' budget capabilities, reducing scores to 25% if their budget could not accommodate the project without the program.

16, 2003 NMR Evaluation of 2010 EnerGuide for Existing Houses Program Page 18 2.7 Energy Savings Estimation Table 2-11 presents the final estimates of savings for the EEH program including the impact of free- ridership. The evaluated energ...

AI summary The evaluation of the 2010 EnerGuide for Existing Houses (EEH) program shows that energy savings exceeded the program's goals, with 7,274 MWh at the meter and 8,138 MWh at the generator, and demand savings of 1,943 kW at the meter and 2,174 kW at the generator. This was calculated using a line loss factor of 1.1188 and accounted for free-ridership.

NMR Evaluation of 2010 EnerGuide for Existing Houses Program Page 19 3 Process Evaluation 3.1 Methodology The 2010 process evaluation of the EnerGuide Existing Houses (EEH) program drew upon in-depth interviews conducted with program staff...

AI summary This section of the 2010 process evaluation of the EnerGuide Existing Houses (EEH) program outlines the methodology used, including in-depth interviews with Delivery Agents, program managers, and marketing staff, as well as the overlap with other programs like EnerGuide for New Houses and Low Income Residential Affordability.

70 +9.6% NMR Evaluation of 2010 EnerGuide for Existing Houses Program Page 20 3.2 Program Goals and Design The 2010 EEH program had a target of 4,930 MWh of energy savings and 1,410 kW of demand savings. The 2010 EEH program was jointly sp...

AI summary The 2010 EEH program aimed for 4,930 MWh of energy savings and 1,410 kW of demand savings. It was jointly sponsored by the DSM Administrator, CNS, and NRCan, but NRCan ended rebate support in March 2010, earlier than planned. The program's continuation past March 31, 2011, is uncertain, and no replacement program has been confirmed.

am may take its place if EEH does not continue. In 2010, the program contracted with six competitively-selected service providers, termed ―Delivery Agents,‖ to provide services throughout Nova Scotia. 3.2.1 Exit of NRCan NRCan suddenly end...

AI summary The Energy Efficient Homes (EEH) program faced significant challenges after NRCan abruptly ended their rebate support in 2010, leading to a 60% drop in participation and operational difficulties for Delivery Agents. The program is expected to end in 2011, and Delivery Agents believe federal funding was crucial for the program's continuation, while many remain unaware of the provincial initiative.

een withdrawn by NRCan, was necessary for the program to exist. All of the Delivery Agents also observed that a large majority of the public was unaware of the fact that a provincial program existed. 3.3 Program Responsibility and Communic...

AI summary The EEH program's success is hindered by low public awareness, despite efforts by CNS and Delivery Agents to promote it through various channels. Delivery Agents increased marketing efforts after NRCan's withdrawal but faced resource limitations.

tion Community center Don‘t know All of the delivery agents said that customers in their service territory were not aware that, even though NRCan has withdrawn its rebates, the provincial program was still in place. Only one delivery agent...

AI summary Delivery agents reported that customers were largely unaware of the provincial energy efficiency program after NRCan withdrew its rebates. Very few respondents had concerns about participating in the EnerGuide for Existing Houses Program, with most not having any concerns. Barriers to participation included lack of work to do at some homes, apathy, and reluctance to work with the government.

because they had only demand savings. Estimates from the DSM Administrators consultant in EEH program tracking spreadsheet. There were no installations of drain water recovery with 30% - 41.9% efficiency. NMR Evaluation of 2010 EnerGuide f...

AI summary The evaluation of the 2010 EnerGuide for Existing Houses Program found that 76% of respondents decided not to install at least one recommended measure, with cost being the primary reason (46%). This aligns with findings from the 2009 program and feedback from Delivery Agents about cost being a barrier to participation.

Yes 35% 41% No 57 46 Don‘t know 9 0 Respondents were asked if they had any recommendations for improving the program. About one-half of 2010 participants (54%) offered at least one recommendation, significantly fewer than in 2009 (78%). On...

AI summary Respondents were asked about program improvements, with 54% of 2010 participants offering recommendations, significantly lower than 78% in 2009. Common suggestions included increased rebates, tax deductions, and extending the program. Most respondents (93%) lived in single-family homes with at least three bedrooms.

e incentive from Nova Scotia Power, could your budget have accommodated the full cost of the energy efficient upgrades including the incentive? 1. Yes 2. No 3. (Don‘t know) FR5. How influential were the following elements to your decision...

AI summary The text includes survey questions about the influence of program incentives, energy audits, and contractor services on participants' decisions to install energy efficiency upgrades as part of the EnerGuide Existing Houses program. It also references a conditional skip in the survey based on audit stage and response data.

9. What are the major components and activities of the program, and what are they intended to accomplish? a. In the short term? b. Intermediate term? c. Long term? 10. What are the key outputs from each activity? 11. Is there any sequence...

AI summary The text outlines a series of questions aimed at understanding the structure, sequence, and effectiveness of a program, including its components, outputs, outcomes, and assumptions. It emphasizes the need to measure program success through indicators and considers factors that may influence program effectiveness.

he program manager at Conserve Nova Scotia? What is the nature of these interactions? Do you have any contacts with Natural Resources Canada, the Federal administrator of the EnerGuide Program? IF YES: How frequently and what is the nature...

AI summary The text asks about the program manager at Conserve Nova Scotia and their interactions with Natural Resources Canada regarding the EnerGuide Program. It also inquires about potential efficiencies from managing both the EnerGuide for New Houses and Existing Houses programs, and the role of the President of DA-4 in managing these programs.

Scotia Power? If not, what data should be captured? Do you think the data is being captured and communicated in the most efficient possible way? IF NO: How could the data capture and communication be improved? 16. [IF NOT MENTIONED ABOVE]...

AI summary The text outlines a series of questions regarding data capture, program delivery processes, and challenges faced in implementing energy efficiency programs, particularly focusing on customer engagement, data tracking, and the impact of Nova Scotia Power's involvement.

Customer Issues 26. In general, how aware and knowledgeable are consumers in your service territory about the program? How important do you think it is to increase consumer awareness levels about the program? Why do you feel this way? What...

AI summary The text outlines a series of questions aimed at understanding customer awareness, participation, and engagement with a program. It explores how customers learn about the program, outreach efforts, barriers to participation, and the impact of Nova Scotia Power's involvement.

Tables TABLE 1: 2010 PROGRAM SAVINGS SUMMARY.............................................................................................. I TABLE 2-1: COMPARISON OF 2009 AND 2010 PROGRAM ACTIVITY .............................................

AI summary The text presents a series of tables summarizing energy savings data from various programs, including comparisons between 2009 and 2010, participant and control group analyses, and savings estimates. These tables provide insights into the effectiveness of energy efficiency initiatives and their impact on electricity usage.

only about one in eight participants (13%) reported that they found out about the program through word-of-mouth. LIH-F8. LIH-R8. The DSM Administrator (via CNS) worked effectively with SNSMR Identifying eligible participants through the pa...

AI summary The document discusses the effectiveness of the DSM Administrator's collaboration with SNSMR in identifying income-eligible households for the Heating Assistance Rebate Program. It also highlights a misperception among delivery agents regarding program eligibility, suggesting a need for improved training and communication.

Program Delivery Structure and Design Finding Recommendation LIH-F12. LIH-R12. The LIH the program is not consistently referred to by the same name The DSM Administrator should establish a single name for throughout the program delivery pr...

AI summary The LIH program lacks consistent naming across delivery processes, leading to customer confusion. Delivery Agents decreased from four to three in 2010, and there are concerns about resource sufficiency. The protocol for replacing Delivery Agents is also discussed.

designed. LIH-F14. LIH-R14. The Delivery Agents reported that the protocol for replacing The DSM Administrator should review and update the refrigerators and freezers was burdensome and that they were not guidebook for determining the manu...

AI summary The Delivery Agents found the protocol for replacing refrigerators and freezers burdensome and not properly equipped to determine appliance ages. Program staff suggested separating Scope I and Scope II audits to increase cost effectiveness, and emphasized the need for stakeholder involvement in program design changes.

Program Delivery Structure and Design (continued) Finding Recommendation LIH-F16. LIH-R16. As reported in the 2009 evaluation, the LIH program tracking The DSM Administrator should introduce a unique information did not include a unique id...

AI summary The LIH program lacks unique identifiers for participants and has issues with invoicing and communication. Recommendations include assigning unique identifiers early, consolidating invoices, and improving collaboration between Outreach and Delivery Agents.

h Agent Integrate Outreach and Delivery Agents as full partners in and the participants they recruited, but not between the participants program delivery. Establish a feedback loop for Outreach and CNS. Both of the Outreach Agents reported...

AI summary The text discusses issues with communication and data tracking in a program involving Outreach and Delivery Agents, the DSM Administrator, and CNS. Agents reported passing on customer concerns without resolution, and there was a lack of regular updates on application status. There was also a discrepancy between recorded and actual installations.

, and with the implementation of the requirement that reported to have been installed by Delivery Agents. participants sign off on the measures installed after the work has been performed.

AI summary The text discusses a requirement for participants to sign off on energy efficiency measures installed by Delivery Agents after the work has been completed.

1.1 Program Description The 2010 Low Income Housing (LIH) program was administered by Conserve Nova Scotia (CNS),4 which called it the Residential Energy Affordability Program (REAP); and was funded by CNS, the DSM Administrator, Natural R...

AI summary The 2010 Low Income Housing (LIH) program, administered by Conserve Nova Scotia (CNS) and known as the Residential Energy Affordability Program (REAP), aimed to assist lower-income homeowners in Nova Scotia with energy efficiency upgrades. The program was funded by CNS, the DSM Administrator, Natural Resources Canada, and ecoNova Scotia. Administrative changes included the addition of an Outreach Agent, the reduction of Delivery Agents, and the use of third-party inspections.

Electricity-saving measures eligible for funding from the DSM Administrator included:  Insulation of basement and/or crawlspaces, exposed floors, main walls and attics/ceilings in electrically heated homes;  Draft-proofing areas such as...

AI summary The DSM Administrator funds various electricity-saving measures, including insulation, draft-proofing, thermostat installation, and appliance upgrades. These measures target energy efficiency in electrically heated homes. CNS contracted with three service providers to implement the 2010 program.

Program Barriers  Mistrust. Potential participants may not believe that the program is offered for free.  Information Sharing. Due to privacy concerns, participant information is not shared freely between the national and provincial gove...

AI summary The text discusses program barriers such as mistrust, information sharing challenges, and lack of comprehensive participant pools. It also outlines short-term and mid-term outcomes, including increased energy knowledge, bill reductions, and improved comfort for low-income customers.

icipants. The participant and nonparticipant billing data used in the analysis extended from January of 2008 through present. This data was analyzed in a systematic way to estimate program impacts. Specifically, the initial analysis determ...

AI summary The text discusses the analysis of billing data for program participants and non-participants from January 2008 to the present, with a focus on estimating energy impacts through various analytical methods. It outlines the steps taken to develop participant billing information, including the use of a control group and temperature normalization.

AP%20Evaluation%20Report.pdf NMR Evaluation of 2010 Low Income Households Program Page 19 Table 2-10 presents the final estimates of savings for the LIH program based upon the billing analysis results described above. This table utilizes t...

AI summary The document evaluates the 2010 Low Income Households (LIH) Program, estimating energy and demand savings based on billing analysis. It reports total energy savings of 800.3 MWh at the meter and 895.4 MWh at the generator, with a 30% realization rate compared to the program tracking estimate. Demand savings are estimated at 178 kW at the meter and 199.2 kW at the generator.

tive estimate of impacts for the LIH program. In the interest of producing this alternative estimate conservatively, we used the lower bound of the Conserve Nova Scotia space heating use combined with 17 We used a factor of 1.1188 to calcu...

AI summary This section presents an alternative estimate of the impact of the Low Income Households (LIH) program by using a conservative approach that combines data from Conserve Nova Scotia and billing analysis results. The estimated energy savings are 1,129 MWh and 1,264 MWh for meter and generator respectively, with corresponding demand savings of 251 kW and 281.2 kW.

Meter Generator Energy (MWh) 1,129 1,264 Demand (kW) 251 281.2 In the final analysis, however, the billing data approach was based on actual consumption data for the low income population and thus may be considered more reliable than extra...

AI summary The document evaluates the 2010 Low Income Households (LIH) program, comparing billing data with survey estimates to assess energy savings. It highlights the use of actual consumption data for low-income households and discusses the process evaluation involving interviews and surveys to ensure cost-effective energy-saving measures are implemented.

gy-saving measures in residential low income customer-owned households. The DSM Administrator‘s funding is directed to DSM measures that target cost-effective electrical energy savings opportunities. 3.1 Methodology 3.1.1 In-depth Intervie...

AI summary The document outlines the methodology used to evaluate the 2010 Low Income Households Program, including in-depth interviews with program administrators and participants, and a survey to assess satisfaction, program effectiveness, and barriers to participation.

Participant demographics NMR Evaluation of 2010 Low Income Households Program Page 22 3.1.3 Sampling Error In 2010, there were 680 unique participants in LI REAP who received a rebate from the DSM administrator for electric upgrades that w...

AI summary The 2010 Low Income Households Program (LI REAP) had 680 unique participants who received rebates for electric upgrades. A sample of 62 participants was surveyed, resulting in a sampling error of +10.0% at the 90% confidence level.

3.2 Program Design and Administration The 2010 Low Income Households (LIH) program operated in concert with the Conserve Nova Scotia Residential Energy Affordability Program (REAP) which had overall administrative responsibility for the pr...

AI summary The 2010 Low Income Households (LIH) program, administered through the Residential Energy Affordability Program (REAP), provided energy-efficient upgrades for low-income homes. The program had two scopes: Scope I covered building envelope upgrades with full funding for electrically heated homes, and Scope II included items like CFLs and ENERGY STAR appliances, fully funded regardless of heating source. Three Delivery Agents implemented the program in 2010, with one exiting due to an unsuccessful bid.

utilized four Delivery Agents, each one operating in one of the four program regions. The Delivery Agent that left the program was unsuccessful in its bid to remain a REAP delivery agent in 2010.19 In addition to the reduction in the numbe...

AI summary The program utilized four Delivery Agents, but one left in 2010 after being unsuccessful in its bid to remain. The DSM Administrator added a second Outreach Agent to improve participation among low-income customers with electrically heated homes. Quality control procedures were also enhanced during this period.

r to perform the Scope I upgrades. The EnerGuide audit would not be performed for homes receiving only Scope II upgrades. While they had heard about the discussions regarding separating Scope I and Scope II audits, at the time of the in-de...

AI summary The document discusses the implementation of the Low Income Households Program, focusing on the roles of Delivery Agents and the challenges related to audit scopes. Delivery Agents are responsible for program coordination, and concerns were raised about the cost of separating Scope I and Scope II audits. The DSM administrator is considering these concerns during program redesign.

S program manager believed that the program was running more smoothly than last year, particularly because the Delivery Agents had become accustomed to the data requirements of the DSM Administrator.

AI summary The program manager noted that the program is running more smoothly this year, partly due to Delivery Agents becoming familiar with the data requirements of the DSM Administrator.

a welcome letter from CNS in several weeks. However, the Outreach Agents reported process delays of five to six months. The program design identifies the Outreach Agent as a source of program participants and therefore they have no influen...

AI summary The 2010 Low Income Households Program faced delays due to communication gaps between Outreach Agents and the Program Administrator. Outreach Agents were not updated on process delays or complaint statuses, leading to inefficiencies. The Program Administrator has since addressed the issue by discussing gaps with Outreach Agents and implementing regular check-ins.

been done over the summer. The one exception was that as a result of the new water heater wrap and insulation, she was now getting hot water immediately. The customer was very happy with the work. NMR Evaluation of 2010 Low Income Househol...

AI summary The evaluation of the 2010 Low Income Households Program includes a survey of participants, focusing on those who received DSM electrical measures. Eligibility criteria required participants to primarily heat their water or home with electricity, with significant increases in the percentage of participants heating with electricity in 2010 compared to 2009.

because the Delivery Agents did not actually install all of the measures recorded in the program tracking records. Table 4-5: Verification of Measures Installed

AI summary The text discusses an issue where the Delivery Agents did not install all the measures recorded in the program tracking records, as indicated by the mention of a verification table.

= Absolute Relative Deviation Uc = Annualized Usage for Potential Control Group Member Up = Annualized Usage for Participant For each participant, the control group pool customers with the smallest absolute relative deviation in the annual...

AI summary The text describes the methodology for selecting a control group in an energy efficiency program, based on annualized usage deviation and temperature normalization using the PRISM algorithm to estimate normalized annual consumption.

a. Again at the broadest level, what were the areas that were not so successful? b. To what do you trace the difficulties you encountered? How might they be addressed in future programs? Marketing and Verification: 8. Please explain the va...

AI summary The document outlines a series of questions related to the evaluation of energy efficiency programs, including their marketing, delivery, success, and gaps in coverage. It also touches on the impact of changes in incentive structures and the review of past recommendations.

................................ 13 NMR Evaluation—2010 New Houses Program Page 1 1 Executive Summary This report presents the results of the process and impact evaluation of the 2010 New Houses (NH) program conducted by NMR Group, Inc. (N...

AI summary This report evaluates the 2010 New Houses program by NMR Group, Inc. for Nova Scotia Power and Efficiency Nova Scotia Corporation. The evaluation highlights changes due to new building codes and organizational shifts, including the transition of the DSM portion to ENSC and impacts from NRCan's withdrawal from the EnerGuide for Existing Houses program.

tion explored issues that included program administration, satisfaction, motivation, barriers to participation and how the rebates incentivized participants to implement energy efficiency measures. NMR Evaluation—2010 New Houses Program Pa...

AI summary The impact evaluation of the 2010 New Houses Program found that it achieved 680 MWh of energy savings and 810 kW of demand savings, falling short of the 2,000 MWh energy savings target but exceeding the 640 kW demand savings target. The evaluation considered free-ridership rates and adjusted calculations accordingly.

Program Participation and Incentive Structure Finding Recommendation NH-F1. NH-R1. Implementation of the NH program entailed multiple phases and a Under these circumstances, the program has two choices variety of people were involved in de...

AI summary The NH program's implementation involved multiple phases and stakeholders. With the EnerGuide 83 minimum requirement, many homes could meet it by installing heat pumps, making the program function as a heat pump initiative. The recommendation suggests raising the EnerGuide level to 85 or 90 over time or shifting to direct incentives for specific measures to improve cost-effectiveness and efficiency.

r heating systems  Electric water heater pipe wrap  Aluminum foil or fibreglass electric water heater tank wrap  At least 10 energy efficient lights in fixtures 3 Conserve Nova Scotia also provided rebates for other non-electric measure...

AI summary The text discusses energy efficiency measures such as electric water heater wraps and lighting, as well as the Conserve Nova Scotia rebate program. It also notes that the R-2000 program is not part of the DSM program and provides details about R-2000 certified homes. The document references NMR and includes a link to an evaluation of the 2010 New Houses Program.

audit the completed house (including a blower door test) and verify the energy saving measures that were installed. Energy Evaluators input audited data into HOT2000 software and upload information to NRCan. Based on the results, the house...

AI summary The 2010 New Houses Program involves auditing completed houses with a blower door test, inputting data into HOT2000 software, and assigning an EnerGuide rating. Eligibility for rebates depends on the results, and rebates are processed by CNS for the first owner or builder. The program assumes sufficient outreach to motivate builders, developers, and customers to participate.

NMR Evaluation—2010 New Houses Program Page 14 3 Impact Evaluation 3.1 Methodology The NMR team‘s approach to evaluating the 2010 impacts of the NH program was based on a review of the program records to assess the approach taken by the DS...

AI summary The evaluation of the 2010 New Houses Program assessed program savings using a sample of homes, updated baseline models, and software comparisons. Tracked savings for 2010 were 1,700 MWh at the meter and 1,900 MWh at the generator, with the latter adjusted using a line loss factor. Free-ridership rates were calculated through a survey of 47 participants.

As of January 17, 2011, the 2010 new houses program had a total of 260 participants resulting in an estimated 1,321 MWh of gross savings at the meter and 1,478 MWh at the generator. Initial demand estimates for the new houses program were...

AI summary The 2010 new houses program had 260 participants, resulting in estimated energy savings of 1,321 MWh at the meter and 1,478 MWh at the generator. Initial demand savings estimates were based on an energy-to-demand ratio of 6.8, later validated by an updated analysis with a ratio of 7.5. Adjustments were made to include ETS units, leading to total demand savings of 1,574 kW at the meter and 1,761 kW at the generator.

Total Savings (MWh) 1,321 1,478 Demand Savings (kW) 1,574 1,761 3.5 REM/Rate Validation of HOT2000 In the final segment of our analysis, we compared the calculated savings for a sample of program homes using both the HOT2000 software and R...

AI summary The text discusses a comparison between the HOT2000 and REM/Rate software in estimating energy savings for the 2010 New Houses Program. The objective was to assess the accuracy of HOT2000, which was used to model program savings, by comparing it with REM/Rate, a widely used residential energy analysis software in the United States.

MWh) 2,000 1,702 1,905 608 680 Demand (kW) 640 Na Na 724 810 NMR Evaluation—2010 EnerGuide for New Houses Program Page 33 4 Process Evaluation 4.1 Methodology The 2010 process evaluation of the NH program was based on a telephone survey of...

AI summary The 2010 process evaluation of the EnerGuide for New Houses program involved telephone surveys of builders and homeowners, as well as interviews with a Delivery Agent, Nova Scotia Power, and Conserve Nova Scotia. The evaluation focused on program delivery, satisfaction, and suggestions for improvement.

ing Error Table 4-1 shows the estimated population, sample size and sampling error for the telephone survey. For the participant survey, the sampling error was +10.88% at the 90% confidence level. Table 4-1: Sample Size and Sampling Error...

AI summary The 2010 EnerGuide for New Houses Program was administered by Conserve Nova Scotia (CNS) with the assistance of three Delivery Agents and eight certified Energy Advisors. The program provided rebates for energy efficiency upgrades in new homes, and applicants received detailed evaluations and recommendations for improvements.

upgrade options. Upon completion of construction, the Energy Advisor verified the upgrades that had been completed and notified the homeowners about which rebates that they were eligible to receive. 4.3 Program Communication and Delivery I...

AI summary The document discusses the communication and delivery challenges of the Nova Scotia New Homes (NH) program. It highlights confusion among builders and inspectors due to changes in program support and the discontinuation of the EnerGuide for Existing Houses program. Program staff have taken steps to address this by increasing promotion efforts.

d learned about the program from builders, about one-fifth (9 of 43) had learned about it from a newspaper ad or story, and about one-sixth (7 of 43) had learned about it from a home show. (Table 4-2)

AI summary The document discusses how participants in a program learned about it, with most informed by builders, and others through newspaper ads, stories, or home shows.

Table 4-2: Sources of Program Information (Base: Builders, owners; multiple response) 2009 2010 Builders Homeowners Total Builders Homeowners Total Sample size 13 10 23 4 43 47 Home builder 1 2 3 12 12 Newspaper ad or story 1 1 9 9α Home s...

AI summary The table presents sources of program information for builders and homeowners in 2009 and 2010. It shows that word of mouth, contractors, and media were common sources, with Nova Scotia Power and other entities also playing a role in disseminating information.

four builders indicated that their budgets could have accommodated the full cost, including the incentives, of the energy efficient upgrades they had incorporated into the participating houses. NMR Evaluation—2010 EnerGuide for New Houses...

AI summary The evaluation of the 2010 EnerGuide for New Houses Program indicates that most builders and homeowners believed their budgets could have covered the full cost of energy-efficient upgrades, including incentives, without the need for rebates.

owners would like to have had covered by the program. Two of the four builders and ten of the 43 homeowners said there had been other measures that they had wanted covered by the program. (Table 4-20) Table 4-20: Desire for Program Coverag...

AI summary The text discusses survey results from 2009 and 2010 regarding the desire for program coverage of other upgrades. Builders and homeowners were surveyed, with a notable increase in the number of respondents who wanted additional measures covered by the program in 2010 compared to 2009.

l rebate. It can get confusing.” NMR Evaluation—2010 EnerGuide for New Houses Program Page 50 Two homeowners said that they would like higher or more accurate efficiency ratings. Two homeowners wanted a faster certification process and two...

AI summary Homeowners expressed a desire for higher or more accurate efficiency ratings, faster certification processes, and increased support for the NH program. There was also a strong desire for continued and higher rebates, increased program awareness, and greater clarity regarding the program.

4.12 Program Strengths/Weaknesses 4.12.1 Delivery Agent Perspective The Delivery Agent indicated the following strengths and weaknesses about the program: Strengths:  The major accomplishment of the program was the prescriptive measures o...

AI summary The document discusses the strengths and weaknesses of a demand-side management program from the perspectives of the Delivery Agent and Program Staff. Strengths include prescriptive measures and improved rebate availability, while weaknesses involve confusion among builders and administrative challenges.

10. What are the major components and activities of the program, and what are they intended to accomplish? a. In the short term? b. Intermediate term? c. Long term? 11. What are the key outputs from each activity? 12. Is there any sequence...

AI summary The text outlines a series of questions about the components, activities, and goals of a program, focusing on short-term, intermediate, and long-term outcomes, as well as the assumptions and indicators for measuring program success and effectiveness.

Marketing and Verification: 17. Please explain the various marketing activities utilized by each program. What do you think is particularly good about program marketing? How could program marketing be improved? 18. Overall, how successful...

AI summary The text outlines a series of questions aimed at evaluating the marketing, delivery, and effectiveness of energy efficiency programs, as well as identifying gaps and areas for improvement. It also requests feedback on the adoption of 2008 recommendations and an assessment of program strengths and weaknesses.

manager at Nova Scotia Power? What is the nature of these interactions? How frequently are you in contact with Brian Hayes, the program manager at Conserve Nova Scotia? What is the nature of these interactions? Do you have any contacts wit...

AI summary The text outlines a series of questions about interactions between program managers, delivery agents, and other organizations involved in energy efficiency programs. It explores the frequency and nature of these interactions, as well as potential coordination and administrative efficiencies.

22. In general, which parts of the program process do you think work particularly well? Why? Which parts work less well? Why? 23. Do you have any other suggestions for improving the program delivery process? Builder Issues 24. How aware an...

AI summary The text outlines a series of questions directed at stakeholders regarding the effectiveness of a program, focusing on builder and consumer awareness, participation, and potential improvements. It seeks feedback on program delivery, builder engagement, and customer outreach strategies.

tion: Efficient Lighting Products Direct Install Program 2010 February 25, 2011 Final Report Submitted to: Efficiency Nova Scotia Corporation Submitted by: NMR Group, Inc. Principal Investigators: Rohit Vaidya David Barclay NMR Group, Inc....

AI summary This document is a final report evaluating the 2010 Efficient Lighting Products Direct Install Program submitted by NMR Group, Inc. to Efficiency Nova Scotia Corporation. The report was prepared by principal investigators Rohit Vaidya, David Barclay, and Tom Ledyard.

50-2 Howard Street, Somerville, MA 02144 Phone: (617) 284-6230 Fax: (617) 284-6239 www.nmrgroupinc.com Evaluation of 2010 Efficient Lighting Products Direct Install Program

AI summary The text refers to an evaluation of the 2010 Efficient Lighting Products Direct Install Program, likely involving an analysis of its effectiveness and impact.

NMR 4.6 PARTICIPATION BARRIERS .......................................................................................................................... 29 4.7 PURCHASE AND USE BEHAVIORS ......................................................

AI summary This section of the document discusses participation barriers, purchase and use behaviors related to energy efficiency programs, and energy attitudes and behaviors. It includes subsections on socket saturation, CFL installation and removal, purchase behaviors, usage behavior, future purchases, and satisfaction with the program. It also touches on firmographics and includes appendices on stratified ratio estimation and interview questionnaires.

Tables TABLE 1: 2010 PROGRAM ENERGY AND DEMAND SAVINGS ..................................................................... I TABLE 2-1: ENERGY GOALS BY YEAR ...................................................................................

AI summary The text presents a series of tables related to energy and demand savings, installation teams, lighting retrofits, population summaries, sample design, HVAC system efficiency, in-service rates, and free-ridership questions. These tables support analysis of energy programs and their impact.

PACE ............................................................................................................ 42 TABLE 4-25: FULL-TIME EQUIVALENT WORKERS ....................................................................................

AI summary This report evaluates the 2010 Efficient Lighting Products Direct Install Program (DI) by NMR Group, Inc. for Nova Scotia Power and Efficiency Nova Scotia Corporation. It includes process and impact evaluations, comparing results from 2008, 2009, and 2010. The evaluation involved interviews and surveys with staff, contractors, and participants.

s with DSM Administrator staff and the implementation contractors, as well as telephone surveys with program participants. All the interview guides and survey instruments were developed by NMR staff. Impact Evaluation Findings The DI progr...

AI summary The DI program has shown strong performance with energy and demand savings exceeding goals in 2010. Energy savings were 25,233 MWh and demand savings were 5,291 kW, surpassing the program's targets. The evaluation was conducted through interviews and surveys by NMR staff.

LED Exit Lights 1,957 410 83% 1,624 341 Total program 32,617 6,839 77% 25,233 5,291 Findings and Recommendations Despite changes to the free-ridership calculations from year to year, both the CFL and LED free-ridership rates remained stati...

AI summary The evaluation of the 2010 Efficient Lighting Products Direct Install Program found that free-ridership rates for CFLs remained stable, with many businesses already installing CFLs before the program. LED exit lights had lower adoption rates. The report suggests revising incentives and requiring customer co-payments for energy efficiency measures.

rtion of the cost for the energy efficiency measures offered by the program and to continue to offer installation services for free. Detailed findings and recommendations are provided below. Customer Awareness, Motivations and Barriers Fin...

AI summary The evaluation of the 2010 Efficient Lighting Products Direct Install Program highlights the effectiveness of email as a customer notification method and emphasizes the importance of financial incentives in motivating participation. The program provided energy-efficient measures and installation at no cost to participants.

articipant. NMR Evaluation of 2010 Efficient Lighting Products Direct Install Program Page III

AI summary The document evaluates the 2010 Efficient Lighting Products Direct Install Program, focusing on its implementation and outcomes. It provides an analysis of the program's effectiveness in promoting energy efficiency and reducing energy consumption through the installation of efficient lighting products.

Customer Awareness, Motivations and Barriers (continued) Finding Recommendation DI-F3. DI-R3. As in 2008 and 2009, the majority of 2010 respondents (97%) Since the majority of DI program participants have reported no prior participation in...

AI summary The majority of DI program participants in 2010 had no prior experience with energy efficiency programs, highlighting the need for the DI program to have a positive impact. Lack of time was the top barrier to pursuing additional energy efficiency measures, and some respondents could not provide reasons for not pursuing them.

ason that they information for identifying other energy efficiency had not pursued additional energy efficiency measures. This may measures they could implement. With the expansion indicate that respondents didn‘t have the time to research...

AI summary The text discusses barriers to implementing energy efficiency measures, such as lack of time and financing. It also mentions the expansion of the SBLS program and the need for financing options in collaboration with local banks.

CFLs Finding Recommendation DI-F6. DI-R6. Nearly seven out of ten 2010 respondents (69%) reported that Consider adjusting incentive levels for CFLs. This they were aware of the benefits of CFLs; about two out of five may, for example, incl...

AI summary The text discusses the awareness and adoption of CFLs and LEDs among business respondents before and after participating in the Direct Install (DI) program. It highlights that while many were aware of the benefits, there was significant untapped potential for further CFL installation even after program participation.

in the program. NMR Evaluation of 2010 Efficient Lighting Products Direct Install Program Page V LEDs Finding Recommendation DI-F8. DI-R8. About two out of five respondents (44%) reported that they had Given the unchanged awareness levels...

AI summary The evaluation of the 2010 Efficient Lighting Products Direct Install Program found that awareness of LED exit lights was low, with few participants having installed them prior to or after the program. Recommendations include promoting the program actively and ensuring all exit lights are retrofitted with LEDs during visits.

that 30% of their exit signs did not contain LEDs. In addition, nearly three out of ten respondents (27%) said that even after participating in the DI program none of their exit signs contained LEDs. Satisfaction with the Program Finding R...

AI summary The evaluation of the 2010 Efficient Lighting Products Direct Install Program found that 30% of exit signs did not contain LEDs, even after participation in the program. Most respondents were satisfied with the program overall, with 97% expressing satisfaction and 85% being very satisfied.

NMR Evaluation of 2010 Efficient Lighting Products Direct Install Program Page 1 2 Program Description and Data Tracking 2.1 Program Description The DI program was first launched in 2008 as a pilot program with an energy savings target of...

AI summary The 2010 Efficient Lighting Products Direct Install Program was extended due to its popularity and the availability of CFLs. The program aimed to achieve 19,960 MWh in energy savings, and 25,233 MWh were achieved. The program was managed by 12 teams across eight regions in Nova Scotia.

thin the small business sector. NMR Evaluation of 2010 Efficient Lighting Products Direct Install Program Page 2 Table 2-3: Types of Lighting Retrofits Offered Measure Offered 2008 2009 2010 13 watt mini-twister CFL Yes Yes Yes 16 watt min...

AI summary The 2010 DI program continued to offer various lighting retrofit measures, including CFLs and LED exit lights, and partnered with local organizations to promote the program. The program relied on trained representatives and outbound calling to reach small businesses, though word-of-mouth marketing reduced the need for calling in later years.

2.1.1 Program Theory The program theory and logic model was updated to reflect any changes to the program compared to 2009. The program theory and logic model are included below. Program Background The Efficient Lighting Products – Direct...

AI summary The Direct Install (DI) program aims to promote the adoption of energy-efficient lighting products, such as CFLs and LED exit lights, through market transformation and resource acquisition. The program seeks to increase awareness and usage in the commercial sector and replace incandescent lights with efficient alternatives at participating businesses.

opportunity for transforming the market. 2 NMR (2010) Impact and Process Evaluation: Efficient Lighting Products Retail Markdown Program 2009. Submitted February 25th, 2010 3 See Table 4-11. NMR Evaluation of 2010 Efficient Lighting Produc...

AI summary The document refers to an evaluation of the 2010 Efficient Lighting Products Direct Install Program conducted by NMR. It also cites a prior impact and process evaluation of a 2009 retail markdown program.

The DI program's marketing and outreach channels include direct contact through a subcontractor, the program contractor, and partnerships with local business associations such as chambers of commerce and business improvement areas. Program...

AI summary The DI program utilizes various marketing and outreach strategies, including partnerships with local business associations, telephone outreach, and on-site visits, to promote energy efficiency initiatives to small businesses. Program activities include training representatives, obtaining program products, and installing energy-efficient lighting.

areas to partner with the program.  Telephone outreach. The telephone calls made by trained representatives generate interest among potential participants.  On-site visits. Sufficient training is provided to representatives that visit cu...

AI summary The text outlines the implementation of the Efficient Lighting Products Direct Install Program, highlighting methods such as telephone outreach, on-site visits, and installation of energy-efficient lighting products like CFLs and LEDs in small businesses across Nova Scotia.

 Transfer of understanding. Small business owners will remember the energy and bill savings they realized from participating in the program and consider energy efficient options when making decisions to purchase other energy using equipme...

AI summary The document discusses the DI program's impact on small businesses, highlighting benefits like energy savings and awareness, as well as barriers such as liability concerns, perceptions of quality, and inaccessibility of equipment. It also outlines short-term outcomes, including awareness through marketing and customer participation in installations.

 Customers allow DI representatives to install CFLs and LEDs. After becoming aware of the opportunities offered by the program, customers allow DI program representatives to install qualifying equipment: o 13 Watt, 23 Watt, 14 Watt (R20)...

AI summary The Direct Install Program (DI) allows customers to have energy-efficient lighting, such as CFLs and LEDs, installed by DI representatives. The program aims to increase knowledge about energy efficiency, boost demand for efficient lighting, and ultimately lead to long-term energy savings and market transformation through standard practices.

Model NMR Evaluation of 2010 Efficient Lighting Products Direct Install Program Page 7 2.2 Program Tracking The subcontractor tracked installations and also conducted brief satisfaction calls with participants after lights were installed....

AI summary The 2010 Efficient Lighting Products Direct Install Program tracked installations by collecting detailed data including business information, installation details, bulb types, wattage replaced, and estimated energy savings. However, limited information was recorded on the pre-existing conditions of exit signs.

e-existing conditions. NMR Evaluation of 2010 Efficient Lighting Products Direct Install Program Page 8 3 Impact Evaluation The NMR team evaluated the impacts of the 2010 Efficient Products Direct Install Program through on- site visits to...

AI summary The NMR team evaluated the 2010 Efficient Products Direct Install Program by conducting on-site visits and using engineering algorithms to estimate energy savings. A total of 41,349 MWh in energy savings was tracked across 5,447 locations, with the majority of installations consisting of 13W CFL twist style bulbs.

ing purposes Program Administrators and the NMR Team collapsed some sites to reflect all activity performed at the site in instances where installations at a given location occurred over several days. Table 3-1: Population Summary Quantity...

AI summary The document discusses the installation of energy-efficient products under the Efficient Products Direct Install program, including the use of Model-Based Statistical Sampling (MBSS) to evaluate program impact. It includes a summary table of installations and energy savings across various product types and mentions that the program year had approximately six weeks left at the time of sampling.

ng the sample population by 4 Since there were multiple technologies installed at some sites, the number of sites in Table 3-1 exceeds the number of sites that participated in the program in 2010. NMR Evaluation of 2010 Efficient Lighting...

AI summary The document discusses the evaluation of the 2010 Efficient Lighting Products Direct Install Program, including the sample design used to estimate annual energy savings. A sample of 25 sites was targeted, but only 22 were visited due to scheduling and accessibility challenges. The methodology aimed for ±10% precision at the 90% confidence interval.

e columns show the savings in each stratum, the sample visited from each stratum, and the final case weights of the sample. Table 3-2: Final Sample Design: Savings Stratum Max Savings (MWh) Projects Total Savings (MWh) Sample Case Weight (...

AI summary Table 3-2 presents the final sample design for savings across different strata, showing maximum savings, number of projects, total savings, sample size, and case weights. Table 3-3 outlines the diversity of facility types visited, such as retail spaces, offices, and churches, highlighting the sample's representation of building types.

ugh selected for the purpose of estimating energy savings, provides a fairly good representation of those building types. Table 3-3: Final Sample Design: Building Type Building Type Population Sample Church 241 3 Charity 57 0 Community Fac...

AI summary The document discusses the methodology used in evaluating the 2010 Efficient Lighting Products Direct Install Program, including on-site work consisting of reviewing installed lighting, facility walk-throughs, logger installation/removal, and savings analysis to estimate energy savings.

stallation/removal, and a savings analysis. Each part is described below. The on-site engineering assessment process culminated in the development of gross estimates of savings for the on-site sample. 3.2.1 Tracking Data Review The first s...

AI summary The process of on-site engineering assessments includes reviewing tracking data and conducting facility walk-throughs to verify installed measures and gather energy savings data. Auditors assess installation accuracy, collect usage data, and install loggers to evaluate the effectiveness of energy efficiency measures.

 Install time-of-use lighting loggers to gather operating hours of unique schedules identified on- site;  Collect available information with which to assess interactive effects. 3.2.3 Lighting Loggers So as to compile the most accurate d...

AI summary Lighting loggers were installed to collect operating hours data for various room types, and standard analysis spreadsheets were used to calculate demand and energy savings, both with and without interactive effects, using pre- and post-retrofit information.

hting coincidence factor as determined from specific measured logger interval data or from a reported schedule when data was not available. While on-site, evaluators assessed whether areas with lighting were served by cooling systems and t...

AI summary The document describes a method for calculating cooling kWh and kW energy savings from efficient lighting installations, taking into account factors such as the cooling system's COP, the percentage of space cooled, and the timing of lighting usage.

0.90 Refrigerated Area 2.00 Water to Air Heat Pump 4.21 Non-Electric 40.0 The following calculations were used in the instances that electric heating occurred in the space equipped with retrofitted lighting. However, the majority of sites...

AI summary The text discusses calculations for heating kWh and kW energy savings related to the 2010 Efficient Lighting Products Direct Install Program. It uses factors like the energy interaction factor (0.15) and demand interaction factor (0.133) between lighting and heating systems, and notes that most sites were heated via oil or gas, which had minimal impact on interactive savings.

or the on-site sample, including interactive effects. A one-to-one reference line is the plotted line on the diagonal, which would represent the line on which all points would fall if the tracking system savings estimates were exactly corr...

AI summary The evaluation of the 2010 Efficient Lighting Products Direct Install Program found discrepancies between on-site savings and tracking system estimates. At several sites, fewer lights were installed or operating hours were lower than expected, leading to a 77.8% installation rate across all sites.

NMR Evaluation of 2010 Efficient Lighting Products Direct Install Program Page 14 Figure 3-1: Observed On-site versus Tracking System Savings

AI summary The document presents a figure comparing observed on-site savings with tracking system savings from the 2010 Efficient Lighting Products Direct Install Program, highlighting discrepancies between actual and recorded energy savings.

Table 3-5 shows the installed annual energy and demand savings for the 2010 Efficient Products Direct Install Program. This table is comprised of the original population tracking savings followed by the expanded savings estimates from the...

AI summary The 2010 Efficient Products Direct Install Program's energy and demand savings were evaluated, revealing discrepancies in installation rates. The NMR team identified overestimations in program savings, with the tracking system overstating savings by 2,294 MWh. Efficiency Nova Scotia addressed the issue by instructing the implementation contractor to quantify the discrepancies and make adjustments.

lize this information to inform an alternative savings estimate, we can assume that the reduction in savings of 2,294 MWh (or 5.5% of tracking) can also be considered an estimate of the installation rate, albeit a rate that is determined t...

AI summary The document evaluates the 2010 Efficient Lighting Products Direct Install Program, comparing initial and revised energy savings estimates. The initial estimate was 26,401 MWh, while the final revised estimate, adjusted using an installation rate from the implementation contractor, is 29,853 MWh. The evaluation also includes demand savings based on different metrics.

r Installation Rate Evaluated Annual Energy Savings (Meter) 2929,853 72.2% 6,259 Evaluated Annual Savings (Generator) 3232,617 78.9% 66,839 As part of the analysis, we also reviewed the self-reported hours of operation at the time of our v...

AI summary The evaluation of the 2010 Efficient Lighting Products Direct Install Program found that the in-service rate for CFLs was 98.4%, while LED exit lights had a 100% in-service rate. However, on-site visits revealed a much lower in-service rate of 77.8%, indicating discrepancies between self-reported data and actual usage.

used is 1.0926 NMR Evaluation of 2010 Efficient Lighting Products Direct Install Program Page 16 3.4 Spillover Spillover is additional energy-efficient equipment installed by participants due to program influences and in the absence of dir...

AI summary The 2010 Efficient Lighting Products Direct Install Program led to spillover effects, with 19% of participants installing additional CFLs and 3% installing additional LEDs. The program influenced over 78% of respondents who made additional lighting upgrades, though spillover rates for LEDs were higher compared to previous years.

decision to install 10 additional LED exit lights. The resulting spillover rates were relatively lower for CFLs and relatively higher for LEDs compared to 2008 and 2009, although not significantly so. Table 3-7: Additional Purchases of CFL...

AI summary The text discusses the spillover rates of additional purchases of CFLs and LEDs in 2008, 2009, and 2010, noting that the rates were relatively lower for CFLs and higher for LEDs. It also shows the influence of the Direct Install Program on these purchases.

at or significantly fewer LED exit lights? Don‘t know 25% Would have installed the same number of CFLs that were FR2g. Yes 50% installed through the program No 25% Would have installed the same number of LED exit lights FR2h. Don‘t know 25...

AI summary The text presents survey responses regarding the installation of CFLs and LED exit lights, with participants indicating their intent to install the same number of lights as those provided through the program or not. The scores for CFL and LED stated intent are calculated using averages of specific survey responses.

that were installed through the program CFL Stated Intent Score = average of FR2a, FR2c, FR2e+ei, and FR2g. LED Stated Intent Score = average of FR2b + FR2d + FR2f+fi, and FR2h.

AI summary The text provides a formula for calculating the Stated Intent Score for CFL and LED installations under a program, using specific FR2 subcomponents as inputs.

Table 3-9: CFL Free-ridership Program Influence Questions Free- Question Question Responses Rider Number Score How influential were the following to your decision to install [CFLs or/LEDs]? Please give your answer on a scale of 1 to 5, whe...

AI summary The table assesses the influence of various aspects of the CFL and LED free-ridership programs on participants' decisions to install energy-efficient lighting products. Respondents rated factors such as free CFLs, free installation services, and information received during initial contact by program representatives on a scale of 1 to 5.

FR4. installing the LED exit lights? Not including installation costs, the LED exit lights would have cost approximately [read: cost from program records]. Based on their responses to these questions, NMR divided respondents into three dis...

AI summary The document discusses the categorization of respondents in the DI program based on their likelihood of installing energy efficiency measures without the program. Respondents are divided into full free-riders, non-free-riders, and partial free-riders based on specific criteria, including pre-existing plans, budget capacity, and installation intent.

1 and FR2h = 1 (see Table 3-8) NMR Evaluation of 2010 Efficient Lighting Products Direct Install Program Page 19 Among the 75 respondents who, according to program records, had CFLs installed by the DI program, five respondents were classi...

AI summary The document evaluates the 2010 Efficient Lighting Products Direct Install Program, analyzing free-riders and non-free-riders. It found five full free-riders with 610 CFLs installed and no full free-riders among LED exit light installations. Only five CFL and one LED respondent were identified as non-free-riders, with minimal installations attributed to the program.

-8. Based on their responses, NMR Evaluation of 2010 Efficient Lighting Products Direct Install Program Page 20 each respondent was assigned a free-rider rate for each question and then their overall stated intention free-ridership rate wa...

AI summary The text discusses the evaluation of a 2010 Efficient Lighting Products Direct Install Program. It outlines the methodology used to calculate free-rider rates based on respondents' answers and how the program influenced their decisions to install energy-efficient lighting. The impact of budget considerations on free-rider rates is also addressed.

net-to-gross ratio was calculated based on spillover and free-ridership. For the 2010 program year, the net-to-gross ratio for the program was 77% for CFLs and 83% for LED Exit Lights. (Table 3-12) Table 3-12: 2010 Net-to-Gross Ratio 2010...

AI summary The 2010 Efficient Lighting Products Direct Install Program had a net-to-gross ratio of 77% for CFLs and 83% for LED Exit Lights, calculated based on spillover and free-ridership rates. The table provides detailed breakdowns of these metrics for the program year.

77% 83% NMR Evaluation of 2010 Efficient Lighting Products Direct Install Program Page 22 3.7 Energy Savings Estimation Table 3-13 presents the net installed annual energy and demand savings for the 2010 Efficient Products Direct Install p...

AI summary The 2010 Efficient Products Direct Install program achieved significant energy and demand savings, exceeding its goals and surpassing the combined savings of previous years. The majority of savings came from CFL installations, with LED Exit Lights contributing a smaller portion. The program showed substantial growth compared to 2008 and 2009.

1,624 341 Total program 25,233 5,291 11 Program staff are of the opinion that growth may have peaked in 2010. NMR Evaluation of 2010 Efficient Lighting Products Direct Install Program Page 23 4 Process Evaluation 4.1 Methodology The 2010 p...

AI summary The 2010 process evaluation of the Direct Install component of the Efficient Lighting Products Program involved in-depth interviews with program staff and contractors, as well as comparisons with previous evaluations from 2008 and 2009.

he implementation contractor‘s project manager and the subcontractor‘s project manager. The interviews covered a variety of program-related topics including program goals, program theory and delivery. 4.1.2 Participant Survey & Sample Desi...

AI summary The document discusses the evaluation of the 2010 Efficient Lighting Products Direct Install Program, including interviews with program participants and analysis of CFL and LED installations. The sample design for the evaluation was modified due to limited availability in some strata, and the 2010 survey showed higher installation numbers compared to the population average.

5 1 51 to 60 4 1 4 1 3 1 4 <1 6 3 <1 61 to 70 6 1 2 1 4 1 3 <1 8 1 <1 71 to 80 1 0 2 0 4 1 3 <1 4 1 2 <1 81 to 90 3 0 2 0 3 2 <1 3 1 91 to 100 0 0 2 0 1 2 <1 1 1 100 or more 10 1 11 0 31 1 17 <1 21 6 Average installed 40 8 41 7 299 9 62 3...

AI summary The text discusses the sampling error for the 2008, 2009, and 2010 telephone surveys conducted as part of the evaluation of the 2010 Efficient Lighting Products Direct Install Program. It notes that the sampling error was less than 10% at the 90% confidence interval for each survey.

quarters of participants (74%) received 30 or fewer CFLs and more one-third of participants (36%) received 10 CFLs or less. The majority of participants (81%) received fewer than 11 LEDs. (Table 4-1) 4.3 On-Site Visit Discrepancies During...

AI summary The evaluation of the 2010 Efficient Lighting Products Direct Install Program found that most participants received a limited number of CFLs and LEDs. Discrepancies were identified between the number of installed bulbs recorded in the tracking system and the actual on-site installations, due to inaccurate reporting and uninstalled bulbs left behind by installers.

names and over-stated the NMR Evaluation of 2010 Efficient Lighting Products Direct Install Program Page 26 number of measures they installed was removed from the program. In addition, the implementation vendors sought to determine the sco...

AI summary The 2010 Efficient Lighting Products Direct Install Program faced issues with overstated savings due to inaccuracies in tracking. An audit and site visits revealed overstatements of 2,294 MWh. To prevent future errors, the implementation vendor introduced new checks. The program's awareness sources included phone calls, email, and word of mouth.

Table 4-3: First Contact12 2008 2009 2010 Sample size 70 70 77 Phone call from program rep 23% 25% 27% † σ† Email 1 <1 21 † σ† Another program participant 7 18 σ† In-person visit from program rep 14 34 8 σ† Word of mouth 9 19 7 † NSPI pres...

AI summary Table 4-3 presents data on the first contact methods used by participants in a program from 2008 to 2010. The data shows the percentage of participants who first contacted the program through various channels, including phone calls, emails, in-person visits, and others. The sample size and response rates are also provided for each year.

† Other 0 <1 4 Don‘t know 3 2 1 12 Throughout this report, the symbol ‗σ‘ is used to indicate that results between 2008 and 2009 respondents are significantly different at the 90% confidence level. The symbol ‗†‘ is used to indicate that r...

AI summary The DI program continues to attract participants who have not previously engaged in DSM Administrator energy efficiency programs, with 97% of respondents reporting no prior participation. The data shows a slight decline in previous participation from 2008 to 2010.

2008 2009 2010 Sample size 70 70 77 Previous participation 7% 6% 3% Table 4-5: Prior Energy Efficiency Programs Reported Programs 2008 2009 2010 Direct Install Program 1 Unspecified Conserve 1 Nova Scotia Program Lighting Program 2006 to 5...

AI summary The text presents data from Table 4-5, showing participation in prior energy efficiency programs from 2008 to 2010. It includes sample sizes and specific programs like the Direct Install Program, Lighting Program, and others. The data highlights participation trends and program names.

NMR Evaluation of 2010 Efficient Lighting Products Direct Install Program Page 28 4.5 Participation Motivations When asked their reasons for participating in the DI program in 2010, the majority of respondents reported a financial benefit...

AI summary The majority of participants in the 2010 Efficient Lighting Products Direct Install Program were motivated by financial benefits, with 84% citing energy cost savings as their primary reason. A quarter also mentioned environmental concerns, while over a quarter noted financial benefits as secondary motivations, including reduced maintenance costs.

ntioned a financial benefit as a secondary motivation— 13% reported reducing maintenance costs, 10% reported saving on energy costs/bills and 5% reported taking advantage of the incentive. (Table 4-6)

AI summary The text mentions that 13% of respondents reported reducing maintenance costs, 10% saved on energy costs/bills, and 5% took advantage of incentives as secondary motivations, with these figures presented in Table 4-6.

7 1 † † Don‘t know 1 10 5 33 3 29 NMR Evaluation of 2010 Efficient Lighting Products Direct Install Program Page 29 4.6 Participation Barriers The vast majority of 2010 respondents (92%) reported facing no barriers to participation in the...

AI summary The 2010 Direct Install program faced minimal participation barriers, with 92% of respondents reporting none. The most common barrier cited was fixture incompatibility, affecting 60% of those who faced issues.

ported facing no barriers to participation in the 2010 Direct Install program. Among those who did mention a barrier, the majority were associated with fixture incompatibility (60%). (Table 4-7)

AI summary The 2010 Direct Install program faced participation barriers, with 60% of those encountering issues citing fixture incompatibility as the main obstacle.

Table 4-7: Barriers Faced During Program Participation Faced Barriers 2008 2009 2010 Sample size 70 70 77 σ† 92% No 86% 75% σ† 7 Yes 11 20 Don't know 3 5 1 Barriers to Most Second Most Most Second Most Most Second Most Implementation Impor...

AI summary The table outlines barriers faced during program participation from 2008 to 2010, with incompatible light fixtures being the most frequently cited barrier. Other barriers include financial constraints, location of bulbs, and heritage building requirements. The data shows fluctuations in the percentage of participants facing these barriers over time.

σ 13 requirements Some fixtures retrofitted σ 13 before program Not considered a small σ 13 business Perceived danger of 2 CFL‘s σ† Too little incentive 12 Too little information σ† 12 about the program Scheduling 1 2 Don‘t know/None 88 98...

AI summary The text presents a summary of customer feedback on the 2010 Efficient Lighting Products Direct Install Program, highlighting issues such as perceived danger of CFLs, lack of incentive, insufficient information, and scheduling challenges. The evaluation is conducted by NMR.

100 NMR Evaluation of 2010 Efficient Lighting Products Direct Install Program Page 30 When asked what was preventing them from pursuing additional energy efficiency measures, two out of five 2010 respondents (40%) were unable to provide a...

AI summary The evaluation of the 2010 Efficient Lighting Products Direct Install Program found that 40% of respondents could not provide a reason for not pursuing additional energy efficiency measures. The most common barrier was lack of time (25%), followed by lack of financing, interest, and information (each 8%). There was a shift from prior years, with more emphasis on time constraints and fewer mentions of lack of available measures.

4 † † Don‘t know 16 20 40 NMR Evaluation of 2010 Efficient Lighting Products Direct Install Program Page 31 4.7 Purchase and Use Behaviors 4.7.1 Socket Saturation In the survey, 2009 and 2010 respondents were asked to quantify the penetrat...

AI summary The survey results show significant increases in the use of CFLs and LED exit lights among participants in the 2010 Efficient Lighting Products Direct Install Program. However, a notable portion of respondents still had low penetration of these products, suggesting potential gaps in program implementation or awareness.

33 69 Average 27% 76% 29% 65% 30% 80% 36% 70% Question not asked in 2008; Unweighted data NMR Evaluation of 2010 Efficient Lighting Products Direct Install Program Page 32 4.7.2 CFLs Installed and Removed The majority of respondents (86%)...

AI summary The evaluation of the 2010 Efficient Lighting Products Direct Install Program found that 86% of respondents did not remove any installed CFLs, with only seven respondents reporting removal due to various reasons such as bulb failure, breakage, or negative perceptions. Disposition of removed CFLs varied, with some discarded, stored, or unaccounted for.

Doesn‘t fit properly 2 Bulb not bright enough 1 Don‘t know 1 1 1 2 2008 2009 2010 Disposition of Removed Lights CFLs LEDs CFLs LEDs CFLs LEDs Sample size 3 2 8 1 7 0 Threw away 1 4 Put in storage 2 1 6 2 Gave away 1 Don‘t know 1 1 1 1 NMR...

AI summary The text presents a table summarizing the disposition of removed lighting products (CFLs and LEDs) from 2008 to 2010, including actions such as throwing away, putting in storage, and giving away. It also includes responses from participants regarding the performance of the lighting products.

1 NMR Evaluation of 2010 Efficient Lighting Products Direct Install Program Page 33 4.7.3 Purchase Behaviors Prior to participating in the DI program, nearly seven out of ten 2010 respondents (69%) reported that they had been aware of the...

AI summary The 2010 Efficient Lighting Products Direct Install Program evaluation shows that 69% of respondents were aware of the benefits of CFLs and 44% of LED exit lights. Most respondents had previously purchased efficient lighting products, with 94% having bought CFLs. Fewer respondents in 2010 reported replacing T-12 lighting with high efficiency T-8s or T-5s compared to 2009.

% σ Aware of benefits of LED exit lights 37% 40% 44% Table 4-12: Prior Purchases of Efficient Lighting Products Respondents Previously Purchased Products 2008 2009 2010 Sample size 70 70 77 Yes 70% 65% 69% Type of Purchases 2008 2009 2010...

AI summary The document presents data on the prior purchases of efficient lighting products by respondents in 2008, 2009, and 2010, with a focus on CFLs and LED exit lights. It also references the evaluation of the 2010 Efficient Lighting Products Direct Install Program by NMR.

<1 NMR Evaluation of 2010 Efficient Lighting Products Direct Install Program Page 34 Slightly more than one-quarter of 2010 respondents (26%) reported having had plans to install CFLs or LEDs prior to participating in the DI program, with...

AI summary The 2010 Efficient Lighting Products Direct Install Program led to additional CFL and LED installations, with 19% of respondents installing more bulbs post-program. Most of these installations were CFLs, and over one-third were of the same or higher efficiency level. The program influenced 78% of respondents who made additional installations.

2010 respondents (78%) reporting additional installations of CFLs or LEDs indicated that the DI program had influenced their decision to install these additional bulbs. 13 (Table 4-14 and Table 4-15)

AI summary In 2010, 78% of respondents reported that the DI program influenced their decision to install additional CFLs or LEDs, indicating the program's effectiveness in promoting energy-efficient lighting.

Table 4-14: Post-Program Installations Respondents Installed Additional Lights 2008 2009 2010 Sample size 70 70 77 Installed CFLs only 21% 19% 16% Installed CFLs and LEDs 4 4 3 No additional installations 71 78 79 Don‘t know 3 <1 3 Efficie...

AI summary The table shows data on post-program installations of CFLs and LEDs from 2008 to 2010. It includes statistics on the percentage of respondents who installed additional lights, the efficiency level of new CFLs, and the influence of the program on installation decisions.

N/A σ No influence on decision 50 14 N/A Question not asked in 2010 Table 4-15: Influence of DI Program on Decision to Install Additional CFLs and LEDs Rating: 5= ‘extremely influential’ and 1 = ‘no influence’ n 5 4 3 2 1 Influence on deci...

AI summary The document evaluates the influence of the Direct Install (DI) Program on customers' decisions to install additional CFLs and LEDs. In 2008 and 2009, respondents were asked about the program's influence, and in 2010, a rating scale was introduced to assess influence more precisely.

rgy efficient lighting. NMR Evaluation of 2010 Efficient Lighting Products Direct Install Program Page 36 Respondents were also asked if participation in the DI program had influenced them to pursue additional energy efficiency actions, ot...

AI summary The evaluation of the 2010 Efficient Lighting Products Direct Install Program found that nearly one-third of respondents indicated that participation influenced them to take additional energy efficiency actions, such as behavior changes or heating system modifications, though fewer took actions related to lighting, windows, or energy management systems.

fficient equipment, and four out of five respondents (80%) reported that they would be ‗very likely‘ to purchase energy-efficient equipment when replacing equipment in the future. (Table 4-18) Table 4-18: Future Energy Efficiency Purchases...

AI summary The text discusses survey results showing high customer satisfaction with the Direct Install (DI) program for energy-efficient lighting products. 80% of respondents indicated they would be very likely to purchase energy-efficient equipment in the future. 97% of respondents were satisfied with the program overall, with 84% reporting very high satisfaction. However, satisfaction with installation scheduling and timing was lower in 2010 compared to 2009.

installation σ σ Installation process 61 90% 10 0 0 0 66 80% 12 8 0 0 67 84% 13 3 Installers or contractors doing the 61 89% 10 2 0 0 65 84% 12 3 <1 61 82% 13 5 installation work Completion of project on 63 84% 10 5 2 0 64 86% 11 3 <1 0 65...

AI summary The 2010 Efficient Lighting Products Direct Install Program evaluation found that energy costs accounted for an average of 18% of annual operating budgets, with less than 20% for 63% of respondents and more than 20% for 40% of respondents.

90-99% Average 21.4% 15.4% 18.0% As in 2008 and 2009, the large majority of respondents reported that reducing energy usage (96%) and managing energy costs (95%) was important to their businesses and around four out of five respondents rep...

AI summary A majority of respondents emphasized the importance of reducing energy usage and managing energy costs to their businesses. Additionally, one-third of participants in the Efficient Lighting Products Direct Install Program indicated that nearly 38% required energy efficiency measures to pay for themselves within one year.

nizations‘ payback requirements for energy efficiency measures. Among them, nearly two out of five (38%) required that energy efficiency measures pay for themselves in less than one year. (Table 4-22) Table 4-22: Required Payback for Energ...

AI summary The text discusses the payback requirements for energy efficiency measures, noting that nearly 38% of respondents required measures to pay for themselves in less than one year. It also outlines the firmographic profiles of survey respondents for the 2010 Efficient Lighting Products Direct Install Program, highlighting a decrease in retail business participation and the limited availability of business type information in program records.

retailers, food service, and agriculture. It is important to note that the 2010 program records contained business type information for only about one- half (53%) of program participants. (Table 4-23)

AI summary The 2010 program records only included business type information for 53% of program participants, highlighting incomplete data collection in the retail, food service, and agriculture sectors. (Table 4-23)

σ 1 1 7 4 mall Service 3 6 5 7 3 2 Public order & 1 1 3 safety † σ Religious worship 19 10 14 8 † † Education 4 3 7 † Seniors‘ home 1 8 6 27 2 σ† Recreation 5 Manufacturing 2 Other/Missing 11 4 1,924 3 2,563 (Count) Based on program tracki...

AI summary The evaluation of the 2010 Efficient Lighting Products Direct Install Program indicates that a majority of respondents had facilities with less than 50,000 square feet of floor space, with nearly 40% having facilities under 5,000 square feet. This data is based on program tracking records.

ogram tracking records. Nearly three out of five 2010 respondents (57%) reported having fewer than five employees; about three out of four (73%) reported having fewer than 10 employees. (Table 4-25) Table 4-25: Full-time Equivalent Workers...

AI summary The document presents data on the size of businesses participating in the 2010 Efficient Lighting Products Direct Install Program, showing that most had fewer than 10 employees and were independent businesses.

2 NMR Evaluation of 2010 Efficient Lighting Products Direct Install Program Page A1

AI summary This document evaluates the 2010 Efficient Lighting Products Direct Install Program, focusing on its implementation and outcomes. It provides an analysis of the program's effectiveness in promoting energy efficiency through the installation of efficient lighting products.

Appendix A Stratified Ratio Estimation The on-site engineering assessment used engineering analysis and surveys to derive the gross savings estimates for each individual sample participant. In turn, the statistical analysis combines these...

AI summary This text describes the use of stratified ratio estimation in calculating energy savings from a sample of participants, using case weights to estimate total program impacts. It outlines the methodology for deriving annual energy savings based on engineering assessments and statistical analysis.

2     h 1  N h  nh s h2 e  ek  eh 2 1   nh  1 ksh ek  y k  b xk ^ Next, the relative precision of the estimate Y ra was calculated using the equation: ^  1.645 V  Y ra    rp  ^ Y ra NMR Evaluation of 2010 Efficien...

AI summary This document discusses the evaluation of Nova Scotia Power's 2010 Efficient Lighting Products Direct Install Program, including an interview questionnaire used to gather participant feedback for program improvement.

answer some questions related to your participation in this program, the information you provide will be used to help Nova Scotia Power evaluate and improve the program. Is this a good time for you? 1. Our records indicate that your compan...

AI summary The text outlines a survey process for participants in Nova Scotia Power's Efficient Lighting Products Program, aiming to gather feedback to improve the program. It includes questions about participation confirmation, identification of the most knowledgeable individual, and scheduling of interviews.

NMR Evaluation of 2010 Efficient Lighting Products Direct Install Program Page B2 Section I. Reasons for participating & Previous Purchases 5. Did your company / organization participate in any other Nova Scotia Power energy efficiency pro...

AI summary This section of the document asks participants in the 2010 Efficient Lighting Products Direct Install Program whether they had previously participated in any Nova Scotia Power energy efficiency programs and, if so, which ones and in what years.

. 2003 5. 2004 6. 2005 7. 2006 8. 2007 9. 2008 10. 2009 11. 2010 99. Don‘t Know 8. How did you first learn about the Efficient Lighting Products Program? [RANDOMIZE AND READ 1-8, THEN 9] (Choose one) 1. From a phone call from an Efficient...

AI summary The text includes a survey question about how participants first learned about the Efficient Lighting Products Program, with options such as phone calls, mail, Nova Scotia Power's website, and word of mouth. It also references an evaluation of the 2010 Efficient Lighting Products Direct Install Program by NMR.

_) 99. Don‘t know NMR Evaluation of 2010 Efficient Lighting Products Direct Install Program Page B3 9. What was the ONE most important reason your company / organization chose to participate in the program? (Do not read) 1. (To take advant...

AI summary The text presents a survey question asking participants to identify the most and second most important reasons for joining the 2010 Efficient Lighting Products Direct Install Program, with multiple response options provided.

ded by contractor) 11. (Past participation in utility programs) 12. (Other (Please explain )) 99. (Don‘t know/Don‘t recall) 11. Prior to your company / organization participating in the Efficient Lighting Products Program were you aware th...

AI summary The text presents a series of survey questions aimed at evaluating prior awareness and participation in the Efficient Lighting Products Direct Install Program. Questions focus on awareness of CFLs and LED exit lights, as well as previous purchases of energy-efficient lighting products.

_% [999 = Don‘t know/Don‘t recall] NMR Evaluation of 2010 Efficient Lighting Products Direct Install Program Page B5 14g. After participating in the Efficient Lighting Products Program, what percentage of your company‘s / organization‘s ex...

AI summary The text contains survey questions related to the participation and outcomes of the Efficient Lighting Products Direct Install Program. It asks respondents about the percentage of LED lamps in exit signs and whether they have removed any installed compact fluorescent or LED exit lights.

RANGE, RECORD MIDDLE VALUE, OR ROUND UP. IF ‗DON‘T KNOW,‘ PROBE FOR BEST GUESS TO NARROW IN ON A NUMBER.] [RECORD PERCENT] _% [999=Don‘t know/Don‘t recall] 17. What percent of these compact fluorescent bulbs did you remove? Again, I‘m aski...

AI summary The text is part of a survey or evaluation form asking participants about the removal of compact fluorescent bulbs installed through the Efficient Lighting Products Program, including reasons for removal and what was done with the removed bulbs.

do with the LED exit lights you removed? (Threw away) (Put them away, stored them) (Gave them away) (Installed them at another location) (Other [Specify _]) 9. Don‘t know/Don‘t recall FREE-RIDERSHIP FR1. Did your company / organization hav...

AI summary The text presents survey questions related to the Efficient Lighting Products Program, specifically asking about the disposal or reuse of LED exit lights and whether companies had prior plans to install CFLs or LED exit lights before engaging with the program. It also asks about potential actions taken in the absence of the program.

am, which of the following actions do you think you would have taken? Please select all that apply. Would you have… [For FR2a – h 1 = YES, 2 = NO, 9 = Don’t know; For FR2e-f if YES ask FR2ei & FR2fi] FR2a. [IF CFLFlag = 1] Postponed instal...

AI summary The text presents a series of questions related to consumer behavior regarding the installation of energy-efficient lighting products, such as CFLs and LED exit lights, under the Direct Install Program by Nova Scotia Power. It explores the impact of the program on installation decisions and budget considerations.

d no influence at all on your NMR Evaluation of 2010 Efficient Lighting Products Direct Install Program Page B9 decision to install the energy efficient CFLs‖ and 5 indicates that the program was ―extremely influential to your decision to...

AI summary The text evaluates the influence of various elements of the 2010 Efficient Lighting Products Direct Install Program on participants' decisions to install energy-efficient CFLs and LED exit lights, using a scale from 1 to 5.

tremely influential to your decision to install the LED exit lights.‖ How influential was / were the: Element (READ) (a) Performance of Measure 1 2 3 4 5 9 a. Free LED exit lights no extremely DK influence influential b. Free Installation...

AI summary The text discusses customer feedback on the installation of LED exit lights and CFLs through the Efficient Lighting Products Program, focusing on factors influencing installation decisions and satisfaction levels with the products.

) 10. (Doesn‘t save energy) Physical Limitations 11. (Burned out) 12. (Broke) 13. (Doesn‘t fit properly) 14. (Don‘t like appearance in fixture/ light is ugly) 17. (Other [Specify _]) NMR Evaluation of 2010 Efficient Lighting Products Direc...

AI summary The text discusses customer feedback on the Efficient Lighting Products Direct Install Program, including physical limitations of the products and questions about usage patterns and additional purchases of energy-efficient lighting.

o to Q0] 9. Don‘t know/Don‘t recall [If purchased and installed both CFLs and LED exit lights, Go to Q0, Else go to Q0] [IF Q0=YES] About what quantity of these additional CFLs did your company / organization purchase on its own since part...

AI summary The text outlines survey questions related to the Efficient Lighting Products Direct Install Program, focusing on customer purchases of CFLs and LED exit lights, their influence on self-purchasing decisions, and broader energy efficiency actions taken by participants.

pation in the Efficient Lighting Products Program influenced any other energy efficiency actions taken by your company / organization? Yes No [Go to Q0] 9. (Don‘t know/Don‘t recall [Go to Q0]) What are the other measures that your company...

AI summary The text includes questions about energy efficiency measures and their implementation, such as the Efficient Lighting Products Program, and explores reasons for not pursuing additional measures. It also asks about payback requirements for energy efficiency initiatives.

n require energy efficiency measures pay for themselves in order for your company / organization to implement a measure—that is, what are your payback requirements? [999 = Don‘t know/don‘t recall] Section III. Satisfaction with Program & F...

AI summary The text presents survey questions related to energy efficiency programs, focusing on payback requirements, satisfaction with the Efficient Lighting Products Program, and barriers to implementing energy efficiency measures. It includes sections on program satisfaction, future purchase intentions, and barriers to action.

arriers that your company / organization faced in implementing the energy efficiency measures provided through the program? Yes No [Go to Q45] 9. (Don‘t know/Don‘t recall) [Go to Q45] What was the most important barrier? (Do not read) (Con...

AI summary The text is a survey question asking about barriers to implementing energy efficiency measures through a program, followed by a list of possible barriers and a question about the importance of reducing energy usage on a scale from 1 to 5. The survey appears to be part of an evaluation of a direct install program for efficient lighting products.

ow/Don‘t recall) On a scale of 1 to 5, where 1=‗not at all important‘ and 5=‗very important‘, how important is reducing energy usage to your company / organization? [9 = Don‘t know/Don‘t recall] On a scale of 1 to 5, where 1=‗not at all im...

AI summary The text contains survey questions related to energy usage importance, energy cost management, and the percentage of annual operating budgets attributed to energy costs. It also asks for suggestions to improve the Efficient Lighting Products Program and collects information on business operating hours.

Hour (0000 - 2400) Closing Hour (0000 - 2400) A. Monday B. Tuesday C. Wednesday D. Thursday E. Friday F. Saturday G. Sunday Other than scheduled holidays (e.g. national holidays, Christmas, New Year, etc.) and regular days of the week that...

AI summary The text outlines a survey format to gather information about business closures and lighting usage patterns. It includes questions about the number of days a business is closed annually, specific periods of closure, and the percentage of lights used under different lighting conditions. The document also references the 'Efficient Lighting Products Direct Install Program' and includes a company name, NMR.

NMR Evaluation of 2010 Efficient Lighting Products Direct Install Program Page B18 Cloudy % Dark % Bright % Section IV. Firmographics What is the principal building activity where the energy efficiency improvements were implemented? [DO NO...

AI summary The document contains a survey form from the Evaluation of the 2010 Efficient Lighting Products Direct Install Program. It includes questions about building activity, floor space, number of employees, and company structure. The survey is part of an assessment of energy efficiency initiatives.

OGRAM ACTIVITY ............................................................................................... 9 3.2 SAVINGS METHODOLOGY .........................................................................................................

AI summary This section of the document discusses program activity, savings methodology, evaluated program impacts, spillover effects, free-ridership, and the net-to-gross ratio. It includes detailed analyses of lighting, motor and drive, and HVAC savings, as well as classifications of free-riders and methods for combining scores and weighting.

Tables TABLE 1: PROGRAM ENERGY AND DEMAND SAVINGS SUMMARY ........................................................ I TABLE 3-1: 2010 POPULATION TRACKING SUMMARY..................................................................................

AI summary The text presents a series of tables summarizing energy and demand savings from various programs, including lighting, motor and drive efficiency, HVAC, and free-ridership assessments. These tables are part of a broader evaluation of energy efficiency initiatives and their impacts.

.............. 25 TABLE 4-2: BALLAST AND BULB SYSTEM SAVINGS SUMMARY ............................................................. 26 TABLE 4-3: LIGHTING IN ELECTRICALLY CONDITIONED SPACES .....................................................

AI summary The document contains a series of tables summarizing energy savings from various efficiency measures, including lighting systems, HVAC efficiencies, and program participation details. These tables provide quantitative data on savings and program implementation.

E 5-3: RESPONSIBILITY FOR SPECIFYING MEASURES TO INSTALL THROUGH BER ........... 35 TABLE 5-4: SOURCE OF FIRST AWARENESS OF BER PROGRAM ........................................................... 35

AI summary The text references a section and table related to the responsibility for specifying measures to install through the BER program and the source of first awareness of the BER program.

NMR TABLE 5-5: REASONS FOR PARTICIPATING .................................................................................................. 36 TABLE 5-6: IMPORTANCE OF MOTIVATIONS FOR PRODUCT INSTALLATION ....................................

AI summary The text presents a series of tables related to program participation, barriers, motivations, and satisfaction with an energy efficiency program. It includes data on budget capabilities, installation of energy-efficient measures, and the influence of program elements on participation and additional energy efficiency actions.

NMR Evaluation of 2010 Prescriptive Rebate Programs Page I Executive Summary This report presents the results of the 2010 process and impact evaluations of the Business Energy Rebate (BER) and Smart Lighting Choices (SLC) programs conducte...

AI summary This report evaluates the 2010 Business Energy Rebate (BER) and Smart Lighting Choices (SLC) programs conducted by NMR Group, Inc. for Nova Scotia Power and Efficiency Nova Scotia Corporation. The evaluation includes site visits and interviews, with a focus on the impact of the SLC program, which is expected to be rendered obsolete by upcoming legislation mandating high-performance T8 lighting.

Net-to-Gross Ratio (%) 54% 54% 84% 84% N/A N/A Net Savings at Generator 72.8 503.3 1,194.5 6,245.0 1,267.3 6,748.3 1 These two programs are known collectively as the Prescriptive Rebate Programs. 2 These targets included 8 GWh of energy sa...

AI summary The BER program was launched in 2010 as part of the Prescriptive Rebate Programs, with 13 participants receiving incentives. While participants expressed satisfaction, there is a need to improve incentive levels and develop a more rational structure to enhance program effectiveness and achieve energy savings targets.

n about the program expressed by some participants. In addition, the DSM Administrator should work with participants to help secure additional energy savings from their businesses.

AI summary The text discusses the need for the DSM Administrator to collaborate with participants to achieve additional energy savings from their businesses, based on feedback from some participants about the program.

NMR Evaluation of 2010 Prescriptive Rebate Programs Page III

AI summary The document evaluates the 2010 Prescriptive Rebate Programs, focusing on their implementation and effectiveness in promoting energy efficiency.

Findings and Recommendations Finding Recommendation BER-F3. BER-R3. Customers were motivated to participate in the BER program primarily When working with customers and training contractors, because of a financial benefit—nine said energy...

AI summary The BER program was primarily motivated by financial benefits, with energy savings and bill reduction being the main drivers. Nearly all participants found the program easy to use, though one faced a delay in determining eligibility. Recommendations include improving customer support and resource allocation.

program year and said that incentive levels may require implement the application or the product.” adjustments over time based on feedback from participants and other factors. The DSM Administrator should examine the scope for increasing r...

AI summary The document discusses the need for adjustments to incentive levels in the DSM program over time, based on participant feedback and other factors. It suggests that the DSM Administrator should consider increasing rebate amounts while ensuring cost-effectiveness and incorporating input from customers, contractors, and vendors.

. NMR Evaluation of 2010 Prescriptive Rebate Programs Page IV Findings and Recommendations Finding Recommendation BER-F7. BER-R7. All of the respondents said that managing and reducing energy costs BER participants appear to be a group of...

AI summary The Business Energy Rebate (BER) program, launched in 2010, provides financial incentives for businesses to purchase energy-efficient equipment. Respondents emphasized the importance of managing energy costs, though few had participated in rebate programs prior to BER, and few took additional energy-efficient actions after participating.

d for the initial launch were recommended by EVT as having the best suitability for early uptake. EVT further assisted by providing eligibility criteria, savings estimates and approved product lists.

AI summary EVT recommended certain programs for early uptake due to their suitability, and provided eligibility criteria, savings estimates, and approved product lists to support the initial launch.

1.1 Program Theory Program Background The BER program was primarily designed to be a Resource Acquisition program with the objective of helping businesses throughout Nova Scotia with the purchase of energy efficient equipment. However, the...

AI summary The BER program aims to help businesses in Nova Scotia acquire energy-efficient equipment through rebates, with a long-term goal of transforming market practices. The process includes outreach, product identification, authorization, installation, and rebate processing.

Program Assumptions The following assumptions underlie the program‘s process:  Outreach and marketing. The outreach performed by the Sales Leads, a marketing contractor, and the outbound commercial call group will be sufficient to generat...

AI summary The document outlines assumptions, barriers, and short-term outcomes for an energy efficiency program. Key assumptions include sufficient outreach, funding availability, and equipment access. Barriers include lack of knowledge, time, and capital. Short-term outcomes focus on generating interest, purchasing, and installing energy-efficient equipment.

te that all T8 lighting sold in the province be High Performance T8 lighting. This legislation will render the SLC program superfluous; the program will be terminated once the legislation is enacted. 2.1 Program Theory Program Background T...

AI summary The Smart Lighting Choices (SLC) program aims to transform the non-residential lighting market in Nova Scotia by promoting high performance T8 lighting through financial incentives. The program is modeled after a similar initiative in New Brunswick and involves outreach, incentives, and marketing by distributors to encourage adoption of energy-efficient lighting technologies.

Program Assumptions The following assumptions underlie the program‘s process:  Availability of HP lighting products. The distributors have access to sufficient quantities of the HP lighting products to meet customer demands.  Program inc...

AI summary The document outlines assumptions and barriers related to a high-performance (HP) lighting program. Key assumptions include product availability, incentive passing to customers, and full installation of incentivized products. Barriers include misplaced incentives, higher first costs, product availability issues, lead times, and lack of reliable information.

rom HP lighting is a major issue for professionals who are designing new buildings and for building managers who are seeking to replace lighting equipment.  Lack of experience with HP lighting. Design professionals, building managers and...

AI summary The document discusses challenges with the adoption of high-performance (HP) lighting, including a lack of experience among professionals and end users' unawareness of incentivized HP lighting. It also notes the difficulty in verifying the installation of program incentivized lighting, particularly for smaller projects.

ses for smaller projects. NMR Evaluation of 2010 Prescriptive Rebate Programs Page 7 Short-Term Outcomes  All eligible distributors are enrolled into the program.  Distributors become more active in the program and continue promoting the...

AI summary The document outlines the short-term, mid-term, and long-term outcomes of the 2010 Prescriptive Rebate Programs, focusing on the increased adoption of high-performance (HP) lighting, improved lighting quality, energy savings, and long-term emission reductions and infrastructure avoidance.

Demand Projects HVAC Lighting Motors Total Savings (kW) Retrofit 8 5.1 529.5 229.7 764.3 120.9 New Construction 5 3.3 5.8 18.4 27.5 6.3 Total 13 8.4 535.3 248.1 791.8 127.2 NMR Evaluation of 2010 Prescriptive Rebate Programs Page 10 At the...

AI summary The evaluation of the 2010 Prescriptive Rebate Programs involved visiting eleven sites where energy efficiency measures had been implemented, representing nearly one-third of the total tracked savings. These sites included retrofitted and newly constructed buildings with various energy-saving equipment.

0.2 K-11 Lighting 132.9 31.6 Total 203.4 47.7 At the conclusion of 2010, the NMR team received the final file of program activity. As noted earlier, there were two more sites that received rebates between when the sample was pulled and the...

AI summary The NMR team evaluated the 2010 Prescriptive Rebate Programs by reviewing documentation and visiting sites to verify savings. Two additional sites were included due to their high savings, and savings were calculated using on-site data and program documentation. The evaluation covered lighting, motors and drives, and HVAC measures.

of the approach taken for each NMR Evaluation of 2010 Prescriptive Rebate Programs Page 11 measure type included in the sample. The evaluated savings used the most accurate information available; secondary sources and assumptions were empl...

AI summary This section evaluates the 2010 Prescriptive Rebate Programs, focusing on lighting savings analysis. It outlines the formula used by the DSM Administrator to calculate energy savings, including interactive effects such as cooling credits and heating penalties.

  Energy Savings ConnectedLoad      1,000   1,000  Peak Demand Savings ConnectedLoad  Energy Savings ConnectedLoad CF 1,000 Where: PPre = power of existing equipment, W. PPost = power of new equipment, W. QTYPre = quantity...

AI summary The document provides formulas for calculating energy and peak demand savings from connected loads, using pre- and post-installation equipment parameters. It describes the process of verifying existing and new lighting systems, including the use of spare equipment, specifications, and invoices to determine wattage and fixture details.

kW savings of 75.5. NMR Evaluation of 2010 Prescriptive Rebate Programs Page 13 Table 3-3: Lighting Savings Results Evaluated Savings Tracking Peak Demand Project # Savings (MWh) Energy (MWh) (kW) K-07 5.8 2.1 1.4 K-09 13.0 4.8 0.5 K-10 0....

AI summary The document evaluates the 2010 prescriptive rebate programs, focusing on lighting and motor/drive savings. Table 3-3 summarizes the savings from various projects, with total energy savings of 514.9 MWh and peak demand savings of 75.5 kW. The analysis discusses the use of variable frequency drives (VFDs) for motor efficiency, highlighting the methodology for calculating energy savings.

luation found the baseline operating hours to be much higher than the program had estimated for one of the motors. With the installation of VFDs, the motors ran for less time and at a reduced load. NMR Evaluation of 2010 Prescriptive Rebat...

AI summary The evaluation of the 2010 prescriptive rebate programs highlights discrepancies in baseline operating hours and energy savings estimates, particularly in projects involving VFD installations. The use of VFDs led to reduced motor operating hours and lower load, resulting in higher savings than initially projected.

205.5 205.5 35.5 Total 248.1 345.2 47.7 Savings assessed over the phone 3.2.3 HVAC Savings Analysis Four HVAC projects were visited and evaluated. Each of these sites had new high efficiency air-source heat pumps installed. These heat pump...

AI summary The evaluation of HVAC projects with high-efficiency air-source heat pumps shows energy savings through improved efficiency. Adjustments were made to the program's methodology, including using actual SEER and HSPF values instead of minimum qualifying values and considering both heating and cooling capacities for savings calculations.

HVAC savings from this program were greater than that assumed in the tracking system. The tracked HVAC savings was 8,386 kWh, while our evaluated savings was 11,779 kWh, or a 140.5% realization rate. Table 3-6: HVAC Savings Results Evaluat...

AI summary The evaluation of the BER program found that HVAC savings were higher than initially tracked, with a 140.5% realization rate. The program's overall savings at the generator level were estimated at 932.0 MWh and 134.8 kW in peak demand.

ed or contacted as part of the evaluation, these results represent the entire population of 2010 participants. Our gross estimate of savings at the generator was 932.0 MWh and 134.8 kW in peak demand. Table 3-7: Evaluated Program Savings E...

AI summary The evaluated program savings from 2010 participants show a total of 791.8 MWh in energy savings and 126.1 kW in peak demand reduction at the meter level, with corresponding savings of 932.0 MWh and 134.8 kW at the generator level. The savings are categorized under lighting, motors and drives, and HVAC.

8.4 11.8 2.9 12.6 3.1 Total 791.8 871.9 126.1 932.0 134.8 3.4 Spillover NMR surveyed a total of eleven participants, the sample for the survey was drawn from participants who either completed or are in the process of implementing a project...

AI summary The Nova Scotia Utility Board (NMR) conducted a spillover analysis for the Building Efficiency Rebate (BER) program, finding no instances of participant-like or non-like spillover among 2010 program participants. This was attributed to the availability of other rebate programs and the participant's focus on taking advantage of all available incentives.

DSM Administrator had begun offering incentives for energy efficiency projects the participant had made every attempt to take advantage of rebates and incentives for all projects they implemented. 7 We used a factor of 1.069 to calculate t...

AI summary The DSM Administrator has been offering energy efficiency project incentives, and the participant has made efforts to take advantage of all available rebates and incentives. The evaluation of the 2010 Prescriptive Rebate Programs includes an analysis of free-ridership, focusing on respondents whose projects were credited to the 2010 program year.

0% FR4e. NSPI funded feasibility study Don‘t know 25% Program Influence Score = maximum of FR4a, FR4b, FR4c, FR4d and FR4e. NMR Evaluation of 2010 Prescriptive Rebate Programs Page 21 Table 3-10: Free-ridership Screening and Cross-check Qu...

AI summary The document discusses the evaluation of prescriptive rebate programs, including a free-ridership screening process. It includes questions about whether organizations had prior plans to pursue specific measures and whether they could have afforded the full cost of a project without the incentive.

ix respondents. In addition, according to the program records, these two respondents accounted for 25% of the total energy and 28% of the total demand savings for the population of 13 participants. NMR Evaluation of 2010 Prescriptive Rebat...

AI summary The evaluation of the 2010 Prescriptive Rebate Programs found that none of the six respondents were classified as non-free-riders. Respondents were identified as non-free-riders if they met specific criteria related to pre-existing plans, influence of the program, budget constraints, and installation intent.

503.3 72.8 NMR Evaluation of 2010 Prescriptive Rebate Programs Page 25 4 Impact Evaluation: SLC The following impact evaluation of the 2010 SLC program includes an overview of the DSM Administrator-tracked program savings, a description of...

AI summary The 2010 SLC program's impact evaluation includes savings tracked by the DSM Administrator, based on distributor-reported data. In 2010, 378,812 lamps and 115,808 ballasts were rebated, with a significant portion being F28 lamps and two-lamp ballasts. The evaluation excludes savings from the Small Business Lighting Solutions and C&I Custom Program projects.

100% because of rounding. NMR Evaluation of 2010 Prescriptive Rebate Programs Page 26 Table 4-2 shows the savings associated with the 66,140 ballasts and 239,507 lamps sold through the program. To determine the energy savings associated wi...

AI summary The document evaluates energy savings from the 2010 Prescriptive Rebate Programs, focusing on ballasts and lamps sold. The DSM Administrator assumed T8 standard electronic ballasts as the baseline, with adjustments made for retrofit projects. Savings estimates were calculated using lamp proportions, wattage reductions, and annual usage hours.

12 50 34 1.4 Total 66,407 164,205 N/A 2,698.3 The baseline for lamps sold separately from ballasts was T8F32 fixtures with electronic ballasts. This assumed baseline was predicated on the belief that a customer purchasing lamps without bal...

AI summary The text discusses the baseline assumptions used in the evaluation of 2010 prescriptive rebate programs, focusing on lamp sales and energy savings calculations. It assumes that lamps sold separately from ballasts were used with existing electronic ballasts and estimates energy savings based on lamp wattage reductions and annual operating hours.

rmation to further inform our analysis. Included in the analysis was an examination of the 2009 evaluation, which included a total of 41 telephone surveys (30 electrical contractors and 11 end users). 4.2.1 Transaction Paper Audit As part...

AI summary The 2010 impact evaluation of the SLC program involved a transaction paper audit where the NMR team verified sales records from four primary distributors against the DSM Administrator's tracking system. The audit confirmed consistency between distributor records and the tracking system, as well as between distributor-reported sales and program savings calculations.

the savings for the SLC program. These totals matched within reason, indicating that the quantities tracked matched the data provided on a monthly basis to program administrators by the distributors. 4.2.2 Installation Rates At the nine si...

AI summary The Nova Scotia Utility Board evaluated the installation rates of the SLC program in 2010, finding a weighted installation rate of 89.8% based on site visits, and combined it with a 2009 survey result of 96.3% to arrive at an average estimate of 93% for the installation rate.

10 http://www.dpuc.state.ct.us/dockcurr.nsf/8e6fc37a54110e3e852576190052b64d/c530ebcb3a3e701f852577af005d 20e6?OpenDocument 11 http://www.ma-eeac.org/docs/MA%20TRM_2011%20PLAN%20VERSION.PDF NMR Evaluation of 2010 Prescriptive Rebate Progra...

AI summary The document evaluates the 2010 Prescriptive Rebate Programs, focusing on lighting usage in electrically conditioned spaces. Data from site visits for various DSM Administrator programs, including the Smart Lighting Choices, Small Business Lighting Solutions, and Efficient Products - Direct Install programs, were analyzed to calculate weighted averages for lighting in cooled and heated spaces.

I Custom 2009 and 2010 14,644 66% 32% Weighted Average N/A 24,724 58.6% 19.1% Table 4-4: HVAC Efficiencies Fixtures in Fixtures in Electric Cooling Electric Heating Heating Program Year Sample Cooling COP Sample Efficiency Smart Lighting C...

AI summary The document presents data on HVAC efficiencies and lighting programs, including metrics such as cooling COP and electric heating efficiency for various initiatives like Smart Lighting Choices and Efficient Products - Direct Install. It also outlines formulas used to calculate cooling savings and heating penalties based on fixture performance.

r is the average annual operation of all fixtures installed.  % coincident cooling is the percentage of total annual lighting hours that the cooling equipment operates. NMR Evaluation of 2010 Prescriptive Rebate Programs Page 30  Average...

AI summary The text provides definitions and formulas related to the evaluation of 2010 Prescriptive Rebate Programs, including terms such as average COP, winter waste heat factor, and efficiency of heating and cooling equipment. These metrics are used to calculate energy savings and performance.

nected and peak demand savings at the meter were 2,040.0 kW and 1,324.0 kW, respectively. At the generator, the connected demand savings were 2,191.0 kW, while the peak demand savings were 1,422.0 kW. Table 4-5: Gross SLC Savings Summary D...

AI summary The text provides details on energy savings from the Smart Lighting Choices (SLC) program, including both meter and generator-level metrics. It also discusses free-ridership estimates from the 2010 SLC evaluation, which were based on findings from the 2009 evaluation and responses to questions about purchasing decisions and willingness to pay for energy-efficient lighting systems.

Sampling Error at 90% Population Sample Size (n) Confidence Interval Participants 2010 30 11 +20.1% 5.2 Program Goals and Design The Business Energy Rebate (BER) program was a new addition to the DSM Administrator‘s portfolio of energy eff...

AI summary The Business Energy Rebate (BER) program, launched in mid-2010, provided financial incentives for businesses to purchase energy-efficient equipment. It was modeled after successful programs like Efficiency Vermont and aimed to increase market penetration of efficient technologies and raise customer awareness of energy-efficient products.

y the C&I Sales Lead, through a marketing subcontractor, Delivery Agents, and an outbound calling center. In addition, the program was advertised in newspapers and on the DSM Administrator‘s website. 5.4 Measure Installations Respondents t...

AI summary The 2010 Prescriptive Rebate Programs were promoted through various channels including marketing subcontractors, delivery agents, and a calling center, as well as newspaper and website advertisements. Survey responses indicated that participants installed energy-efficient lighting, HVAC equipment, and new motors or variable speed drives, though some respondents could not recall specific installations.

2 Manufacturer representative 1 Someone within their company/organization 1 5.5 Program Awareness, Motivation and Barriers When asked how they had first become aware of the BER program, four out of eleven respondents cited sources associat...

AI summary The BER program's awareness sources include NSPI, contractors, trade newsletters, and previous participants. Four out of eleven respondents learned about the program through NSPI, while others cited alternative sources. This aligns with the program's marketing strategies.

Respondents participated in the program for a variety of reasons. The most frequently cited reason was to save on energy costs, with six respondents citing this as their most important motivation and three citing it as their second most im...

AI summary Respondents participated in the program primarily to save on energy costs, with environmental concerns and ease of process also cited as motivations. Program incentives were not the primary motivation for any respondents.

by one respondent). Other motivations for respondents who had installed HVAC equipment included reducing maintenance costs, taking advantage of program incentives, and reducing their carbon footprint. Table 5-6: Importance of Motivations f...

AI summary Respondents who installed HVAC equipment were motivated by reducing maintenance costs, taking advantage of program incentives, and reducing their carbon footprint. The table highlights the importance of these motivations for product installation.

atus. In addition, respondents were asked about any energy efficient actions taken since participating in the program and the extent to which the BER program had influenced them to take these actions. 5.6.1 Free-ridership Respondents were...

AI summary The evaluation of the BER program includes questions about respondents' energy-efficient actions and whether they had prior plans to install upgrades before participating in the program. Seven out of nine respondents reported having prior plans to install upgrades such as lighting, motors, and HVAC equipment.

ith NSPI staff [Does this vary by program at all?] e. Project implementation f. Rebate amounts [Does this vary by program at all?] g. Measurement and verification h. Application, rebate/incentive and associated paperwork [Does this vary by...

AI summary The text includes questions about energy efficiency programs administered by NSPI, focusing on rebate implementation, project execution, and free-ridership. It also asks respondents about their plans and actions regarding energy efficiency upgrades in the absence of NSPI incentives.

b. To what do you trace the difficulties you encountered? How might they be addressed in future programs? 10. Do you have a plan in place for transitioning the program over to the new administrator? If yes: what does that plan involve? Do...

AI summary The text outlines a series of questions aimed at evaluating program challenges, transition plans, and the theoretical framework of a program. It asks about difficulties encountered, future improvements, transition strategies, and the program's goals, structure, and outcomes.

about the program? Thank You NMR Impact and Process Evaluation: Commercial and Industrial Custom Program 2010 February 25, 2011 Final Report Submitted to: Efficiency Nova Scotia Corporation Submitted by: NMR Group, Inc. Principal Investiga...

AI summary This document is a final report submitted by NMR Group, Inc. evaluating the 2010 Commercial and Industrial Custom Program. The report was submitted to Efficiency Nova Scotia Corporation and outlines the impact and process evaluation of the program.

............................................. 17 3.3 OUTREACH AND MARKETING ..................................................................................................................... 18 3.4 PROGRAM AWARENESS........................

AI summary The document outlines the evaluation of the 2010 Commercial and Industrial (C&I) Custom Program, focusing on outreach, participation motivations, implemented measures, and organizational decision-making. It includes appendices with on-site reports, tables, and interview guides.

Tables TABLE 1: 2010 PROGRAM ENERGY AND DEMAND SAVINGS SUMMARY ............................................... I TABLE 2-1: TRACKING ESTIMATES OF 2010 C&I CUSTOM SAVINGS AT GENERATOR ..................... 2 TABLE 2-2: FINAL SAMPLE DESIGN ....

AI summary The text presents a series of tables summarizing energy and demand savings from 2010 programs, including tracking estimates, sample designs, and free-ridership questions. These tables are part of an evaluation of program effectiveness and participant behavior.

......... 1 NMR Evaluation of 2010 C&I Custom Program Page I Executive Summary This report presents the results of the process and impact evaluations of the Commercial and Industrial Custom Program (C&I) conducted by NMR Group, Inc. (NMR)....

AI summary This report evaluates the 2010 Commercial and Industrial Custom Program (C&I) by NMR Group, Inc. on behalf of Nova Scotia Power and Efficiency Nova Scotia Corporation. The process evaluation included interviews and surveys, while the impact evaluation found 19,413 MWh of energy savings and 2,405.5 kW of demand savings, falling short of the program's goals but showing growth compared to previous years.

avings goal of 3,410 kW. However, the 2010 savings exceed the evaluated savings for 2008 and 2009 combined (16,311 MWh and 2,403 kW), which shows significant growth for the C&I Custom program in 2010. Table 1: 2010 Program Energy and Deman...

AI summary The C&I Custom program achieved significant energy and demand savings in 2010, exceeding the combined savings of 2008 and 2009. The program is well-run with strong data tracking, free-rider screening, and monitoring and verification processes, though staff constraints and data entry errors impacted NMR's evaluation.

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.

ly more important to achieving those goals. The DSM Administrator should continue to work with the Sales Leads as well as encourage contractors to promote the program to their customers.

AI summary The text emphasizes the importance of collaboration between the DSM Administrator, Sales Leads, and contractors to promote the program effectively and achieve key goals.

Program Design and Delivery Finding Recommendation C&I-F1. C&I-R1. The C&I Custom program incorporated checks to ensure that The DSM Administrator should continue to include free- participants would not proceed with project implementation...

AI summary The C&I Custom program had low but increasing levels of free-ridership, prompting a recommendation to continue monitoring and possibly adjust screening procedures. Additionally, due to a compressed timeframe, the program faced challenges in completing M&V activities and incorporating results into the tracking system, leading to a recommendation to adopt a non-calendar year evaluation schedule.

ry. NMR Evaluation of 2010 C&I Custom Program Page III Program Contractors Finding Recommendation C&I-F4. C&I-R4. In contrast to 2008 and 2009, relatively few 2010 respondents Conduct training sessions with energy efficiency contractors an...

AI summary The evaluation found that in 2010, fewer respondents learned about the C&I Custom program from contractors or vendors compared to 2008 and 2009. However, most respondents indicated that someone outside their organization was most responsible for specifying the installed measures. A recommendation is made to conduct training sessions and develop marketing tools for contractors and design professionals to promote the program.

Program Marketing and Outreach Finding Recommendation C&I-F5. C&I-R5. Program marketing and outreach activities such as the addition In 2011, the C&I custom program should build on its 2010 of a Sales Lead and print advertising successfull...

AI summary The document evaluates the effectiveness of program marketing and outreach activities for the C&I Custom program in 2010, noting that contractor and design professional outreach was effective. Customer motivation was primarily driven by financial benefits, and barriers to participation were relatively low and varied.

with customers on a case-by-case basis and (31%) reported barriers to participation. The barriers reported provide assistance as they work through the program. were varied and customer specific. NMR Evaluation of 2010 C&I Custom Program Pa...

AI summary The evaluation of the 2010 C&I Custom Program found that customer satisfaction was high in 2008 and 2009 but dropped in 2010, particularly regarding interactions with program staff and consultants. The DSM Administrator is recommended to improve customer service processes.

NMR Evaluation of 2010 C&I Custom Program Page 1 1 Program Description 1.1 Program Description2 The C&I Custom program was first implemented in May of 2008. The program offers financial incentives to large commercial and industrial custome...

AI summary The C&I Custom program, implemented in 2008, provides financial incentives to large commercial and industrial customers for energy audits and efficiency measures. In 2010, it was complemented by the C&I New Construction program, which offers support for new energy-efficient buildings based on the Core Performance Guide.

. NMR Evaluation of 2010 C&I Custom Program Page 2 2 Impact Evaluation 2.1 Summary of 2010 C&I Custom Savings This section discusses the savings tracked by the DSM Administrator of 2010 C&I Custom program participants. A summary of this ac...

AI summary This section evaluates the 2010 C&I Custom Program's energy and peak demand savings, noting that some projects had partial savings credited due to installations completed in 2009 or ongoing in 2011. The total savings for 2010 were 22,758 MWh of energy and 2,805 kW of peak demand.

action of installations performed and their associated savings. The total installed savings for the 2010 projects was 22,758 MWh of energy savings and 2,805 kW of peak demand savings at the generator. Table 2-1: Tracking Estimates of 2010...

AI summary The text presents data on energy and peak demand savings from 2010 C&I custom installations, including lighting retrofits, HVAC upgrades, and other technologies. A total of 22,758 MWh of energy savings and 2,805 kW of peak demand savings were achieved across 102 projects.

Other3 10 3,469 409 Total 102 22,758 2,805 2.2 Sample Methodology At the time of sampling for this study, the program year was only 80% complete. At that point in time, the C&I Custom program manager provided a best-estimate population of...

AI summary The document discusses the methodology used in evaluating the 2010 C&I Custom Program, including sampling techniques and estimated energy and demand savings. The program year was 80% complete at the time of sampling, and 93 sites were projected to be completed with estimated savings of 29,488 MWh and 3,691 kW.

improvements, and solar. NMR Evaluation of 2010 C&I Custom Program Page 3 larger impacts, MBSS provides an excellent framework for conducting the analysis and the subsequent stratified ratio estimation analyses. Targeting a ±10% relative p...

AI summary The document discusses the evaluation of the 2010 C&I Custom Program, focusing on the use of MBSS for stratified ratio estimation analyses. It outlines the sample size calculation based on a ±10% relative precision at the 90% confidence interval and highlights the rigorous M&V approach used, noting that not all projects had completed final M&V at the time of the study.

le was designed and drawn from a projected status of sites at year end. Overall, the final sample design remained fairly optimal in capturing greater savings at the larger sites than the smaller ones. Table 2-2: Final Sample Design Max Sav...

AI summary The document discusses the final sample design for evaluating the 2010 C&I Custom Program, highlighting the inclusion of larger sites with greater energy savings. Table 2-2 outlines the strata, maximum savings, and sample inclusion probabilities, while Table 2-3 shows the diversity of measure types, with lighting measures being the most common. Six sites had completed M&V, and seven used PDA savings for tracking.

tracking estimate of savings. NMR Evaluation of 2010 C&I Custom Program Page 4 Table 2-3: Summary of Final Sample Number of Measure Type Projects Lighting Retrofit (incl. LED) 11 Refrigeration 1 Motors 1 HVAC 1 Envelope 1 2.3 Savings Metho...

AI summary This section discusses the evaluation methodology for the 2010 C&I Custom Program, which includes various measure types such as lighting retrofits, refrigeration, motors, HVAC, and envelope improvements. The approach taken for each measure type is outlined in this section, with individual site write-ups provided in Appendix A.

&I Custom program covered a variety of measure types. This section contains an overview of the approach taken for each measure type in the sample. Individual site write-ups are included in Appendix A.

AI summary The text discusses a custom program that encompasses various measure types, with an overview of the approach for each measure type in the sample and individual site write-ups provided in Appendix A.

2.3.1 Lighting Generally speaking, the scope of lighting measures in the 2010 sample was extensive. Accordingly, it was necessary to prioritize on-site data collection according to the factors with the greatest impact on the gross saving e...

AI summary The text discusses the verification process for lighting measures under the 2010 DSM sample, focusing on ensuring proper installation, confirming operating schedules, and identifying metered areas to assess the effectiveness of energy-saving initiatives.

ed post-measure implementation to determine the applicability of collected trend data. Where metering was performed and completed, site contacts were asked to identify the building areas where meters or loggers had been installed. By confi...

AI summary The document discusses the post-measure implementation evaluation of the 2010 C&I Custom Program, focusing on verifying the accuracy of metered data by confirming installation areas with site contacts. This process helps ensure that data is applied correctly in the DSM Administrator's M&V analysis.

Administrator‘s M&V analysis. NMR Evaluation of 2010 C&I Custom Program Page 5  Identifying the areas of the facility served by cooling and electric heating systems to assist in calculating interactive effects savings. At all sites with e...

AI summary The DSM Administrator's M&V analysis involved identifying areas with cooling and electric heating systems to assess interactive effects savings and verifying pre-retrofit fixture types with site contacts. No issues with pre-retrofit equipment specifications were found.

site contacts were also asked to verify that the pre-retrofit fixture counts seemed appropriate. Issues with the pre-retrofit equipment specification were not identified at any of the sites. 2.3.2 Traffic Lighting The 2010 sample included...

AI summary The text describes on-site verification activities for energy efficiency projects conducted in 2010, including traffic lighting and motor installations. Verification processes involved checking equipment specifications, fixture counts, and motor data collection, with reference to appendices for detailed information.

2.3.5 Refrigeration The 2010 sample included a refrigeration project where control and operational modifications were made at 19 different locations. The refrigeration measures focused on beverage coolers in the stores. Evaporator fan cont...

AI summary This section describes a 2010 refrigeration project involving control modifications at 19 locations, including evaporator fan and anti-condensate heater controls, and outside air cooling options. Site visits verified installations, and energy savings were calculated using stratified ratio estimation techniques.

program level impacts through the use of stratified ratio estimation techniques. For more information on this process and the statistical process surrounding this expansion of results see Appendix A. 2.4 Results Figure 2-1 presents a scatt...

AI summary The document discusses the evaluation of the 2010 C&I Custom Program, highlighting the use of stratified ratio estimation techniques and presenting results including annual energy and demand savings estimates. The analysis includes on-site observations and tracking system comparisons, showing a strong correlation between the two methods.

vings for the C&I Custom program is determined to be 21,570 MWh at the generator level with a realization rate of 94.8%. The peak demand savings are calculated to be 2,672.8 kW at the generator level. Table 2-4: 2010 Installed C&I Custom A...

AI summary The 2010 C&I Custom Program evaluation shows annual energy savings of 21,570 MWh with a 94.8% realization rate and peak demand savings of 2,672.8 kW with a 95.3% realization rate. The realization rates have historically been stable between 95% and 110%, but a 14% decrease in savings at a motor site contributed to a lower rate in 2010.

ghting sites, one refrigeration-site, one motor site, one HVAC, and 2010 95% one envelope 2.5 Spillover Participants were asked about participant-like4 spillover, which is a situation in which a customer installed additional equipment of t...

AI summary The text discusses the absence of participant-like spillover in the C&I Custom program, where no participants reported additional installations of the same type of equipment. However, non-like spillover was noted, with some participants pursuing other energy efficiency measures, often intending to use DSM Administrator rebate programs for these initiatives.

ce the DSM Administrator began offering incentives for C&I energy efficiency projects, they have made every attempt to take advantage of rebates and incentives for all projects they have implemented. 2.6 Free-ridership In order to determin...

AI summary The DSM Administrator has taken advantage of rebates and incentives for C&I energy efficiency projects. The evaluation discusses free-ridership, asking participants about their intent to pursue program measures before joining and the program's influence on their decisions.

lled through the program Don‘t know 25% Stated Intent Score = average of FR2a, FR2b, FR2c+ci, and FR2d. Table 2-7: Free-ridership Program Influence Questions Free- Question Question Responses Rider Number Score How influential were the fol...

AI summary The table evaluates the influence of various elements on participation in the C&I Custom program, with responses indicating the level of influence on a scale from 1 to 5. NSPI incentives and installation contractors were the most influential factors, while NSPI-funded feasibility studies had no influence according to respondents.

es FR3. Power, could your budget have accommodated the full cost of the No N/A project including the incentive? Don‘t know Based on their responses to these questions NMR divided respondents into three distinct groups:  Full free-riders –...

AI summary The document evaluates the 2010 C&I Custom Program by classifying respondents into free-riders and non-free-riders. Full free-riders were defined by pre-existing plans, budget capacity, and intent to install the same measures without the program. Among 13 respondents, none were classified as full free-riders.

as a full (100%) free-rider. NMR Evaluation of 2010 C&I Custom Program Page 11 2.6.2 Non-Free-riders Respondents were identified as non-free-riders if they simultaneously met the following four criteria:  They stated that their organizati...

AI summary The document evaluates the 2010 C&I Custom Program, identifying four non-free-riders among 13 respondents. These four respondents account for 49% of total energy and 45% of total demand savings. Non-free-riders are defined by specific criteria, including no pre-existing plans for energy efficiency, program influence, budget constraints, and significantly less equipment installation without the program.

(0%)  FR2b = No (50%)  FR2c = Yes; FR2ci = Somewhat (25%)  FR2d = Yes (50%) 2.6.3.2 Program Influence In order to determine the influence of the program on respondents, they were asked to rate the influence of five program elements on t...

AI summary The text discusses a survey on the influence of a program on respondents' decisions to install energy-efficient lighting, with ratings on a scale from 1 to 5. It also covers how the impact of budget constraints was considered in adjusting free-ridership rates.

0% for demand savings. NMR Evaluation of 2010 C&I Custom Program Page 14 2.8 Energy Savings Estimation Table 2-10 presents the net installed annual energy and demand savings for the 2010 C&I Custom program. The net annual savings were base...

AI summary The 2010 C&I Custom Program achieved energy savings of 19,413 MWh and demand savings of 2,405.5 kW, falling short of the program's goals but showing significant improvement compared to 2008 and 2009 combined. The net savings were calculated using a 90% net-to-gross ratio derived from participant surveys and on-site observations.

t-to-gross ratio 90% 90% Net savings 19,413 2,405.5 7 Note that these include the savings goals for the C&I Custom and New Construction programs combined. NMR Evaluation of 2010 C&I Custom Program Page 15 3 Process Evaluation 3.1 Methodolo...

AI summary The process evaluation of the 2010 C&I Custom program involved in-depth interviews with program staff and a participant, as well as telephone surveys of 13 participants. Topics included program awareness, communication, motivations, barriers, and free-ridership.

in Halifax, NS. The interviews were conducted between August 2010 and January 2011 utilizing computer-assisted telephone interviewing (CATI) and contact information provided by the DSM Administrator. 3.1.3 Sampling Error Table 3-1 shows th...

AI summary The document discusses a survey conducted in Halifax, NS, between August 2010 and January 2011 using computer-assisted telephone interviewing (CATI) to collect data from participants in the DSM Administrator's program. Table 3-1 provides details on the population size, sample size, and sampling error at the 90% confidence level.

13 +19.61% NMR Evaluation of 2010 C&I Custom Program Page 16

AI summary The document evaluates the 2010 C&I Custom Program, focusing on its performance and impact. It includes a percentage change of +19.61% and is associated with NMR.

3.2 Program Goals and Design The C&I Custom program was developed in-house by DSM Administrator staff; some features were modeled after the Manitoba Hydro Performance Optimization Program. The program offers incentives for commercial and i...

AI summary The C&I Custom program, developed by DSM Administrator staff, offers incentives for energy audits and efficiency improvements. It follows a four-stage process, including preliminary audits, feasibility studies, implementation, and verification. Some projects are directed to the BER program, while new construction is handled by the CINC program. The program aims to streamline incentives for custom projects requiring additional study.

ange calculated by the DSM Administrator. Once the implementation incentive had been determined, customers moved forward with implementation of the energy efficiency measures. Measurement & Verification (M&V) After completing implementatio...

AI summary The 2010 C&I Custom Program provided incentives for energy efficiency measures, including on-bill financing, energy audits, feasibility studies, and implementation. Incentives were capped at $500,000 per project and could not reduce a participant's simple payback below one year or exceed 50% of eligible costs.

of the DSM Administrator. NMR Evaluation of 2010 C&I Custom Program Page 17  Incentives could not exceed $0.15 per kWh of first-year projected energy savings;  Incentives could not exceed a prorated share of the total C&I incentive budge...

AI summary The C&I Custom program set incentive limits based on energy savings and budget allocation. Incentives were calculated using factors like energy savings, project costs, and payback. The program ensured that only projects dependent on incentives would qualify, requiring feasibility studies to confirm that customers could not proceed without funding.

3.2.2 Data Tracking In 2010, the C&I Custom program seemed to have reached a point where staff constraints created a bottleneck for evaluation. In the 2008 evaluation, NMR found that while „the C&I program had a well thought out and docume...

AI summary In 2010, the C&I Custom program faced bottlenecks due to an overly burdensome and non-scalable data-tracking process. Evaluation identified data entry errors at multiple sites, including incorrect savings entries and lack of scaling by peak coincidence factors. A centralized data system was implemented in summer 2010, though further refinement is needed.

additional work remains to be done to fine-tune the system. NMR understands that implementing a centralized data tracking system takes time and that DSM Administrator staff will fine-tune the system over time. The 2010 evaluation shows the...

AI summary The text discusses the need for improved data tracking in the C&I Custom Program, with NMR acknowledging the need for fine-tuning the system and more rigorous data entry protocols. It also outlines outreach and marketing efforts, including the addition of a Sales Lead role and advertising in print media. Program awareness was largely driven by NSPI and contractors.

members to the program. NMR Evaluation of 2010 C&I Custom Program Page 19 One of the 2010 participants said they had participated in another energy efficiency program in 2009 but had been unable to provide a description of the program. (Ta...

AI summary The document discusses the 2010 C&I Custom Program, noting that some participants had previously participated in energy efficiency programs, though descriptions of these programs were not always available. One participant mentioned being in a 2009 program but could not describe it.

Descriptions Electric water heating program Description na Don‘t know (1) (1) 3.5 Participation Motivations and Barriers When asked their primary reason for participating in the C&I Custom program, the majority of 2010 respondents reported...

AI summary The 2010 C&I Custom Program saw participants primarily motivated by financial benefits, such as saving on energy costs and receiving program incentives. A significant portion also cited environmental motivations, such as reducing their carbon footprint and protecting the environment.

Table 3-4: Participant Motivations 2008 Participants (n=11) 2009 Participants (n=13) 2010 Participants (n=13) Reasons for Participating in C&I Most Second Most Most Second Most Most Second Most Custom program Important Important Important...

AI summary The table presents participant motivations for engaging in C&I programs across three years (2008–2010). Key motivations include saving on energy costs, incentives, and environmental protection. The data highlights the evolution of motivations over time, with energy cost savings becoming more prominent in 2010.

nt Important Important Save on energy/energy costs 45% 36% 50% 36% 69% Incentives 36 8 9 15 8 Part of existing retrofit efforts 9 8 Help protect the environment 9 25 9 8 17 Reduce maintenance costs 17 Reduce carbon footprint 17 See what wa...

AI summary The text presents survey data on reasons for implementing energy efficiency measures, with a focus on saving on energy costs and incentives. It highlights the importance of reducing energy costs, protecting the environment, and improving lighting conditions as key motivations. A significant percentage of respondents also indicated they did not know the reasons for implementing these measures.

39 NMR Evaluation of 2010 C&I Custom Program Page 21 As in 2008 and 2009, over one-half of 2010 respondents (69%) reported that they had faced no barriers to participation in the program. Three out of 13 respondents reported have faced a b...

AI summary In 2010, 69% of respondents reported no barriers to participating in the C&I Custom Program. Three respondents faced barriers, including one non-profit company, one with communication difficulties with a contractor, and one in a remote location.

Table 3-5: Participant Barriers 2008 Participants (n=11) 2009 Participants (n=13) 2010 Participants (n=13) Most Second Most Most Second Most Most Second Most Barriers Faced During Program Important Important Important Important Important I...

AI summary The table presents participant barriers faced in 2008, 2009, and 2010, highlighting that the majority of participants reported no barriers, while specific issues such as communication, remote location, and voltage change were noted in later years.

principles behind the project Lack of personnel 15 Payback timeframe 8 Contract language 8 Consultant error 8 Complicated communication 8 Legal issues 8 Don‘t know 36 23 31 These are not program-related barriers. 3.6 Implemented Measures T...

AI summary The text discusses barriers to project implementation, including lack of personnel, payback timeframe, contract language, consultant error, and communication issues. It also notes that a significant portion of respondents implemented energy efficiency measures, particularly lighting retrofits through the C&I Custom program, while some measures like refrigeration and solar were not implemented by surveyed participants.

ofit companies. NMR Evaluation of 2010 C&I Custom Program Page 22 Table 3-6: Measures Implemented – Participants Measure 2008 2009 2010 Implemented Respondents Population Respondents Population Respondents Population Sample size 11 15 13 3...

AI summary The table shows the implementation of energy efficiency measures by participants in the 2010 C&I Custom Program, including lighting retrofits, HVAC upgrades, and other measures, with varying participation rates across the years 2008 to 2010.

mp replacement 9 6 Heat treatment oven 0 6 While respondents did not report any additional installations of the same equipment type as they had installed through the C&I Custom program, nearly one out of four respondents (23%) reported pur...

AI summary Respondents to the 2010 C&I Custom Program did not install additional equipment of the same type but 23% pursued further energy efficiency measures such as refrigeration, windows, insulation, and HVAC. Most of these respondents planned to implement these measures through a DSM Administrator program or expected rebates or incentives.

he DSM Administrator. NMR Evaluation of 2010 C&I Custom Program Page 23

AI summary The text refers to the Evaluation of the 2010 C&I Custom Program, likely discussing its performance, outcomes, or effectiveness.

tors 12 Propane 20 Lighting 20 Multiple responses NMR Evaluation of 2010 C&I Custom Program Page 24 3.7 Satisfaction with the Program Respondents were asked to rate their satisfaction with the C&I Custom program overall and with various as...

AI summary The 2010 evaluation of the C&I Custom program found that while overall satisfaction remained high (nearly 80%), satisfaction with communication and consultant availability dropped. This may be due to the program's expansion, which strained interactions with customers. A participant praised the DSM Administrator's programs compared to those in other Atlantic provinces.

icipant interviewed said that the DSM Administrator‘s programs were a “breath of fresh air,” and that, in contrast, he has “found it challenging to work with the programs in other Atlantic provinces.”

AI summary An interviewee praised the DSM Administrator's programs, calling them a 'breath of fresh air,' and expressed difficulty working with similar programs in other Atlantic provinces.

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.

Generator savings are customer savings plus a 7.01% scale factor to account for transmission and distribution losses. The evaluated energy savings were ultimately 6.9% less than the tracking savings. Table 1: Summary of Tracking and Evalua...

AI summary The text discusses energy savings from lighting projects, comparing tracking and evaluated savings. It includes tables showing differences between customer and generator savings, with a 7.01% scale factor applied to account for transmission and distribution losses. The project overview mentions installed fixtures and their quantities and wattages.

107 48 T8 6 50 T8 296 97 NMR Evaluation of 2010 C&I Custom Program Page A3 Table 3: Summary of Removed Fixtures Fixture Type Quantity Fixt. Wattage 250W HPS 347V 126 295 400W HPS 347V 221 465 400W MH 347V 5 450 T12 1 4 120V 6 45 T12 2 4 12...

AI summary This table summarizes the fixtures removed as part of the 2010 C&I Custom Program, including the type, quantity, and wattage of each fixture removed.

The project had not been completed at the time of the site visit. Twenty seven HID fixtures were still in place across different areas of the warehouse and loading dock areas. Safe access to the fixtures was the primary reason for partial...

AI summary The project was not fully completed during the site visit, with 27 HID fixtures still in place. The installation contractor returned after the visit and finished the work. Tables 2 and 3 summarize equipment reviewed, but baseline fixtures were removed during installation, making it difficult to confirm pre-existing conditions. Installed fixtures include 6-lamp T8 and T8 designations, replacing HID lighting in high-bay areas.

lculations also used incorrect wattage for one fixture type. The 250-Watt high pressure sodium fixtures were rated at 465-Watts in the baseline system. This was changed to 295-Watts in the evaluation. 7.0 Conclusions Annual energy savings...

AI summary The evaluation of the 2010 C&I Custom Program at a hardware store facility shows that annual energy savings were 93.1% of tracking savings, with variances attributed to fixture quantity reductions and modifications. Customer and generator demand savings were lower than expected, but interactive cooling contributed additional savings.

24 2L T8 4' 28W 0 1 Main Entry 6L T8 4' 28W 16 16 The site contact was able to explain the presence of two additional 4L fixtures in the basement. He stated that after the project had been completed, the lighting levels were still too low...

AI summary The document discusses discrepancies in lighting fixtures installed at a site, with two additional 4L fixtures added in the basement due to low lighting levels. Amperage data collected during the implementation of the M&V process was reviewed, revealing that not all lights on a circuit turned on simultaneously, and that some circuits may serve non-lighting loads.

ause the recorded data exhibit load NMR Evaluation of 2010 C&I Custom Program Page A10 spikes in excess of the apparent base load. Furthermore, the circuit load on logger A was so minimal that it represented an insignificant amount of the...

AI summary The document evaluates the 2010 C&I Custom Program by reviewing load data and identifying discrepancies in the M&V analysis, including rounding errors in connected load values and adjustments to operating hours. Peak demand savings were calculated using peak coincidence factors, with assumptions made for unmonitored areas.

was assumed based on the site contact‘s claim that the store is open continuously during the peak period. Peak demand savings for all lighting areas were summed to generate gross peak demand savings. 7.0 Conclusions Annual energy savings w...

AI summary The analysis shows that annual energy savings were 74.5% of the tracking savings due to discrepancies in fixture counts, improper logger data usage, and rounding of baseline values. Peak demand savings were 140.2% of the tracking estimate, largely due to outdated tracking system data and differences in peak coincidence factors between analyses.

lly predicted primarily because the load weighted average peak coincidence factor using in the evaluation analysis (.96) was larger than the peak coincidence factor using in the M&V analysis (.75). NMR Evaluation of 2010 C&I Custom Program...

AI summary The document evaluates a 2010 C&I Custom Program lighting retrofit project, highlighting the installation across six buildings and the recalculated energy and demand savings. The evaluated savings were 4.7% higher than the tracked savings, considering a 4.1% scale factor for transmission and distribution losses.

nerator savings are customer savings plus a 4.1% scale factor to account for transmission and distribution losses. The evaluated energy savings were ultimately 4.7% greater than the tracking savings. Table 1: Summary of Tracking and Evalua...

AI summary The document compares tracking and evaluated savings from lighting and interactive lighting programs, showing that evaluated savings are higher than tracking savings. Lighting programs contributed significantly to both kWh and kW savings, with interactive lighting also contributing positively. Generator savings are also analyzed and show similar trends.

2 lamp T8 88 64 Stores 6 lamp T8 17 192 Total 851 208.5 Avg kW NMR Evaluation of 2010 C&I Custom Program Page A13

AI summary The document evaluates the 2010 C&I Custom Program, providing data on lamp usage and energy consumption, including metrics such as average kW and total usage across different locations.

to demand savings. The cooling equipment operated with a reduced load due to the reduction in waste heat. The electric resistance heating operated at slightly greater loads, affecting demand savings. 5.0 On-Site Methodology The installatio...

AI summary The text describes the on-site methodology used to assess energy savings from new lighting equipment and other systems. It includes discussions with site personnel, verification of baseline assumptions, and inventory checks to ensure accuracy in tracking energy savings.

pe. Interactive heating and cooling effects added 4.7 kW to peak demand savings. The 1.040 loss adjustment factor was applied to the interactive demand savings to estimate generator demand savings. NMR Evaluation of 2010 C&I Custom Program...

AI summary The document describes a new fire hall and civic center facility in rural Nova Scotia, including its layout, usage patterns, and occupancy schedules. The facility includes offices, training rooms, and other spaces, with varying levels of occupancy depending on the day and time.

the installed and base cases consisted of identical sensible heat recovery ventilators. Exhaust fans and ventilation requirements were also consistent between the installed and baseline conditions. NMR Evaluation of 2010 C&I Custom Program...

AI summary The document evaluates energy savings from insulation improvements at a facility, comparing baseline and installed conditions. The installed insulation achieved higher R-values than required, and savings were calculated using building energy modeling software.

e. Generator savings are customer savings plus a 7.1% scale factor to account for transmission and distribution losses. There is no variance between the evaluated energy savings and tracking savings. Table 1: Summary of Tracking and Evalua...

AI summary The text discusses generator savings, which are calculated as customer savings plus a 7.1% scale factor for transmission and distribution losses. The evaluated energy savings and tracking savings are shown to be consistent across different categories, with no variance reported.

alculation changes for this project. NMR Evaluation of 2010 C&I Custom Program Page A31 There are no heating or cooling interactive savings or penalties for these measures. Peak demand savings are also 100% of the tracking estimate. Peak c...

AI summary The document evaluates the 2010 C&I Custom Program, focusing on demand savings and adjustments for various equipment, such as evaporator fan controls and door heaters. The facility in question is a corrugated paper packaging plant with varying operational hours depending on the season.

4.2 26.2 Interactive Lighting 4,260 4,507 247 0.0 1.0 1.0 Total Savings 515,484 500,160 -15,325 48.0 75.1 27.1 Generator Savings kWh kW Tracking Evaluated Difference Tracking Evaluated Difference Lighting 542,409 525,887 -16,522 50.9 78.7...

AI summary The text presents a table showing savings from lighting and interactive lighting programs, including kWh and kW metrics, with differences between tracking and evaluated values. The context suggests an evaluation of a 2010 C&I Custom Program.

e peak coincidence factors, which could have assisted in calculating peak demand savings. For the evaluation savings estimate, these data were further analyzed to determine the percentage of time lights in each monitored area were on durin...

AI summary The text describes a methodology for evaluating peak demand savings from a lighting retrofit, involving the use of peak coincidence factors and connected load reduction. It also outlines a new method for calculating interactive cooling demand savings using specific formulas and factors.

= Connected load reduction = Cooling season heat gain factor = Cooling season seasonality factor = Cooling system coefficient of performance = Peak demand period coincidence factor In the above equation, the seasonality factor scales the d...

AI summary The text discusses the calculation of peak demand savings using factors like seasonality and coincidence, applied to lighting groups in areas with space cooling. It also mentions that project energy and demand savings were scaled by a factor of 0.76 to account for 24% of savings claimed in the 2009 program year.

d savings. As in the tracking analysis, project energy and demand savings were scaled by a factor of .76 to account for the fact that 24% of project savings had been claimed for the 2009 program year. 7.0 Conclusions Annual energy savings...

AI summary The document evaluates energy and demand savings from the 2010 C&I Custom Program. Annual energy savings were 97% of tracking savings, but the tracking system was not updated with M&V results. Peak demand savings exceeded tracking estimates due to differences in coincidence factors used in calculations.

tor used in the evaluation analysis NMR Evaluation of 2010 C&I Custom Program Page A37 (.96). Evaluated peak demand savings were also slightly increased by the inclusion of interactive effects demand savings, which had not been accounted f...

AI summary The evaluation of the 2010 C&I Custom Program highlights issues with the methodology used to assess peak demand savings and the lack of updated M&V savings values in the tracking database. The facility being evaluated is a 24/7 college campus with multiple buildings and continuous operations.

. Peak demand savings were calculated by a applying a coincidence factor of .9 to the gross change in connected load for the entire campus. Demand savings from interactive effects were not considered. 5.0 On-Site Methodology Since this pro...

AI summary The evaluation of the 2010 C&I Custom Program discusses the methodology used to calculate peak demand savings and on-site verification processes. A coincidence factor of 0.9 was applied, and a sampling approach was used to verify proper installation of lighting fixtures across the campus.

onnected load multiplied by a peak coincidence factor of .9. Given that many areas of the college operates 24 hours per day, and classes during the 5 to 6 PM weekday time frame are not uncommon at a typical college, the high coincidence fa...

AI summary The text discusses the calculation of interactive effects demand savings, including factors such as seasonality, coincidence, and system efficiency. It explains how demand savings are influenced by cooling and heating seasons and the likelihood of lights operating during peak demand periods.

hat demand savings result from cooling and a demand penalty occurs for heating. The coincidence factor accounts for the fact that lights may not necessarily be operating during the peak demand period. 7.0 Conclusions Annual energy savings...

AI summary The evaluation of the 2010 C&I Custom Program shows that annual energy savings were 99.3% of the tracking savings, with peak demand savings at 97.3% of the tracking estimate. Issues included incorrect data entry in the tracking database and unimplemented retrofitting. If properly updated, the demand savings realization rate would have increased to 101.4%.

or transmission and distribution losses. The evaluated energy savings were ultimately 19.6% less than the tracking savings. Table 1: Summary of Tracking and Evaluation Savings Results Customer Savings kWh kW Tracking Evaluated Difference T...

AI summary The evaluated energy savings were 19.6% less than the tracking savings, as shown in Table 1, which compares customer and generator savings for lighting and interactive lighting programs. The data highlights discrepancies between expected and actual savings in kilowatt-hours and kilowatts.

Total T-8 2,760 87.3% Total T-5 403 12.7% Totals 3,163 100.0% 4.0 Tracking Savings Review and Calculations Tracking savings were calculated using a spreadsheet based approach. The lighting retrofit was broken down into groups of lights by...

AI summary The text discusses the methodology used to calculate tracking savings from a lighting retrofit program. Savings were calculated using a spreadsheet approach, breaking down lighting fixtures by type and location, and using a formula to estimate annual energy savings based on pre- and post-retrofit wattage and operating hours.

9.1 -0.6 Interactive Lighting -3,022 -3,006 16 0 -0.7 -0.7 Total Savings 644,536 641,059 -3,477 149.8 148.5 -1.3 Generator Savings kWh kW Tracking Evaluated Difference Tracking Evaluated Difference Lighting 693,534 689,793 -3,741 160.4 159...

AI summary The text provides a summary of energy savings from a project involving lighting and interactive lighting fixtures, including kWh and kW metrics. It also references a project overview and Table 2, which details new fixtures installed and those they replaced. The document is part of an evaluation of the 2010 C&I Custom Program.

t and the fixtures they replaced. NMR Evaluation of 2010 C&I Custom Program Page A51 Table 2: Summary of New and Pre-existing Fixtures New Fixture Preexisting Fixture Type Quantity Type Quantity 14W CFL 70 100a Table Lamp (?) 1 16W CFL 82...

AI summary The document evaluates the 2010 C&I Custom Program, summarizing the replacement of various lighting fixtures with more energy-efficient alternatives. It provides a table comparing new and pre-existing fixtures, noting slight changes in quantities and some uncertainty in the naming of pre-existing fixtures.

ghting peak demand savings were calculated by a applying a coincidence factor of .9 to the gross change in connected load for the building. Demand savings from interactive effects were not considered. 5.0 On-Site Methodology Since this pro...

AI summary The evaluation of the 2010 C&I Custom Program discusses the methodology for calculating peak demand savings, including the use of a coincidence factor of 0.9. A sampling approach was used to verify proper installation of lighting fixtures across selected floors of a building.

-8.8 Interactive Lighting 49,531 96,113 46,583 0.0 11.4 11.4 Total Savings 372,900 423,785 50,885 50.8 53.4 2.6 Generator Savings kWh kW Tracking Evaluated Difference Tracking Evaluated Difference Lighting 343,095 347,660 4,565 53.9 44.5 -...

AI summary The document presents data on energy savings from lighting programs, including interactive lighting and total savings, along with details on installed fixtures in a 2010 C&I Custom Program evaluation.

erating hours. Interactive refrigeration savings was applied to 100% of the annual lighting operation. An electric heating penalty was not assessed for this facility as it is heated by 2 fuel oil. NMR Evaluation of 2010 C&I Custom Program...

AI summary The evaluation of the 2010 C&I Custom Program includes calculations of peak demand savings using system peak coincidence factors, which vary by location and operation. These factors added 11.4 kW to customer demand savings and 12.1 kW to generator demand savings.

% in the production areas. The average system peak adjustment factor is 69.5%. Demand savings from interactive effects added 11.4 kW to customer demand savings and 12.1 kW to generator demand savings. 5.0 On-Site Methodology The installati...

AI summary The document discusses the on-site methodology used to assess the installation of new lighting equipment, noting improved light levels and agreement with baseline assumptions. Challenges in matching fixture counts with documented data are highlighted due to the open layout and unclear boundaries in production areas.

oject ID: C-528984-1 1.0 Facility Overview This facility is a large hotel in Downtown Dartmouth. The hotel contains numerous conference rooms, a large banquet hall, and a full service restaurant. 2.0 Summary of Savings and Adjustments An e...

AI summary This document outlines a lighting retrofit project at a large hotel in Downtown Dartmouth, including the replacement of T12 fixtures with T8 fixtures and the installation of occupancy sensors. The project resulted in energy and demand savings, but evaluated savings were 17.1% less than tracking savings.

0.4 Interactive Lighting -644 -534 110 0.0 -0.1 -0.1 Total Savings 137,354 113,812 -23,542 15.3 15.6 0.3 Generator Savings kWh kW Tracking Evaluated Difference Tracking Evaluated Difference Lighting 147,796 122,464 -25,332 16.4 16.8 0.4 In...

AI summary The text presents data on energy savings from lighting and interactive lighting programs, including kWh and kW metrics, and highlights total savings and differences between tracking and evaluated figures. It is part of an evaluation of the 2010 C&I Custom Program.

120-volt MR16 19 20 PAR20 3 50 LED Retro Kit 1 1 Incandescent Exit 1 30 The fixture quantities listing in Table 2 reflect changes to the counts made during the evaluation. Note that line items do not match along rows in Table 2. Fixtures i...

AI summary The text discusses fixture quantities and their organization in Table 2, noting that changes were made during the evaluation. It also mentions the installation of additional lighting measures after program participation, which may be considered spillover effects.

g credited to the program under the gross savings work, although the circumstances surrounding their installation suggests they might be considered spillover had they been fully explored at the site. 4.0 Tracking Savings Review and Calcula...

AI summary The document discusses the methodology for calculating energy savings from a lighting retrofit project under the Program Development Agreement (PDA). Savings were estimated using a spreadsheet-based approach, grouping fixtures by type and location, and calculating the difference in wattage before and after installation.

iW prei  n postiW posti )h ES L   i 1000 (1) where, ES L = Direct savings from the lighting retrofit (kWh) n = Number of fixtures W = Fixture wattage i = Lighting group i h = Assumed lighting annual hours of operation 1,000 = Wh to...

AI summary The document discusses the calculation of energy savings from a lighting retrofit project, including both direct lighting savings and interactive heating and cooling effects. It outlines formulas used to compute these savings and notes the assumptions made regarding heat gain factors for heating and cooling seasons.

(3) where, = Savings weighted average operating hours [h] = Lighting group i = Operating hours for lighting group i = Energy savings for lighting group i The peak coincidence factor was then determined by dividing (5,813 hours) by 8,760 ho...

AI summary The document discusses the methodology for calculating peak demand savings using a peak coincidence factor and the shift from spreadsheet analysis to Metrix software for M&V projects. The change is due to disorganized lighting panels at the hotel, making metered data difficult to obtain.

areas. Since the Metrix analysis was not available for review at the time of the evaluation, savings were calculated relative to the feasibility study savings values available in the tracking system. 5.0 On-Site Methodology The on-site met...

AI summary The evaluation of the 2010 C&I Custom Program involved verifying the installation of retrofit fixtures and reviewing lighting operating schedules with the hotel's maintenance manager. Of 655 retrofit fixtures, 582 (88.9%) were verified, contributing significantly to load reduction and energy savings.

6.0 On-site Observations and Findings In general, the fixture counts verified on-site matched the counts specified in the tracking savings spreadsheet. There was however one major exception. In the tracking analysis, fixture counts for the...

AI summary On-site verification found that fixture counts in the banquet room were double-counted in the tracking analysis. The facility manager identified overestimations in lighting operating schedules. Adjustments were made to energy savings calculations using verified fixture counts and corrected operating schedules. Peak demand savings calculations were also revised to use independent coincidence factors for each lighting group.

od. Equation 3 was applied to all retrofitted areas of the building served by HVAC systems (100% in this case). Savings from all areas were summed to arrive at interactive effects peak demand savings. 7.0 Conclusions Annual energy savings...

AI summary The evaluation of the 2010 C&I Custom Program shows annual energy savings of 82.9% of tracking savings, with reductions due to removing double-counted savings and reduced operating hours. Peak demand savings exceeded tracking projections by 1.9% due to higher coincidence factors used in the evaluation.

for transmission and distribution losses. The evaluated energy savings were ultimately 14.3% less than the tracking savings. Table 1: Summary of Tracking and Evaluation Savings Results Customer Savings kWh kW Tracking Evaluated Difference...

AI summary The text discusses the evaluation of energy savings from a motor replacement program, showing that evaluated energy savings were 14.3% lower than tracking savings. Tables provide detailed comparisons of kWh and kW savings for motors and generators, and an overview of installed and replaced motors.

NMR Evaluation of 2010 C&I Custom Program Page A67 Table 2: Summary of Installed and Replaced Motors

AI summary The text presents a table summarizing the installed and replaced motors under the 2010 C&I Custom Program. The table is part of an evaluation of the program's outcomes.

92.4 150 96.2 NMR Evaluation of 2010 C&I Custom Program Page A68 Note that the motor efficiencies and sizes listed in Table 2 reflect changes made during the evaluation. With respect to motor size, only motor #6 was changed based on site c...

AI summary The document discusses the evaluation of a 2010 C&I Custom Program, focusing on motor efficiency changes and tracking savings calculations. It notes that motor size changes were made based on site conditions and that tracking savings were calculated using a spreadsheet-based approach based on the Project Development Agreement (PDA).

demand savings calculation did not take into account variations in individual motor usage during the facility‘s operating schedule. These issues were subsequently addressed in the evaluation analysis. 5.0 On-Site Methodology During the sit...

AI summary The evaluation of the 2010 C&I Custom Program found that demand savings calculations did not account for variations in motor usage during operating hours. On-site verification confirmed motor installations, but some specifications differed slightly from those listed in the tracking analysis.

NMR Evaluation of 2010 C&I Custom Program Page A72 Table 3: Summary of Installed and Replaced Motors

AI summary The document presents a table summarizing the installed and replaced motors under the 2010 C&I Custom Program, providing a snapshot of the program's implementation and outcomes.

lated using the following methodology in cases where post-installation amperage data were available: (8) All variables in the above equation were defined as in Equation 6. The parameter, , acts as a coincidence factor, scaling the demand s...

AI summary The evaluation of the 2010 C&I Custom Program shows that annual energy savings were 85.7% of the tracking estimate. Adjustments in post-installation power factor calculations and motor efficiency improvements contributed positively to the savings.

s (net positive effect on savings) NMR Evaluation of 2010 C&I Custom Program Page A77  Adjustments to the operating hours of the installed motors based on facility data (net negative effect on savings)  Usage of post-implementation met...

AI summary The evaluation of the 2010 C&I Custom Program found that adjustments to motor operating hours and the use of post-implementation metered data had a net negative and indeterminate effect on energy savings, respectively. Peak demand savings were 71.5% of the tracking estimate due to differences in the application of coincidence factors.

view Traffic lights throughout a regional municipality were replaced as part of this project. As with any city, traffic lights are required to operate 24 hours per day, 7 days a week, 365 days a year. 2.0 Summary of Savings and Adjustments...

AI summary This project involved replacing 108 intersections' incandescent traffic signals with LED signals, achieving energy and demand savings. Savings were recalculated based on pre- and post-implementation data, showing 7.0% more evaluated energy savings than tracking savings. As of the end of the 2010 program year, 14 intersections remained unaddressed.

oximate the mean demand savings, which is simply the annual energy savings divided by 8,760 hours. For the purposes of the evaluation, demand savings were calculated using this simplified methodology. 7.0 Conclusions Evaluated annual energ...

AI summary The evaluation of the 2010 C&I Custom Program shows that annual energy savings were 107.0% of the tracking estimate, and peak demand savings were 107.6% of the tracking estimate. The discrepancy between evaluated and tracking savings is attributed to differing operating factors, with the evaluation using a heavier weighting towards red lights, which provide greater savings compared to baseline incandescent fixtures.

5. 2003 6. 2004 7. 2005 8. 2006 9. 2007 10. 2008 11. 2009 12. 2010 99. Don‘t Know 8. How did you first learn about the Commercial and Industrial Custom Program? [RANDOMIZE AND READ 1-7, THEN 8] (choose one) KEEP RESPONSE 3&4 TOGETHER AND I...

AI summary The text includes a survey question about how respondents learned about the Commercial and Industrial Custom Program and the reasons for participation, with options provided. It also references an evaluation of the 2010 C&I Custom Program and mentions Nova Scotia Power (NMR).

contractor) 11. (Past participation in utility programs) 12. (Other (Please explain )) 99. (Don‘t know/Don‘t recall) 10. What was the second most important reason your company / organization chose to participate in the program? (Do not rea...

AI summary The text presents a survey section asking participants about their reasons for joining a program and verifies actions taken through the program, including feasibility studies and implementation of energy efficiency measures.

ng or pursuing [measure 2]? 1. Yes 2. No 9. Don‘t know/Don‘t recall x. Do you recall implementing or pursuing [measure x]? NMR Evaluation of 2010 C&I Custom Program Page C4 1. Yes 2. No 9. Don‘t know/Don‘t recall 12. Some companies work wi...

AI summary The text includes a series of questions related to the implementation and responsibility for specifying energy efficiency measures under the Commercial and Industrial Custom Program. It asks respondents whether they implemented or pursued specific measures and who was responsible for specifying them.

2. Contractor 3. Manufacturer representative 4. Utility account manager 5. Someone within your company / organization 9. Don‘t know/Don‘t recall (ASK QUESTIONS Q13 – Q15 FOR THE FEASIBILITY STUDY AND EACH MEASURE RECALLED.) [NOTE: Two-thir...

AI summary The text outlines potential respondents and factors influencing the implementation of energy measures, focusing on program incentives, energy cost savings, and environmental impact. It includes a list of respondents and motivations for implementing energy efficiency measures.

all on your decision to participate in the program‖ and 5 indicates that the program was ―extremely influential to your decision to participate in the program.‖ How influential was the: Element (READ) (a) Performance of Measure 1 2 3 4 5 9...

AI summary The text asks participants to rate how influential various elements were in their decision to participate in a program, including the performance of the measure, installation contractor, NSPI representative, and NSPI-funded studies. Respondents are to rate influence on a scale from 1 to 5.

4 5 9 no extremely DK influence influential SPILLOVER [ASK Q16-Q17 FOR EACH MEASURE RECALLED IN Q11, EXCEPT FEASIBILITY STUDY] 16. Now I'd like you to think of the time since you participated in the Commercial and Industrial Custom program...

AI summary The text includes survey questions about the Commercial and Industrial Custom program, asking participants if they installed energy efficiency measures on their own after participating in the program and whether these measures were of the same or higher efficiency level.

you installed or pursued through the Commercial and Industrial Custom program? 1. Yes 2. No 3. Don‘t know [IF Q17 = NO / DON‘T KNOW FOR EVERY MEASURE GO TO Q20] IF Q16=YES: Q17. Was equipment of the same level or a higher level of efficien...

AI summary This text is a series of survey questions related to energy efficiency measures, specifically asking whether equipment was purchased and installed independently by the respondent and whether it met or exceeded the efficiency levels of equipment installed through the Commercial and Industrial Custom program.

he amount of [measure x] installed or pursued through the program? % (Don‘t know=999) ALLOW 1-998—THEY COULD HAVE INSTALLED MORE THAN WAS INSTALLED THROUGH THE PROGRAM. NMR Evaluation of 2010 C&I Custom Program Page C9 19. Did your experie...

AI summary The text presents survey questions related to the impact of the Commercial and Industrial Custom program on participants' decisions to install energy-efficient measures. It asks about the percentage of measures installed independently and whether the program influenced these decisions.

Staff Interview Guide for NSPI, July 2010 Date: Name: Programs responsible for: Introduction: [This interview should take about an hour] Your comments are confidential. By the way, if I ask you about areas you don‘t know about, please feel...

AI summary This document is a staff interview guide for NSPI from July 2010, focusing on the C&I program. It includes questions about program responsibilities, staffing, interactions, program timelines, energy savings goals, and program successes and challenges.

Theory and Logic Model Review: 9. Is the program theory and logic model included in the C&I program manual still valid? 10. Has the program been expanded to include participants other than larger commercial, industrial and municipal custom...

AI summary The text outlines a series of questions regarding the validity and scope of a Commercial and Industrial (C&I) program, its outreach efforts, and its goals, including whether it functions as a Resource Acquisition or Market Transformation program. It also explores short-term and intermediate goals, as well as the program's impact on the market.

or outcomes that are not included in the C&I logic model?] d. How do you think this program will affect the overall market in the intermediate term? What is the mechanism by which this impact on the market will be achieved? NMR Evaluation...

AI summary The text outlines questions regarding the long-term goals of the 2010 C&I Custom Program, its impact on the market, and how program success will be measured. It focuses on outcomes such as persistent energy savings, market adoption of new technologies, and the development of the energy efficiency services industry.

ve? Short-term? Intermediate? Long-term? a. Are there any key indicators or metrics to gauge program effectiveness and success in short-, intermediate-, and long-term? Marketing, Participating Retailers, and Verification: 17. Please explai...

AI summary The text presents a series of questions regarding the evaluation of the 2010 C&I Custom Program, focusing on program effectiveness, marketing strategies, trade ally involvement, and program delivery. It also references a recommendation from the previous year regarding training energy efficiency contractors.

ound and interaction with staff 1. Are you the person at [company] who is most knowledgeable about your experiences with energy efficient equipment or upgrades rebated by Nova Scotia Power? 2. What is your job title? What roles and respons...

AI summary The text outlines a series of interview questions directed at a representative from a company regarding their experience with Nova Scotia Power's energy efficiency rebate programs, specifically focusing on participation in the 2010 C&I Custom Program and prior programs.

t pose a barrier to participation in the C&I Custom program? [Probes: Assistance, availability, or interaction with program staff; requirements of any of the four-steps;] The BER program was designed to streamline the rebate process for C&...

AI summary The text discusses the Business Energy Rebate (BER) program and its implementation by C&I customers, highlighting the simplicity of the BER compared to the C&I Custom program. It also explores participant experiences, identifying potential barriers and motivations for participation in energy efficiency programs.

ith NSPI staff [Does this vary by program at all?] e. Project implementation f. Rebate amounts [Does this vary by program at all?] g. Measurement and verification h. Application, rebate/incentive and associated paperwork [Does this vary by...

AI summary The text includes questions about energy efficiency programs administered by NSPI, focusing on rebate implementation, project execution, and free-ridership. It also asks respondents about their plans and actions regarding energy efficiency upgrades in the absence of NSPI incentives.

the program 22. If you had not received the incentive from Nova Scotia Power, could your budget have accommodated the full cost of the energy efficient upgrades including the incentive? 23. How influential were the following elements to yo...

AI summary The text includes survey questions about the influence of various factors on participation in NSPI rebate programs, including incentives, information from the program, contractor services, and interactions with NSPI representatives.

ent measures and processes; or the NMR Evaluation of 2010 C&I Custom Program Page C26 savings could be from PLANNED OR END-OF-LIFE replacements and installations of higher efficiency rather than standard efficiency measures and processes....

AI summary The text discusses energy efficiency measures and their impact on electricity savings, asking participants about the influence of programs like C&I Custom and BER on their decision to implement energy efficiency actions. It also includes questions about the importance of reducing energy usage and managing energy costs to organizations.

.......................................................................................................................... 16 3.1 METHODOLOGY ....................................................................................................

AI summary The text outlines the methodology and structure of a study, including in-depth interviews, telephone surveys, and sampling error considerations. It also covers program goals, responsibility, outreach, awareness, prior purchases, and post-participation energy efficiency actions.

Tables TABLE 1: 2010 PROGRAM ENERGY SAVINGS .................................................................................................. I TABLE 2-1: SUMMARY OF SBLS 2010 PROGRAM TRACKING SAVINGS ........................................

AI summary The text presents a series of tables related to energy savings and program tracking under the SBLS (Small Business Lighting Program) for the years 2008, 2010, and other related data. The tables include information on energy savings, connected demand, free-ridership, and program influence, as well as sampling details and sources of awareness for the program.

...................... 36 Figures FIGURE 1-1: SMALL BUSINESS LIGHTING SOLUTIONS PROGRAM LOGIC MODEL ...........................4 NMR Evaluation of 2010 Small Business Lighting Solutions Program Page I Executive Summary This report presents...

AI summary This report evaluates the 2010 Small Business Lighting Solutions Program (SBLS), conducted by NMR Group, Inc. for Nova Scotia Power and Efficiency Nova Scotia Corporation. The evaluation includes process and impact assessments and compares 2010 results with those from 2008 and 2009. The DSM Administrator contracted with service providers, a materials vendor, and a recycling contractor to deliver audit, installation, and recycling services.

ation was based on in-depth interviews with the DSM Administrator‘s staff, Delivery Agents, the Materials Vendor and the Recycling Contractor as well as a telephone survey of 65 program participants. Impact Evaluation Findings The impact e...

AI summary The impact evaluation of the 2010 SBLS program found that it achieved 11,210 MWh of energy savings and 1,529.5 kW of demand savings, falling short of its energy and demand savings goals. The evaluation used interviews, surveys, and program records to estimate free-ridership and spillover effects.

increasingly important for the DSM Administrator to monitor the performance of Delivery Agents in order to achieve 2011 targets and to ensure continued high levels of customer service.

AI summary The DSM Administrator's role in monitoring Delivery Agents' performance is highlighted as crucial for meeting 2011 targets and maintaining high customer service standards.

Findings and Recommendations Finding Recommendation SBLS-F1. SBLS-R1. In 2010, the SBLS program formally added a Recycling Contractor The SBLS program should continue to require that all responsible for collecting and recycling lamps and b...

AI summary The SBLS program improved its recycling process in 2010 by adding a Recycling Contractor for lamp and ballast collection. However, recruitment still relied heavily on word-of-mouth and trade allies, with 55% of participants citing these methods. The report recommends continued recycling mechanisms and the use of business cards for better outreach.

Findings and Recommendations Finding Recommendation SBLS-F4. SBLS-R4. As in 2008, the 2010 SBLS program encountered materials delivery NMR recommends that the DSM Administrator carefully issues. Delivery Agents estimated that anywhere betw...

AI summary The 2010 SBLS program faced material delivery issues, with 60% to 80% of deliveries being late or incorrect. Despite a quality action plan, issues persisted. Nova Scotia Power recommends monitoring the new program design and setting reliability and quality criteria for vendors.

uirements. SBLS-F5. SBLS-R5. Some respondents cited barriers to implementing additional energy At the time of participant contact, the DSM Administrator efficiency measures (beyond those covered by the program) including should continue to...

AI summary The evaluation of the 2010 Small Business Lighting Solutions (SBLS) program found that participants faced barriers such as lack of financing and information in implementing additional energy efficiency measures. The program was identified as a crucial source of assistance and funding, with participants showing low free-ridership and limited spillover effects.

NMR Evaluation of 2010 Small Business Lighting Solutions Program Page IV Findings and Recommendations Finding Recommendation SBLS-F7. SBLS-R7. While nearly all of the 2010 respondents (63 out of 65) said they would Despite the importance o...

AI summary The evaluation of the 2010 Small Business Lighting Solutions Program found that while most respondents were likely to purchase energy-efficient equipment in the future, few reported taking additional energy efficiency measures after participating in the program. The main barriers cited were lack of knowledge and information about additional measures.

NMR Evaluation of 2010 Small Business Lighting Solutions Program Page 1 1 Program Description 1.1 Program Description The DSM Administrator‘s 2010 Small Business Lighting Solutions Program (SBLS) was designed to achieve annual energy savin...

AI summary The 2010 Small Business Lighting Solutions Program (SBLS) aimed to achieve energy and demand savings by offering lighting retrofits to small businesses at 20% of installed costs. Initially limited to two regions, the program expanded province-wide in 2010 and included a recycling component that was improved and expanded.

 Audit review and recommendations. The DSM Administrator reviews and approves audit reports and recommendations before they are presented to the participants.  Obtain customer authorization. Delivery Agents review audit recommendations w...

AI summary The document outlines the process for a demand-side management (DSM) program, including audit review, customer authorization, material delivery, installation, recycling, and billing. It also discusses program assumptions, such as material availability and labor, and identifies barriers like concerns over lighting quality and labor shortages.

Nova Scotia. A lack of interested electrical contractors could lead to inadequate resources to perform installations. Short-Term Outcomes  Generate customer interest. Customers are made aware of the program by Delivery Agents.  Lighting...

AI summary The text discusses the Small Business Lighting Solutions Program in Nova Scotia, focusing on its short-term and mid-term outcomes, including generating customer interest, performing lighting audits, and achieving energy savings and cost reductions for small businesses.

2.1 Research Design Consistent with the free ridership summit recommendation, The NMR Team performed a billing analysis to determine the impacts of the SBLS Program. This evaluation methodology encountered two critical issues that resulted...

AI summary The evaluation of the SBLS Program encountered significant data issues, including an inability to form a representative non-participant group and incomplete billing data for participants. These issues led to the abandonment of the final results, and the performance of the 2010 program was instead based on site visits and metering from 2008. The 2011 program evaluation is recommended to use time-of-use metering for more accurate results.

is approach will provide the most confident estimate of impacts available at this time. We recommend that the evaluation of the 2011 program year be based upon on-sites with time of use metering. NMR Evaluation of 2010 Small Business Light...

AI summary The evaluation of the 2010 Small Business Lighting Solutions (SBLS) program highlights energy and demand savings, with a total of 12,876 MWh in energy savings and 3,928.8 kW in demand savings tracked by the DSM Administrator. The use of a line loss factor of 1.074 provides an adjusted estimate of 13,829 MWh of tracked savings at the generator.

at the realization rate for energy savings in the SBLS program in 2008 was determined to be 93.6% at the meter and 100% at the generator, which also falls into this range of realization rates. Table 2-3: Recent Small Business Impact Study...

AI summary The text discusses the realization rates for energy savings in the SBLS program in 2008, which were 93.6% at the meter and 100% at the generator. It also references various studies from different states and regions that evaluated lighting realization rates using different methods such as on-site visits and billing analysis.

: 99.6%, CFL: 85.2%, On-site visits New Hampshire4 NHEC, PSNH, Unitil, 2003 Exits: 102.5% with M&V New York5 NYSERDA Small Commercial On-site visits 94%, + 14% Precision Lighting, 2006 with M&V 1 http://www.ctsavesenergy.org/files/CT%20SBE...

AI summary The document presents evaluation data for the 2010 Small Business Lighting Solutions Program, including metrics such as 99.6% and 85.2% for CFL usage, and references on-site visits and M&V (Monitoring and Evaluation) processes. It also cites reports from various states and organizations, including New Hampshire and New York.

To more fully assess the transferability of the 2008 SBLS results to the 2010 program year, the NMR Team spoke with program implementers to assess differences in program operations between the two program years. The SBLS program was confir...

AI summary The document discusses the transferability of the 2008 SBLS program results to the 2010 program year, noting that program operations are largely unchanged except for expanded availability province-wide. It highlights discrepancies in wattage assumptions between the tracking system and on-site measurements, which affected savings estimates in 2008 and are still used in 2010.

ings at Meter with Interaction 12,052 3,712.7 Annual Savings at Generator with Interaction 12,944 3,987.5 The 2008 coincident demand factors calculated at the hour ending 6PM were determined to be 44.1% at the meter. Utilizing this factor,...

AI summary This section discusses the energy and peak demand savings associated with the Small Business Lighting Program (SBLS) in 2010. It estimates energy savings at the meter and generator levels, as well as peak demand savings, using a coincident demand factor of 44.1%.

12,876 13,829 12,052 12,944 Peak Demand (kW) 3,928.8 4,219.5 1,637.3 1,758.5 2.5 Spillover This study quantified participant-like7 spillover, which is a situation in which a customer installed additional equipment of the same type as was i...

AI summary The text discusses the evaluation of the 2010 Small Business Lighting Solutions Program, focusing on participant-like spillover, where customers installed additional energy efficiency measures influenced by the program. Only 12% of respondents reported installing more energy-efficient lighting after participating.

ce from another DSM program. NMR Evaluation of 2010 Small Business Lighting Solutions Program Page 10 participating in the SBLS program, and only four of these respondents said the equipment was of the same efficiency or higher than had be...

AI summary The evaluation of the 2010 Small Business Lighting Solutions (SBLS) program found a very low spillover rate (<1%), with some participants reporting non-like spillover. The spillover rate was calculated based on additional lighting installed and estimated savings from program records. However, without follow-up inspections, the actual efficiency and savings from spillover could not be determined.

Don‘t know 25% Yes 50% Would have installed the same amount of energy efficient lighting FR2d. No 25% that was installed through the program Don‘t know 25% Stated Intent Score = average of FR2a, FR2b, FR2c+ci, and FR2d.

AI summary The text presents survey results regarding customer intent to install energy-efficient lighting, with 50% indicating they would have installed the same amount regardless of the program, 25% indicating they would not, and 25% unsure. The Stated Intent Score is calculated as the average of four related questions.

lled through the program Don‘t know 25% Stated Intent Score = average of FR2a, FR2b, FR2c+ci, and FR2d. Table 2-8: CFL Free-ridership Program Influence Questions Free- Question Question Responses Rider Number Score How influential were the...

AI summary The text presents data from a survey assessing the influence of various elements on participation in the Small Business Lighting Solutions program. Respondents rated the influence of NSPI incentives, initial contact by program representatives, and NSPI-funded lighting audits on their decision to install energy-efficient lighting.

5 0% Don‘t know 25% Program Influence Score = maximum of FR4a, FR4b, or FR4c. NMR Evaluation of 2010 Small Business Lighting Solutions Program Page 12 Table 2-9: CFL Free-ridership Screening and Cross-check Questions Free- Question Questio...

AI summary The document evaluates the 2010 Small Business Lighting Solutions Program, focusing on free-ridership screening through questions about prior lighting improvement plans and budget considerations. It includes a table with screening and budget check questions to assess program influence and free-ridership.

Don‘t know including the incentive? Again, the full cost of the project would have been [prompt with project cost]. Based on their responses to these questions NMR divided respondents into three distinct groups:  Full free-riders – those...

AI summary The document discusses the classification of respondents into full, partial, and non-free-riders based on their participation in the SBLS program. It outlines criteria for identifying full free-riders and notes that only one respondent was classified as such, contributing minimally to energy savings.

.10 The interviews covered a variety of topics including interaction with program staff, roles within the program, program process, satisfaction, data tracking, participant perceptions, and spillover. 3.1.2 Telephone Survey and Sample Desi...

AI summary The interviews covered various topics such as interaction with program staff, roles within the program, program process, satisfaction, data tracking, participant perceptions, and spillover effects. NMR conducted telephone surveys with 65 participants using a subcontractor, ensuring a representative sample across regions and Delivery Agents.

Agent and Recycling Contractor. NMR Evaluation of 2010 Small Business Lighting Solutions Program Page 17 Table 3-1: Final Sample Population Sample Region N = 418 n= 65 Cape Breton 8% 8% Central 28% 32% Dartmouth 30% 25% Halifax 8% 6% South...

AI summary The document discusses the evaluation of the 2010 Small Business Lighting Solutions (SBLS) Program, including a sample distribution across regions and the purpose of the participant survey, which covers topics such as spillover, free-ridership, participant motivations, and energy attitudes.

iors  Participant firmographics 3.1.3 Sampling Error Table 3-2 shows the estimated population, sample size and associated sampling error at the 90% confidence level for the telephone surveys. Table 3-2: Sample Size and Sampling Error Samp...

AI summary The document discusses the sampling error associated with telephone surveys conducted in 2008, 2009, and 2010, as well as the structure and implementation of the 2010 SBLS program, which was managed by the DSM Administrator and involved Delivery Agents and other contractors.

with a single ―Materials Vendor‖ and ―Recycling Contractor,‖ who was responsible for supplying lighting materials to the Delivery Agents, and collecting materials (lamps and fixtures) for recycling. 3.3 Program Responsibility and Communica...

AI summary The SBLS program's responsibilities are distributed among the DSM Administrator, Delivery Agents, Materials Vendor, and Recycling Contractor. The DSM Administrator oversees customer pre-qualification, authorization, audits, and compensation, while Delivery Agents handle customer interaction, audits, installations, and project coordination.

 Obtaining customer sign-off and acceptance  Delivering project reports to the DSM Administrator  Administering subcontractor payments The Materials Vendor was responsible for the following:  Maintaining adequate stock of an agreed-upo...

AI summary The text outlines the roles of various entities in a DSM program, highlighting issues with material acquisition and delivery from 2008 to 2010. Despite improvements in 2009, problems resurfaced in 2010, indicating ongoing challenges with delivery processes.

SBLS program. Despite this, during the 2010 evaluation, it was revealed that the materials issues first discovered during the 2008 evaluation, and resolved in 2009 had returned to the program in 2010. 3.3.1 Materials Purchasing and Deliver...

AI summary The 2010 evaluation of the SBLS program revealed recurring materials purchasing and delivery issues. Problems such as receiving incorrect materials, wrong quantities, and late deliveries resurfaced after the program expanded to serve the entire province and the Materials Vendor began using a different warehouse. Disagreement exists between Delivery Agents and the Materials Vendor regarding the scale of the issues.

ition, the DSM Administrator should consider requiring that Materials Vendors chosen by Delivery Agents in 2011, and future program years, meet minimum criteria for reliability and materials quality. 3.4 Outreach and Marketing Direct marke...

AI summary The document discusses the DSM Administrator's consideration of requiring materials vendors to meet minimum reliability and quality criteria, as well as outreach and marketing efforts for the SBLS program. It also mentions the implementation of a quality action plan by the Materials Vendor to improve selection accuracy.

ondents cited word of mouth and more than one-fifth (22%) cited electricians, contractors or vendors. (Table 3-3) These sources were consistent with the marketing methods utilized by the SBLS program.

AI summary The document highlights that over 22% of respondents cited electricians, contractors, or vendors as sources of information, aligning with the marketing methods used by the SBLS program.

talled through the SBLS program. All four of the respondents who had installed additional equipment, reported that participation in the SBLS program had influenced their decision to do so. (Table 3-6) Table 3-6: Post-Program Lighting Insta...

AI summary The SBLS program influenced some small businesses to install additional lighting equipment, with 4% of participants in 2008 and 2009, and 12% in 2010, reporting that their decision was influenced by the program. The efficiency of the additional lighting was generally the same or higher than that of the lighting installed through the program.

- 11 Additional energy efficient lighting 10 5 Technical assessments/audit 6 20 5 Windows 5 Air Compression 5 Continue program at another facility 12 10 Awareness of energy consumption 10 Refrigeration 6 Changed lights at home 6 Fuel switc...

AI summary The 2010 Small Business Lighting Solutions (SBLS) program evaluation found that 85% of participants used their new energy-efficient lighting the same as before, with no significant behavioral changes impacting energy savings. This aligns with findings from previous years, indicating the program's effectiveness in promoting energy efficiency without unintended usage patterns.

of other less efficient lighting. As in 2008 and 2009, these results indicate that energy savings were not impacted by behavioral changes as a result of the influence of the SBLS program. (Table 3-8) Table 3-8: Use of New Lighting Relative...

AI summary The evaluation of the 2010 Small Business Lighting Solutions (SBLS) program indicates that energy savings were not significantly impacted by behavioral changes. Most participants cited energy cost savings as their primary motivation for joining the program, with improving lighting conditions as the second most common motivation.

Table 3-9: Reasons for Participating 2008 2009 2010 Second Second Second Most Most Most Most Most Most Important Important Important Important Important Important Motivations Motivation Motivation Motivation Motivation Motivation Motivatio...

AI summary The table shows the reasons for participating in energy efficiency programs from 2008 to 2010. The primary motivation was saving on energy costs, with a significant decline in the percentage of participants citing this reason over time. Other motivations included improving lighting conditions, reducing maintenance costs, and taking advantage of program incentives.

Table 3-11: Barriers Faced During Program Participation 2008 2009 2010 Most Second Most Most Second Most Most Second Most Specific Barriers Important Important Important Important Important Important Sample size 5 5 5 5 8 8 Concern that sa...

AI summary The table outlines barriers faced during program participation from 2008 to 2010, highlighting concerns about savings, program limitations, payback requirements, and delivery issues. These barriers were identified through survey responses and indicate challenges in program implementation and effectiveness.

significant barrier. Among the two respondents who said obtaining permission from the builder owner had been a significant barrier, one said that it had been a ‗very significant barrier.‘ (Table 3-12) Table 3-12: Building Ownership Status...

AI summary The text discusses barriers related to obtaining permission from building owners for energy efficiency programs. Survey data from 2008 to 2010 shows that the need for owner permission was a significant barrier, with the percentage of respondents indicating this increased over time.

4 NMR Evaluation of 2010 Small Business Lighting Solutions Program Page 30 3.10 Satisfaction with the Program The great majority of 2010 respondents (97%) reported that they were satisfied with the program overall, and seven out of ten (70...

AI summary The 2010 Small Business Lighting Solutions (SBLS) Program received high satisfaction ratings, with 97% of respondents expressing overall satisfaction and 70% reporting they were very satisfied. However, one participant expressed dissatisfaction with the program contractor in an in-depth interview.

orted that they were ‗satisfied‘ with all aspects of the program. (Table 3-14) Note, however, that in an in-depth interview, one SBLS participant expressed dissatisfaction with the program contractor.

AI summary The text indicates that participants were generally satisfied with the program, but one SBLS participant expressed dissatisfaction with the program contractor during an in-depth interview.

duling and timing of installation 86% 94% 86% Interaction/ communication with contractors 94% 94% 87% Installation process 87% 92% 94% Completion of the project on schedule 87% 90% 84% Rebate/Incentive amount 96% 93% 98% Paperwork and proc...

AI summary Respondents expressed high satisfaction (93% or greater) with various aspects of the lighting equipment installed through the SBLS program, similar to previous years. Key areas included installation, communication with contractors, and rebate amounts.

Table 3-17: Barriers to Pursuing Additional Energy Efficient Equipment Barrier 2008 2009 2010 Sample size 33 39 44 No need/No additional measures to upgrade 27% 23% 20% Lack of financing 15 20 16 Lack of information 3 13 11 Lack of time 12...

AI summary Table 3-17 outlines barriers to pursuing additional energy-efficient equipment from 2008 to 2010. Key barriers include lack of financing, information, and time, with some respondents indicating no need for upgrades or expressing concerns about bill savings. The SBLS program was still in progress during this period.

program, had your company / organization purchased any energy efficient lighting products? 1. Yes 2. No (Go to Q12) 9. (Don‘t know/Don‘t recall (Go to FR1)) 11. What purchases of energy efficient lighting had your company / organization ma...

AI summary This section of the document asks participants whether they had previously purchased energy-efficient lighting products and whether they had plans to pursue lighting improvements before engaging with the Small Business Lighting Solutions program.

e energy efficient lighting ‖ and 5 indicates that the program was ―extremely influential to your decision to install the energy efficient lighting.‖ How influential was / were the: NMR Evaluation of 2010 Small Business Lighting Solutions...

AI summary The text evaluates the influence of various factors on the installation of energy-efficient lighting through the Small Business Lighting Solutions Program. It asks participants to rate the influence of NSPI incentives, information provided by program representatives, and NSPI-funded lighting audits on their decision to install the lighting.

implementations, retrofits, etc] 3. What is your current job title? What roles and responsibilities do you have at [Company]? 4. How did you first become aware of the SBLS program? NMR Evaluation of 2010 Small Business Lighting Solutions P...

AI summary The text contains a series of questions directed at individuals involved in the SBLS program, focusing on their roles, interactions with NSPI, marketing strategies, and the program's implementation process. It explores how participants are aware of the program, communication with vendors, and the timeline from audit to savings analysis.

What is the average length of an on-site lighting audit? 12. How much time typically passes between the on-site audit and the presentation of cost and savings analysis to the customer? 13. As a percent about how much of this time is spent:...

AI summary The text includes a series of questions regarding the process of conducting on-site lighting audits, the time between audit and cost/savings analysis presentation, and the time between presentation and customer authorization. It also asks about follow-up procedures and safety protocols after retrofit work is completed.

b. On-site lighting audit NMR Evaluation of 2010 Small Business Lighting Solutions Program Page B14 c. Preparation of cost and savings analysis d. Presentation of cost and savings analysis to customer e. Obtaining participant authorization...

AI summary The text outlines the process of the Small Business Lighting Solutions (SBLS) program, including on-site lighting audits, cost and savings analysis, customer authorization, and direct installation of energy-efficient lighting. It also asks about participant perceptions, motivations, barriers, and spillover effects of the program.

ranty replacements? d. The agreed list of lighting products? [PROBE: Are there other products that should be on the list? Are there products that should not be on the list?] 11. Are there other incentives or rebates available, not provided...

AI summary The document presents a series of questions related to the Small Business Lighting Solutions (SBLS) program, including inquiries about product lists, other incentives, program impacts on sales, and participant satisfaction with NSPI staff.

f 17. Incentive level provided NMR Evaluation of 2010 Small Business Lighting Solutions Program Page B18 18. Program paperwork 19. Program delivery process and procedures 20. Availability of information about the program 21. The program ov...

AI summary The text outlines a series of questions related to the evaluation of the 2010 Small Business Lighting Solutions (SBLS) program, focusing on data tracking, contractor perceptions, and firmographics. It includes inquiries about program improvements, contractor motivations, barriers to participation, and the number of full-time employees.

me aware of the SBLS program? [PROBE IF NOT MENTIONED: Were you recruited by the SBLS program staff? IF NO: Did you approach SBLS program staff about being their recycling contractor?] 45. What are your responsibilities with regards to the...

AI summary The text discusses the SBLS program and includes questions about the respondent's involvement, responsibilities, interactions with program staff and vendors, training received, and the recycling process. The SBLS program is being evaluated in the context of the 2010 Small Business Lighting Solutions Program.

sites, need to be recycled?] NMR Evaluation of 2010 Small Business Lighting Solutions Program Page B21 a. Does the SBLI program require that all bulbs, replaced through the program, be recycled? IF NO: Why not? Are there additional incenti...

AI summary The text includes questions about the SBLS program, specifically regarding bulb recycling requirements, incentives for recycling, and the impact of the program on participating companies. It also asks about data tracking and contractor perceptions.