Topic:"Innovation Research" in M12780

2.2.1.1 COMPLIANCE WITH 2023–2025 PLAN DECISION In response to the directive to provide detailed plans and processes for each of its research initiatives prior to proceeding with significant expenditures, documented and fully discussed wit...

AI summary E1 developed an Innovation Framework for 2027–2031, complying with NSUARB directives on avoided cost calculations. They incorporated updated IRP data from NS Power and addressed climate change goals through DSMAG. The NSUARB directed updates to avoided costs, with DSMAG tasked to resolve climate integration for future DSM plans.

pirit of the balanced plan principles. E1 submits that its efforts with respect to engagement satisfies the Board's requirement set out in section 1 of its Order in the matter of the 2026 Extension. Second, E1 has addressed concerns about...

AI summary E1 asserts compliance with the 2026 DSM extension decision, adjusting its demand response programs (reducing residential, expanding BNI) and collaborating with NS Power on locational and stacking issues. It plans to address potential double-counting of savings and includes innovation efforts in its 2027–2031 framework.

21 3.3.3 TECHNOLOGY & FIELD LEARNING Program deployment to date has provided valuable operational experience and insights into the technologies that deliver the strongest performance and program economics. This includes heat pump hot water...

AI summary Program deployment has enhanced operational experience with technologies like heat pump hot water controllers, behind-the-meter batteries, and smart thermostats. Improvements in workflows, dispatch strategies, and vendor relationships have reduced costs and improved demand response reliability during peak events.

channels and self-serve participation options to lower per-transaction delivery costs; consolidating delivery agent contracts where possible to achieve economies of scale; and implementing data-driven program management tools that enable e...

AI summary E1 focuses on reducing program delivery costs through self-serve options, contract consolidation, and data-driven tools. Incentives remain the largest expenditure, managed via a formal Incentive Setting Process. Cost management includes reduced FTEs, lower enabling strategy spending, and prioritizing proven methods, reflecting E1's commitment to prudent expenditure while maintaining effectiveness.

with all applicable NSEB directives from the 2023-2025 DSM Plan Decision, the 2025 BCA Decision, and the 2026 DSM Extension Decision, as detailed in Section 2 of this Evidence. In particular, E1 has: - (a) used the PAC test as the primary...

AI summary E1 outlines compliance with NSEB directives, using PAC test for cost-effectiveness, excluding strategic electrification due to insufficient GHG and cost benefits, and proposing five performance targets for 2027–2031, including energy savings, peak demand reduction, and solar-PV generation. An Innovation Framework is also introduced.

2.2.5 AVAILABLE DEMAND RESPONSE CAPACITY Demand response was introduced as a new program in 2023 following pilot initiatives undertaken from 2020-2022. In the 2023 season (December 1, 2022 to February 28, 2023), early implementation challe...

AI summary Demand Response (DR) program challenges in 2023–2025 included participant drop-outs, operational constraints, and technical issues like controller removals. E1 adjusted strategies for 2026, improving engagement and infrastructure, leading to early 2026/2027 results doubling 2024/2025 capacity. Target of 16.3 MW available capacity is expected to be met.

Customer-Centric Approach • Continue E1's marketing strategy that aims to provide a customer-centric approach and personalized experience for customers. This strategy focuses on delivering consistent branding and messaging across all chann...

AI summary The document outlines E1's strategy to enhance customer experience through personalized marketing, streamlined website tools, and simplified program access. Key initiatives include consistent branding, a 'Program Rebate Finder' tool, data-driven customization, and standardized application processes to improve satisfaction and engagement.

8 7.2 CRITICAL PEAK PRICING OVERLAP 9 As part of ongoing collaboration on demand response, E1 and NS Power met in late 2024 to identify opportunities to strengthen coordination across demand response initiatives, including rate-based appro...

AI summary E1 and NS Power collaborated to address overlap between E1's demand response programs and NS Power's Time-Varying Pricing (TVP) rates, which target similar customers and peak periods. A 2025 cybersecurity incident paused the TVP pilot, returning participants to standard rates. Future DSM plans (2027–2031) expect minimal overlap, with ongoing efforts to coordinate locational demand response and avoid double-counting savings.

10 Table 52: 2027–2031 Enabling Strategies Investment by Category Investment $(M) Enabling Strategy Category 2027 2028 2029 2030 2031 2027–2031 Education and Outreach 1.2 1.2 1.3 1.4 1.4 6.5 Development & Research 1.5 1.6 1.4 1.3 1.4 7.1 O...

AI summary Table 52 outlines the projected investments for Enabling Strategies from 2027 to 2031, categorized into Education and Outreach, Development & Research, Other Enabling Strategies, and Market Transformation. Total investments are expected to reach $29.1 million over the five-year period.

14 9.2 HISTORY Enabling Strategies activities have been a component of E1's DSM Plans since the first Plan was developed in 2012 and they have played a pivotal role in supporting the development, delivery, and growth of E1 programs includi...

AI summary Enabling Strategies (ES) have been integral to E1's Demand Side Management (DSM) Plans since 2012, evolving from education/outreach to innovation and R&D. The 2023–2026 plan focuses on addressing challenges like market maturity and emerging technologies in Nova Scotia's energy landscape.

3 9.4.2 DEVELOPMENT AN D RESEARCH - 4 The total investment for Development and Research activities during the 2027–2031 Plan is $7.1 million. - 5 [Table 55](#page-179-0) provides a breakdown, by year and area of focus, of the five-year inv...

AI summary The 2027–2031 Plan allocates a total investment of $7.1 million for Development and Research activities. Table 55 provides a detailed breakdown of the investment by year and area of focus, along with an overview of activities.

8 Table 55: 2027–2031 Development and Research Activities Development and Research Areas of Focus Total Investment Year Information & Analytics ($) Innovation ($) ($) DATE FILED: March 31, 2026 Page 92 of 112 Development and Research 2027...

AI summary The document outlines the development and research activities planned from 2027 to 2031, focusing on Information & Analytics and Innovation. These activities aim to ensure E1 remains responsive to market changes and will inform future DSM Plan offerings. The total investment over the five-year period is $7.1 million.

1. Conduct research By consistently tracking quality assurance, participant satisfaction, and other attitudinal metrics among Nova Scotia households, E1 gains insights into how its programs are being received in the marketplace and can res...

AI summary E1 conducts research to track program effectiveness through quality assurance and participant satisfaction metrics, and plans to expand studies on DSM market opportunities and participant motivations in Nova Scotia.

3. Complete program harmonization initiative E1 will complete a program harmonization initiative to streamline and modernize E1 operations, aimed at improving the customer experience by simplifying the requirements and processes customers...

AI summary E1 will implement a program harmonization initiative to streamline operations, enhance customer experience by simplifying participation processes, and leverage technology, process engineering, and data integration across customer touchpoints and channels.

1. Implement E1's annual Innovation Plans E1's Innovation team will plan, develop, and deliver research projects and pilot projects in key potential growth areas including strategic electrification, demand response, demand flexibility, loc...

AI summary E1's Innovation team will develop research and pilot projects in strategic electrification, demand response, and market transformation. Projects aim to improve cost-effectiveness, advance DSM readiness, and leverage insights. Annual Innovation Plans guide work, with early results informing future projects. See Attachment 5 for details.

Measures of success: - Annual Innovation Plans are developed and implemented throughout the five-year Plan period, with individual research and pilot projects being evaluated according to the goals and metrics detailed in E1's Innovation F...

AI summary The document outlines measures of success for a five-year plan, emphasizing the development and implementation of Annual Innovation Plans guided by E1's Innovation Framework. E1's participation in the Canadian Standards Association's committee on energy efficiency and renewables is highlighted as a key activity.

1.1 Innovation within DSM Enabling Strategies E1 allocates funding for research and development within the Enabling Strategies component of its DSM Resource Plans. Innovation is a core element of the Enabling Strategies portfolio, supporti...

AI summary E1 invests in research and development for Enabling Strategies within its DSM Resource Plans, focusing on innovation to enhance DSM programs. Activities include exploring emerging technologies, improving existing programs, conducting pilots, and fostering market adoption of energy-efficient solutions and demand response strategies.

1.1.1 Innovation Goals E1's Innovation team uses established Innovation Goals to define the long-term outcomes of all projects from concept, planning to close. Innovation Goals ensure that long-term outcomes align with the DSM mandate. Acr...

AI summary E1's Innovation team uses Innovation Goals to align long-term outcomes with the DSM mandate, focusing on improving cost-effectiveness, advancing new DSM measures and programs, leveraging system insights, and utilizing other funding sources.

2.2 Annual Innovation Plan - Each year, E1 establishes an Innovation Plan that summarizes all ongoing and newly committed projects. It includes project descriptions, scope, timelines, and estimated resource requirements, - serving as the b...

AI summary E1's Annual Innovation Plan outlines ongoing and new projects, including descriptions, timelines, and resource needs. It guides internal commitments between leadership and staff, serving as a roadmap for current and planned initiatives. Progress and insights are reported in E1's DSM Quarterly and Annual Progress Reports.

3.1 Project Classification There are two types of innovation projects: - Research projects focus solely on the research phase. They typically require smaller resources and are completed within one year. Research projects generate insights...

AI summary The text classifies innovation projects into research and pilot projects. Research projects are short-term, resource-light, and focus on feasibility, while pilot projects are longer-term, resource-intensive, and test solutions for potential program adoption under DSM.

3.3 Project Ideation - Ideation for new projects can come from various sources but is fundamentally focused on developing solutions that address challenges and explore new opportunities. Examples of sources for insights and findings includ...

AI summary Project ideation sources include Integrated Resource Planning, DSM studies, E1's programs, market research, and emerging technologies, aiming to address challenges and opportunities. Key inputs are program evaluations, jurisdictional scans, and data analytics.

3.4 Project Selection and Overview of Investment by Focus Area - Project ideas are screened using Focus Areas as a primary screen and Innovation Goals to - establish direction for Innovation projects and establish evaluation metrics how su...

AI summary Project ideas are evaluated using Focus Areas and Innovation Goals, which remain static during the 2027-2031 DSM plan period. This framework establishes direction and evaluation metrics for innovation projects.

4.1 Pilot Definition - Pilots involve small-scale experiments meant to test new measures or program delivery approaches and prepare for full scale, permanent implementation. The objective of a pilot is to: - validate that the idea works, i...

AI summary Pilots are small-scale experiments aimed at testing new measures or program delivery approaches to validate ideas, identify gaps, confirm assumptions, gather customer feedback, assess industry capacity, and prepare for full-scale implementation. Key objectives include impact/process evaluation and ensuring readiness for permanent adoption.

to determine how to balance these different impacts. Instead, this balance will need to be drawn by efficiency planners, ultimately with guidance and final approval of regulators. " [4](#page-237-0) 9 The original RBIA model, filed on 14 N...

AI summary The document discusses the development and evolution of the Rate and Bill Impact Analysis (RBIA) model, originally filed in 2013 by Efficiency Nova Scotia Corporation and Elenchus Research Associates. It outlines revisions based on feedback from the DSMAG and Synapse Energy Economics, with updates detailed in Section 5. The report structure includes historical results, methodology, and future work outlook.

Business Energy Rebates Highlights - Business Energy Rebates achieved 40.2 GWh in energy savings and 5.3 MW in demand savings in 2025, meeting its 2025 Plan as Approved energy savings target, while demand savings were lower than the Plan t...

AI summary Business Energy Rebates met 2025 energy savings targets (40.2 GWh) but fell short on demand savings (5.3 MW). Program adjustments included rebate reductions, removal of solar PV and T8 LED rebates, and marketing campaigns targeting contractors. Market research indicated LED dominance in commercial fixtures, aligning with program shifts toward sustainable technologies.

BNI EFFICIENT PRODUCT REBATES (2025) recommendation, E1 will end rebates on LED fixtures in the Instant Rebates service as of June 30, 2026. • Given the transition in the lighting market, the Business Energy Rebates team has accelerated it...

AI summary E1 will terminate LED fixture rebates in the Instant Rebates service by June 30, 2026, due to market transitions. The Business Energy Rebates team is accelerating research for new 2026 measures, though no specific alternatives are detailed.

Small Business Energy Solution Highlights - Interest in the program remained strong and the number of applications was high throughout 2025, following changes to the program component in Q2 2024 – increasing the eligibility cap for busines...

AI summary The Small Business Energy Solution program saw strong interest in 2025 due to 2024 changes, including higher eligibility caps, extended preapproval windows, and increased incentives. Market research found that commercial fixture markets are LED-dominated, but lamp markets lag with non-LED inventory still present.

1 4.6 Enabling Strategies - 2 The Enabling Strategies component in the 2023-2026 DSM Plan focuses on the following three - 3 categories: - 4 Education and Outreach; - 5 Development and Research; and - 6 Other Enabling Strategies. 7 8 [Tabl...

AI summary The 2023-2026 DSM Plan's Enabling Strategies component includes three categories: Education and Outreach, Development and Research, and Other Enabling Strategies. Table 14 outlines E1's 2025 Enabling Strategy activities.

th a range of organizations including the Ecology Action Centre, the Immigrant Services Association of Nova Scotia, the Black Business Initiative, the Discovery Centre, Skills Nova Scotia, Habit Studio, the Nova Scotia Community College, a...

AI summary E1 (EfficiencyOne) expanded education and outreach through partnerships with over 20 organizations, including educational institutions and community groups, focusing on programs like workshops, training, and social media engagement. Capacity-building efforts included launching a resource directory, a green building sector participation program, and a working group for feedback. E1 had 58,094 social media followers by 2025.

Response IR-07: (a) Yes, new residential batteries are eligible to be included under four of the five focus areas for research and/or pilot consideration, excluding market transformation. EfficiencyOne's innovation activities will focus on...

AI summary EfficiencyOne confirms new residential batteries are eligible for research/pilot consideration under four of five focus areas, excluding market transformation. Their innovation efforts prioritize long-term ratepayer benefits and system needs identified through distribution and system planning.

The template is provided as an attached Excel file, with a selected screenshot of the first page provided below: Initial Process Date: Measure: Sector: Technology: Program: Review Period: Existing Incentive What is the current incentive? I...

AI summary The text outlines a template for reviewing existing incentives, customer research, and technology research in the context of energy programs. It includes fields for assessing current market prices, penetration rates, and forecasted penetration, as well as questions about the nature of reviews and their timing.

The table below outlines key findings and observations derived from the documentation review. Element Documentation review findings General comments and considerations Formal learning Education agreement: EfficiencyOne's education agreemen...

AI summary The documentation review highlights EfficiencyOne's commitment to workforce learning and development through financial support for training, though employees face challenges due to heavy workloads. Recommendations include protected learning hours and flexible learning approaches.

The technology roadmap, below, identifies key technology opportunities for research, testing and pilot potential. Note that the categories may differ from the current subject areas. These categories and technologies seek to address identif...

AI summary The technology roadmap outlines key technology opportunities for research, testing, and pilot projects, with short, medium, and long-term deliverables to address future innovation opportunities. Some categories have not yet been approved as subject areas.

in Round 1 and Round 2 modelling phases. (b) E1 did not undertake formal consultations with other jurisdictions specifically offering electrification programs as part of the initial program design. (c) SE measures were assessed across Roun...

AI summary E1 did not consult other jurisdictions on electrification programs during initial design. Strategic electrification (SE) measures were assessed in two modelling rounds using the Rate Impact Measure and modified-PAC tests, both finding SE non-cost-effective. The Innovation Framework outlines future research on electric heating technologies. SE was excluded from the final DSM Plan.

Appendix A: - Preferred Plan 2027-2031 DSM Resource Plan - Attachment 1 2027-2031 Modelling Assumptions - Attachment 2 Program Savings and Investment by Rate Class - Attachment 3 2027-2031 Energy Efficiency and Solar-PV Technical Tables -...

AI summary Appendix A outlines the Preferred Plan 2027-2031 DSM Resource Plan, including attachments detailing modelling assumptions, program savings, energy efficiency, solar-PV, demand response, and an innovation framework. The plan focuses on technical tables and investment strategies for energy management and renewable integration.

• If confirmed: - a) Please describe the specific reasons for the disproportionate amount of spending on "DLC – Thermostats" and "DLC – Water Heating" programs components in each of 2027 to 2031 compared to "C&I Curtailment" and "C&I Loads...

AI summary The document requests E1 to explain spending disparities between DSM program components (2027-2031), address overlap with NS Power's programs, confirm customer exclusions to prevent double-counting, and outline timelines for resolving collaboration issues. The Board's prior decision (M12249) emphasized addressing these overlaps, while E1 highlights ongoing collaboration efforts and innovation frameworks.

Request IR-50: Regarding Appendix A, Attachment 5 of Exhibit E-1 – "Innovation Framework, Process and Plan for 2027-2031": Document: 329676 Date Filed: May 7, 2026 Page 33 of 37 - a. Pdf pg. 21 of the application: "E1 engaged with the DSMA...

AI summary Request IR-50 seeks feedback on E1's Innovation Framework and an org chart of E1's innovation team, which collaborated with DSMAG. E1 is filing the plan as part of their application, requesting input on the framework and details about their innovation team structure.

Request IR-52: - Exhibit E-1, Appendix A, Attachment 5 Innovation Framework, page 2 of 14 (pdf pg. 217): - Annual Innovation Plan - a. Please provide E1's innovation plan for 2027 or its most recently completed innovation plan.

AI summary Request IR-52 seeks E1's 2027 innovation plan or its most recently completed plan, referencing Exhibit E-1, Appendix A, Attachment 5 (Innovation Framework, page 2 of 14, pdf pg. 217). The request focuses on the Annual Innovation Plan as part of a regulatory proceeding.

ble emissions information from NS Power's IRP, consistent with the approach taken in the 2023– 2026 DSM Plan." a. When does E1 anticipate that NS Power will provide long-run marginal emissions rates? b. Does E1 anticipate any updates to th...

AI summary E1 requests NS Power to provide long-run marginal emissions rates and anticipates updates to the 2027-2031 DSM Plan based on this data. E1 also seeks collaboration with NS Power on demand response and rate signal stacking, aiming for a resolution to avoid double-counting savings and ensure ratepayer benefits.

NON-CONFIDENTIAL 1 (a) external reporting commitments regarding outcomes, lessons learned, and 2 continuation/discontinuation decisions; and 3 4 (b) the role, if any, of the Energy Board and/or DSMAG in reviewing, approving, or 5 modifying...

AI summary The document outlines a request (IR-16) from NSPI (E1) under the DSM Plan, seeking details on Market Transformation initiatives, including market gaps, intervention mechanisms, exit strategies, and interaction with the Innovation Framework. It references Appendix A, Section 9.4.4 Market Transformation.

IR-7 – Residential batteries in Innovation Framework

AI summary The document outlines IR-7, focusing on integrating residential batteries into Nova Scotia's Innovation Framework. Key stakeholders include Nova Scotia Power (NSP) and Demand-Side Management (DSM) initiatives. The discussion centers on regulatory considerations for residential energy storage, with emphasis on program design and utility roles in promoting innovation.