Topic:"Demand Side Management" in M03669

Efficiency Nova Scotia Corporation IN THE MATTER OF The Public Utilities Act , R.S.N.S. 1989, c.380, as amended. - and - IN THE MATTER OF An Application to Approve Efficiency Nova Scotia Corporation's Electricity Demand Side Management (DS...

AI summary The document outlines a regulatory proceeding involving Efficiency Nova Scotia Corporation's application to approve its 2012 Electricity Demand Side Management (DSM) Plan under the Public Utilities Act. The matter pertains to the approval process for energy efficiency initiatives.

This Evidence is filed in support of the electricity Demand Side Management (DSM) Plan for 2012 (2012 DSM Plan). The Evidence is filed with the Nova Scotia Utility and Review Board (UARB) by Efficiency Nova Scotia Corporation (ENSC or the...

AI summary This evidence supports the 2012 DSM Plan, filed by Efficiency Nova Scotia Corporation (ENSC) with the Nova Scotia Utility and Review Board (UARB). It outlines the formation of ENSC in 2010, the transition of DSM responsibilities from Nova Scotia Power Incorporated (NSPI), and the development process of the 2012 DSM Plan.

1.1 ENSC Startup and Transition of DSM Administrator Responsibilities in 2010 On January 22, 2010, the Governor in Council proclaimed the Efficiency Nova Scotia Corporation Act 1 (ENSC Act) that established ENSC as the province's new elect...

AI summary In 2010, Efficiency Nova Scotia Corporation (ENSC) was established as the new DSM program administrator under the ENSC Act. ENSC transitioned responsibilities from NSPI, with a Transition Committee and plan approved by UARB. The transition, completed by December 31, 2010, ensured continuity in DSM program management and delivery.

1.3 Development of the 2012 DSM Plan To aid in the preparation of the 2012 DSM Plan, ENSC developed guiding principles, which are presented in Section 6. ENSC received the advice and assistance of Navigant Consulting Inc. (Navigant) and Du...

AI summary ENSC developed the 2012 DSM Plan with stakeholder input, consulting Navigant and Dunsky. Meetings with DSM experts and stakeholders were held in 2010-2011. A Board order (NSUARB 153) acknowledged the PDWG's role during the ENS transition. The plan's development emphasized stakeholder engagement and regulatory alignment.

1 Continuing with this collaborative approach, ENSC will meet regularly with trade 2 associations, environmental groups, businesses and community groups, to foster open 3 productive working relationships with Nova Scotians. 4 5 Based on th...

AI summary ENSC is committed to collaboration with various stakeholders and believes the 2012 DSM Plan's savings targets and investment are achievable. The plan aligns with the 2007 and 2009 IRP targets. Reporting will be expanded to include cumulative savings and savings from non-customer-funded programs.

6 NSUARB-NSPI-P-884 - 2009 Integrated Resource Plan (IRP) Update Report (November 30, 2009) 1 New Program Components 2 The 2012 DSM Plan introduces a number of new program components. These include: 3 4 · program components for renters and...

AI summary The 2012 DSM Plan introduces new program components, including initiatives for renters, multi-unit buildings, low-income households, and innovative financing. It also proposes changes to DSM screening using Total Resource Cost (TRC) at the program level and emphasizes communication of DSM benefits, as highlighted in the UARB's 2011 DSM Plan Decision.

Enabling Strategies The 2012 DSM Plan includes investments in a number of enabling strategies. Investment continues in Education and Outreach, and Development and Research, two strategies that have been in place since 2008. Enabling strate...

AI summary The 2012 DSM Plan includes enabling strategies like Education, Outreach, Research, and Innovative Financing to support ENSC's programs and promote energy efficiency. Strategies aim to drive market transformation through codes, training, and local government collaboration.

Communicating with Municipal Electric Utilities In its 2011 DSM Plan Decision, the UARB directed that ENSC establish a process to interact with all six municipal electric utilities to improve the information exchange with respect to DSM pr...

AI summary The UARB mandated ENSC to improve information exchange with municipal electric utilities regarding DSM programs in its 2011 DSM Plan Decision. ENSC has assigned a liaison to initiate discussions with utilities. The directive is cited in [2010] NSUARB 153, para. 105.

Performance-based Approach Following up on the recommendations of the 2008 Wheeler Report, 8 ENSC proposes to engage the UARB and stakeholders to further assess the options for implementing a multi-year performance-based approach to DSM pl...

AI summary ENSC proposes a multi-year performance-based approach to DSM planning, following the 2008 Wheeler Report's recommendations, and seeks stakeholder and UARB input. This approach is detailed in Section 10 of the document.

Mandate for Non-electricity DSM Programs ENSC is discussing with the Nova Scotia Department of Energy a mandate for non- electricity energy-efficiency programs. An integrated, multi-fuel approach, whereby ENSC administers both electricity...

AI summary ENSC is proposing a mandate to integrate non-electricity energy-efficiency programs with electricity DSM programs, aiming for operational efficiencies and customer convenience. This approach is discussed in Section 11 of the document, with reference to a 2008 stakeholder consultation report.

1 2. 2010 DSM PLAN RESULTS 2 In its August 4, 2009 Decision, 9 3 the UARB approved NSPI's 2010 DSM Plan to achieve 4 an energy savings target of 81.13 GWh at an expenditure of up to $22.56 million. 5 Figure 2.1 shows the savings results co...

AI summary The UARB approved NSPI's 2010 DSM Plan in 2009, targeting 81.13 GWh in energy savings with a budget of $22.56 million. Figure 2.1 compares actual savings to targets, and the NMR Group evaluated the results, which will be reviewed by the UARB's verification consultant.

11 Figure 2.1 2010 DSM Evaluated Savings Results Energy Demand Target (GWh) Result (GWh) Target (MW) Result (MW) 81.13 84.97 16.63 16.38 12

AI summary Figure 2.1 presents the 2010 Demand Side Management (DSM) evaluated savings results, showing energy and demand targets and results. The energy target was 81.13 GWh, with a result of 84.97 GWh, and the demand target was 16.63 MW, with a result of 16.38 MW.

The 2010 DSM savings results and ENSC's startup activities were achieved with an expenditure of $22.71 million. This is based on financial information from NSPI for the nine months ended September 30, 2010, combined with unaudited financia...

AI summary The 2010 DSM savings results and ENSC's startup activities were achieved with an expenditure of $22.71 million, based on financial information from NSPI and unaudited information from ENSC for 2010.

1 Figure 2.4 2010 DSM Plan Expenditures Expenditures (Unaudited) ($ million) Residential Efficient Products 3.85 Existing Homes 1.30 Low-Income Households 1.85 New Homes 0.49 Commercial and Industrial Efficient Products 2.43 Prescriptive R...

AI summary Figure 2.4 outlines the 2010 DSM Plan expenditures, showing allocations across residential and commercial/industrial categories, including efficient products, existing homes, low-income households, and various programs like prescriptive rebates and custom installations, with a total of $22.71 million in expenditures.

3. 2011 DSM PLAN The UARB approved the 2011 DSM Plan on July 27, 2010. 10 The 2011 DSM programs are underway, and will grow and evolve during the year, providing momentum and insights that will guide detailed program development for 2012....

AI summary The UARB approved the 2011 DSM Plan on July 27, 2010, which includes three pilot programs: Fuel Substitution, Green Schools, and Eco Home. ENSC is implementing these programs, with ongoing development expected to inform 2012 initiatives.

1 4. 2012 DSM IRP TARGETS 2 ENSC's primary objective is to "design and administer electricity demand-side management programs with a view to restraining future electricity demand and use in the Province". 11 5 Electricity DSM Plans in Nova...

AI summary ENSC's main goal is to design and administer electricity demand-side management programs to reduce future electricity demand in Nova Scotia. These programs are aligned with the 2009 IRP Update's electricity savings and program cost targets.

9 Previous DSM Plans have focused on achieving annual incremental savings. With this 10 filing, ENSC is reporting cumulative energy and demand savings in addition to annual 11 incremental savings. This is consistent with the 2009 IRP Updat...

AI summary This text discusses the shift in focus of previous DSM Plans from annual incremental savings to cumulative energy and demand savings, aligning with the 2009 IRP Update. It references a figure that compares cumulative savings targets with actual and expected results from 2008 to 2012.

4 Figure 4.2 Cumulative Savings Targets and Results 2008-2012 Year IRP Target (GWh) Result (GWh) IRP Target (MW) Result (MW) 2008 16 21a 2 a 5 2009 66 86a 9 15a 2010 149 171b 26 31b 2011 295 329c 57 c 62 2012 500 543d 101 d 100 a verified...

AI summary Figure 4.2 shows cumulative savings targets and results from 2008 to 2012, comparing IRP targets in GWh and MW with actual results. The table indicates that actual results exceeded targets in most years, with some results marked as verified.

Beginning with this filing, ENSC proposes to report cumulative energy savings by recording the variance between target and verified savings on an annual basis as an over- or under-achievement. In the 2012 DSM Plan, ENSC is recording an ove...

AI summary ENSC proposes to report cumulative energy savings by recording the variance between target and verified savings annually. In the 2012 DSM Plan, ENSC reported an over-achievement of 19.5 GWh and 6.1 MW for 2008 and 2009, as shown in Figure 4.3.

10 Figure 4.3 DSM Targets and Results 2008-2009 GWh Target GWh Result GWh Over-(Under) Achievement MW Target MW Result MW Over-(Under) Achievement 2008 16.1 21.4 5.4 2.1 4.7 2.6 2009 50.3 64.4 14.1 6.8 10.3 3.5 Total 66.3 85.8 19.5 8.9 14....

AI summary Figure 4.3 presents the DSM targets and results for 2008-2009, showing that actual energy savings exceeded targets in both years, with significant over-achievement in GWh and MW metrics.

5. 2012 DSM PLAN SAVINGS AND INVESTMENT The savings and associated investment to meet the 2012 annual and cumulative IRP targets are presented in Figure 5.1. For 2012, ENSC forecasts annual energy and demand savings of 233.6 GWh and 44.0 M...

AI summary The 2012 DSM Plan forecasts energy savings of 233.6 GWh and demand savings of 44.0 MW annually, exceeding IRP targets while keeping investment at $43.7 million—below the IRP's $61 million program cost. Cumulative savings also surpass IRP goals. ENSC plans to refine programs in 2011-2012 with stakeholder input.

Figure 5.1 2012 DSM Plan Savings and Investment 2012 Investment ($ million) Lifetime Benefits ($ million) a Incremental Annual Net Energy Savings at Generator (GWh) Incremental Annual Net Demand Savings at Generator (MW) Total Resource Cos...

AI summary Figure 5.1 presents the 2012 DSM Plan Savings and Investment, showing investments and benefits across various programs, including residential, commercial, and industrial initiatives. The table details investment amounts, lifetime benefits, energy savings, and cost tests for different DSM programs in Nova Scotia.

& lt;sup>e Historical savings resulting from the introduction of a residential new construction code in 2010 and a proposed federal standard for general-service lamps starting in 2012 1 5.1 Reporting Savings Outside ENSC Programs Previous...

AI summary The 2009 IRP Update assumes energy savings from sources beyond customer-funded DSM programs will contribute to targets. ENSC is now recording incremental energy and demand from two external sources.

5.1.1 Extra-Large Industrial Projects ELI customers completed efficiency projects in 2009 and 2010. The resulting energy and demand savings contribute to the IRP targets and are reported in this filing because they are incremental to custo...

AI summary ELI customers' 2009-2010 efficiency projects contributed 80 GWh and 12 MW savings, incremental to DSM programs and not included in the 2009 IRP Update. These estimates, based on third-party analysis, will be evaluated in 2011 with variances reported in the 2013 DSM Plan. The 2009 IRP Update noted DSM inclusion encompasses broader conservation efforts beyond customer-funded programs.

5.1.2 Adoption of Energy-Efficiency Codes and Standards The adoption of energy-efficiency codes and standards is essential to meet overall targeted energy savings in the long term. Incentive-based DSM programs can be effective for building...

AI summary The adoption of energy-efficiency codes and standards is crucial for long-term energy savings, complementing incentive-based DSM programs. ENSC supports government efforts to implement these codes, which are incremental to the 2009 IRP Update. Additional savings come from LEED and BOMA certifications.

5.1.3 Potential Savings from NSPI Initiatives ENSC has not included Nova Scotia Power initiatives in the 2012 DSM Plan savings projections. However, ENSC recognizes the significant savings contributions that could be realized from NSPI ini...

AI summary ENSC did not include NSPI initiatives in the 2012 DSM Plan but acknowledges their potential savings from LED street lights, voltage control, smart metering, and rate design. ENSC plans to discuss these opportunities with NSPI for inclusion in future DSM Plans.

5.2 Changes to DSM Screening ENSC is proposing that the TRC test for the 2012 DSM Plan be applied at the program level, not at the measure level as was previously required. ENSC is seeking the flexibility to consider factors in addition to...

AI summary ENSC proposes changing the DSM screening process by applying the TRC test at the program level rather than the measure level and considering additional factors beyond TRC. The TRC and PAC tests have historically shown strong benefit-cost ratios for DSM programs in 2012, with TRC and PAC values exceeding 1.0.

5.3 Evaluation and Verification It is anticipated that the Evaluation and Verification process for the 2011 DSM programs will continue as developed for the 2008-2009 and 2010 DSM programs. DSM program Evaluation (Process and Impact) will b...

AI summary The 2011 DSM program evaluation and verification process will follow established methods used for previous DSM programs. An independent firm will conduct the evaluation, and the UARB may also commission annual savings verification. A session in 2010 discussed free ridership and spillover effects, leading to an approach for evaluating these factors, which was shared with stakeholders and used to guide evaluations starting in 2010.

5.4 Allocation of DSM Program Costs Among Rate Classes Appendix B contains a preliminary estimate of the proposed 2012 DSM program costs to 1 be allocated among rate classes. The preliminary allocation uses the methodology approved by the...

AI summary The document discusses the allocation of 2012 DSM program costs among rate classes, referencing the methodology approved by the UARB in its 2010 DSM Plan Decision.

6. DSM PURPOSES AND PRIORITIES In its 2011 DSM Plan Decision, the UARB recommended that ENSC conduct a "critical evaluation of expenditures to ensure money is spent on the most effective promotions and projects." 15 This recommendation was...

AI summary The UARB recommended in its 2011 DSM Plan Decision that ENSC conduct a critical evaluation of expenditures to ensure funds are used effectively for promotions and projects. This recommendation followed a request from the Consumer Advocate for clarity on DSM purposes and priorities in program design, budgets, and cost allocations. This section outlines ENSC's overall DSM purpose, guiding principles, and the process used to develop the 2012 DSM Plan.

6.1 Overall Purpose of DSM Efforts The overall purpose of electricity DSM programs in Nova Scotia is to help meet the province's long-term electricity needs through conservation and energy efficiency as a lower cost alternative to supply....

AI summary The overall purpose of electricity DSM programs in Nova Scotia is to meet the province's long-term electricity needs through conservation and energy efficiency, which is a lower-cost alternative to supply. DSM spending aims to meet the overall DSM savings set out in the IRP, which identifies DSM as the lowest-cost option to meet future electricity needs while respecting emissions targets and renewable energy requirements.

6.2 Guiding Principles In preparing the 2012 DSM Plan, ENSC observed the following guiding principles: · Meet IRP Targets: ENSC's primary goal is to meet IRP targets as a whole, both in the short term (measured by incremental annual energy...

AI summary ENSC's 2012 DSM Plan is guided by the principle of meeting IRP targets, both in the short term through incremental annual energy and demand savings and in the long term through cumulative savings.

Supra , note 10, para. 123. 1 · Low-cost Programs: Program costs will be minimized, where doing so does not 2 hinder meeting overall IRP targets in both the short and long term. 3 4 · Accessibility: ENSC will strive to provide access to ef...

AI summary The text outlines the guiding principles for developing the 2012 DSM Plan, emphasizing low-cost programs, accessibility, and long-term success. ENSC reviewed existing DSM programs, enhanced accessibility for low-income residents, consulted stakeholders, and engaged experts from other jurisdictions to improve program design and effectiveness.

7. COMMUNICATING DSM BENEFITS The UARB Decision on the 2011 DSM Plan highlighted the importance of communicating benefits of DSM to the general public. 16 Nova Scotians are investing significantly in DSM programs now and in the years ahead...

AI summary The UARB Decision on the 2011 DSM Plan emphasizes the importance of communicating DSM benefits to the public. DSM is highlighted as a cost-effective and environmentally friendly approach to energy efficiency, contributing to Nova Scotia's energy and environmental goals. ENSC plays a key role in promoting energy efficiency and supporting the province's economic and environmental objectives.

1 8. DSM PROGRAMS FOR LOW-INCOME HOUSEHOLDS During the regulatory hearing of the 2011 DSM Plan, several concerns were raised by intervenors, including the Consumer Advocate, the Affordable Energy Coalition (AEC) and the Ecology Action Cent...

AI summary During the 2011 DSM Plan regulatory hearing, intervenors such as the Consumer Advocate, the Affordable Energy Coalition (AEC), and the Ecology Action Centre raised concerns about DSM programs for low-income households.

- · performance of the 2008-2009 Low-Income Households program - · the need for programs designed for low-income renters and renters in general - · the financial ability of households with incomes just above the Low- Income Cut-Off (LICO)...

AI summary The text discusses actions taken by ENSC and NSPI in 2010 to improve access to DSM programs for low-income households and renters, including outreach efforts and a study initiated by the AEC. The 2012 DSM Plan expands low-income support to rental units. ENSC plans to continue outreach and simplify qualification processes.

1 The Efficient Products program for 2011 includes measures for appliance replacement 2 and lighting upgrades that specifically target low-income rental units. These measures 3 will continue in 2012. In the 2012 DSM Plan, spending on low-i...

AI summary The Efficient Products program for 2011 includes measures for appliance replacement and lighting upgrades targeting low-income rental units. Spending on low-income households in the 2012 DSM Plan is forecast to be $4.3 million, including the installation of energy-efficient products for low-income renters.

DATE FILED: February 28, 2011 Page 26 of 34 1 9. ENABLING STRATEGIES 2 The 2012 DSM Plan includes investments in eight Enabling Strategies. These strategies serve two purposes: (1) to support ENSC's DSM programs by encouraging increased pa...

AI summary The 2012 DSM Plan includes eight Enabling Strategies aimed at supporting ENSC's DSM programs and promoting long-term market transformation through energy-efficiency practices. Work on these strategies is planned for 2011 to support the timely rollout of initiatives.

Education and Outreach: The Plan includes continued investment to communicate the benefits of DSM to increase awareness of, and participation in, DSM programs. Development and Research: ENSC continues to gather information about markets an...

AI summary The Plan emphasizes continued investment in education and outreach for DSM programs, development and research into new energy-saving opportunities, innovative financing strategies, and support for advanced building energy codes and labelling policies in Nova Scotia.

Training and Quality Assurance: ENSC's objective is to improve training and quality assurance by working in partnership with third parties so that Nova Scotians can call 1 upon a growing and qualified local DSM workforce. 2 3 Renewable Hea...

AI summary ENSC aims to enhance training and quality assurance by partnering with third parties to develop a qualified local DSM workforce. ENSC also plans to support renewable heating strategies and collaborate with local governments on DSM programs and regulations.

10. PERFORMANCE-BASED APPROACH The creation of ENSC flows from the recommendations of a stakeholder consultation process facilitated by Dr. David Wheeler. 17 The final report resulting from this process envisioned a performance-driven over...

AI summary The document discusses the creation of ENSC based on a stakeholder consultation process led by Dr. David Wheeler, proposing a performance-based oversight mechanism for energy and demand savings. This model would shift regulatory focus from annual filings to multi-year frameworks, similar to those used in Vermont, with the UARB's role evolving to evaluate and verify performance.

11. MULTI-FUELS MANDATE The recommendations of the 2008 Wheeler Report, while focusing on the creation of an independent administrator for electric DSM, suggested that consideration be given, "for reasons of longer term cost-effectiveness...

AI summary The 2008 Wheeler Report recommended that ENSC become a single administrator for multi-fuel efficiency measures. The ENSC Act outlines ENSC's objectives, including administering electricity demand-side management and energy efficiency programs. ENSC is working with the Nova Scotia Department of Energy to finalize a multi-fuels mandate, aiming to streamline programs and reduce costs.

12. FUEL SUBSTITUTION Fuel substitution programs encourage participants to replace systems using electricity for space or water heating, for instance, with non-electric systems. In the case of new construction, fuel choice involves encoura...

AI summary Fuel substitution programs aim to replace electric systems with non-electric alternatives for heating. A pilot program was initiated in 2011 as per the UARB's 2011 DSM Plan Decision, with lessons learned informing future programs. ENSC plans to expand these efforts with provincial partners and emphasize sustainable biomass use.

DATE FILED: February 28, 2011 Page 33 of 34 1 14. CONCLUSION As the Evidence and Appendix A illustrate, the 2012 DSM Plan continues to build on Nova Scotians' achievements in energy efficiency while setting a path for long-term success. Th...

AI summary The 2012 DSM Plan builds on Nova Scotians' energy efficiency achievements and incorporates stakeholder input and recommendations from the UARB. It combines innovation with proven approaches and aims for ambitious energy efficiency goals while ensuring financial responsibility.

With this Application, ENSC is seeking approval: - · of the 2012 DSM Plan - · to apply TRC screening tests at the program level - · to engage the UARB and stakeholders in 2011 to further assess options for implementing a performance-based...

AI summary ENSC is seeking approval for the 2012 DSM Plan, applying TRC screening tests at the program level, and engaging the UARB and stakeholders to assess future performance-based models.

1.1 2012 DSM Budget and Savings Efficiency Nova Scotia Corporation (ENSC) consulted stakeholders and worked with Navigant Consulting Inc. and Dunsky Energy Consulting in designing the 2012 DSM Plan. The proposed plan is a comprehensive por...

AI summary Efficiency Nova Scotia Corporation (ENSC) designed the 2012 DSM Plan with stakeholder input and consulting firms. The plan includes residential, commercial, industrial, and institutional programs aimed at meeting energy and demand savings targets from the 2009 Integrated Resource Plan. ENSC plans to invest $43.7 million in 2012, targeting 233.6 GWh and 44.0 MW of savings.

OVERACHIEVEMENTS F 2012 Investment ($ million) Lifetime Benefits ($ million) a DDSM PLANS Incremental Annual Net Energy Savings at Generator (GWh) Incremental Annual Net Demand Savings at Generator (MW) Total Resource Cost Test (TRC) b Pro...

AI summary The table outlines overachievements from DSM programs in Nova Scotia, including investment, lifetime benefits, and energy savings. It details various programs such as efficient products, home energy reports, and commercial and industrial initiatives, along with their associated costs and benefits.

2012 Program Strategy The Existing Houses program will continue to be offered within a seamless, home retrofit program. Through a Request for Proposal process, ENSC will contract with service organizations and their energy advisors who wil...

AI summary The 2012 Program Strategy outlines the continuation of the Existing Houses program through a home retrofit initiative, with ENSC contracting service organizations. It also explores new opportunities for low-income renters, including free appliance replacement and deferred payment financing, and targets direct installation of energy-efficient products in rental homes.

Overview The New Houses program encourages electrical energy efficiency in the residential new construction market. Launched in 2009, it is available to builders and owner/builders of new houses in Nova Scotia, and supports the growth of a...

AI summary The New Houses program promotes energy efficiency in residential new construction in Nova Scotia by encouraging the use of efficient products and design practices. It aims to increase the number of homes exceeding building code requirements and using ENERGY STAR® products. The program leverages existing initiatives and may adjust eligible measures based on market and technological changes.

1 · qualitative performance assessment focusing on positive reinforcement as 2 energy-efficiency behaviours are implemented and consumption 3 decreases 4 · recommendations for improving energy efficiency through no-cost, low 5 cost and lar...

AI summary The text discusses a 2012 energy-efficiency program strategy that includes qualitative performance assessments, customer feedback mechanisms, and the use of third-party providers to deliver reports. The strategy aims to improve energy efficiency through no-cost, low-cost, and larger-scale measures, with plans to expand the program based on participant feedback and experiences.

Overview Launched in 2010, the Prescriptive Rebate program is intended to secure cost-effective electrical energy savings for non-residential customers in the retrofit and new construction markets through the promotion of a variety of high...

AI summary The Prescriptive Rebate program, launched in 2010, aims to achieve cost-effective energy savings for non-residential customers through the promotion of high-efficiency equipment. It includes two elements: Business Energy Rebates (BER) and Smart Lighting Choices (SLC), which support retrofit and new construction markets by offering rebates and encouraging the adoption of efficient technologies.

Eligible Equipment The Prescriptive Rebate program targets equipment for which the electrical energy savings can be predicted and standard per-measure savings and incentive levels can be established. This simplifies the application process...

AI summary The Prescriptive Rebate program provides rebates for equipment with predictable energy savings, simplifying the application process and reducing administrative costs. Eligible equipment includes lighting, HVAC, and other energy-efficient technologies, which are grouped into market segment packages for specific industries.

1 2012 Program Strategy The purchase and installation of high-efficiency technologies will be promoted through a combination of market push-and-pull strategies.

AI summary The 2012 Program Strategy emphasizes promoting the purchase and installation of high-efficiency technologies using both market push-and-pull strategies.

1 The program works with eligible customers to identify and implement cost-effective 2 electrical energy and demand saving measures on a case-by-case basis. Measures can be 3 divided into two categories: 4 5 · market-driven measures, commo...

AI summary The program focuses on identifying and implementing cost-effective energy-saving measures for eligible customers, divided into market-driven and discretionary retrofit categories. It includes technical and financial assistance components such as audits, incentives, and project financing. Examples include compressed air audits, retro-commissioning, and support for industrial energy improvement.

2012 Program Strategy ENSC provides the implementation contractor with a list of eligible customers in each territory. The implementation contractor markets the program, generates a qualified lead, and sends the customer request to ENSC. A...

AI summary ENSC provides a structured process for implementing energy efficiency programs, including customer eligibility, audit procedures, contractor roles, and incentive structures. ENSC may adjust program features based on outreach strategies and other program developments to meet the goals of the DSM Plan.

1 4. ENABLING STRATEGIES 2 3 Beginning with the 2012 DSM Plan, savings from outside of customer-funded DSM 4 programs will play an important role in achieving IRP targets. To support this role, 5 ENSC will work with partners, including gov...

AI summary The document outlines enabling strategies to support demand-side management (DSM) programs in Nova Scotia, emphasizing the role of education and outreach since 2008. The 2012 DSM Plan aims to increase awareness of energy efficiency and boost participation in DSM initiatives, with collaboration between ENSC, governments, and NSPI.

Nova Scotians will only adopt energy-efficient behaviours if they understand the value. Many Nova Scotians are already there, achieving significant electric efficiency savings over the past few years. To influence more Nova Scotians to par...

AI summary Nova Scotians are encouraged to adopt energy-efficient behaviors through education and outreach by ENSC, building on past efforts and focusing on enhancing customer understanding and participation in DSM programs. Activities include in-house energy advisors and targeted communication strategies.

effectiveness of all DSM programs. The DSM tracking system, public opinion polling 1 · a dynamic ENSC website, launched in January 2011, with a customer 2 friendly focus, providing energy efficiency information, program 3 materials, assist...

AI summary The document outlines Efficiency Nova Scotia Corporation's (ENSC) efforts to enhance the effectiveness of Demand Side Management (DSM) programs through a dynamic website, social media, marketing materials, online tools, and educational initiatives. It also highlights the development of new energy-efficient technologies and strategies through research and pilot projects.

1 The strategy will include discussions with key market participants and agencies, 2 participating in working groups, providing technical and other support and funding 3 research efforts. 4 5 Labelling activities are not expected to genera...

AI summary The strategy involves engaging market participants and agencies through discussions, working groups, and research support. It focuses on labelling activities to increase uptake of DSM programs, building envelope retrofits, heating systems, and energy management initiatives. A training and quality assurance strategy is introduced to improve contractor knowledge and build DSM workforce capacity in Nova Scotia.

4.7 Renewable Heating Strategy The objective of the Renewable Heating strategy is to create a broad renewable/advanced heating strategy for the province. The strategy will be designed to reduce electric space and domestic water heating loa...

AI summary The Renewable Heating Strategy aims to reduce electric heating loads and greenhouse gas emissions by promoting renewable heating technologies such as wood pellets, solar hot water heating, and ground source heat pumps. ENSC will collaborate with stakeholders to develop regulatory frameworks and seek funding partnerships to support local economic development and infrastructure.

4.8 Working with Local Governments ENSC has an objective to conduct outreach and provide support for municipal governments interested in implementing-energy efficiency programs and regulations. This strategy will be initiated in 2011 and w...

AI summary ENSC plans to engage with local governments in Nova Scotia to promote energy efficiency programs and regulations starting in 2011. Collaboration opportunities include municipal participation in DSM programs, promotion of initiatives, and support in developing regulations and new programs.

Reduce air conditioning costs with fans Fans help you stay cool while reducing your air conditioning needs. Raise the thermostat setting 3-4 degrees while you use portable fans and ceiling fans to keep air circulating and stay comfortable....

AI summary The text discusses how using fans can reduce air conditioning needs and lower energy consumption, especially during peak demand times. It highlights the benefits of using fans to conserve energy and keep the electricity grid reliable.

Preliminary Program Cost Allocation Line # TABLE 1 Allocation of 25% of program costs associated with system benefits. 10 Costs DSM Costs 11 Factors Factors1 12 Generation 100% Demand-related 33.49% 13 Transmission 0% Energy-related 66.51%...

AI summary The document outlines the preliminary allocation of 25% of program costs associated with system benefits, with demand-related costs attributed to 33.49% and energy-related costs to 66.51%. The table provides a breakdown of cost distribution across different sectors.

30 1 Enabling Strategies allocated based on Customer counts COSS, 2009 Compliance Filing Line # TABLE 2 a) Estimate of DSM Program participation by rate classes before accounting for the Municipal Class 1 2 COLUMN A B C D E F G 3 4 5 Relat...

AI summary The table presents an estimate of DSM Program participation by rate classes before accounting for the Municipal Class, showing the relative shares of program costs incurred on participating rate classes. It includes various residential and industrial rate classes with percentages for different programs.

INTRODUCTION Efficiency Nova Scotia Corporation (ENSC) retained the Dunsky Energy Consulting team to provide strategic advice designed to assist the Corporation as it moves to absorb current DSM Administrator functions, and ramp-up to achi...

AI summary Efficiency Nova Scotia Corporation (ENSC) has retained Dunsky Energy Consulting to provide strategic advice on absorbing DSM Administrator functions and achieving aggressive energy savings goals. The report focuses on regulatory issues, plan review, and enhancement opportunities for ENSC's programs.

A Note Re Programs For the sake of readability, we refer throughout this report to "ENSC programs". However, the reader should bear in mind that ENSC only recently inherited these programs; until October 2010, they were in fact developed a...

AI summary The document notes that ENSC programs were previously managed by the Interim DSM Administrator, Nova Scotia Power Inc., before being inherited by ENSC in October 2010. It also discusses the importance of management and delivery strategies for building local capacity.

suggest could occur in 2011 in time to develop a framework for post-2012 DSM Plans. In the interim, oversight of the 2012 DSM Plan could follow the current model, with some modifications (see below).

AI summary The text discusses the oversight of the 2012 DSM Plan, suggesting that a framework for post-2012 DSM Plans could be developed by 2011, with interim oversight following the current model with modifications.

OPPORTUNITIES TO ENHANCE 2011 PLAN SAVINGS A key element of this project was a program-by-program overview of current DSM activities. Overall, our review has found that ENSC is inheriting a solid foundation of existing programs, organized...

AI summary This document reviews the 2011 Demand Side Management (DSM) plan and identifies opportunities to enhance savings. It highlights the solid foundation of existing programs and suggests improvements, particularly in residential retrofit, fuel substitution, and new behavioral initiatives. It also emphasizes the potential of commercial and industrial programs and recommends enabling strategies to support long-term goals.

ENSC Electricity DSM Review Below we summarize these findings, indicating the relative scope of changes recommended for consideration by ENSC, each program's potential contribution to both near-term and longer-term targets, and summary rec...

AI summary This section summarizes findings related to the ENSC Electricity DSM Review, highlighting recommended changes, the potential contribution of each program to near-term and long-term targets, and summary recommendations. New initiatives are emphasized in blue.

ENSC Electricity DSM Review Program / Scope of POTENTIA L SAVINGS PRINCIPAL RECOMMENDATIONS Market Area Potential Changes a Near-term (2011-13) b Long-term (2014-30) c (see program profiles for more detailed suggestions) Performance Plus (...

AI summary The document outlines a review of ENSC's electricity demand-side management (DSM) programs, suggesting changes and recommendations for improving energy efficiency. Key points include expanding programs, increasing incentives, and enhancing customer feedback mechanisms.

MANAGEMENT, DELIVERY AND LOCAL CAPACITY BUILDING As ENSC takes on and expands existing DSM programs, it will be faced with decisions on its overall management and delivery structure. A key aspect of this is determining which functions shou...

AI summary ENSC is expanding its DSM programs and must decide between in-house and outsourced management approaches. The report highlights the importance of a strong in-house culture, collaboration with contractors, and strategies for building local capacity, such as local content requirements and market transformation.

OVERSIGHT IN A PERFORMANCE-BASED MODEL Regulatory oversight of a dedicated DSM "utility" like ENSC is broadly analogous to regulatory oversight of other monopoly functions. In this respect, regulatory models exist on a continuum, ranging f...

AI summary The text discusses regulatory oversight of ENSC, a dedicated DSM utility in Nova Scotia, under a performance-based model. It contrasts this with the traditional cost-of-service model used by NSPI and highlights the shift in UARB's oversight role from pre-approving plans to focusing on budget and performance reviews.

& lt;sup>3 Evaluation, measurement and verification. ANNUAL PLANS REVIEW ex: NSPI (past) PERFORMANCE-BASED APPROACH ADMINISTRATOR • Proposes plan to achieve cost-effective savings • Requests approval of budget and plan for set period (e.g....

AI summary The document discusses a shift from an annual plan review model to a performance-based approach for Demand Side Management (DSM) programs. This change would provide ENSC with greater flexibility to adjust plans based on feedback and outcomes, while the regulator would focus on evaluating ex-post results and verifying claimed savings.

ENSC Electricity DSM Review administrator must devote to formal regulatory hearings and processes, freeing them up to focus more on ensuring targets are met. 5 RISK While Nova Scotia's regulatory model allows for somewhat more flexibility...

AI summary The document discusses the need for a more flexible and performance-based approach to regulatory processes in Nova Scotia, suggesting that a multi-annual framework could better support the achievement of energy efficiency targets. It highlights risks associated with the current annual preapproval process.

RECOMMENDATIONS - Consider moving to a multi-annual, ex-post performance-based approach and, in so doing, clarify the associated review / oversight framework - In the interim, maintain the flexibility previously afforded to NSPI to adjust...

AI summary The recommendations suggest transitioning to a multi-annual, ex-post performance-based approach with a clear oversight framework and maintaining flexibility for NSPI to adjust programs before future hearings. The text highlights the significant time spent on regulatory approvals, which can detract from program management and strategic planning.

TOTAL RESOURCE COST (TRC) SCREENING REQUIREMENTS Current electricity DSM targets were derived from Nova Scotia Power's Integrated Resource Planning (IRP) process. Through this process, a level of incremental annual energy savings, roughly...

AI summary The Total Resource Cost (TRC) screening requirements in Nova Scotia's Demand Side Management (DSM) plan are based on the Integrated Resource Planning (IRP) process. The TRC approach compares the full cost of energy efficiency to the equivalent long-run cost of offset supply, ensuring that only cost-effective measures are promoted. However, the requirement that the TRC must be greater than 1 raises concerns about undue constraints and unintended consequences.

UNINTENDED CONSEQUENCES FROM RELIANCE ON THE TRC Notwithstanding our primary recommendation to eliminate the formal measure-level TRC screening process requirement, we believe it worthwhile to address the types of cost-benefit tests, in th...

AI summary The document discusses the unintended consequences of relying on the Total Resource Cost (TRC) test in demand-side management (DSM) programs. While the TRC test was widely used, it has been criticized for neglecting non-resource benefits that influence consumer decisions to adopt energy-saving measures.

HARMONIZING ELECTRIC AND NON-ELECTRIC INITIATIVES Throughout Canada and the U.S., efficient and effective DSM program delivery is often challenged by the existence of a patchwork of DSM administrators. In some regions, for example, a varie...

AI summary The text discusses the challenges of managing multiple demand-side management (DSM) programs across different utilities and agencies, and how the creation of ENSC offers an opportunity to streamline these efforts. Coordination between the UARB and government is suggested to reduce duplication and improve efficiency.

OVERVIEW Nova Scotia has adopted a set of ambitious electricity savings goals, equivalent to – and in some ways more aggressive than – the targets of leading North American jurisdictions. These goals are derived from an overall, long-term...

AI summary Nova Scotia has set ambitious electricity savings goals, outlined in NSPI's Integrated Resource Plan (IRP). The document highlights three key issues: the need to clarify the distinction between overall DSM targets and ENSC's voluntary programs, potential overambition in short-term DSM targets, and the likely higher average unit cost for ENSC's voluntary programs. The recommendations aim to adjust short-term targets while maintaining long-term planning.

ISSUE A: OVERALL DSM TARGETS ARE NOT LIMITED TO ENSC PROGRAMS ALONE The approved 2009 IRP update 12 clearly suggests that DSM forecasts account for all DSM efforts and savings, including not only resource acquisition DSM programs to be man...

AI summary The 2009 IRP update indicates that DSM targets include not only ENSC programs but also contributions from other entities like NSPI and government policies. The document argues that DSM goals should account for non-program strategies such as energy efficiency codes and standards, which can significantly impact savings. Additionally, the exclusion of the ELI rate class from DSM programs makes the targets more ambitious than initially perceived.

2. Annual DSM Targets With Assumed Breakout of Non-Program Savings Notes: Relative program and non-program contributions are illustrative only. Stack bars are not aligned to the axis to the right. The point of this chart is not to suggest...

AI summary The chart illustrates annual DSM targets with non-program savings, emphasizing that ENSC's role extends beyond programs to include code and other non-program savings. Achieving these targets will require significant effort, and the chart raises questions about the appropriateness of the projected ramp-up, which is addressed in 'Issue B'.

ISSUE B: CONSIDER A SOMEWHAT LONGER RAMP-UP Nova Scotia is to be lauded for setting itself ambitious electric DSM goals. However, a review of these targets raises concerns that interim targets for the 2011-2013 timeframe may be overly ambi...

AI summary Nova Scotia's electric DSM goals are ambitious, but concerns are raised about the 2011-2013 interim targets being too aggressive compared to other North American jurisdictions. A table compares Nova Scotia's 2013 DSM targets with those of California and leading northeast U.S. states using the percent of demand metric, highlighting the province's most ambitious annual target in its IRP forecast.

3. Comparative DSM Targets (percent-of-demand) Notes: \ Connecticut 2012 goal not yet approved (currently at 1.06% for 2010). \ \ In "NS 2013 (adjusted)", savings assume our earlier estimate from voluntary programs alone, while demand is a...

AI summary The document discusses concerns about the feasibility of ENSC's 2013 DSM targets given the short timeframe for achieving them, while acknowledging the ambitious but potentially achievable long-term goals. It highlights the need for a more realistic ramp-up curve for DSM savings.

4 N.S. Alternative Ramp-Up Schedule (illustrated) 14 Although one North American jurisdiction (Vermont) has achieved more than 2.5% of total demand via voluntary DSM programs, it is important to note that residential lighting savings contr...

AI summary The document discusses the challenges in replicating Vermont's DSM success due to changes in CFL market penetration and Canadian standards. It also highlights the discrepancy between IRP and ENSC savings targets, noting the need for clarity in defining these targets and the potential impact of short-term changes on NSPI's ability to meet carbon and renewable content requirements.

ISSUE C: BUDGETS MAY BE INSUFFICIENT FOR VOLUNTARY PROGRAMS COMPONENT The budgets set out in the 2009 IRP for DSM programs hover around $0.27-$0.28 per first-year kWh (expressed in constant dollars through 2020). Compared to the historical...

AI summary The 2009 Integrated Resource Plan (IRP) sets DSM program budgets at around $0.27-$0.28 per first-year kWh, which are considered reasonable compared to historical data. However, future costs may rise due to reduced savings from efficient lighting and more ambitious targets requiring higher-cost savings opportunities.

This is further borne out by a program-level comparison of ENSC's 2011 program costs with those of similar programs for Massachusetts and Vermont, presented below. Program ENSC 2011 Mass. 2011 Vermont 2011 Efficient Products $0.21 $0.24 $0...

AI summary The document compares ENSC's 2011 program costs with those of Massachusetts and Vermont, showing that Nova Scotia's costs are lower, except for Vermont's low-cost residential lighting program. This suggests a need to increase voluntary program cost forecasts in Nova Scotia.

RECOMMENDATIONS Based on the issues analyses above, we find a number of significant risks inherent in the determination, interpretation and reasonableness of the savings targets and expected costs thereof, and recommend these be most urgen...

AI summary The document highlights risks related to the clarity and achievability of savings targets in energy efficiency programs. It emphasizes the need to clarify whether targets are incremental or cumulative and to adjust for previous excess savings and long-term degradation.

IMPLICATIONS FOR THE 2012 PLANNING PROCESS As DSM efforts are fully transferred from NSPI to ENSC, ENSC will also take on responsibility for preparing and filing its 2012 DSM Plan with the UARB. The plan must be filed by February 28th, 201...

AI summary As DSM efforts transition from NSPI to ENSC, ENSC will prepare and file its 2012 DSM Plan with the UARB by February 28th, 2010. The proposal suggests a 'business as usual' approach with minor changes to the planning framework and clarification of DSM savings targets, budgets, and attribution. A new performance framework for 2013 and beyond is also recommended.

CHANGES TO THE 2012 DSM PLANNING FRAMEWORK In the short-term, ENSC should consider petitioning the UARB, within the framework of the 2012 plan, to: - Remove the measure-level TRC screening: Removing this requirement for the 2012 Plan would...

AI summary The document suggests changes to the 2012 DSM planning framework, including removing measure-level TRC screening and clarifying overall savings targets. These changes aim to provide ENSC with more flexibility and better alignment with the IRP 2012 savings target, while also considering the contributions of nonprogram activities.

POST-2012 FRAMEWORK CHANGES Within or in parallel with the 2012 DSM Plan filing, we suggest that ENSC petition the UARB to hold a broader discussion on a new framework for DSM planning post-2012. This would be an opportunity for ENSC, the...

AI summary The text suggests that ENSC should petition the UARB to initiate a broader discussion on a new framework for DSM planning post-2012. This would involve developing a multi-year, performance-based oversight process, streamlining oversight, and creating a long-term savings attribution and reporting framework. These discussions should be completed ahead of the 2013 regulatory proceeding.

OVERVIEW The transition of DSM programs from NSPI to ENSC offers an opportunity to review specific program strategies and performance. For this project, we have conducted a high-level review with three aims: - To provide a broad, qualitati...

AI summary This document outlines a high-level review of Demand Side Management (DSM) programs transitioning from NSPI to ENSC. The review aimed to evaluate program designs, identify enhancement opportunities, and assess the potential for meeting increased energy efficiency goals by 2011, 2012, and 2013.

A Note Re Programs For the sake of readability, we refer throughout this report to "ENSC programs". However, the reader should bear in mind that ENSC only recently inherited these programs; until October 2010, they were in fact developed a...

AI summary This note clarifies that while the report refers to 'ENSC programs', these programs were previously developed and implemented by the Interim DSM Administrator, Nova Scotia Power Inc., until October 2010.

SECTOR-LEVEL FINDINGS Overall, our review has found that ENSC is inheriting a solid foundation of existing programs, organized largely along common "best practice" program design lines. Given Nova Scotia's very recent entry into electric D...

AI summary The document highlights that ENSC has a strong foundation in existing programs, largely based on best practices. NSPI and CNS have successfully incorporated lessons from other jurisdictions, leading to accelerated learning. While there are suggestions for program enhancements, these are seen as opportunities for growth rather than criticisms of the current foundation.

EXISTING PROGRAMS – RESIDENTIAL Broadly speaking, ENSC, in collaboration with Conserve Nova Scotia, has built a solid foundation for residential programs. The newly-launched new construction program sets out ambitious tiers, the efficient...

AI summary ENSC and Conserve Nova Scotia have developed strong residential programs, but the residential retrofit program needs redesign due to the end of federal ecoENERGY incentives. The review recommends expanding programs to include fuel substitution and small multifamily buildings, increasing efforts in product offerings, and launching a behavioral on-bill feedback program in collaboration with NSPI. Current DSM targets may be difficult to meet.

EXISTING PROGRAMS – COMMERCIAL, INSTITUTIONAL & INDUSTRIAL Even more than is the case for residential programs, ENSC's suite of commercial & industrial (C&I) programs can serve as a good basis for expansion. The small business direct insta...

AI summary The document discusses opportunities for expanding ENSC's commercial and industrial energy efficiency programs. It highlights the potential of existing programs like the small business direct install and prescriptive products initiatives, and suggests a targeted submarket approach, long-term customer relationships, and leveraging data for better program effectiveness. It also notes challenges in meeting ambitious DSM targets within a short timeframe.

ENSC Electricity DSM Review relatively quickly via expanding eligibility and measures, but is among the more expensive programs. Custom and Products programs can clearly also expand, but likely require more than three years to reach saving...

AI summary The ENSC Electricity DSM Review discusses the potential for expanding eligibility and measures in Demand Side Management (DSM) programs, noting that some programs can be expanded relatively quickly, while others may require more than three years to meet 2013 savings targets. Prescriptive retrofit outreach is highlighted as a key initial strategy for specific markets.

EXISTING PROGRAMS – ENABLING STRATEGIES ENSC has inherited an existing Education & Outreach program and a Development & Research program. Both are important, and we suggest that D&R in particular could be expanded to foster longer-term sav...

AI summary ENSC has inherited existing programs and proposes expanding the Development & Research program to support long-term savings. ENSC can lead initiatives in financing, codes, building labeling, and renewable heating to achieve DSM targets and stimulate economic opportunities. These efforts will have limited impact before 2013 but must start now.

PROGRAM-LEVEL OVERVIEW In the forthcoming sections, we address each program or program area individually. Below we summarize these findings, indicating the relative scope of changes recommended for consideration by ENSC, each program's pot...

AI summary This section provides an overview of program-level findings, highlighting recommended changes, their scope, and potential contributions to near-term and long-term targets. New initiatives are emphasized in blue.

ENSC Electricity DSM Review Program / Scope of Potentia l Savings Principal Recommendations Market Area Potential Changes a Near-term (2011-13) b Long-term (2014-30) c (See program profiles for more detailed suggestions) Performance Plus (...

AI summary The document outlines recommendations for improving Energy Nova Scotia Corporation's (ENSC) electricity demand-side management (DSM) programs, focusing on enhancing energy efficiency initiatives, expanding eligibility, increasing incentives, and improving customer feedback mechanisms.

ENSC Electricity DSM Review Interest in the program has already been strong only months after launch. Notably, manufactured home providers are expressing interest; one of the two principal manufactured home providers is considering having...

AI summary The new Performance Plus program has seen strong interest, particularly from manufactured home providers. The program is well-designed with ambitious targets, aiming for 33% participation in its first year. Several recommendations are made for improvement, including baseline studies, incentive reviews, pre-drywall inspections, and the use of prescriptive incentives to increase participation and energy savings.

cant source of potential savings given that set-top boxes are one of the most important single sources of electronic products energy consumption in homes. - Consider year-round product incentives. Year round, rather than periodic product i...

AI summary The text discusses strategies to increase the adoption of energy-efficient products, including year-round incentives, education for sales staff, and working with bulk purchasers. It notes that while these efforts may be difficult to directly measure, they can be validated from a market transformation perspective.

ely take three to five years to be put into place and beginning having significant impact. In the meantime, ENSC could consider a number of options to increase the savings from the current program by: - Increasing incentive levels to match...

AI summary The document suggests that ENSC could increase the effectiveness of its residential retrofit program by raising incentives, improving financing options, reducing customer effort, developing the workforce, and adjusting timelines to accommodate participant needs and contractor involvement in renovations.

BEHAVIOURAL FEEDBACK OVERVIEW & ASSESSMENT: Reducing energy use by providing feedback to electricity customers is a major emerging opportunity to obtain low-cost energy savings. Behavioural feedback can range from 'enhanced billing' to rea...

AI summary The document discusses the potential of behavioural feedback in reducing energy use through enhanced billing and real-time feedback mechanisms. Effective approaches include frequent feedback, comparisons with similar households, and actionable steps for improvement.

6 Example of Enhanced Billing An important new study from the American Council for an Energy Efficiency Economy (ACEEE), published in June 2010, summarizes the results of a rigorous meta-analysis of 57 studies from North America, Europe an...

AI summary This section discusses enhanced billing as a method for promoting energy efficiency, citing a study by the American Council for an Energy Efficiency Economy (ACEEE) that found energy savings ranging from 4% to 12%. Enhanced billing is associated with lower savings, while more frequent feedback and benchmarking yield higher savings. Costs for behavioral feedback initiatives, such as those used in Massachusetts, are relatively low.

PRESCRIPTIVE REBATES (C&I PRODUCTS) OVERVIEW: The C&I products market generally consists of relatively uniform products with standard energy savings/unit. Programs targeting products alone can focus on market-driven opportunities in both n...

AI summary The C&I products market involves standard energy-saving products, with ENSC's BER and SLC programs targeting market-driven opportunities. BER provides prescriptive incentives for lighting, motors, refrigeration, and HVAC products, while SLC offers incentives to distributors for high-performance T8 lamps. Regulations are being drafted to phase out T12 lighting and Class 8 products.

SMALL BUSINESS LIGHTING SOLUTIONS (SMALL BUSINESS EXISTING) OVERVIEW: The Direct Install Program for Small Businesses offers lighting retrofits via third party implementation contractors. Eligibility requires <100,000 kWh/year and <100kW a...

AI summary The Small Business Lighting Solutions program provides lighting retrofits for small businesses with incentives covering 80% of costs. It has achieved significant energy savings and is on track to exceed 2010 targets. The program is recommended for expansion in eligibility and measure options to increase savings and scale beyond 2011 levels.

ENSC Electricity DSM Review During early September, program staff received training in the Advanced Building: Core Performance methodology, and assistance in reviewing design documents for the first two projects to be included under this i...

AI summary ENSC staff received training on the Advanced Building: Core Performance methodology and are reviewing design documents for new projects. The program has shown significant savings potential but has been limited by staffing constraints. Recommendations include adding sub-market strategies and targeted outreach for specific customer segments.

EDUCATION AND OUTREACH OVERVIEW: The current Education and Outreach component comprises a general marketing campaign, an information hotline directing customers to programs, and targeted activities for educational institutions (the develop...

AI summary The Education and Outreach component includes a general marketing campaign, an information hotline, and targeted activities for educational institutions. As ENSC shifts toward a market-based approach, the EnerInfo hotline will become more critical, requiring knowledgeable representatives. Education and outreach are essential for achieving long-term DSM targets and can be enhanced through advanced behavioral feedback mechanisms.

DEVELOPMENT AND RESEARCH OVERVIEW: Development and Research (D&R) efforts in the current DSM Plan encompass market assessments, technology reviews, staff development, baseline studies and demonstration projects. To date, a substantial port...

AI summary The Development and Research (D&R) section of the DSM Plan includes market assessments, technology reviews, and pilot programs. The 2011 budget funds a residential fuel substitution pilot. ENSC is advised to consider broader D&R definitions, including experimental program designs and emerging technologies like cold-climate heat pumps. D&R activities may support long-term DSM targets by replenishing savings opportunities.

BUILDING LABELLING POLICY OVERVIEW/ASSESSMENT: Mandatory building energy performance labelling is a potentially powerful tool to allow markets to better value energy efficiency, thus incenting better performance. In the residential sector,...

AI summary Mandatory building energy performance labelling is proposed as a tool to improve market valuation of energy efficiency in residential and commercial sectors. While not currently active in Nova Scotia, it has potential to drive long-term energy savings and reduce the need for financial incentives. The policy could be implemented alongside efficiency financing and rating tools like Energy Star Portfolio Manager.

ENSC Electricity DSM Review Regardless of the method employed, it would be reasonable to give energy-savings credit toward goals to ENSC for any savings achieved relative to actual baseline (not necessarily code), including bringing new co...

AI summary ENSC suggests that energy savings from new construction meeting or exceeding building codes should be credited toward DSM goals. It highlights successful training efforts in support of new energy efficiency codes and outlines potential roles for ENSC in promoting and enforcing codes. The contribution of code and standard activity to long-term DSM targets is considered very significant, citing California's experience.

TRAINING POLICY OVERVIEW/ASSESSMENT: Training must occur at many levels for many audiences in order to support ENSC programs. Architects and engineers need training on efficient design; contractors need to develop familiarity and expertise...

AI summary Training is essential across multiple levels and audiences to support ENSC programs, including architects, engineers, contractors, retailers, and building operators. A coordinated training and certification strategy is recommended to address overlapping needs and streamline delivery. This can contribute significantly to long-term DSM targets, though savings attribution may be less direct for general training activities.

LEVERAGING GOVERNMENT OVERVIEW/ASSESSMENT: Both the provincial and many municipal governments in Nova Scotia are setting ambitious goals related to energy efficiency, particularly in the context of climate change plans. Municipalities are...

AI summary The provincial and municipal governments in Nova Scotia are setting ambitious energy efficiency goals, with municipalities acting as potential partners for ENSC. Examples from other jurisdictions show that municipalities can lead in policies such as building energy labelling, efficiency retrofits, and cool roof requirements. ENSC is collaborating with local municipalities on initiatives like PACE financing for solar hot water systems.

INTRODUCTION As ENSC takes on and expands existing DSM programs, it will be faced with decisions on its overall management and delivery structure. Indeed, these decisions may be critical to the costs and savings of program implementation....

AI summary ENSC is considering how to manage and deliver its expanding DSM programs, including decisions on whether to use in-house staff or outsource to consultants and market actors, with a focus on cost and savings implications.

WHAT IS PROGRAM MANAGEMENT AND DELIVERY? Management and delivery (M&D) can be broken out into multiple tasks: administration, overall portfolio-level planning, program design, program implementation, program evaluation, and supportive task...

AI summary Program management and delivery (M&D) involves tasks such as administration, planning, design, implementation, and evaluation. ENSC is considering options on a spectrum between full in-house implementation and outsourcing through a Program Management Contractor (PMC) model.

Program Implementation - − Program mgmt - − Contractor mgmt - − Outreach/mkting - − Incentive Processing - − Relationship / Acct mgmt (w/manuf/retailers; w/indiv. contractors; w/large accounts) - − Audits/Evals - − Actual projects (install...

AI summary The text discusses program implementation, including management, contractor management, outreach, incentive processing, and evaluation. It notes that entities like Efficiency Maine Trust rely on outside contractors but maintain core staff, highlighting the need for an optimal mix of actors in managing ENSC programs. It also references the 2008 'Wheeler Report' on DSM management.

ENSC Electricity DSM Review The table below illustrates the approximate staffing levels for three of the entities most similar in design to ENSC: the Energy Trust of Oregon, the Wisconsin Energy Conservation Corporation (for the statewide...

AI summary The text compares ENSC with three non-profit organizations—Energy Trust of Oregon, Wisconsin Energy Conservation Corporation, and Efficiency Vermont—highlighting their similar roles in implementing statewide energy efficiency programs.

PRINCIPLES AND ISSUES A. The Importance of In-House Culture: A performance-driven, market-focused culture is one the most frequently cited success factors for an energy efficiency utility, and helps ensure that programs actively seek out o...

AI summary The document discusses the importance of fostering a performance-driven, market-focused culture within ENSC to achieve energy efficiency goals. It highlights the viability of both in-house and outsourced models for DSM, emphasizes the need for quality staff and long-term planning, and notes the challenges of scaling up DSM efforts in Nova Scotia over the next few years.

ADVANTAGES, DISADVANTAGES AND ESSENTIAL INGREDIENTS We present the advantages, disadvantages and essential ingredients for the effective use of in-house staff, DSM consultants and delivery contractors and market actors below.

AI summary The text introduces a discussion on the advantages, disadvantages, and essential ingredients for effectively utilizing in-house staff, DSM consultants, delivery contractors, and market actors.

DSM CONSULTANTS AND DELIVERY CONTRACTORS • Advantages: Both DSM consultants (providing specialized program design and evaluation services) and DSM delivery contractors (providing turnkey or relatively turnkey program implementation service...

AI summary The text discusses the advantages and risks of using DSM consultants and delivery contractors for ENSC's program expansion. It highlights their specialized knowledge and ability to act quickly but also notes higher costs, lack of long-term continuity, and potential silos. Effective use requires collaboration, innovation incentives, and clear communication.

MARKET ACTORS • Advantages: market actors – retailers, manufacturers, trades and general contractors, architects and engineers – should provide the vast majority of customer services and measures. Relying on the open market for measure ins...

AI summary The text discusses the advantages and disadvantages of relying on market actors versus in-house staff for energy efficiency programs. It emphasizes the importance of a competitive market and the need for ENSC to actively develop the local market, particularly in the early stages, through training and certification. It also highlights the potential for conflicts of interest with trade allies and the need for strong internal controls.

LOCAL CAPACITY DEVELOPMENT As ENSC takes on leadership of DSM in the province, a key challenge will be developing local capacity, in terms of skilled in-house staff, locally based DSM consultants and delivery contractors, and skilled, comp...

AI summary ENSC faces the challenge of developing local capacity in DSM, including in-house staff, consultants, and contractors, to reduce costs and enhance local economic benefits. Strategies include nurturing in-house staff, using local content requirements in RFPs, long-term contracts, and ensuring long-term program predictability to encourage investment.

ENSC Electricity DSM Review - demand will continue to exist. Experience from other jurisdictions shows how important it is to avoid interruptions in program delivery or year-to-year uncertainty about program existence. - E. Market-Transfor...

AI summary The document discusses strategies for market transformation and reducing barriers to entry in Nova Scotia's energy efficiency industry, including mandatory building labelling, subsidies for training and certification, and leveraging third-party certifications. It emphasizes the importance of long-term strategies and local economic benefits from DSM programs.

BACKGROUND As part of its 2011 DSM Closing Submission, NSPI recommended the inclusion of a Fuel Substitution pilot program, to be developed in late 2010 and implemented in 2011. Discussions during the 2011 DSM Plan hearings regarding this...

AI summary NSPI proposed a Fuel Substitution pilot program in its 2011 DSM Closing Submission, to be developed in late 2010 and implemented in 2011. The proposal was influenced by a report from Dunsky Energy Consulting, which outlined a timeline for the pilot's design and implementation. The pilot was to be funded through the Development and Research program and overseen by the Existing Houses program.

DEC PROGRAM DESIGN METHODOLOGY DEC's methodology for this project consisted of six steps: - A. DEFINING SCOPE, GOALS, OBJECTIVES AND POLICIES : DEC and NSPI finalized the project's objectives, strategy options and policy decisions in July...

AI summary DEC's program design methodology involved six steps, including defining scope, measure and market characterization, reviewing experience, and designing a pilot program. The report details steps B and C, and presents the final program design incorporating feedback from NSPI, ENSC, and PDWG.

PROGRAM ADMINISTRATORS - Sara Mudge, Efficiency New Brunswick - Luke Dugas, Enbridge Gas (New Brunswick)

AI summary The section lists program administrators involved in the proceeding, including Sara Mudge from Efficiency New Brunswick and Luke Dugas from Enbridge Gas (New Brunswick).

ISSUES AND OPPORTUNITIES Electric-baseboard (EBB) heating is by far the most common electric heating in Nova Scotia, with 72% of electrically-heated homes. This creates a problem for fuel substitution programs because of the lack of a heat...

AI summary The document discusses challenges and opportunities in converting electric baseboard-heated homes in Nova Scotia to alternative heating systems. Market actors recommend air-source heat pumps for bungalows with unfinished basements and ductless mini-splits for other homes. For non-ASHP options, boilers with radiators are preferred for multi-storey homes with finished basements due to minimal disruption, while forced air furnaces are more costly and disruptive.

IMPLICATIONS FOR THE PILOT The pilot project will clearly need to provide additional incentives to cover the cost of installing distribution systems in order to make fuel substitution attractive. It will also need to prepare specific marke...

AI summary The pilot project requires incentives for installing distribution systems to encourage fuel substitution, particularly for EBB heated homes. Marketing strategies and incentives may not be sufficient, prompting consideration of turnkey installation. Boiler conversions are preferred except for specific home types, with incentives set at nearly 100% of installation costs for hydronic systems.

The table below provides a brief profile of each of the key measures or systems considered for this pilot. SYSTEMS PROFILES WOOD STOVES Eligibility: EPA-certified stoves in homes with no existing non-electric secondary heating system Insta...

AI summary The text outlines key measures and systems considered for a pilot, including wood and pellet stoves, and wood boilers/furnaces. It details eligibility criteria, installed costs, and market observations, noting differences in demand and adoption rates between urban and rural areas.

PELLET STOVES Pellet stoves are an established technology in Nova Scotia. The pilot program will incent them in a similar fashion to other established measures.

AI summary Pellet stoves are an established technology in Nova Scotia, and the pilot program will incentivize them similarly to other established measures.

ENCOURAGING FUEL SUBSTITUTION Participant surveys revealed valuable information on both market interest in – and/or openness to – fuel switching, and the levels of incentives that could move decisions.

AI summary Participant surveys provided insights into market interest in fuel switching and the levels of incentives needed to influence decisions.

INCENTIVE SCENARIOS FSS respondents were provided information regarding the conversion cost and annual energy cost savings for four different fuel substitution scenarios, and asked to indicate the level of incentive that would be required...

AI summary Respondents were asked about incentive levels needed for various fuel substitution scenarios, including wood and pellet stove additions, conversion to combo boiler systems, and switching from electric DHW to tankless gas heaters. The feedback is summarized in four graphs that show conversion costs, sample sizes, and pre-incentive payback periods.

9 Incentive Rates and Interest Levels for Tankless DHW

AI summary This section discusses incentive rates and interest levels for tankless domestic hot water (DHW) systems, accompanied by a figure labeled 'Figure 5' from page 202.

11 Incentive Rates and Interest Levels for Pellet Stoves A key finding from these results is that most respondents reporting access to gas would be interested by some level of incentive – less than 15% of respondents indicated that no amou...

AI summary Most respondents with access to gas expressed interest in pellet stoves with some level of incentive, while over 40% showed no interest in wood or pellet stoves regardless of incentives. These findings were used to estimate expected uptake rates.

MARKET ACTOR REPORTS Market actors (HVAC contractors and equipment retailers) contacted as part of measure characterization were also asked their sense of current levels of interest in fuel substitution. - Wood Stoves were reported to be a...

AI summary Market actors in Nova Scotia report that wood stoves are popular, while interest in wood pellet stoves peaked in 2008 but has since declined. Gas heating systems and domestic hot water systems are well established. Pellet boilers and furnaces are not widely used, though some suppliers offer standard systems. The challenge lies in penetrating the EBB market and ensuring support for EBB conversions.

Residential Fuel Substitution Pilot Program Contractors also face barriers that may impede program success. Particularly relevant for fuel substitution are: - Conservative bidding : Contractors are naturally interested in obtaining contrac...

AI summary The Residential Fuel Substitution Pilot Program faces challenges due to contractor behavior, including conservative bidding, program transaction costs, and investment costs. Contractors tend to favor established solutions over more disruptive or innovative ones, and may be reluctant to invest in new technologies like advanced pellet systems.

12 Standard Solutions to Retrofit Barriers BARRIER STRATEGIES Lack of Information  Information campaigns – information on costs, savings and selection issues can be included in marketing campaigns and distributed via installers Access to...

AI summary The document outlines 12 standard solutions to overcome barriers to retrofitting, including strategies such as information campaigns, incentives, financing, contractor support, and equipment availability. It emphasizes the importance of addressing issues like lack of information, access to capital, and split incentives through targeted interventions.

RECOMMENDED STRATEGIES: ESTABLISHED MEASURES (GROUPS A, B) For the established measures – stoves, wood boilers and furnaces, gas boilers and furnaces, and gas DHW - we recommend a combination of incentives, financing, information and outre...

AI summary The document recommends a combination of incentives, financing, information, and outreach for established measures like stoves and gas boilers. It suggests no project management assistance for the pilot phase but notes that it may be considered for future programs, especially for EBB conversions.

INCENTIVES We propose two sets of incentives for the program. Equipment-specific incentives are set at 20%-40% of total installed equipment cost, depending on the measure. Distribution system incentives are available for EBB heated homes,...

AI summary The proposal outlines two incentive structures: equipment-specific incentives (20%-40% of installed cost) and distribution system incentives (100% for EBB heated homes). Payback periods for some measures exceed five years, with adjustments made for non-energy benefits and efficiency considerations.

13 Incentive Levels - Group A Measures Category Measure Baseline Home Equipment Incentive $ Distribution Incentive Incentive % distribution Incentive % installed participant remaining participant simple system equipment capital cost paybac...

AI summary The document outlines incentive levels for various heating systems and equipment under Group A and Group B measures, including wood stoves, boilers, furnaces, and gas systems. The incentives are structured as fixed dollar amounts or a percentage of total installation costs, with examples provided for clarity.

INSTALLER SUPPORT ENSC will need to work with installers to make sure they are aware of the program, understand the incentive application process, and will promote the program to their customers. Given the high absolute incentives offered...

AI summary ENSC needs to collaborate with installers to ensure they understand and promote the program, particularly EBB conversions. High incentives are expected to encourage promotion, though there is uncertainty about installer preference for EBB over ASHPs. Marketing support, including brochures and a co-marketing fund, is recommended to assist installers in promoting the program.

OTHER STRATEGIES We considered – but do not propose – providing project management support for homeowners during the pilot program. Similarly, we do not propose installer incentives for promoting equipment or participating in the program,...

AI summary The text discusses strategies not being proposed for the pilot program, including project management support for homeowners, installer incentives, and support for training or equipment purchases. These aspects are recommended for evaluation during the process evaluation.

RECOMMENDED STRATEGIES – NEW TECHNOLOGIES (GROUP C) For pellet boilers and furnaces, we propose two approaches. For standard pellet boilers and furnaces (non-automatic systems requiring weekly maintenance), we propose the same incentives +...

AI summary The document outlines two approaches for promoting pellet boilers and furnaces. For standard systems, it suggests using existing installer relationships and incentives. For advanced automatic systems, a turnkey approach with selected installers is proposed to encourage adoption and testing through demonstration projects.

PROJECT MANAGEMENT For advanced automatic systems, ENSC should offer turnkey installation with its preselected contractors.

AI summary The document suggests that ENSC should provide turnkey installation services for advanced automatic systems using preselected contractors.

INSTALLER SUPPORT Work with installers for standard pellet boilers and furnaces should mirror that for established technologies (essentially awareness and outreach). For advanced automatic systems, ENSC should select one to three contracto...

AI summary The text discusses installer support for pellet boilers and furnaces, suggesting that support should mirror that for established technologies. For advanced systems, ENSC should select contractors for turnkey offerings, with pricing and support negotiated directly.

OTHER STRATEGIES We considered – but do not recommend – that the pilot offer homeowner project management support, installer incentives or installer training support for standard pellet boilers and furnaces. The potential value of these st...

AI summary The text discusses strategies that were considered but not recommended, including homeowner project management support, installer incentives, and installer training for standard pellet boilers and furnaces. These strategies are to be evaluated during program evaluation.

CUSTOMER ELIGIBILITY – DOMESTIC HOT WATER Customers should have electric DHW in place.

AI summary The document specifies that customers must have electric domestic hot water (DHW) systems in place as a requirement for eligibility.

DEMONSTRATION OF ELIGIBILITY The program will use a pre-approval process where customers fax or email an application form. The form should include a customer attestation that the home uses electric resistance heat and describing any non-el...

AI summary The program requires customers to submit an application form with specific information, including attestation about home heating and permission for data sharing. ENSC will verify eligibility using billing data and conduct site visits for quality control and random verification.

INSTALLER ELIGIBILITY The program should be open to any qualified installer. In the case of wood and pellet stoves, installers should hold Wood Energy Technology Transfer (WETT) certification. Gas measures should be installed by a member o...

AI summary The document discusses installer eligibility requirements for energy efficiency programs, specifying that installers must be qualified and hold specific certifications, such as WETT certification for wood and pellet stoves and membership in Heritage Gas' Authorized Dealer Network for gas measures.

REGIONS With the exception of wood and pellet stoves, we anticipate relatively low uptake for most measures in the program, with one of the primary risks of the pilot being a lack of sufficient participants. For this reason, most measures...

AI summary The document discusses the anticipated low uptake of most program measures, except for wood and pellet stoves, which are expected to have high demand. Due to potential budget overruns, incentives for these stoves should be limited to specific regions: Cape Breton and Queens Regional Municipalities, covering about 12% of the population, to test uptake in both rural and urban areas.

MARKETING The pilot program will rely on a combination of installer marketing, free media coverage, and crossmarketing with other programs to increase customer awareness and encourage participation. We detail these strategies below. Instal...

AI summary The pilot program will use installer marketing, free media coverage, and cross-marketing with other programs to raise awareness and encourage participation. Marketing materials will be provided to installers, and collaboration with ENSC and Heritage Gas will be leveraged for broader outreach.

PARTICIPATION PROCESS The diagram below summarizes the participation process, including participant, installer and administrator actions.

AI summary The text introduces a diagram that outlines the participation process, detailing the actions of participants, installers, and administrators.

16 Participation Process As the diagram illustrates, the participation process can be divided into seven steps. - 1. Becoming Aware of Program : Participants will find out about the program via ENSC and installer marketing efforts. Knowled...

AI summary The participation process for the program involves seven steps, including becoming aware of the program, pre-approval, contractor selection, installation, incentive application, receiving incentives, and participation in evaluation and verification. ENSC and NSPI play key roles in managing the process and data collection.

Objective Primary Tools Discover customer interest levels Pilot uptake rates Customer survey Installation costs Incentive applications MEASURES Installation issues Customer surveys Installer interviews Actual energy savings and non-electri...

AI summary The document outlines a measurement plan focused on assessing customer interest levels, installation costs, energy savings, and free ridership levels through customer surveys, installer interviews, billing data, and smart meter data. It also evaluates the impact of incentive levels and marketing effectiveness.

19 Forecast Pilot Project Results Program Costs Incentive budget $570,000 Non-incentive budget $282,500 Total $852,500 Program Benefits 1st year GWh savings net 2.1 @generator kW savings net @ generator 961 Total Resource Cost Test Ratio 1...

AI summary The Forecast Pilot Project Results table outlines program costs and benefits, including incentive and non-incentive budgets, energy savings, and cost tests. The program is forecast to save 2.1 GWh annually and has a positive Total Resource Cost (TRC) ratio. The cost of conserved energy is compared to the Energuide for Existing Houses program in the 2011 DSM Plan.

NEXT STEPS Several key steps will need to be taken by ENSC staff in order to move the proposed pilot program towards implementation in Q2, Q3 and in particular Q4 of 2011. We detail these steps below, presented in checklist format. Note th...

AI summary The document outlines key steps for ENSC staff to implement a proposed pilot program in Q2, Q3, and especially Q4 of 2011, with many tasks to be conducted in parallel.

INCENTIVES  Develop incentive processing protocol FINANCING  Confirm financing options with NSPI and Conserve Nova Scotia and prepare financing offering INSTALLER OUTREACH     Prepare installer outreach plan Develop contact list of e...

AI summary The document outlines various tasks related to developing incentive processing protocols, financing options, installer outreach, eligibility criteria, marketing strategies, and evaluation methods for a program. Key entities involved include Nova Scotia Power Inc. (NSPI) and Conserve Nova Scotia.

I. Executive Summary: A Green Schools Program for Nova Scotia This report was commissioned by Nova Scotia Power (NSPI), in the role of interim Demand Side Management (DSM) Administrator, to provide guidance on selecting an environmental ed...

AI summary This report, commissioned by Nova Scotia Power (NSPI) as interim Demand Side Management (DSM) Administrator, proposes a Green Schools Program as part of the 2011 Conservation and Energy Efficiency Plan. The program aims to reduce energy use in schools by 10-15%, support education for sustainable development, and engage whole school communities in long-term environmental stewardship.

2a Contextual Issues: Building on Previous Efforts " The program is streamlined to appeal to busy administrators and teachers who know the value of student involvement ... It is designed for success, encouraging participants to prioritize...

AI summary The document discusses the development of the Green Schools Nova Scotia (GSNS) program, which builds on previous initiatives like Energy Matters and Towards a Brighter Future. GSNS aims to integrate environmental education, student engagement, and sustainability practices in schools, with a focus on long-term viability and curriculum alignment. It also highlights the role of the Halifax Regional School Board in infrastructure retrofits and energy efficiency initiatives.

3d How do Green Schools Work? Support to Operations Green Schools Nova Scotia, should be designed to provide direct support and tools to operations and grounds managers for assessing and improving environmental practices under their charge...

AI summary Green Schools Nova Scotia aims to provide operations and grounds managers with tools and training to improve environmental practices. It emphasizes involving students in environmental activities and fostering a culture of care and responsibility. The program is designed to be adaptable to different levels of environmental expertise in schools.

Administrative Structure and Key Characteristics of Select Green Schools Programs Green Schools Program Administrative Structure Key Characteristics website B.C. Green (Sustainable) Schools www.bced.gov.bc.ca The Department of Education, B...

AI summary This section describes the administrative structure and key characteristics of the B.C. Green Schools program, including its coordination by the Department of Education in British Columbia and its two flagship initiatives: the B.C. Green Games and the Energy Ambassadors program.

coming a Green School. highlighting, and gaining exposure and recognition for the daily efforts that your school is making to improve society." [http://www.evb.csq.qc.net](http://www.evb.csq.qc.net/) The Manitoba Eco Globe Schools Program...

AI summary The text discusses notable Green Schools programs, including the Manitoba Eco Globe Schools Program and Earthcare in Ontario. These programs focus on energy efficiency, education for sustainable development, and occupant behavior, with examples of how they are integrated into curricula and educational policies.

and sources be promoted. The Green Schools program has a framework for assessing and developing resources, and this framework will be applied to any resource that the program promotes in schools. In 33 Source: Personal communications and i...

AI summary The Green Schools Nova Scotia program is expanding by promoting educational resources, partnering with established programs like SEEDS and Green Learning, and introducing the SmartDriver for School Bus initiative in the third year to reduce fuel consumption and greenhouse gas emissions.

5. Create a School Environmental Improvement Plan GSNS will provide a Green School Report Card to schools that complete their environmental audits. The report cards will identify areas that the school is doing well, and will identify areas...

AI summary GSNS will provide Green School Report Cards to schools that complete environmental audits. These report cards will highlight strengths and areas for improvement. Based on the results, the Green Leadership Team will develop an Environmental Improvement Plan (E.I.P.) tailored to the school's needs, with specific short- and long-term goals over at least two years.

Marketing & Promotions of Advanced Houses Pilot Project The Build Phase Marketing Campaign will include (commencing January 2011): A pre-advertising campaign will include the development of a website and blog, video to highlight the innova...

AI summary The Marketing & Promotions of Advanced Houses Pilot Project outlines a comprehensive campaign strategy for the Build Phase, starting in January 2011 and continuing until the project's close. The campaign includes digital and traditional media, events, and promotional materials to raise awareness and build the project's brand.

Allocations of Funds to NSHBA Allocation of Funds January 1, 2011 – November 30, 2011 Amount Phase III - Administration - Technical Assistance - Build Process (pre-advertising, education & training for target audiences) $15,000 $20,000 $60...

AI summary The document outlines the allocation of funds to the NSHBA for Phase III and Phase IV. Phase III includes specific amounts for administration, technical assistance, and build process activities, while Phase IV's marketing budget is to be determined based on committee direction.

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 final report evaluates Nova Scotia’s 2010 Electricity Demand Side Management (DSM) Plan, submitted to the Nova Scotia Utility and Review Board by Efficiency Nova Scotia Corporation. The evaluation was conducted by NMR Group Inc. and focuses on assessing the effectiveness of 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 is an executive summary of an evaluation of 2010 Demand Side Management (DSM) programs by EMA, Inc., focusing on their effectiveness and outcomes.

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

AI summary The document outlines a review of Demand Side Management (DSM) portfolio performance, focusing on data quality, access/delivery challenges, and recommendations. It includes sections on evaluation objectives, impact assessments, and on-site evaluations, with subsections addressing data tracking issues and forward-looking considerations for 2011.

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

AI summary The document outlines energy efficiency programs including retail and direct installation initiatives, home energy assessments, new housing programs, appliance retirement/replacement, and support for low-income households. It also references an executive summary evaluating program impacts 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 evaluates the 2010 DSM program performance, including savings targets, portfolio composition, and process evaluation methods. It references tables analyzing energy/demand savings, program effectiveness, and stakeholder feedback through interviews and surveys.

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 document evaluates Nova Scotia's 2010 Demand Side Management (DSM) programs, concluding they met targets despite challenges. NMR assessed programs like Efficient Products Retail and Low Income Households, noting efficient execution during transition to Efficiency Nova Scotia Corporation. The 2010 DSM plan was approved by the Utility and Review Board (UARB) on August 4, 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 shows actual energy and demand savings exceeded UARB-approved targets, with residential and C&I programs achieving higher results than projected. Key programs include Efficient Products, EnerGuide, and Business Energy Rebates, with NMR reporting outcomes for the year.

.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 2010 conservation programs exceeded energy savings targets by 5% (3.84 GWh) and nearly met demand savings goals. Key programs like Efficient Products - Residential (153% over target) and EnerGuide for Existing Houses (65% over target) drove results, with CFL markdowns contributing 72% of Retail program savings.

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

AI summary The document references an evaluation of 2010 Demand Side Management (DSM) programs, involving the Program Development Working Group (PDWG). It appears to be part of a regulatory proceeding analyzing past DSM initiatives.

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 program evaluations highlight shortfalls in the Small Business Lighting Solutions (20% below target) and New Houses (66% below target) programs, while the C&I Custom program nearly met its goal. The Low Income Households program struggles with recruitment, BER is a new program expected to improve, and SLC may become obsolete due to future T8 lighting legislation. The 2010 building code's energy efficiency standards also influence program effectiveness.

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 identified significant data tracking challenges, including inconsistent data quality and delays in generating participation reports. These issues raised concerns about Efficiency Nova Scotia's ability to scale programs effectively as savings targets increase.

it will be critical for Efficiency Nova Scotia to take early steps to prevent such problems because they will become magnified when the new organization scales up to meet more ambitious savings goals.

AI summary Efficiency Nova Scotia must act early to prevent problems that will intensify as the organization scales to meet more ambitious energy savings targets, highlighting the importance of proactive measures in program implementation.

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 within SBLS, DI, and C&I Custom programs, including human errors and discrepancies between recorded and actual installations. Corrective actions were taken, and the need for spot audits in DSM programs was highlighted to prevent similar errors.

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 evaluation recommends improving data tracking protocols for DSM programs, including standardizing data entry, automating reports, enhancing audit processes for specific programs, and ensuring systems capture historical billing data to support program evaluation and management.

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 DSM programs are nearing the end of their value for securing energy savings by 2011-2012. The DSM Administrator has diversified with new programs and pilots (2009-2010) but has not identified a strong replacement for the EP-DI or EP-PD programs.

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 evaluates the performance of demand-side management (DSM) programs from 2008-2010, noting declining contributions from EP-DI and EP-PD programs, while highlighting the need for new programs to replace them. The DSM Administrator has yet to identify suitable replacements.

<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 faces challenges in achieving residential energy savings goals due to reliance on commercial sector savings and diminishing returns from legacy programs. Efficiency Nova Scotia, as a new organization, must expand residential programs like EEH and ARR while navigating growth challenges and stakeholder relationship-building.

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 Efficiency Nova Scotia aims to rebuild stakeholder relationships post-DSM program transitions. The 2010 DSM program evaluation focused on documenting objectives, estimating energy savings, and identifying performance improvements. The Appliance Retirement and Replacement program differed from other efficiency initiatives. Evaluations used surveys, on-site data, and net-to-gross ratios to account for free ridership.

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 LIH program lacked free ridership/spillover data, while the SLC program had over 5,000 completed projects. Verification calls were made to refine savings estimates.

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

AI summary The text references an evaluation of 2010 Demand Side Management (DSM) programs, with a focus on the Nova Scotia Utility and Review Board (NMR). The document appears to be part of a regulatory proceeding analyzing program effectiveness and compliance.

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 low levels indicate effectiveness in attracting non-self-motivated customers. High free-ridership is observed in Efficient Products –Retail, New Houses, and Business Energy Rebates programs due to products typically purchased regardless of incentives. The New Houses program's building code did not set significant stretch goals beyond baseline efficiency standards.

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 DSM program evaluation involved 12 staff interviews, 15 delivery agent interviews, 8 contractor interviews, and 4 participant interviews across programs like C&I Custom, SBLS, DI, and LIH, with results summarized in Table 2-2. The evaluation focused on stakeholder perspectives and program implementation details.

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 DSM program participants and 70 non-participants in 2010-2011 to evaluate program effectiveness, including satisfaction, installed measures, free-ridership, and spillover effects. Surveys were administered by Interviewing Service of America via CATI, with RDD samples for some programs and DSM Administrator-provided contact data for others.

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 evaluated 2010 DSM programs, finding them generally well-run and efficient. To meet 2011 energy savings goals, the DSM Administrator must increase participation rates, enhance savings per participant, and introduce new programs as existing ones reach 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 demonstrated strong energy savings in 2010 but missed demand targets. NMR recommends adapting incentives to include demand response. Program success was driven by expanded outreach via Sales Leads, though long implementation timelines may delay impact realization. The program's rigorous M&V and free-rider screening were noted as strengths.

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 (BER) program targeted C&I customers, with 13 participants receiving incentives. While satisfaction was high, stakeholders recommended improving incentive structures and increasing energy savings. The DSM Administrator is urged to collaborate with contractors and stakeholders to enhance program effectiveness and achieve portfolio 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 highlights concerns about the program from some participants and recommends the DSM Administrator collaborate with them to secure additional energy savings. It also notes that the 2010 SLC program focused solely on impact measurement due to its impending termination following T8 lighting legislation.

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 DSM Administrator must monitor Delivery Agents to meet 2011 targets and maintain service quality. The Power Down (PD) program's CFL component faces challenges due to the 2012 incandescent bulb phase-out, necessitating diversification into other efficiency measures. However, other retail products under PD are unlikely to match CFLs' energy savings contribution.

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 CFL component saw increased participation and sales in 2010, but its goals were significantly reduced due to anticipated limits in value and a shift toward diversifying energy savings. The fixtures and controls component faces challenges as many sales would occur regardless of the program, suggesting a need to focus on new construction and major renovations.

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 should focus on new construction and major renovations for energy-efficient fixtures and controls. Appliance rebate programs may need to target higher efficiency levels to reduce free-ridership, with recommendations to rebate Tier 3 appliances and offer packaged rebates for multiple energy-efficient 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's performance remains strong, with customer satisfaction. However, increasing self-installation of CFLs may lead to higher free-ridership. The program may need revised incentives and design, such as requiring customer co-payments for energy efficiency measures.

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 by NRCan and the transition of administration from Nova Scotia Power to Efficiency Nova Scotia Corporation, leading to staff layoffs and uncertainty about the program's future. Despite these issues, the program exceeded its energy savings goals, and there is a need to rebuild trust with Delivery Agents and re-establish the program's infrastructure.

he DSM Administrator work to overcome these barriers as a cursory review of statistics from NRCan suggest that there are substantial opportunities for an existing home retrofit program such as EEH. NMR Evaluation 2010 DSM Programs Executiv...

AI summary The 2010 New Houses (NH) program had limited influence on energy efficiency due to the 2010 Nova Scotia building code raising energy efficiency standards. Participation was largely driven by heat pump incentives, and the program had high levels of free-ridership among builders and homeowners.

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 NH program's initial focus on heat pumps and high interest in energy efficiency. It highlights the success of the Appliance Retirement Program (ARR) pilot, despite high free ridership, and the need for future programs to address issues such as free rider screening, incentive structures, and communication planning.

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 ARR program's replacement component faced challenges in reaching the multi-family market due to limited resources and the pilot nature of the program. NMR recommends continuing the program to establish a foothold in this sector and build relationships for future initiatives.

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 better understanding of the multi-family sector and the importance of addressing split incentives as barriers to energy efficiency. The LIH program is delivered through REAP Delivery Agents and Energy Advisors, with positive participant feedback on comfort and energy bill reductions, though opportunities for improvement in program design and communication were identified.

NMR Evaluation of 2010 DSM Programs Executive Summary Page 18

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

4 Key Findings and Recommendations This section provides a summary of the key findings and recommendations for each of the programs. Table 4-1 presents summary findings and recommendations organized by program as well as comparative findin...

AI summary The C&I Custom program includes checks to ensure funding is provided before project implementation. Free-ridership levels were low but increasing between 2008 and 2010. NMR is not currently concerned but suggests monitoring and adjusting screening procedures if free-ridership continues to rise.

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 identifies tracking system deficiencies that were not systemic but resulted from errors or inconsistencies in data entry.

NMR Evaluation of 2010 DSM Programs Executive Summary Page 19

AI summary The document provides 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 in 2010, but external parties were primarily responsible for specifying energy efficiency measures. Marketing efforts like adding a Sales Lead and print advertising increased participation. Contractors and design professionals are recommended as key outreach channels for future program promotion.

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 programs saw that 77% of C&I customers participated primarily due to financial benefits such as energy savings, while 31% reported varied and customer-specific barriers. Design professionals and contractors were most responsible for specifying measures installed through the C&I Custom program.

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 shows high satisfaction in 2008 and 2009 but lower satisfaction in 2010, particularly with communication and available consultants. The DSM Administrator is recommended to improve customer 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 SBLS program improved its recycling process in 2010 by adding a Recycling Contractor to handle lamp and ballast collection. Despite this, recruitment still relied heavily on word-of-mouth and contractors. The recommendation is to provide trade allies with business cards to help recruit more participants.

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 indicates that word of mouth and trade allies were the primary sources of awareness for the SBLS program, with 55% of respondents citing these methods.

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 discusses the effectiveness and outcomes of these programs in terms of energy efficiency and conservation efforts.

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 SBLS program found that small business customers were motivated by energy cost savings. However, there were ongoing issues with materials delivery, leading to late or incorrect deliveries. The DSM Administrator is recommended to monitor the alternative program design and ensure high customer service.

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 eliminate future issues by allowing Delivery Agents to source their own lighting materials and select vendors competitively. Some respondents identified barriers to implementing additional energy efficiency measures, including lack of recommended measures, financing, information, and time. Spillover effects among participants were relatively low.

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 outcomes.

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 been effective in encouraging small businesses to purchase energy-efficient lighting products, with a majority of participants purchasing CFLs or LED exit lights prior to joining. However, the program's influence on participants taking additional energy efficiency actions after participation was limited, with only 29% reporting such actions.

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 The evaluation of the 2010 DSM programs found that 29% of respondents attributed additional energy efficiency actions to participation in the SBLS program. However, 49% of respondents indicated they were unaware of additional measures, highlighting a need for expanded program offerings to better inform small businesses about 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 outlines key findings and assessments related to the effectiveness and impact of these programs.

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 DI program's effectiveness in notifying customers increased significantly through email, with 21% of 2010 respondents learning about it via email, compared to 1% in 2008. Most participants were motivated by financial benefits, as the program offered free energy-efficient measures. The majority of participants had not previously engaged in DSM Administrator-run energy programs.

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 programs saw high participation, with 97% of DI program participants reporting no prior involvement in energy efficiency initiatives. Ensuring the DI program delivers positive outcomes is critical to encourage future participation in other programs. The DSM administrator is advised to provide participants with updates on their energy and cost savings via email.

NMR Evaluation of 2010 DSM Programs Executive Summary Page 24

AI summary The document provides an evaluation of the 2010 Demand Side Management (DSM) programs, focusing on their effectiveness 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 energy efficiency implementation, citing lack of time and limited financing as key issues. It also suggests providing more information and adjusting incentive levels for CFLs as potential solutions. The findings are from a program evaluation related to direct installation and small business lighting solutions.

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 2010 DSM program evaluation indicates that 69% of respondents were aware of the benefits of CFLs, while 44% were aware of LED exit lights. Over 60% had CFLs installed in their businesses prior to the program, with 45% having 25% or more of their screw-based sockets filled with CFLs. Adjustments to incentive levels for CFLs, including free installation and negotiated pricing, are suggested.

NMR Evaluation of 2010 DSM Programs Executive Summary Page 25

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

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 Direct Installation (DI) program for efficient lighting products has shown potential for improvement. Despite participation, many respondents reported that not all screw-based sockets had CFLs installed, and awareness of LED exit lights remained low. Recommendations include promoting LED exit lights and ensuring full installation of CFLs during initial visits.

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 programs indicates that while many participants installed LEDs after joining the DI program, there remains significant potential for further installation. Most participants expressed high satisfaction with the program.

NMR Evaluation of 2010 DSM Programs Executive Summary Page 26

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

NMR Evaluation of 2010 DSM Programs Executive Summary Page 27

AI summary The document evaluates the 2010 Demand Side Management (DSM) programs. It provides an executive summary of the evaluation, highlighting key findings and performance metrics of the programs.

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 participants valued managing energy costs but had not engaged in prior DSM rebate programs. The recommendation suggests that the DSM Administrator should assist participants in identifying additional energy efficiency projects after they complete the BER program.

NMR Evaluation of 2010 DSM Programs Executive Summary Page 29

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

NMR Evaluation of 2010 DSM Programs Executive Summary Page 30

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

NMR Evaluation of 2010 DSM Programs Executive Summary Page 31 Program Finding Recommendation New NH-F16. NH-R16. Houses Some builders and homeowners were participating in the program Consider revising the program objectives and components...

AI summary The evaluation of the 2010 DSM programs highlights that some participants in the New Houses Program received rebates for pre-planned energy efficiency measures. Builders and homeowners benefited from rebate transfers, but builders were not incentivized sufficiently, leading to delays in program administration.

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 document discusses challenges in the EnerGuide Existing Houses Program, noting staff reductions at Delivery Agents and the need for a ramp-up period for future programs. It also highlights the importance of federal funding, which has been withdrawn by NRCan, and recommends a market potential study if no federal funds are available.

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 document discusses the evaluation of 2010 Demand Side Management (DSM) programs, focusing on their effectiveness in convincing Delivery Agents of the market opportunity and value of working with the program.

NMR Evaluation of 2010 DSM Programs Executive Summary Page 32

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-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. These changes led to frustration and a lack of engagement until they were resolved. The DSM Administrator is advised to rebuild trust and ensure future programs have agreements with NRCan for easier data sharing and waiver forms for participants.

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 EEH program places the burden of contractor selection on customers and lacks contractor training. The 2009 evaluation recommended pre-approved and certified contractors to improve program effectiveness 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 document discusses the need for a list of qualified contractors for Demand Side Management (DSM) programs, emphasizing the importance of disclaimers to protect the DSM Administrator from liability. It also references the Evaluation of 2010 DSM Programs Executive Summary.

NMR Evaluation of 2010 DSM Programs Executive Summary Page 33

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

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 market transformation goals through contractor training. Proper training ensures correct installation of energy efficiency measures and increases the likelihood of contractors recommending energy-efficient products. The withdrawal of federal rebates in 2010 and the transition of DSM program administration are also discussed.

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 misperception that the program had ended. Delivery agents lacked sufficient resources for marketing, and participants primarily learned about the program through word-of-mouth, with limited use of traditional marketing 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 evaluations. Awareness and outreach through trade allies, such as contractors and hardware stores, are highlighted as important 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. It focuses on assessing the effectiveness and outcomes of these programs in achieving energy efficiency and conservation goals.

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 provides an evaluation of 2010 Demand Side Management (DSM) programs. It includes an executive summary and mentions the Nova Scotia Utility and Review Board (NMR).

NMR Evaluation of 2010 DSM Programs Executive Summary Page 35

AI summary The document is an evaluation of the 2010 Demand Side Management (DSM) programs, focusing on their performance and outcomes. It is part of a regulatory proceeding related to energy efficiency and customer programs.

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 document discusses the variability in prescriptive savings estimates for energy efficiency measures in existing and new houses programs, highlighting differences in savings estimates for various measures. It also notes the need for clarity in how savings estimates are developed and the assumptions used in the tracking database.

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, focusing on their effectiveness and outcomes. It highlights key findings and considerations related to energy efficiency initiatives and their impact on electricity consumption.

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 by which participants learned about the program. However, customer awareness was low, and there is 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 presents an evaluation of the 2010 Demand Side Management (DSM) programs. It provides an overview of the programs' performance and their impact on energy efficiency and customer participation.

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 recommending the program to others. The DSM Administrator collaborated effectively with SNSMR to identify eligible households for the Heating Assistance Rebate Program, which was found to be efficient and cost-effective.

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 effectiveness and outcomes.

e when in fact they were not. LIH-F11. LIH-R11. Participants who apply to the program through the Outreach Agents are Reduce time from participant recruitment to first contact. The sent a letter informing them that they will receive a welc...

AI summary The document highlights delays in the outreach process for a program, with participants reporting delays of five to six months from application to first contact, despite goals of four to six weeks. The outreach agents also reported process inefficiencies.

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 implementation and effectiveness.

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. The program was referred to as both 'Nova Scotia Low Income Households' and 'REAP,' causing misunderstandings. Additionally, the reduction in Delivery Agents from four to three in 2010 raised concerns about adequate 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 with the delivery of a program involving refrigerator and freezer replacements, noting burdensome protocols and the need for updated guidelines. It also mentions the potential separation of Scope I and Scope II audits to improve cost effectiveness and the importance of involving Delivery Agents in decision-making.

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, emphasizing their role in identifying and recording these homes.

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. It outlines key findings and considerations related to the effectiveness and impact of these programs.

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 The communication between Outreach Agents and CNS was limited, leading to unresolved participant concerns and delays in application updates. Outreach Agents passed on issues but received no resolution, and participants relied on them for information they could not access. The DSM Administrator received inconsistent data formats and used a spreadsheet 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 administration of DSM programs, noting that participation records are maintained in varying formats and accessible to Delivery Agents via a spreadsheet. The NMR is referenced in the context of the evaluation of 2010 DSM programs.

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 increased energy efficiency interest and knowledge. However, satisfaction with specific aspects like energy conservation measures, presentations, and work quality declined between 2009 and 2010. The top recommendation for improvement is enhancing the quality of work.

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%) recommended improving 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 The document is an evaluation of the 2010 Demand Side Management (DSM) programs. It provides an executive summary of the assessment, focusing on the effectiveness and outcomes of these programs.

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 phase-out of incandescent bulbs in 2012 necessitated a reduction in rebates for regular CFLs. The program fell short of its 2010 goal of 30% specialty CFL sales. Recommendations include increasing incentives for specialty CFLs and reintroducing in-store giveaway events to boost their adoption.

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 program's use of events to promote specialty CFLs was seen as a strength, as it encouraged consumer engagement and potentially led to increased sales of CFLs.

NMR Evaluation of 2010 DSM Programs Executive Summary Page 43

AI summary The document evaluates the 2010 Demand Side Management (DSM) programs. It provides an executive summary highlighting key findings and outcomes of the evaluation process.

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 document discusses the need for increased education and recycling programs for CFLs in Nova Scotia due to increased adoption and the phase-out of incandescent bulbs. Recommendations include expanding CFL recycling locations and considering an incandescent bulb bounty program.

NMR Evaluation of 2010 DSM Programs Executive Summary Page 44

AI summary This document is an executive summary of the evaluation of 2010 Demand Side Management (DSM) programs. It provides an overview of the assessment conducted by the Nova Scotia Utility and Review Board (NMR).

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 document discusses the marketing efforts of the Efficient Products – Retail Program (Power Down) in 2010, highlighting increased awareness and recall due to improved outreach strategies. It recommends continuing and building on these efforts for future 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 During an on-site visit, NMR found inconsistency in signage and advertising for CFL discounts, as retailers adapted product tags to their own practices. The program lacks consistency in informational content, and NMR recommends establishing minimum requirements for signage and advertising.

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, focusing on their implementation and outcomes. It is part of a regulatory proceeding related to energy efficiency and customer programs.

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 indicate that major appliances are often purchased year-round, but not at the end of the year due to holiday focus. Retailers requested more advance notice for program implementation to order stock and promote the program effectively.

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 that while the Power Down program had high name recognition, customers may not have associated it with products available in their local stores. Retailers suggested increased marketing efforts, such as advertising in local newspapers, better signage, and in-store events, to improve program effectiveness.

NMR Evaluation of 2010 DSM Programs Executive Summary Page 46

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

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 document discusses the evaluation of 2010 Demand Side Management (DSM) programs, highlighting the importance of notifying retailers early to promote the program through local media.

NMR Evaluation of 2010 DSM Programs Executive Summary Page 47

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-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 had high free ridership (66%), but achieved its savings goals. Most respondents reported that replaced appliances were used regularly. The program should expand and improve screening to reduce free ridership and consider the energy savings implications of appliance replacements.

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. Respondents found it easy to enroll, either by phone or online. The program also provides a convenient service for appliance pickup and recycling, which is not widely available elsewhere without fees.

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 lower influence. 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 the 2010 DSM Appliance Retirement & Replace program found that most respondents who removed a spare refrigerator did not find it necessary, while those who removed a freezer found it necessary. Most respondents reported no drawbacks after appliance disposal.

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. Customers appreciated the convenience of free pickup and recycling services, which were key motivators for participation, especially for refrigerators and freezers. The program's incentives also played a significant role in encouraging participation for certain appliances.

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 2010 DSM programs highlights that program incentives were a significant factor in motivating participants, particularly in the retirement of freezers and dehumidifiers.

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 DSM 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 refrigerators and freezers 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 indicates that 91% of respondents reported no drawbacks after disposing of their appliances, suggesting the program was well-received and effective.

NMR Evaluation of 2010 DSM Programs Executive Summary Page 51

AI summary This 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, leading to issues such as delayed announcements and underpreparedness for the program's second phase. These problems contributed to lower participation in the second phase.

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 a refrigerator replacement program, noting that incentives, removal services, and cost savings influenced participation. The participant replaced older refrigerators for various reasons, including utility bill responsibility and appliance age.

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 considerations 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 limited success in engaging the multi-family sector due to limited outreach and a small target for refrigerator replacements. Opportunities include targeting affordable housing property owners and bundling incentives for multiple appliance replacements to overcome split incentives barriers.

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 cost-benefit assessments.

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

AI summary This document evaluates the 2010 Power Down Program, a demand-side management initiative aimed at reducing energy consumption through efficiency measures. It discusses the program's objectives, implementation, and outcomes.

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, marketed as Power Down, which offered rebates for energy-efficient products in Nova Scotia. The evaluation was conducted by NMR Group, Inc. and divided into three components: CFLs, light fixtures and controls, and appliances. Methods included interviews and surveys with program 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 estimate energy savings, using data from previous studies and databases like CALMAC and CEE. The findings include first-year energy and demand savings estimates, accounting for line losses and interactive effects of heating.

es washers 114.2 548 15% 17.1 82 Total Program 2,078.0 9,678 107% 2,234.8 10,361 Findings and Recommendations3 The CFL component of the PD program is faced with the upcoming phase-out of incandescent bulbs starting in January 2012.4 The fi...

AI summary The CFL component of the PD program is reaching the limits of its energy-saving value due to the phase-out of incandescent bulbs starting in 2012. The program diversified in 2010 in anticipation of this change. Free-ridership and net-to-gross ratios were estimated based on surveys and interviews, with programmable thermostats and dimmer switches excluded due to low projected energy savings.

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 outlines the key findings and analysis of the program's effectiveness and impact.

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

AI summary This document evaluates the 2010 Power Down Program, focusing on its effectiveness in reducing energy consumption and achieving program goals. It discusses program design, implementation, and outcomes, providing insights into its impact on energy efficiency and customer participation.

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 The NMR suggests that the PD program should take steps to mitigate the impact of removing regular CFLs, such as focusing on specialty CFLs, incandescent bounty programs, rebating LEDs, and expanding consumer education. The program's limited rebate periods may have contributed to high free ridership.

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 in two months of the year, which limited its ability to build momentum and attract new consumers beyond those already planning to purchase the products.

chase the products anyway. NMR Evaluation of 2010 Power Down Program Page IV

AI summary The text refers to an evaluation of the 2010 Power Down Program, which is likely related to energy efficiency or demand-side management initiatives. However, the content is incomplete and lacks detailed discussion or analysis.

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 Power Down (PD) program saw increased CFL sales in 2010, but the goal for CFLs was significantly reduced compared to previous years. The promotion of specialty CFLs declined, and the net-to-gross ratio increased, indicating higher spillover from the program. 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 Power Down (PD) program's effectiveness in promoting fixtures and controls may be limited due to their purchase behavior, which is typically triggered by need rather than marketing. The program is advised to focus on new construction and major renovations. High program awareness was reported despite concerns about marketing, partly due to the inclusion of new products like fixtures and controls.

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 with high free-ridership, suggesting a need for higher efficiency targets and packaged rebates. Retailers noted that consumer interest in appliances wanes near year-end, suggesting a year-round program may be more effective.

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.

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's 2010 performance fell short of its goal for specialty CFL sales, prompting recommendations to reduce rebates for regular CFLs and increase incentives for specialty CFLs. The discontinuation of in-store giveaway events is also noted, with a recommendation to reinstate them 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 document highlights the need for increased education and recycling programs for CFLs in Nova Scotia due to rising usage and the 2012 phase-out of incandescent bulbs. It notes that the PD program has been effective in promoting CFL sales but stresses the importance of proper disposal and recycling.

NMR Evaluation of 2010 Power Down Program Page VI

AI summary The document evaluates the 2010 Power Down Program, focusing on its effectiveness and outcomes. It provides an overview of the program's goals, implementation, and results, with an emphasis on energy efficiency and demand-side management.

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, part of the DSM initiative, increased awareness and recall significantly compared to previous years through enhanced marketing strategies such as direct mail, radio ads, and in-store signage. The program's branding was expanded to include lighting, controls, and appliances, contributing to higher engagement.

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 The NMR found inconsistencies in the signage and advertising for the 2010 Power Down Program, particularly for CFLs, as retailers adapted product tags to their own practices, making it difficult for customers to identify discounted items and the ENERGY STAR logo.

nal content of such displays. adapted the product tags and signage to their specific practices and, as a result, the program was not able to establish consistency in program signage and advertising.

AI summary The program faced challenges in establishing consistent signage and advertising due to variations in how participants adapted product tags and signage to their specific practices.

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 a program involving fixtures, controls, and appliances. Key issues include timing of program implementation, the need for advance notice to retailers, and the importance of aligning program rollout with product availability and consumer purchasing behavior.

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 Some retailers believe the Power Down program could have benefited from more targeted, local marketing efforts, including advertising in smaller newspapers, better signage, and in-store events, despite having high name recognition across the province.

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 Evaluation of the 2010 Power Down Program found 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 rates and focusing on new construction and major renovation markets.

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 divides its description into three components: CFLs, light fixtures and controls, and appliances. It emphasizes the importance of notifying retailers early to ensure adequate supply 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, administered by the implementation contractor, offered discounts on ENERGY STAR®-qualified CFLs, light fixtures, and appliances. It was promoted through various channels, including in-store signage, radio, and online platforms. The program was implemented by ten retail chains across Nova Scotia, with discounts applied automatically at the register.

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 Program revised its program theory and logic model, focusing on both resource acquisition and market transformation for CFLs. The program aimed for complete saturation of all available sockets in Nova Scotia, with high CFL usage already observed in the province 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, focusing on its usage in the province, with 80% of usage being highlighted as a key metric.

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 PD program provides coupons for energy-efficient products, collaborates with retailers for marketing, and relies on customer education and outreach to increase awareness and promote the purchase of CFLs. The program assumes that retailer outreach, marketing materials, and discounts will drive increased sales and installations.

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 (NMR) in November 2007. It provides an analysis of the program's effectiveness and outcomes.

 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 program aims to install CFLs in residential homes in Nova Scotia, relying on retailer participation and customer awareness. Barriers include saturation of CFLs, lack of retailer interest, and potential free-ridership. Short-term outcomes include discounted CFLs, customer awareness, and energy savings through installation.

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 outlines the long-term outcomes of the 2010 Power Down Program, focusing on improved availability of energy-efficient equipment, residential adoption of energy-efficient practices, and sustained energy savings in the residential market.

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 Program's Light Fixtures and Controls (F&C) portion aimed to achieve annual energy savings of 1,163,744 kWh by promoting energy-efficient products. The program exceeded its projections, with rebate sales significantly higher than expected across various products such as ENERGY STAR indoor light fixtures and programmable thermostats.

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 offer discounts and educational materials to promote energy efficiency. It also provides training to sales personnel and offers point-of-sale discounts to reduce the cost of 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 2010 Power Down Program, highlighting the benefits of buying down the cost of fixtures and controls at the point of sale (POS) to make it easier for customers to receive incentives and reduce processing requirements. The Program Administrator (PD) 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 begins with a typographical error and then references the Nova Scotia Utility Board (NMR) and the Evaluation of the 2010 Power Down Program. It appears to be part of a regulatory proceeding related to energy efficiency programs.

 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 and collaborative efforts with retailers. It assumes that retailer participation and effective marketing will lead to increased sales of energy-efficient fixtures. Barriers include low 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 evaluation discusses the short-term outcomes of the 2010 Power Down Program, focusing on retailer participation, customer awareness, fixture purchases, and resulting energy savings. Key factors include outreach efforts, in-store promotions, and customer education.

fixtures and controls in their homes. NMR Evaluation of 2010 Power Down Program Page 3 Mid-Term Outcomes  Participants are more knowledgeable about energy efficiency. Participants gain first-hand understanding about the benefits of purcha...

AI summary The 2010 Power Down Program has led to increased knowledge and adoption of energy-efficient fixtures and controls among participants. Retailers also recognize the demand for such products, viewing energy efficiency programs as business opportunities. Long-term outcomes include improved availability of energy-efficient equipment and sustained energy savings.

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 text discusses the 2010 Power Down Program, highlighting sustained energy savings in the residential market due to increased supply and demand for energy-efficient lighting equipment. It references a logic model related to the program's fixtures and controls.

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 implementation by the Nova Scotia Utility Board (NMR). It discusses the program's effectiveness in reducing energy use through fixture and control modifications.

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 portion (APP) of the 2010 Nova Scotia Power Down (PD) program aimed to achieve energy savings through rebates on ENERGY STAR appliances. Initially limited to chain retailers, the program was expanded to include independent retailers after protests. The program exceeded its targets, with over 4,000 appliances rebated, and was extended to December 2010.

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. Retailers played a key role in offering rebates and promoting the program. The program exceeded its targets even before expansion, based on sales of energy-efficient appliances like clothes washers.

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 part of a regulatory proceeding involving the Nova Scotia Utility Board.

 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 provides point-of-sale discounts for ENERGY STAR appliances to encourage purchases, along with customer education and collaborative marketing. It assumes sufficient retailer participation, effective marketing, and appliance availability to achieve increased sales.

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 2010 Power Down Program, focusing on program barriers such as customer awareness, purchase readiness, and retailer involvement. It highlights short-term outcomes like the availability of discounted ENERGY STAR appliances and retailer outreach efforts.

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 effectiveness in promoting energy efficiency among customers.

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 document discusses long-term outcomes of energy efficiency programs, including increased availability of efficient appliances, standard practices among residential customers, and sustained energy savings. It also mentions the evaluation of the 2010 Power Down Program, specifically the CFL component, and the use of a logic model and difference-in-differences approach to estimate 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 account for ENERGY STAR-qualified CFLs and used data from retailers to validate energy savings parameters for the 2010 Power Down Program, finding that the displaced wattage was nearly identical to New England's parameter.

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, based on data from program records and studies like the New England markdown study. It also references the Residential Line Loss Factor from Nova Scotia Power, Inc.

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 of first-year energy and demand savings from the 2010 Power Down Program, using ENERGY STAR-qualified CFLs. It includes formulas for energy and demand savings at the meter and generator levels, with a line loss factor applied to estimate generator-level savings.

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, analyzing lifetime energy and demand savings under three scenarios based on the potential phase-out of incandescent lamps by 2012. It considers the impact on the CFL component of the program and assumes varying levels of regulation and availability of incandescent lamps.

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 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 discusses the evaluation of the 2010 Power Down Program, focusing on energy savings calculations and the role of the Nova Scotia Utility Board (NMR) in the process.

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 interactive effects for the CFL portion of the PD program in 2010. Interactive effects refer to changes in electrical use of other devices due to energy conservation measures, particularly involving HVAC systems. The evaluation used simplified engineering methods to estimate HVAC interaction, assuming zero positive electric cooling 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, focusing on the energy and demand savings of CFL components with and without interaction effects. It uses a coefficient of performance (COP) of 1.013 for electric heating systems and assumes 30% of homes in Nova Scotia are electrically heated. Interaction factors between lighting and heating systems are applied in the calculations.

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 Power Down program (PD) ran from October 2010 to November 2010, offering rebates for energy-efficient fixtures and controls. The NMR team evaluated the program's savings assumptions using databases like CALMAC and CEE, relying on the Ontario Power Authority's report for savings estimates.

er Authority (OPA) report titled ―2010 Prescriptive Measures and Assumptions‖.17 This is reasonable as the OPA report offers savings estimates for each of the products rebated through the PD program. 3.1 ENERGY STAR Qualified Indoor Light...

AI summary The Nova Scotia Utility Board (NMR) evaluated the savings assumptions for ENERGY STAR qualified indoor light fixtures under the Program Administrator (PD) program, reviewing studies including those from the Ontario Power Authority (OPA) and RLW Analytics to determine the reasonableness of the 125.27 kWh annual savings estimate.

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 annual energy savings of 34 kWh per unit for interior fixtures, resulting in total program savings of 274,074 kWh. This is a 73% decrease compared to the program’s tracking database, attributed to differences in assumptions about bulb replacement and usage hours.

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 indoor light fixtures rebated through a program, resulting in 70.1 kW of demand savings. Savings estimates are based on the OPA report, and secondary sources were not found for more accurate data on 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 used in electric baseboard heaters under the 2010 Power Down Program. The review included studies from Quantec (2004), Opinion Dynamics Corporation (2006), and the Ontario Power Authority (2010), which provided higher savings estimates than the program's current assumption of 63.15 kWh per year.

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 outcomes. It includes a reference to NMR and mentions a numerical value of 63.15, likely related to program metrics or performance.

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 estimates for indoor light timers, citing the OPA report and confirming their reasonableness based on the 2007 Every KiloWatt Counts Program.

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, reviewing reports from ADM (2002) and OPA (2010). The OPA report assumed a reduction in pool pump operation from ten to six hours per day, leading to an estimated savings of 383.65 kWh per unit. NMR concluded that the assumptions were reasonable and that the tracked savings estimates should remain unchanged.

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 text evaluates the 2010 Power Down Program's savings from rebated heavy duty timers and dimmer switches. It notes that savings from timers depend on user behavior and cites specific savings estimates for dimmer switches based on the OPA report.

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 document discusses the energy savings achieved through the rebate of dimmer switches and power bars with integrated timers. It assumes a savings rate of 23.65 kWh per dimmer switch and 53.39 kWh per power bar, based on the OPA report. The program rebated 3,781 dimmer switches and 221 power bars, resulting in total savings of 89,421 kWh and 11,799 kWh, respectively.

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 document evaluates the 2010 Power Down Program, highlighting that power bars with integrated timers had a smaller impact on energy savings compared to other measures like ENERGY STAR light fixtures and outdoor timers, which contributed more significant 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 calculates demand savings for various energy efficiency measures under the Efficient Products—Retail Program using data from the UARB Approved Settlement Agreement. Demand savings for ENERGY STAR qualified indoor light fixtures were found to be 70.1 kW, and total demand savings across all measures amounted to 420.4 kW.

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 document discusses the evaluation of the 2010 Power Down Program, including how retailers assessed the impact of the program on their sales and the importance of rebates to customer purchasing decisions. An alternative method for calculating free-ridership is also mentioned.

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

AI summary The document provides an evaluation of the 2010 Power Down Program, likely focusing on its effectiveness, implementation, and outcomes as part of a regulatory proceeding.

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 contains a series of questions aimed at assessing the impact of the Power Down program's promotion and rebates on sales of specific energy-efficient measures. It asks retailers about the increase in sales attributed to the program, the expected duration of the follow-on effect, 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 after its implementation. Sales data from pre- and post-program periods are compared to calculate the spillover effect.

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 text discusses the estimation of program spillover impact and free-ridership in the context of the 2010 Power Down Program. It mentions the calculation of spillover percentages and challenges in estimating free-ridership due to incomplete or inconsistent retailer responses, with some retailers reporting 100% free-ridership.

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, with a focus on the Nova Scotia Utility Board (NMR) and its involvement in the process. The evaluation appears to be part of a regulatory proceeding.

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

AI summary The document provides an evaluation of the 2010 Power Down Program, including participation rates and overall program performance metrics. It includes data on program effectiveness and is associated with the Nova Scotia Utility Board (NMR).

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 the percentage of program goals achieved. It appears to be a report by the Nova Scotia Utility Board (NMR) analyzing the effectiveness of the program.

lower 30% 5 27% 90% 2% 8 2% 20% 20% 0% 80% 80% higher na 5 6% 28% 0% 9 50% 50% 0% 0% 50% 100% lower 75% 4 50% 100% 2% 10 0% 100% 0% na na na same na 4 0% 0% 0% 11 75% 100% 75% na 100% na same na 5 75% 75% 15% 12 15% 40% 15% 15% 50% na lowe...

AI summary The document presents a table evaluating the 2010 Power Down Program, showing various percentages related to program performance and outcomes. It is part of an evaluation conducted by the Nova Scotia Utility Board (NMR).

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

AI summary This section of the document provides an evaluation of the 2010 Power Down Program, focusing on its effectiveness and outcomes. The evaluation is conducted by the Nova Scotia Utility Board (NMR) and includes a detailed analysis of program performance and impact.

na na same na 5 100% 100% 14% 8 20% 20% 10% 10% 50% 50% lower 30% 5 20% 100% 1% 9 33% 40% 10% 50% 40% na same na 3 37% 93% 1% 10 50% 30% 20% 60% na na same na 2 30% 100% 1% 11 10% 20% 0% na 10% na same na 5 19% 95% 1% 12 20% 50% 10% 20% 60...

AI summary The document presents a table evaluating the 2010 Power Down Program, showing various percentages and metrics related to program performance and participation. The evaluation is conducted by the Nova Scotia Utility Board (NMR) and includes overall program statistics such as 33%, 82%, and 84%.

84% NMR Evaluation of 2010 Power Down Program Page 31

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

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 text discusses free-ridership rates for various energy efficiency measures in the Fixtures and Controls category, as well as the net energy and demand savings generated by the Program Administrator (PD) program in 2010. The free-ridership rates range from 0% to 84%, and the program's net impacts are estimated at 1,071 MWh of energy savings and 225.7 kW of demand savings.

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 document evaluates the 2010 Power Down Program, estimating energy and demand savings for fixture and controls components. It reports 1,071 MWh of energy savings and 225.7 kW of demand savings at the generator level for the program year, with detailed breakdowns in Table 3-16.

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 the program's savings estimate for ENERGY STAR refrigerators, based on the Ontario Power Authority's 2010 report and other studies. It outlines the number of rebates issued and the sources reviewed to assess the program's energy savings.

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 Nova Scotia Power sponsored a study evaluating the 2010 Power Down Program, which included rebates for ENERGY STAR qualified refrigerators. The study reviewed reports from OPA and Mowris & Carlson, both of which estimated energy savings using similar methods. The OPA estimate was retained as it was deemed reasonable.

Investor-Owned Utilities (IOUs). NMR Evaluation of 2010 Power Down Program Page 35 and electric washing machines to determine the savings from ENERGY STAR clothes washers. The Cadmus report justified the decision to include dryer and water...

AI summary The evaluation of the 2010 Power Down Program discusses the energy savings from ENERGY STAR qualified clothes washers, including dryer and water heater savings. The savings per unit were estimated at 242 kWh annually, leading to a total of 490,050 kWh saved from 2,025 units, a 34% increase over previous estimates.

2,025 2,025 Savings per unit (kWh) 181.27 242 Total savings (kWh) 367,072 490,050 4.2 Gross Impacts—Appliances Table 4-3 displays a comparison of the tracked and evaluated savings for ENERGY STAR refrigerators and clothes washers. NMR esti...

AI summary The document evaluates the savings from the 2010 Power Down Program, specifically for ENERGY STAR refrigerators and clothes washers. NMR estimated savings at the meter and generator, noting a 20% increase in total savings compared to tracked estimates. Line loss factors were applied to calculate generator-level savings.

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 calculated demand savings for the 2010 Power Down Program by using the energy-to-demand ratio from adjusted 2010 DSM Targets. The calculation resulted in demand savings of 171.9 kW for appliances at the generator.

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. It appears to be part of a regulatory proceeding involving the Nova Scotia Utility and Review Board (NMR).

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 estimated at 160 MWh of energy and 31.5 kW of demand savings. The evaluation included interviews with program staff and contractors, as well as residential customer surveys to assess the program's impact and process.

+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 PD program aimed to achieve energy savings through the sale of CFLs and light fixtures. In 2010, the program shifted focus from promotions to markdowns and coupons, with changes in retail strategies compared to 2009. Communication between the DSM Administrator and implementation contractor was reported as 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 the implementation contractor handling program development, implementation, and tracking. Activities included developing a project plan, evaluating products, executing marketing plans, and tracking sales and energy savings. Outreach efforts included direct mail, radio ads, and in-store promotions, which contributed to increased sales compared to previous years.

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 through various marketing channels and describes the rebate application process, including automatic application at point-of-sale and the use of coupons by some retailers.

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 Power Down Program, which is evaluated by the Nova Scotia Utility and Review Board.

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 data, coupons, and receipts for rebate processing. The implementation contractor ensured accurate verification of rebates and product qualifications, with corrections made where necessary. The inclusion of this retailer was crucial 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, as it is essential for achieving 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 The NMR conducted on-site visits to two retail locations to assess the implementation of the Power Down program. At both locations, signage and promotion practices varied, and there was an issue with the cash register system not automatically applying discounts for rebatable items.

Other 7% 2% 3% Not much/nothing 14% 16% 14% 39 Throughout this report, the symbol ‗Ω‘ is used to indicate that results between participants and non-participants within the same year are significantly different at the 90% confidence level....

AI summary The text includes statistical data and methodology notes from an evaluation report on the 2010 Power Down Program, referencing significant differences in results between years and participants. It also mentions the Nova Scotia Utility and Review Board (NMR) as the entity responsible for the evaluation.

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 had high participant awareness of CFLs, with 90% familiar and 63% very familiar, compared to lower rates among non-participants. Previous CFL programs from 2007 to 2009 likely contributed to this awareness. Increased program participation in 2010 may have led to a smaller, less engaged non-participant group.

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 participant and non-participant awareness of promotions and discounts on CFLs compared to 2008 and 2009. This was attributed to the use of bill inserts and the inclusion of the program in a larger promotional campaign involving appliances and fixtures.

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 2010 Power Down Program was rolled together with other promotions for appliances and fixtures, which seems to have increased the recall and awareness among both participants and non-participants. The tables show awareness levels for 2010 and previous years.

as the second-most frequently mentioned motivation (33%). Compared to 2008 and 2009, relatively few non-participants purchased CFLs during the program period (6 out of 70). (Table 5-9 and Table 5-10)

AI summary The document highlights that CFL purchases by non-participants were minimal during the program period, with only 6 out of 70 purchasing CFLs, indicating low participation rates compared to previous years.

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 on the adoption of energy-efficient lighting, with percentages indicating responses to various reasons for switching to energy-efficient bulbs. The data shows low percentages across all categories, suggesting limited participation or awareness in the 2010 Power Down Program.

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, likely part of a regulatory proceeding. It is associated with the Nova Scotia Utility and Review Board (NMR).

likelihood that non-participants had not participated in the program by virtue of having no need to purchase CFLs during the program period as opposed to a resistance to purchasing CFLs. (Table 5-12)

AI summary The text suggests that non-participants in the program may not have participated due to a lack of need to purchase CFLs during the program period, rather than resistance to purchasing them. This is supported by data in Table 5-12.

ipants (14%) than 2009 participants (27%) purchased eleven or more CFLs. Similarly, significantly more non-participants reported not purchasing any CFLs in 2010 (90%) than in 2008 (41%) or 2009 (73%). Table 5-13: All CFL Purchases – Progra...

AI summary The 2010 Power Down Program saw a significant difference in CFL purchases between participants and non-participants, with participants purchasing more CFLs on average compared to non-participants, who reported higher rates of no purchases.

0 2 NMR Evaluation of 2010 Power Down Program Page 53 Table 5-14: All CFL Purchases – Program Period – 2008 and 2009 2008 2009 Non- Total Non- Total Participants Participants (Weighted) Participants Participants (Weighted) Sample size 57 7...

AI summary The table presents data on CFL purchases under the 2008 and 2009 Power Down Program, showing participant numbers, average purchases, and distribution across different purchase ranges. The data indicates varying levels of participation and purchase quantities between the two years.

26 8 10 9σ 1Ω σ 2 16 or more 26 3 6 19 6Ω 7 Out of the 483 CFLs purchased by participants during the program period, 327 (67%) were qualifying CFL bulbs and were, therefore, counted as having been purchased through the program. Over the co...

AI summary The document discusses the evaluation of the 2010 Power Down Program, noting that 327 out of 483 CFLs purchased were qualifying bulbs. Participants in 2010 purchased significantly fewer qualifying CFLs on average compared to 2008 and 2009 participants. Qualifying bulbs were those purchased from participating retailers, either in multipacks or specialty CFLs.

327 NMR Evaluation of 2010 Power Down Program Page 54 In the months prior to the program period, participant purchases (0.48) were almost the same as non- participant (0.51) purchases. In 2010 as a whole, participants (1.05) purchased more...

AI summary The 2010 Power Down Program led to increased CFL purchases by participants compared to non-participants. Participants purchased an average of 12.6 CFLs, while non-participants purchased 7.0 on average. This suggests the program effectively motivated customer participation in energy efficiency initiatives.

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

AI summary The document is a page from an evaluation of the 2010 Power Down Program, likely part of a regulatory proceeding in Nova Scotia.

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 examines participants' and non-participants' likelihood of purchasing CFLs in the next year, finding similar percentages between the two groups, with slight variations 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 document presents survey data on customer perceptions of the 2010 Power Down Program, with a majority of respondents indicating 'Don't know' regarding factors that might influence their participation. The data includes percentages across different categories.

21% NMR Evaluation of 2010 Power Down Program Page 62

AI summary The document is part of an evaluation of the 2010 Power Down Program, likely focusing on its effectiveness and impact. It is associated with the Nova Scotia Utility and Review Board (NMR).

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 customer attitudes towards energy efficiency measures, including opinions on lamp purchases, incandescent bulbs, and incentives. The data is part of an evaluation of the 2010 Power Down Program by the Nova Scotia Utility and Review Board.

non-participants reported that the CFLs had burned out, one participant said they did not like the delay in the CFLs coming on, and one non-participant said they did not like the light (Table 3- 21). Table 5-29: Satisfaction with CFLs – 20...

AI summary Survey results from 2010 show that participants and non-participants had mixed reactions to CFLs, with most reporting satisfaction but some noting issues like burnout and dissatisfaction with the light.

2 2 9 11 Not at all satisfied 0 2 2 0 2 1 Table 5-31: Reasons for Dissatisfaction with CFLs 2010 Non- Total Participants Participants (Unweighted) Sample size 2 3 5 Burned out 1 2 3 Delay in light coming on 1 0 1 Don‘t like the light 0 1 1...

AI summary The evaluation of the 2010 Power Down Program discusses demographic differences between participants and non-participants, noting that participants were more likely to own their homes and have higher incomes compared to non-participants.

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 evaluation of the 2010 Power Down Program shows that 84% of participants and 83% of non-participants lived in homes with three or more bedrooms. Table 5-36 provides a breakdown of the number of bedrooms among participants and non-participants.

%) 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 annual incomes compared to non-participants. The income distribution data from 2008, 2009, and 2010 show similar trends, with detailed statistics provided in Table 5-38 and Table 5-39.

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 2010 Power Down Program participants 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. This data is presented in Table 5-48 and Table 5-49.

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 Power Down Program's Light Fixtures and Controls portion exceeded energy savings projections, with significant rebate redemptions for various energy-efficient products. A telephone survey of 47 chain store managers was conducted to evaluate the program's implementation and 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 presents survey results showing that most retailers sold ENERGY STAR products and offered rebates under the Power Down program in 2010. The data highlights high participation rates in selling rebated items such as light fixtures, dimmer switches, and timers.

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 in October and November 2010 compared to the previous nine months. However, sales dropped in December 2010 after rebates ended, with ENERGY STAR light fixtures experiencing the most dramatic decline. Year-over-year comparisons also showed increased sales for all product classes during the program period.

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 2010 Power Down Program led to increased sales of rebated items, with retailers estimating that over two-thirds of the sales increase was due to the program. However, some retailers believed no increase in sales for certain items could be attributed to the program, and the sample sizes for these estimates were very small.

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 indicates 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.

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 evaluation of the 2010 Power Down Program indicates high levels of satisfaction among participants, with over 90% expressing satisfaction with program support, communications, items covered, and rebates. The table provides detailed satisfaction rates across different aspects of the program.

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 a program, mainly due to poor marketing and lack of awareness. Customers also felt the program did not cover enough items. One interviewee mentioned that rebate information was not clearly communicated, leading to confusion.

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.

nd November. Although the program was expanded to include independent retailers and extended to December, the program targets remained the same. In the in-depth interview, the program manager at the NMR Evaluation of 2010 Power Down Progra...

AI summary The 2010 Power Down Program was expanded to include independent retailers and extended until December, though targets remained unchanged. The program's budget was adjusted to accommodate the expansion. The evaluation discusses rebate processing, verification procedures, and retailer participation, noting that most store managers were familiar with sales trends of rebated items.

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 This section discusses the impact of the Power Down program on ENERGY STAR refrigerator and clothes washer sales, showing average percentages of qualifying models for rebates across different time periods before and after the program's implementation.

100% 1 100% 2 100% 2010 Increase from Oct/Nov-Dec 2 50% 2 50% 2009 The respondents were asked if, in the absence of the rebates from the Power Down program, the sales of the rebated equipment would have been lower, the same, or higher. If...

AI summary The Power Down program's impact on the sales of ENERGY STAR refrigerators and clothes washers was assessed. Most chain retailers believed sales would have been significantly lower without the program, while independent retailers were more divided, with some predicting no change in sales.

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 text discusses the initial rollout of the Power Down program, which was limited to chain retailers, disadvantaging independent retailers. Independent retailers faced barriers such as confusing signage and had limited awareness of the program, with various sources of information including Nova Scotia Power and media.

gram. Respondents indicated a variety of sources: Nova Scotia Power, advertising at a chain store, notification from the head office, a call to the store manager, and a newspaper article. (Table 7-10) Table 7-10: Source of First Awareness...

AI summary Respondents learned about the program through various sources, including Nova Scotia Power and media. Initial reactions were mixed, with some retailers seeing it as an opportunity to boost sales and others expressing disappointment at not being included.

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 2010 Power Down Program saw limited involvement from independent retailers, with only one retailer expressing concerns about reimbursement for discounts. Three contacted the DSM Administrator or implementation contractor, while two first sought more information about the program.

Most Important Concern Independent Retailers Sample size 1 Reimbursements for discounts 1 Three out of four independent retailers stated that the most important reason for participating in the program was to be competitive, with the remain...

AI summary Independent retailers participating in the 2010 Power Down Program cited competitiveness and sales growth as primary motivations. Only a few made changes to their store practices, such as adjusting stocking, appliance placement, and advertising for rebated appliances.

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 findings from a survey of retailers regarding changes made to stocking practices, advertising, and rebate presentation in response to program participation. It also highlights how independent retailers marketed and displayed rebate information to customers.

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 discusses the advertising practices of independent retailers regarding ENERGY STAR appliances participating in 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.

dissatisfied Dissatisfied Very dissatisfied When asked to indicate their level of satisfaction with specific aspects of the Power Down program, the majority of chain retailers were either satisfied or very satisfied with program marketing...

AI summary Most chain retailers were satisfied with the Power Down program's marketing, support, and rebates, while independent retailers were generally satisfied except for program marketing and advertising, which they found lacking due to inadequate materials and delayed participation.

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

AI summary The document provides an evaluation of the 2010 Power Down Program, focusing on its implementation and outcomes. It discusses the program's impact on energy efficiency and customer participation.

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 document evaluates the satisfaction of independent retailers with various aspects of the 2010 Power Down Program. Most were satisfied with interactions with the implementation contractor, rebate processing, and rebate tracking and reporting. However, sample size limitations affected the evaluation of interactions with DSM Administrator staff.

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 satisfaction levels among independent retailers regarding their interaction with the DSM Administrator and NSP staff, as well as rebate processing and tracking. Only a small sample size of five independent retailers was surveyed, and responses indicate mixed satisfaction levels.

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 2010 Power Down Program's instant rebate at the register was identified as the most impactful aspect by five out of six respondents, according to Table 7-25. Other factors, such as financial incentives and environmental friendliness, had less impact on sales.

Environmentally friendly 2 NSP added credibility 1 Table 7-26 shows respondents‘ recommendations for improving the Power Down program. Almost one- half of the chain retailers (3 out of 7) suggested expanding the program to include more ite...

AI summary Respondents recommended expanding the Power Down program to include more ENERGY STAR items and increasing rebate values. Some suggested higher rebates for purchasing pairs of appliances, while others recommended involving independent retailers and adjusting the program timing.

35 years 19 years NMR Evaluation of 2010 NSPI Power Down Program Page A1 Appendix A – Displaced Wattage Validation Calculations For the 2010 program year, several retailers provided specific sales information including, in some cases, mode...

AI summary This document evaluates the 2010 NSPI Power Down Program by validating displaced wattage calculations. Using ENERGY STAR equivalency values, NMR estimated displaced wattage for 118,202 CFLs sold, calculating a weighted average of 47.87. The calculation assumes participants used ENERGY STAR equivalency values and does not account for missing or out-of-range wattage data.

://www.energystar.gov/ - January 2010 NMR Evaluation of 2010 NSPI Power Down Program Page A2

AI summary The document evaluates the 2010 NSPI Power Down Program, referencing the Energy Star website from January 2010. It is associated with the Nova Scotia Utility Regulator (NMR).

F PB2b1a=0 OR DON’T KNOW THEN SKIP TO NP1a] NMR Evaluation of 2010 NSPI Power Down Program Page B9 PB2e. Were any of [Insert value from PB2B1A] CFLs that you purchased in October and November specialty CFL bulbs? Specialty compact fluoresc...

AI summary The text contains questions from a regulatory proceeding related to the purchase of compact fluorescent light bulbs (CFLs) in October and November. It asks whether specialty CFL bulbs were purchased, the reasons for purchasing CFLs, and the stores from which they were purchased.

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 outlines a survey process related to the 2010 NSPI Power Down Program, asking respondents about store types and reasons for purchasing ENERGY STAR™-qualified CFL bulbs during specific months. It includes instructions for data collection and conditional logic based on responses.

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 survey process for collecting data on the number of compact fluorescent light bulbs (CFLs) purchased at a specific store, including whether they were ENERGY STAR-qualified and whether Nova Scotia Power promotions were seen. Respondents are asked to track purchases and provide detailed counts.

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 outlines survey questions related to customer awareness and purchasing behavior regarding compact fluorescent light bulbs (CFLs) offered with a discount by Nova Scotia Power. It includes questions about prior purchase intentions and the influence of the discount on purchasing decisions.

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 Nova Scotia Power, through NMR Group, is conducting an evaluation of the 2010 NSPI Power Down Program. The survey aims to gather information from store personnel about their knowledge of stocking and selling rebatable products such as controls, fixtures, and appliances.

2. Not familiar 3. Neither familiar nor unfamiliar 4. Somewhat familiar -[SKIP TO Q1] 5. Very familiar - [SKIP TO Q1] 9. Don‘t know / Refused I4. Is there someone else at this store who would be familiar with the stocking patterns or sales...

AI summary The text outlines a survey conducted to assess familiarity with product stocking and sales trends, and to evaluate the 2010 NSPI Power Down Program. The survey includes questions about job titles, product sales, and rebate participation for specific energy-efficient 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 document contains a series of questions from the Nova Scotia Utility Regulator (NMR) regarding the Power Down program, specifically asking retailers about their participation and sales of energy-efficient products, including ENERGY STAR light fixtures, during and around the program's promotion period in 2010.

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 attributing the increase in 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 document contains survey questions related to the impact of the Power Down program on ENERGY STAR light fixture sales. Retailers are asked about the percentage increase in sales attributed to the program and the expected duration of this effect, as well as the influence of the $15 rebate on sales during the promotion period.

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 contains survey questions evaluating the impact of the Power Down Program on customer purchases of ENERGY STAR light fixtures, including rebate availability and perceived importance of the program.

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 document presents a series of questions regarding the sales of dimmer switches before, during, and after the Power Down program promotion in 2010, asking for the percentage of dimmer switches sold that were later rebated by the program.

Oct-Nov Dec 2010 Oct-Nov 2009 2010 Percent Rebated % % % % Q9. [RECORD PERCENTAGE _%; 998=Refused; 999=Don't know/Not sure/Can‘t remember] A. [IF % SALES OF REBATED DIMMER SWITCHES ARE HIGHER IN OCT-NOV 2010 (COL. B) THAN IN JAN-SEPT. 2010...

AI summary The text presents a series of questions about the impact of the Power Down rebate program on the sales of dimmer switches during specific time periods in 2010 and 2009. It asks respondents to attribute the increase in sales during the Power Down program period to the program's promotion and rebates.

dicated that the percentage sales of dimmer NMR Evaluation of 2010 NSPI Power Down Program Page B31 switches that qualified for the Power Down rebate was higher after the Power Down program period in December 2010 than they were before Pow...

AI summary The text discusses the impact of the Power Down program on dimmer switch sales, asking retailers about the percentage increase in sales attributed to the program and how long the follow-on effect might last. It also inquires about the potential decrease in sales if the rebate had not been available.

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 contains a series of survey questions related to the Power Down Program, focusing on rebate discounts, customer purchasing behavior, and the importance of rebates in influencing customer decisions during a 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 document contains a series of questions about the sales and rebate rates of power bars with timers before, during, and after the Power Down program promotion in 2010. The questions are directed at a respondent, likely a retailer, to gather data on the program's impact.

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 presents a question regarding the impact of the Power Down rebate program on the sales of power bars during specific time periods in 2009 and 2010. It asks what percentage of increased sales during the Power Down program period can be attributed to the program's promotion and rebates.

after the Power Down program period in NMR Evaluation of 2010 NSPI Power Down Program Page B34 December 2010 than they were before Power Down program period, between January and September 2010. What percentage of that increase in sales do...

AI summary The text contains a series of survey questions aimed at evaluating the impact of the Power Down program on sales of power bars with timers. Retailers are asked to estimate the effect of the rebate on sales and how long the follow-on effects of the program might last.

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 survey questions related to the 2010 NSPI Power Down Program, focusing on customer behavior, rebate influence, and program effectiveness. It asks about the impact of discounts, other rebates, and the importance of the Power Down Program in customer purchasing decisions.

portant and 5 is extremely important. NMR Evaluation of 2010 NSPI Power Down Program Page B36 IF Q2B1=4 INDOOR LIGHT TIMERS Q18. I now have a few questions about your sales of indoor light timers. A. Roughly what percent of ALL the indoor...

AI summary The document contains a series of questions posed to a respondent regarding the sales and rebate rates of indoor light timers before, during, and after the Power Down program promotion in 2010. The questions aim to assess the impact of the program on sales and rebate participation.

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 specific periods and how much of the increase in sales is attributed to the program's promotion and rebates.

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 This section of the document evaluates the impact of the 2010 NSPI Power Down Program on the sales of indoor light timers. It asks retailers to estimate the percentage of increased 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 period.

n 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 you say your store‘s sales of indoor light timers would be [% FROM...

AI summary The text discusses the impact of the Power Down program rebate on the sales of indoor light timers, asking respondents to estimate the percentage reduction in sales without the rebate and whether other rebates were offered during the same period. The importance of the rebate to customer purchasing decisions is also assessed on a scale from 1 to 5.

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 includes survey questions about the impact of the Power Down Program on the sale of heavy duty pool and outdoor timers, asking retailers to estimate the percentage of sales that were rebated under the program before, during, and after the 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 how much of the increase in sales can be attributed to the program's promotion and rebates.

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 document contains questions about the impact of the Power Down program's promotion and rebates on the sales of pool and outdoor timers. It asks respondents to estimate the percentage of increased sales attributed to the program and how long the follow-on effect is expected to 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 includes questions about the percentage of sales decrease without the rebate and whether other rebates were offered during the same period.

6. Provincial Government $ 7. City/Town/Municipality $ 8. Other $ 98. Refused 99. Don‘t know Q27. 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 includes survey questions about the importance of rebates in the Power Down Program on customer purchasing decisions and asks retailers about the percentage of electronic baseboard thermostats sold before, during, and after the program promotion period that were rebated.

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 text asks the respondent to estimate the percentage of electronic baseboard thermostats sold in October and November 2009 that were later rebated by the Power Down program. It requests a specific guess or a range if a single estimate is not possible.

Dec 2010 Oct-Nov 2009 THERMOSTATS 2010 2010 Percent Rebated % % % % Q29. [RECORD PERCENTAGE _%; 998 Refused; 999 Don't know/Not sure/Can‘t remember] A. [IF % SALES OF REBATED ELECTRONIC BASEBOARD THERMOSTATS ARE HIGHER IN OCT-NOV 2010 (COL...

AI summary The document evaluates the 2010 NSPI Power Down Program by analyzing the percentage of electronic baseboard thermostats rebated during different periods, specifically comparing October-November 2010 with January-September 2010 and October-November 2009. It seeks to determine the impact of the rebate program on thermostat sales.

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 includes survey questions about the importance of rebates in the Power Down Program to customer decisions and asks retailers about the percentage of ENERGY STAR refrigerators sold before, during, and after the promotion period, as well as in 2009.

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 ENERGY STAR refrigerator sales attributed to the rebate program during different time periods, including comparisons between October-November 2010 and earlier periods.

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 are expected to last.

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 the impact of the Power Down program rebate on the sales of ENERGY STAR refrigerators during the October-November promotion period. It includes questions about the effect of the rebate on sales, the presence of other rebates, and the perceived importance of the rebate in customers' purchasing decisions.

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 contains a series of questions aimed at evaluating the impact of the 2010 NSPI Power Down Program on the sales of ENERGY STAR clothes washers, focusing on the percentage of ENERGY STAR washers sold before, during, and after the program promotion period, as well as in the same period in the previous year.

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 outlines a survey question 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 The document evaluates the impact of the 2010 NSPI Power Down Program on the sales of ENERGY STAR clothes washers, asking retailers about the percentage increase in sales attributed to the rebate program and the expected duration of this effect.

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 evaluating the impact of the Power Down program rebate on the sales of ENERGY STAR clothes washers during the October-November promotion period. It explores how sales would be affected if the rebate was not available and asks 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 presents survey questions related to the evaluation of the 2010 NSPI Power Down Program, focusing on customer satisfaction with program support, communications, rebate amounts, and barriers to participation, as well as recommendations for improvement.

9. Don‘t know / Refused NMR Evaluation of 2010 NSPI Power Down Program Page B55 I4. Is there someone else at this store who would be familiar with the stocking patterns or sales trends for the appliances that you sell? BACKGROUND 1. What i...

AI summary The text is a questionnaire assessing retailer participation in the 2010 NSPI Power Down Program, focusing on appliance sales and rebate distribution. It includes questions about job roles, product availability, awareness of the program, and concerns about participation.

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 document contains survey questions related to the 2010 NSPI Power Down Program, focusing on customer concerns, participation reasons, barriers to participation, 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 in 2010. It also references a table with data related to the evaluation of the 2010 NSPI Power Down Program.

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 presents survey questions about the impact of the Power Down program on the sales of ENERGY STAR refrigerators, specifically asking about the percentage of sales attributed to the rebate and whether the rebate influenced sales volume.

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 includes a series of questions from an evaluation of the 2010 NSPI Power Down Program, focusing on the sales of ENERGY STAR clothes washers before, during, and after the program. The questions aim to determine the percentage of ENERGY STAR washers sold and later rebated by the program in different time periods.

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 a question (Q39) asking about the percentage of increased sales of ENERGY STAR clothes washers in November-December 2010 compared to earlier periods, attributing the increase to the Power Down rebate program. The document is part of an evaluation of the 2010 NSPI Power Down Program.

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 asks whether rebates were provided on ENERGY STAR clothes washers besides the Power Down program and inquires about the value of the rebates. It also asks about the importance of the Power Down Program rebate in influencing customer purchases and whether the program was marketed.

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 consists of a series of questions directed at retailers regarding their advertising and rebate practices for ENERGY STAR appliances under the Power Down program. It inquires about media used, frequency of promotion, and methods of presenting and processing rebates.

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 the Power Down program and its impact on customer participation, as well as evaluations of the 2010 NSPI Power Down Program and appliance retirement and replacement programs conducted by NMR Group, Inc. for Efficiency Nova Scotia Corporation.

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 evaluation of the 2010 Appliance Retirement & Replacement Programs shows gross and net savings data for various appliance categories. NMR conducted an interview but found it inappropriate to use it for free ridership estimates, so no estimates were calculated for the Appliance Replacement program component.

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 had high free ridership (66%) and achieved savings goals despite this. Most respondents reported that replaced appliances were used frequently. The program should expand and improve screening to reduce free ridership and consider energy savings implications of appliance replacements.

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 document discusses findings and recommendations related to the Appliance Retirement Program. It highlights that marketing and advertising were key drivers of program awareness, with two-thirds of respondents learning about the program through advertising. The recommendation suggests aligning future promotions with peak appliance purchasing seasons and staging marketing efforts in waves for longer-term programs.

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 the importance of staged marketing and advertising for programs, the limitations of pilot programs in terms of time and geography, and the challenges faced by subcontractors due to short lead times in program implementation.

n. NMR Evaluation of 2010 Appliance Retirement & Replacement Programs Page vi Findings and Recommendations Finding Recommendation ARR-F12. ARR-R12. The Appliance Retirement Program included a number of Close planning and coordination, and...

AI summary The Appliance Retirement Program faced communication challenges among multiple organizations involved, leading to issues such as delayed announcements and underprepared contractors. These problems contributed to lower participation in the second phase of the program.

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 resources and outreach, resulting in low participation. Despite these challenges, NMR recommends continuing the program to establish a presence in this sector, which offers significant energy savings potential.

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 text discusses the importance of understanding relationships with multi-family landlords and property managers 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.

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 appliance replacement program was successful in motivating participation through a combination of removal services and incentives. The participant replaced refrigerators due to their age and cost savings, with the rebate, discounted prices, and removal services being key factors in her decision.

a Any future program should explore the following pilot, it had a limited target for the number of refrigerators to be potential opportunities in the multi-family sector: replaced. Program promotions consisted solely of cold calls to  Aff...

AI summary The text discusses challenges in engaging the multi-family sector for energy efficiency programs, highlighting split incentives as a barrier and suggesting strategies like targeting affordable housing property owners and bundling incentives to improve participation and effectiveness.

2.2.3 Appliance Replacement Program Theory The Appliance Replacement program component was a pilot with primarily a Resource Acquisition objective of removing inefficient refrigerators from the grid and replacing them with energy efficient...

AI summary The Appliance Replacement Program aims to remove inefficient refrigerators from the grid and replace them with energy-efficient models, with a focus on resource acquisition and market transformation. Key activities include vendor contracts, marketing, installation, recycling, and rebate processing.

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 consumption adjustments for partial use and replacement equipment, and applying a free-ridership rate to estimate net 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 program savings by multiplying net savings estimates with the number of retired refrigerators and freezers. It introduces the lab-to-on-site factor, which adjusts manufacturer energy consumption estimates to account for real-world conditions such as door openings and ambient temperatures, using data from California's Appliance Retirement Program.

341 1,405 706 706 Annual energy 1,437 1,001 1,106 1,005 consumption (kWh/year) Based on the consumption estimates and number of units listed in Table 3-2, the tracking database reported program savings of 4,841 MWh at the meter and 5,416 M...

AI summary The text discusses energy savings from an appliance retirement program, noting 4,841 MWh at the meter and 5,416 MWh at the generator after applying a line loss factor. It also outlines participant categories for refrigerators and freezers based on survey data and secondary research.

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 an appliance replacement program, highlighting the replacement of refrigerators in multifamily residential buildings and their impact on energy consumption. Energy savings and demand savings are calculated using data from the tracking database and the 2010 DSM Targets.

not uncommon in pilot programs that, in addition to being new, are generally operated for only a limited time. Many of these issues were associated with compressed program planning and communications. 4.2.1 Appliance Retirement Program Pla...

AI summary The Appliance Retirement Program faced challenges in planning and staffing due to a compressed timeline and limited lead time for contractors. The program's mid-June start date conflicted with the contractors' busy season, and issues with customer service, such as an unenabled website and untransferred phone lines, arose during the program's extension.

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, but faced internal communication challenges, particularly during the program's extension phase. Key issues included delayed notifications to contractors, lack of marketing in the second phase, and communication problems between the call center and contractors, which hindered 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 document discusses the administrative structure and processes of the 2010 Appliance Retirement & Replacement (ARR) program. It notes that pilot programs are often limited in time and geography, which can hinder performance but also allow for quick evaluation. The ARR program faced challenges related to staffing and free-ridership, with suggestions for improving future programs.

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 The text discusses participant feedback on the ease of scheduling time for appliance pick-up, with most respondents rating it as extremely easy. A participant also shared her experience with the Appliance Replacement program, highlighting the ease of signing up and scheduling through email.

their appliance cited by the refrigerator group (28%) was that they had bought a new refrigerator; the single largest reason cited by the freezer (36%) and dehumidifier (33%) groups was the incentive.

AI summary The text discusses reasons for appliance replacement, noting that 28% of refrigerator owners cited purchasing a new unit, while 36% of freezer and 33% of dehumidifier owners cited incentives as the main reason.

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 the significant influence of free removal/recycling services on participation decisions, particularly for dehumidifiers. In contrast, the DSM Administrator incentives received lower ratings, with only a fraction of participants considering them extremely 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 patterns of secondary refrigerators, freezers, and dehumidifiers among respondents who had them removed. It highlights that most appliances were used frequently, with many being in use for over ten years.

1% Other 3% Don‘t know/refused 1% 4.9 Appliance Replacement Behaviors Respondents to the survey of Appliance Retirement participants were asked a series of questions regarding replacement of the appliances that they decided to recycle thro...

AI summary The survey of Appliance Retirement participants found that about half of those who recycled refrigerators and freezers, and three-quarters of those who recycled dehumidifiers, replaced the appliances with new ones of the same type. Most replacements were new appliances, with only a small percentage being used.

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 eligibility of appliances. Complaints included long wait times, difficulty reaching representatives, and some customers were reimbursed for damaged property. The program also faced issues with appliance eligibility.

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 Appliance Replacement program received limited feedback, with one respondent suggesting better publicization. Program staff and contractors identified several areas for improvement, including geographic limitations, call center preparedness, and better understanding of multi-family budget schedules.

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 for reviewing a program's goals, motivations, barriers to participation, and market impacts across short-, intermediate-, and long-term timelines. It also inquires about measurement indicators for program effectiveness.

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 text outlines a series of questions related to the coordination, communication, and tracking of the 2010 Appliance Retirement & Replacement Program. It asks about interactions with organizations and individuals, the nature and frequency of these interactions, and challenges faced in communication and collaboration. It also inquires about data tracking and reporting requirements.

it provided? How frequently is it provided? Approximately how much of your organization‘s effort for the Appliance Retirement Program is spent on fulfilling data tracking requirements? 14. In general, how well do you think the program trac...

AI summary The text outlines a series of questions aimed at evaluating the Appliance Retirement Program, focusing on data tracking, program delivery processes, and customer participation. It seeks insights into the efficiency of data capture, program delivery timelines, challenges faced, and reasons for customer engagement.

V5A. IF NO: Were there some units where the program did not pick up and replace a refrigerator? Why not? Do those units have refrigerators? On average, how old are the refrigerators in those units? V5B. IF NO: Were there some units where t...

AI summary The text contains questions about the Appliance Turn-in Program, including whether some units did not replace refrigerators, how multiple replacements occurred, and how participants learned about the program. It also asks about the fate of appliances after pickup and includes a response about recycling and handling hazardous materials.

RFR1. Before you heard about the Nova Scotia Power appliance retirement program, had you already considered replacing the refrigerators in your building? 1. Yes 2. No 98. (Don‘t know) 99. (Refused) RFR2. Why did you decide to replace the r...

AI summary The text contains survey questions related to the Nova Scotia Power appliance retirement program, focusing on participants' prior actions, motivations for participation, and hypothetical actions in the absence of the program.

Program Coordination and Communications 12. What organizations and individuals do you primarily interact with for this program? What is the nature of these interactions? How frequently are you in contact with them? [PROBE IF NOT MENTIONED:...

AI summary The text outlines a series of questions related to program coordination, communication, and reporting for the Appliance Retirement Program. It inquires about interactions with organizations and individuals, vendor relationships, and challenges in communication and collaboration. It also asks about data tracking and reporting requirements.

s it provided? How frequently is it provided? Approximately how much of your organization‘s effort for the Appliance Retirement Program is spent on fulfilling data tracking requirements? 17. In general, how well do you think the program tr...

AI summary The text includes questions about data tracking requirements for the Appliance Retirement Program, the efficiency of the program tracking and reporting process, and the program delivery process. It asks about data capture, communication, and improvements. NMR is mentioned as the entity involved.

20. Are there any factors inhibit your ability to effectively perform any part of the program delivery process? IF YES: What are they? How can these be addressed? What impact do you think addressing them will have on your effectiveness and...

AI summary The text outlines a series of questions aimed at assessing the effectiveness of a program delivery process, including challenges, successful aspects, and opportunities for improvement. It also explores customer awareness, participation rates, and satisfaction with the Appliance Retirement program.

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 for Nova Scotia Power and Efficiency Nova Scotia Corporation, using interviews and HOT2000 reports to assess program impact.

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 goals. The evaluation highlights potential double counting of savings due to funding from multiple agencies, including Natural Resources Canada.

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 program exceeded its energy and demand savings goals despite confusion caused by the withdrawal of federal rebates and administrative changes. The program faces uncertainty about its continuation past March 31, 2011, which has affected delivery infrastructure and prompted NMR to emphasize the importance of maintaining relationships with Delivery Agents.

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 text discusses the need to rebuild trust and infrastructure for the DSM Administrator and highlights the potential for energy savings through home retrofits in Nova Scotia, citing data from Natural Resources Canada on housing stock and energy use.

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 DSM Administrator is advised to consider incorporating Delivery Agents into existing residential programs and to conduct a market potential study if federal funding from NRCAN is unavailable, to assess customer interest and program viability based on provincial and local funding sources.

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 program changes caused confusion and frustration among Delivery Agents, who were hesitant to engage with the program until issues were resolved. There were also challenges related to the use of HOT2000 software and the need for better coordination with NRCan to facilitate data sharing and improve evaluation processes.

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 highlighted issues with contractor selection and lack of training. It recommended pre-approved, 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 and the transition of DSM program administration led to public confusion and reduced marketing efforts. Delivery agents lacked resources, and word-of-mouth was a primary source of awareness, suggesting the need for stronger marketing strategies.

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 in Nova Scotia was administered by Conserve Nova Scotia and initially partnered with Natural Resources Canada's ecoENERGY Retrofit Homes program. Federal rebates were discontinued in March 2010, and the program ended on March 31, 2011, with no decision made on its continuation. The program involved pre-retrofit evaluations, retrofit activities, and post-retrofit evaluations.

ings. NMR Evaluation of 2010 Existing Houses Program Page 2 vary depending upon the measures installed. For houses with electricity as its primary heating source, the DSM Administrator pays for all of the provincial government‘s share of t...

AI summary The document discusses the 2010 Existing Houses Program, which provides rebates for electricity-related upgrades in homes with electric heating systems. The DSM Administrator covers provincial government rebates and offers additional incentives for eligible homes and small multi-unit residential buildings.

funding the provincial government‘s rebates for houses that have electric heating, the DSM Administrator‘s contribution to the EnerGuide for Existing Houses program covers the following DSM measures:

AI summary The DSM Administrator contributes to the EnerGuide for Existing Houses program, which provides funding for provincial government rebates for houses with electric heating, covering specific DSM measures.

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 aimed to improve energy efficiency in Nova Scotia homes through market transformation and resource acquisition. It involved pre-retrofit evaluations, retrofit activities, and post-retrofit evaluations, with support from Natural Resources Canada and the provincial government. The program was administered by Conserve Nova Scotia and the DSM Administrator.

vings reduce the need for new generation. NMR Evaluation of 2010 Existing Houses Program Page 6 1.2 Logic Model Figure 1-1: EnerGuide Existing Houses Program Logic Model NMR Evaluation of 2010 Existing Houses Program Page 7 2 Impact Evalua...

AI summary The evaluation of the 2010 Existing Houses Program (EEH) involved reviewing program records and comparing pre- and post-audit data to estimate energy savings. The NMR team calculated savings per EnerGuide point and applied these to the program’s tracking database, revealing 9.72 GWh of meter savings and 10.88 GWh of generator savings for 2010.

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 program, distinguishing between savings at the meter and at the generator. It uses a line loss factor to adjust meter savings to generator savings and references the use of EnerGuide point savings and prescriptive measure savings from the Low Income Houses program.

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 the correction of errors in the tracking spreadsheet that excluded some participants, ensuring all 2010 program participants were included in the savings calculations.

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 achieved nearly double the targeted energy savings with slightly over half the number of projects. The program's demand savings were calculated using a 6.5 energy-to-demand ratio and additional ETS measures, resulting in significant savings at both the meter and generator levels.

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 evaluation of the 2010 Existing Houses Program found that total demand savings from ETS measures was 1,085 kW, leading to 2,557 kW savings at the meter and 2,861 kW at the generator. These estimates are based on prescriptive savings values from the program's tracking data.

(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, with ratings indicating varying levels of influence. It also describes a method used to assess the impact of budget constraints on program participation, adjusting free-ridership rates based on respondents' ability to afford projects 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 indicates that it exceeded its energy and demand savings goals. The program achieved 7,274 MWh of energy savings and 1,943 kW of demand savings, surpassing the 2010 DSM plan's targets of 4,930 MWh and 1,410 kW, respectively.

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, jointly sponsored by the DSM Administrator, CNS, and NRCan. NRCan abruptly ended rebate support in March 2010, though they continue administrative support. The program's end date is March 31, 2011, with no confirmation of continuation or replacement.

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 EEH program faced significant challenges following the sudden withdrawal of NRCan funding in 2010, leading to reduced participation, staff layoffs, and confusion among Delivery Agents. The program's primary goal was to improve energy efficiency, but the loss of federal funding was seen as critical to its continuation.

he measures rebated by the program. NMR Evaluation of 2010 EnerGuide for Existing Houses Program Page 22 3.5 Program Tracking and Reporting Delivery Agents were responsible for using the HOT2000 software from NRCan to create audit reports...

AI summary The 2010 EnerGuide for Existing Houses Program involved Delivery Agents using HOT2000 software from NRCan to create audit reports for the EEH program. Issues with information sharing between NRCan, CNS, and the DSM Administrator hindered data retrieval. Consolidation under ENSC may resolve these issues, but collaboration with NRCan is needed for effective data exchange.

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 and participation in a program. It explores how consumers learn about the program, outreach efforts, barriers to participation, and the impact of Nova Scotia Power’s involvement.

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 DSM Administrator, through CNS, collaborated with SNSMR to identify income-eligible electrically heated households for the Heating Assistance Rebate Program. However, there was a misperception among delivery agents regarding eligibility criteria, leading to potential screening issues.

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 reported that the protocol for replacing refrigerators and freezers was burdensome and that they lacked proper equipment to determine the age of appliances. Program staff suggested separating Scope I and Scope II audits to increase program cost effectiveness, and emphasized the need to involve Delivery Agents in decisions about 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's tracking system lacks unique identifiers for participants, leading to inefficiencies. Delivery agents submit multiple invoices per home, increasing administrative burden. Recommendations include assigning unique identifiers early and integrating outreach and delivery agents for better program delivery.

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 document highlights issues with communication and data tracking in the DSM program, including lack of resolution for customer complaints, inconsistent data formats, and discrepancies between installed measures and records. It recommends integrating outreach and delivery agents, providing online data tracking, and standardizing data entry.

, 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 the requirement for participants to sign off on energy efficiency measures installed by Delivery Agents after the work has been completed, ensuring accountability and verification of installations.

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 in electrically heated homes, including insulation, draft-proofing, thermostat installation, and appliance upgrades. CNS contracted with three service providers to implement the 2010 program.

1.1.1 Program Theory Program Background The LIH program is a Resource Acquisition program. As a Resource Acquisition program, LIH‘s primary goal is to increase the energy efficiency levels of low-income customer-owned households in Nova Sc...

AI summary The LIH program aims to improve energy efficiency in low-income households through a whole-house approach, with Scope I and Scope II measures. The DSM Administrator funds Scope I measures in electrically heated homes, and CNS identifies potential participants through various sources and outreach efforts.

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 document outlines program barriers such as mistrust, information sharing challenges, and lack of a comprehensive participant pool. It also highlights short-term and mid-term outcomes, including increased energy knowledge, bill reductions, and improved comfort for low-income households.

measure verification  AMP (electric focus): 968 kWh (Massachusetts), AMP and Low Income 15 and HEAT analysis tool  AMP (electric focus): 827 kWh (Rhode Island)  Baseload Program (no electric heat) net savings: Pre/post treatment/ compar...

AI summary The text presents energy savings data from various programs, including the AMP and HEAT analysis tool, with specific kWh savings reported from different regions and programs. It also references evaluation reports and studies on low-income household energy programs.

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 2010 Low Income Households (LIH) Program achieved 800.3 MWh in energy savings at the meter and 895.4 MWh at the generator. The program had a 30% realization rate compared to the tracking estimate. Demand savings were estimated at 178 kW at the meter and 199.2 kW at the generator.

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 evaluation of the 2010 Low Income Households (LIH) program used billing data for low-income households, which was considered more reliable than estimates from Conserve Nova Scotia's survey. The program's process evaluation involved interviews and surveys to assess its effectiveness in implementing energy-saving measures in low-income homes.

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 telephone survey to assess satisfaction, program effectiveness, and areas for improvement.

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 text discusses the evaluation of the 2010 Low Income Households Program, focusing on sampling error. It mentions 680 unique participants who received rebates for electric upgrades, and a sample size of 62 with a 10.0% sampling error 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 operated in conjunction with the Conserve Nova Scotia Residential Energy Affordability Program (REAP), which managed administrative responsibilities. The program included two types of energy efficiency upgrades, with different funding structures based on heating sources. Three Delivery Agents implemented the program in 2010, with one leaving due to an unsuccessful bid to remain.

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 REAP program by Delivery Agents, including the distinction between Scope I and Scope II upgrades, and the challenges associated with separating the audits. The DSM administrator is considering these challenges during the 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 improved program operations compared to last year, attributing the improvement to Delivery Agents becoming more familiar with the data requirements of the DSM Administrator.

3.4 Production of Participant Lists In 2010, the proportion of participants recruited through DCS decreased while the proportion recruited by the Outreach Agents increased. In addition, a third recruitment method was implemented to generat...

AI summary In 2010, the recruitment of participants for energy efficiency programs in Nova Scotia shifted from DCS to Outreach Agents, with a third method introduced through CNS and SNSMR. While this method was deemed cost-effective, it led to an insufficient number of participant names, causing inefficiencies and inconsistent work for Delivery Agents. Screening processes were also criticized as inadequate.

3.5 Role of the Outreach Agents The Outreach Agents were responsible for recruiting eligible low-income homeowners who heated their homes primarily with electricity. The service territory was divided between the two Outreach Agents. One Ou...

AI summary The Outreach Agents were responsible for recruiting low-income homeowners in Nova Scotia for a program, using various methods like flyers, community organizations, and radio ads. They fell short of recruitment goals and identified the Good Neighbour Energy Fund as a successful source of applicants.

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 document discusses a survey of participants in the 2010 Low Income Households Program, focusing on eligibility criteria and heating practices. It highlights that participants primarily use electricity for heating water (100%) and space heating (73%).

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 discrepancies between the program tracking records and the actual installation of measures by the Delivery Agents, as highlighted in Table 4-5, which verifies the measures installed.

5 100% freezer replacement Second refrigerator and freezer 3 100% 2 50% 50 removal Electric kettle with auto shut-off 26 77% 23 11 82% 18 Power bars to facilitate reduction in β 33 64% 36 15 93% 7 standby electricity loss Replacement of ce...

AI summary The evaluation of the 2010 Low Income Households Program indicates that nearly one in five respondents received measures not tracked in the DSM Administrator database, such as fans and child safety plugs. There was confusion regarding the inclusion of televisions and lamps in the program.

66% 60% No 29 35 DK/Refused 5 5 More than one-half of the respondents (51%) now turn off lights when they may not have before. Additionally, over one in five (22%) now set their heating thermostats lower and turn off appliances. (Table 4-1...

AI summary The data shows that 51% of respondents now turn off lights, and 22% set their heating thermostats lower and turn off appliances. These behavioral changes were observed in a survey of low-income households, with a sample size of 36 in 2009 and 37 in 2010.

................................ 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, focusing on its process and impact. Key changes included a new building code requiring EnerGuide ratings and a transition to the PerformancePlus program. The evaluation involved surveys and interviews to assess program administration, satisfaction, and barriers to participation.

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 energy savings target of 2,000 MWh but exceeding the demand savings target of 640 kW. Net savings were calculated using a 46% net-to-gross ratio.

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 outlines specific energy efficiency measures for heating systems and electric water heaters, including rebates provided by Conserve Nova Scotia. It also mentions the exclusion of R-2000 from the DSM program and provides a detailed description of R-2000 certification standards. The document references the Nova Scotia Home Builders' Association for more information on R-2000.

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 NMR team evaluated the 2010 New Houses Program by reviewing program records and tracking data to assess savings calculations and adjust estimates. A sample of homes was used to update baseline characteristics and calculate savings using HOT2000 and REM/Rate software. Free-ridership rates were determined via a survey of 47 participants. Total tracked savings for 2010 were 1,700 MWh at the meter and 1,900 MWh at the generator.

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 and achieved estimated energy savings of 1,321 MWh at the meter and 1,478 MWh at the generator. Initial demand savings were calculated using an energy-to-demand ratio of 6.8, but this was validated with a ratio of 7.5. Additional demand savings from ETS units were included, resulting in 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 document compares energy savings calculations from HOT2000 and REM/Rate software for the 2010 New Houses Program. It highlights the use of REM/Rate for validation, noting its widespread adoption in the U.S. and its use by the EPA for the ENERGY STAR Homes program. The analysis aims to verify the accuracy of HOT2000 in modeling program savings.

0% FR4d. The EnerGuide label and designation itself 0 (DK) 25% Program Influence Score = maximum of FR4a, FR4b, FR4c, or FR4d. Table 3-15: Builder NH Free-ridership Screening and Cross-check Questions Free- Question Question Responses Ride...

AI summary The text presents a portion of a free-ridership screening questionnaire used to assess whether participants in the EnerGuide for New Houses program would have undertaken energy efficiency upgrades without the incentive. The questions focus on pre-program intentions and budget considerations.

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 in-depth interviews with program staff and a delivery agent. The evaluation covered program delivery, tracking, and participant satisfaction.

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, with rebates provided for energy efficiency upgrades. Three Delivery Agents and eight Energy Advisors were involved in the program, which included evaluating building plans and verifying completed upgrades.

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 data on sources of program information for builders and homeowners in 2009 and 2010, highlighting the distribution of information channels used by respondents. It includes data on sample sizes and the number of responses from various sources such as home builders, newspaper ads, word of mouth, and the Nova Scotia Power website.

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 text discusses a survey where 80% of homeowners and 75% of builders indicated that their budgets could have accommodated the full cost of energy efficient upgrades, including incentives, in the 2010 EnerGuide for New Houses 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 increased rebates, while weaknesses involve confusion among builders and administrative complexity.

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 questions focus on the structure, sequence, and measurement of program activities, outputs, and outcomes over short, intermediate, and long-term periods. They also explore assumptions related to resource availability, customer motivation, and program effectiveness.

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 regarding interactions between program managers, delivery agents, and other organizations involved in energy efficiency programs. It explores the frequency and nature of these interactions, potential efficiencies, and challenges in communication and collaboration.

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 aimed at evaluating the effectiveness of a program, focusing on builder and customer awareness, participation, and suggestions for improvement. It seeks feedback on which aspects of the program process work well or poorly and explores ways to enhance outreach and engagement.

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 document provides an evaluation of the 2010 Efficient Lighting Products Direct Install Program, which aimed to promote the installation of energy-efficient lighting products.

PACE ............................................................................................................ 42 TABLE 4-25: FULL-TIME EQUIVALENT WORKERS ....................................................................................

AI summary This report evaluates the 2010 Efficient Lighting Products Direct Install Program, conducted 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 to assess program implementation and outcomes.

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 been performing well, exceeding its energy and demand savings goals in 2010. Energy savings were estimated at 25,233 MWh and demand savings at 5,291 kW, surpassing the targets of 19,960 MWh and 3,240 kW respectively. The findings are based on interviews and surveys conducted 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. In contrast, LED exit light adoption was lower, suggesting a need to reconsider program incentives and design.

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 Direct Install (DI) program's evaluation highlights that email became a more effective method for customer awareness compared to phone calls. Customers were primarily motivated by financial benefits, such as energy cost savings, as the program offered free installation and energy-efficient measures.

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 through direct 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 participation in energy efficiency programs, highlighting the importance of the DI program's positive impact. Lack of time was the top barrier to pursuing additional energy efficiency measures, with some respondents unable to provide a reason 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 Respondents indicated that they did not pursue additional energy efficiency measures due to lack of time and awareness. Some also cited a lack of available financing as a barrier. The DI installation teams are encouraged to provide region-specific contact information for SBLS delivery agents. A potential financing program for energy efficiency measures is suggested.

local banks. NMR Evaluation of 2010 Efficient Lighting Products Direct Install Program Page IV

AI summary The document evaluates the 2010 Efficient Lighting Products Direct Install Program, focusing on its implementation and outcomes. It highlights the role of NMR in the process and discusses the program's impact on energy efficiency and customer participation.

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 DI program's findings show that a significant number of businesses were already aware of CFL benefits and had installed them before participating. However, even after participation, many businesses still had unoccupied screw-based sockets, indicating potential for further CFL installation.

contain CFLs even after participating in the program. In addition, nearly one in five respondents (19%) said that fewer than 50% of their sockets contained CFLs after participating in the program. NMR Evaluation of 2010 Efficient Lighting...

AI summary The evaluation of the 2010 Efficient Lighting Products Direct Install Program found that nearly 19% of participants had fewer than 50% of their sockets containing CFLs even after participating in the program, indicating incomplete adoption of energy-efficient lighting.

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 2010 Efficient Lighting Products Direct Install Program had limited impact on LED exit light adoption. Most participants were not aware of LED benefits before the program, and few had installed LEDs prior to or after participation. Despite the program, many exit signs still lacked LEDs, indicating a need for more active promotion and installation efforts.

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, and 27% of respondents reported no LED exit signs even after participating in the program. Overall, 97% of respondents were satisfied with the program, and 85% were very satisfied.

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 Direct Install Program continued to offer efficient lighting retrofits, including CFLs and LED exit lights, and utilized local Chambers of Commerce and Business Improvement Areas for promotion. Word-of-mouth marketing reduced the need for outbound calling in 2009 and 2010.

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 Program for 2010 aims to transform the market for efficient lighting products by promoting the adoption of CFLs and LED exit lights. It seeks to close the gap in awareness and usage of CFLs in the commercial sector and replace incandescent lights with energy-efficient alternatives. The program also aims to increase market acceptance of these technologies through broader customer participation.

25th, 2010 3 See Table 4-11. NMR Evaluation of 2010 Efficient Lighting Products Direct Install Program Page 3

AI summary The document evaluates the 2010 Efficient Lighting Products Direct Install Program, referencing Table 4-11 for data. The evaluation is conducted by NMR.

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, direct contact by trained representatives, and on-site visits to promote and install energy-efficient lighting products in small businesses.

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 document outlines the implementation and effectiveness of the Efficient Lighting Products Direct Install Program, detailing outreach methods, installation processes, and the benefits of switching to energy-efficient lighting for small businesses in 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 outlines program barriers and short-term outcomes for the Direct Installation (DI) program. Barriers include liability concerns, perceptions of lighting quality, and inaccessibility of equipment. Short-term outcomes highlight increased awareness and participation in the program through various outreach methods.

 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 small businesses to have energy-efficient lighting installed by program representatives, leading to increased energy savings and awareness. The program aims to transform market practices by promoting the adoption of energy-efficient lighting as standard practice, resulting in long-term energy savings.

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 recording business details, installation data, and energy savings. The subcontractor collected information on the types and quantities of lighting products installed, wattage replaced, and estimated energy savings, though limited data 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 applying engineering algorithms to estimate site-level energy savings. A total of 41,349 MWh in energy savings was tracked across 5,447 locations, with the majority of installations being 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 text discusses the methodology used by the NMR team to evaluate the impact of the Efficient Products Direct Install program, including the use of Model-Based Statistical Sampling (MBSS) and the stratification of the population. It also references the installation of energy-efficient lighting products and the projected energy savings for 2010.

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 sample design and evaluation of the 2010 Efficient Lighting Products Direct Install Program. A sample size of 25 was targeted to achieve ±10% precision at the 90% confidence interval, but only 22 sites were visited due to scheduling and physical access challenges. Table 3-2 outlines the final sample design, including strata, energy savings cut points, and case weights.

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 The text discusses the final sample design for energy savings, including strata with maximum savings, number of projects, total savings, sample size, and case weights. It also mentions the diversity of facility types visited during on-site visits, such as retail spaces, offices, and churches, and notes the representation of building types in the sample.

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. It outlines the four-part on-site work process, including a review of installed lighting, facility walk-throughs, logger installation/removal, and savings analysis, leading to the development of gross savings estimates for the sample.

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 document outlines the process for on-site engineering assessments, including a review of tracking data and facility walk-throughs to verify installed energy efficiency measures and assess their savings. The NMR team collected data on installed lighting and other measures to evaluate their performance and energy savings.

 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 different room types, and standard spreadsheets were used to calculate energy and demand savings before and after retrofits. The methodology involved connected kW savings and peak kW savings using coincidence factors based on site-specific operating schedules.

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 evaluation of the 2010 Efficient Lighting Products Direct Install Program calculates cooling kWh and kW energy savings based on onsite kWh savings, percentage of space cooled, and cooling system COP. The energy interaction factor and timing of lighting use are also considered in these calculations.

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 retrofitted lighting in the Direct Install Program. It highlights the energy interaction factors between lighting and heating systems, with minimal impact from heating due to most sites being heated via oil or gas.

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 some sites, fewer lights were installed than recorded, and operating hours were lower than assumed. These factors contributed 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 evaluates the 2010 Efficient Lighting Products Direct Install Program, focusing on the comparison between observed on-site savings and tracking system savings as illustrated in Figure 3-1.

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 document discusses the evaluation of the 2010 Efficient Products Direct Install Program, highlighting discrepancies in installation rates identified by the NMR team. These discrepancies led to an overestimation of program savings by 2,294 MWh, and the implementation contractor conducted audits to address the issue.

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, adjusting initial savings estimates based on installation rates. The initial estimate was 26,401 MWh, but after applying an adjusted installation rate of 72.2%, the final estimate becomes 29,853 MWh. This adjustment accounts for discrepancies in the implementation process.

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 document evaluates the 2010 Efficient Lighting Products Direct Install Program, analyzing energy savings, hours of operation, and in-service rates of installed lighting. It notes that the in-service rate was lower than reported, and the generator scale factor used was 1.0926.

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 78% of those who made additional installations, with varying spillover rates for CFLs and LEDs 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. It notes that spillover rates were relatively lower for CFLs and higher for LEDs compared to previous years, though not significantly. The data shows the influence of the Direct Install Program on installation decisions.

Table 3-8: CFL Free-ridership Stated Intent Questions Free- Question Question Responses Rider Number Score If your organization had not participated in the Efficient Lighting Products Program, which of the following actions do you think yo...

AI summary The table presents questions related to free-ridership in the Efficient Lighting Products Program, focusing on participants' intentions if they had not participated. It explores potential actions such as delaying or reducing the installation of CFLs and LED exit lights.

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 evaluates the influence of the CFL and LED free-ridership programs on participants' decisions to install energy-efficient lighting. Respondents rated the influence of factors such as free CFLs, free installation services, and information from 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 text discusses the categorization of respondents in the 2010 Efficient Lighting Products Direct Install Program into full free-riders, non-free-riders, and partial free-riders based on their pre-existing plans, budget capabilities, and installation intentions.

-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 the 2010 Efficient Lighting Products Direct Install Program, including the calculation of free-rider rates based on respondents' answers and the impact of the program on their decisions to install energy-efficient lighting. It also mentions a cross-check involving budget considerations for respondents with a 50% free-rider rate.

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 program's success was largely driven by CFL installations, with LED Exit Lights contributing a smaller but notable portion.

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 Efficient Lighting Products Direct Install 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 project managers and participants, sample design changes, and the number of CFLs and LEDs installed by participants.

2 CFLs and 7 LEDs. NMR Evaluation of 2010 Efficient Lighting Products Direct Install Program Page 24

AI summary The document evaluates the 2010 Efficient Lighting Products Direct Install Program, focusing on the installation of 2 CFLs and 7 LEDs by NMR.

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 provides statistical data on installation numbers across different ranges and discusses the sampling error for the 2008, 2009, and 2010 telephone surveys, noting that the sampling error was less than 10% at the 90% confidence interval.

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 those observed on-site, 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 the tracking system. The implementation vendor conducted audits and site visits to estimate the overstatement and implemented new checks to prevent future errors. The program's awareness sources included phone calls, email, and word of mouth.

urprising that one-quarter (25%) of 2010 participants reported having first learned about the program through general word of mouth (7%) or from another program participant directly (18%). (Table 4-3)

AI summary One-quarter of 2010 participants learned about the program through word of mouth or from other participants, indicating the importance of peer-to-peer communication in program awareness.

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 first contact methods with program representatives in 2008, 2009, and 2010, showing the percentage of contacts made through various channels such as phone calls, emails, in-person visits, and others.

† 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 has attracted a large number of participants since 2008, but most have not previously participated in DSM Administrator energy efficiency programs. Only 3% of 2010 respondents reported prior participation, similar to 2008 and 2009.

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 table presents data on the participation rates in prior energy efficiency programs from 2008 to 2010, showing a low percentage of previous participation and the types of programs that were reported. It also references the 2010 Efficient Lighting Products Direct Install Program evaluated by NMR.

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 2010 Efficient Lighting Products Direct Install Program attracted participants primarily motivated by financial benefits, with 84% citing energy cost savings as their main reason. Environmental concerns were a secondary motivation for 25%, while 28% also noted financial incentives as a secondary factor, including reduced maintenance costs.

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 Efficient Lighting Products Direct Install Program had very few participation barriers, with 92% of respondents reporting no barriers. The most common barrier cited was fixture incompatibility, mentioned by 60% of those who faced issues.

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 presents data on barriers faced during program participation from 2008 to 2010. It highlights that incompatible light fixtures were the most significant barrier, with percentages ranging from 50% to 60%, followed by other factors such as financial barriers and location of bulbs.

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 2010 Efficient Lighting Products Direct Install Program evaluation found that 40% of respondents could not identify barriers to additional energy efficiency measures. The most common barrier was lack of time (25%), with other barriers including lack of financing, interest, and information. Compared to prior years, more respondents cited lack of time, while fewer mentioned a lack of additional measures to pursue.

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 saw similar awareness levels of CFLs and LED exit lights compared to previous years, with a higher percentage of respondents purchasing CFLs. However, fewer respondents in 2010 reported replacing T-12 lighting with high efficiency T-8s or T-5s compared to 2009.

<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 after participation. Most of these additional installations were CFLs, and 78% of those who installed additional bulbs indicated the program influenced their decision.

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 its 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 presents data on post-program installations of additional lights and efficiency levels of new CFLs from 2008 to 2010. It shows a decrease in the installation of CFLs and LEDs over time, and a significant drop in the percentage of respondents who reported that the program influenced their decision to install CFLs.

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 text discusses a survey evaluating the influence of the Efficient Lighting Products Direct Install Program on customers' decisions to install additional CFLs and LEDs. In 2008 and 2009, respondents were asked if the program influenced their decision, while in 2010, a rating scale from 1 to 5 was used to measure the program's influence.

9 8 Insulation 16 8 8 Refrigeration 5 5 8 Scoping, feasibility, technical 5 7 4 assessments Solar hot water 4 Cooling 5 3 Applied for a grant 5 Motors 3 NMR Evaluation of 2010 Efficient Lighting Products Direct Install Program Page 37 4.7....

AI summary The evaluation of the 2010 Efficient Lighting Products Direct Install Program found that 82% of survey respondents used their new lighting about the same as the lighting that had been replaced, indicating stable usage behavior despite the efficiency improvements.

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. Most respondents were very likely to purchase energy-efficient equipment in the future and reported high satisfaction with the program, though satisfaction with installation scheduling was lower in 2010 compared to 2009.

Table 4-19: Satisfaction with DI Program Rating: 5= ‘very satisfied’ and 1 = ‘not at all satisfied’ 2008 2009 2010 n 5 4 3 2 1 n 5 4 3 2 1 n 5 4 3 2 1 Program overall 66 82% 14 3 2 0 68 77% 18 5 0 0 68 84% 13 3 CFLs installed as part of th...

AI summary The text presents a table showing customer satisfaction ratings for the DI Program, CFLs, LEDs, and various aspects of the installation process across the years 2008 to 2010. Ratings range from 1 ('not at all satisfied') to 5 ('very satisfied'), with percentages and counts provided for each category.

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 three out of five respondents and more than 20% for two out of five 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 The document highlights that most respondents consider reducing energy usage and managing energy costs important to their businesses. In 2010, 79% of respondents found reducing energy usage very important, and 85% found managing energy costs very important. Additionally, nearly 38% of participants in the Efficient Lighting Products Direct Install Program required energy efficiency measures to pay for themselves within one year.

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 indicate that business type information was available for only 53% of program participants, highlighting a gap in data collection for sectors such as retailers, food service, and agriculture.

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 2010 Efficient Lighting Products Direct Install Program saw participation from businesses with facilities of varying sizes, with 62% having less than 50,000 square feet and 39% having less than 5,000 square feet of floor space, according to Table 4-24.

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 text provides statistics on the size of businesses participating in the 2010 Efficient Lighting Products Direct Install Program, noting that most had fewer than 10 employees and were independent businesses.

ect Install Program Page 43 Slightly more than four out of five 2010 respondents (82%) reported that their businesses were independent and not part of a larger company. (Table 4-26) Table 4-26: Type of Company Respondents 2008 2009 2010 Sa...

AI summary The 2010 Efficient Lighting Products Direct Install Program saw 82% of respondents reporting their businesses were independent, not part of a larger company. This data is presented in Table 4-26, which compares responses from 2008, 2009, and 2010.

2 NMR Evaluation of 2010 Efficient Lighting Products Direct Install Program Page A1

AI summary The document evaluates the 2010 Efficient Lighting Products Direct Install Program by NMR, focusing on the implementation and outcomes of the initiative aimed at promoting energy-efficient lighting solutions.

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 section explains the use of stratified ratio estimation in calculating energy savings from a sample of participants. It describes how case weights are assigned based on the population represented by each sample point and outlines the equations used in the 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 outlines the methodology for evaluating the 2010 Efficient Lighting Products Direct Install Program, including a participant questionnaire administered by NMR Group on behalf of Nova Scotia Power to gather feedback on program participation.

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, asking about their involvement and experience with the program. It includes questions about participation confirmation, identification of the most knowledgeable person, and scheduling follow-up 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 document is part of an evaluation of the 2010 Efficient Lighting Products Direct Install Program. It includes questions about prior participation in Nova Scotia Power energy efficiency programs, including specific inquiries about the years of participation in previous programs.

. 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 list of years and a survey question about how respondents first learned about the Efficient Lighting Products Program, with multiple response options. It also references the Evaluation of the 2010 Efficient Lighting Products Direct Install Program and includes the acronym 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 survey questions about the reasons for participating in the 2010 Efficient Lighting Products Direct Install Program, with options such as taking advantage of program incentives, saving on energy costs, and reducing carbon footprint.

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 This section of the document contains survey questions related to prior awareness and participation in the Efficient Lighting Products Program, specifically focusing on the installation of CFLs and LED exit lights, as well as prior 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 about the percentage of LED lamps in exit signs and whether participants removed any installed bulbs, including CFLs and LED exit lights.

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 includes survey questions about the disposal of LED exit lights and whether companies had prior plans to install CFLs or LED exit lights before the Efficient Lighting Products Program. It also asks about actions that would have been 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 outlines survey questions related to the impact of Nova Scotia Power's free installation of CFLs and LED exit lights on customer behavior, including whether customers would have postponed or reduced installations if the program had not existed, and how influential the program was in their decision-making.

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 presents survey questions related to customer satisfaction with the Efficient Lighting Products Program, specifically focusing on the installation of LED exit lights and CFLs, including factors influencing installation decisions and reasons for dissatisfaction.

) 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 presents survey questions related to the performance and usage of efficient lighting products installed through the Direct Install Program. It includes categories for physical limitations and user feedback, as well as questions about spill-over effects and additional purchases of energy-efficient lighting products.

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 is a survey questionnaire related to the Efficient Lighting Products Direct Install Program, asking participants about their purchase of CFLs and LED exit lights, the influence of the program on their decisions, and whether participation influenced other energy efficiency actions.

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 from a regulatory proceeding related to energy efficiency measures, specifically asking about the influence of the Efficient Lighting Products Program and the reasons for not pursuing additional measures. It also inquires 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 outlines survey questions related to energy efficiency programs, focusing on payback requirements, customer satisfaction with the Efficient Lighting Products Program, and barriers to implementing energy efficiency measures. It includes questions about future purchase intentions and program improvements.

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 includes survey questions about barriers to implementing energy efficiency measures and the importance of reducing energy usage. It lists various barriers such as lack of information, insufficient incentives, and financing challenges. The survey is part of an evaluation of the 2010 Efficient Lighting Products Direct Install Program.

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 about 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 inquires about business hours of operation.

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 form evaluating the 2010 Efficient Lighting Products Direct Install Program. It includes questions about building activity, floor space, number of employees, and company structure, aimed at gathering data on energy efficiency improvements.

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. It highlights that the SLC program may become obsolete due to upcoming legislation requiring high-performance T8 lighting. The evaluation involved site visits and interviews to assess program impacts.

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, part of the Prescriptive Rebate Programs, was launched in 2010 and saw 13 participants. While satisfaction was high, participants suggested improvements in incentive levels and structure to enhance energy savings.

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 mentions that the DSM Administrator should collaborate with participants to achieve additional energy savings from their businesses, based on feedback from some participants about the program.

Findings and Recommendations Finding Recommendation BER-F1. BER-R1. Unlike the C&I Custom program, the BER program did not incorporate While higher levels of free-ridership may be acceptable for any checks to ensure that participants do no...

AI summary The BER program lacks checks to ensure participants do not proceed without funding from the DSM Administrator, unlike the C&I Custom program. Free-ridership was low for C&I Custom but high (46%) for BER. As BER matures, it should adopt a screening process for larger projects. Awareness and outreach by contractors are recommended to improve customer engagement.

at someone outside In 2011, the BER program should continue to build their organizations had been responsible for specifying the measures awareness and reach with customers. Contractors and that were installed through the BER program. In a...

AI summary The BER program in 2011 should continue to build awareness and reach with customers. Contractors and design professionals are identified as effective channels for promoting the program.

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 motivated customers primarily through financial benefits, with energy savings and bill reductions being key motivators. Most participants faced no barriers, but one noted delays in determining eligibility. Recommendations include focusing on savings opportunities and ensuring sufficient resources for customer support.

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 text discusses the need for adjusting incentive levels in the DSM program over time, based on participant feedback and other factors. It also mentions the need for the DSM Administrator to consider increasing rebate amounts while ensuring cost-effectiveness and incorporating input from stakeholders.

. 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, but few had participated in rebate programs before BER or taken additional energy-efficient actions after participation.

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 purchase energy-efficient equipment through rebates, with a long-term goal of promoting market transformation. The program involves 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 program assumptions, barriers, and short-term outcomes related to energy efficiency initiatives. Key assumptions include sufficient outreach, funding, and equipment availability. Barriers include lack of knowledge, time, and capital. Short-term outcomes focus on generating interest, purchasing, and installing energy-efficient equipment.

oming aware of the program, customers identify and purchase energy efficient equipment.  Customers install energy efficient equipment. After purchasing energy efficient equipment, customers install the energy efficient equipment. Mid-Term...

AI summary The document outlines the outcomes of a prescriptive rebate program aimed at promoting energy efficiency. It describes mid-term outcomes such as energy savings, increased knowledge, and higher demand for energy-efficient equipment, as well as long-term outcomes like emission reductions and standardization of energy-efficient practices among businesses.

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

AI summary The Smart Lighting Choices (SLC) program provides financial incentives for the installation of high-performance T8 lighting in non-residential facilities in Nova Scotia. The program is expected to be rendered obsolete by upcoming legislation mandating the sale of high-performance T8 lighting, leading to its termination once the legislation is enacted.

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 SLC program aims to transform the non-residential lighting market in Nova Scotia by promoting high-performance T8 lighting through financial incentives to distributors. However, new legislation requiring all T8 lighting sold in the province to be high performance may make the SLC program unnecessary, leading to its potential termination.

balance of the incentive to the buyer, in the form of a reduced price.  Program Marketing by Distributors. Distributors market the program to electrical contractors and end users. 4 As of October of 2009, eligible products included HP T8F...

AI summary The text outlines a rebate program for energy-efficient lighting products, including specific incentives for distributors based on the type of product sold. The Nova Scotia Utility and Review Board (NMR) is referenced in the context of evaluating these programs.

er ballast sold. NMR Evaluation of 2010 Prescriptive Rebate Programs Page 6

AI summary The document evaluates the 2010 Prescriptive Rebate Programs, focusing on their implementation and effectiveness. It includes a mention of the Nova Scotia Utility and Review Board (NMR) as a key regulatory entity involved in the evaluation process.

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 program assumptions and barriers related to high-performance (HP) lighting. Key assumptions include product availability and the passing on of incentives to end customers. Barriers include misplaced incentives, higher first costs, product availability issues, lead times, and a lack of information and experience with HP lighting.

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 lack of experience among professionals and end users' unawareness of incentivized HP lighting. Verification of program sales is also highlighted as a challenge, 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 evaluation highlights short-term, mid-term, and long-term outcomes of the 2010 Prescriptive Rebate Programs, focusing on increased adoption of high-performance (HP) lighting, education of stakeholders, and long-term energy savings and emission reductions.

ons.  Avoidance of plant construction. NMR Evaluation of 2010 Prescriptive Rebate Programs Page 8 2.2 Program Logic Model Figure 2-1: Smart Lighting Choices Program Logic Model NMR Evaluation of 2010 Prescriptive Rebate Programs Page 9 3...

AI summary The document discusses the evaluation of the 2010 Prescriptive Rebate Programs, focusing on the Smart Lighting Choices Program and the Building Energy Retrofit (BER) program. It outlines the program logic model and provides an impact evaluation of the BER program, including energy savings and connected demand reductions.

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 document discusses the evaluation of the 2010 Prescriptive Rebate Programs, including a summary of eleven sites visited by the NMR team. The sites were selected based on energy savings and installed measures, representing nearly one-third of the total tracked savings from that year.

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 project documentation and conducting site visits to verify savings. Two additional sites, one a lighting site and the other with motors and drives, were included due to their high savings. Savings were calculated using on-site data, program documentation, and secondary sources.

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 The document discusses the evaluation of 2010 prescriptive rebate programs, focusing on lighting savings analysis. It outlines the methodology used to calculate energy savings, including the use of interactive effects and the formula applied by the DSM Administrator.

  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 load, along with details on verifying existing and new lighting equipment during site visits. Information includes power ratings, quantities, operating hours, and verification methods for lighting installations.

priate type and size of the cooling system were applied. The total energy savings for lighting projects was the combination of the connected load energy savings and cooling interactive energy savings. Lighting Results A summary of lighting...

AI summary The evaluation of lighting projects under the 2010 Prescriptive Rebate Programs indicates that energy savings were influenced by changes in operating hours and interactive effects. Total electric savings were estimated at 514.9 MWh, with a realization rate of 104%.

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. It presents data from Table 3-3, showing total energy savings of 514.9 MWh and peak demand savings of 75.5 kW. The analysis also discusses motor and drive savings, particularly variable frequency drives (VFDs) and their energy efficiency benefits.

Table 3.1, p18, 1991 NMR Evaluation of 2010 Prescriptive Rebate Programs Page 15

AI summary The document evaluates the 2010 Prescriptive Rebate Programs, focusing on their effectiveness and outcomes. It provides an analysis based on data from Table 3.1 on page 18 of the 1991 document.

8 25 100 56 68 6 20 100 51 64 5 Each of the projects had unique operating conditions. Data collection was limited by control system software and the knowledge of the staff. Equipment schedules and load profiles were collected. For one proj...

AI summary The document discusses the unique operating conditions of VFD projects, highlighting data collection limitations and discrepancies in motor sizing. Load profiles were developed for each motor, and savings estimates were based on a prescriptive approach. However, discrepancies were found, such as a 10 hp motor being incorrectly reported as 5 hp, affecting savings calculations.

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 2010 prescriptive rebate programs found that the installation of VFDs on motors and fans led to significant energy savings, particularly in Project K-04 and K-12. The savings were higher than expected due to reduced operating hours and improved efficiency from VFDs.

nits less than 65 kBTU/hr was 57%. NMR Evaluation of 2010 Prescriptive Rebate Programs Page 18 HVAC Results Two of the four HVAC evaluated savings estimates fell within 15% of one another. One of them (K-01) was around 60% higher. There we...

AI summary The evaluation of the 2010 Prescriptive Rebate Programs found discrepancies between tracked and evaluated HVAC savings. Differences arose from variations in full load hours, SEER ratings, and the method of calculating demand savings. Evaluated savings were significantly higher than tracked savings, with a 140.5% realization rate.

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 2010 Prescriptive Rebate Program found that HVAC savings were higher than initially tracked, with a 140.5% realization rate. The BER program also showed significant energy and peak demand savings, with gross estimates of 932.0 MWh and 134.8 kW respectively.

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 the 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 across lighting, motors and drives, and HVAC measures.

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 NMR surveyed participants of the BER program and found no instances of spillover, where customers installed additional equipment of the same type due to program influences. This was attributed to the availability of other rebate programs and the participant's use of incentives offered by the DSM Administrator.

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 provided incentives for energy efficiency projects, and participants attempted to take advantage of rebates for all implemented projects. The evaluation used a 1.069 factor to calculate generator savings and discussed spillover effects from program participation. The free-ridership analysis focused on respondents whose projects were credited to the 2010 program year and included questions on program influence and intent.

alled through the program Don‘t know 25% Stated Intent Score = average of FR2a, FR2b, FR2c+ci, and FR2d. Table 3-9: Free-ridership Program Influence Questions Free- Question Question Responses Rider Number Score How influential were the fo...

AI summary The text presents a table assessing the influence of various elements on participation in the Building Energy Retrofit (BER) program, with responses indicating the level of influence on a scale from 1 to 5. The data shows the percentage of respondents who selected each rating for different factors, such as NSPI incentives and NSPI representatives.

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, as they did not meet all four criteria for being non-free-riders. The criteria included pre-existing plans, program influence, 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 impact evaluation of the 2010 Smart Lighting Choices (SLC) program details the savings calculated using distributor-reported data on lamp and ballast rebates. The evaluation includes an overview of program savings, methodology, and results, with specific data on the number of lamps and ballasts rebated through the program.

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 discusses the evaluation of energy savings from the 2010 Prescriptive Rebate Programs, focusing on the calculation of savings from ballast and lamp sales, assuming a baseline of T8 standard electronic ballasts and estimating savings based on lamp technology proportions and wattage reductions.

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 document evaluates the 2010 Prescriptive Rebate Programs by calculating energy savings from lamp and ballast sales. It assumes a baseline of T8F32 fixtures with electronic ballasts and estimates savings based on lamp-only sales and reductions in wattage.

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 This section discusses the 2010 impact evaluation of the SLC program, including a transaction paper audit conducted by the NMR team. The audit involved verifying sales records from four major distributors against the DSM Administrator's tracking system, confirming consistency in the data.

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 evaluation of the SLC program found that installation rates were around 89.8% based on site visits, but combined with 2009 survey data, an average estimate of 93% was used for the 2010 installation rate. This indicates a high level of program implementation.

ate of a 93% installation rate. NMR Evaluation of 2010 Prescriptive Rebate Programs Page 28

AI summary The document discusses the evaluation of 2010 prescriptive rebate programs, highlighting a 93% installation rate, and is associated with the Nova Scotia Utility and Review Board (NMR).

pproximately 33% higher than those assumed by the program and observed during the 2010 evaluation. The NMR team also examined other resources to determine estimates of average annual lighting hours. In particular, the current Connecticut P...

AI summary The NMR team evaluated lighting hours and interactive effects for the SLC program. They found that assumed lighting hours were 33% lower than actual estimates from other sources and identified interactive effects between lighting changes and HVAC systems.

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, analyzing lighting usage in electrically conditioned spaces across various programs. Data from site visits and program evaluations were used to calculate weighted averages for fixtures installed in cooled and heated spaces.

ncy of the heating equipment. NMR Evaluation of 2010 Prescriptive Rebate Programs Page 31 4.3 Program Impact Results Table 4-5 presents the final estimates of savings for the SLC program based upon the analyses described above. This table...

AI summary The document evaluates the 2010 SLC program's energy savings, reporting 6,922.1 MWh at the meter and 7,434.5 MWh at the generator. It also notes connected and peak demand savings, using a 64.9% average operation time from 5pm to 6pm for lighting products.

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 presents energy savings data from the SLC program, including meter and generator-level savings for lamps and systems, along with connected and peak demand reductions. It also discusses free-ridership estimates from the 2010 SLC evaluation, which relied on findings from the 2009 evaluation, estimating a 16% free-ridership rate and no spillover.

depth interviews conducted with program staff, one program participant, as well as a telephone survey of program participants. Copies of the interview guides are included in Appendix A of this report. 5.1.1 In-depth Interviews NMR staff co...

AI summary The Nova Scotia Utility and Review Board (NMR) conducted in-depth interviews and telephone surveys with participants of the Building Energy Retrofit (BER) program to evaluate its performance. The BER program had only 13 participants in 2010, so NMR expanded the sample to include 17 participants whose projects were not completed by the end of the program year.

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 Efficiency Vermont (EVT) 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 BER program used multiple channels to promote energy-efficient installations, including marketing subcontractors, delivery agents, and outbound calling. Survey results indicate that participants installed various energy-efficient products, such as lighting, HVAC upgrades, and variable speed drives, though some could not recall specific installations.

subsequent questions. NMR Evaluation of 2010 Prescriptive Rebate Programs Page 35 Nearly one-half of the respondents (5 out of 11) said that the person most responsible for specifying equipment to install in their business was a contractor...

AI summary The evaluation of the 2010 Prescriptive Rebate Programs shows that nearly half of the respondents indicated that a contractor was most responsible for specifying equipment to install in their business. Other respondents cited outside design professionals, utility account managers, and manufacturer representatives.

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 were informed by NSPI, while three were informed by contractors or vendors. This aligns with the program's marketing strategies.

1 NMR Evaluation of 2010 Prescriptive Rebate Programs Page 36

AI summary This document is part of an evaluation of the 2010 Prescriptive Rebate Programs by the Nova Scotia Utility and Review Board. It appears to be a section of a larger regulatory proceeding.

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 six citing it as their most important motivation and three as their second most important. Other motivations included ease of process, environmental concerns, and energy conservation, while program incentives were less frequently cited as a primary motivation.

1 NMR Evaluation of 2010 Prescriptive Rebate Programs Page 37 Respondents were also asked why they had decided to install energy efficient equipment. Table 5-6 shows respondents‘ most and second most important motivations by type of equipm...

AI summary Respondents cited saving on energy bills as the primary motivation for installing energy efficient equipment. Other motivations included improving lighting conditions, reducing maintenance costs, and taking advantage of program incentives. These findings highlight the importance of cost savings and incentives in driving energy efficiency adoption.

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. Table 5-6 outlines the importance of various motivations for product installation, with energy cost savings being the most frequently cited reason.

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 2010 Prescriptive Rebate Programs includes questions about energy-efficient actions taken by respondents and their prior plans to install upgrades. Seven out of nine respondents had specific plans to install upgrades before participating in the BER program.

1 2 NMR Evaluation of 2010 Prescriptive Rebate Programs Page 39 Respondents were asked four questions about actions they would have taken in the absence of the BER program. (Table 5-9) As the questions were asked separately, respondents we...

AI summary Respondents were asked about their actions in the absence of the BER program. Three respondents said they would have postponed installation for over a year, three said they would not have installed any equipment, five said they would have installed less energy-efficient equipment, and three said they would have installed the same quantity of equipment as under the program.

9 3 6 Installing less energy efficient equipment 9 5 4 Installing the same quantity of equipment 9 3 5 1 Eight out of the nine respondents indicated that their budget could have accommodated the equipment that had been installed in the abs...

AI summary Eight out of nine respondents indicated that their budgets could have covered the installation of less energy-efficient equipment without program rebates, suggesting that rebates played a significant role in enabling the installation of more efficient equipment.

8 No Don‘t know 1 1 Respondents rated the influence of various aspects of the BER program on their decision to participate in the program on a scale from one (―not at all influential‖) to five (―very influential‖). Information, services, o...

AI summary Respondents evaluated the influence of various aspects of the BER program on their participation. Information, advice, or services from contractors and NSPI representatives were most influential, while program information and rebates were only moderately influential.

1 3 1 3 NMR Evaluation of 2010 Prescriptive Rebate Programs Page 40 5.6.2 Spillover When respondents were asked whether they had installed any additional equipment of the type they had installed through the BER program (i.e., additional li...

AI summary The evaluation of the 2010 Prescriptive Rebate Programs found that none of the nine respondents installed additional equipment of the types covered by the BER program. However, three out of eleven respondents indicated that the program influenced them to take additional energy efficiency actions, such as installing HVAC upgrades and energy-efficient lighting.

Average Percent 17% NMR Evaluation of 2010 Prescriptive Rebate Programs Page 42

AI summary The document evaluates the 2010 Prescriptive Rebate Programs, focusing on their average performance with a 17% figure noted. The Nova Scotia Utility and Review Board (NMR) is involved in the evaluation process.

acing equipment in the future NMR Evaluation of 2010 Prescriptive Rebate Programs Page 43 Seven of the eleven respondents gave suggestions for improving the program. Three respondents suggested that the program increase the rebate amounts,...

AI summary Seven of eleven respondents suggested improvements to the 2010 prescriptive rebate program, including increasing rebate amounts, clarifying eligible products, improving form usability, and enhancing customer-program staff communication. Four respondents had no recommendations.

1 More direct contact between customer and program staff 1 None 4 5.9 Firmographics The respondents represented a diverse variety of business types. (Table 5-19) Table 5-19: Principal Building Activity 2010 Sample size (n) 11 Retail (Other...

AI summary The text discusses the diversity of business types represented by respondents in the 2010 Prescriptive Rebate Programs, with a sample size of 11 and a variety of industries listed.

68 Eight out of eleven respondents reported that their businesses were independent and not part of a larger company. (Table 5-23) Table 5-23: Type of Company 2010 Sample size (n) 11 Independent 8 Part of a larger company 3 Out of the nine...

AI summary The text discusses the results of a survey on the type of companies participating in the 2010 Business Energy Rebate and Smart Lighting Choices Programs. Eight out of eleven respondents were independent businesses, and five out of nine respondents had no other facilities in Nova Scotia.

cipate in the NSPI rebate programs? [Probe: Save energy, rebates offered, reduce maintenance costs, protect environment, recommended by utility, concerns with carbon, etc.] 12. Were there any challenges or barriers that you faced in making...

AI summary The document includes questions about participation in NSPI rebate programs, challenges faced, barriers to participation, and satisfaction with program implementation and communication. It also asks about gaps in energy efficiency programs and overall satisfaction with various NSPI 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 rebate programs offered by NSPI, focusing on implementation, rebate amounts, and free-ridership. It also asks about energy efficiency improvements and whether the company would have taken similar actions without the rebate programs.

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 related to program challenges, transition planning, and the theoretical underpinnings of a program. It explores the program's goals, components, activities, and expected outcomes, as well as the assumptions behind its success indicators.

primary motivations for participating in the program? What are the major barriers to their participation in the program? 20. What has changed about the program since the beginning, and why? Marketing and Verification: 21. Please explain th...

AI summary The text outlines a set of questions related to energy efficiency programs, focusing on participant motivations, barriers, program changes, marketing strategies, program success, delivery improvements, free-ridership safeguards, and coverage gaps. It also mentions an evaluation of a specific program, the Commercial and Industrial Custom Program 2010, from February 25, 2011.

KEMA, Inc. 50-2 Howard Street, Somerville, MA 02144 Phone: (617) 284-6230 Fax: (617) 284-6239 www.nmrgroupinc.com Evaluation of 2010 C&I Custom Program

AI summary The text refers to an evaluation of the 2010 C&I Custom Program conducted by KEMA, Inc., which is part of the NMR Group, Inc. This evaluation likely pertains to energy efficiency or demand-side management initiatives.

......... 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., finding energy savings of 19,413 MWh and demand savings of 2,405.5 kW, which fell short of targets but showed significant improvement over 2008 and 2009 combined.

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 robust data tracking and free-rider screening, though staff constraints and data entry errors impacted NMR's evaluation process.

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 achieved energy savings close to its target but fell short on demand savings. NMR suggests adapting the program to include demand response incentives. The Business Energy Rebate program was launched to streamline processes. A new Sales Lead position was introduced in 2010, leading to increased participation and savings, with a second Sales Lead added in 2011.

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 DSM Administrator is encouraged to collaborate with Sales Leads and contractors to promote the program to customers, emphasizing its importance in achieving broader goals.

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 2010 C&I Custom Program had limited awareness among respondents, with few reporting that they learned about it from contractors or vendors. Most respondents indicated that external parties were responsible for specifying the installed measures. The recommendation includes training contractors and developing marketing tools to improve program awareness.

installed. to reach those customers who are currently unaware of the program.

AI summary The text discusses the need to install equipment and reach customers who are currently unaware of the program, indicating a focus on outreach and program implementation.

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 findings indicate that program marketing and outreach activities, such as adding a Sales Lead and print advertising, helped increase participation in the C&I Custom program in 2010. Contractors and design professionals were identified as effective outreach channels. Most participants were motivated by financial benefits, and relatively few barriers were reported.

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, with lower satisfaction reported in areas such as communication with staff and consultants, and the availability of consultants.

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 for large commercial and industrial customers to conduct energy audits and implement energy efficiency measures. In 2010, the DSM Administrator introduced the C&I New Construction program to support energy-efficient building designs, focusing on criteria such as building envelopes, lighting, and HVAC systems.

. 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 The document evaluates the 2010 C&I Custom Program's impact, detailing 22,758 MWh of energy savings and 2,805 kW of peak demand savings. It notes that some projects had partial savings credited due to installations completed in 2009 or ongoing through 2011.

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 provides data on energy and peak demand savings from 2010 commercial and industrial (C&I) custom installations. A total of 102 projects resulted in 22,758 MWh of energy savings and 2,805 kW of peak demand savings at the generator level.

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 2010 C&I Custom Program's evaluation used a sample methodology based on an 80% complete program year. The C&I Custom program manager estimated 93 sites would be completed, with 29,488 MWh of energy savings and 3,691 kW of demand savings. The NMR team applied Model-Based Statistical Sampling (MBSS) to stratify the population based on estimated annual kWh savings.

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 evaluates the 2010 C&I Custom Program, discussing the use of MBSS for stratified ratio estimation analyses and the sampling methodology employed, including the removal of one site due to being credited to the 2009 program year.

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 text discusses the final sample design for evaluating the 2010 C&I Custom Program, highlighting how the sample was optimized to capture greater savings at larger sites. Table 2-2 shows strata based on maximum savings, and Table 2-3 indicates the diversity of measure types in the sample, with lighting measures being the most common.

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 The document evaluates the 2010 C&I Custom Program, summarizing the types of energy efficiency measures implemented, including lighting retrofits, refrigeration, motors, HVAC, and envelope improvements. It outlines the methodology used to assess the impact of these measures.

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 in the 2010 sample, focusing on verifying installation, confirming operating schedules, and identifying metered areas to ensure accurate saving estimates.

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 text discusses the post-measure implementation process for evaluating the 2010 C&I Custom Program, focusing on verifying the accuracy of metered data by confirming installation areas and ensuring data application 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 document discusses the evaluation of the 2010 C&I Custom Program, focusing on the DSM Administrator's M&V analysis. Key activities include identifying areas served by cooling and electric heating systems and verifying pre-existing fixture types with site contacts to ensure accuracy in the analysis.

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 discusses a 2010 refrigeration project that included control modifications at 19 locations, focusing on beverage coolers. Measures included evaporator fan controls and anti-condensate heater controls, and some sites had outside air cooling. Site visits verified installations and data were collected for energy savings calculations and program-level impact estimation.

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 2010 saw a 14% decrease due to revisions at a motor site.

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 C&I Custom program did not result in participant-like spillover, as no participants reported additional purchases or installations of the same type. However, non-like spillover was observed, with some participants pursuing additional energy efficiency measures outside the program, though they intended to use rebate programs for these measures.

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 document discusses the DSM Administrator's efforts to take advantage of rebates and incentives for C&I energy efficiency projects, and outlines the methodology used to assess free-ridership by asking participants about their pre-program plans and the program's influence on their decisions.

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, indicating the program's significant impact on energy efficiency.

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 19,413 MWh of energy savings and 2,405.5 kW of demand savings, falling short of the 20,000 MWh and 3,410 kW goals. However, these savings exceeded the combined 2008 and 2009 results, indicating growth in the program.

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, and free-ridership. The evaluation aimed to assess the program's effectiveness and identify barriers and motivations.

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 offers incentives for energy audits and efficiency improvements for commercial and industrial customers. It includes stages such as preliminary audits, feasibility studies, and implementation. Some projects are directed to the BER program, while others are handled through the C&I Custom program based on their complexity.

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 constraints. Free-ridership checks ensured that only projects needing financial assistance would qualify, with criteria including inability to meet investment thresholds or raise capital.

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 in its data-tracking process due to staff constraints and overly burdensome methods. Evaluation identified data entry errors at multiple sites, including incorrect savings entries and inconsistencies in scaling demand savings. A centralized data system was implemented in the summer of 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 2010 evaluation of the C&I Custom Program highlights the need for improved data tracking and more rigorous data entry protocols. Outreach efforts included public speaking, emails, the NSPI website, and the addition of a Sales Lead position. Program awareness was primarily through NSPI and contractors.

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 and pursuing feasibility studies from 2008 to 2010. Key motivations include saving on energy costs, receiving incentives, and protecting the environment, with varying percentages across years.

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 results on reasons for implementing energy efficiency measures, with a focus on saving on energy costs, incentives, and environmental protection. The data highlights varying percentages of respondents citing different motivations, such as cost savings, carbon reduction, and program verification.

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 implementation of energy efficiency measures, including lack of personnel, payback timeframe, contract language, consultant error, and complicated communication. It also notes that legal issues and uncertainty ('Don’t know') are significant barriers. The section also highlights that the 2010 survey respondents implemented measures similar to the general population, with lighting retrofits being the most common through the C&I Custom program.

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 The evaluation of the 2010 C&I Custom Program found that 23% of respondents pursued additional energy efficiency measures or feasibility studies after participating in the program. These measures included refrigeration, windows, insulation, and HVAC. Most respondents planned to implement these 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 document discusses the evaluation of the 2010 C&I Custom Program, focusing on its implementation and outcomes. It provides an analysis of the program's impact and effectiveness in achieving its energy efficiency goals.

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 C&I Custom Program received relatively lower satisfaction levels compared to previous years, with issues noted in communication with staff, contractors, and the list of available consultants. Despite this, some participants praised the program positively.

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 A participant interviewed praised the DSM Administrator's programs, calling them a 'breath of fresh air,' and noted challenges in working with programs in other Atlantic provinces.

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 the installation of additional lighting fixtures in a basement due to insufficient lighting levels after project completion. It also reviews amperage data collected during the implementation of a monitoring and verification (M&V) process, highlighting discrepancies in lighting circuit data and the presence of non-lighting loads on monitored circuits.

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 evaluation of the 2010 C&I Custom Program identified issues with the M&V analysis, including incorrect rounding of connected load values and the need to adjust for unmonitored areas. Corrections were made to the spreadsheet, and peak demand savings were calculated using peak coincidence factors for monitored circuits and assumed unity 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 document discusses energy savings from a lighting project, noting that annual energy savings were 74.5% of the tracking savings due to discrepancies in fixture counts, improper logger data use, and rounding of baseline values. Peak demand savings exceeded tracking estimates by 140.2%, primarily due to outdated tracking system data and differences in peak coincidence factors used in evaluations.

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 A lighting retrofit project was completed across six buildings, including food processing and packaging plants. The project involved replacing lighting systems in various areas, resulting in energy and demand savings. Savings were recalculated after a site visit and review of documentation, showing evaluated energy savings were 4.7% greater than tracking savings.

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 evaluates energy savings from a C&I custom program, comparing tracking savings and evaluated savings. It shows that evaluated savings are higher than tracking savings, with a 4.7% increase in energy savings and a 23.2% increase in demand savings. The results are presented in tables for lighting and interactive lighting categories.

(1) NMR Evaluation of 2010 C&I Custom Program Page A14 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...

AI summary The document evaluates the 2010 C&I Custom Program by analyzing direct lighting retrofit savings and interactive cooling savings. It calculates energy savings using equations that consider lighting wattage, annual operating hours, and heat gain and seasonality factors. Site personnel confirmed the accuracy of the data, and the results showed reduced cooling costs due to lower waste heat from new lighting systems.

ghting savings [kWh] = Heat gain factor (fraction of the lighting energy assumed to become a load on the space) = Seasonality factor (fraction of the year assumed to require cooling) = Coefficient of performance of the cooling system. A he...

AI summary The document evaluates energy savings from a 2010 C&I Custom Program, focusing on lighting efficiency improvements. It calculates savings from reduced waste heat, cooling system efficiency, and adjustments for electric heating penalties. Peak demand savings are also estimated based on system load factors.

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 document details the on-site methodology used to assess demand savings from new lighting equipment installations. It discusses discussions with site personnel, verification of baseline assumptions, and challenges in matching fixture quantities between tracking spreadsheets and on-site counts. A complete lighting inventory was performed, and annual operation data was collected to populate a savings re-creation spreadsheet.

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 the 2010 C&I Custom Program, focusing on the installation of improved wall and roofing insulation at a facility. The project achieved higher R-values than required by the Model National Energy Code. Savings calculations were performed using building energy modeling software, comparing baseline and installed scenarios to determine energy savings from insulation and HVAC measures.

umps. In particular, the 3.12 COPh used in the tracking analysis corresponds to a ground loop entering evaporator temperature of 28 oF, implying that the ground temperature is in the 30-40 oF range. NMR Evaluation of 2010 C&I Custom Progra...

AI summary The document evaluates the 2010 C&I Custom Program, noting that the tracking analysis used a ground loop entering evaporator temperature of 28 oF, which may not reflect actual ground temperatures in Nova Scotia. The analysis suggests that the average ground temperature is likely in the 45-50 oF range, which would improve the heating performance of the system. The cooling performance was also biased low due to the use of an entering condenser temperature of 69 oF instead of the more probable 64 oF.

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 energy savings results from a 2010 C&I custom program, showing no variance between evaluated and tracking savings for various equipment, with generator savings calculated as customer savings plus a 7.1% scale factor for transmission and distribution losses.

1 1 1 2.5 Condenser Fan 240 2.2 1 1 2 Door Heaters 120 8 1 1 4 Dartmouth Fans or Equipment Volts Amps Phase # of Units Doors/Unit COP Evaporators 120 6 1 2 3 Compressor 240 30.7 1 1 1 2.5 Condenser Fan 240 3 1 1 2 Door Heaters 120 5.53 1 1...

AI summary The text provides technical details about equipment specifications in different locations, including voltage, amperage, and COP values. It also mentions the installation of energy efficiency measures such as evaporator fan and door humidity controls, and the use of free cooling in Truro and Dartmouth.

4.0 Tracking Savings Review and Calculations Tracking savings were generated by vendor software. Savings for the evaporator fan controls, outside air free cooling, and condensate heater controls are calculated individually and results summ...

AI summary The document outlines the methodology used to calculate tracking savings for various energy efficiency measures, including evaporator fan controls, outside air free cooling, and condensate heater controls. Savings are calculated based on fixed reduction percentages, power factors, and annual operating hours.

ed 1,512 annual reduction in operation. New air fans are installed in the cooler to move the outside air. The power consumption of 0.17 kW is set for these fans. The 0.17 kW is multiplied by the reduction in operating hours to account for...

AI summary The document evaluates energy savings from the 2010 C&I Custom Program by analyzing reductions in power consumption from new air fans, anti condensate heater controls, and peak demand savings. Savings are calculated based on reduced operation hours and connected loads of various systems.

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 discusses the evaluation of the 2010 C&I Custom Program, focusing on the calculation of demand savings for various measures, including adjustments for evaporator fan controls, outside air equipment, and door heaters. It also provides an overview of a facility involved in the program, describing its operations and schedule.

culate annual run hours. NMR Evaluation of 2010 C&I Custom Program Page A34 Interactive cooling savings were also claimed for space conditioned areas of the facility. Since the new fixtures operate at lower wattages, and thus impart less h...

AI summary The document evaluates energy savings from the 2010 C&I Custom Program, including interactive cooling savings and peak demand savings. Calculations involve factors like heat gain, seasonality, and coincidence, while adjustments are made for prior savings claims from 2009.

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 document describes a method for calculating peak demand savings from lighting retrofits and interactive cooling effects. It discusses the use of peak coincidence factors and connected load reduction to estimate energy savings, as well as a formula for calculating interactive cooling demand savings.

= 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 explains the calculation of peak demand savings using factors like the seasonality factor and coincidence factor, which adjust demand savings to reflect only the cooling season and account for non-continuous lighting operation during peak periods. Savings from all areas were summed, and project savings were scaled by a factor of .76 to account for overclaimed savings 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 evaluation found that annual energy savings were 97% of tracking savings, but tracking system data were outdated and based on the PDA rather than M&V results. Peak demand savings were 156.5% of 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 identified issues with the methodology used to assess peak demand savings and the lack of updated M&V savings values in the tracking database. The project involved a college campus that operates 24/7 and is composed of 18 buildings.

. 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 document details the methodology used to calculate peak demand savings and on-site verification of lighting installations for a project involving over 1,300 fixtures. A sampling approach was used, and findings indicated that most installed fixtures matched the tracking savings spreadsheet, with minor discrepancies in some cases.

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 using a formula that includes factors such as connected load reduction, seasonality factors, and a peak demand period coincidence factor. It explains that the high coincidence factor used in the analysis is reasonable due to the 24/7 operation of many college areas.

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 retrofit projects, which were partially offset by increased savings in other areas.

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 from the program were 19.6% less than the tracking savings, with significant differences observed in both customer and generator savings across lighting and interactive lighting categories.

location and operation. These adjustment factors ranged from 28.68% in a remote maintenance facility to 100.0% in main high-bay work areas. Demand savings from interactive effects were not considered. 5.0 On-Site Methodology The installati...

AI summary The document discusses the on-site methodology used to assess lighting installations and their impact on energy savings. Adjustments were made based on facility conditions, and discrepancies between tracking data and on-site counts were noted. The process included verifying baseline assumptions, reviewing calculations, and creating a savings re-creation spreadsheet.

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 document presents data on energy savings from lighting projects, including interactive lighting and total savings in kWh and kW. It references a project overview and Table 2, which summarizes new fixtures installed and those they replaced as part of the 2010 C&I Custom Program evaluation.

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 used to calculate peak demand savings, including the application of a coincidence factor and the use of a sampling approach 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 installations and removals, including interactive lighting and total savings in kWh and kW. It also provides an overview of installed fixtures in the 2010 C&I Custom Program.

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 document evaluates the 2010 C&I Custom Program, calculating peak demand savings using system peak coincidence factors. Interactive refrigeration savings applied to 100% of annual lighting operations, and electric heating penalties were not assessed due to heating via #2 fuel oil. Adjustments added 11.4 kW to customer demand savings and 12.1 kW to generator demand savings.

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 The document outlines an energy efficiency project at a large hotel in Downtown Dartmouth, including a lighting retrofit and installation of occupancy sensors. The project achieved customer savings of 113,812 kWh and 15.6 kW, with generator savings adjusted by a 7.1% scale factor. Evaluated energy 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 document provides an evaluation of the 2010 C&I Custom Program, presenting data on savings from lighting and interactive lighting initiatives, including kWh and kW metrics, as well as differences between tracking and evaluated figures.

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 document discusses fixture quantities and their organization in Table 2, noting changes in counts during the evaluation. It also mentions the installation of additional lighting measures after program participation, which may be considered spillover but are not credited to the program under gross savings work.

(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 energy savings in a lighting project, using weighted average operating hours and a peak coincidence factor. It also mentions the use of Metrix software for M&V projects, due to challenges with existing spreadsheets and disorganized lighting panels at the hotel.

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 area were double-counted in the tracking analysis, and some lighting operating schedules were overestimated. Adjustments were made to fixture counts and peak demand calculations based on verified data.

ingle peak coincidence factor based on the savings weighted average operating schedule of the affected lights, peak coincidence factors were independently calculated for each affected lighting group. For a given lighting group, peak coinci...

AI summary The text discusses the calculation of peak coincidence factors for lighting groups based on daily operating hours and introduces a new method for calculating demand savings from interactive effects with building HVAC systems. The approach assumes continuous operation during peak hours for groups with 18 or more daily operating hours.

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 found that annual energy savings were 82.9% of the tracking savings, with reductions partly due to removing double-counted savings and adjusting operating hours. Peak demand savings exceeded tracking projections by 1.9% due to higher coincidence factors used in the evaluation.

ngs. NMR Evaluation of 2010 C&I Custom Program Page A66 Project ID: C-675561-1 1.0 Facility Overview This facility manufacturers disposable paper food products such as plates, bowls and egg cartons. The business runs a continuous manufactu...

AI summary This document evaluates the 2010 C&I Custom Program at a facility manufacturing disposable paper food products. A motor retrofit project was completed in 2009 and 2010, replacing 42 motors with premium efficiency models. Energy and demand savings were recalculated, showing evaluated savings were 14.3% less than tracking savings.

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 the 2010 C&I Custom Program, focusing on motor efficiency changes and the calculation of tracking savings using a spreadsheet-based approach. It also notes errors in the tracking analysis and provides formulas for calculating the power factor of both preexisting and installed motors.

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 document discusses issues with the demand savings calculation not considering variations in motor usage during operating hours. On-site verification confirmed motor installations, though some motors could not be directly verified due to inaccessibility. Specifications of installed motors slightly differed from those listed in the tracking analysis.

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 differences in peak coincidence factors significantly impacted energy and demand savings estimates. The use of post-implementation metered data had an indeterminate effect. The evaluation did not find issues with equipment installation but noted methodological changes in savings calculations.

e only 87.5% of the time since the second half of the green light cycle displays a flashing red hand. Table 3 below displays the full schedule of operating factors used in the M&V savings analysis. NMR Evaluation of 2010 C&I Custom Program...

AI summary The document evaluates the 2010 C&I Custom Program by analyzing peak demand savings from traffic signal lighting systems. It compares LED and incandescent lighting configurations, calculating savings based on operating factors and peak demand differences at intersections.

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 found that annual energy savings were 107.0% of the tracking estimate, and peak demand savings were 107.6% of the tracking estimate. The differences in savings between the evaluation and tracking analyses are attributed to differing operating factors, with the evaluation placing more emphasis on red lights, which provide greater energy savings compared to baseline incandescent fixtures.

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 presents a survey asking participants to rate how influential various factors were in their decision to participate in a program. Factors include NSPI incentives, installation contractors, NSPI representatives, and NSPI-funded studies.

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 The text presents a series of survey questions related to energy efficiency measures, specifically asking whether equipment was purchased and installed independently by the respondent for the same or higher level of efficiency as that provided through the Commercial and Industrial Custom program. It also asks about the percentage of energy-efficient measures purchased independently.

3. (Too little incentive) NMR Evaluation of 2010 C&I Custom Program Page C14 4. (Too much work required to obtain funding) 5. (Too little information about the program) 6. (Cost savings not worth the effort of applying) 7. (Approval takes...

AI summary The text lists reasons why commercial and industrial customers may not participate in energy efficiency programs, including insufficient incentives, excessive administrative burden, lack of information, and long approval times. It also asks respondents to rate the importance of reducing energy usage and managing energy costs to their organizations.

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, program duration, energy savings goals, and program successes and challenges.

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 asks about the long-term goals of the C&I Custom Program, its impact on the market, and how program success will be measured. It also probes whether the logic model includes all relevant goals and outcomes.

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 document outlines questions related to the evaluation of the 2010 C&I Custom Program, focusing on program effectiveness, marketing strategies, trade ally involvement, and program delivery. It includes recommendations for improving marketing and delivery, such as training energy efficiency contractors.

eract with at NSPI? a. What types of interactions do you typically have with NSPI staff? [Probe: status calls, meetings, etc.] Could these interactions be improved? How so? 6. Some companies work with a design professional, project archite...

AI summary The document explores interactions with NSPI staff, the use of design professionals in project design, and the C&I Custom program delivery process. It asks about participation in various steps of the program and identifies potential barriers to participation.

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, free-ridership, and the impact of rebate programs on company behavior. It asks whether companies would have taken energy efficiency actions without the programs and how rebate amounts, paperwork, and implementation vary by 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) by NMR Group, Inc. on behalf of Nova Scotia Power and Efficiency Nova Scotia Corporation. It includes process and impact evaluations, comparing results with those from 2008 and 2009. The 2010 program involved three service providers, a materials vendor, and a recycling contractor, with evaluations based on interviews and a survey of 65 participants.

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 the program achieved 11,210 MWh of energy savings and 1,529.5 kW of demand savings, falling short of the energy and demand savings goals. The evaluation used interviews, surveys, and program records to estimate free-ridership and spillover effects.

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

AI summary The 2010 Small Business Lighting Solutions Program faced issues with material orders and deliveries after expanding province-wide, leading to the decision to use multiple materials vendors. This change aimed to improve delivery performance and customer service while allowing Delivery Agents to choose their own vendors within a price constraint.

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 emphasized to meet 2011 targets and maintain 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 introducing a Recycling Contractor for province-wide lamp and ballast collection. However, despite expansion, recruitment still relied heavily on word-of-mouth and trade allies, with 55% of participants citing these methods as their primary source of awareness.

%) cited word of mouth (23%) the contact information for the Delivery Agent in their or trade allies (22%)—electricians, contractors or vendors. region. SBLS-F3. SBLS-R3. The DSM Administrator should continue to Customers were motivated to...

AI summary The 2010 Small Business Lighting Solutions Program was motivated primarily by energy cost savings, with 71% of participants citing this as their main reason for joining and 18% as their secondary motivation. The DSM Administrator is advised to continue promoting the financial benefits of the program to small businesses.

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 materials delivery issues, with 60-80% of deliveries being late or incorrect. Despite a quality action plan by the Materials Vendor, issues persisted. NMR recommends monitoring the new program design and setting reliability and quality criteria for Materials 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 Respondents identified barriers to implementing additional energy efficiency measures, including lack of financing and information. The SBLS program was found to be a crucial source of assistance for small businesses, with low free-ridership indicating its effectiveness in encouraging energy efficiency improvements.

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 took additional energy efficiency actions after participating in the program. The report recommends expanding program offerings to help small businesses identify and pursue other energy efficiency 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 aimed to achieve energy savings by offering lighting retrofits to small businesses at 20% of the installed cost. The program was expanded in 2010 to cover the entire province and included a recycling component that was improved and expanded.

ved in 2010. In 2009, Delivery Agents were required to box and ship lamps from outlying regions. In 2010, the Recycling Contractor coordinated the pickup of lamps and ballasts throughout the province. 1.1.1 Program Theory Program Backgroun...

AI summary The SBLS program aims to assist small businesses with lighting retrofits by reducing installation costs by 80% and offering interest-free financing. The program involves customer screening, outreach, material arrangement, and on-site lighting audits conducted by Delivery Agents and the DSM Administrator.

 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 and potential barriers, such as concerns about 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 2010 Small Business Lighting Solutions Program aims to increase customer awareness, conduct lighting audits, and implement energy-efficient retrofits. Short-term outcomes include generating interest and contracts, while mid-term outcomes focus on energy savings, increased knowledge, and cost reductions for small businesses.

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 document discusses the evaluation of the 2010 Small Business Lighting Solutions Program, highlighting energy and demand savings tracked by the DSM Administrator. It notes a total of 12,876 MWh in energy savings and 3,928.8 kW in demand savings, with peak activity in July. A line loss factor of 1.074 is applied to estimate tracked savings at the generator.

e use of a line loss factor of 1.074, consistent with that used by NSPI for the small business sector, provides an overall 2010 tracking estimate of 13,829 MWh of tracked savings at the generator. Table 2-1: Summary of SBLS 2010 Program Tr...

AI summary The text discusses the use of a line loss factor of 1.074 for the small business sector, resulting in 13,829 MWh of tracked savings in 2010. Tables 2-1 and 2-2 provide details on monthly demand and energy savings, as well as lighting technology installations in 2008 and 2010.

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 results to the 2010 program year, noting that program operations have remained largely consistent, with the exception of the program now being available province-wide. It also highlights differences in wattage assumptions between the tracking system and actual measurements, which affected savings estimates.

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 study evaluated participant-like spillover from the 2010 Small Business Lighting Solutions Program, finding that 12% of 65 respondents installed additional energy-efficient lighting due to program influences. This type of spillover refers to customers installing similar equipment outside the program, influenced by the program's impact.

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 Program found that spillover effects were extremely low (<1%), with some non-like spillover reported by 29% of participants. However, without follow-up inspections, the efficiency level of the additional equipment and potential savings could not be determined.

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 on the influence of various program elements on participation in the Small Business Lighting Solutions program, with responses measured on a scale from 1 to 5. The NSPI Incentive and initial contact by the program representative were the most influential factors, while the NSPI-funded lighting audit had no influence according to respondents.

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 a series of questions. It assesses whether businesses would have pursued lighting improvements without the program's incentives and considers the financial impact of the program on participants.

.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 and telephone surveys conducted by NMR in 2010 assessed participant experiences with the Small Business Lighting Solutions Program, covering topics such as program interaction, satisfaction, and data tracking. A total of 65 participants were surveyed across six regions, representing 14% of committed savings.

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 evaluates the 2010 Small Business Lighting Solutions (SBLS) program through a participant survey, focusing on spillover effects, free-ridership, participant motivations, and energy attitudes. It also discusses sampling error in the telephone surveys conducted as part of the evaluation.

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 2010 SBLS program, which was sponsored by the DSM Administrator and managed by Delivery Agents across six regions in Nova Scotia. The program involved electrical contractors for lighting retrofits and a Materials Vendor and Recycling Contractor for supply and recycling.

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 divided among the DSM Administrator, Delivery Agents, Materials Vendor, and Recycling Contractor, with each entity having specific roles in customer engagement, project management, and material handling.

 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 This text outlines the roles of various entities involved in a Demand Side Management (DSM) program, highlighting issues with material acquisition and delivery. Problems such as incorrect materials, incorrect quantities, and late deliveries were noted in 2008 and again in 2010 despite improvements in 2009.

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 identified recurring materials purchasing and delivery issues, including receiving incorrect quantities, wrong materials, and late deliveries. These problems resurfaced after the program expanded to serve the entire province and the Materials Vendor began using a different warehouse. Disagreement exists between the Delivery Agents and the Materials Vendor regarding the scale of the issues.

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

AI summary NMR was unable to determine the full extent of materials delivery issues in the 2010 SBLS program. In response, the DSM Administrator shifted to an alternate program design in 2011, allowing Delivery Agents to source their own materials while adhering to price constraints. This change aims to improve program performance and customer service.

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 outreach and marketing efforts for the SBLS program, noting that Delivery Agents increased active outreach, including phone calls and in-person visits, to meet program goals. Awareness sources included NSPI, SBLS, word of mouth, and electricians. The document also mentions a quality improvement plan by the Materials Vendor starting June 24, 2010.

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 one-fifth of respondents cited electricians, contractors, or vendors as sources of information, aligning with the marketing methods used by the SBLS program.

Table 3-3: Source of First Awareness of SBLS Program13 Source 2008 2009 2010 Sample size 50 50 65 †ϐ Friend or business associate 42% 22%σ 23% † NSPI staff/presentation 2 16σ 18 ϐ Contractor or vendor 12 32σ 14 ϐ NSPI website 4 2 9 †ϐ Elec...

AI summary The table provides data on the sources of first awareness of the SBLS program across different years, showing varying percentages of participants who became aware through different channels such as friends, NSPI staff, contractors, and others.

- 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 evaluation of the 2010 Small Business Lighting Solutions (SBLS) program indicates that behavioral changes among participants did not significantly affect energy savings. Most respondents reported using new lighting similarly to their previous lighting, with no major shifts in 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 influenced by behavioral changes, similar to findings in 2008 and 2009. The primary motivation for participation was saving on energy costs, with over 70% of respondents citing this as their main reason.

2 2 2 Already changing 2 out lights Reduce carbon 4 4 8 footprint Get experts to do 2 audit and installation Replace non-working 2 3 equipment To increase resale 2 value † Don‘t Know 6 18 17 NMR Evaluation of 2010 Small Business Lighting S...

AI summary The evaluation of the 2010 Small Business Lighting Solutions (SBLS) program found that 88% of respondents faced no barriers to participation, similar to 2008 and 2009. A small percentage of respondents reported barriers, with 12% indicating they faced some challenges.

88% Yes 10 10 12 Don‘t know 2 NMR Evaluation of 2010 Small Business Lighting Solutions Program Page 28

AI summary The document evaluates the 2010 Small Business Lighting Solutions (SBLS) Program, with 88% of respondents affirming its effectiveness, while 2% are unsure. The evaluation is conducted by NMR.

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, including concerns about savings, program limitations, payback requirements, and delivery issues. These barriers are identified based on responses from participants.

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, highlighting that the need for owner permission was a significant barrier, especially in 2010, with 38% of respondents indicating it was a significant barrier. Data is presented in tables showing changes in ownership status and the extent of the barrier over the years.

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 majority of SBLS participants reported satisfaction with the program, but one participant expressed dissatisfaction with the program contractor, as noted in an in-depth interview.

information, and 9% reported a lack of time. Another two-fifths of respondents (38%) reported that they did not need additional measures or were not aware of any other available measures. (Table 3-17)

AI summary The survey found that 9% of respondents lacked time for additional measures, while 38% did not need or were unaware of other available measures, as shown in Table 3-17.

† SBLS program still in progress 15 5 Have not considered other measures 6 5 Switched to another utility 3 Installed other measures before program 3 Not aware of rebates for other measures 6 3 ϐ Other 7 †ϐ Don‘t know 3 18 NMR Evaluation of...

AI summary The 2010 Small Business Lighting Solutions (SBLS) program is still in progress, with some respondents not considering other measures or being unaware of rebates. Energy costs accounted for an average of 12.1% of annual operating budgets in 2010, slightly higher than 2009 but not significantly so.

ucation 2 Construction 2 Public Library 2 Public order and safety 4 2 Wholesaler 2 Animal shelter 2 Equipment rental 2 Publishing 2 Transportation 2 Other 4 NMR Evaluation of 2010 Small Business Lighting Solutions Program Page 35 Eight out...

AI summary The 2010 Small Business Lighting Solutions Program evaluation found that 80% of respondents had facilities with less than 50,000 square feet, and nearly half had facilities with less than 10,000 square feet.

Scotia Power energy efficiency programs before participating in the Small Business Lighting Solutions Program? 1. Yes 2. No (Go to Q7) 9. Don‘t know (Go to Q7) 5. Which programs did your company / organization participate in prior to the S...

AI summary The text contains a series of questions related to participation in energy efficiency programs, specifically the Small Business Lighting Solutions Program, and asks respondents to identify other programs they participated in prior to this program and the years of participation.

003 6. 2004 7. 2005 8. 2006 9. 2007 10. 2008 11. 2009 12. 2010 99. (Don‘t Know) 7. How did you first learn about the Small Business Lighting Solutions Program? [RANDOMIZE AND READ 1-8, THEN 9] (choose one) 1. From a phone call from a Small...

AI summary The text contains survey questions about participation in the Small Business Lighting Solutions Program, including how participants learned about the program and their reasons for joining. The questions are randomized and include multiple response options.

nded by contractor) 11. (Past participation in utility programs) 12. (Other (Please explain )) 99. (Don‘t know/Don‘t recall) NMR Evaluation of 2010 Small Business Lighting Solutions Program Page B3 9. What was the second most important rea...

AI summary The text presents survey questions related to participation in the Small Business Lighting Solutions (SBLS) program, asking about reasons for participation and prior purchases of energy-efficient lighting products. It includes response options and instructions for respondents.

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 The text includes survey questions regarding energy efficient lighting purchases prior to participation in the Small Business Lighting Solutions (SBLS) program and asks about pre-existing plans for lighting improvements before engagement with the program.

sue lighting improvements prior to talking with anyone about the Small Business Lighting Solutions Program? 1. Yes 2. No 9. (Don‘t know/Don‘t recall) Now I would like to ask you to consider what actions you would have taken in the absence...

AI summary The text asks respondents about their actions in the absence of the Small Business Lighting Solutions Program, including whether they would have postponed installations, installed less lighting, or not installed any energy-efficient lighting. It also asks about the influence of the program on their decision to participate.

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 decision to install energy-efficient lighting through the Small Business Lighting Solutions (SBLS) Program. It includes a survey asking participants to rate the influence of incentives, information provided by program representatives, and NSPI-funded lighting audits.

aced 3. Use lights the same amount as the lights that were replaced 4. Use the lights more, but instead of other less efficient lights 9. (Don‘t know/Don‘t recall) SPILLOVER 21. Now I'd like you to think of the time since you participated...

AI summary The text includes survey questions about the usage and impact of the Small Business Lighting Solutions (SBLS) program, asking participants about their lighting usage, additional upgrades, and how the program influenced their decisions. It also includes a question about the percentage of lighting upgrades purchased independently after participating in the program.

_ Section V. Firmographics 42. What is the principal building activity where the energy efficiency improvements were implemented? [DO NOT READ—BUT CONFIRM WITH RESPONDENT THAT THE CATEGORY YOU CHOOSE IS CORRECT] 1. Education 2. Food Sales...

AI summary This section asks respondents to identify the principal building activity where energy efficiency improvements were implemented, with multiple categories provided. The text also references the Evaluation of the 2010 Small Business Lighting Solutions Program.

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 This document contains a series of questions aimed at evaluating the implementation and effectiveness of the Small Business Lighting Solutions (SBLS) program. It focuses on participant awareness, interactions with NSPI staff, marketing strategies, and the overall process from referral to audit and 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 document consists of a series of questions focused on the process of conducting on-site lighting audits, the time taken to prepare and present cost and savings analyses, and the time between customer authorization and project completion. It also inquires about procedures, rules, and follow-up activities related to retrofit work.

orms the post-installation inspections? If deficiencies are discovered what process is in place to correct these deficiencies and how much time is required before they are corrected?] 20. In what ways has participating in the SBLS program...

AI summary The text outlines a series of questions related to the SBLS program, including post-installation inspections, program benefits, challenges, and data tracking procedures. It also includes a request for evaluation of the program and asks for feedback on specific aspects of the program.

Since participating in the SBLS program, have you implemented any other energy efficiency measures for any of the SBLS participants that you worked with? [IF NO SKIP TO FIRMOGRAPHICS] 36. Did participation in the SBLS program influence the...

AI summary The text asks participants in the SBLS program if they implemented additional energy efficiency measures and how much energy those improvements are expected to save. It also seeks suggestions for improving the SBLS program and collects firmographic data about the participants.

? [PROBE: lighting, motors, 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? 5. How often do you interact with NSPI SBLS program staff?...

AI summary The text outlines a series of questions aimed at evaluating the SBLS program, focusing on participant awareness, interactions with NSPI staff, training effectiveness, and challenges related to product availability and delivery. It seeks to understand program engagement and areas for improvement.

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 contains a series of questions aimed at evaluating the Small Business Lighting Solutions (SBLS) program, including inquiries about product lists, incentives, program impact on sales, and customer 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 discusses the evaluation of the 2010 Small Business Lighting Solutions (SBLS) program, focusing on data tracking, contractor perceptions, and firmographics. It includes questions on how data is tracked, contractor motivations and barriers, and suggestions for program improvement.

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 includes questions about the SBLS program, focusing on responsibilities, interactions with program staff and stakeholders, training received, and the recycling process. It also inquires about coordination challenges with Delivery Agents.

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 SBLI program's recycling requirements, incentives for bulb recycling, and the impact of the SBLS program on businesses. It also asks about data tracking and contractor perceptions.

In what format is this provided to NSPI and how frequently? b. IF THEY DO NOT TRACK: Why not? Contractor Perceptions Now I‘d like to ask you a few questions about contractor perceptions. 18. What do you think motivates contractors (electri...

AI summary The text includes survey questions directed at contractors regarding their participation in the SBLS program, including motivations, barriers, and suggestions for improvement. It also includes firmographic questions about company size and structure.

OF THE DSM ADMINISTRATOR'S 2010 DEMAND SIDE MANAGEMENT PROGRAMS MARCH 2011

AI summary The document heading references a 2011 proceeding related to the DSM Administrator's 2010 Demand Side Management Programs. No substantive content is visible in the provided text, which consists only of the heading and date.

Error Bands49 More Measurement 49 Problems of High-Performing Programs Importance of Housing Programs50 Directions for Lighting Lower Performing Programs Program Data Tracking Challenges Methods, Programs and Recommendations VI. References...

AI summary The document discusses error bands, measurement issues, and the importance of housing and lighting programs in demand-side management (DSM). It includes references to figures and tables related to DSM cycles, frameworks, and product diffusion curves, as well as a DSM savings verification report.

I. Executive Summary This report is a savings verification review conducted by H Gil Peach & Associates LLC for the Nova Scotia Utility and Review Board (Board). It reports on verification of savings estimated by NMR Group, Inc. (NMR), the...

AI summary This report is a savings verification review conducted by H Gil Peach & Associates LLC for the Nova Scotia Utility and Review Board. It reviews the savings estimates from NMR Group, Inc. for the 2010 Demand Side Management (DSM) programs. The report examines evaluation methods, data tracking systems, and site visits to verify savings data and recommend adjustments if necessary.

Table 1: DSM Portfolio for Program Year 2010. DSM Portfolio for Program Year 2010 Commercial & Industrial 1 Commerical & Industrial Custom Program (C&I) 2 Prescriptive Rebate Programs 2.1 Business Energy Rebates Program (BER) 2.2 Smart Lig...

AI summary Table 1 outlines the Demand Side Management (DSM) Portfolio for Program Year 2010, detailing various programs under commercial, industrial, and residential sectors, including rebate programs, lighting solutions, appliance replacement, and education initiatives.

3 This Savings Verification study is focused on impact, so also addresses the first nine program areas. In preparing for this study, which includes review of the NMR impact evaluations, the savings verification team had initial meetings wi...

AI summary This Savings Verification study focuses on reviewing the impact evaluations of DSM programs conducted by NMR Group. The study involved meetings with the Board, DSM Administrator, and NMR, as well as on-site visits. It evaluated NMR's estimates of energy savings and demand reductions, including adjustments for free-ridership and spillover effects, and focused on the generator level for 2010.

Basic Findings and Recommendation There are two basic findings in this 2010 savings verification study: - Finding 1: All of the 2010 DSM programs were competently administered by the DSM Administrator. This finding is based on the NMR eval...

AI summary The 2010 savings verification study found that DSM programs were competently administered, with NMR evaluations supporting the findings. The study recommends accepting NMR results for energy savings and demand reduction, except for a 10% adjustment for Efficient Products-Direct Install. Some areas for improvement were identified, including internal program control and electrical measurement.

Table 2: Comparison of Energy Savings & Demand Reduction. Overall Results: Evaluations vs. Savings Verification Study DSM Program NMR SVS NMR SVS (GWh) (GWh) (MW) (MW) RESIDENTIAL PROGRAMS Efficient Products Residential 12.65 12.65 2.71 2....

AI summary Table 2 compares energy savings and demand reduction results from the DSM Program evaluations and savings verification study, highlighting data for residential and C&I programs, as well as overall portfolio results. The table provides metrics in GWh and MW for various initiatives.

Specific Action Items Improvements in evaluation methods to improve validity (balanced by reasonable cost) as well as some improvements in related areas are listed below as action items. Response to each of the following recommendations sh...

AI summary The text outlines recommendations to enhance DSM program evaluation by prioritizing electrical measurement and passive monitoring over modeling and social science methods. It emphasizes using actual energy usage data from customer systems for validity, citing NMR's analysis of the Low Income Housing EnerGuide program as a successful example.

II. Frameworks for Understanding Demand Side Management This section of the study sets up the framework for assessment of the programs and the evaluations which follow. There are three paradigms used for structuring Demand Side Management...

AI summary This section outlines three frameworks for assessing Demand Side Management (DSM): resource acquisition, market transformation, and climate change. The evaluation focuses on the first two, which use engineering, social science, and marketing perspectives, while the climate change framework is emerging but not yet integrated into current DSM regulations or industry terms.

The Resource Acquisition Framework In the resource acquisition framework developed in the late 1970's through the 1980s by Amory Lovins, Roger Sant, and other pioneers of early Demand Side Management (DSM), the basic proposition is that it...

AI summary The Resource Acquisition Framework emphasizes that Demand Side Management (DSM) can be cheaper than generating energy, using CFLs as an example. DSM must pass strict cost tests to compete with new power plants. The Total Resource Cost Test (TRC Test) ensures DSM projects are cost-effective. Overcoming market barriers is crucial for customer participation in energy efficiency programs.

The Market Transformation Framework The market transformation framework originated independently in Canada and in Sweden and was later copied and adapted in the US and the EU. It has earlier roots in social science, marketing, and material...

AI summary The Market Transformation Framework, originating in Canada and Sweden, was adapted in the US and EU. BC Hydro's DSM programs aimed to promote energy efficiency and influence provincial energy standards through strategic adoption, moving beyond mere marketing to set new baselines for development.

The Climate Change Framework Climate Change provides a third framework for understanding the role of Demand Side Management. This framework is rooted in the second law of thermodynamics (heat energy) in its application on a human scale. In...

AI summary The Climate Change Framework discusses the impact of climate change on energy use, emphasizing the role of entropy and resource depletion. It highlights the effectiveness of the Smart Lighting Choices (SLC) program in promoting energy-efficient lighting and references the discontinuation of a similar program in New Brunswick.

Framework Summary The three frameworks (resource acquisition, market transformation, and climate change) imply different optimal program portfolios and different approaches to assessing energy savings and demand reduction. For example, res...

AI summary The text discusses three energy efficiency frameworks—resource acquisition, market transformation, and climate change—each with distinct approaches to evaluating energy savings and demand reduction. The resource acquisition framework discounts the future, while the climate change framework emphasizes long-term policy goals and does not discount the future. The market transformation framework considers market tipping points and strategies for influencing law and building codes.

III. The Individual Program Evaluations The development of the NMR estimates of energy savings and demand reduction attributable to each DSM program was carefully reviewed. Our opinion is that the estimates are reasonable, and are good app...

AI summary The evaluation of energy savings and demand reduction estimates for each DSM program was reviewed, and found to be reasonable with the exception of the Efficient Products – Direct Install Program, where estimates differ by ten percent.

(1) 2010 Commercial & Industrial Custom Program (C&I) The Commercial and Industrial (C&I) Custom Program was first implemented in the 2008 program year. The program provides financial incentives to large commercial and industrial customers...

AI summary The 2010 Commercial & Industrial Custom Program provides financial incentives to large commercial and industrial customers who complete energy studies and implement energy efficiency measures. The program includes data tracking, free-ridership screening, and monitoring processes. A centralized data system was implemented in 2010, though further refinement is needed.

Business Energy Rebates (BER) The Business Energy Rebates (BER) program was a new program in 2010, launched at the end of June 2010. The BER program provides financial incentives, through prescriptive rebates, to businesses throughout Nova...

AI summary The Business Energy Rebates (BER) program, launched in 2010, provides prescriptive rebates to Nova Scotia businesses for purchasing energy-efficient equipment. Modeled after Efficiency Vermont's DSM programs, it focuses on encouraging market transformation and typical applications of smaller energy-efficient technologies, with participants required to install equipment before applying for rebates.

Lighting The lighting savings that were estimated are those realized from the replacement of older lighting units with new and more efficient units, thereby obtaining comparable or improved lighting levels using less power. In some situati...

AI summary The document discusses energy savings from lighting upgrades, including the replacement of older units with more efficient ones. It estimates total gross electric energy savings of 514.9 MWh and a peak demand reduction of 75.5 kW for the BER program in 2010, considering both direct and interactive effects such as reduced cooling loads.

Motors and Drives The only equipment installed under the 'motors and drives' category in the NMR sample of sites was variable frequency drives (VFDs). VFDs adjust a motor's speed to meet the load, thereby reducing the motor's input power....

AI summary The 'motors and drives' category in the NMR sample involved the installation of variable frequency drives (VFDs) under the BER program. Four projects were analyzed, with three having unique conditions and one using a methodology similar to the DSM Administrator's for calculating energy savings and peak demand reduction. Estimated energy savings were 345.2 MWh and peak demand reduction of 47.7 kW.

HVAC Four of the projects in the BER program in 2010 involved installation of HVAC equipment. Each of the sites had a new high-efficiency air-source heat pump installed. In preparing an estimate of the savings for these four projects the N...

AI summary In 2010, four BER program projects involved the installation of high-efficiency air-source heat pumps. NMR reviewed and adjusted the DSM Administrator's methodology for estimating energy savings, resulting in an estimated 11.8 MWh of gross energy savings and a 2.9 kW peak demand reduction.

Overall Combined Energy Savings and Demand Reductions Combining the estimates of gross savings for the three categories of equipment installed through the BER program in 2010, and using a factor of 1.069 to calculate the generator level sa...

AI summary The Business Energy Rebates (BER) program in 2010 achieved 932.0 MWh of gross energy savings and 134.8 kW peak demand reduction, but after accounting for a 46% free-ridership rate, net savings were 503.3 MWh and 72.8 kW. The program is recommended for continuation and expansion due to its success and potential, though measures to reduce free-ridership are advised.

2010 Smart Lighting Choices Program (SLC) Smart Lighting Choices had been operated by Conserve Nova Scotia in prior years and in 2009 and 2010 by the DSM Administrator. The Smart Lighting Choices Program is an upstream lighting program tha...

AI summary The 2010 Smart Lighting Choices Program (SLC) was designed to promote market transformation in the non-residential lighting sector by offering financial incentives to distributors for selling energy-efficient lighting products. The program aimed to shift the market from traditional T12 fluorescent fixtures to high-performance T8 fixtures and was successfully implemented, potentially aligning with future legislative efforts for high-efficiency lighting.

(3) 2009 Direct Install (Small Business Lighting Solutions Program – SBLS) In 2010, the program was expanded to cover Nova Scotia, with six service areas. The program had relatively low levels of free-ridership (about 13% in 2010) which fi...

AI summary The 2009 Small Business Lighting Solutions Program (SBLS) was expanded in 2010 to cover Nova Scotia with six service areas. Free-ridership was low (13%), and customer satisfaction remained high. In 2011, the program switched to multiple materials vendors to address supply and timing constraints. The program offers lighting retrofits at 20% of installed cost, with the DSM Administrator covering the remaining 80%, and financing options available.

(4) 2010 Efficient Products Retail - Power Down Program (PD) The Power Down program provides in-store rebates and coupons for the purchase of CFLs, Energy Star appliances (refrigerators and clothes washers), indoor light fixtures and contr...

AI summary The Power Down program offers in-store rebates and coupons for energy-efficient products like CFLs and Energy Star appliances. Evaluated savings are consistent with well-designed programs, though free-ridership issues exist, suggesting potential modifications to reduce such effects.

CFLs Absent lengthy and expensive market assessments of Nova Scotia CFL consumption patterns, it can be assumed that significant spillover benefits can be attributed to this successful program. In contrast, recent evidence from the US show...

AI summary The document discusses the success of Nova Scotia's CFL program, noting that without extensive market assessments, it can be assumed that significant spillover benefits have resulted from the program. It contrasts this with declining CFL consumption in US states without similar incentives and references an analysis by NMR using simplified engineering methods.

Fixtures and Controls Fixtures and controls included Energy Star indoor light fixtures, outdoor/heavey duty timers, programmable thermostats for electric baseboard heaters, hard-wired indoor light timers, dimmer switches, and power bars wi...

AI summary The document discusses fixtures and controls used in energy efficiency programs, including Energy Star indoor light fixtures and programmable thermostats. It references a 2010 Ontario Power Authority report to estimate savings rates, noting that savings in Nova Scotia may be higher due to climatic differences.

Specialty Bulbs The decline in specialty bulb sales from 2009 to 2010 indicates that these products are still underutilized in the market. To cite an extreme case, market analysis in California, where there has been many years of CFL promo...

AI summary The decline in specialty bulb sales from 2009 to 2010 suggests underutilization in the market. Despite promotional efforts by the Program Delivery Agent, such as in-store events and give-aways, consumer awareness of specialty CFL products, especially dimmable bulbs, remains low, as seen in California's experience.

Energy Star Appliances The Power Down appliance rebate opportunity ran from October 1, 2010 through the end of December 2010 and included two appliances: Energy Star refrigerators and Energy Star clothes washers. Recommendation: We recomme...

AI summary The document discusses the Power Down appliance rebate program, which ran in 2010 and included Energy Star refrigerators and clothes washers. It recommends accepting NMR's energy savings results for 2010, increasing in-store promotions for specialty CFLs, and implementing direct monitoring and spillover partitioning for future evaluations.

(5) 2010 Efficient Lighting - Direct Install (DI) The Efficient Lighting Products Direct Install Program has exceeded its aggressive target goals by substantial margins for each year since the program's inception in 2008 as a pilot program...

AI summary The 2010 Efficient Lighting - Direct Install Program exceeded its targets and boosted DSM awareness in Nova Scotia's small business and commercial sectors. However, the program faced challenges, including unrealized savings due to the lack of dimmable CFLs and an overstatement of work by an implementation team, leading to process changes in 2011.

(6) 2010 EnerGuide for Existing Houses (EEH) The Program Delivery Agent for EnerGuide for Existing Houses for 2010 was Conserve Nova Scotia. This program helps homeowners to improve the energy efficiency of their houses. Any existing resid...

AI summary The 2010 EnerGuide for Existing Houses (EEH) program, managed by Conserve Nova Scotia, aimed to improve residential energy efficiency. The DSM Administrator provided rebates for energy upgrades, with federal support ending in 2010. The program served 1,516 households, and joint funding between federal and provincial entities was noted as a leveraging tool, though it raised concerns about potential double counting.

(7) 2010 EnerGuide for New Houses & Performance Plus Program (NH) This program offers incentives to homeowners who are constructing new electrically heated homes. The change this year is that the new Nova Scotia building code began to requ...

AI summary The 2010 EnerGuide for New Houses & Performance Plus Program provides incentives for new electrically heated homes. The program's participation requirement was raised from an EnerGuide rating of 80 to 83 in 2010. NMR noted that the program has become popular, with high free rider rates among builders and homeowners who already plan to install heat pumps.

round use as the primary refrigerator for each apartment was assumed, so there was no need for a partial use adjustment. Page 42 27 The program is also referred to as the "Pull the Plug" program. 28 The degradation factor (an increase in e...

AI summary The 2010 Appliance Retirement & Replacement Pilot Program (ARR) assumes that each refrigerator in an apartment is used as the primary unit, with no need for partial use adjustments. The program is also known as 'Pull the Plug.' Energy consumption degradation factors and lab-to-site factors are based on studies from 1998 and CADMUS, respectively. Replacement rates for refrigerators and freezers are outlined, with most replacements being new units.

(9) 2010 Low Income Households Program (LIH) The Low Income Households Program33 was administered for the DSM Administrator by Conserve Nova Scotia. Direct installation was carried out by three program delivery agents34 and twenty homes we...

AI summary The 2010 Low Income Households Program (LIH) was administered by Conserve Nova Scotia for the DSM Administrator, with energy-saving improvements divided into Scope I and Scope II. Scope I savings are based on building envelope measures assessed using HOT2000, while Scope II uses deemed savings. Funding was provided by multiple sources including Conserve Nova Scotia, ecoNova Scotia, NRCan, and the DSM Administrator.

IV. Discussion of Process Evaluation This Savings Verification study does not focus on the process evaluation. However, we provide the following definition (see text box): Process Evaluation – A systematic assessment of an energy efficienc...

AI summary The text discusses the scope and methodology of a process evaluation for an energy efficiency program, emphasizing the need for a comprehensive assessment of program operations, including design, administration, marketing, data tracking, and customer satisfaction. It notes that while NMR conducted a thorough evaluation in 2010, a full organizational study may be needed in the future.

V. NMR Executive Summary Overall Characterization of 2010 Programs The Executive Summary of the NMR evaluation summarizes the 2010 programs as "generally run well and efficiently."38 The savings verification study is in agreement with this...

AI summary The NMR evaluation summarizes the 2010 DSM programs as generally well-run and efficient, with the DSM Administrator exceeding the GWh target by 5% and nearly meeting the MW target. The savings verification study notes that targets were essentially met, though adjustments were made to the Efficient Products – Direct Install program, reducing its achievements by 10%.

More Measurement One way to narrow errors is to limit modeling steps, limit the number of auxiliary parameters employed and limit the number of assumptions in constructing results. That is why in the savings verification study we emphasize...

AI summary The text discusses the importance of direct electrical measurement and passive monitoring in evaluation studies to reduce modeling errors and improve accuracy in energy savings estimates. It highlights the limitations of current modeling software and administrative approaches, advocating for increased use of empirical measurement techniques.

Problems of High‐Performing Programs NMR then proceeds with a discussion of programs, primarily focused on how well they performed on evaluated energy savings and demand reduction in relation to their targets. Programs they identify as doi...

AI summary NMR evaluates the performance of several energy efficiency programs, noting that while some perform well in terms of energy savings and demand reduction, they may be impacted by the phase-out of inefficient lighting products and the withdrawal of federal rebates.

Importance of Housing Programs We suggest, of course, that all of the residential housing programs (existing houses, new houses, and low-income) be continued. These components of the DSM portfolio are too important to drop in terms of the...

AI summary The text emphasizes the importance of continuing residential housing programs, including those for existing and new homes as well as low-income households, as part of the DSM portfolio. These programs are seen as essential for transforming energy use in Nova Scotia's housing stock and ensuring customers perceive value in their monthly payments for DSM.

Program Data Tracking The NMR Executive Summary contains an excellent section on the program data tracking system and related data quality issues. We fully support this analysis and NMR's recommendations. For the Savings Verification study...

AI summary The document discusses the program data tracking system and its implementation status. While the system was completed and tested by 2010, it was not actively used that year. Programs had targets to transfer information into the system, with expectations of full use in 2011.

Challenges The NMR Executive Summary notes the challenges faced by Efficiency Nova Scotia Corporation in moving forward to meet goals in a context in which some programs are being affected by new lighting standards and housing codes while...

AI summary Efficiency Nova Scotia Corporation faces challenges in meeting goals due to new lighting standards, housing codes, and the withdrawal of federal support for the Residential Existing Houses program. NMR proposes solutions to address these issues and free-ridership in some programs.

VI. References Campbell, Donald T & Julian C. Stanley, Experimental and Quasi-Experimental Designs for Research. Chicago: Rand-McNally College Publishing Company, 1963. Gellings, Clark & John H. Chamberlin, Demand-Side Management Planning...

AI summary The section lists various academic and industry publications, reports, and books referenced in the proceeding, focusing on energy efficiency, demand-side management, climate change, and related topics. These references include works on research methodologies, energy policies, and environmental impacts.

Refrigerators This section covers replacement of refrigerators with Energy Star models in single family and multi-family dwellings. High-efficiency refrigerators save energy and demand through improved compressor design, better case insula...

AI summary This section discusses the replacement of refrigerators with Energy Star models, highlighting energy savings from improved design and insulation. It outlines methods for estimating savings from early and normal replacements, including eligibility criteria and the impact of program implementation on savings outcomes.

Early Replacement Baseline Refrigerator Energy Consumption To estimate annual consumption of existing units under an early replacement scenario, the program administrators have the option of testing units one-by-one and making replacement...

AI summary The text outlines the process for estimating annual energy consumption of existing refrigerator units under an early replacement scenario. Program administrators can choose between testing each unit individually or sampling a representative group. If sampling is used, a minimum number of units must be tested based on the total number expected to be replaced in a facility.

1 Request IR-1: 2 3 Reference: ENSC 2012 DSM Plan, Exhibit E-1, p.20, s.6.2 Guiding Principles. 4 5 a) ENSC has noted its primary goal is to meet IRP targets as a whole. Does ENSC 6 consider that the IRP DSM Assumptions are prescriptive? 7...

AI summary The document discusses ENSC's approach to meeting IRP targets and reconciling short-term and long-term DSM goals. ENSC considers the IRP's DSM profile as a guide, not a prescriptive set of assumptions, and explains that short-term and long-term targets are reconciled through cumulative savings data.

buildings' performance and, as such, may generate spillover savings that cannot easily be attributed. Residential Existing Houses: In this program, solar hot water heaters are being promoted, despite a TRC of 0.4. ENSC has chosen to promot...

AI summary The document discusses ENSC's rationale for promoting certain energy efficiency measures in residential existing houses, including solar hot water heaters, ENERGY STAR® freezers, and screw-in CFLs, despite their low TRC values. The promotion is based on long-term cost efficiencies, brand benefits, and customer value strategies.

- 1. Forecast costs from Table 2, Column K in 2010 DSM Filing.

AI summary The text references forecast costs from Table 2, Column K in the 2010 DSM Filing, indicating a focus on cost forecasting within a demand-side management context.

- 2. Actual expenditures are subject to audit. 1 Request IR-5: 2 3 Reference: 2012 DSM Plan (E-ENSC-R-10), Exhibit E-1, Appendix B, Table 2: 4 5 Provide a breakdown of new construction versus retrofit in the Prescriptive Rebate 6 program f...

AI summary The document requests a breakdown of expenditures related to the Prescriptive Rebate and C&I Custom programs for Large Industrial Customers, including distinctions between new construction and retrofit categories. It also asks for clarification on the meaning of 'Whole Building' and 'Core Performance' paths in the context of previous DSM plans.

Avon IR-7 Attachment 1 Line # 1 2 COLUMN A B C D E F G H I J K 3 FORMULA J x 75% 4 5 Program Costs by Rate Class Program Costs Directly Assigned to Participating rate Low Income Energy Use Prescriptive Small Business Enabling classes (75%...

AI summary The table provides program costs by rate class for various years, including details on efficient products, existing and new houses, and rebate programs. It includes costs for low-income households, energy use, and other categories. The data is presented with actual and forecasted figures for 2010, 2011, and 2012.

10 1. 2010 expenditures are subject to audit. 1 Request IR-8: 2 3 (a) Please describe and explain how ENSC tracks expenditures by customer class so as 4 to reconcile the allocation of DSM costs between customer classes. 5 6 (b) What inform...

AI summary The text discusses audit-related requests regarding ENSC's expenditure tracking by customer class and the allocation of DSM program costs to the Large Industrial Class. It also references responses that direct to external documents for detailed explanations.

9 Enabling Strategy Budget ($ million) Education and Outreach 2.0 Development and Research 1.5 Innovative Financing 0.3 Codes and Standards 0.4 Building Energy Labelling 0.2 Training and Quality Assurance 0.2 Renewable Heating 0.2 Local Go...

AI summary The text outlines budget allocations for various enabling strategies, including education and outreach, development and research, and innovative financing. It also includes responses to requests about funding sectors and efforts to attract participants to low-income programs in the 2012 DSM Plan.

Date Filed: March 29, 2011 ENSC CA IR-13 Page 1 of 1 NON-CONFIDENTIAL 1 Request IR-14: 2 3 Are there any measures with a TRC approaching one included in any of the programs and, 4 if so, how was the inclusion of a measure approaching one j...

AI summary ENSC acknowledges that some measures in the 2012 DSM Plan have a TRC approaching one, justified by factors like unquantified value from reliability and comfort, and lower administrative costs. ENSC may include such measures in bundles when appropriate. ENSC refers to EAC IR-43 for details on net-to-gross ratios.

Request IR-16: Did ENSC amend the manner in which it evaluates free ridership and spill over in the design of the 2012 DSM Plan Programs and, if so, how has this been done. Response IR-16: ENSC has not proposed an amendment to free ridersh...

AI summary ENSC has not proposed an amendment to free ridership and spillover evaluation methodology for the 2012 DSM Plan. However, ENSC plans to revisit these methodologies in 2011, and details are provided in EAC IR-43, which outlines the net-to-gross ratios used to determine energy savings.

Request IR-19: What barriers to participation in Commercial and Institutional Programs were identified and what steps were developed for the 2012 DSM Plan to increase participation by non participants? Response IR-19: Please refer to CA IR...

AI summary The document responds to a request about barriers to participation in Commercial and Institutional Programs under the 2012 DSM Plan and steps to increase participation by non-participants. The response refers to another document, CA IR-38, for detailed information.

Request IR-20: What is the purpose of including savings from non-administrator programs in the application and how were these savings used in determining administrator based programs and budgets for 2012? Response IR-20: Including savings...

AI summary The response to Request IR-20 explains that including savings from non-administrator programs aligns with the 2009 IRP Update, ensuring that energy savings from sources outside of customer-funded DSM programs are accounted for. These savings contribute to cumulative energy and demand targets, and ENSC emphasizes the importance of codes and standards alongside DSM programs.

1 Request IR-21: 2 - 3 What is the estimated life span of the savings associated with each of the programs - 4 proposed for 2012? 5 6 Response IR-21: 7 - 8 The following table lists the average measure effective useful life for each progra...

AI summary The document addresses Request IR-21, which asks for the estimated life span of savings from programs proposed in the 2012 DSM Plan. A response is provided in the form of a table listing the average measure effective useful life for each program.

10 2012 DSM Program Average Measure Effective Useful Life Efficient Products 8.5 Existing Houses 16.5 New Houses 20.0 Home Energy Report 1.0 Prescriptive 11.4 Custom 14.0 Small Business Direct Install 12.6 1 Request IR-22: 2 3 In Section 5...

AI summary The text discusses the 2012 DSM Program, including the average measure useful life for various initiatives and responses to requests regarding DSM cost allocation, data formats, and free-rider tests. ENSC explains that preliminary DSM cost allocations are based on forecasts and are finalized after actual spending data is known.

Request IR-30: Regarding Appendix C, the Dunsky report, given the Non-Energy Benefits discussed at pp. 15-16, please explain why the neither the report nor the ENSC filing propose to include Non- Energy Benefits in the TRC. Response IR-30:...

AI summary The response to Request IR-30 explains that Non-Energy Benefits (NEBs) are challenging to quantify, leading ENSC to adopt Dunsky's recommendations. These include raising the TRC test level from individual measures to the annual DSM Plan and incorporating PAC results, rather than directly including NEBs in the TRC. ENSC acknowledges NEBs but prioritized pragmatic adjustments for the first plan.

Date Filed: March 29, 2011 ENSC CA IR-31 Page 1 of 1 1 Request IR-31: 2 3 Should DSM measures satisfy the requirements of Pareto optimality (no customer in a 4 worse situation as a result of the expenditure, and at least one in a better si...

AI summary ENSC discusses its approach to balancing efficiency and equity in its DSM plan, stating that it does not aim for Pareto optimality due to the need to maintain economic, social, and environmental benefits. ENSC defines equity in terms of cost allocation and program accessibility.

- 7 assessment of performance-based models currently in use. 1 Request IR-36: 2 3 In a performance-based approach, how would various "equity" concerns be defined and 4 resolved? 5 6 Response IR-36: 7 8 ENSC anticipates that equity will be...

AI summary The document discusses the assessment of performance-based models currently in use, focusing on equity concerns, standards for performance-based contracts, and market barriers for efficiency programs. ENSC anticipates addressing these issues in the development of a performance-based model in the coming year and refers to Multeese IR-14 for further details.

Commercial and Industrial (C&I) Programs - The targeting of C&I customers will be enhanced in two ways. First, key market segments will - be identified and the existing financial incentives from relevant programs will be packaged - togethe...

AI summary The C&I Programs section outlines plans to enhance targeting by identifying key market segments and offering bundled financial incentives, technical support, and tailored services to commercial and industrial customers.

Prescriptive Rebate - program eligibility requirements - higher measure first-cost - lack of time to pursue comprehensive energy analysis - corporate purchase policies that emphasize first cost, rather than lifecycle cost - lack of immedia...

AI summary The text discusses barriers to implementing a prescriptive rebate program, including high first costs, lack of time for comprehensive energy analysis, corporate policies favoring first cost over lifecycle cost, limited availability of efficient products, and risk aversion to new technologies. It mentions the 2012 DSM Plan as addressing these issues.

a tendency to overdesign individual systems for worst-case conditions rather than leveraging the efficiency of an integrated system for expected conditions risk aversion to new designs and technologies higher first cost lack of awareness r...

AI summary The text discusses challenges in energy efficiency programs, including overdesigning systems for worst-case scenarios, risk aversion to new technologies, higher first costs, and lack of awareness about energy and non-energy benefits. It references the 2012 DSM Plan, Appendix A, Sections 3.2 and 3.3, which address how the proposed program overcomes these barriers.

barriers and imperfections. Request IR-39: With regard to upcoming low-income programs, please explain why details "of owner contributions will be developed in 2012 or before." Appendix A, page 11. Why is the internal deadline for developm...

AI summary The document discusses a request regarding the timeline for developing low-income programs, specifically why the deadline for owner contributions is set for 2012 rather than 2011. The response indicates that program development will begin in 2011 following approval of the 2012 DSM Plan.

14 2012 DSM Plan Savings and Investment – Residential DSM Programs Only 2012 Investment Lifetime Benefits ($ million) ($ million)a Incremental Annual Net Energy Savings at Generator (GWh) Incremental Annual Net Demand Savings Generator (MW...

AI summary This section outlines the 2012 DSM Plan savings and investment for residential demand-side management programs, providing details on investment amounts, lifetime benefits, energy savings, demand savings, and cost tests for various residential programs.

14 Please refer to CA IR-38. 1 Request IR-42: 2 3 Please provide a breakout of the participants in the 2009 and 2010 programs by 4 5 a) at least three bands of income, 6 7 b) whether tenant or homeowner who pays the relevant energy bills,...

AI summary The text discusses requests and responses related to energy efficiency programs in Nova Scotia. It addresses the need for a breakdown of program participants by income, tenancy status, and debt capacity, and confirms that the innovative financing strategy aims to increase customer choice in energy efficiency measures.

Illustrative Alternative Funding Paths Year Incremental Achievable Potential Energy Savings (GWh) Total Demand (NSR GWh) Non-ELI Demand (GWh) Savings (% eligible demand) 20 This list indicates of the types of factors that may limit partici...

AI summary The text outlines a request for information on transferable financing programs considered by Dunsky in its report and asks whether furnace installation in electric-baseboard-heated homes could be a candidate for such financing. It also references other requests and responses within the proceeding.

Date Filed: March 29, 2011 ENSC CA IR-48 Page 1 of 1 1 Request IR-49: 2 3 With regard to the fuel substitution pilot, described at Appendix D, p. 21, please provide 4 the basis for the assumptions that 80% of those who responded that they...

AI summary The document contains a request and response regarding the fuel substitution pilot. The request asks for the basis of assumptions that 80% of respondents who said they would definitely convert their heating systems away from electricity would do so, and 20% of those who said they would probably convert would follow through. The response explains that these assumptions are based on industry estimates commonly used by market research firms.

Date Filed: March 29, 2011 ENSC CA IR-50 Page 1 of 1 1 Request IR-51: 2 3 What is the average maximum payback period for residential customers to invest in energy 4 efficiency measures? 5 6 Response IR-51: 7 8 ESNC has not determined the a...

AI summary The document contains responses from ENSC to various requests regarding energy efficiency measures, success criteria for DSM programming, and recommendations from Dunsky's report. ENSC has not determined the average maximum payback period for residential energy efficiency investments, defines success based on fulfilling its legislative mandate, and is considering some recommendations from Dunsky's report.

1 Request IR-54: 2 - 3 Please provide the Non-participants' or Rate Impact Measure results for all programs - 4 proposed for the 2012 program year. 5 6 Response IR-54: 7 8 The following figure shows the Rate Impact Measure test for the 201...

AI summary The document requests the Rate Impact Measure results for all programs proposed in the 2012 DSM Plan. A response refers to a figure that shows the results of the Rate Impact Measure test for that year.

42 TABLE 2 Preliminary Allocation of 75% of DSM Program Costs associated with benefits realized by participating classes. COLUMN A B C D E F G H I J FORMULA r col A to H x75% I Program costs incurred participating rate classes. on Program...

AI summary The table provides a preliminary allocation of 75% of DSM program costs associated with benefits realized by participating rate classes. It includes various program costs and their distribution across different rate classes such as residential, small general, general demand, and industrial.

30 1 Enabling Strategies allocated based on Customer counts cass, 2009 Compliance Filing Line # TABLE 2 a) Estimate of DSM Program participation by rate classes before accounting for the Municipal Class 1 2 COLUMN A 8 C D E F G 3 4 5 Relat...

AI summary This table from the 2009 Compliance Filing outlines the estimated participation rates of various demand-side management (DSM) programs by rate classes, showing the relative shares of program costs incurred by each class before accounting for the Municipal Class.

NON-CONFIDENTIAL 1 Request IR-1: 2 3 ELI customers completed efficiency projects in 2009 and 2010. The resulting energy and 4 demand savings contribute to the IRP targets and are reported in this filing because they are 5 incremental to cu...

AI summary The text discusses electricity savings by the Extra Large Industrial (ELI) class in Nova Scotia, which were not included in the 2009 IRP Update. These savings are estimated at 80 GWh and 20 MW and are being considered for inclusion in the 2012 DSM Plan after verification. ENSC was informed of these savings during a stakeholder meeting in January 2011.

- 7 2012 DSM Plan with the UARB. 1 Request IR-2: 2 3 Please explain how ENSC would have planned to achieve 80 GWh of energy savings in the 4 absence of the unexpected savings from ELI. 5 6 Response IR-2: 7 8 In the absence of 80 GWh and 12...

AI summary The document discusses the 2012 DSM Plan with the UARB, including requests and responses about achieving energy savings targets, the impact of unexpected savings from the ELI class, and the role of the PDWG in mid-course adjustments to DSM programs. ENSC outlines investment figures and discusses stakeholder engagement.

Date Filed: March 29, 2011 ENSC EAC IR-4 Page 2 of 2 1 Request IR-5: 2 3 Please provide detailed reasons about how and why ENSC has chosen to pursue a different 4 level of investment in the ENSC 2012 DSM Plan versus what was identified as...

AI summary The document discusses ENSC's 2012 DSM Plan and its investment level compared to the 2007 IRP and 2009 IRP Update, noting a difference of 17.3 million. ENSC argues that the DSM Plan meets the electricity savings targets from the 2009 IRP Update and that the IRP budget is not prescriptive for program planning.

Request IR-7: - Please provide the IRP load forecast with respect to DSM and the estimates for economic - and achievable energy savings from the IRP. Response IR-7: Please refer to NPB IR-1. - The figure below provides estimates of achieva...

AI summary The response to Request IR-7 refers to NPB IR-1 and provides a figure estimating achievable DSM energy savings from the 2009 Integrated Resource Plan.

- IRP Update. The 2009 IRP Update did not include forecasts of DSM economic potential. TOTAL Incremental Achievable Potential Demand Savings (MW) Cumulative Demand Savings (MW) Incremental Achievable Potential Energy Savings (GWh) Cumulati...

AI summary The 2009 IRP Update omitted forecasts of DSM economic potential. A table shows demand and energy savings from 2008 to 2032. ENSC responded to a question about 2012 start-up costs, stating they do not anticipate any but expect learning costs.

3 ENSC DSM Plan 2012 (p.14) 2012 Investment ($ Million) Lifetime Benefits ($ Million) Incremental Annual Net Energy Savings at Generator (GWh) Incremental Annual Net Demand Savings at Generator (MW) Total Resource Cost Test (TRC) Program A...

AI summary The 2012 ENSC DSM Plan outlines investments and benefits for various demand-side management programs, including residential and commercial initiatives, with details on annual energy savings, demand savings, and associated costs. The table includes figures for enabling strategies, residential and commercial programs, and savings outside the DSM plan.

5 Please confirm that 4 million will be spent on enabling strategies. Please explain why 6 enabling strategies are important to the future success of ENSC DSM programs in Nova 7 Scotia. 8 9 Response IR-9: - 1 ENSC's plan includes $2 millio...

AI summary The response explains that ENSC plans to spend $5 million on enabling strategies, including education, outreach, research, and other initiatives. These strategies are important for supporting DSM programs in the short term and achieving long-term goals, such as workforce training and innovative financing.

Energy Conservation "Nudges" and Environmentalist Ideology: Evidence from a Randomized Residential Electricity Field Experiment Dora L. Costa UCLA and NBER [email protected] Matthew E. Kahn UCLA and NBER [email protected] July 2010 We t...

AI summary This study by Dora L. Costa and Matthew E. Kahn examines energy conservation 'nudges' through a randomized residential electricity field experiment. It explores how environmentalist ideology influences consumer behavior in energy efficiency initiatives, funded by the UCLA Ziman Real Estate Center.

Abstract JEL Codes: Q41, D03, D72 Energy Conservation "Nudges" and Environmentalist Ideology: Evidence from a Randomized Residential Electricity Field Experiment "Nudges" are being widely promoted to encourage energy conservation. We show...

AI summary A study finds that energy conservation 'nudges' (e.g., providing electricity usage feedback) reduce consumption among liberals but may increase it among conservatives. Regression analysis shows a 3.1% reduction for liberals and a 0.7% increase for conservatives under specific conditions. The research highlights ideological differences in response to behavioral interventions in energy efficiency programs.

conservation "nudge." In the United States, conservatives consistently oppose environmental regulation and energy policies intended to further environmental aims. This claim is based on evidence from polling on the belief in climate change...

AI summary The text discusses political polarization in environmental policy between U.S. Democrats and Republicans, citing studies on climate change beliefs and Congressional voting patterns. It highlights differences in energy policy preferences and introduces a 'nudge' strategy using a Home Electricity Report to reduce electricity consumption.

The HER Experiment Between March 14 and May 9 2008, the electric utility sent the first Home Electricity Reports to a treatment group of approximately 35,000 households. By April 1, 43% of all treatment households had received the report a...

AI summary The HER Experiment involved sending Home Electricity Reports to 35,000 treatment households and withholding them from 49,000 control households. Selection criteria included single-family homes, active utility accounts, and contiguous census block assignments to encourage community-based energy-saving behaviors.

Econometric Framework Previous studies have examined the HER report's average treatment effect and have also examined how its effect varies by standard characteristics such as attributes of the home and socio-economic characteristics of th...

AI summary The study examines the HER report's impact on household energy consumption, highlighting how environmental ideology and potential perverse effects, such as the boomerang effect, influence responses to energy-saving information.

Results Table 2 shows the mean overall treatment effect and the treatment effect by own and neighborhood ideology, own and neighborhood education, and house characteristics using specifications 1-4. We obtain a mean overall treatment effec...

AI summary The analysis reveals a mean treatment effect of -0.021 on electricity consumption, with differential impacts based on political ideology and green energy engagement. Conservatives show smaller reductions (0.4%) compared to liberals (1.1%), while unregistered voters and green energy purchasers exhibit larger responses (2.9% and 1.5%, respectively). Environmental donors also show reduced consumption (1.0%).

Conclusion "Nudge" based policy prescriptions seek to make us healthier, richer in our retirement (through opt out defaults), and better environmental citizens. In one consumer finance experiment, "nudges" that are inexpensive to implement...

AI summary The text discusses how 'nudge' policies in energy conservation may have differential effects on liberals and conservatives, with the latter potentially resisting or defying such measures. It highlights the role of Home Energy Reports (HER) in influencing behavior, the need for targeted messaging, and the potential effectiveness of combining nudges with stricter policies like building codes and higher electricity prices.

Table 4: Treatment Effects by Ideology, Education, and Structure among Heavy Users Dependent Variable: Log(Mean Daily kWh) (1) (2) (3) (4) Treated -0.025 -0.005 0.063 -0.105 (0.002) (0.003) (0.009) (0.054) Treated x (Registered conservativ...

AI summary Table 4 presents treatment effects on heavy electricity users based on ideology, education, and household structure. The analysis shows statistically significant variations in energy consumption across different political affiliations, environmental donations, and household characteristics such as college graduation rates and house age.

Abstract This paper evaluates a pilot program run by a company called Positive Energy to mail home energy reports that compare a household's energy use to that of its neighbors and provide energy conservation information. Using data from r...

AI summary This paper evaluates a pilot program by Positive Energy that mails home energy reports to households, comparing their energy use to neighbors. Using data from a randomized field experiment in Minnesota, the program is shown to reduce energy consumption by 1.9 percent, with effects decaying over time. The study suggests that profiling can improve cost effectiveness and highlights the impact of non-price nudges on consumer behavior.

dia outlets. Other utilities are considering adopting the program, and credible documentation of the magnitude of it effects will affect the disposition of millions of dollars in potential investment. The success or failure of the Positive...

AI summary The text discusses the Positive Energy program's impact on electricity consumption, highlighting its potential influence on future energy efficiency programs and the effectiveness of non-price interventions. The program's success could shift energy efficiency spending from large rebates to behavioral strategies. The estimated Average Treatment Effect (ATE) from Home Energy Reports shows a 1.8 to 2.1 percent reduction in electricity consumption, with robust confidence intervals.

2.2 Experimental Design As of summer 2009, Positive Energy has contracts to operate pilot projects for utilities in California, Minnesota, Washington, Illinois, Colorado, and Virginia. This paper evaluates their program at an electric util...

AI summary This section describes the experimental design of a demand-side management program by Positive Energy, which sends Home Energy Reports to households in Minnesota. The reports include social comparisons and action steps to encourage energy efficiency. Half of the eligible households received the reports (Treatment group), while the other half did not (Control group). The reports are sent monthly or quarterly, and the study is ongoing.

2.4 Attrition The pilot program experienced two forms of attrition, account closure and opting out. Consumers close accounts when they move to a different house; 1.25 and 1.24 percent of Treatment and Control households, respectively, clos...

AI summary The pilot program experienced attrition through account closure and opting out. Account closure rates were similar between Treatment and Control groups, while opting out was more common among older, lower-income households. These households still had their electricity bills observed.

y a negligible amount. The treatment is also not "opening Home Energy Reports." It is difficult to measure letter open rates, and thus it would be difficult to estimate that second form of ITT Effect. From a policy perspective, the treatme...

AI summary The text discusses the measurement of treatment effects in a program aimed at electricity conservation, focusing on the challenges of estimating impact based on Home Energy Reports and the use of Average Treatment Effects (ATE) to assess program effectiveness across a population. It also outlines the timeline of meter readings and when post-treatment effects can be observed.