Topic:"Performance Monitoring" in M07544

EFFICIENCYONE INCENTIVE SETTING METHODOLOGY FILING (E-ENS-R-16) 1 valuable exercise. This exercise will be useful in determining potential revisions 2 to current incentive levels, based on the results of the simulation. In addition, 3 this...

AI summary EfficiencyOne commits to conducting an initial financial simulation by March 31, 2017, to revise incentive levels. The process relies on improved data quality from a two-year research plan (2017-2018) and CLEAResult's recommended methodology. The simulation aims to evaluate current incentives and serve as a baseline for future assessments.

4. ONGOING REPORTING ON IMPLEMENTATION PROGRESS - EfficiencyOne is committed to keeping the Board and stakeholders informed of ongoing progress on the implementation of CLEAResult's recommendations. To this end, EfficiencyOne proposes the...

AI summary EfficiencyOne proposes quarterly and annual reporting, along with external evaluation, to inform the Board and stakeholders on implementing CLEAResult's recommendations. Reporting begins with the 2016 Q3 Report and continues until implementation is complete.

For the Instant Savings Program, CLEAResult has the following recommendations: General Principle Current Activities Recommended Activities Understand Financial Impacts For Instant Savings, EfficiencyOne gains an understanding of financial...

AI summary CLEAResult recommends continuing current activities for the Instant Savings Program, including program evaluation, planning, and financial analysis. They also suggest implementing general principles to support the program, particularly regarding incentive level changes and new measure introductions.

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 target residential, low-income, small business, commercial, and industrial sectors, offering incentives, coaching, and assessments. Rigorous five-year evaluations have raised energy efficiency baselines, with T8 lighting now standard. Ontario recently introduced a pay-for-performance framework for LDC-funded conservation programs, a North American first.

1. Market Research The process starts by performing both primary and secondary market research in order to determine the measure performance metrics and costs. The objective is to determine awareness, barriers and purchase decisions. Marke...

AI summary The process involves primary and secondary market research to assess measure performance metrics, costs, awareness, barriers, and purchase decisions. Factors like market penetration and technology age (e.g., new vs. widespread solutions) are evaluated.

Customer Class Breakdown The chart below highlights PG&E's consumption by customer class as identified by California's Energy Consumption Data Management System 12 . The total annual energy consumption in 2014 was 86TWh. 10 PG&E Company Pr...

AI summary The text details PG&E's 2014 energy consumption by customer class in California, reporting a total of 86TWh annually. Data is sourced from California's Energy Consumption Data Management System, with additional references to PG&E's company profile and earnings slides.

11. Market Research PG&E staff will begin the incentive setting process by performing both primary and secondary market research in order to determine the measure performance metrics and costs. This will include holding interviews with the...

AI summary PG&E staff will conduct primary and secondary market research, including interviews with manufacturers and distributors, to determine measure performance metrics and costs. Results will be kept confidential to protect competitive information.

Detailed Measure Development - •Identify technical guidelines and data, identify any data gaps and create research plan for gaps - •Stakeholder outreach - •Facilitation of crossprogram coordination - •Cost Effectiveness testing - •Draft Me...

AI summary The process involves identifying technical guidelines and data gaps, stakeholder outreach, cross-program coordination, cost-effectiveness testing, and drafting a Measure Approval Document (MAD). Measures with sufficient data and stakeholder support may be approved, while those with gaps may be piloted.

Considerations for vetting ideas, measures and measure updates Below are the considerations taken by the Energy Trust and its program delivery agents when introducing a new measure into its program portfolio or updating a measure's metrics...

AI summary The Energy Trust and its program delivery agents evaluate new measures or updates based on factors including savings potential, budget impact, alignment with long-term strategy, stakeholder interest, risk analysis, market availability, timing, and prior experience. These considerations guide decisions in regulatory proceedings.

PORTFOLIO MATURITY AND HISTORICAL PERFORMANCE DSM programs were administered by electric utilities before 2002. Efficiency Maine was then established in 2002 to promote electricity efficiency, reduce energy costs and improve the environmen...

AI summary DSM programs transitioned from electric utilities to Efficiency Maine in 2002, which operated under MPUC until becoming an independent trust in 2009. From 2004-2010, Efficiency Maine achieved 4.65 billion MWh lifetime savings, a 2.92 benefit-to-cost ratio, and 3.6 cents/kWh cost.

3.3 Recommendation 3 EfficiencyOne agrees that conducting a financial simulation on existing incentive levels, using CLEAResult's six financial simulation metrics, is a valuable exercise. This exercise will be useful in determining potenti...

AI summary EfficiencyOne agrees to conduct a financial simulation using CLEAResult's metrics to evaluate existing incentive levels and guide future revisions. The process requires updated customer and technology research, supported by a two-year research plan through 2017-2018. A preliminary simulation is committed to be completed by June 30, 2017.

4. ONGOING REPORTING ON IMPLEMENTATION PROGRESS - EfficiencyOne is committed to keeping the Board and stakeholders informed of ongoing progress on the implementation of CLEAResult's recommendations. To this end, EfficiencyOne proposes the...

AI summary EfficiencyOne will provide quarterly and annual reports, along with an external evaluation, to update the Board and stakeholders on implementing CLEAResult's recommendations starting in 2016.

- 1. Formally establish, document and use a consistent incentive setting process that incorporates the identified general principles. - Like most other jurisdictions, EfficiencyOne has not yet established a well-documented incentive level...

AI summary The document outlines four recommendations for EfficiencyOne: establishing a documented incentive process, conducting technology research, ensuring accurate energy savings metrics, and developing a consolidated calculator tool. These aim to improve consistency, rigor, and efficiency in demand-side management programs.

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 discusses ENSC's historical portfolio savings from 2010-2014, comparing metrics like unit cost, scale of effort, and residential customer motivation to other jurisdictions. It highlights data-driven analysis for energy efficiency programs.

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 target residential, low-income, small business, commercial, and industrial sectors, offering incentives, coaching, and training. Rigorous evaluations over five years have raised energy efficiency baselines, with T8 lighting now standard. A new pay-for-performance framework for LDC funding marks a North American first.

1. Market Research The process starts by performing both primary and secondary market research in order to determine the measure performance metrics and costs. The objective is to determine awareness, barriers and purchase decisions. Marke...

AI summary The process involves primary and secondary market research to determine performance metrics, costs, awareness, barriers, and purchase decisions. Factors like market penetration and technology age (new vs. widespread solutions) are also evaluated.

Detailed Measure Development - •Identify technical guidelines and data, identify any data gaps and create research plan for gaps - •Stakeholder outreach - •Facilitation of crossprogram coordination - •Cost Effectiveness testing - •Draft Me...

AI summary The process involves identifying technical guidelines, addressing data gaps, stakeholder engagement, cross-program coordination, cost-effectiveness testing, and drafting a Measure Approval Document (MAD). Measures with sufficient data and stakeholder support are promoted for approval, while those with gaps may be piloted.

LOAD AND CONSUMPTION INFORMATION

AI summary The document section titled 'LOAD AND CONSUMPTION INFORMATION' is part of a Nova Scotia regulatory proceeding, likely addressing energy load data, consumption metrics, and related regulatory considerations. No substantive content is provided in the excerpt.

INCENTIVE LEVEL SETTING METHODOLOGY Efficiency Vermont developed a new product development process about a year and a half ago. It involves a customer mapping and an engagement process that covers seven stages: - 1. Idea Solicitation - 2....

AI summary Efficiency Vermont outlines a nine-stage product development process for new incentives, emphasizing data tracking, societal cost tests, and regular energy savings reviews. Incentives are adjusted based on customer behavior, not cost effectiveness, with free-ridership assessments. Reviews occur every 1-3 years, and the process is typically applied for new programs, not existing ones.

PORTFOLIO MATURITY AND HISTORICAL PERFORMANCE DSM programs were administered by electric utilities before 2002. Efficiency Maine was then established in 2002 to promote electricity efficiency, reduce energy costs and improve the environmen...

AI summary Efficiency Maine, established in 2002 under the Maine Public Utilities Commission (MPUC), transitioned to an independent Trust by 2009. From 2004-2010, the program achieved 486,342 MWh annual savings, 4.646 million MWh lifetime savings, and a 2.92 benefit-to-cost ratio at 3.6 cents/kWh.

Utility Facts - Serves portions of Massachusetts, Rhode Island and New York - Services a population of 3.3 million electricity customers - o In Massachusetts, it is just under 1.1 million customers

AI summary The utility serves portions of Massachusetts, Rhode Island, and New York, with a total of 3.3 million electricity customers. In Massachusetts alone, it serves nearly 1.1 million customers.

3.3 Recommendation 3 EfficiencyOne agrees that conducting a financial simulation on existing incentive levels, using CLEAResult's six financial simulation metrics, is a valuable exercise. This exercise will be useful in determining potenti...

AI summary EfficiencyOne agrees to a financial simulation using CLEAResult's metrics to assess and revise incentive levels. The simulation requires updated data from a two-year research plan, with an initial simulation due by March 30, 2017.

4. ONGOING REPORTING ON IMPLEMENTATION PROGRESS - EfficiencyOne is committed to keeping the Board and stakeholders informed of ongoing progress on the implementation of CLEAResult's recommendations. To this end, EfficiencyOne proposes the...

AI summary EfficiencyOne proposes quarterly, annual, and evaluation reporting mechanisms to update the UARB and stakeholders on implementing CLEAResult's recommendations, starting with Q3 2016 reports and continuing until completion.

- 1. Formally establish, document and use a consistent incentive setting process that incorporates the identified general principles. - Like most other jurisdictions, EfficiencyOne has not yet established a well-documented incentive level...

AI summary EfficiencyOne is urged to establish a documented incentive process, conduct technology research, ensure energy savings metrics align with TRM standards, and develop a consolidated calculator for program design. These steps aim to improve consistency, rigor, and efficiency in demand-side management initiatives.

INCENTIVE SETTING THEORY Incentive setting for energy efficiency programs is a form of price setting, with some unique characteristics. The discussed theory is based on CLEAResult's knowledge and experience with conducting program design a...

AI summary Incentive setting for energy efficiency programs involves price-setting with unique challenges, including limited compliance checks and risks from incorrect incentives. CLEAResult emphasizes the need for rigorous methods to address systemic risks in program administration, drawing on industry experience and discussions.

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 cost, scale of effort, and a proxy for residential customer motivation compared to other jurisdictions. It highlights metrics for evaluating energy efficiency programs across regions.

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 serve residential, low-income, small business, commercial, and industrial sectors through incentives, coaching, and training. Rigorous five-year evaluations have raised energy efficiency baselines, with T8 lighting now standard. A new pay-for-performance framework for LDC funding marks a first in North America.

1. Market Research The process starts by performing both primary and secondary market research in order to determine the measure performance metrics and costs. The objective is to determine awareness, barriers and purchase decisions. Marke...

AI summary The process involves primary and secondary market research to assess measure performance metrics, costs, awareness, barriers, and purchase decisions, considering market penetration and technology age (e.g., new vs. widespread solutions).

11. Market Research PG&E staff will begin the incentive setting process by performing both primary and secondary market research in order to determine the measure performance metrics and costs. This will include holding interviews with the...

AI summary PG&E staff will conduct primary and secondary market research, including interviews with manufacturers and distributors, to determine measure performance metrics and costs. Results will be kept confidential to protect competitive information. This process aims to inform incentive setting for energy efficiency programs.

Considerations for vetting ideas, measures and measure updates Below are the considerations taken by the Energy Trust and its program delivery agents when introducing a new measure into its program portfolio or updating a measure's metrics...

AI summary The Energy Trust and its program delivery agents evaluate new measures or updates based on criteria including savings potential, budget impact, alignment with long-term strategy, stakeholder interest, risk analysis, market availability, acceptance, timing, and prior experience with the measure.

INCENTIVE LEVEL SETTING METHODOLOGY Efficiency Vermont developed a new product development process about a year and a half ago. It involves a customer mapping and an engagement process that covers seven stages: - 1. Idea Solicitation - 2....

AI summary Efficiency Vermont outlines a nine-stage New Product Development (NPD) process for designing incentive programs, emphasizing customer behavior over cost-effectiveness. The process is used for new programs but not for existing ones with unchanged delivery. Data tracking, societal cost-effectiveness tests, and annual evaluations of energy savings assumptions are key components.

PORTFOLIO MATURITY AND HISTORICAL PERFORMANCE DSM programs were administered by electric utilities before 2002. Efficiency Maine was then established in 2002 to promote electricity efficiency, reduce energy costs and improve the environmen...

AI summary DSM programs transitioned from electric utilities to Efficiency Maine in 2002, which became an independent Trust by 2009. From 2004-2010, Efficiency Maine achieved 4.6 million MWh lifetime savings, a 2.92 benefit-to-cost ratio, and 3.6 cents/kWh cost, administered under the Maine Public Utilities Commission (MPUC).

TRC and PACT Both TRC and PACT tests are presented in Efficiency Maine's annual reports. However, only TRC is used to evaluate performance. PACT is used for program planning/stakeholder relationships. TRC and PACT by Efficiency Maine is ba...

AI summary Efficiency Maine uses TRC (Total Resource Cost) for performance evaluation and PACT (Program Administrator Cost) for program planning and stakeholder engagement. TRC requires a net savings ratio exceeding 1.0, based on a 2008 National Action Plan for Energy Efficiency report. PACT is not used for performance testing.

Utility Facts - Serves portions of Massachusetts, Rhode Island and New York - Services a population of 3.3 million electricity customers - o In Massachusetts, it is just under 1.1 million customers

AI summary The utility serves portions of Massachusetts, Rhode Island, and New York, with 3.3 million electricity customers overall, including 1.1 million in Massachusetts. This highlights its regional service footprint and customer base demographics.

1 3.3 Recommendation 3 2 EfficiencyOne agrees that conducting a financial simulation on existing 3 incentive levels, using CLEAResult's six financial simulation metrics, is a 4 valuable exercise. This exercise will be useful in determining...

AI summary EfficiencyOne agrees to conduct a financial simulation using CLEAResult's metrics to evaluate current incentive levels and future revisions. They commit to an initial simulation by June 30, 2017, with improved data quality expected from a two-year research plan.

1 4. ONGOING REPORTING ON IMPLEMENTATION PROGRESS - 2 EfficiencyOne is committed to keeping the Board and stakeholders informed of 3 ongoing progress on the implementation of CLEAResult's recommendations. 4 To this end, EfficiencyOne propo...

AI summary EfficiencyOne proposes quarterly and annual reporting mechanisms to update the Board and stakeholders on implementing CLEAResult's recommendations, including a 2017 Annual Progress Report and an external evaluation process.

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 target residential, low-income, and business sectors through financial incentives, coaching, and training. Rigorous five-year evaluations have raised energy efficiency baselines, with T8 lighting now standard. Ontario recently introduced a pay-for-performance framework for LDC funding, a first in North America.

1. Market Research The process starts by performing both primary and secondary market research in order to determine the measure performance metrics and costs. The objective is to determine awareness, barriers and purchase decisions. Marke...

AI summary The process involves primary and secondary market research to assess measure performance metrics, costs, awareness, barriers, and purchase decisions. Factors like market penetration and technology age (e.g., new vs. widespread solutions) are also evaluated.

1. Market Research PG&E staff will begin the incentive setting process by performing both primary and secondary market research in order to determine the measure performance metrics and costs. This will include holding interviews with the...

AI summary PG&E staff will conduct primary and secondary market research, including interviews with manufacturers and distributors, to determine measure performance metrics and costs. Results will be kept confidential to protect competitive information.

Detailed Measure Development - •Identify technical guidelines and data, identify any data gaps and create research plan for gaps - •Stakeholder outreach - •Facilitation of crossprogram coordination - •Cost Effectiveness testing - •Draft Me...

AI summary The process for developing detailed measures includes identifying technical guidelines, addressing data gaps, stakeholder outreach, cross-program coordination, cost-effectiveness testing, and drafting a Measure Approval Document (MAD). Measures with sufficient data and stakeholder support are promoted for approval, while those with insufficient data may be piloted.

Considerations for Vetting Ideas, Measures and Measure Updates Below are the considerations taken by the Energy Trust and its program delivery agents when introducing a new measure into its program portfolio or updating a measure's metrics...

AI summary The Energy Trust evaluates new measures or updates based on savings potential, budget impact, strategic alignment, stakeholder interest, risk analysis, market availability, acceptance, timing, and prior experience. These considerations guide program portfolio decisions.

LOAD AND CONSUMPTION INFORMATION

AI summary The document section 'LOAD AND CONSUMPTION INFORMATION' outlines regulatory considerations related to energy load and consumption data. It likely involves discussions on utility regulations, energy efficiency programs, and cost methodologies for demand-side management in Nova Scotia.

INCENTIVE LEVEL SETTING METHODOLOGY Efficiency Vermont developed a new product development process about a year and a half ago. It involves a customer mapping and an engagement process that covers seven stages: - 1. Idea Solicitation - 2....

AI summary Efficiency Vermont outlines a nine-stage product development process for new incentive programs, emphasizing data tracking, societal cost testing, and regular energy savings reviews. Incentives are adjusted based on customer behavior rather than cost effectiveness, with free-ridership assessments and annual market research informing updates.

PORTFOLIO MATURITY AND HISTORICAL PERFORMANCE DSM programs were administered by electric utilities before 2002. Efficiency Maine was then established in 2002 to promote electricity efficiency, reduce energy costs and improve the environmen...

AI summary Efficiency Maine, established in 2002 under the Maine Public Utilities Commission (MPUC), transitioned to an independent Trust by 2009. From 2004-2010, its DSM programs achieved 486,342 annual and 4,646,248 lifetime MWh savings, a 2.92 benefit-to-cost ratio, and 3.6 cents/kWh cost.

2 3.3 Recommendation 3 3 EfficiencyOne agrees that conducting a financial simulation on existing 4 incentive levels, using CLEAResult's six financial simulation metrics, is a 5 valuable exercise. This exercise will be useful in determining...

AI summary EfficiencyOne agrees to conduct a financial simulation using CLEAResult's metrics to evaluate current incentive levels and establish a baseline for future assessments. They commit to completing the initial simulation by June 30, 2017, with data quality improving through a two-year research plan.

1 4. ONGOING REPORTING ON IMPLEMENTATION PROGRESS - 2 EfficiencyOne is committed to keeping the Board and stakeholders informed of 3 ongoing progress on the implementation of CLEAResult's recommendations. 4 To this end, EfficiencyOne propo...

AI summary EfficiencyOne proposes quarterly, annual, and external evaluation reporting mechanisms to update the Board and stakeholders on implementing CLEAResult's recommendations, starting with the 2016 Q3 Report and continuing until full implementation.

- 1. Formally establish, document and use a consistent incentive setting process that incorporates the identified general principles. - Like most other jurisdictions, EfficiencyOne has not yet established a well-documented incentive level...

AI summary The document outlines four recommendations for EfficiencyOne to improve its incentive-setting process, including establishing a documented framework, conducting technology research, ensuring energy savings metrics, and developing a consolidated calculator/tool for program design. These steps aim to enhance consistency, rigor, and efficiency in demand-side management initiatives.

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.

1. Market Research The process starts by performing both primary and secondary market research in order to determine the measure performance metrics and costs. The objective is to determine awareness, barriers and purchase decisions. Marke...

AI summary The market research process involves primary and secondary research to assess performance metrics, costs, consumer awareness, barriers, purchase decisions, market penetration, and technology age (e.g., new vs. widespread solutions).

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's energy efficiency programs (2013-2015) exceeded energy savings goals by 110-143% and demand goals by 130-164%. Success attributed to incentivizing energy-efficient behaviors and investments. Data sources include PG&E reports and CPUC's database.

1. Market Research PG&E staff will begin the incentive setting process by performing both primary and secondary market research in order to determine the measure performance metrics and costs. This will include holding interviews with the...

AI summary PG&E staff will conduct primary and secondary market research, including interviews with manufacturers and distributors, to determine measure performance metrics and costs. Results will be kept confidential to protect competitive information.

STATE ELECTRICITY GENERATION MIX Figure 36: Oregon 1993-2013 Electricity Generation by Fuel Type 5 http://www.eia.gov/electricity/state/oregon/index.cfm Figure 37: Washington 1993-2013 Electricity Generation by Fuel Type 6

AI summary The document includes figures showing Oregon and Washington's electricity generation by fuel type from 1993 to 2013, sourced from the U.S. Energy Information Administration (EIA). These visualizations provide historical data on fuel mix trends in two U.S. states.

Detailed Measure Development - •Identify technical guidelines and data, identify any data gaps and create research plan for gaps - •Stakeholder outreach - •Facilitation of crossprogram coordination - •Cost Effectiveness testing - •Draft Me...

AI summary The process involves identifying technical guidelines, addressing data gaps, stakeholder outreach, cross-program coordination, cost-effectiveness testing, and drafting a Measure Approval Document (MAD). Measures with sufficient data and stakeholder support are promoted to approval, while those with insufficient data may be piloted.

Detailed Measure Development - •Identify technical guidelines and data, identify any data gaps and create research plan for gaps - •Stakeholder outreach - •Facilitation of crossprogram coordination - •Cost Effectiveness testing - •Draft Me...

AI summary The process outlines steps for developing energy efficiency measures, including identifying technical guidelines, stakeholder outreach, cross-program coordination, cost-effectiveness testing, and drafting a Measure Approval Document (MAD). Measures with sufficient data and stakeholder support are promoted for approval, while those with data gaps may be piloted.

Considerations for vetting ideas, measuresVetting Ideas, Measures and measure updatesMeasure Updates Below are the considerations taken by the Energy Trust and its program delivery agents when introducing a new measure into its program por...

AI summary The Energy Trust evaluates new measures or updates using criteria including savings potential, budget impact, alignment with long-term strategy, stakeholder interest, risk analysis, market factors, and prior experience. These considerations guide program portfolio decisions.

Efficiency Vermont is not held to a direct cost effectiveness metric, but the plan must meet associated savings, spending and total resource benefit targets. The annual savings verification process captures program to these targets. The la...

AI summary Efficiency Vermont is not required to meet a direct cost effectiveness metric, but must meet savings, spending, and total resource benefit targets. Annual savings verification ensures compliance with these targets, and an independent audit for the 2011-2013 period provided results.

INCENTIVE LEVEL SETTING METHODOLOGY Efficiency Vermont developed a new product development process about a year and a half ago. It involves a customer mapping and an engagement process that covers seven stages: - 1. Idea Solicitation - 2....

AI summary Efficiency Vermont employs a nine-stage product development process for new incentive programs, emphasizing data tracking, cost-effectiveness via the societal test, and regular energy savings evaluations. The process is adapted for existing programs, with expedited changes possible. Incentives are adjusted based on customer behavior, not solely cost-effectiveness, and savings assumptions are reviewed annually or biennially.

1. Market Research/Stakeholder Engagement The process starts by performing both primary and secondary market research in order to determine the measure performance metrics and costs. This will include data from utilities and consulting sta...

AI summary The process involves primary and secondary market research to determine measure performance metrics and costs, consulting stakeholders such as contractors, vendors, customers, and advocacy groups.

Utility Facts - Serves portions of Massachusetts, Rhode Island and New York - Services a population of 3.3 million electricity customers - o In Massachusetts, it is just under 1.1 million customers

AI summary The utility serves portions of Massachusetts, Rhode Island, and New York, with 3.3 million electricity customers overall, including 1.1 million in Massachusetts. This highlights its significant regional presence and customer base.