Topic:"Market Transformation" in M12780

Considering the text, context and purpose of the legislation, the Board finds that the purpose of the demand-side management provisions in the Public Utilities Act is to reduce electricity costs for customers. This finding establishes the...

AI summary The Nova Scotia Energy Board (NSEB) interprets the Public Utilities Act's demand-side management (DSM) provisions as aimed at reducing customer electricity costs. E1's 2027–2031 DSM Plan aligns with this mandate. Legislative changes via the Energy Reform (2024) Act replaced the Utility and Review Board Act with the Energy and Regulatory Boards Act (ERBA), which mandates NSEB to prioritize competition, innovation, reliability, and sustainability in regulatory decisions.

8 3.6 ENABLING STRATEGIES 9 Enabling Strategies are a foundational component of E1's DSM portfolio. These investments support the development, delivery, and long-term effectiveness of DSM programs by addressing structural, market, and info...

AI summary Enabling Strategies are a key component of E1's Demand-Side Management (DSM) portfolio, aimed at addressing structural, market, and informational barriers. The 2027–2031 DSM Plan includes targeted investments in education, research, development, and market transformation, with adjustments made for affordability and long-term effectiveness.

6 5.1 SHORT- AND LONG-TERM ENERGY AND CAPACITY AVOIDANCE 7 The Preferred Plan achieves a balance of both short- and long-term energy capacity avoidance. Dunsky 8 Energy Consulting described the balanced plan approach, and in particular sho...

AI summary The Preferred Plan balances short- and long-term energy and capacity avoidance. Short-term savings focus on immediate measures like appliances, while long-term strategies involve market transformation through education and standards. DSM investments provide immediate bill savings and long-term avoided infrastructure costs.

DIVERSE MARKETS - The Preferred Plan also engages in a diverse range of markets. The investment in the Residential and - BNI sectors is focused on reducing barriers to reach a wide, diverse range of customers. The target markets - include:...

AI summary The Preferred Plan targets diverse markets, including homeowners, renters, and small businesses, while allocating 11% of residential savings to low-income and equity customers. It also dedicates solar-PV resources to Mi'kmaw communities.

DIVERSE STRATEGIES - The Preferred Plan includes diverse strategies recognizing that no single delivery model effectively - reaches the full range of customers, market sectors, and technologies served by DSM. The portfolio - incorporates a...

AI summary The Preferred Plan employs diverse DSM strategies, combining delivery models like turn-key partnerships, contractor-based delivery, and market-enabled offerings. It includes technical support, rebates, direct installation, and self-serve options. The heat pump water heater pilot is part of Enabling Strategies to support E1's model through 2031. 2023-2025 results and the 2026 Plan are referenced with residential behavior savings removed.

1 5.6 BUSINESS RELATIONSHIPS AND MAINTENANCE OF MARKET PRESENCE 2 In developing the 2027–2031 DSM portfolio, E1 gave deliberate consideration to the maintenance of 3 strong business relationships and a stable market presence as essential e...

AI summary EfficiencyOne (E1) emphasizes maintaining strong business relationships and market stability in its 2027–2031 DSM portfolio to ensure cost-efficient program delivery. The approach prioritizes continuity, incremental changes, and market confidence, preserving scale and breadth across customer segments while aligning with the Nova Scotia Energy Board (NSEB)'s expectations for achievable and prudent DSM plans.

5 Program Program Component Changes from 2023–2026 Plan 2027–2031 Status Enabling Strategies - • Market Transformation introduced as a new Enabling Strategies category, in addition to Education & Outreach, Development & Research, and Regul...

AI summary The document outlines changes to the Enabling Strategies program, introducing Market Transformation as a new category alongside Education & Outreach, Development & Research, and Regulatory Affairs, along with success metrics and an Innovation Plan and Process for the period 2027–2031.

3.2 PORTFOLIO DESIGN CONSIDERATIONS AND ASSUMPTIONS - E1 was guided by the following key considerations in developing the Preferred Plan: - cost-effectiveness; - determining appropriate energy and demand savings established using a percent...

AI summary E1's Preferred Plan prioritizes cost-effectiveness, achievable energy savings via a percent-of-load approach, support for Mi'kmaw communities post-2027, and balanced portfolio principles. Emphasis is on affordability, performance targets, and long-term ratepayer benefits through appropriate investment levels.

3.3 MODELLING - The "modelling process" refers to the use of DSM portfolio design tools to assess the comparative costs, - savings, and cost-effectiveness of various DSM resource scenarios to determine the Preferred portfolio - design for...

AI summary The modelling process evaluates DSM resource scenarios using ProCESS™ and DRSIM™ tools to assess cost-effectiveness, energy impacts, and expenditures for the 2027–2031 DSM Resource Plan. Guidehouse supports E1 in developing the preferred portfolio design through these analyses.

2 Table 22: 2027–2031 Efficient Product Installation Program Component Investment Energy Savings Demand Savings Participation ($M) (GWh) (MW) (products) • 2011 – pilot launched providing a no-cost service under several other program compon...

AI summary The Efficient Product Installation Program has evolved since 2011, initially as a pilot, then expanding province-wide and incorporating new measures like LED lighting and draft proofing. In 2024, electrician-installed energy-saving measures were introduced, and in 2025, lighting measures were discontinued based on program evaluation.

9 9.1 OVERVIEW - 10 Enabling Strategies are initiatives that support the development, delivery, and growth of E1's DSM - 11 programs as well as the efforts required to plan for future DSM plans. 12 - 13 For the 2027–2031 period, E1 propose...

AI summary E1 proposes to invest 9% of its total DSM Portfolio in Enabling Strategies for the 2027–2031 period, allocating funds across four categories: Education and Outreach, Development and Research, Other Enabling Strategies, and Market Transformation. E1 has responded to feedback from DSMAG and introduced measures of success and structured plans for these initiatives.

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.

1 9.3 OBJECTIVES - 2 In 2027–2031, Enabling Strategies will continue to build on those initiatives that have historically proven - 3 successful by delivering focused education and outreach, and development and research activities; - 4 mark...

AI summary Enabling Strategies (ES) aims to expand DSM program participation through education and outreach, ensure E1 adapts to market changes via research, continue the heat pump water heater pilot, and meet regulatory requirements including reporting and consultations. ES will also address evolving technologies and maintain compliance with NSIESO and DSMAG directives.

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.

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.

1 9.4.4 MARKET TRANSFORMATION - 2 The total investment for Market Transformation activities during the 2027–2031 Plan is $3.8 million[. Table](#page-184-0) - 3 [59](#page-184-0) provides a breakdown, by year and area of focus, of the five-...

AI summary The Market Transformation activities under the 2027–2031 Plan are projected to require a total investment of $3.8 million, with a breakdown by year and area of focus provided in the referenced table.

2. Further develop the evaluation process With its evaluator, E1 will develop the approach for the division of funds, savings, and projections between Plan periods and establish a standard process for future Market Transformation programs....

AI summary E1 will collaborate with its evaluator to establish a process for dividing funds, savings, and projections across Plan periods and standardize future Market Transformation programs. The Heat Pump Water Heater pilot will be evaluated during 2027–2031 to assess savings potential and process improvements, with a note that Market Transformation programs require extended planning horizons due to delayed measurable outcomes.

3. Plan for future market transformation measures Using insights gained from the heat pump water heater pilot, the Market Transformation team will collaborate with E1's Innovation team on research into measures that could be delivered usin...

AI summary The Market Transformation team will collaborate with E1's Innovation team to research future DSM measures using insights from a heat pump water heater pilot, aiming to inform future DSM Plans through market transformation strategies.

1 11.2 PROCESS AND MARKET EVALUATIONS - 2 Program component process and market evaluations will remain consistent with the 2023–2026 DSM - 3 Resource Plan. Process evaluations identify and recommend improvements to increase the program - 4...

AI summary The text outlines process and market evaluations for DSM programs under the 2023–2026 Resource Plan. Process evaluations aim to improve efficiency and effectiveness, while market evaluations analyze technology adoption. E1 will determine evaluation criteria based on factors like new programs, major changes, and energy savings variances.

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.

5 The Innovation Goals, justification and key activities for each of the Focus Areas are shown below in [Table 2.](#page-220-3) Focus Area Innovation Goal(s) Justification Key Activities Market Transformation 1. Advance market readiness of...

AI summary The text outlines innovation goals and key activities for two focus areas: Market Transformation and Locational DSM. Market Transformation aims to advance heat pump water heaters and develop long-term strategies, while Locational DSM seeks to improve the cost-effectiveness of residential demand response programs by aligning with system planning.

1 Table 6: 2029 Alternate Scenario Savings and Investment by Program Component 2029 Investment ($ million) Lifetime Benefits ($ million) First Year Energy Savings (GWh) Lifetime Energy Savings (GWh) Peak Demand Savings (MW) Available Deman...

AI summary Table 6 outlines the 2029 alternate scenario savings and investment by program component, focusing on Market Transformation with an investment of 0.7 million dollars. The table includes metrics such as lifetime benefits, energy savings, and demand response capacity, though specific values are not provided for this row.

4.3.1 Balanced Plan Approach - E1 will produce DSM Resource Plans that balance multiple aspects of DSM for the benefit of - customers, including: - Short-term and long-term energy and capacity avoidance; - Program delivery costs; - Avoided...

AI summary E1 will develop DSM Resource Plans balancing energy and capacity avoidance, program costs, avoided investments, non-electric benefits, program diversity, business relationships, market access, and rate impacts to ensure equitable customer benefits.

- o Residential Behaviour, Custom, Strategic Energy Management, the Application Rebates service of Business Energy Rebates, Residential Demand Response, and BNI Demand Response received comprehensive impact evaluations. - o Appliance Retir...

AI summary The 2025 evaluation activities include comprehensive and condensed impact evaluations for various energy programs, a market evaluation for Business Energy Rebates' Instant Rebates, a process evaluation for Residential Demand Response, and updates to the Measure Assessment document. Evaluations involve surveys, interviews, and jurisdictional scans to assess program effectiveness and market conditions.

Green Heat Highlights - Green Heat continued to experience a steady decline in participation and energy savings in 2025, consistent with the trend seen in 2023 and 2024. This trend precipitated the decision by E1 to close the program compo...

AI summary Green Heat program participation and energy savings declined steadily from 2023 to 2025, leading E1 to close the program by December 2025. Factors included competition from the federal Canada Greener Homes Grant and evaluation findings showing reduced savings from key measures. Biomass and other measures were removed in May 2025 due to low uptake and minimal savings.

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.

DEMAND RESPONSE (2025) event participation reporting available within 48 hours of participation, and pre-event coordination support. - As a result of the NS Power cybersecurity incident, significant reconfiguration was required to run the...

AI summary The 2025/2026 BNI Demand Response program faced reconfiguration due to NS Power's cybersecurity incident, leading to independent metering and increased costs. E1 partnered with a new aggregator for enhanced metering and real-time data, resulting in early indications of doubled capacity compared to 2024/2025.

Innovation activities in 2025 included: - The deep retrofit navigator pilot concluded in Q2, with all participants completing their upgrades and final paperwork. The aim of the pilot, conducted in partnership with the Halifax Regional Muni...

AI summary In 2025, Nova Scotia launched multiple innovation pilots: a deep retrofit navigator pilot with HRM, a heat pump water heater market transformation pilot, a load flexibility demand response pilot, and research on mixed electric heating control solutions. Pilots highlighted challenges like cost and time, while emphasizing navigators' role in retrofit accessibility and exploring new demand response event types. E1 also installed monitoring systems to improve heat pump efficiency.

2.2 Process and Market Evaluations Process and market evaluations were conducted using a range of activities such as program component documentation as well as secondary data reviews, jurisdictional scans, participant and non-participant s...

AI summary Process and market evaluations were conducted using program documentation, secondary data reviews, surveys, and interviews. Key tasks included evaluating Business Energy Rebates (BER) Application Rebates and Residential Demand Response (RDR) processes.

3 Other Activity E1 launched the Heat Pump Water Heater pilot program in 2024. The program component is intended to transform the water heater market in Nova Scotia. The 2025 evaluation included a Heat Pump Water Heater program market tran...

AI summary E1 launched a Heat Pump Water Heater pilot program in 2024 to transform Nova Scotia's water heater market. A 2025 evaluation included a baseline study to establish market progress indicators for assessing the program's impact on market transformation.

isting baseline for one-third of the lifetime of the existing measure and a LED baseline for the remainder of the efficient measure lifetime. Recommendation #11: For BER-AR, consider two options: Option 1: Focus Business Energy Rebates – A...

AI summary The document outlines two options for BER-AR implementation, focusing on market laggards with dual baselines (existing/LED) or blended baselines for early replacement projects. It recommends monitoring market transformation by 2028 and sets a 2025 timeline for lighting baseline changes in collaboration with E1.

General LED Market Changes The Evaluator asked distributors about changes they observed in the New Brunswick lighting market in the last three years. Therefore, the views expressed reflect the market prior to the introduction of the MBRP....

AI summary The commercial lighting market has become more efficient and diverse over three years, with LED products offering higher lumens and lower wattage. Distributors note increased integration of controls/sensors and innovation shifting toward fixtures rather than lamps, though lamp improvements are less pronounced.

As illustrated by Table 29 above, the majority of jurisdictions (5 of 7 30 ) reviewed accounts for LED market transformation i[n their ba](#page-191-0)selines (or their program plans in the c[ase](#page-192-0) of Central Hudson and Efficie...

AI summary The text discusses how several jurisdictions are adjusting their programs to focus on early LED replacement and laggard markets to achieve tangible energy savings, as seen in the examples of Central Hudson and Efficiency Vermont.

rical or no heating. 2025 BER-Finding: According to participant distributors, the New Brunswick commercial lighting market has become more energy efficient and diverse over the past three years. These results indicate is increased integrat...

AI summary The 2025 BER-Finding highlights a shift in New Brunswick and Nova Scotia toward LED fixtures, with non-LED options becoming rare. Distributors report market saturation of LED products, declining prices, and no rebound effect from removing BER-IR incentives. Recommendation #6 proposes updating the LED fixture baseline for BER-IR to reflect market practices.

eir consultant in November and December 2025 to review E1's modelling approach, Round 1 Strategic Electrification results and assumptions, and to incorporate feedback into subsequent modelling rounds. - 1 E1 also presented Strategic Electr...

AI summary E1 is working with an EIR consultant to refine its Strategic Electrification modelling and assumptions, incorporating feedback from the DSMAG. Request IR-07 asks for definitions and evidence related to E1's market transformation strategy for heat pump water heaters, including cost-effectiveness analysis and evaluation methods for the pilot.

al barriers that limit market adoption of a DSM measure. Unlike typical DSM resource acquisition programs, the Heat Pump Water Heater (HPWH) pilot does not try to change individual customers' purchase decisions by providing them with finan...

AI summary The document discusses E1's Heat Pump Water Heater (HPWH) market transformation pilot, which aims to increase adoption by addressing barriers such as technology awareness and supply chain capacity. The pilot is supported by research and assessments conducted by Resource Innovations and is evaluated using Market Transformation screening criteria.

1 The recommendation provided by Resource Innovations identified HPWHs as a suitable 2 candidate for E1's pilot given the following factors: 3 • Low market penetration with a large existing base of electric water heating tanks 4 that are s...

AI summary The text discusses the recommendation by Resource Innovations to pilot Heat Pump Water Heaters (HPWHs) due to low market penetration, availability of products, cost-effectiveness, and the insufficiency of financial incentives alone. It highlights the need for a broader market transformation strategy and references HPWH modelling details in E1's DSM Plan Application.

ance (actual minus budget, and percentage). - ii) please also provide a year-over-year comparison of actual costs by category, identifying and explaining any material variances. Response IR-06: - (a) No, EfficiencyOne (E1) has not conducte...

AI summary EfficiencyOne (E1) explains that it has not conducted a quantitative analysis on what investment level would be considered 'material' and result in negative impacts. E1 states that reducing Enabling Strategies spending 'materially' would significantly affect its ability to deliver programs and meet regulatory requirements. Market transformation is highlighted as a new category in the Preferred Plan, continuing from a pilot launched in 2024.

t pump water heater market transformation pilot was launched in 2024. This pilot will continue under the new Market Transformation category in 2027- DATE FILED: May 28, 2026 E1 (IG) IR-06 Page 2 of 4 2031. For clarification purposes, Table...

AI summary A market transformation pilot for heat pump water heaters was launched in 2024 and will continue under the new Market Transformation category in the 2027–2031 DSM Plan. The document outlines new investment areas, including support for Mi'kmaw communities and Other Regulatory Matters, and notes the first time cost breakdowns by areas of focus in the DSM Plan Application.

Key Takeaways • Variability . None of the PAs with whom Apex spoke set incentives in exactly the same way. Within a single PA, there was variability in terms of how incentives were 6 [https://www.xcelenergy.com/staticfiles/xe](https://www....

AI summary The document highlights variability in incentive-setting practices among PAs, with a focus on budget considerations, lack of formalized processes, and the importance of cost-effectiveness and technology maturity. Incentives are generally not updated frequently but are re-evaluated during progress review periods.

Table 1: Enabling Strategies Allocators for Education and Outreach Category Year Residential Small General General Large General Small Industrial Medium Industrial Large Industrial Municipal Unmetered TOTAL 2027 54% 6% 36% 3% 0% 0% 0% 1% 0...

AI summary The document presents tables showing the distribution of enabling strategies allocators across various categories (education and outreach, development and research, other enabling strategies, and market transformation) for different customer segments from 2027 to 2031. The data indicates the percentage allocations for residential, commercial, industrial, and municipal sectors.

E1 Responses to Nova Scotia Energy Board (NSEB) Information Requests NON-CONFIDENTIAL 1 and 2025 FTE count is reflective of E1 not having all vacant positions filled at the end 2 of each year where the recruitment process extended into the...

AI summary E1 provides information on its full-time equivalent (FTE) count for 2023, 2024, and 2025, noting that the FTE complement increased by 2.0 FTEs from 2023 to 2024 to support Demand Response and Market Transformation initiatives.

ed to specific energy efficiency projects and are associated directly with energy savings. For the programs in the ENS portfolio, educational incentives are not quantified as financial incentives. 13 6 Canadian Energy Efficiency Alliance,...

AI summary The text discusses the importance of incentives in energy efficiency programs, emphasizing their role in removing barriers to participation and achieving market transformation. Market transformation is described as a long-term goal where energy-efficient behavior becomes standard practice, driven by codes and standards rather than incentives.

MARKET TRANSFORMATION The ACEEE defines market transformation as the "strategic process of intervening in a market to create lasting change in market behaviour by removing identified barriers or exploiting opportunities to accelerate the a...

AI summary Market transformation is defined as the strategic process of changing market behavior to make energy efficiency standard practice. The process involves identifying barriers and opportunities to accelerate the adoption of cost-effective energy efficiency. The technology adoption curve highlights the importance of financial incentives during the 'Chasm' and early majority periods to drive market transformation.

Understand Supply Chain and Service Provider Considerations For Instant Savings, EfficiencyOne gains an understanding of the supply chain and service provider considerations through the following activities: 1. Ongoing Program Management;...

AI summary The document discusses the Instant Savings Program and outlines EfficiencyOne's approach to understanding supply chain and service provider considerations through ongoing program management and annual program evaluations. It emphasizes the importance of continuing these activities to gain insights from retailers and manufacturers.

While Ontario does not have a documented incentive level setting methodology, a formal process has been established for all potential program changes and new program proposals. This process covers incentive level changes. All proposed chan...

AI summary Ontario's incentive level setting process involves a formal business case development and approval process, requiring input from LDCs, IESO, and market research. Incentive levels are reviewed annually or as needed, with specific programs like the Retrofit program recently updating prescriptive lighting incentives based on historical and future participation trends.

Figure 23: Union Gas Targets & Performance Metric[s](#page-37-0) 4 Resource Acquisition Scorecard Low Income Total Large Volume Large Volume - Revised Large Volume Overhead - Revised Evaluation - Revised Administrative costs - Revised Larg...

AI summary The text presents a resource acquisition scorecard with various financial figures and targets related to energy efficiency programs, including low-income initiatives, market transformation, and administrative costs. It includes actuals, revised targets, and performance metrics.

3.1.1 Subject Area 1: Market Transformation The R&D Engineering team sees substantial energy, demand and GHG savings potential through Market Transformation (MT) programs[3](#page-197-2) . In some jurisdictions (such as California, Arizona...

AI summary The R&D Engineering team highlights the potential of Market Transformation (MT) programs to drive energy, demand, and GHG savings, particularly as traditional programs lose effectiveness. MT programs in regions like California and Massachusetts have shown significant success. In 2025, the HPWH pilot will transition to PM, with ongoing efforts to expand MT program acceptance and planning for future initiatives in the 2027-2031 DSM plan.

3.4 Innovation Pilots Overview No. Technology Description 2025 Action Short-term Deliverables (1-3 years) Medium-term Deliverables (3-5 years) Long-term Deliverables (5+ years) Sector(s) Category / Categories 6 IOT (Smart) Devices Integrat...

AI summary The document outlines innovation pilots in energy efficiency and demand response, including IoT devices integration with EcoShift and MT pilots, and expanding air-to-water heat pump capacity. Short-term deliverables include load shifting and assessments, with long-term goals of expanding adoption and smart electrification.

3.4.2.1 Heat pump water heater MT pilot In 2022, R&D engineering and an expert consultant, Resource Innovations (RI), completed phase I of this project: a market characterisation study to identify an ideal candidate for E1's first MT pilot...

AI summary In 2022, phase I of the HPWH MT pilot project was completed, identifying HPWH as the most viable measure. Phase II followed with a baseline assessment, and phase III was completed in 2024. Market interventions for HPWHs continue into 2025 and beyond.

Request IR-16: Please describe the underlying Market Transformation initiatives in the Plan. In the response, please: (a) Identify the specific market gaps that each Market Transformation activity is intended to address and the mechanisms...

AI summary The response to Request IR-16 outlines Market Transformation initiatives for Heat Pump Water Heaters (HPWH) in Nova Scotia, identifying market gaps such as low availability, lack of technical skills among installers, high incremental costs, and low consumer awareness. The initiatives are guided by a Logic Model developed with Resource Innovations (RI) and aim to address these gaps through targeted interventions.

DATE FILED: May 28, 2026 E1 (SNS) IR-12 Page 5 of 5 1 Request IR-13: IRP Benchmark, Preferred Plan, and Affordability Trade-off 4 ii) – Research and pilot Natural gas and diesel generators for demand response 5 evaluating the feasibility o...

AI summary The document outlines several initiatives related to demand response and market transformation, including research on natural gas and diesel generators, assessments of central electrically heated hot water systems, and training programs for installers and energy advisors. These efforts are part of broader market transformation milestones achieved in 2025.

6. ENABLING STRATEGIES In Round 2 modelling, E1 assumed that Enabling Strategies include the following four categories: - Education & Outreach; - Research & Development; - Other Enabling Strategies: and - Market Transformation. Education a...

AI summary The document outlines the four categories of Enabling Strategies for the 2027-2031 Plan, including Education & Outreach, Research & Development, Other Enabling Strategies, and the newly introduced Market Transformation. Other Enabling Strategies include costs related to regulatory matters and support for various stakeholders.

Table 14: Enabling Strategies - 2023-2026 Category 2023-2026 Investment ($M) 2023-2026 Average Annual Investment ($M) Education & Outreach 6.0 1.5 Development & Research 6.9 1.7 Other Enabling Strategies 7.1 1.8 Market Transformation n/a n...

AI summary Table 14 outlines the 2023-2026 investment in Enabling Strategies, with categories including Education & Outreach, Development & Research, and Other Enabling Strategies. The total investment is $19.9 million over the period, with an average annual investment of $5.0 million.

Table 15: 2027-2031 Enabling Strategies Categories and Activities Enabling Strategies Category Description of Activities Education and Outreach • Education and Outreach activities are designed to drive awareness of, and participation in, E...

AI summary Table 15 outlines enabling strategies for DSM (Demand-Side Management) from 2027 to 2031, including education and outreach, development and research, market transformation, and other enabling strategies. These activities aim to enhance participation in energy efficiency programs, adapt to market changes, and address barriers to adoption of energy-saving technologies.

ther Enabling Strategies activities are provided in EfficiencyOne's - 2027–2031 DSM Resource Plan Application, Appendix A, Table 58 on page 96. DATE FILED: May 28, 2026 E1 (Synapse) IR-66 Page 1 of 1 Request IR-67: Pages 97-98 of Appendix...

AI summary EfficiencyOne outlines the evaluation schedule for the Heat Pump Water Heater Market Transformation pilot during the 2027–2031 Plan period, with the first evaluation planned for fall 2026. The pilot is intended to remain a pilot throughout the Plan period, as it is used to test the MT Framework stages and will eventually phase out.

2. Market Transformation Framework The first variant on the resource acquisition model was the market transformation approach. Initially, most work in market transformation linked marketing plans, 6 Why the resource acquisition framework?...

AI summary The market transformation framework discusses early efforts to treat energy efficiency as a resource equal to generation, emphasizing the need for cost-effectiveness and reliability. It highlights the role of marketing plans, contractor training, and codes/standards, with BC Hydro and NUTEK as pioneers. The process involves repeated steps to improve building science practices and push market transformation.

itical leaders, the technical regret embodied in offshoring production through globalization, and the breakdown of supply chains as many countries need the same electrical components at the same time. 28 See Popper, Steven W., Warren E. Wa...

AI summary The text discusses the integration of evaluation frameworks in the context of energy planning, highlighting the need for stronger evaluation approaches related to market transformation, climate change, and system planning. It notes that current evaluations focus primarily on resource acquisition, with opportunities to incorporate other frameworks.

Conclusion The Efficient Product Rebates Program delivered energy savings above target and demonstrated the value of updated free-ridership and adjustment data. However, the 26% shortfall against the peak demand target — together with rapi...

AI summary The Efficient Product Rebates Program exceeded energy savings targets but faced a 26% shortfall in peak demand reduction. The conclusion highlights the need for program updates, including refreshed NTGRs and adjustment ratios, to maintain cost-effectiveness. The BER program is noted as a benchmark for successful energy reduction and market transformation.

alone; 45 E1's first-year cost is not remotely close to this benchmark but instead sits at roughly double the 46 U.S. fleet average in that report. Date Filed: July 17, 2026 CA (IG) Page 13 of 22 1 2 (e) Other jurisdictions facing rising u...

AI summary The text discusses the high first-year costs of E1 compared to the U.S. fleet average and suggests that other jurisdictions have managed rising costs through program design changes, such as recalibrating incentives, replacing low-cost measures with new categories, and improving eligibility and delivery models.

EM&V / Market Research Survey design, jurisdictional scans, market barrier analysis, costeffectiveness, program evaluation, and translation of findings into strategy.

AI summary The text outlines activities related to EM&V and market research, including survey design, jurisdictional scans, market barrier analysis, cost-effectiveness studies, program evaluation, and translating findings into strategy.

renovation market; and participant forecast for the period between November and March 31, and for the following 3 fiscal years, by measure. Chris managed this assignment and acted as lead consultant. Solar Thermal Market Scan: Independent...

AI summary The text describes several projects undertaken by Posterity Group, including market research on energy efficiency technologies, analysis of the solar thermal market in Ontario, and an assessment of fenestration products in Canada. Chris managed and directed these projects, providing insights into market structures, barriers, and program evaluations.

eview of ten spatial building and energy models to identify priority features for consideration in the initial CEE map prototype and future iterations. Chris is acting as Project Director and Advisor. Analysis of Funding Programs to Suppor...

AI summary The text discusses the analysis of funding programs to support market transformation in the building sector, focusing on initiatives to promote high efficiency equipment. Chris acted as Project Director for this work, which was commissioned by Natural Resources Canada.

n under Newfoundland and Labrador, population 30,000 Dollar concept Current dollars Base year 2023 base Component Total threshold5 Geography 6 2023 2024 2025

AI summary The text provides data on Market Basket Measure (MBM) thresholds for the reference family in Newfoundland and Labrador, including population, dollar concepts, base years, and geographic components from 2023 to 2025.

Group 3 – Other Questions Request IR-7 Reference: Exhibit E-1: Table 59 of Section 9.4.4 (page 185 of 419) identifies the heat pump water heater pilot as a market transformation area of focus. (a) Please define "market transformation" as u...

AI summary The document requests definitions and evidence for E1's market transformation strategy on heat pump water heaters, cost-effectiveness data, evaluation methods, and opinions on hybrid heating incentives. Key focus areas include distinguishing market transformation from DSM, baseline assessments, and justification for incentive policies.

Document: 330223 Date Filed: May 7, 2026 Synapse (E1) Page 25 of 31 several years before results can be measured)." savings potential as well as process improvements for intervention activities carried out to date. (Note: Market Transforma...

AI summary The text discusses the long-term planning horizon required for Market Transformation programs, noting that savings potential and process improvements from intervention activities may take several years to measure.

red)." savings potential as well as process improvements for intervention activities carried out to date. (Note: Market Transformation programs require a much longer planning horizon and it can take

AI summary The text discusses savings potential and process improvements from intervention activities, noting that Market Transformation programs require extended planning horizons due to their long-term nature. Specific details or claims are not explicitly stated in the provided snippet.

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.

28 IR-12: Portfolio Design, Rebate Effectiveness, and Unit Cost Discipline - 29 Reference: 2027-2031 DSM Plan; portfolio design; measure saturation; incentive setting; - 30 portfolio management; unit cost control; performance incentive fra...

AI summary The document examines challenges in the 2027-2031 DSM Plan, including measure saturation, rebate effectiveness, and unit cost control. It questions whether EfficiencyOne has evaluated economic impacts of low-cost measure saturation, rebate elasticity, and alternatives to high rebates. It also seeks clarity on prioritizing cost-effective measures and mechanisms to reduce unit costs while meeting savings targets.

- Kathleen Spees, and Kasparas Spokas, prepared with the Guarini Center on Environmental, Energy & Land Use Law; HR&A Advisors, Inc.; the Institute for Policy Integrity at New York University; and Steven Winter Associates, Inc., (November...

AI summary The document lists various whitepapers and reports prepared by multiple organizations and individuals, focusing on energy efficiency, electrification, decarbonization, and renewable energy policy. These reports were prepared for entities such as Oracle, Pepco, Maryland Joint Utilities, and Nova Scotia Power, and cover a range of topics including time-of-use pricing, EV adoption, and energy efficiency program models.