Topic:"Demand Side Management" in M07544

24 1.1 Background 25 During the 2016-2018 DSM Resource Plan regulatory process, Intervenor 26 discussion emerged on the appropriateness of EfficiencyOne's incentive levels 27 for Efficiency Nova Scotia electricity efficiency programs. As a...

AI summary During the 2016-2018 DSM Resource Plan process, EfficiencyOne faced scrutiny over its incentive levels for electricity efficiency programs. The UARB ordered a review of incentive methodologies, leading to a Scope of Work, stakeholder consultations, and CLEAResult's selection to analyze Nova Scotia's market and propose reforms. The process aimed to align incentives with regulatory standards and improve program rigor.

As a result of the regulatory process for the 2016-2018 Demand Side Management (DSM) Resource Plan, EfficiencyOne was asked to review its current incentive level setting methodology. The Nova Scotia Utility and Review Board (UARB) recogniz...

AI summary The Nova Scotia Utility and Review Board (UARB) requested EfficiencyOne to review and optimize its incentive level setting methodology for energy efficiency programs. EfficiencyOne retained CLEAResult to analyze best practices from other jurisdictions and develop a comprehensive incentive-setting approach tailored to Nova Scotia's programs.

Project Scope and Background The UARB directed EfficiencyOne to present these recommendations as a result of the regulatory process for the proposed 2016-2018 Demand Side Management (DSM) Resource Plan. In its August 12, 2015 Decision, the...

AI summary The UARB directed EfficiencyOne to present recommendations for the 2016-2018 DSM Resource Plan, following a budget directive of $102.15 million set in August 2015. This followed a budget adjustment in the Quantum Agreement, with initial energy and demand savings targets remaining unchanged.

Program Financial Simulation To test the recommendations, a program financial simulation was conducted for both the Instant Savings and Custom programs. The current incentives were evaluated against multiple criteria, with a recommendation...

AI summary A financial simulation evaluated the Instant Savings and Custom programs' incentives against multiple criteria, assessing their appropriateness. The analysis aimed to test recommendations for these demand-side management initiatives under Nova Scotia's regulatory framework.

contractor performs the work for the customer. Direct install is another example of a convenience incentive. In these programs, there are financial and convenience incentives that are often combined. The costs associated with providing con...

AI summary The text categorizes energy efficiency program incentives into convenience, educational/technical assistance, and discusses how costs are quantified. Convenience incentives include direct install and appliance retirement, while educational incentives address knowledge barriers. Costs for customer service improvements (e.g., online systems) are not classified as incentives. Educational incentives are not quantified as financial incentives in the ENS portfolio.

Benchmarking If an incentive or technology is new, there may not be any historical data to assist with forecasting price and penetration curves in a utility's local market. Benchmarking incentive rates against similar technologies or progr...

AI summary Benchmarking is proposed to address data gaps in forecasting incentive prices and technology penetration when local market data is unavailable. Methods include direct benchmarking against similar jurisdictions and adjusting for factors like regulatory and infrastructure differences. Open dialogue with other regions is emphasized to understand market nuances affecting incentives.

Program Evaluation Review and Historical Experience The final consideration in determining perceived value is reviewing previous evaluation reports and accounting for historical experience. Program evaluations typically include an analysis...

AI summary The text emphasizes reviewing past program evaluations and historical experience to assess program effectiveness, including barriers, customer insights, and quantitative metrics like participation and savings. Historical data informs adjustments to incentives, such as reducing LED lamp incentives if uptake exceeds forecasts.

Table 3: Research Engagement Phase Research and Engagement Phase determine awareness, barriers and purchase decisions. this research. For new measures, this process should be undertaken at the outset of incentive development.

AI summary This table outlines the research and engagement phase, focusing on determining awareness, barriers, and purchase decisions, particularly for new measures where this process should be initiated at the outset of incentive development.

RESIDENTIAL SECTOR There are more than 390,280 residential households in Nova Scotia. 15 The majority of customers are on flat-billing residential electricity purchase agreements. Only 1,000 customers are on residential time-of-use pricing...

AI summary Nova Scotia has 390,280 residential households, with 75% being single-family homes. Most use flat-rate billing, and only 1,000 are on time-of-use pricing. 31% of homes use electric heating, with 46% relying on fuel oil. Lighting is dominated by incandescent bulbs (51%), while LEDs are only 4%. Opportunities exist for energy savings in heating and water heaters, with 61% of homes having electric water heaters.

Year Residential Energy Savings (GWh) Business, Not for Profit and Institutional Savings (GWh) Residential Demand Reduction (MW) Business, Not for Profit and Institutional Demand Reduction (MW) Fully Allocated Residential Expenditure ($ mi...

AI summary The tables provide historical data on energy savings and expenditures related to demand-side management programs in Nova Scotia, as well as comparisons of unit costs and energy savings percentages across various jurisdictions in Canada and the United States.

After the end of the most recent DSM planning process, ENS's 2016-2018 savings targets and budgets are as follows: Year Savings (GWh) Expenditure ($ million) Unit Cost ($/kWh) 2016 133.1 $33.21 $0.25/kWh 2017 136.5 $34.02 $0.25/kWh 2018 13...

AI summary The document outlines ENS's 2016-2018 demand-side management (DSM) savings targets and budgets, including savings in gigawatt-hours and expenditures in millions of dollars. It also notes that ENS's 2015 target was 1.3% of electricity sales, comparable to other jurisdictions.

POLICY CONSIDERATIONS

AI summary The policy considerations section discusses energy efficiency initiatives, regulatory frameworks, and stakeholder input. Key topics include demand-side management (DSM), Energy Efficiency Resource Standards (EERS), and technology evaluation methods. Organizations like the Nova Scotia Utility and Review Board (UARB) and the Canadian Energy Efficiency Alliance (CEEA) are referenced, along with programs such as EERS and DSM.

ACHIEVABLE POTENTIAL In 2014, Navigant Consulting conducted an achievable potential study for Nova Scotia, (Nova Scotia 2015-2040 Demand Side Management (DSM) Potential Study) 20 . It indicated that the achievable potential and required ex...

AI summary In 2014, Navigant Consulting conducted an achievable potential study for Nova Scotia, focusing on Demand Side Management (DSM) potential from 2015 to 2040. The study outlined the achievable potential and required expenditure for the years 2016, 2017, and 2018.

Year Annual Savings (GWh) Expenditure ($ million) Unit Cost ($/kWh) 2016 139.9 $50.5 $0.36/kWh 2017 141.7 $50.0 $0.35/kWh 2018 136.2 $52.4 $0.38/kWh Total 417.8 $152.9 $0.37/kWh Table 10 : Nova Scotia Achievable Potential Summary The numbe...

AI summary The table shows annual energy savings and expenditures from 2016 to 2018, with total savings of 417.8 GWh and total expenditure of $152.9 million. The achievable potential study indicates that ENS's savings targets are nearly 100% of achievable potential, but the UARB approved only 50-70% of the required budget.

COST EFFECTIVENESS AND AVOIDED COSTS At the portfolio level, cost effectiveness is guaranteed since the combination of savings targets and budget is lower than the cost effectiveness threshold (provided that the persistence of the energy s...

AI summary The document discusses cost effectiveness and avoided costs in Nova Scotia's Demand Side Management (DSM) programs. It outlines a Technology Research Cost (TRC) threshold of 1.0 for program measures, inclusion of program administration costs in TRC screening, and references strategies used in other jurisdictions like Energy Trust of Oregon. A study by Navigant Consulting is cited for DSM potential analysis.

Current Programs Program Name Program Offer and Incentive Structure Residential Profile An online assessment tool is provided for customers to enter information about their home and receive energy savings tips and information regarding opt...

AI summary The document outlines several current programs, including a free online residential energy assessment tool, instant savings incentives for energy-efficient purchases, and a financial incentive program for retiring old appliances. These programs aim to promote energy efficiency and reduce energy consumption among residential customers.

The following table contains an analysis of the barriers and the associated incentive strategy for the four investigated programs. Program Identified Barriers Incentive Strategy 2) Residential customers need simplicity; submitting incentiv...

AI summary The table analyzes barriers and incentive strategies for four programs, highlighting that residential customers face complexity in applying for incentives and that retailers vary in their awareness and engagement with the programs. Incentive strategies include training, delivery agents, and promotional campaigns to improve participation and program understanding.

Price Sensitivity Research Price sensitivity is usually defined as the affect the price for a product or service has on the consumers' motivation to purchase it. For incentive setting in energy efficiency and conservation programs, it is i...

AI summary Price sensitivity research, particularly Van Westendorp's Price Sensitivity Meter, is used to determine acceptable pricing ranges for energy efficiency programs. The method involves analyzing consumer responses to four price-related questions, with cumulative distributions indicating acceptable price boundaries. While not exact, it provides a reference for setting incentives and understanding market dynamics.

25 Our Electricity Future: Nova Scotia's Energy Plan 2015-2020, Nova Scotia Department of Energy, Available: General Principle Current Activities Recommended Activities

AI summary The document outlines Nova Scotia's Energy Plan 2015-2020, focusing on general principles, current activities, and recommended activities related to the province's electricity future.

Understand Technology Savings, Price and Market Penetration For Instant Savings, EfficiencyOne gains an understanding of technology savings, price and penetration through the following activities: 1. Energy Efficiency Standards (Regulation...

AI summary The text discusses EfficiencyOne's approach to understanding technology savings, price, and market penetration for the Instant Savings Program. It highlights the use of energy efficiency standards, program evaluation, industry data, and specific studies. In 2014, EfficiencyOne removed CFLs from the program in response to new codes and standards. Program evaluation is used annually to review and update energy savings assumptions.

For the Custom Program, CLEAResult has the following recommendations: General Principle Current Activities Recommended Activities Understand Customer Motivation and Barriers for Participation For the Custom Program, EfficiencyOne gains an...

AI summary CLEAResult recommends continued market research and program evaluation to understand customer motivations and barriers for participation in the Custom Program. It highlights the importance of educational incentives over financial ones and suggests using semi-annual surveys to gather insights for underperforming areas.

Program Benchmarking When the Custom Retrofit program was designed in 2008, the initial incentive was designed using a $/kWh incentive rate based on a similar program by Manitoba Hydro. It was unknown what incentive level customers in Nova...

AI summary The Custom Retrofit program, designed in 2008, initially used a \/kWh incentive rate based on Manitoba Hydro's program. Over time, the incentive rate has evolved to serve as a ceiling for individually negotiated incentives with program participants.

Program Evaluation Through the annual program evaluation process, participant surveys are conducted to determine free ridership and spillover savings . For the Custom Program, EfficiencyOne gains an understanding of technology savings, pri...

AI summary The document discusses the evaluation of a Custom Program, emphasizing the collection of energy savings and cost information through feasibility studies and project applications. It highlights the importance of tracking project type data, engaging the supply chain, and setting incentive screening thresholds based on energy savings persistence and avoided costs.

updated, consistent with the recommendations in the General Principles section. Understand Supply Chain and Service Provider Considerations For the Custom Program, EfficiencyOne gains an understanding of the supply chain and service provid...

AI summary The document discusses how EfficiencyOne gains understanding of supply chain and service provider considerations through program management and evaluation. It also outlines how financial impacts are assessed through project screening, program management, and evaluation. CLEAResult recommends continuing current activities and implementing General Principles to support the program.

rovide insight on the contractor and customer program experience. EfficiencyOne also has dedicated Application Coordinators for application support and approval in the program. They work with both the distributors in the midstream program...

AI summary The text discusses the Business Energy Rebates program, highlighting EfficiencyOne's role in providing application support and program benchmarking based on similar programs like Efficiency Vermont. It also emphasizes the importance of program evaluation, market research, and understanding customer motivations and barriers in the commercial and industrial sectors.

APPENDIX A-1: ONTARIO ELECTRICITY

AI summary Appendix A-1 discusses Ontario electricity, referencing organizations and programs related to energy efficiency and demand-side management. Key entities include Nova Scotia Utility and Review Board, American Council for an Energy-Efficient Economy, and Energy Efficiency Resource Standards.

Electric Utilities Ontario has 72 electric utilities (LDCs). The majority of them are municipally owned, but there are a few investor-owned utilities that operate in Ontario. For conservation and efficiency program purposes, they all follo...

AI summary Ontario has 72 electric utilities (LDCs), mostly municipally owned, with uniform conservation program guidelines. The largest LDCs are Toronto Hydro and Hydro One (over 500,000 customers), while Atikokan Hydro is one of the smallest (1,600 customers).

ONTARIO (IESO) –OVERVIEW

AI summary Overview of the Ontario Independent Electricity System Operator (IESO) regulatory proceeding, involving key entities like the Ontario Energy Board (OEB), Ontario Power Authority (OPA), and Local Distribution Companies (LDCs). Focus areas include Demand Side Management (DSM) and Energy Efficiency Resource Standards (EERS).

ONTARIO - ENERGY EFFICIENCY PROGRAMMING

AI summary The document outlines Ontario's energy efficiency programming initiatives, involving key stakeholders and regulatory bodies. It references programs, methodologies, and organizations involved in demand-side management and energy efficiency standards.

FUTURE TARGETS The Conservation First Framework covers the time period from 2015-2020. The province-wide budget for the six years is $2.2 billion, of which LDCs are provided with $1.8 billion. The IESO retains some funds for central servic...

AI summary The Conservation First Framework for 2015-2020 outlines a province-wide budget of $2.2 billion, with $1.8 billion allocated to LDCs. The total Ontario target is 8.7 TWh, with LDCs having a combined target of 7 TWh. Each LDC must submit a CDM plan aligned with cost effectiveness and budget requirements.

APPENDIX A-2: ONTARIO GAS (UNION GAS) Program Name Program Area Program Measures Links Energy Managers This program provides funding for hiring an Energy Manager for larger commercial or industrial customers. The incentive funding is provi...

AI summary This appendix describes the Energy Managers program by Union Gas, which provides funding for hiring energy managers for larger commercial or industrial customers. The program offers either a guaranteed salary or a pay-for-performance option at a rate of $40/MWh, with annual savings targets to ensure cost effectiveness.

MARKET STRUCTURE OVERVIEW DSM is a core part of the conservation first policy in Ontario as per the 2013 Long-Term Energy Plan. In 2014, the Minister of Energy issued a directive to the Ontario Energy Board (OEB) for the development of a n...

AI summary The document outlines Ontario's 2014 DSM framework, developed by the OEB under the 2013 Long-Term Energy Plan. It emphasizes cost-effective natural gas conservation, alignment with electricity CDM efforts, and principles like cost recovery, customer participation, and low-income accessibility. Utilities must submit annual budgets and reports, with mid-term reviews in 2018 and program evaluations starting in 2016.

PORTFOLIO MATURITY AND HISTORICAL PERFORMANCE DSM of natural gas has been practiced in Ontario for 21 years. The previous DSM Guidelines (EB-2008-0346) were in place from June 2011 regarding development of new multi-year DSM plans for the...

AI summary This section discusses the history and maturity of DSM programs for natural gas in Ontario, referencing past guidelines and decisions from the OEB, including the 2006 Generic DSM Proceeding and the 2011 DSM Guidelines.

Year Annual Savings (m³) Costs ($) 2012 137,438,488 31,322,216 2013 179,966,564 32,838,926 2014 30,091,000(Budget) 3 Ontario Energy Board, Multiple documents from: "Natural Gas Demand Side Management," [http://www.ontarioenergyboard.ca/oeb...

AI summary The table provides data on annual savings and costs for a demand-side management program from 2012 to 2014. It also references a report by the Ontario Energy Board on natural gas demand-side management. A figure shows the TRC ratio by program category for 2012-2013.

The gas utilities have developed and submitted their annual DSM program budgets for all proposed programs for OEB approval 2015-2020. The budgets are comprehensive including financial, marketing and communications, administration and staff...

AI summary The gas utilities have submitted annual DSM program budgets for 2015-2020 for OEB approval. The budgets cover financial, marketing, administration, and evaluation aspects, and the OEB has approved them with modifications.

Approved Approved Annual D SM Budgets Utility 2014 (Actuals) 2015 2016 2017 2018 2019 2020 2015-2020 Total Enbridge $ 32,511,266 $ 37,722,230 $ 56,361,117 $ 62,933,844 $ 67,554,087 $ 66,421,773 $ 67,757,376 $ 358,750,427 Union $ 33,713,172...

AI summary The document presents approved annual DSM budgets for Enbridge and Union from 2014 to 2020, including overhead costs and proposed program budgets. It also mentions the use of a weighted scorecard approach to incorporate performance metrics and broader conservation priorities.

Figure 21: Union Gas Scorecar[d](#page-112-0) 4 Union Resource Acquisition Low- Income Large Volume Market Transformation Performance- based Cumulative natural gas savings metric weight 75% 100% 100% 0% 0% Other metric weight 25% 0% 0% 100...

AI summary Figure 21 presents a scorecard for Union Gas, highlighting different metrics weighted for various programs. The cumulative natural gas savings metric is weighted 75% for 'Resource Acquisition' and 100% for 'Low-Income' and 'Large Volume' programs, while 'Market Transformation' and 'Performance-based' programs have different weightings. Union Gas has proposed other metrics targeting these areas.

Figure 22: Union Gas Targets & Performance Metric[s](#page-112-0) 4 Resource Acquisition Scorecard Metric Units Weight 2016 Target Metrics and Targets Cumulative Savings CCM (millions) 75% 1,11 Home Reno Rebate Participants Homes 25% 3,000...

AI summary The text presents a scorecard with performance metrics and targets for Union Gas, including cumulative savings, participant numbers, and energy efficiency goals for various programs such as Home Reno Rebate, Low Income, Market Transformation, and Performance Based initiatives.

Technical Reference Manual The EC reviews and proposes updates to the OEB with regards to data within the TRM. This occurs yearly. This review and update includes input assumptions to reflect the findings of the annual DSM evaluation and a...

AI summary The Evaluation Contractor (EC) annually reviews and updates the Technology Research Methodology (TRM) for the Ontario Energy Board (OEB), incorporating findings from Demand Side Management (DSM) evaluations and potentially new technologies to improve assumptions.

Cost Effectiveness Requirements The gas utilities' overall DSM goals are to achieve all the cost-effective DSM available in its market. The OEB determined that cost effectiveness should be based on the Total Resource Cost-plus (TRC-plus) t...

AI summary Gas utilities must achieve all cost-effective Demand Side Management (DSM) in their markets. The Ontario Energy Board (OEB) mandates the Total Resource Cost-plus (TRC-plus) test for screening programs, with low-income programs requiring a minimum TRC-plus ratio of 0.7 and Resource Acquisition programs requiring 1.0. Market transformation programs are exempt from cost-effectiveness testing.

2. Technical Reference Manuals The Technical Evaluation Committee approve/deny measures for TRMs which are used for savings and assumptions and enables Union Gas to include solutions in programs. Measures with large savings potential can w...

AI summary The Technical Evaluation Committee approves or denies measures for TRMs, which are used for savings and assumptions, enabling Union Gas to include solutions in programs. Measures with significant savings potential may qualify for higher incentive levels.

EXISTING MAIN PROGRAMS – UNION GAS [4](#page-112-1) Program Area Program Name Description Incentives Links Performance Based RunSmart Program provides smaller commercial and industrial customers with a free on site building assessment, a r...

AI summary Union Gas offers two main programs: RunSmart for smaller commercial and industrial customers, providing free assessments and incentives up to $20,000, and a Large Volume program offering technical support, training, and financial incentives for large volume customers.

LOAD AND CONSUMPTION INFORMATION Peak Demand (2017 Forecast): 11,681 MW Consumption (2017 Forecast): 63,238 GWh o Residential: 19,761 GWh (31%) o Commercial: 17,815 GWh (28%) o Industrial: 19,016 GWh (30%)

AI summary The document provides forecasted load and consumption data for 2017, including peak demand of 11,681 MW and total consumption of 63,238 GWh, distributed across residential, commercial, and industrial sectors.

MARKET STRUCTURE OVERVIEW BC Hydro is a provincial Crown corporation. Their mandate is to generate, distribute, purchase and sell electricity. The sole shareholder of BC Hydro is the Province of British Columbia. BC Hydro reports to the Mi...

AI summary BC Hydro, a Crown corporation owned by British Columbia, operates under the Ministry of Energy and Mines and is regulated by the BCUC. The Integrated Resource Plan and Clean Energy Act guide BC Hydro's focus on demand-side management (DSM) and renewable energy, with DSM programs funded by ratepayers. The Ministry monitors DSM progress and may direct BCUC on regulatory matters.

Figure 26: Planned Energy Savings in F2020 (GWh/yr) [4](#page-121-0) Codes and Standards Rate Structures Programs Total Residential 2,760 980 1,070 4,810 Commercial 500 390 1,480 2,370 Industrial 110 730 2,590 3,430 Total 3,370 2,090 5,150...

AI summary The text presents two figures showing planned energy and capacity savings in F2020, broken down by residential, commercial, and industrial sectors. The data includes savings from codes and standards, rate structures, and programs, with a total of 10,610 GWh/yr in energy savings and 1,756 MW in capacity savings.

Figure 28: Cumulative GWh/Year following the 2008 BC Energy Plan [4](#page-121-0) GWH/YEAR F2008 F2009 F2010 F2011 F2012 Target 295 761 1,700 2,300 3,500 Actual 326 983 1,778 2,348 BC Hydro has developed annual cumulative targets using the...

AI summary Figure 28 shows cumulative GWh/year targets and actuals from the 2008 BC Energy Plan. BC Hydro set targets for energy conservation and demand management, and actuals for 2008 to 2011 exceeded targets, with 2012 data missing. The targets were based on the Conservation Potential Review and other DSM tools.

Calculating Cost effectiveness Cost effectiveness analysis is performed by looking at the stream of benefits and costs resulting from the DSM investment. Four metrics are calculated for each test: - 1. Benefit-cost ratio = PV (benefits) /...

AI summary The text explains how cost effectiveness is calculated in the context of Demand Side Management (DSM) investments, using four key metrics: benefit-cost ratio, net present value, and gross levelized cost per kilowatt-hour.

- 4. Net Levelized cost ($/kWh)1 = PV (costs all benefits except for electric energy benefits) / PV (energy savings) Benefits Costs Avoided electric energy costs Avoided electric capacity costs Avoided non-electric fuel costs Customer non-...

AI summary The text outlines the calculation of net levelized cost per kWh, which involves comparing the present value of benefits such as avoided electric energy costs and customer non-energy impacts with the present value of costs like utility program costs and allocated overhead. Multiple tables further break down the benefits and costs associated with different programs.

6 BC Hydro, "F2012 Demand Side Management Milestone Evaluation Summary Report," The objective of this program is to acquire energy savings by reducing the High Performance Building energy intensity of new commercial buildings through more...

AI summary This document outlines the objective of a demand-side management program aimed at reducing energy intensity in new commercial buildings through efficient design and construction. It includes initiatives such as co-funding energy studies and providing incentives for implementing energy-efficient lighting designs.

CALIFORNIA ENERGY EFFICIENCY PROGRAM INCENTIVE & COST EFFECTIVENESS POLICY California has long been recognized as one of the leading jurisdiction in North America regarding the regulatory standards and policies established to guide the des...

AI summary California has implemented a 'Rolling Target' system for energy efficiency programs, requiring IOUs to submit annual budgets and a 'business plan' every five years. The CPUC has committed to allocating approximately $1B in ratepayer funds for energy efficiency and conservation programs.

Avoided Costs Within California, the avoided costs of electricity are generated by E3 for a 20-year period based on the following components: generation energy, generation capacity, ancillary services, transmission and distribution capacit...

AI summary The text discusses avoided costs in California, including components such as generation energy, capacity, and environmental benefits, as well as natural gas avoided costs. The avoided cost model is periodically updated, with the most recent update completed in 2011.

PACIFIC GAS & ELECTRIC (PG&E) – UTILITY OVERVIEW

AI summary The document provides an overview of Pacific Gas and Electric (PG&E) as a utility company, likely within the context of a regulatory proceeding. It may involve discussions on energy efficiency, demand-side management, and related regulatory frameworks, though specific details are not included in the provided text.

APPENDIX A-5: OREGON & WASHINGTON (ENERGY TRUST OF OREGON)

AI summary This appendix discusses the Energy Trust of Oregon's role in demand-side management (DSM) and energy efficiency programs, including collaboration with the American Council for an Energy-Efficient Economy (ACEEE) and the Canadian Energy Efficiency Alliance (CEEA). Key programs include the Industrial Accelerator Program (IAP) and Evaluation Contractor (EC) initiatives.

Exceptions to Cost Effectiveness for Measure inclusion into programs 18 For measures which do not pass both the utility and societal (total resource cost) tests, the OPUC does allow measures to be included in programs assuming the measure...

AI summary The OPUC allows measures to be included in programs even if they fail cost-effectiveness tests, provided they meet six conditions, such as significant non-energy benefits, market acceptance, regional DSM consistency, and legal requirements, as outlined in Docket UM-551.

APPENDIX A: MEASURE DEVELOPMENT PROCESS

AI summary Appendix A outlines the Measure Development Process within a Nova Scotia regulatory proceeding, involving entities like the Nova Scotia Utility and Review Board (UARB) and the DSM Advisory Group (DSMAG). It references energy efficiency frameworks, cost methodologies, and stakeholder involvement in demand-side management (DSM) initiatives.

APPENDIX A-6: NEW YORK (CONSOLIDATED EDISON)

AI summary Appendix A-6 discusses New York's Consolidated Edison, referencing energy efficiency programs, regulatory bodies, and related acronyms. It includes entities like NYSERDA, ACEEE, and DSM, highlighting topics such as demand-side management and energy efficiency standards.

LOAD AND CONSUMPTION INFORMATION

AI summary The text provides context for load and consumption information, listing acronyms related to energy efficiency, regulatory bodies, and programs. Key entities include organizations like the Nova Scotia Utility and Review Board and programs such as Demand Side Management.

Coal: 2 (0%) ELECTRIC - (millions of kilowatt-h iours) FIRM SALES AND INTERRUPTIBLE FOR NYPA OFF-SYSTEM CUSTOMER-OWNED AND YEAR RESIDENTIAL GENERAL TRANSPORTATION TRANSPORTATION N SALES AND OTHERS SALES GAS TRANSPORTATION 2014 46,661 28,96...

AI summary The document presents a table with electric and gas data, including sales and customer statistics for various years from 2009 to 2014. It includes information on residential, general, and transportation usage, as well as customer-owned and off-system sales.

KEY PLAYERS

AI summary The document outlines key players in a Nova Scotia regulatory proceeding, including organizations, programs, and legislation related to energy efficiency, demand-side management, and utility regulation. Entities listed include regulatory bodies, industry groups, and energy programs.

Program Analysis Initiatives Target Market Incentive Setting Methodology Central Air- Conditioning Residential or business customers looking to add a thermostat to their property. Get a free thermostat ($400 value), and $25 thank you chequ...

AI summary The chunk outlines a program offering incentives for residential and business customers who install or upgrade thermostats. Residential customers receive a free thermostat, a thank you cheque, and additional incentives if a smart thermostat is already installed.

APPENDIX A-8: VERMONT (EFFICIENCY VERMONT)

AI summary This appendix references Vermont's Efficiency Vermont program, focusing on energy efficiency initiatives. It includes context about regulatory bodies, programs, and acronyms relevant to energy efficiency and utility regulation in various jurisdictions.

Avoided Costs 2 Any updates to the avoided costs for Vermont are led by the PSB. Periodically, the avoided costs are updated. The last update occurred in 2015, based on a report by Synapse Energy Economics, which investigated the avoided e...

AI summary Vermont's avoided costs are updated by the PSB, with the last update in 2015 based on Synapse Energy Economics' report. Updates require board approval and are calculated regionally for New England. Key categories include avoided capacity/energy costs (linked to RPS), transmission/distribution costs, DRIPE, and CO2 emissions.

CURRENT CYCLE Efficiency Maine began Triennial Plans in 2011 and is currently in the second triennial cycle that spans 2014- 2016. Efficiency Maine also releases performance reports annually. The latest public report is 2015. Figure 55: 20...

AI summary Efficiency Maine began its Triennial Plans in 2011 and is currently in the second cycle covering 2014-2016. Annual performance reports are released, with the latest public report being from 2015. Figure 55 shows electric savings results from 2011 to 2015.

3. Incremental Cost Design Based on the market research and technology, Efficiency Maine will attempt to incentivize the incremental cost based on what is determined as a reasonable return on investment. For "Replace on Burnout" measures t...

AI summary Efficiency Maine calculates incremental costs differently for 'Replace on Burnout' measures (difference between measure cost and standard measures) versus 'Retrofit/Direct Install' measures (full measure cost including labor). The approach aims to incentivize based on reasonable ROI.

Figure 62: Electric Program Expenditures 2015 [12](#page-185-0) Program Incentive Delivery Total Business Incentive Program Electric Measures $15,642,304 $1,520,601 $17,162,905 Large Customer Program Electric Measures $6,439,194 $544,245 $...

AI summary Figure 62 presents a detailed breakdown of electric and natural gas program expenditures in 2015, including incentive, delivery, and total costs for various programs such as business incentives, home energy savings, and low-income initiatives, highlighting the overall financial commitment to energy efficiency and conservation efforts.

NATIONAL GRID - ENERGY EFFICIENCY PROGRAMMING

AI summary This document outlines a regulatory proceeding involving National Grid's Energy Efficiency Programming in Nova Scotia. Key focus areas include demand-side management, energy efficiency standards, and regulatory oversight by the Nova Scotia Utility and Review Board (UARB). The proceeding examines programs, technologies, and methodologies for improving energy efficiency.

NATIONAL GRID CORE PROGRAM OFFERINGS (RESIDENTIAL AND BUSINESS) Program Name Program Area Program Measures Links

AI summary The document outlines the core program offerings of National Grid for residential and business customers. It includes various programs related to energy efficiency, demand-side management, and renewable energy initiatives. However, the specific details of these programs are not provided in the text.

High Level Specifications

AI summary The document presents a regulatory proceeding with a list of acronyms related to energy efficiency, utility regulations, and demand-side management. No substantive content or arguments are provided beyond the acronyms and their expansions.

Inputs - Avoided Supply Costs (energy and capacity); - Local Avoided Supply Costs (energy and capacity); - Fixed Program Administration Costs; - Year of Implementation; - Measure Participation; - Variable Costs; - Measure Energy Savings (F...

AI summary The document outlines key inputs for analysis in a Nova Scotia regulatory proceeding, including avoided supply costs (energy and capacity), program administration costs, measure participation, energy savings, demand reduction, and financial factors like discount and inflation rates. These inputs inform evaluations of energy efficiency programs and their economic impacts.

Outputs - Total Gross Energy Savings; - Total Gross Demand Reduction; - Total Net Energy Savings; - Total Net Demand Reduction; - TRC Benefits; - TRC Costs; - TRC Net Benefits; - TRC Ratio; - PAC Benefits; - PAC Costs; - PAC Net Benefits;...

AI summary The document outlines key performance metrics for evaluating energy efficiency programs, including total energy and demand savings, TRC and PAC cost-benefit analyses, and levelized unit costs, which are essential for assessing program effectiveness and economic viability.

EfficiencyOne IN THE MATTER OF The Public Utilities Act , R.S.N.S. 1989, c.380, as amended. - and - IN THE MATTER OF An Application pursuant to Subsection 79J(3) of the Public Utilities Act for Approval of the 2016-2018 Supply Agreement fo...

AI summary The document outlines an application under the Public Utilities Act for approval of a 2016-2018 supply agreement focused on electricity efficiency and conservation activities. The proceeding involves regulatory approval for these initiatives.

1.1 Background During the 2016-2018 DSM Resource Plan regulatory process, Intervenor discussion emerged on the appropriateness of EfficiencyOne's incentive levels for Efficiency Nova Scotia electricity efficiency programs. As a consequence...

AI summary The 2016-2018 DSM Resource Plan regulatory process involved EfficiencyOne addressing stakeholder concerns about incentive levels for Nova Scotia's electricity efficiency programs. The UARB directed EfficiencyOne to develop a more rigorous incentive methodology by June 2016. CLEAResult was selected to conduct a jurisdictional review and analysis of Efficiency Nova Scotia programs, aligning with the Board's order and EfficiencyOne's Scope of Work.

EFFICIENCYONE INCENTIVE SETTING METHODOLOGY FILING (E-ENS-R-16) 1 2 EfficiencyOne shared a preliminary draft report with the DSMAG on April 11, 3 2016. This draft report provided CLEAResult's detailed research methodology, 4 but did not pr...

AI summary EfficiencyOne shared a preliminary draft report with the DSMAG in April 2016, which included CLEAResult's research methodology but no recommendations. Limited feedback was received, prompting the need for a more detailed report. A complete draft was shared in late April, leading to technical feedback and improvements. A final report was shared in June 2016, with comments sought by June 15th.

plate and an Excel-based tool) that prescribes both frequency and methodology of updates. The scope of the project focused on financial incentives, though the other types of incentives were discussed. The jurisdictional research involved p...

AI summary The project focused on financial incentives for demand-side management (DSM), with jurisdictional research revealing ENS's performance aligns with or exceeds other regions. Despite best practices, minimal formalized documentation on incentive design was found. CLEAResult's experience identified common principles across jurisdictions.

Project Scope and Background The UARB directed EfficiencyOne to present these recommendations as a result of the regulatory process for the proposed 2016-2018 Demand Side Management (DSM) Resource Plan. In its August 12, 2015 Decision, the...

AI summary The UARB directed EfficiencyOne to present recommendations for the 2016-2018 DSM Resource Plan following a budget directive of $102.15 million in its August 12, 2015 Decision. This followed a budget adjustment in the Quantum Agreement, with initial energy and demand savings targets remaining unchanged.

Table 2: Incremental Equipment Cost Scenarios Scenario General Description A customer may decide to make a new purchase for a technology or service. There is not a current technology or service in use. For example, if a customer purchases...

AI summary This table outlines the 'New Purchase/Installation' scenario, where a customer acquires a new technology or service without existing infrastructure. The incremental equipment cost is calculated by comparing an efficient technology to a standard one, often the most popular or a hybrid of available options. In some cases, the standard technology may be non-existent, such as when a homeowner has no insulation.

Customer Research A critical component of determining participant perceived value is actually asking potential customers what they would pay for a product or service, and what their price points are for difficult technology options. Additi...

AI summary Customer research is critical for understanding perceived value and setting effective incentives. Barriers like price, light quality, and environmental concerns (e.g., CFLs) hinder adoption despite financial incentives. The principal-agent problem in rental units complicates incentive delivery due to conflicting motivations between tenants and landlords.

Table 4: Cost Effectiveness Tests and Relationship to Incentive Setting from a Return on Investment Perspective Cost Effectiveness Test General Description and Features Implication for Incentive Setting (benefits-costs). A ratio over 1.0 i...

AI summary The text discusses the cost-effectiveness test, particularly the Program Administration Cost (PAC), which evaluates the total utility benefits of a technology or service compared to its costs. It outlines how PAC is used in setting incentives for electricity efficiency and conservation programs, with utility benefits quantified as avoided supply and distribution costs.

Customer Cost Threshold The Customer Cost theoretical threshold for incentive setting is based on a customer's perception of what they are paying for a product. There are several considerations that may go into determining Customer Cost (s...

AI summary The Customer Cost threshold is determined by various parameters such as retail price, project cost, incremental equipment cost, and participant cost test/payback analysis. These factors influence how customers perceive the cost of efficient options. The discussion highlights the importance of customer education and the need to confirm these thresholds through research activities.

PAC Benefits (Cost Effectiveness) Threshold The PAC is the cost effectiveness test that reflects a program administrator's financial expenditure for a measure, program or portfolio. It is calculated by dividing the PAC benefits, which are...

AI summary The PAC Benefits (Cost Effectiveness) Threshold evaluates program cost-effectiveness by dividing avoided supply/distribution costs (benefits) by program costs (incentives and overhead). Incentives should not exceed PAC benefits adjusted for overhead. Jurisdictions often require a minimum PAC of 1.0, with higher targets (e.g., 2.0) limiting incentives to 50% of benefits.

Incentive Setting Component Factors that can Place Upwards Pressure on Incentive Rates Factors that can Place Downwards Pressure on Incentive Rates Budget Impact  Reduction in administration costs, leaving additional space in the budget....

AI summary The document outlines factors that influence incentive rates in programs, including budget impact, customer and technology research, supply chain discussions, benchmarking, and program evaluation. It presents a structured approach to reviewing and adjusting incentive rates based on various considerations.

FINDINGS AND IDENTIFIED BEST PRACTICES Our jurisdictional research has shown that the majority of jurisdictions employ similar methodologies and approaches to setting incentives. All of the jurisdictions have broad program design, TRM and/...

AI summary The research indicates that most jurisdictions use similar methodologies for setting incentives, though there is no consolidated process. EfficiencyOne also performs similar steps, and the document focuses on detailed recommendations and nuances.

Research and Engagement Phase Technology Research This research is conducted with the goal of understanding the savings opportunity for the technology, and to establish a range for the incentive level. All of the jurisdictions investigated...

AI summary This section discusses the importance of technology research in determining energy efficiency incentives. It highlights practices such as benchmarking, market research, and the use of technical resource manuals (TRMs) to establish savings opportunities and set incentive levels. Examples from various jurisdictions, including Efficiency Maine and Con Ed New York, are provided to illustrate these practices.

After the end of the most recent DSM planning process, ENS's 2016-2018 savings targets and budgets are as follows: Year Savings (GWh) Expenditure ($ million) Unit Cost ($/kWh) 2016 133.1 $33.21 $0.25/kWh 2017 136.5 $34.02 $0.25/kWh 2018 13...

AI summary The document presents ENS's 2016-2018 energy efficiency savings targets and budgets, including savings in gigawatt-hours and expenditures in millions of US dollars, with a consistent unit cost per kilowatt-hour.

ACHIEVABLE POTENTIAL In 2014, Navigant Consulting conducted an achievable potential study for Nova Scotia, (Nova Scotia 2015-2040 Demand Side Management (DSM) Potential Study) 17 . It indicated that the achievable potential and required ex...

AI summary In 2014, Navigant Consulting conducted an achievable potential study for Nova Scotia, specifically focusing on the 2015-2040 Demand Side Management (DSM) Potential Study. The study outlined the achievable potential and required expenditure for the years 2016, 2017, and 2018.

Current Programs Mass Market programs (programs that do not target individual customers specifically) cover all types of program scenarios. For example, a retail program can cover all four of these scenarios (New Purchase/Installation, Rep...

AI summary Mass market programs in Nova Scotia cover all customer scenarios without targeting individuals, including New Purchase/Installation, Replacement on Failure, Early Replacement, and Replacement after Assumed Failure. CLEAResult and EfficiencyOne are highlighted in Table 15 as entities outlining predominant program design scenarios.

Table 15 : ENS Program Overview Program Name Program Offer and Incentive Structure Type of Program (for CE modelling purposes) Commercial, institutional and industrial customers are eligible to apply to the Custom Program for measures or p...

AI summary The ENS Custom Program allows commercial, institutional, and industrial customers to apply for energy efficiency measures not covered by standard project streams. Incentives are negotiated based on factors like total cost and payback period, and interest-free financing is available. A compressed air-focused component includes no-cost studies and leak fixing incentives.

The following table contains an analysis of the barriers and the associated incentive strategy for the four investigated programs. Program Identified Barriers Incentive Strategy 3) Commercial and industrial customers show an unwillingness...

AI summary The text discusses barriers to program participation, specifically the unwillingness of commercial and industrial customers to change their practices, and outlines an incentive strategy involving contractor education and encouraging distributors to stock more efficient products to drive market change.

Price Sensitivity Research Price sensitivity is usually defined as the affect the price for a product or service has on the consumers' motivation to purchase it. For incentive setting in energy efficiency and conservation programs, it is i...

AI summary Price sensitivity research is critical for energy efficiency programs to determine optimal pricing strategies. It involves understanding consumer behavior through methods like Van Westendorp's Price Sensitivity Meter, which uses cumulative distributions from four price-related questions. The research acknowledges consumer heterogeneity, making exact price elasticity difficult to determine, but provides general insights to support decision-making.

rcial sector, the updates should occur annually. o The updates should be reviewed by a committee, which consists of technical experts from EfficiencyOne's staff, and one external member. All members on the committee should have a technical...

AI summary The document outlines the need for annual updates to the commercial sector's programs, to be reviewed by a committee with technical expertise in quantifying energy savings, penetrations, and costs. The review process should align with the program evaluation process to enhance collaboration and leverage research.

For the Instant Savings Program, CLEAResult has the following recommendations: General Principle Current Activities Recommended Activities Understand Customer Motivation and Barriers for Participation For Instant Savings, EfficiencyOne gai...

AI summary CLEAResult recommends conducting annual price sensitivity research for high-expenditure program measures and continuing annual participant and non-participant surveys to understand customer motivation and barriers for the Instant Savings Program. A semi-annual survey for residential LED technology is also suggested.

For the Custom Program, EfficiencyOne gains an understanding of customer motivations and barriers through: 1. Market Research; 2. Ongoing Program Management; 3. Program Benchmarking; and 4. Program Evaluation. Market Research In 2014, Effi...

AI summary EfficiencyOne conducted market research indicating that financial incentives alone were insufficient to drive participation in energy efficiency programs. Surveys revealed that businesses valued educational incentives, such as energy modeling and commissioning expertise, more than monetary incentives. This insight led to a shift in strategy, emphasizing education alongside financial support through other programs like Business Energy Rebates.

Program Benchmarking When the Custom Retrofit program was designed in 2008, the initial incentive was designed using a $/kWh incentive rate based on a similar program by Manitoba Hydro. It was unknown what incentive level customers in Nova...

AI summary The Custom Retrofit program's initial incentive structure, based on Manitoba Hydro's model, was adjusted over time through customer feedback and program experience to set a ceiling for individually negotiated incentives.

Program Evaluation Through the annual program evaluation process, participant surveys are conducted to determine free ridership and spillover savings . For the Custom Program, EfficiencyOne gains an understanding of technology savings, pri...

AI summary The document discusses the evaluation of a custom energy efficiency program, focusing on methods for capturing technology savings, market penetration, and cost information. It emphasizes the use of feasibility studies, project applications, and engagement with the supply chain to support program management and incentive setting.

Principles section. Understand Supply Chain and Service Provider Considerations For the Custom Program, EfficiencyOne gains an understanding of the supply chain and service provider considerations through: 1. Ongoing Program Management and...

AI summary The document discusses how EfficiencyOne understands supply chain and service provider considerations through program management and evaluation, and how it assesses financial impacts via project screening, program management, and evaluation. CLEAResult recommends continuing current activities and implementing general principles to support the program.

Understand Technology Savings, Price and Market Penetration For the Business Energy Rebates program, EfficiencyOne gains an understanding of technology savings, price and penetration through: 1. Ongoing Program Management and 2. Program Ev...

AI summary EfficiencyOne manages the Business Energy Rebates program by engaging with the supply chain and reviewing project invoices to understand technology savings and pricing. They also evaluate energy savings assumptions annually and are considering methods to document operating hours beyond randomized audits.

ough the following activities: 1. Market Research; 2. Ongoing Program Management; 3. Program Benchmarking; and 4. Program Evaluation. Market Research EfficiencyOne conducted research with the participants in the Home Energy Assessment prog...

AI summary EfficiencyOne conducted market research and ongoing program management for the Home Energy Assessment program, finding that initial audits provided value and that 25% incentives were more effective than interest-free financing. They also performed demographic research and benchmarked the program against similar initiatives.

Program Financial Simulation Analysis

AI summary The document outlines a Program Financial Simulation Analysis, likely evaluating financial models for energy efficiency programs regulated by Nova Scotia's Utility and Review Board. It may involve assessing demand-side management initiatives, efficiency programs, and regulatory criteria for utility operations.

INSTANT SAVINGS PROGRAM FINANCIAL SIMULATION For the Instant Savings Program, the program financial simulation analysis included the following six steps for each measure: - 1. Identify the current (2015) participation and incentive level;...

AI summary The Instant Savings Program financial simulation analysis outlines six steps to evaluate incentive levels: identifying participation, determining market penetration, setting cost-to-customer, program budget, and cost-effectiveness thresholds, and comparing current incentives to these thresholds. Parameters for measures were obtained from EfficiencyOne.

Appendix A – Jurisdictional Scans

AI summary Appendix A outlines jurisdictional scans relevant to Nova Scotia's regulatory proceedings, likely involving energy efficiency, utility oversight, and demand-side management frameworks. The context includes references to regulatory bodies, programs, and technical criteria.

Electricity Market The following entities are the key players in the electricity system in Ontario. - Ontario Government Ministry of Energy - Ontario Energy Board (OEB) - Independent Electricity System Operator (IESO) - 72 Local Distributi...

AI summary The document outlines key players in Ontario's electricity system, including the Ministry of Energy, Ontario Energy Board (OEB), and Independent Electricity System Operator (IESO), detailing their roles in policy, regulation, market operations, and conservation oversight. The IESO manages conservation targets and programs, while the OEB regulates LDCs. The Conservation First Framework and changes in conservation program requirements are highlighted.

Electric Utilities Ontario has 72 electric utilities (LDCs). The majority of them are municipally owned, but there are a few investor-owned utilities that operate in Ontario. For conservation and efficiency program purposes, they all follo...

AI summary Ontario has 72 electric utilities (LDCs), mostly municipally owned, with uniform conservation guidelines. The largest LDCs are Toronto Hydro and Hydro One, while Atikokan Hydro is significantly smaller.

ONTARIO (IESO) –OVERVIEW

AI summary Overview of Ontario's IESO regulatory proceeding, involving entities like ENS, OEB, and LDCs, focusing on energy efficiency programs and regulatory frameworks. Key acronyms and organizations related to demand-side management and electricity system operations are listed.

ONTARIO - ENERGY EFFICIENCY PROGRAMMING

AI summary The document outlines Ontario's energy efficiency programming, referencing regulatory bodies, programs, and acronyms related to demand-side management, efficiency initiatives, and utility oversight. Key entities include Efficiency Nova Scotia, Ontario Energy Board, and local distribution companies.

APPENDIX A-2: ONTARIO GAS (UNION GAS) Program Name Program Area Program Measures Links Retrofit Custom Business This program was designed to be for larger projects in the commercial and industrial sector, and to capture any projects that m...

AI summary The Retrofit Custom program in Ontario targets larger commercial and industrial projects, offering incentives based on energy savings with a cap at 50% of the total cost. Lighting savings receive lower incentives to encourage non-lighting measures. An M&V Plan is required for approval, ensuring cost-effectiveness from a program administrator perspective.

MARKET STRUCTURE OVERVIEW DSM is a core part of the conservation first policy in Ontario as per the 2013 Long-Term Energy Plan. In 2014, the Minister of Energy issued a directive to the Ontario Energy Board (OEB) for the development of a n...

AI summary The document outlines Ontario's Demand Side Management (DSM) framework, mandated by the 2013 Long-Term Energy Plan and a 2014 Ministerial directive. The Ontario Energy Board (OEB) developed this framework to align natural gas DSM with electricity conservation efforts, establish cost-effective principles, and ensure program evaluation. Utilities like Union Gas and Enbridge must submit DSM plans for OEB approval, with mid-term reviews and evaluations starting in 2016.

PORTFOLIO MATURITY AND HISTORICAL PERFORMANCE DSM of natural gas has been practiced in Ontario for 21 years. The previous DSM Guidelines (EB-2008-0346) were in place from June 2011 regarding development of new multi-year DSM plans for the...

AI summary The document discusses the history and maturity of demand-side management (DSM) for natural gas in Ontario, referencing past guidelines and decisions from the Ontario Energy Board (OEB). It outlines the timeline of DSM plans and the regulatory framework that guided gas utilities from 2006 to 2014.

Year Annual Savings (m³) Costs ($) 2012 137,438,488 31,322,216 2013 179,966,564 32,838,926 2014 30,091,000(Budget) 3 Ontario Energy Board, Multiple documents from: ―Natural Gas Demand Side Management,‖ [http://www.ontarioenergyboard.ca/oeb...

AI summary The table presents annual savings and costs for a program from 2012 to 2014, with a reference to the Ontario Energy Board's report on natural gas demand-side management. It also includes a figure showing the TRC ratio for various program categories in 2012 and 2013.

The gas utilities have developed and submitted their annual DSM program budgets for all proposed programs for OEB approval 2015-2020. The budgets are comprehensive including financial, marketing and communications, administration and staff...

AI summary The gas utilities have submitted annual DSM program budgets for 2015-2020 for OEB approval. The budgets include financial, marketing, administration, and evaluation components, and the OEB has approved them with modifications.

Approved opproved Annual DSM Budgets Utility 2014 (Actuals) 2015 2016 2017 2018 2019 2020 2015-2020 Total Enbridge $ 32,511,266 $ 37,722,230 $ 56,361,117 $ 62,933,844 $ 67,554,087 $ 66,421,773 $ 67,757,376 $ 358,750,427 Union $ 33,713,172...

AI summary The document presents approved annual DSM budgets for Enbridge and Union from 2014 to 2020, along with overhead costs and performance metrics. The gas utilities use a weighted scorecard approach that prioritizes lifetime natural gas savings while considering broader conservation goals.

Figure 23: Union Gas Targets & Performance Metric[s](#page-125-0) 4 Resource Acquisition Scorecard Metric Units Weight 2016 Targo Metrics and Targets Cumulative Savings CCM (millions) 75% 1,1: Home Reno Rebate Participants Homes 25% 3,000...

AI summary Figure 23 outlines Union Gas's targets and performance metrics, including cumulative savings targets, participant numbers for various programs, and performance-based goals. Metrics include home renovation rebate participants, low-income savings, and market transformation targets.

Cost Effectiveness Requirements The gas utilities' overall DSM goals are to achieve all the cost-effective DSM available in its market. The OEB determined that cost effectiveness should be based on the Total Resource Cost-plus (TRC-plus) t...

AI summary Gas utilities in Nova Scotia must achieve all cost-effective Demand Side Management (DSM) programs. The Ontario Energy Board (OEB) mandates the Total Resource Cost-plus (TRC-plus) test for screening, with low-income programs requiring a minimum TRC-plus ratio of 0.7 and Resource Acquisition programs needing 1.0. Market transformation programs are exempt from cost-effectiveness testing due to their behavioral focus.

4. Incremental Equipment Cost Design Based on the market research and technology, Union will attempt to incentivize a portion of the Incremental Equipment Cost determined to motivate customers to implement. Typically, this has fallen betwe...

AI summary The text outlines Union's approach to incentivizing 25-35% of Incremental Equipment Costs to encourage customer implementation. Incremental costs are calculated as the difference between measure costs and standard costs for measures with base cases, or as full measure costs for those without.

EXISTING MAIN PROGRAMS – UNION GAS [4](#page-125-1) Program Area Program Name Description Incentives Links Resource Acquisition C&I Prescriptive Program provides customers rebates for a list of recommended efficient technologies and equipm...

AI summary The document outlines Union Gas's existing main programs, focusing on resource acquisition initiatives such as the C&I Prescriptive and C&I Custom programs, which provide rebates and incentives for efficient technologies and natural gas savings.

Figure 27: Planned Energy Savings in F2020 (GWh/yr) [4](#page-134-0) Codes and Standards Rate Structures Programs Total Residential 2,760 980 1,070 4,810 Commercial 500 390 1,480 2,370 Industrial 110 730 2,590 3,430 Total 3,370 2,090 5,150...

AI summary The text presents two tables showing planned energy and capacity savings in F2020 across residential, commercial, and industrial sectors. The tables break down savings by categories such as codes and standards, rate structures, and programs, with total savings provided for each sector and overall.

Figure 29: Cumulative GWh/Year following the 2008 BC Energy Plan [4](#page-134-0) GWH/YEAR F2008 F2009 F2010 F2011 F2012 Target 295 761 1,700 2,300 3,500 Actual 326 983 1,778 2,348 BC Hydro has developed annual cumulative targets using the...

AI summary Figure 29 compares the cumulative GWh/year targets and actuals following the 2008 BC Energy Plan. BC Hydro set targets using the Conservation Potential Review and other DSM tools, with actual performance exceeding targets in some years.

Calculating Cost effectiveness Cost effectiveness analysis is performed by looking at the stream of benefits and costs resulting from the DSM investment. Four metrics are calculated for each test: - 1. Benefit-cost ratio = PV (benefits) /...

AI summary The text outlines the calculation of cost effectiveness in demand-side management (DSM) investments through four metrics: benefit-cost ratio, net present value (NPV), and gross levelized cost per kilowatt-hour. These metrics assess the financial viability and efficiency of DSM initiatives.

- 4. Net Levelized cost ($/kWh)1 = PV (costs all benefits except for electric energy benefits) / PV (energy savings) Benefits Costs Avoided electric energy costs Avoided electric capacity costs Avoided non-electric fuel costs Customer non-...

AI summary The text discusses the calculation of net levelized cost per kWh, highlighting the inclusion of avoided electric energy and capacity costs, as well as non-electric fuel costs and customer non-energy impacts as benefits. Costs include utility program costs, allocated overhead, customer costs, and lost revenues.

APPENDIX A-4: CALIFORNIA (PG&E) Program Type Programs Details achievements High Performance Building The objective of this program is to acquire energy savings by reducing the energy intensity of new commercial buildings through more effic...

AI summary This section outlines the 'High Performance Building' program by PG&E in California, which aims to reduce energy intensity in new commercial buildings through efficient design and construction. It includes initiatives like co-funding energy studies and incentives for implementing energy-efficient lighting designs.

CALIFORNIA ENERGY EFFICIENCY PROGRAM INCENTIVE & COST EFFECTIVENESS POLICY California has long been recognized as one of the leading jurisdiction in North America regarding the regulatory standards and policies established to guide the des...

AI summary California's CPUC introduced a 'Rolling Target' system to set annual energy efficiency program targets and budgets, requiring IOUs to submit annual budgets and business plans every five years. The D.14-10-046 decision ensures approximately $1B in ratepayer funds will be allocated annually for energy efficiency and conservation programs.

Avoided Costs Within California, the avoided costs of electricity are generated by E3 for a 20-year period based on the following components: generation energy, generation capacity, ancillary services, transmission and distribution capacit...

AI summary Avoided costs in California are calculated by E3 over a 20-year period, considering components such as generation energy, capacity, and environmental factors. Natural gas avoided costs include commodity, transmission, and emissions. The model was last updated in 2011.

APPENDIX A-5: OREGON & WASHINGTON (ENERGY TRUST OF OREGON)

AI summary Appendix A-5 discusses energy efficiency initiatives in Oregon and Washington, focusing on the Energy Trust of Oregon. It references regulatory frameworks, programs, and organizations involved in demand-side management and energy efficiency.

APPENDIX A: MEASURE DEVELOPMENT PROCESS

AI summary Appendix A outlines the Measure Development Process for energy efficiency programs in Nova Scotia, involving the Demand Side Management Advisory Group (DSMAG) and Efficiency Nova Scotia (ENS). It references the Technical Reference Manual (TRM) and Energy Efficiency Resource Assessment Model (EERAM), incorporating inputs from the American Council for an Energy-Efficient Economy (ACEEE) and Massachusetts Technical Advisory Committee (MTAC). The process evaluates program costs and benefits, aligning with regulatory frameworks.

APPENDIX A-6: NEW YORK (CONSOLIDATED EDISON)

AI summary This appendix from a Nova Scotia regulatory proceeding discusses New York's Consolidated Edison, focusing on energy efficiency programs and regulatory frameworks. It references entities like NYSERDA and ENS, highlighting DSM initiatives and evaluation processes.

KEY PLAYERS

AI summary The 'KEY PLAYERS' section outlines key organizations, programs, and regulatory bodies involved in Nova Scotia's energy and utility proceedings. It includes acronyms for entities such as Nova Scotia Utility and Review Board (UARB), Demand Side Management (DSM), and Efficiency Nova Scotia (ENS), along with other provincial, national, and international stakeholders.

Program Analysis Initiatives Target Market Incentive Setting Methodology Neighborhood (Electric) Delivers energy-saving and management solutions to local communities where the demand for electricity is expected to grow significantly becaus...

AI summary The Neighborhood Program by Con Edison offers energy-saving and management solutions to communities with growing electricity demand, providing incentives such as free lighting, water heating, and refrigeration products for small businesses and apartment buildings. The program also includes a partnership with NYSERDA for combined heat and power (CHP), with Con Edison matching NYSERDA's base incentive up to $1,800/kW.

APPENDIX A-8: VERMONT (EFFICIENCY VERMONT)

AI summary Appendix A-8 discusses Vermont's Energy Efficiency Program (Efficiency Vermont) within a Nova Scotia regulatory proceeding context. It references energy efficiency initiatives, demand-side management, and related regulatory frameworks, though specific details of the proceeding are not provided in the text.

EFFICIENCY VERMONT –OVERVIEW

AI summary The document provides an overview of Efficiency Vermont, focusing on energy efficiency programs, regulatory frameworks, and related entities. It includes acronyms and terminology relevant to energy management, utility regulation, and demand-side initiatives.

EFFICIENCY VERMONT CORE PROGRAM OFFERINGS (RESIDENTIAL AND BUSINESS) Program Name Program Area Program Measures (Prescriptive Incentives) Links Industrial & Special Equipment  Compressed Air  Pool Pumps Rebates are paid after purchase an...

AI summary The document outlines the Efficiency Vermont Core Program Offerings, focusing on residential and business programs, including incentives for industrial and special equipment such as compressed air and pool pumps. Rebates are provided after purchase and submission of a rebate form, with certain products qualifying based on a list or specifications.

CURRENT CYCLE Efficiency Maine began Triennial Plans in 2011 and is currently in the second triennial cycle that spans 2014- 2016. Efficiency Maine also releases performance reports annually. The latest public report is 2015. Figure 56: 20...

AI summary Efficiency Maine has been implementing triennial plans since 2011, with the second cycle covering 2014-2016. Annual performance reports are released, with the latest one from 2015. Figure 56 shows electric savings results from 2011 to 2015.

3. Incremental Equipment Cost Design Based on the market research and technology, Efficiency Maine will attempt to incentivize the Incremental Equipment Cost based on what is determined as a reasonable return on investment. For ―Replace on...

AI summary Efficiency Maine calculates Incremental Equipment Cost for energy efficiency measures, using the difference between measure cost and standard measures for 'Replace on Burnout' programs, and full measure cost (including labor) for Retrofit/Direct Install measures, based on reasonable ROI assumptions.

Figure 63: Electric Program Expenditures 2015 [12](#page-198-0) Program Incentive Delivery Total Sub Total $8,931,754 $3,528,542 $12,957,266 Name Target Market Incentive Information

AI summary Figure 63 presents electric program expenditures for 2015, including subtotals for incentives, delivery, and total costs. The table lists programs, their target markets, and incentive information, though specific program names and details are not provided in the visible portion of the text.

ion and innovation, achieving the full potential of the Green Communities Act, and generating significant and sustainable benefits for all Massachusetts' citizens. The EEAC's responsibilities include: - Collaborating with the utilities on...

AI summary The document outlines the Energy Efficiency Advisory Committee (EEAC)'s responsibilities, including collaboration with utilities on energy efficiency plans, publishing progress reports, and managing EM&V processes. It also notes National Grid's role in Massachusetts, Eversource Energy's consolidation of NSTAR and WMECO, and Cape Light Compact's service area. A map and external link are referenced.

NATIONAL GRID – UTILITY OVERVIEW

AI summary The document provides an overview of National Grid's utility operations, referencing regulatory bodies, energy efficiency programs, and technical standards relevant to Nova Scotia. Key entities include Nova Scotia Utility and Review Board (UARB), Demand Side Management (DSM), and Efficiency Nova Scotia (EN). Topics focus on utility regulation and energy efficiency initiatives.

NATIONAL GRID - ENERGY EFFICIENCY PROGRAMMING

AI summary The document outlines National Grid's Energy Efficiency Programming under regulatory review in Nova Scotia, involving entities like ENS and UARB. Key topics include demand-side management, program evaluation, and regulatory compliance.

High Level Specifications

AI summary The document outlines a regulatory proceeding in Nova Scotia, listing acronyms and entities involved in energy efficiency, demand-side management, and utility regulation. Key organizations include Nova Scotia Utility and Review Board (UARB) and Efficiency Nova Scotia (EN), with references to programs like DSM and EEPS.

Inputs - Avoided Supply Costs (energy and capacity); - Local Avoided Supply Costs (energy and capacity); - Fixed Program Administration Costs; - Year of Implementation; - Measure Participation; - Variable Costs; - Annual Operating Costs (F...

AI summary The document outlines key input parameters for a regulatory proceeding, including avoided supply costs, program administration expenses, measure participation rates, energy savings persistence, and financial factors like discount rates. These inputs are critical for evaluating energy efficiency programs and their associated costs and benefits.

Outputs - Total Gross Energy Savings; - Total Gross Demand Reduction; - Total Net Energy Savings; - Total Net Demand Reduction; - TRC Benefits; - TRC Costs; - TRC Net Benefits; - TRC Ratio; - PAC Benefits; - PAC Costs; - PAC Net Benefits;...

AI summary The document outlines key output metrics for evaluating energy efficiency programs, including total energy and demand reductions, TRC (Total Resource Cost) and PAC (Program Administrator Cost) benefits and ratios, and levelized unit costs. These metrics support cost-benefit analysis and program performance evaluation.

1.1 Background During the 2016-2018 DSM Resource Plan regulatory process, Intervenor discussion emerged on the appropriateness of EfficiencyOne's incentive levels for Efficiency Nova Scotia electricity efficiency programs. As a consequence...

AI summary The 2016-2018 DSM Resource Plan process involved scrutiny of EfficiencyOne's incentive levels for Nova Scotia electricity programs. The Board directed EfficiencyOne to develop a rigorous incentive methodology, leading to a Scope of Work and collaboration with CLEAResult. CLEAResult's analysis focused on North American practices, Nova Scotia's market, and program-specific applications. The process followed NSUARB Order M06733.

EFFICIENCYONE INCENTIVE SETTING METHODOLOGY FILING (E-ENS-R-16) 1 EfficiencyOne commits to developing a market research plan for 2017-2018 2 within the 2016 calendar yearfirst quarter of 2017 to address CLEAResult's 3 recommendations. 4 5...

AI summary EfficiencyOne is developing a market research plan and an electronic Targeted Resource Management (TRM) tool as part of its incentive setting methodology filing. The TRM is expected to be completed by September 30, 2017, with a print version also planned for regulatory use. The company acknowledges the value of a consolidated calculator for incentive design.

EfficiencyOne requests that the Board accept the recommendations and conclusions of the Report, EfficiencyOne's Implementation Plan and the ongoing reporting mechanisms proposed. EFFICIENCYONE INCENTIVE SETTING METHODOLOGY FILING (E-ENS-R-...

AI summary EfficiencyOne requests the Board to accept the recommendations and conclusions of the Report, its Implementation Plan, and the ongoing reporting mechanisms proposed. The filing includes an appendix with the CLEARESULT Report.

900 active programs across North America, major themes and principles could be identified that were employed by all jurisdictions in their incentive level setting processes. These principles include: - 1. Assess and account for customer mo...

AI summary The document reviews EfficiencyOne's incentive-setting methodology against five principles, including customer motivations, technology savings, and financial impacts. It evaluates four programs (Instant Savings, Custom, Business Energy Rebates, Home Energy Assessment) and notes alignment with other jurisdictions but identifies areas for improvement. CLEAResult recommends refining the approach based on market research and benchmarking.

Project Scope and Background The UARB directed EfficiencyOne to present these recommendations as a result of the regulatory process for the proposed 2016-2018 Demand Side Management (DSM) Resource Plan. In its August 12, 2015 Decision, the...

AI summary The UARB directed EfficiencyOne to present recommendations for the 2016-2018 DSM Resource Plan, following a budget directive of $102.15 million set in August 2015. This decision followed a budget adjustment in the Quantum Agreement, with initial energy and demand savings targets remaining unchanged.

Table 2: Incremental Equipment Cost Scenarios Scenario General Description A customer may decide to make a new purchase for a technology or service. There is not a current technology or service in use. For example, if a customer purchases...

AI summary The table outlines scenarios for incremental equipment costs, focusing on situations where a customer makes a new purchase or installation. It explains how the standard technology is determined, often based on market popularity or the absence of existing technology, such as in the case of insulation upgrades.

Table 3: Participant Cost Test and Relationship to Incentive Setting from a Participant Perceived Value Perspective The analysis involved in determining the Incremental Equipment Cost and the PC test involve some of the same components. Bo...

AI summary The text discusses the analysis of Incremental Equipment Cost and Participant Cost (PC) tests, highlighting their shared components such as defining a base case and calculating cost differences. It also notes that Incremental Equipment Cost can include O&M and fuel costs depending on the program or project.

Customer Research A critical component of determining participant perceived value is actually asking potential customers what they would pay for a product or service, and what their price points are for difficult technology options. This w...

AI summary Customer research is vital to understanding perceived value, price points, and barriers to adopting energy-efficient technologies like CFLs and LED lamps. While financial incentives may not fully address non-financial barriers (e.g., light quality, mercury concerns), customer input via surveys and focus groups is essential. The principal-agent problem in rental units, where tenants and landlords have conflicting interests, further complicates incentive strategies.

Unique Combination Customer Cost Considered Rationale for Selection Residential Customer LED A Lamp Purchase Current Incandescent A Lamp Burned Out (Replacement on Burnout) Retail Price Residential customers for small purchases look at ret...

AI summary The text discusses how different customer segments evaluate cost when making energy-related purchases. Residential customers consider retail price for small purchases like LED lamps, while larger purchases such as heat pumps involve project costs, incremental equipment costs, and payback. Commercial customers also consider project costs, incremental equipment costs, and payback for larger purchases like new chillers.

Application of Thresholds Incentives can exceed all three of these limits thresholds (and often do), but the limitsthey provide a reference point that can be used during the design process. The limitsthresholds are independent of one anoth...

AI summary The document discusses the application of incentive thresholds in program design, noting they serve as reference points but are independent. It highlights differences between PAC (capturing incentive costs) and TRC, and mentions considerations for customer cost limits based on retail price, incremental cost, or payback. Figures illustrate theoretical limits for incentives.

Research and Engagement Phase Supply Chain Research Surveying the supply chain and service providers is extremely valuable during the incentive setting process. They can provide additional insight into customer barriers and motivations. Th...

AI summary The text discusses the importance of supply chain research in the incentive setting process, emphasizing insights from service providers, product price research, and feedback to improve program delivery. Examples include PG&E's on-camera interviews, the Energy Trust of Oregon's consideration of incentive levels, and Efficiency Vermont's market testing during product development.

13 Our Electricity Future: Nova Scotia's Energy Plan 2015-2020, Nova Scotia Department of Energy, Available: http://energy.novascotia.ca/sites/default/files/Our-Electricity-Future.pdf Rate Class Number of Customer Accounts Residential 456,...

AI summary The text presents a table of customer accounts by rate class in Nova Scotia, excluding municipal electric utilities, and references a 2014 DSM Potential Study by Navigant Consulting, which was informed by EfficiencyOne employees and other data sources.

ACHIEVABLE POTENTIAL In 2014, Navigant Consulting conducted an achievable potential study for Nova Scotia, (Nova Scotia 2015-2040 Demand Side Management (DSM) Potential Study) 20 . It indicated that the achievable potential and required ex...

AI summary In 2014, Navigant Consulting conducted a study on the achievable potential and required expenditure for Nova Scotia's Demand Side Management (DSM) for the years 2016, 2017, and 2018.

Table 151115 : ENS Program Overview Program Name Program Offer and Incentive Structure Type of Program (for CE modelling purposes) Commercial, institutional and industrial customers are eligible to apply to the Custom Program for measures...

AI summary The ENS Custom Program offers commercial, institutional, and industrial customers incentives for energy efficiency measures, with eligibility requiring scoping and feasibility studies. Incentives are negotiated based on factors like total cost and payback. A compressed air-focused component includes no-cost studies and leak fixing incentives.

The following table contains an analysis of the barriers and the associated incentive strategy for the four investigated programs. Program Identified Barriers Incentive Strategy 2) Residential customers receive incentives for installing el...

AI summary The text discusses an analysis of barriers and incentive strategies for four investigated programs, focusing on residential customers receiving incentives of 15-25 percent of project costs for installing eligible measures.

GENERAL PRINCIPLES FOR INCENTIVE RATE SETTING Based on CLEAResult's experience and research on best practices, it is recommended that any incentive level setting methodology should include the following general principles to understand: -...

AI summary CLEAResult recommends five principles for incentive rate setting, including customer motivations, technology savings, supply chain considerations, financial impacts, and jurisdictional benchmarking. These principles aim to ensure effective and equitable incentive methodologies.

3. What is the acceptable incentive threshold in terms of cost to the customerCustomer Cost? With respect to cost to the customerCustomer Cost, there may be an acceptable incentive level threshold that is based on the retail price, increme...

AI summary The acceptable incentive threshold for customer cost is based on factors like retail price, incremental equipment cost, and payback periods. While a 100% limit on incremental equipment cost is suggested, it can be exceeded with justification. Customer research and program-specific considerations are emphasized to determine appropriate thresholds, with guidelines rather than hard limits being recommended.

The values for the Absolute Limit and the Suggested Boundary/Ceiling are derived from the jurisdictional studies and CLEAResult's experience from program design and incentive setting activities. Basis for Cost to Customer Cost Incentive Th...

AI summary The document outlines the basis for determining cost-to-customer incentive thresholds for different customer categories, derived from jurisdictional studies and CLEAResult's experience. Thresholds vary by customer type and include factors such as project cost, retail price, and incremental equipment cost.

25 Our Electricity Future: Nova Scotia's Energy Plan 2015-2020, Nova Scotia Department of Energy, Available: General Principle Current Activities Recommended Activities Understand Supply Chain and Service Provider Considerations Efficiency...

AI summary EfficiencyOne engages with supply chains and service providers through active program management, annual surveys, and specialized research. The recommendation is to maintain current engagement methods and consider forming program-specific advisory panels as a value-added activity.

For the Instant Savings Program, CLEAResult has the following recommendations: General Principle Current Activities Recommended Activities

AI summary CLEAResult provides recommendations for the Instant Savings Program, focusing on general principles, current activities, and recommended activities. The table outlines areas for improvement and potential changes to enhance the program's effectiveness.

as business development managers who are responsible for  Market research should continue to be conducted, especially for areas that are underperforming in terms of participation.  From the recommendations in the General Principles, the...

AI summary CLEAResult recommends continued market research, especially in underperforming areas, and the use of semi-annual surveys to understand customer motivations and barriers. ENS is advised to continue program management, benchmarking, and evaluation activities, and to aggregate research and conduct segmentation analyses for the large commercial and industrial sector.

Program Benchmarking When the Custom Retrofit program was designed in 2008, the initial incentive was designed using a $/kWh incentive rate based on a similar program by Manitoba Hydro. It was unknown what incentive level customers in Nova...

AI summary The Custom Retrofit program, designed in 2008, initially used a \/kWh incentive rate based on Manitoba Hydro's program. Over time, this rate has become a ceiling for individually negotiated incentives after program experience and customer feedback.

Program Evaluation Through the annual program evaluation process, participant surveys are conducted to determine free ridership and spillover savings . For the Custom Program, EfficiencyOne gains an understanding of technology savings, pri...

AI summary The document discusses the evaluation of energy efficiency programs, emphasizing the collection of energy savings and cost data through feasibility studies and project applications. It highlights the importance of understanding market penetration, engaging the supply chain, and setting incentive thresholds based on energy savings persistence.

Principles section. Understand Supply Chain and Service Provider Considerations For the Custom Program, EfficiencyOne gains an understanding of the supply chain and service provider considerations through: 1. Ongoing Program Management and...

AI summary The document discusses how EfficiencyOne gains an understanding of supply chain and service provider considerations through program management and evaluation. It also covers financial impacts through project screening, program management, and evaluation. CLEAResult recommends continuing current activities and expanding cost-effectiveness screening to include the Program Administrator Cost.

Once these parameters are selected, a set of considerations are provided that should be used in the incentive setting process. Excel-Based Tool for Consideration Prote _ Select the Sector: Residential Select the Program Delivery Channel: R...

AI summary The text discusses an Excel-based tool for reviewing incentive levels for prescriptive LED measures in residential and business sectors, emphasizing the need for bi-annual reviews or more frequent assessments, regardless of financial impact.

Parameter Program Budget Incentive Level Threshold Total Expenditure (Incentive + Program Administration) $0.26/kWh Incentive Expenditure (@ 30% Program Administration Expenditure) $0.18/kWh Incentive Expenditure (@ 20% Program Administrat...

AI summary The document presents two tables outlining the program budget incentive level thresholds for the Instant Savings program. It highlights that most current incentives are within acceptable limits, with only three measures exceeding the threshold: the ENERGY STAR specialty lamp, ENERGY STAR recessed downlight, and the dimmer switch.

Electricity Market The following entities are the key players in the electricity system in Ontario. - Ontario Government Ministry of Energy - Ontario Energy Board (OEB) - Independent Electricity System Operator (IESO) - 72 Local Distributi...

AI summary Ontario's electricity system involves the Ministry of Energy, OEB, IESO, and 72 LDCs. The Ministry sets policy, OEB regulates LDCs, and IESO manages conservation efforts, market operations, and long-term planning. Conservation activities are now IESO-approved, with some performance specifications in LDC licenses.

ONTARIO - ENERGY EFFICIENCY PROGRAMMING

AI summary The document outlines Ontario's energy efficiency programming, referencing regulatory bodies, efficiency initiatives, and related acronyms. It highlights organizations, programs, and methodologies involved in energy efficiency regulation and implementation.

INCENTIVE LEVEL SETTING METHODOLOGY LDC Name Target (GWh) Budget Algoma Power Inc. 7.5 $2,107,963 Atikokan Hydro Inc. 1.1 $311,330 Attawapiskat Power Corporation 0.5 $148,832 Bluewater Power Distribution Corporation 62.4 $15,838,687 Brant...

AI summary The document outlines the incentive level setting methodology for various Local Distribution Companies (LDCs), including their target energy savings in gigawatt-hours (GWh) and corresponding budgets allocated for these targets.

APPENDIX A-2: ONTARIO GAS (UNION GAS) Program Name Program Area Program Measures Links Retrofit Custom Business Incentives were set based on kW or kWh savings realized, with lighting savings receiving a lower incentive rate than non-lighti...

AI summary The Retrofit Custom program provides business incentives based on energy savings, with lighting incentives lower than non-lighting to encourage broader adoption. The program has recently removed the \/kW incentive rate.

MARKET STRUCTURE OVERVIEW DSM is a core part of the conservation first policy in Ontario as per the 2013 Long-Term Energy Plan. In 2014, the Minister of Energy issued a directive to the Ontario Energy Board (OEB) for the development of a n...

AI summary Demand Side Management (DSM) is central to Ontario's conservation-first policy, guided by the 2013 Long-Term Energy Plan. The Ontario Energy Board (OEB) developed a DSM framework in 2014 to reduce natural gas consumption, align with electricity conservation efforts, and ensure cost-effective programs. Utilities like Union Gas and Enbridge submit proposals for OEB approval, with mid-term reviews in 2018 and ongoing evaluation by the OEB starting in 2016.

PORTFOLIO MATURITY AND HISTORICAL PERFORMANCE DSM of natural gas has been practiced in Ontario for 21 years. The previous DSM Guidelines (EB-2008-0346) were in place from June 2011 regarding development of new multi-year DSM plans for the...

AI summary The document discusses the history and maturity of DSM programs for natural gas in Ontario, referencing past guidelines and decisions from the OEB, including the 2006 Generic DSM Proceeding and the 2011 DSM Guidelines. It also references Figure 181718, which details total savings and costs of gas utilities.

Year Annual Savings (m³) Costs ($) 2012 137,438,488 31,322,216 2013 179,966,564 32,838,926 2014 30,091,000(Budget) 3 Ontario Energy Board, Multiple documents from: ―Natural Gas Demand Side Management,‖ [http://www.ontarioenergyboard.ca/oeb...

AI summary The table provides annual savings and costs for demand-side management programs from 2012 to 2014, with a focus on the TRC ratio by program category in 2012-2013. A reference is made to the Ontario Energy Board's report on natural gas demand-side management.

The gas utilities have developed and submitted their annual DSM program budgets for all proposed programs for OEB approval 2015-2020. The budgets are comprehensive including financial, marketing and communications, administration and staff...

AI summary The gas utilities have submitted annual DSM program budgets for 2015-2020 to the OEB for approval. These budgets include financial, marketing, administration, staffing, and evaluation components. The OEB has approved these budgets with modifications.

Figure 222122: Union Gas Scorecard [44](#page-130-0) Union Resource Acquisition Low- Income Large Volume Market Transformation Performance- based Cumulative natural gas savings metric weight 75% 100% 100% 0% 0% Other metric weight 25% 0% 0...

AI summary The Union Gas Scorecard outlines the metric weights for different categories, with cumulative natural gas savings weighted at 75% and other metrics at 25%. Other metrics are weighted differently across categories, such as 100% for Low-Income and Large Volume, and 100% for Market Transformation and Performance-based.

Figure 232223: Union Gas Targets & Performance Metrics [44](#page-130-0) Resource Acquisition Scorecard Metric Units Weight 2016 Target Metrics and Targets Cumulative Savings CCM (millions) 75% 1,110 Home Reno Rebate Participants Homes 25%...

AI summary The text presents a scorecard with performance metrics and targets for Union Gas, including cumulative savings, participant numbers, and savings percentages for various programs such as Home Reno Rebate, RunSmart, and SEM, with specific targets for different years and categories.

Technical Reference Manual The EC reviews and proposes updates to the OEB with regards to data within the TRM. This occurs yearly. This review and update includes input assumptions to reflect the findings of the annual DSM evaluation and a...

AI summary The Evaluation Contractor (EC) annually reviews and updates the Technical Reference Manual (TRM) for the Ontario Energy Board (OEB), incorporating findings from the annual Demand Side Management (DSM) evaluation and audit. Additional research may be required to integrate new technologies and refine assumptions.

Cost Effectiveness Requirements The gas utilities' overall DSM goals are to achieve all the cost-effective DSM available in its market. The OEB determined that cost effectiveness should be based on the Total Resource Cost-plus (TRC-plus) t...

AI summary Nova Scotia gas utilities must achieve all cost-effective Demand Side Management (DSM) programs. The Ontario Energy Board (OEB) mandates the Total Resource Cost-plus (TRC-plus) test for screening, with a 0.7 threshold for low-income programs and 1.0 for Resource Acquisition programs. Market transformation programs are exempt from cost-effectiveness testing.

EXISTING MAIN PROGRAMS – UNION GAS [44](#page-130-1) Program Area Program Name Description Incentives Links Resource Acquisition C&I Prescriptive Program provides customers rebates for a list of recommended efficient technologies and equip...

AI summary Union Gas offers two main programs for commercial and industrial customers: C&I Prescriptive and C&I Custom. The C&I Prescriptive program provides rebates for efficient technologies, while the C&I Custom program offers incentives based on natural gas savings realized by the customer's specific needs.

Figure 262526: Electricity Savings from Energy Efficiency Programs F2003 - F2007 [44](#page-139-0) Cumulative Electricity Savings (GWh/year) Plan Actual Variance F2003 353 358 1% F2004 610 739 21% F2005 890 1,147 29% F2006 1,177 1,391 18%...

AI summary The figure shows electricity savings from energy efficiency programs from F2003 to F2007, with actual savings exceeding planned targets. A forecast of 10,610 GWh of savings per year and 1,756 MW of savings in 2020 is mentioned, aligned with the 2007 Energy Plan's conservation target, based on a Conservation Potential Review (CPR) conducted in 2006 and 2007.

Figure 272627: Planned Energy Savings in F2020 (GWh/yr) [44](#page-139-0) Codes and Standards Rate Structures Programs Total Residential 2,760 980 1,070 4,810 Commercial 500 390 1,480 2,370 Industrial 110 730 2,590 3,430 Total 3,370 2,090...

AI summary The text presents two figures showing planned energy and capacity savings in F2020 by sector, including residential, commercial, and industrial. The data is categorized into codes and standards, rate structures, and programs, with totals provided for each category and overall savings.

Figure 292829: Cumulative GWh/Year following the 2008 BC Energy Plan [44](#page-139-0) GWH/YEAR F2008 F2009 F2010 F2011 F2012 Target 295 761 1,700 2,300 3,500 Actual 326 983 1,778 2,348 BC Hydro has developed annual cumulative targets usin...

AI summary Figure 292829 shows the cumulative GWh/year targets and actuals from the 2008 BC Energy Plan. BC Hydro used the Conservation Potential Review and other DSM tools to develop these targets. Actual performance exceeded targets in some years.

Calculating Cost effectiveness Cost effectiveness analysis is performed by looking at the stream of benefits and costs resulting from the DSM investment. Four metrics are calculated for each test: - 1. Benefit-cost ratio = PV (benefits) /...

AI summary The text outlines the calculation of cost effectiveness for Demand Side Management (DSM) investments using four metrics: benefit-cost ratio, net present value, and gross levelized cost. These metrics evaluate the stream of benefits and costs associated with DSM initiatives.

- 4. Net Levelized cost ($/kWh)1 = PV (costs all benefits except for electric energy benefits) / PV (energy savings) Benefits Costs Behaviour Program5 This program intends to inform and educate residential customers about their electricity...

AI summary The document discusses a behaviour program aimed at reducing residential electricity consumption through education and incentives, with participants receiving a reward for achieving a 10% reduction in consumption over one year.

APPENDIX A-4: CALIFORNIA (PG&E) Program Type Programs Details Energy Management Assessment (Commercial) Program This program helps participants to take the first step towards improving energy management practices. It involves:  A diagnost...

AI summary This section describes a commercial energy management assessment program offered by BC Hydro, which includes diagnostic workshops, benchmark analysis, and annual reviews to help organizations improve their energy management practices.

CALIFORNIA ENERGY EFFICIENCY PROGRAM INCENTIVE & COST EFFECTIVENESS POLICY California has long been recognized as one of the leading jurisdiction in North America regarding the regulatory standards and policies established to guide the des...

AI summary California has established leading regulatory standards for energy efficiency programs. The CPUC proposed a 'Rolling Target' system to set annual energy efficiency targets and budgets, requiring IOUs to submit annual budgets and a business plan every five years. D.14-10-046 has committed to funding approximately $1B annually for energy efficiency and conservation programs.

Avoided Costs Within California, the avoided costs of electricity are generated by E3 for a 20-year period based on the following components: generation energy, generation capacity, ancillary services, transmission and distribution capacit...

AI summary The text discusses avoided costs in California, including components such as generation energy, generation capacity, and environmental benefits. It also mentions natural gas avoided costs and notes that the avoided cost model was last updated in 2011.

APPENDIX A-5: OREGON & WASHINGTON (ENERGY TRUST OF OREGON)

AI summary Appendix A-5 discusses energy efficiency initiatives in Oregon and Washington, focusing on the Energy Trust of Oregon. It outlines regulatory considerations, program structures, and evaluation methodologies relevant to demand-side management and energy efficiency resource standards.

Exceptions to Cost Effectiveness for Measure inclusion into programs 18 For measures which do not pass both the utility and societal (total resource cost) tests, the OPUC does allow measures to be included in programs assuming the measure...

AI summary The Oregon Public Utilities Commission (OPUC) allows measures to be included in programs even if they fail cost-effectiveness tests, provided they meet six conditions outlined in Docket UM-551, such as non-energy benefits, market acceptance, regional consistency, and legal compliance.

APPENDIX A-6: NEW YORK (CONSOLIDATED EDISON)

AI summary This appendix references New York's Consolidated Edison, focusing on regulatory proceedings related to energy efficiency and demand-side management. It includes acronyms and entities relevant to utility regulation, energy programs, and evaluation methodologies.

Program Analysis Initiatives Target Market Incentive Setting Methodology Direct Install (Electric) http://www.coned.com/energyeffi cost directly to the contractor. Business only pays the difference. (LIECTILE) ciency/businessdirect.asp htt...

AI summary The document outlines two energy efficiency initiatives by Con Edison: Direct Install (Electric) and Neighborhood (Electric). The Direct Install program offers incentives for businesses, while the Neighborhood Program targets growing communities with special incentives, including free products and partnerships with NYSERDA for combined heat and power.

EFFICIENCY VERMONT –OVERVIEW

AI summary Overview of Efficiency Vermont (EV), focusing on energy efficiency programs, regulatory proceedings, and related entities. Highlights key stakeholders, methodologies, and initiatives in demand-side management and energy conservation.

EFFICIENCY VERMONT CORE PROGRAM OFFERINGS (RESIDENTIAL AND BUSINESS) Program Name Program Area Program Measures (Prescriptive Incentives) Links Industrial & Special Equipment  Compressed Air  Pool Pumps Rebates are paid after purchase an...

AI summary The document outlines the Efficiency Vermont Core Program Offerings, focusing on residential and business programs, including industrial and special equipment incentives such as compressed air and pool pumps, with rebates available after purchase and submission of a rebate form.

Figure 575657: 2011-2015 Gas Savings Result [1111](#page-205-0) Year Total (MMBtu) 2011 16,115 2012 1,845 2013 12,169 2014 30,839 2015 19,274 Total 80,242 Figure 585758: Gross Electricity Savings 12 Program Annual kWh Savings Lifetime kWh...

AI summary The document presents gas savings results from 2011 to 2015 and electricity savings data from various programs under Efficiency Maine. The data includes annual and lifetime savings, costs, and benefit-to-cost ratios for different initiatives.

Figure 595859: Gross Gas Savings [1212](#page-206-0) Program Annual MMBtu Savings Lifetime MMBtu Savings Efficiency Maine Costs Participant Cost Lifetime Energy Benefit Cost/MMBTu (Lifetime) Benefit-to- Cost Ratio Business Incentive Progra...

AI summary The text presents tables detailing gas savings and program costs for various energy efficiency initiatives in Maine, highlighting savings, costs, and benefit-to-cost ratios. It also includes a breakdown of FY2015 payments for different programs and categories, indicating the distribution of funds.

Figure 616061: Benefit- Cost Ratios: Electric Programs 2015 [1212](#page-206-0) Adjusted Gross Benefit-to-Cost-Ratio Net I Benefit-to-Cost-F Ratio Programs TRC PACT Last Evaluation Net to Gross Ratio TRC PACT Business Incentive Program Ele...

AI summary The text presents benefit-cost ratios for various electric and natural gas programs in 2015, including details such as TRC, PACT, and net-to-gross ratios. These data are used to evaluate the effectiveness and cost-efficiency of different energy programs.

3. Incremental Equipment Cost Design Based on the market research and technology, Efficiency Maine will attempt to incentivize the incremental costIncremental Equipment Cost based on what is determined as a reasonable return on investment....

AI summary Efficiency Maine uses incremental equipment cost design to incentivize energy efficiency measures. For 'Replace on Burnout' measures, incremental cost is the difference between measure cost and standard measures. For Retrofit/Direct Install, incremental cost includes full measure cost and labor. The approach aims to ensure reasonable ROI.

Figure 636263: Electric Program Expenditures 2015 [1212](#page-206-0) Program Incentive Delivery Total Business Incentive Program Electric Measures $15,642,304 $1,520,601 $17,162,905 Large Customer Program Electric Measures $6,439,194 $544...

AI summary The text presents a table detailing electric and natural gas program expenditures in 2015, including incentive, delivery, and total costs for various initiatives such as the Business Incentive Program, Home Energy Savings Program, and Low-Income Direct Install Initiative. It provides a breakdown of costs across different programs and fuels.

NATIONAL GRID - ENERGY EFFICIENCY PROGRAMMING

AI summary The document outlines National Grid's Energy Efficiency Programming, focusing on regulatory proceedings in Nova Scotia. It references key entities, acronyms, and topics related to energy efficiency, demand-side management, and regulatory frameworks.

NATIONAL GRID CORE PROGRAM OFFERINGS (RESIDENTIAL AND BUSINESS) Program Name Program Area Program Measures Links Program Name Program Area Program Measures Links potential are offered, with the participant receiving up to 50 percent of the...

AI summary The document outlines National Grid's core program offerings for residential and business customers, including incentives for energy management systems and vending miser controls, with participants receiving up to 50 percent of the costs of studies.

High Level Specifications

AI summary The document outlines key terms and acronyms relevant to energy efficiency and utility regulatory proceedings in Nova Scotia. It provides definitions for organizations, programs, and methodologies used in demand-side management, cost evaluation, and energy efficiency initiatives.

M07544 - EfficiencyOne – Incentive Setting Methodology (E-ENS-R-16) This is further to EfficiencyOne's letter of August 17, 2016, responding to comments submitted by Nova Scotia Power Inc. ("NSPI"), the Small Business Advocate ("SBA"), and...

AI summary EfficiencyOne (E1) responds to feedback on its incentive methodology from NSPI, SBA, and Synapse. The Board requests further clarification and consensus discussions. Previous concerns led to a 60% incentive cap for BES programs. E1 must report on consultations by November 15, 2016.

M07544 EfficiencyOne Incentive Setting Methodology (E-ENS-R-16) Further to the Board's letter of April 6, 2017 regarding the EfficiencyOne ("E1") Revised Incentive Setting Methodology report, participant comments were received on April 27,...

AI summary The Nova Scotia Utility and Regulatory Authority (NSURA) reviews EfficiencyOne's (E1) Incentive Setting Methodology report, incorporating stakeholder feedback. Key developments include a Consolidated Calculator for evaluating incentives, a Technical Reference Manual (TRM), and clarification on cost thresholds. The Board accepts E1's report and implementation plan, noting collaboration with stakeholders.

James R. Gogan Direct Dial: (902) 563-5920 E-Mail: [email protected] File No. 41736-18 June 30, 2016 Nova Scotia Utility & Review Board PO Box 1692, Unit "M" Halifax, Nova Scotia B3J 3S3 Attention: Doreen Friis, Regulatory Affairs Off...

AI summary EfficiencyOne submits documents including CLEAResult's Incentive Setting Methodology report and an Implementation Plan in response to the Board's Order in M06733, requesting exemption from providing a paper copy of an electronic incentive-setting tool. The filing relates to approval of a supply agreement and DSM resource plan.

August 3, 2016 Doreen Friis Regulatory Affairs Officer/Clerk Nova Scotia Utility and Review Board 1601 Lower Water Street, 3rd Floor P.O. Box 1692, Unit "M" Halifax, NS B3J 3S3 Re: M07544 ‐ EfficiencyOne ‐ Incentive Setting Methodology (E‐...

AI summary EfficiencyOne (E1) submitted an incentive-setting methodology plan based on the CLEAResult Report to the Nova Scotia Utility and Review Board (UARB). NS Power agrees with most recommendations but urges inclusion of non-financial incentives in E1's Demand Side Management (DSM) program. The UARB previously approved E1's 2016-2018 DSM plan via Board Order M06733.

ncentives can be incorporated into E1's DSM program delivery to induce participant behavior. 1 EfficiencyOne 2016‐2018 Demand Side Management Resource Plan, Board Order, M06733, October 7, 2015, page 2, paragraph 9. 2 Exhibit E ‐1, Efficie...

AI summary NS Power recommends incorporating incentives into E1's DSM program, reviewing high-cost programs, and expanding jurisdictional comparisons to include lower-cost DSM regions. References include Board Order M06733 and the CLEAResult Report. NS Power seeks further stakeholder engagement.

M07544 - EfficiencyOne – Incentive Setting Methodology (E-ENS-R-16) This is further to EfficiencyOne's letter of August 17, 2016, responding to comments submitted by Nova Scotia Power Inc. ("NSPI"), the Small Business Advocate ("SBA"), and...

AI summary EfficiencyOne (E1) responds to feedback on its incentive-setting methodology from Nova Scotia Power Inc., the Small Business Advocate, and Synapse Energy Economics Inc. The Board requests further clarification and consensus discussions with Synapse and the DSM Advisory Group, citing unresolved concerns and prior directives from M06733. An incentive cap for Business Energy Solutions programs is also noted.

Background As the Board indicated in its correspondence of October 12, 2016, during the course of the proceedings with respect to the approval of the 2016 -2018 DSM Plan, concerns expressed regarding DSM incentives resulted in the Board di...

AI summary The Nova Scotia Utility Regulation Board directed EfficiencyOne to improve its incentive-setting methodology for energy efficiency programs following concerns raised during the 2016-2018 DSM Plan proceedings. EfficiencyOne engaged CleaResult to research best practices, filed a report, and responded to stakeholder comments from Synapse, SBA, and NS Power. The Board requested further consultations with Synapse and the DSM Advisory Group to address remaining concerns.

Implementation Timeframe The Implementation Plan filed on June 30, 2016, established timelines for the implementation of CleaResult's recommendations. As a result of the need for further consultation with Synapse and DSMAG, EfficiencyOne r...

AI summary EfficiencyOne requests Board approval to revise the implementation timeframe for CleaResult's recommendations, citing the need for further consultation with Synapse and DSMAG.

April 27, 2017 Via E-mail Doreen Friis Regulatory Affairs Officer/Clerk Nova Scotia Utility and Review Board 3rd Floor 1601 Lower Water Street P.O. Box 1692 Unit "M" Halifax NS B3J 3S3 Dear Ms. Friis: Re: M07544 – EfficiencyOne Incentive S...

AI summary The Small Business Advocate (SBA) submits comments on EfficiencyOne's Incentive Setting Methodology report, noting unresolved concerns from prior submissions. The SBA emphasizes the need for improved customer research practices and methodologies in demand-side management, which EfficiencyOne's Report and Plan aim to address but fall short on.

TRC Benefits While the section for the TRC mentions the term "non-energy benefit" (NEB) once (p. 24), it does not provide any details on specific NEBs to include. Nor does it mention participant or utility NEBs. The NEBs that are included...

AI summary The TRC section mentions non-energy benefits (NEBs) but lacks details on specific NEBs, participant, or utility NEBs. It should align with DSMAG guidance. EfficiencyOne is hiring a contractor to quantify NEBs for the TRC. The PC test definition should include participant benefits as per DSMAG.

April 27, 2017 Doreen Friis Regulatory Affairs Officer/Clerk Nova Scotia Utility and Review Board 1601 Lower Water Street, 3rd Floor P.O. Box 1692, Unit "M" Halifax, NS B3J 3S3 Re: M07544 ‐ EfficiencyOne (E1) ‐ Incentive Setting Methodolog...

AI summary NS Power provides feedback on EfficiencyOne's revised incentive methodology, highlighting gaps in non-financial incentives, jurisdictional comparisons implying E1's advanced stage, lack of low-income focus, and questioning incentives for short-payback projects. They recommend optimizing the DSM plan using study findings.

ons studied. The unit costs of conservation, along with the portfolio targets align favorably with the other jurisdictions. (pg. 7) In our opinion, this is not a valid comparison for several reasons: - All of the benchmarked utilities have...

AI summary The text argues that comparing Nova Scotia's energy efficiency (EE) costs and targets to jurisdictions like California is invalid due to differences in demand-side management (DSM) maturity. California's higher costs and lower savings potential are attributed to advanced DSM stages, whereas Nova Scotia's earlier stage offers more affordable opportunities. CLEAResult's conclusion about ENS's efficiency is criticized for relying on targets, not actual performance data.

3 CLEAResult's Incentive Level-Setting Excel-Based Tool for Review Protocol, filed with the Board on 31 March 2017. 1 • Effective Useful Life of the efficient case; 2 • Remaining Useful Life of the base case; 3 • Expected net-to-gross rati...

AI summary The document describes CLEAResult's Excel-based tool for setting incentive levels in energy efficiency programs. It outlines parameters such as useful life, net-to-gross ratio, and non-energy benefits. The Consolidated Calculator computes key values including energy savings, program administration costs, and total resource costs. Non-energy benefits are noted as requiring collaboration with the DSMAG.

ompleted. This will ensure timely updating of incentives as research 28 becomes available, and will reduce the risk of a major change to unit-cost if all affected DATE FILED: 11 May 2017 Page 5 of 20 1 incentives were updated at once. 2 Re...

AI summary The document outlines research plans for energy efficiency measures, including residential and commercial LEDs, heat pumps, and insulation. It references updates to DSM studies and responses to Synapse's comments regarding report clarity, specifically excluding financing incentives from the scope. EfficiencyOne amended the report to clarify this exclusion.

1 6. REPLY TO NS POWER ON OTHER ISSUES 2 NS Power Comment 3 "The CLEAResult Report focused on financial incentives and did not evaluate the merits 4 of non-financial incentives, such as educational programs and outreach. Co-optimizing 5 al...

AI summary EfficiencyOne responds to NS Power's comments on the CLEAResult Report, emphasizing that the Board's original direction focused solely on financial incentives, not education/outreach. The report provides upper limits for incentives, with education considered below those limits. NS Power argues that EfficiencyOne's DSM costs imply a later stage in energy efficiency adoption, leading to lower potential and higher costs.

1 EfficiencyOne Response 2 After discussing NS Power's comment with program staff, it seems the project in 3 question was likely an illustrative example of a recommissioning project that could 4 proceed through the Building Optimization (B...

AI summary EfficiencyOne discusses the Building Optimization (BO) service under the Custom program, which provides incentives for recommissioning projects. ENS covers 100% of study costs up to $2,500 and may offer additional incentives. BO is a new service with limited uptake, used to engage commercial customers. Free-ridership was evaluated at 0% in 2016, as customers relied on ENS support for studies.

Re: M07544 – EfficiencyOne – Incentive Setting Methodology (E-ENS-R-16) CLEAResult has reviewed the letters of comment filed by Nova Scotia Power Inc., the Industrial Group, the Small Business Advocate, and Synapse Energy Economics Inc. in...

AI summary CLEAResult responds to feedback on its revised incentive methodology report, emphasizing a framework approach rather than prescriptive methods. The report outlines five principles for incentive setting, addressing stakeholder comments from Nova Scotia Power, the Industrial Group, the Small Business Advocate, and Synapse Energy Economics Inc.

The following pages provide: - i) a brief background of the genesis of the Report and the stakeholder consultation process followed throughout the project's scoping, procurement and review stages; - ii) a summary of the Report's three main...

AI summary EfficiencyOne provides a report with three main recommendations, an implementation plan, and commits to ongoing updates. The report aims to enhance the process for setting incentives and requests the Nova Scotia Utility and Review Board to accept the report and implementation plan.

1.1 Background During the 2016-2018 DSM Resource Plan regulatory process, Intervenor discussion emerged on the appropriateness of EfficiencyOne's incentive levels for Efficiency Nova Scotia electricity efficiency programs. As a consequence...

AI summary During the 2016-2018 DSM Resource Plan regulatory process, intervenors questioned EfficiencyOne's incentive levels for Efficiency Nova Scotia programs. The UARB ordered EfficiencyOne to develop a more rigorous incentive program by June 2016. EfficiencyOne created a Scope of Work, revised it with DSMAG input, and selected CLEAResult via RFP in January 2016.

EFFICIENCYONE INCENTIVE SETTING METHODOLOGY FILING (E-ENS-R-16) 1 EfficiencyOne developed a market research plan for 2017-2018 within the first 2 quarter of 2017 to address CLEAResult's recommendations. 3 4 EfficiencyOne is currently deter...

AI summary EfficiencyOne developed a market research plan in 2017 to address CLEAResult's recommendations and is determining the best approach for conducting technology and market penetration research. EfficiencyOne is also developing an electronic TRM for use in its new data tracking system and has completed a consolidated calculator for incentive design.

Project Scope and Background The UARB directed EfficiencyOne to present these recommendations as a result of the regulatory process for the proposed 2016-2018 Demand Side Management (DSM) Resource Plan. In its August 12, 2015 Decision, the...

AI summary The UARB directed EfficiencyOne to present recommendations for the 2016-2018 Demand Side Management (DSM) Resource Plan, following a budget directive of $102.15 million set in an August 2015 decision. This directive followed a budget adjustment in the Quantum Agreement, with initial energy and demand savings targets remaining unchanged.

Table 2: Incremental Equipment Cost Scenarios Scenario General Description A customer may decide to make a new purchase for a technology or service. There is not a current technology or service in use. For example, if a customer purchases...

AI summary The document outlines scenarios for incremental equipment cost calculations, focusing on new purchases and installations. It defines the standard technology as the most popular option or a hybrid based on sales data, or non-existent in cases where no current technology is in use.

Customer Cost Threshold The Customer Cost theoretical threshold for incentive setting is based on a customer's perception of what they are paying for a product. There are several considerations that may go into determining Customer Cost (s...

AI summary The text discusses the Customer Cost threshold for incentive setting, highlighting factors such as retail price, project cost, incremental equipment cost, and participant cost test/payback analysis. It emphasizes the importance of considering customer perception and the need for tailored incentive design and customer education based on different scenarios.

FINDINGS AND IDENTIFIED BEST PRACTICES Our jurisdictional research has shown that the majority of jurisdictions employ similar methodologies and approaches to setting incentives. All of the jurisdictions have broad program design, TRM and/...

AI summary The jurisdictional research highlights that most regions use similar methodologies for setting incentives, with a focus on program design, TRM, and market research. While there are variations in specific processes, such as supply chain research, general best practices for incentive-setting are broadly consistent. EfficiencyOne also performs similar steps, so recommendations focus on details and nuances.

Research and Engagement Phase consultations for larger customers. The objective is to determine awareness, barriers and purchase decisions. this research. For new measures, this process should be undertaken at the outset of incentive devel...

AI summary The text discusses research and engagement activities focused on consulting larger customers to determine awareness, barriers, and purchase decisions. It emphasizes the importance of this process at the outset of incentive development for new measures.

After the end of the most recent DSM planning process, ENS's 2016-2018 savings targets and budgets are as follows: Year Savings (GWh) Expenditure ($ million) Unit Cost ($/kWh) 2016 133.1 $33.21 $0.25/kWh 2017 136.5 $34.02 $0.25/kWh 2018 13...

AI summary This document outlines ENS's 2016-2018 savings targets and budgets for demand-side management, including savings in gigawatt-hours and expenditures in millions of dollars. The table provides a breakdown by year, with total savings and costs over the three-year period.

POLICY CONSIDERATIONS

AI summary The policy considerations section outlines regulatory proceedings involving energy efficiency programs, cost methodologies, and stakeholder groups in Nova Scotia. Key entities include Efficiency Nova Scotia Corporation, the Utility and Review Board, and various advisory groups. Topics focus on demand-side management, cost calculations, and regulatory frameworks.

ACHIEVABLE POTENTIAL In 2014, Navigant Consulting conducted an achievable potential study for Nova Scotia, (Nova Scotia 2015-2040 Demand Side Management (DSM) Potential Study) 17 . It indicated that the achievable potential and required ex...

AI summary In 2014, Navigant Consulting conducted an achievable potential study for Nova Scotia, indicating the achievable potential and required expenditure for 2016, 2017, and 2018.

Current Programs Mass Market programs (programs that do not target individual customers specifically) cover all types of program scenarios. For example, a retail program can cover all four of these scenarios (New Purchase/Installation, Rep...

AI summary Mass Market programs in Nova Scotia cover all customer scenarios without targeting individuals. Retail programs handle scenarios like New Purchase/Installation and Replacement on Failure. CLEAResult and EfficiencyOne outlined these scenarios in Table 15 of the program design.

Table 15 : ENS Program Overview Program Name Program Offer and Incentive Structure Type of Program (for CE modelling purposes) Program Program Offer and Incentive Structure Type of Program

AI summary The document presents a table titled 'ENS Program Overview' that outlines various programs, their offers, incentive structures, and types for CE modelling purposes. However, the table is incomplete and lacks detailed information.

Programs Studied in Recommendations The following table contains an analysis of the barriers and the associated incentive strategy for the four investigated programs.

AI summary The document outlines an analysis of barriers and incentive strategies for four investigated programs, focusing on their implementation and effectiveness.

18 Email Communication from EfficiencyOne Program Management Staff – May 25, 2016 Program Identified Barriers Incentive Strategy 3) Retailers and their employees show varying degrees of awareness, engagement and knowledge of the program. A...

AI summary The email discusses barriers to participation in the Home Energy Assessment program, including customer lack of knowledge and concerns about upfront costs, and outlines strategies such as subsidized assessments, education, and incentives to encourage participation.

Basis for Customer Cost Incentive Threshold Customer and Decision Suggested Basis Suggested Upper Limit Low Income Customer, Direct Install Model Project Cost 100% Residential Customer, Small Purchase at Retailer Retail Price, Incremental...

AI summary The table outlines the suggested basis and upper limits for customer cost incentive thresholds across various customer types and installation models. It includes thresholds for low-income customers, residential customers, and commercial and industrial customers, with varying percentages and conditions.

22 Our Electricity Future: Nova Scotia's Energy Plan 2015-2020, Nova Scotia Department of Energy, Available: General Principle Current Activities Recommended Activities Understand Supply Chain and Service Provider Considerations Efficiency...

AI summary The document discusses EfficiencyOne's engagement with supply chains and service providers through program management, annual surveys, and specialized research. It recommends maintaining current engagement practices and optionally forming advisory panels for added value.

For the Instant Savings Program, CLEAResult has the following recommendations: General Principle Current Activities Recommended Activities Understand Customer Motivation and Barriers for Participation For Instant Savings, EfficiencyOne gai...

AI summary CLEAResult recommends conducting annual price sensitivity research for high-expenditure program measures and continuing annual participant and non-participant surveys to understand customer motivation and barriers for the Instant Savings Program. A semi-annual survey for residential LED technology is also suggested.

updated, consistent with the recommendations in the General Principles section. Understand Supply Chain and Service Provider Considerations For the Custom Program, EfficiencyOne gains an understanding of the supply chain and service provid...

AI summary EfficiencyOne gains insights into supply chain and service provider considerations through program management and evaluation. Financial impacts are understood via project screening, program management, and evaluation. CLEAResult recommends continuing current activities and expanding cost-effectiveness screening to include the Program Administrator Cost.

Program Financial Simulation Analysis

AI summary The document outlines a financial simulation analysis for energy efficiency programs in Nova Scotia, involving regulatory bodies, advisory groups, and cost methodologies. Key entities include Efficiency Nova Scotia Corporation, the Nova Scotia Utility and Review Board, and various energy efficiency standards and programs.

APPENDIX A-1: ONTARIO ELECTRICITY

AI summary Appendix A-1 outlines Ontario's electricity regulatory context, listing acronyms and entities involved in energy efficiency, demand-side management, and utility regulation. Key organizations include Efficiency Nova Scotia Corporation (ENS), Nova Scotia Utility and Review Board (URB), and the American Council for an Energy-Efficient Economy (ACEEE). Topics focus on energy efficiency programs, cost methodologies, and regulatory frameworks.

ONTARIO (IESO) –OVERVIEW

AI summary The document provides an overview of the Independent Electricity System Operator (IESO) in Ontario, though specific details are not included in the provided text.

INCENTIVE LEVEL SETTING METHODOLOGY LDC Name Target (GWh) Budget Hydro One Brampton Networks Inc. 255.2 $66,798,531 Hydro One Networks Inc. 1,159.0 $321,989,874 Hydro Ottawa Limited 394.5 $105,242,155 Innisfil Hydro Distribution Systems Li...

AI summary The document presents a table outlining the incentive level setting methodology for various Local Distribution Companies (LDCs), including their target energy output in gigawatt-hours (GWh) and corresponding budgets.

APPENDIX A-2: ONTARIO GAS (UNION GAS) Program Name Program Area Program Measures Links Process & Systems Upgrade (including Industrial Accelerator Program (IAP) portion) This program is targeted towards large customers, including transmiss...

AI summary This appendix outlines the Process & Systems Upgrade program, targeted at large customers, including transmission-connected customers. Incentive funding is based on the lower of three options: a prescribed incentive rate for savings, a 40 percent project cost cap, or an incentive that results in a one-year payback.

MARKET STRUCTURE OVERVIEW DSM is a core part of the conservation first policy in Ontario as per the 2013 Long-Term Energy Plan. In 2014, the Minister of Energy issued a directive to the Ontario Energy Board (OEB) for the development of a n...

AI summary DSM is integral to Ontario's conservation-first policy, with the OEB developing a 2014 framework to align natural gas DSM with electricity CDM efforts. The framework includes guiding principles for cost-effective programs, utility cost recovery, and long-term energy savings. Utilities submit annual budgets and reports, with mid-term reviews in 2018 and program evaluations starting in 2016.

PORTFOLIO MATURITY AND HISTORICAL PERFORMANCE DSM of natural gas has been practiced in Ontario for 21 years. The previous DSM Guidelines (EB-2008-0346) were in place from June 2011 regarding development of new multi-year DSM plans for the...

AI summary This section discusses the history and maturity of natural gas demand-side management (DSM) in Ontario, referencing past guidelines and decisions that shaped the development of DSM plans for gas utilities from 2006 to 2014.

Year Annual Savings Costs ($) (m³) 2012 137,438,488 31,322,216 2013 179,966,564 32,838,926 2014 30,091,000(Budget) 3 Ontario Energy Board, Multiple documents from: "Natural Gas Demand Side Management," [http://www.ontarioenergyboard.ca/oeb...

AI summary The table presents annual savings and costs for various years, with a focus on 2012, 2013, and 2014. A reference is made to a report by the Ontario Energy Board on Natural Gas Demand Side Management. Figure 19 shows the TRC Ratio by program category for 2012 and 2013.

The gas utilities have developed and submitted their annual DSM program budgets for all proposed programs for OEB approval 2015-2020. The budgets are comprehensive including financial, marketing and communications, administration and staff...

AI summary The gas utilities have submitted annual DSM program budgets for 2015-2020 for OEB approval, which include financial, marketing, administration, and evaluation components. The OEB has approved these budgets with modifications.

Approved Approved Annual D SM Budgets Utility 2014 (Actuals) 2015 2016 2017 2018 2019 2020 2015-2020 Total Enbridge $ 32,511,266 $ 37,722,230 $ 56,361,117 $ 62,933,844 $ 67,554,087 $ 66,421,773 $ 67,757,376 $ 358,750,427 Union $ 33,713,172...

AI summary The document presents annual DSM budgets for Enbridge and Union from 2014 to 2020, along with overhead costs and performance metrics. The gas utilities developed targets and used a weighted scorecard approach to evaluate program performance, emphasizing natural gas savings and broader conservation priorities.

Figure 23: Union Gas Targets & Performance Metric[s](#page-125-0) 4 Resource Acquisition Scorecard Metric Units Weight 2016 Targe Metrics and Targets Cumulative Savings CCM (millions) 75% 1,110 Home Reno Rebate Participants Homes 25% 3,000...

AI summary The text presents Union Gas's performance metrics and targets, including cumulative savings, participant numbers for home rebate programs, and energy efficiency goals. It outlines specific targets for different housing types and years, such as the number of participants in RunSmart and SEM programs and savings percentages.

4. Incremental Cost Design Based on the market research and technology, Union will attempt to incentivize a portion of the incremental cost determined to motivate customers to implement. Typically, this has fallen between 25-35 percent of...

AI summary Union aims to incentivize 25-35% of incremental costs to encourage customer implementation. Incremental costs are calculated as the difference between measure cost and standard measure cost for measures with base cases, and as full measure cost for those without.

Figure 27: Planned Energy Savings in F2020 (GWh/yr) [4](#page-134-0) Codes and Standards Rate Structures Programs Total Residential 2,760 980 1,070 4,810 Commercial 500 390 1,480 2,370 Industrial 110 730 2,590 3,430 Total 3,370 2,090 5,150...

AI summary The text presents tables showing planned energy and capacity savings in F2020 across residential, commercial, and industrial sectors, categorized under codes and standards, rate structures, and programs. It highlights the cumulative impact of demand-side management (DSM) activities on electricity savings.

Figure 29: Cumulative GWh/Year following the 2008 BC Energy Plan [4](#page-134-0) GWH/YEAR F2008 F2009 F2010 F2011 F2012 Target 295 761 1,700 2,300 3,500 Actual 326 983 1,778 2,348 BC Hydro has developed annual cumulative targets using the...

AI summary Figure 29 shows the cumulative GWh/year targets and actuals from the 2008 BC Energy Plan, highlighting the performance of BC Hydro's demand-side management (DSM) initiatives. Targets and actuals are provided for the years 2008 to 2012, with the Conservation Potential Review (CPR) and other DSM tools used to set these targets.

Calculating Cost Effectiveness Cost effectiveness analysis is performed by looking at the stream of benefits and costs resulting from the DSM investment. Four metrics are calculated for each test: - 1. Benefit-cost ratio = PV (benefits) /...

AI summary The document explains how cost effectiveness for DSM investments is calculated using four metrics: benefit-cost ratio, net present value, and gross levelized cost. These metrics analyze the stream of benefits and costs over time.

- 4. Net Levelized cost ($/kWh)1 = PV (costs all benefits except for electric energy benefits) / PV (energy savings) Benefits Costs Commercial BC Hydro Leaders in Energy Management This program provides a range of technologies, but focuses...

AI summary The document outlines a Net Levelized Cost formula and details a commercial energy management program offered by BC Hydro, focusing on lighting, IT infrastructure, HVAC, and building operations, along with tools and resources for business management, asset management, change management, and public recognition.

6 BC Hydro, "F2012 Demand Side Management Milestone Evaluation Summary Report," Program Type Programs Details High Performance Building The objective of this program is to acquire energy savings by reducing the energy intensity of new comm...

AI summary The High Performance Building program aims to reduce energy intensity in new commercial buildings through efficient design and construction, offering co-funding for energy studies and incentives for implementing energy-efficient lighting and daylighting designs.

CALIFORNIA ENERGY EFFICIENCY PROGRAM INCENTIVE & COST EFFECTIVENESS POLICY California has long been recognized as one of the leading jurisdiction in North America regarding the regulatory standards and policies established to guide the des...

AI summary California has implemented a 'Rolling Target' system for energy efficiency programs, requiring IOUs to submit annual budgets and a five-year business plan. The CPUC has committed to funding approximately $1B annually for energy efficiency and conservation programs.

Avoided Costs Within California, the avoided costs of electricity are generated by E3 for a 20-year period based on the following components: generation energy, generation capacity, ancillary services, transmission and distribution capacit...

AI summary This text discusses the calculation of avoided costs in California, including components such as generation energy, capacity, and environmental benefits. It also mentions the update of the avoided cost model in 2011 and the inclusion of natural gas avoided costs.

Savings PG&E's programs have proven very successful at reducing energy consumption and incentivizing energy efficient behaviours and investment decisions. In the 2013-2015 period, PG&E managed to achieve between 110-143 percent of annual g...

AI summary PG&E exceeded energy and demand savings goals (110-143% gross energy, 130-164% demand) from 2013-2015 through programs, excluding codes & standards. Achievements highlight program effectiveness in reducing consumption and incentivizing efficiency.

APPENDIX A-5: OREGON & WASHINGTON (ENERGY TRUST OF OREGON)

AI summary This appendix discusses energy efficiency programs in Oregon and Washington, focusing on the Energy Trust of Oregon. It references regulatory frameworks, evaluation methods, and stakeholder groups involved in demand-side management and energy efficiency initiatives.

KEY PLAYERS

AI summary The 'KEY PLAYERS' section lists organizations, programs, and regulatory bodies involved in energy efficiency, utility regulation, and demand-side management in Nova Scotia and other regions. It includes acronyms for entities such as the Utility and Review Board, Efficiency Nova Scotia Corporation, and various energy efficiency initiatives and methodologies.

Program Analysis Initiatives Target Market Incentive Setting Methodology Neighborhood (Electric) Delivers energy-saving and management solutions to local communities where the demand for electricity is expected to grow significantly becaus...

AI summary The document discusses the Neighborhood Program by Con Edison, which offers energy-saving solutions and incentives to local communities with growing electricity demand. It includes free products for small businesses and apartment buildings and a partnership with NYSERDA for combined heat and power, with incentives up to $1,800/kW.

EFFICIENCY VERMONT –OVERVIEW

AI summary The document provides an overview of Efficiency Vermont, focusing on energy efficiency initiatives, regulatory proceedings, and related programs. Key elements include demand-side management, technical reference manuals, and regulatory bodies involved in energy efficiency standards and cost evaluations.

CURRENT CYCLE Efficiency Maine began Triennial Plans in 2011 and is currently in the second triennial cycle that spans 2014-2016. Efficiency Maine also releases performance reports annually. The latest public report is 2015.

AI summary Efficiency Maine initiated Triennial Plans in 2011 and is currently in the second cycle covering 2014-2016. Annual performance reports are released, with the latest public report from 2015.

Figure 56: 2011-2015 Electric Savings Result 11 Year Total (GWh) 2011 173.5 2012 226 2013 134 2014 162 2015 224 Total 919.5 10 Efficiency Maine, "2010 Annual Report,[" http://www.efficiencymaine.com/docs/EMO16444\_AnnualReport\_2010.pdf](h...

AI summary Figure 56 presents electric savings results from 2011 to 2015, showing fluctuations in total energy savings over the years, with a cumulative total of 919.5 GWh. The data is sourced from Efficiency Maine's 2010 Annual Report.

Figure 57: 2011-2015 Gas Savings Result [11](#page-197-0) Year Total (MMBtu) 2011 16,115 2012 1,845 2013 12,169 2014 30,839 2015 19,274 Total 80,242 Figure 58: Gross Electricity Savings 12 Program Annual kWh Savings Lifetime kWh Savings Ef...

AI summary Figure 57 shows gas savings from 2011 to 2015, totaling 80,242 MMBtu. Figure 58 presents electricity savings data from various programs, including business and consumer initiatives, along with costs, benefits, and efficiency ratios.

Figure 61: Benefit- Cost Ratios: Electric Programs 2015 [12](#page-198-0) Adjusted Gross Benefit-to-Cost-Ratio Net I Benefit-to-Cost-I Ratio Programs TRC PACT Last Evaluation Net to Gross Ratio TRC PACT Business Incentive Program Electric...

AI summary The text presents benefit-cost ratios for various electric and natural gas programs in 2015, including measures like the Business Incentive Program and Home Energy Savings Program. These ratios help assess the cost-effectiveness of different initiatives, with TRC and PACT being key metrics used for evaluation.

3. Incremental Cost Design Based on the market research and technology, Efficiency Maine will attempt to incentivize the incremental cost based on what is determined as a reasonable return on investment. For "Replace on Burnout" measures t...

AI summary Efficiency Maine calculates incremental costs for energy efficiency measures. For 'Replace on Burnout' measures, incremental cost is the difference between measure cost and standard measures. For 'Retrofit/Direct Install' measures, incremental cost includes full measure cost, including labor.

4. Incentive Rate Finalized Once the incremental measure cost is finalized, Efficiency Maine will set a standard incentive using the above considerations.

AI summary Efficiency Maine will establish a standard incentive rate after finalizing incremental measure costs, using established considerations. This process reflects a finalized approach to determining incentives for energy efficiency programs.

Figure 63: Electric Program Expenditures 2015 [12](#page-198-0) Program Incentive Delivery Total Sub Total $8,931,754 $3,528,542 $12,957,266 Name Target Market Incentive Information

AI summary Figure 63 presents electric program expenditures for 2015, including subtotals for incentive, delivery, and total costs. The table lists programs, their target markets, and incentive information, but specific program names and details are not provided in the text.

190 Name Target Market Incentive Information Business Programs Businesses looking to upgrade their equipment Boilers and furnaces: Incentives between $1,250 to 12,500 Boiler controls and ancillary equipment: $0.75 to 1,325 per Mbtu/h Ductl...

AI summary The document outlines various business incentive programs offered by Efficiency Maine, targeting businesses looking to upgrade their equipment with incentives ranging from $0.50 per sq ft to $12,500, depending on the type of equipment.

NATIONAL GRID – UTILITY OVERVIEW

AI summary The document provides an overview of National Grid's utility operations in Nova Scotia, referencing regulatory frameworks, energy efficiency programs, and related acronyms. Key entities include Nova Scotia Utility and Review Board (URB), Efficiency Nova Scotia Corporation (ENSC), and various energy efficiency initiatives.

NATIONAL GRID - ENERGY EFFICIENCY PROGRAMMING

AI summary The document pertains to National Grid's energy efficiency programming initiatives, likely involving regulatory proceedings. Key focus areas include demand-side management, program evaluation, and compliance with energy efficiency standards. The context includes references to regulatory bodies, evaluation methodologies, and industry stakeholders.

NATIONAL GRID CORE PROGRAM OFFERINGS (RESIDENTIAL AND BUSINESS) Program Name Program Area Program Measures Links Large Retrofit Program Commercial  Provides incentives for lighting and lighting controls, variable speed drives, food servic...

AI summary The Large Retrofit Program offers incentives for energy efficiency improvements in commercial settings, including lighting, variable speed drives, and energy management systems. Incentives vary based on the type of measure and can be up to 50 percent of the incremental equipment costs. Custom incentives are also available for non-prescriptive measures.

High Level Specifications

AI summary The document provides a list of acronyms and their expansions related to energy efficiency, regulatory proceedings, and utility management in Nova Scotia and other jurisdictions. It serves as a reference for terminology used in regulatory analyses and proceedings.

Outputs - Total Gross Energy Savings; - Total Gross Demand Reduction; - Total Net Energy Savings; - Total Net Demand Reduction; - TRC Benefits; - TRC Costs; - TRC Net Benefits; - TRC Ratio; - PAC Benefits; - PAC Costs; - PAC Net Benefits;...

AI summary The document outlines key outputs from a regulatory proceeding, including energy and demand savings metrics, TRC (Total Resource Cost) and PAC (Program Administrator Cost) analyses, and cost ratios. These outputs evaluate the financial and operational impacts of energy efficiency initiatives.

ocurement process was 13 initiated in late November 2015. Final RFP submissions were received on 14 December 18, 2015, and CLEAResult was selected as the successful proponent on January 8th 15 , 2016. - 17 CLEAResult's approach was consist...

AI summary A procurement process initiated in late 2015 led to CLEAResult's selection in January 2016 to analyze Nova Scotia's electricity market and DSM regulatory environment. CLEAResult conducted jurisdictional reviews, stakeholder interviews, and applied findings to Efficiency Nova Scotia programs. Preliminary and final draft reports received limited feedback from the DSMAG, with stakeholders requesting more detailed analysis.

9 Ibid. 1 3. EFFICIENCYONE'S IMPLEMENTATION PLAN 2 EfficiencyOne agrees with CLEAResult's three recommendations. 3 4 The five general principles CLEAResult suggests for incentive setting are: 5 1. Customer motivations and barriers for part...

AI summary EfficiencyOne agrees with CLEAResult's recommendations and outlines an implementation plan to update incentive-setting practices, including developing a manual, conducting market research, and creating a consolidated calculator for incentives, with most actions to be completed by March 31, 2017, and the rest by September 30, 2017.

1 3.2 Recommendation 2 2

AI summary This section outlines Recommendation 2 from the Nova Scotia Utility and Review Board (UARB) regarding demand-side management. The Demand Side Management Advisory Group (DSMAG) is involved in the proceeding. The recommendation addresses regulatory considerations for utility services in Nova Scotia.

1 EfficiencyOne commits to developingdeveloped a market research plan for 2 2017-2018 within the first quarter of 2017 to address CLEAResult's 3 recommendations. 4 5 EfficiencyOne is currently determining the best approach for conducting 6...

AI summary EfficiencyOne is working on developing a market research plan and an electronic TRM as recommended by CLEAResult. They are also creating a consolidated calculator for incentive design purposes. These initiatives are part of their commitment to improve energy efficiency programs and data management systems.

9 EfficiencyOne requests that the Board accept the recommendations and 10 conclusions of the Report, EfficiencyOne's Implementation Plan and the 11 ongoing reporting mechanisms proposed. APPENDIX A: CLEARESULT REPORT EfficiencyOne: Incenti...

AI summary EfficiencyOne requests the Board to accept recommendations and conclusions from the CLEARESULT report, the implementation plan, and ongoing reporting mechanisms. The appendix includes the CLEARESULT report, and the methodology for setting incentives is outlined.

plate and an Excel-based tool) that prescribes both frequency and methodology of updates. The scope of the project focused on financial incentives, though the other types of incentives were discussed. The jurisdictional research involved p...

AI summary The project focused on financial incentives for demand-side management, involving research across jurisdictions. ENS's performance was comparable to other regions, though minimal formalized incentive design documentation exists. Principles were identified through interviews and CLEAResult's experience, despite lacking consolidated resources.

Table 2: Incremental Equipment Cost Scenarios Scenario General Description The standard service is often considered to be the most popular service offering in terms of sales or penetration at the time. It does not need to be the current se...

AI summary This table outlines scenarios for incremental equipment costs, focusing on early replacement and the comparison between efficient technologies and base cases. It defines incremental costs as the difference between efficient and base case options and discusses the remaining useful life (RUL) of installed technologies.

Customer Research A critical component of determining participant perceived value is actually asking potential customers what they would pay for a product or service, and what their price points are for difficult technology options. Additi...

AI summary Customer research is essential to determine perceived value and barriers to adopting energy-efficient technologies like CFLs and LED lamps. Financial incentives alone may not address non-financial barriers (e.g., light quality, mercury concerns). Upfront costs remain a hurdle for LED lamps despite popularity. The principal-agent problem in rental units highlights conflicting motivations between tenants and landlords regarding energy upgrades and incentives.

Customer Cost Threshold The Customer Cost theoretical threshold for incentive setting is based on a customer's perception of what they are paying for a product. There are several considerations that may go into determining Customer Cost (s...

AI summary The Customer Cost threshold for incentive setting considers various parameters like retail price, project cost, incremental equipment cost, and participant cost test/payback analysis. These factors influence how customers perceive their costs and affect the design of incentives. The document highlights the importance of understanding customer perception and the need for research to determine appropriate thresholds and opportunities for customer education.

Unique Combination Customer Cost Considered Rationale for Selection Residential Customer LED A Lamp Purchase Current Incandescent A Lamp Burned Out (Replacement on Burnout) Retail Price Residential customers for small purchases look at ret...

AI summary The table outlines different customer cost considerations for various replacement scenarios, such as residential LED lamp purchases and commercial chiller replacements. It explains that residential customers focus on retail price for small purchases, while larger purchases involve project costs, incremental equipment costs, and payback analysis.

FINDINGS AND IDENTIFIED BEST PRACTICES Our jurisdictional research has shown that the majority of jurisdictions employ similar methodologies and approaches to setting incentives. All of the jurisdictions have broad program design, TRM and/...

AI summary The document outlines findings and best practices for setting energy efficiency incentives, noting that most jurisdictions use similar methodologies. While there is no single consolidated process, general frameworks and best practices are identified, with a focus on detailed nuances rather than high-level steps already performed by EfficiencyOne.

Figure 7: Identified Incentive Setting Best Practices Methodology Research and Engagement Phase General Principle Definition Examples Identified Best Practice

AI summary Figure 7 outlines a methodology for identifying best practices in incentive setting, focusing on the research and engagement phase. It includes general principles, definitions, examples, and identified best practices, though specific details are not provided in the excerpt.

HISTORICAL RESULTS AND COMPARISON TO OTHER JURISDICTIONS We provide ENSC's historical portfolio savings from 2010-2014 below, along with a unit cost (first year energy savings), scale of relative effort, and a proxy for "residential custom...

AI summary The text presents ENSC's historical portfolio savings from 2010-2014, including unit costs, effort scale, and a proxy for residential customer motivation compared to other jurisdictions. It highlights data-driven analysis of energy efficiency program performance and cross-jurisdictional benchmarks.

Year Residential Energy Savings (GWh) Business, Not for Profit and Institutional Savings (GWh) Residential Demand Reduction (MW) Business, Not for Profit and Institutional Demand Reduction (MW) Fully Allocated Residential Expenditure ($ mi...

AI summary The document presents two tables showing energy savings and expenditures by year for residential and business sectors, as well as unit costs of conservation and energy savings percentages compared to retail sales in various jurisdictions. The data highlights historical performance and cost metrics for energy efficiency programs.

After the end of the most recent DSM planning process, ENS's 2016-2018 savings targets and budgets are as follows: Year Savings (GWh) Expenditure ($ million) Unit Cost ($/kWh) 2016 133.1 $33.21 $0.25/kWh 2017 136.5 $34.02 $0.25/kWh 2018 13...

AI summary This document outlines ENS's 2016-2018 savings targets and budgets following the most recent DSM planning process, detailing annual savings in GWh and corresponding expenditures in millions of dollars.

ACHIEVABLE POTENTIAL In 2014, Navigant Consulting conducted an achievable potential study for Nova Scotia, (Nova Scotia 2015-2040 Demand Side Management (DSM) Potential Study) 17 . It indicated that the achievable potential and required ex...

AI summary In 2014, Navigant Consulting conducted an achievable potential study for Nova Scotia, focusing on the Demand Side Management (DSM) potential from 2015 to 2040. The study outlined achievable potential and required expenditures for the years 2016, 2017, and 2018.

COST EFFECTIVENESS AND AVOIDED COSTS At the portfolio level, cost effectiveness is guaranteed since the combination of savings targets and budget is lower than the cost effectiveness threshold (provided that the persistence of the energy s...

AI summary The document discusses Nova Scotia's approach to cost effectiveness in demand-side management (DSM), emphasizing a TRC threshold of 1.0 for program measures. Program administration costs (PAC) are included in TRC screening, though exceptions exist for market transformation. Comparisons to other jurisdictions highlight varying approaches to administration costs in TRC calculations.

Current Programs Mass Market programs (programs that do not target individual customers specifically) cover all types of program scenarios. For example, a retail program can cover all four of these scenarios (New Purchase/Installation, Rep...

AI summary Mass Market programs in Nova Scotia cover multiple customer scenarios without targeting individuals. Examples include New Purchase/Installation and Replacement scenarios. CLEAResult and EfficiencyOne outlined these scenarios in Table 15, which is referenced in the document.

Table 15 : ENS Program Overview Program Name Program Offer and Incentive Structure Type of Program (for CE modelling purposes) Commercial, institutional and industrial customers are eligible to apply to the Custom Program for measures or p...

AI summary This section outlines the Efficiency Nova Scotia (ENS) Custom Program, which provides incentives for energy efficiency measures tailored to commercial, institutional, and industrial customers. The program includes a compressed air-focused component and offers interest-free financing for eligible projects.

18 Email Communication from EfficiencyOne Program Management Staff – May 25, 2016 Program Identified Barriers Incentive Strategy knowledge of the program. to promote participation through improving customer awareness and education, while a...

AI summary An email from EfficiencyOne Program Management Staff discusses barriers to program participation, identifying a lack of knowledge as a key issue. The proposed incentive strategy focuses on improving customer awareness and education, as well as retailer training to enhance engagement and program knowledge.

GENERAL PRINCIPLES FOR INCENTIVE RATE SETTING Based on CLEAResult's experience and research on best practices, it is recommended that any incentive level setting methodology should include the following general principles to understand: -...

AI summary The document outlines five general principles for incentive rate setting, emphasizing customer motivations, technology savings, supply chain considerations, financial impacts, and jurisdictional benchmarking. These principles aim to guide effective incentive level methodologies based on CLEAResult's research and best practices.

6. What is the proposed incentive, forecasted participation and

AI summary The section addresses proposed incentives, forecasted participation rates, and related methodologies for energy efficiency programs in Nova Scotia. Key considerations include cost-benefit analyses, program administration, and regulatory oversight by entities like the UARB and NSP.

br>om me n inc lu d ing in he h. t re se arc Fo L E Ds in he i de ia l a d ia l s he da ho l d t nt to t tes r re s n co mm erc ec r, p s u u o l ly. oc cu r a nn ua T he da ho l d be iew d by it h ic h is f tes tee ts u p s u r ev e a c o...

AI summary The text discusses Nova Scotia's Energy Plan 2015-2020, focusing on electricity future initiatives, including energy efficiency, demand-side management, and stakeholder engagement. It highlights efforts to promote renewable energy, improve grid reliability, and ensure affordability for consumers.

FORMAL & DOCUMENTED INCENTIVE SETTING PROCESS It is recommended that ENS use a formal and documented incentive setting process for all incentive setting exercises. This does not necessarily mean that every step of the process needs to be f...

AI summary The document recommends that Efficiency Nova Scotia (ENS) adopt a formal, documented incentive-setting process for all exercises, including three potential workflows. It emphasizes documenting justifications for process steps and considering existing market incentives in customer and technology research, as well as financial impact analysis.

c ing d j int ke ing ies for tu to nt toc t p t tra teg ma nu re rs s p s, p ro c r a n o m ar s he fo l low ing T h is i de ins ig ht int he hn log ire d fo he t t te nt r t y ea r. p rov s o c o y as se ss me req u T R M It is de d ha he...

AI summary The text discusses recommendations for the Instant Savings Program by CLEAResult, emphasizing the need for transparency, process improvements, and stakeholder engagement. It highlights concerns around implementation, communication, and the role of Efficiency Nova Scotia in program delivery.

Un de d Cu ta to rs n s me r fo Mo iva ion d Ba ier t t a n rr s r Pa ic ip ion rt t a Fo he Cu Pr E f f ic ien On ins t to r s m og ra m, cy e g a an de d ing f c iva ion d ba ier hro h: ta to t t t un rs n o us me r m o s a n rr s ug 1....

AI summary CLEAResult recommends making the Custom Program more effective by addressing barriers to participation, improving program management, and enhancing evaluation processes. The recommendations include making the program more accessible, improving governance, and conducting research to identify barriers and improve energy efficiency.

Program Benchmarking When the Custom Retrofit program was designed in 2008, the initial incentive was designed using a $/kWh incentive rate based on a similar program by Manitoba Hydro. It was unknown what incentive level customers in Nova...

AI summary The Custom Retrofit program, introduced in 2008, initially used a \/kWh incentive rate based on Manitoba Hydro's program. Over time, through customer feedback and program experience, this rate now serves as a ceiling for individually negotiated incentives.

Principles section. Understand Supply Chain and Service Provider Considerations For the Custom Program, EfficiencyOne gains an understanding of the supply chain and service provider considerations through: 1. Ongoing Program Management and...

AI summary The document discusses how EfficiencyOne understands supply chain and service provider considerations through program management and evaluation, and how it gains insight into financial impacts through project screening and evaluation. It recommends continuing current activities and expanding to include the PAC.

INSTANT SAVINGS PROGRAM FINANCIAL SIMULATION For the Instant Savings Program, the program financial simulation analysis included the following six steps for each measure: - 1. Identify the current (2015) participation and incentive level;...

AI summary The Instant Savings Program's financial simulation involves six steps: assessing participation, market penetration, incentive thresholds, budget thresholds, cost-effectiveness thresholds, and comparing current incentives to these thresholds. Parameters were sourced from EfficiencyOne for analysis under Nova Scotia's regulatory process.

Measure Average Gross Energy Savings per Project (MWh) Average Gross Peak Demand Savings per Project (kW) NTG Average Net Energy Savings per Project (MWh) Average Net Peak Demand Savings per Project (kW) Energy Savings Persistence Average...

AI summary The table presents parameters for average custom retrofit projects, including energy savings, peak demand savings, NTG, energy savings persistence, and average project incentives. The data shows consistent values across different energy savings persistence levels.

Appendix A – Jurisdictional Scans

AI summary Appendix A – Jurisdictional Scans outlines regulatory considerations for energy efficiency and demand-side management in Nova Scotia. It references organizations, methodologies, and programs involved in utility regulation, including cost analysis frameworks and stakeholder groups.

\ Peak for all of state Jurisdiction Current Framework Period Annual Savings Target Annual Budget ($ million) % Incentive Unit Cost of Savings Target Target per Retail Sales Residential Retail Rates Nova Scotia (ENS) 2016-2018 135.3 GWh $3...

AI summary The document presents a comparative table of energy efficiency programs across various jurisdictions, including Nova Scotia, Ontario, British Columbia, and others, detailing annual savings targets, budgets, incentive percentages, and unit costs of savings. It highlights differences in program structures and funding across regions.

Electricity Market The following entities are the key players in the electricity system in Ontario. - Ontario Government Ministry of Energy - Ontario Energy Board (OEB) - Independent Electricity System Operator (IESO) - 72 Local Distributi...

AI summary The Ontario electricity market involves the Ministry of Energy, OEB, IESO, and 72 LDCs. The IESO oversees conservation efforts, sets LDC targets, and manages the Conservation First Framework. The OEB regulates LDCs, while the Ministry of Energy sets policy. Conservation activities are funded separately from rate-setting, with performance specifications in LDC licenses.

Electric Utilities Ontario has 72 electric utilities (LDCs). The majority of them are municipally owned, but there are a few investor-owned utilities that operate in Ontario. For conservation and efficiency program purposes, they all follo...

AI summary Ontario has 72 electric utilities (LDCs), most municipally owned, some investor-owned, all following same conservation guidelines. Largest are Toronto Hydro and Hydro One (over 500k customers), smallest is Atikokan Hydro (1,600+ customers).

Cost Effectiveness Testing In their conservation (CDM) plans, LDCs need to show portfolio cost effectiveness (TRC and PAC) if they are offering province-wide programs. If LDCs are offering local programs (only for their territory), those p...

AI summary LDCs must demonstrate portfolio cost effectiveness (TRC and PAC) for province-wide programs, with a TRC exception of 0.7 for low-income programs. The IESO oversees cost effectiveness for province-wide programs, including societal benefits in TRC calculations.

ONTARIO (IESO) – OVERVIEW

AI summary Overview of Ontario's IESO regulatory proceeding, listing key acronyms and entities involved in energy efficiency, demand-side management, and electricity system operations. Includes references to organizations, programs, and methodologies relevant to the proceeding.

FUTURE TARGETS The Conservation First Framework covers the time period from 2015-2020. The province-wide budget for the six years is $2.2 billion, of which LDCs are provided with $1.8 billion. The IESO retains some funds for central servic...

AI summary The Conservation First Framework spans 2015-2020 with a total budget of $2.2 billion, of which $1.8 billion is allocated to LDCs. The total Ontario target for energy savings is 8.7 TWh, with LDCs having a combined target of 7 TWh. Each LDC must complete a CDM plan aligned with their budget and target.

ONTARIO CORE PROGRAM OFFERINGS (RESIDENTIAL AND BUSINESS) Currently, the conservation programs in Ontario cover the residential, low income, small business, commercial and industrial, and large industrial sectors. The programs cover financ...

AI summary Ontario's conservation programs cover residential, low-income, small business, commercial, and industrial sectors, offering incentives, coaching, and training. Five years of evaluations have raised efficiency baselines, with T8 lamps now standard. A new pay-for-performance framework for LDC funding of conservation programs is a North American first.

APPENDIX A-2: ONTARIO GAS (UNION GAS) Program Name Program Area Program Measures Links Energy Managers This program provides funding for hiring an Energy Manager for larger commercial or industrial customers. The incentive funding is provi...

AI summary This table outlines the 'Energy Managers' program, which provides funding for larger commercial or industrial customers to hire Energy Managers. The program offers two funding options: a guaranteed salary or a pay-for-performance model with a rate of $40/MWh. Annual savings targets are set to ensure program cost effectiveness.

MARKET STRUCTURE OVERVIEW DSM is a core part of the conservation first policy in Ontario as per the 2013 Long-Term Energy Plan. In 2014, the Minister of Energy issued a directive to the Ontario Energy Board (OEB) for the development of a n...

AI summary The document outlines Ontario's DSM framework, developed by the OEB in 2014 under the 2013 Long-Term Energy Plan. It emphasizes cost-effective DSM aligned with electricity CDM, guiding principles for utilities, and evaluation processes. Utilities submit proposals for OEB approval, with mid-term reviews and annual reporting requirements.

PORTFOLIO MATURITY AND HISTORICAL PERFORMANCE DSM of natural gas has been practiced in Ontario for 21 years. The previous DSM Guidelines (EB-2008-0346) were in place from June 2011 regarding development of new multi-year DSM plans for the...

AI summary This section discusses the history of Demand Side Management (DSM) for natural gas in Ontario, including the DSM Guidelines from 2011 and the prior guidance from the OEB's 2006 decision, which set principles for gas utilities from 2007 to 2009.

Figure 18: Total Savings and Costs of Gas Utilities 3 Year Annual Savings (m³) Costs ($) 2012 137,438,488 31,322,216 2013 179,966,564 32,838,926 2014 30,091,000(Budget) & lt;sup>3 Ontario Energy Board, Multiple documents from: "Natural Gas...

AI summary Figure 18 presents the total savings and costs for gas utilities in Ontario from 2012 to 2014. Annual savings in cubic meters and associated costs in dollars are listed, with 2014 showing a budgeted cost of $30,091,000. The data is sourced from the Ontario Energy Board's 2014 Natural Gas Market Review Final Report.

The gas utilities have developed and submitted their annual DSM program budgets for all proposed programs for OEB approval 2015-2020. The budgets are comprehensive including financial, marketing and communications, administration and staff...

AI summary Gas utilities have submitted annual DSM program budgets for 2015-2020 to the OEB for approval. The budgets include financial, marketing, administration, and evaluation components. The OEB has approved these budgets with modifications.

The gas utilities have also developed targets for each proposed program 2015-2020. The gas utilities incorporated multiple performance metrics via a weighted scorecard approach that weighs lifetime natural gas savings more highly. It is re...

AI summary The gas utilities have developed targets for programs from 2015-2020, using a weighted scorecard approach that prioritizes lifetime natural gas savings. The approach reflects a broader consideration of conservation and other priorities beyond just savings.

Figure 22: Union Gas Scorecard 4 Union Resource Acquisition Low- Income Large Volume Market Transformation Performance- based Cumulative natural gas savings metric weight 75% 100% 100% 0% 0% Other metric weight 25% 0% 0% 100% 100% Union Ga...

AI summary Figure 22 presents a scorecard for Union Gas, highlighting the distribution of metric weights for various categories, including resource acquisition, low-income, large volume, market transformation, and performance-based metrics. Union Gas proposed alternative metrics for evaluation.

Figure 23: Union Gas Targets & Performance Metrics 4 Resource Acquisition Scorecard Metric Units Weight 2016 Target Metrics and Targets Cumulative Savings CCM (millions) 75% 1,110 Home Reno Rebate Participants Homes 25% 3,000 Low Income Sc...

AI summary The document presents Union Gas's targets and performance metrics across various scorecards, including cumulative savings, home rebate participants, and energy efficiency programs. These metrics are measured against specific targets and weights for the years 2016 and beyond.

Technical Reference Manual The EC reviews and proposes updates to the OEB with regards to data within the TRM. This occurs yearly. This review and update includes input assumptions to reflect the findings of the annual DSM evaluation and a...

AI summary The Evaluation Contractor (EC) annually reviews and updates the Technical Reference Manual (TRM) for the Ontario Energy Board (OEB), incorporating findings from the annual Demand Side Management (DSM) evaluation and audit. Updates may involve researching new technologies and refining assumptions.

Cost Effectiveness Requirements The gas utilities' overall DSM goals are to achieve all the cost-effective DSM available in its market. The OEB determined that cost effectiveness should be based on the Total Resource Cost-plus (TRC-plus) t...

AI summary Nova Scotia gas utilities must achieve all cost-effective Demand Side Management (DSM) programs. The Ontario Energy Board (OEB) mandates the Total Resource Cost-plus (TRC-plus) test for screening, with a 0.7 threshold for low-income programs and 1.0 for Resource Acquisition programs. Market transformation programs are exempt from cost-effectiveness testing.

4. Incremental Equipment Cost Design Based on the market research and technology, Union will attempt to incentivize a portion of the Incremental Equipment Costincremental cost determined to motivate customers to implement. Typically, this...

AI summary The document discusses Union's approach to incentivizing incremental equipment costs, typically targeting 25-35% of incremental costs to motivate customer implementation. Incremental costs are calculated as the difference between measure costs and standard costs for measures with base cases, or as full measure costs for those without.

EXISTING MAIN PROGRAMS – UNION GAS 4 Pr Ar og ra m ea Pr Na De ip io t og ra m m e sc r n In ive t ce n s ks L in

AI summary The document outlines existing main programs for Union Gas, focusing on program areas, descriptions, investments, and line items. It includes information on demand-side management and other related initiatives.

LOAD AND CONSUMPTION INFORMATION Peak Demand (2017 Forecast): 11,681 MW • Consumption (2017 Forecast): 63,238 GWh Residential: 19,761 GWh (31%) Commercial: 17,815 GWh (28%) Industrial: 19,016 GWh (30%) Annual Savings Target: 884GWh

AI summary The document provides load and consumption information for 2017, including a peak demand of 11,681 MW and total consumption of 63,238 GWh. Residential, commercial, and industrial consumption percentages are listed, along with an annual savings target of 884 GWh.

MARKET STRUCTURE OVERVIEW BC Hydro is a provincial Crown corporation. Their mandate is to generate, distribute, purchase and sell electricity. The sole shareholder of BC Hydro is the Province of British Columbia. BC Hydro reports to the Mi...

AI summary BC Hydro, a Crown corporation, operates under the Ministry of Energy and Mines and BCUC regulation. The Integrated Resource Plan (IRP) and Clean Energy Act guide BC Hydro's 20-year strategy, emphasizing demand-side management (DSM) and 66% conservation for incremental energy demand by 2020. The Ministry oversees DSM implementation and regulatory directions.

There is a forecast of 10,610 GWh of savings per year and 1,756 MW of savings in 2020. The year 2020 is also the milestone year for the 2007 Energy Plan's conservation target. This is based on the Conservation Potential Review (CPR) conduc...

AI summary The text discusses energy savings forecasts, noting 10,610 GWh of savings per year and 1,756 MW of savings in 2020, which is a milestone year for the 2007 Energy Plan's conservation target. These figures are based on the Conservation Potential Review (CPR) conducted in 2006 and 2007, which estimated a range of 6,200 to 10,800 GWh per year of achievable electricity savings by 2021.

Figure 27: Planned Energy Savings in F2020 (GWh/yr) 4 Ì Codes and Standards Rate Structures Programs Total Residential 2,760 980 1,070 4,810 Commercial 500 390 1,480 2,370 Industrial 110 730 2,590 3,430 Total 3,370 2,090 5,150 10,610 Figur...

AI summary The text presents tables showing planned energy and capacity savings in F2020 across residential, commercial, and industrial sectors, resulting from DSM activities, including programs, codes and standards, and rate structures.

Figure 29: Cumulative GWh/Year following the 2008 BC Energy Plan 4 GWH/YEAR F2008 F2009 F2010 F2011 F2012 Target 295 761 1,700 2,300 3,500 Actual 326 983 1,778 2,348 BC Hydro has developed annual cumulative targets using the Conservation P...

AI summary Figure 29 shows cumulative GWh/year targets and actuals from the 2008 BC Energy Plan. Targets increased from 295 GWh in 2008 to 3,500 GWh in 2012, while actuals exceeded targets in 2008, 2009, and 2010. BC Hydro used the Conservation Potential Review and other DSM tools to set these targets.

4. Incremental Equipment Cost Design Based on the market research and technology, BC Hydro will attempt to incentivize a portion of the Incremental Equipment Costincremental cost determined to motivate customers to implement. Typically, 50...

AI summary BC Hydro's approach to incentivizing incremental equipment costs includes 50-75% coverage for customer implementation. Incremental costs differ between 'Replace on Burnout' measures (difference vs. standard measures) and Retrofit/Direct Install measures (full cost including labor). Larger projects consider technology lifespan, with examples like old pumps vs. compressors.

Calculating Cost effectivenessEffectiveness Cost effectiveness analysis is performed by looking at the stream of benefits and costs resulting from the DSM investment. Four metrics are calculated for each test: - 1. Benefit-cost ratio = PV...

AI summary The document outlines the calculation of cost effectiveness for DSM investments using four metrics: benefit-cost ratio, net present value, and gross levelized cost. These metrics assess the financial viability of demand-side management initiatives by comparing the present value of benefits and costs.

APPENDIX A-4: CALIFORNIA (PG&E) Program Type Programs Details Strategic Energy Management Industrial Energy Manager: Customers with more than 10 gigawatthours of electricity consumption per year, must hire an energy manager as a full-time...

AI summary This appendix outlines California's PG&E Strategic Energy Management Program, which requires large industrial customers to hire full-time energy managers and provides funding for energy management consulting and assessments. The program also includes a free on-site facilitated session for participants.

APPENDIX A-5: OREGON & WASHINGTON (ENERGY TRUST OF OREGON)

AI summary Appendix A-5 discusses energy efficiency initiatives in Oregon and Washington, focusing on the Energy Trust of Oregon. It outlines regulatory considerations, program structures, and cost-benefit analyses for demand-side management and energy efficiency programs.

COST EFFECTIVENESS TESTING & AVOIDED COSTS 14

AI summary The document section focuses on cost-effectiveness testing and avoided costs in regulatory proceedings, referencing footnote 14. It involves analysis of energy efficiency programs, cost methodologies, and regulatory frameworks in Nova Scotia.

APPENDIX A-6: NEW YORK (CONSOLIDATED EDISON)

AI summary Appendix A-6 discusses regulatory proceedings involving Consolidated Edison in New York, contextualized within Nova Scotia's regulatory framework. It references energy efficiency programs, demand-side management, and technical methodologies like RULDICM and TRM, though specific details are limited to the heading.

KEY PLAYERS

AI summary The 'KEY PLAYERS' section lists organizations, programs, and legislation involved in Nova Scotia's regulatory proceeding, including energy efficiency initiatives, utility boards, and technical advisory groups. Key entities include Nova Scotia Power (NSP), Efficiency Nova Scotia (ENS), and the Canadian Energy Efficiency Alliance (CEEA), alongside methodologies like RULDICM and TRM.

EFFICIENCY VERMONT –OVERVIEW

AI summary Overview of Efficiency Vermont, focusing on energy efficiency initiatives and regulatory considerations. The text outlines key programs, stakeholders, and methodologies related to demand-side management and energy conservation in Nova Scotia.

High Level Specifications

AI summary The document outlines high-level specifications for a Nova Scotia regulatory proceeding, listing numerous acronyms related to energy efficiency, utility regulation, and demand-side management. Key entities include regulatory bodies, programs, and technical methodologies relevant to energy policy and resource planning.

1. Measure Library Section (from TRM process recommendation in report) This section should include the details of each measure in the portfolio, or measures being considered. - Efficient Technology Name; - Efficient Technology Description;...

AI summary The Measure Library Section outlines data requirements for evaluating energy efficiency measures, including technology details, costs, savings, and screening thresholds. It emphasizes metrics like TRC (Total Resource Cost), PAC (Participant Cost), and PC test, alongside parameters for forecasting penetration and pricing. The section supports DSM (Demand Side Management) program evaluation and cost-effectiveness analysis.

Outputs - Total Gross Energy Savings; - Total Gross Demand Reduction; - Total Net Energy Savings; - Total Net Demand Reduction; - TRC Benefits; - TRC Costs; - TRC Net Benefits; - TRC Ratio; - PAC Benefits; - PAC Costs; - PAC Net Benefits;...

AI summary The document outlines key output metrics for regulatory analysis, including energy savings, demand reduction, TRC (Total Resource Cost) benefits and costs, PAC (Participant Cost) metrics, PC (Participant Cost) ratios, and levelized unit costs for energy and demand reduction.

M07544 EfficiencyOne Incentive Setting Methodology (E-ENS-R-16) Further to the Board's letter of April 6, 2017 regarding the EfficiencyOne ("E1") Revised Incentive Setting Methodology report, participant comments were received on April 27,...

AI summary The Nova Scotia Utility and Review Board considers EfficiencyOne's revised Incentive Setting Methodology, addressing stakeholder comments and incorporating amendments. Key developments include a Consolidated Calculator for evaluating incentives, a Technical Reference Manual (TRM), and Synapse's recommendation for TRM review. The Board accepts the methodology and implementation plan, emphasizing their role in funding demand-side management (DSM) programs.