Topic:"Program Requirements" in M03669

whether and to what extent non-program savings can be counted toward the goals. Note: Alternative curves are for illustrative purposes only. C. Program Costs. The IRP forecast includes annual DSM budgets, which to date have been mirrored i...

AI summary The text discusses challenges in meeting provincial DSM targets, including the need for clarity on the roles of program and non-program activities, potential higher unit costs for voluntary programs, and the need to revisit the IRP's ramp-up forecast. It also suggests the importance of low-cost policy tools and performance-based contracts.

INTRODUCTION As Efficiency Nova Scotia Corporation takes on NSPI's portfolio of Demand Side Management (DSM) programs and continues the sharp ramp-up of efforts and energy savings targets foreseen under Nova Scotia's long term DSM forecast...

AI summary Efficiency Nova Scotia Corporation (ENSC) is taking over NSPI's DSM programs and aims to meet Nova Scotia's long-term DSM targets. The document outlines four issues to address: oversight alignment, elimination of TRC screening, harmonization of performance frameworks, and clarification of targets and costs to support ENSC's success.

MEASURE-LEVEL CONSTRAINTS Despite the valuable information a TRC analysis may provide, this requirement would unduly restrain ENSC's ability to forge an optimal path forward. Indeed, as with any diversified business, different products can...

AI summary The text argues against requiring a measure-level Total Resource Cost (TRC) analysis for energy efficiency programs, emphasizing the need for flexibility in program design. It highlights that some programs may have a TRC ratio below one but are still valuable for broader strategic reasons, such as brand building or equity considerations. The text references a UARB decision from 2009 that allows certain low TRC activities if critical to the overall program.

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

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

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

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

MEASURING SUCCESS The success of the pilot program should ultimately be judged against the program objectives described on page [3.](#page-179-0) All of these objectives relate to discovering more information about the target market, measu...

AI summary The success of the pilot program is evaluated based on the quality of program evaluation, implementation fidelity, and net energy savings. The evaluation gathers data on uptake rates, customer surveys, installer interviews, billing data, and wood and pellet consumption reports to assess program effectiveness.

ce any effort to improve the program through a process evaluation would have been of limited value as the SLC program will be terminated once the expected legislation mandating T8 lighting is enacted. 3.3 Small Business Direct Install Ligh...

AI summary The SLC program will terminate with T8 lighting legislation enactment. The SBLS program showed increased energy impacts and customer satisfaction but faced material delivery issues, leading to a 2011 redesign allowing Delivery Agents to source materials independently.

One possible approach might be to require customers to pay for a portion of the cost for the energy efficiency measures offered by the program and to continue to offer installation services for free. 3.6 EnerGuide for Existing Houses Progr...

AI summary The EnerGuide for Existing Houses (EEH) program faced challenges due to the withdrawal of federal rebates by NRCan and the transition of administration from Nova Scotia Power to Efficiency Nova Scotia Corporation, leading to staff layoffs and uncertainty about the program's future. Despite these issues, the program exceeded its energy savings goals, and there is a need to rebuild trust with Delivery Agents and re-establish the program's infrastructure.

system were not used (i.e., incentives for specific measures mentioned in NH-R1 were used instead), this would not be an option. NH-F6. NH-R6. Aside from the HOT 2000 reports and EnerGuide rating, builders The NH program should develop an...

AI summary The document highlights issues with the NH program, including confusion among builders regarding program requirements, incentives, and support for HOT2000. Builders received limited marketing materials and lacked sufficient training on the Nova Scotia energy code and program details.

Number of units 524 Savings per unit (kWh) 219 Total savings (kWh) 114,756 3.2.3 Outdoor/Heavy Duty Timers The NMR team reviewed two reports to determine whether or not the program‘s current savings estimate for heavy duty timers (for pool...

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

Theory and Logic Model Review: 10. In general, how would you characterize the overall goals of the program—would you say that the program is primarily a Resource Acquisition program, where the focus is on delaying or displacing new power p...

AI summary The text outlines a series of questions for reviewing a program's goals, motivations, barriers to participation, and market impacts across short-, intermediate-, and long-term timelines. It also inquires about measurement indicators for program effectiveness.

program effectiveness and success in short-, intermediate-, and long-term? Marketing, Participating Retailers, and Verification: 17. Please explain the various marketing activities utilized by each program. What do you think is particularl...

AI summary The text includes a series of questions about program marketing, delivery, effectiveness, and gaps in coverage related to the 2010 Appliance Retirement & Replacement Program. It also asks about program strengths, weaknesses, and potential improvements, as well as about individuals or groups to interview for further evaluation.

Findings and Recommendations The EnerGuide for Existing Homes program has been somewhat confusing for potential participants since the withdrawal of the rebates from NRCan in March 2010. In March, 2010 NRCan announced that new participants...

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

9. What are the major components and activities of the program, and what are they intended to accomplish? a. In the short term? b. Intermediate term? c. Long term? 10. What are the key outputs from each activity? 11. Is there any sequence...

AI summary The text outlines a set of questions regarding the major components, activities, and goals of a program, including its short-term, intermediate, and long-term objectives, key outputs, sequencing of activities, measurement of success, and assumptions underpinning the program's effectiveness.

Marketing and Verification: 16. Please explain the various marketing activities utilized by each program. What do you think is particularly good about program marketing? How could program marketing be improved? 17. Overall, how successful...

AI summary The document outlines a series of questions related to program marketing, delivery, success, free-ridership safeguards, coverage gaps, and the adoption of 2009 recommendations. It also asks about program strengths, weaknesses, and potential improvements.

Scotia Power? If not, what data should be captured? Do you think the data is being captured and communicated in the most efficient possible way? IF NO: How could the data capture and communication be improved? 16. [IF NOT MENTIONED ABOVE]...

AI summary The text outlines a series of questions related to data collection and program delivery processes for energy efficiency initiatives. It focuses on data capture, communication, and program implementation, including audit timelines, customer follow-up, and challenges in program delivery.

that can be done to encourage these customers to implement recommended measures? 22. For customers who go on to do the final audit, typically, how soon after the first audit do they implement the measures and how much time after the first...

AI summary The text outlines a series of questions aimed at evaluating the 2010 EnerGuide for Existing Houses Program, focusing on customer behavior, program effectiveness, vendor practices, and areas for improvement.

h Agent Integrate Outreach and Delivery Agents as full partners in and the participants they recruited, but not between the participants program delivery. Establish a feedback loop for Outreach and CNS. Both of the Outreach Agents reported...

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

Delivery Agent to walk measures that were recorded as having been installed and what they participants around their homes after installation is thought actually was installed. In particular, verification of building complete and attest to...

AI summary The evaluation of the 2010 Low Income Households Program found that verification of installed energy efficiency measures decreased from 95% in 2009 to 77% in 2010, possibly due to poor recall or incomplete installation. Quality control activities were increased in 2010, including third-party inspections and participant sign-off on installed measures.

a. Again at the broadest level, what were the areas that were not so successful? b. To what do you trace the difficulties you encountered? How might they be addressed in future programs? Marketing and Verification: 8. Please explain the va...

AI summary The text outlines a series of questions posed to evaluate the success, challenges, and improvements needed for energy efficiency and conservation programs. It covers marketing, delivery, free rider safeguards, program gaps, and a review of past recommendations.

16. In general, how well do you think the program tracking and reporting process is working? Do you believe all the necessary data is being captured and passed on to Conserve Nova Scotia? To Nova Scotia Power? If not, what data should be c...

AI summary The text asks about the effectiveness of the program tracking and reporting process, data capture, program delivery timing, vendor selection, and factors affecting program delivery. It seeks improvements and insights into the delivery process and vendor relationships.

tion explored issues that included program administration, satisfaction, motivation, barriers to participation and how the rebates incentivized participants to implement energy efficiency measures. NMR Evaluation—2010 New Houses Program Pa...

AI summary The impact evaluation of the 2010 New Houses Program found that it achieved 680 MWh of energy savings and 810 kW of demand savings, falling short of the energy savings target of 2,000 MWh but exceeding the demand savings target of 640 kW. Net savings were calculated using a 46% net-to-gross ratio.

10. What are the major components and activities of the program, and what are they intended to accomplish? a. In the short term? b. Intermediate term? c. Long term? 11. What are the key outputs from each activity? 12. Is there any sequence...

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

Marketing and Verification: 17. Please explain the various marketing activities utilized by each program. What do you think is particularly good about program marketing? How could program marketing be improved? 18. Overall, how successful...

AI summary The text outlines a series of questions related to program marketing, delivery, success, free-ridership safeguards, coverage gaps, and evaluation of past recommendations. It also asks about program strengths, weaknesses, and needed improvements.

h of your organization‘s effort for the EnerGuide for NMR Evaluation—2010 EnerGuide for New Houses Program Page A34 New Homes Program is spent on fulfilling data tracking requirements specifically for electric measures rebated by Nova Scot...

AI summary The text includes a series of questions directed at the Nova Scotia Home Builders' Association (NSHBA) regarding the EnerGuide for New Houses Program, focusing on data tracking, program management, and program delivery processes. It explores concerns about the lack of a dedicated program manager and the efficiency of data collection and communication.

b. To what do you trace the difficulties you encountered? How might they be addressed in future programs? 10. Do you have a plan in place for transitioning the program over to the new administrator? If yes: what does that plan involve? Do...

AI summary The text outlines a series of questions related to program challenges, transition planning, and the theoretical underpinnings of a program. It explores the program's goals, components, activities, and expected outcomes, as well as the assumptions behind its success indicators.

there any key indicators or metrics to gauge program effectiveness and success in short-, intermediate-, and long-term? 18. What are the assumptions behind the expectations that the program activities will yield the outputs and outcomes, w...

AI summary The text outlines key questions related to program effectiveness, assumptions behind program outcomes, and barriers to participation. It emphasizes the importance of resource availability, customer motivation, and program design in achieving program goals.

cient time to complete their M&V results into their tracking system. This was also the case in the activities and enter the results into the tracking system. After 2009 evaluation. that, a more rigorous impact evaluation effort can be unde...

AI summary The 2010 C&I Custom Program evaluation faced bottlenecks due to time required for report generation and data entry errors. The Program Administrator is advised to improve data entry protocols and conduct more rigorous impact evaluations.

Theory and Logic Model Review: 9. Is the program theory and logic model included in the C&I program manual still valid? 10. Has the program been expanded to include participants other than larger commercial, industrial and municipal custom...

AI summary The document contains a series of questions about the Commercial & Industrial (C&I) program, focusing on its theory, logic model, outreach activities, program goals, and market impact. It explores whether the program is primarily a Resource Acquisition or Market Transformation initiative, and seeks clarification on short-term and intermediate goals.

or outcomes that are not included in the C&I logic model?] d. How do you think this program will affect the overall market in the intermediate term? What is the mechanism by which this impact on the market will be achieved? NMR Evaluation...

AI summary The text asks about the long-term goals of the C&I Custom Program, its impact on the market, and how program success will be measured. It also probes whether the logic model includes all relevant goals and outcomes.

ve? Short-term? Intermediate? Long-term? a. Are there any key indicators or metrics to gauge program effectiveness and success in short-, intermediate-, and long-term? Marketing, Participating Retailers, and Verification: 17. Please explai...

AI summary The document outlines questions related to the evaluation of the 2010 C&I Custom Program, focusing on program effectiveness, marketing strategies, trade ally involvement, and program delivery. It includes recommendations for improving marketing and delivery, such as training energy efficiency contractors.

21. For the C&I program, how has the involvement of contractors changed since last year? [Probe: Have contractors taken a more active role in program marketing?] [Probe: in the program logic model NSPI has identified that trade allies and...

AI summary The text outlines a series of questions posed to NSPI regarding the Commercial and Industrial (C&I) program, including contractor involvement, barriers to participation, program impacts, customer targeting, program interactions, coverage gaps, and program strengths and weaknesses.

what would you say are the programs greatest weaknesses? What could be done to address these weaknesses? 29. Based on your experience with the program so far, what are the most important improvements that still need to be made to the progr...

AI summary The text includes a set of questions for an interview with a participant in Nova Scotia Power's Commercial and Industrial Custom and Business Energy Rebate programs, focusing on program weaknesses, improvements, and other issues. It also includes an interview guide and a request for permission to record the interview.

50-2 Howard Street, Somerville, MA 02144 Phone: (617) 284-6230 Fax: (617) 284-6239 www.nmrgroupinc.com Contents EXECUTIVE SUMMARY ................................................................................................................

AI summary The document outlines a program description and impact evaluation, including program theory, logic models, and evaluation methodology. It discusses the 2010 SBLS savings and research design, indicating a focus on assessing program effectiveness and outcomes.

NMR Evaluation of 2010 Small Business Lighting Solutions Program Page IV Findings and Recommendations Finding Recommendation SBLS-F7. SBLS-R7. While nearly all of the 2010 respondents (63 out of 65) said they would Despite the importance o...

AI summary The evaluation of the 2010 Small Business Lighting Solutions Program found that while most respondents were likely to purchase energy-efficient equipment in the future, few took additional energy efficiency actions after participating in the program. The report recommends expanding program offerings to help small businesses identify and pursue other energy efficiency measures.

f 17. Incentive level provided NMR Evaluation of 2010 Small Business Lighting Solutions Program Page B18 18. Program paperwork 19. Program delivery process and procedures 20. Availability of information about the program 21. The program ov...

AI summary The text discusses the evaluation of the 2010 Small Business Lighting Solutions (SBLS) program, focusing on data tracking, contractor perceptions, and firmographics. It includes questions on how data is tracked, contractor motivations and barriers, and suggestions for program improvement.

ts age and energy use can be checked on a look-up table. Recommendation 4: Where survey information is used to establish hours of use, at least some light loggers should be introduced as a check. Recommendation 5: NMR has proposed a Nova S...

AI summary The text outlines recommendations to enhance evaluation accuracy in energy programs. It supports NMR's proposed socket study for market transformation, mandates site visits for evaluators, and emphasizes capturing physical details of equipment replacements. These measures aim to improve data integrity and program effectiveness.

ined value for average annual hours of use per fixture of 3,400 hours per year is consistent with previous findings and, given the sample size constraints, is also a conservative yet reasonable value. The 2010 evaluation of the Smart Light...

AI summary The 2010 evaluation of the Smart Lighting Choices (SLC) program showed significant energy and demand savings, with 6,242.1 MWh and 1,188.9 MW saved, respectively. The evaluation relied on free ridership rates from 2009, and the results are deemed conservative but reasonable. The program is recommended for continuation as an effective DSM initiative until lighting codes are updated to T-8.

Methods, Programs and Recommendations The NMR Executive Summary concludes with a brief summary of evaluation objectives and methods for the impact and process evaluations, summaries of the performance of individual programs, and a convenie...

AI summary The NMR Executive Summary outlines evaluation objectives and methods for impact and process evaluations, summarizes individual program performances, and provides a summary of all NMR recommendations.

Date Filed: March 29, 2011 ENSC CA IR-50 Page 1 of 1 1 Request IR-51: 2 3 What is the average maximum payback period for residential customers to invest in energy 4 efficiency measures? 5 6 Response IR-51: 7 8 ESNC has not determined the a...

AI summary The document contains responses from ENSC to various requests regarding energy efficiency measures, success criteria for DSM programming, and recommendations from Dunsky's report. ENSC has not determined the average maximum payback period for residential energy efficiency investments, defines success based on fulfilling its legislative mandate, and is considering some recommendations from Dunsky's report.

- 2 cumulative energy and demand savings targets vs. the savings results and/or projections from

AI summary The text references cumulative energy and demand savings targets compared to savings results and projections. It appears to be discussing performance metrics related to energy efficiency programs.

NON-CONFIDENTIAL 1 Request IR-10: 2 monetary savings in the 2012 DSM Plan TRC calculations since these benefits are not 3 easily quantified. This is similar to some Enabling Strategies, such as training, 4 development and research, and edu...

AI summary The text discusses requests and responses related to the 2012 DSM Plan, including the exclusion of participant costs in calculations, the use of TRC and PAC, and the evaluation of free ridership and spill over in 2010 DSM programs. It highlights the challenges in quantifying benefits from non-energy strategies and confirms the methodology differences between years.

U.S.: Weatherization Assistance Program Although many of the factors important in the design and delivery of DSM programming have been dealt with by the programs studied in our research, some consistent gaps remain: particularly reporting...

AI summary The U.S. Weatherization Assistance Program (WAP) provides accountability reports to Congress and the public, including 'In Progress Peer Reviews' and 'Process Assessments.' In contrast, programs like Peaksaver and Warm Up Winnipeg have limited reporting on program effectiveness. The paper highlights gaps in reporting and accountability in DSM programs and discusses barriers facing low-income renters in accessing energy savings.

Switching to the Program Administrator Cost Test The alternative to the two options for fixing the TRC is to replace it with a different test, specifically the PACT.14 This approach has a number of advantages. First, it is much simpler. Th...

AI summary The text discusses switching from the Total Resource Cost (TRC) test to the Payback Analysis Criteria (PACT) for evaluating energy efficiency programs. The PACT is argued to be simpler, less expensive, and more symmetric with supply-side investment assessments. While it may allow some less cost-effective measures from a societal perspective, it ensures cost-effectiveness from the rate-payer's viewpoint. The Home Performance with ENERGY STAR program is used as an example of how the PACT would apply.

1 Request IR-1: 2 3 With respect to page 14, Figure 5.1, 4 5 a) Please provide the results for the TRC test in terms of costs, benefits and net 6 benefits in cumulative present value dollars, for each program and the total. 7 8 b) Please p...

AI summary The document requests detailed results of the TRC and PAC tests, including costs, benefits, and net benefits in cumulative present value dollars, as well as the worksheets and calculations used to determine these results. A table with TRC/PAC benefits and costs data is provided, showing various programs and their associated figures.

5 WHAT ARE YOU CONCLUSIONS? - 7 My conclusions are as follows: - 8 a) With the exception of one new program and the addition of new enabling 9 strategies, the DSM programs proposed for 2012 are expanded continuations of 10 programs previou...

AI summary The 2012 DSM programs are largely continuations of prior approved programs but require adjustments due to lower projected savings. Key approvals include program structure changes, stakeholder engagement, and alignment with IRP. Evaluations of past programs have been implemented to improve effectiveness.

1 h) ENSC has taken steps to ensure that costs of electric DSM programs are 2 segregated from the costs of non-electric DSM programs and that common costs 3 are appropriately shared. A methodology will be submitted to the Board for 4 appro...

AI summary ENSC has segregated costs of electric DSM programs from non-electric ones and plans to submit a methodology for approval. The 2012 DSM program package is similar to the 2011 approved programs, with minor changes including the integration of the Low Income Program, the addition of a Home Energy Report program, and reclassification of some programs as 'Enabling Strategies'.

13 NSUARB-NSPI-P-884(2), Paragraph 36. 1 • PAC = Present Worth of costs avoided by the DSM measure (or program) 2 divided by only ENSC's cost. 3 4 In each of these tests, the numerator is the avoided costs of the DSM. For 2012, ENSC 5 has...

AI summary The text discusses the evaluation of Demand Side Management (DSM) programs using various cost tests, including the Total Resource Cost (TRC) Test and the Program Administrator Cost (PAC) Test. It supports the application of the TRC at the program level starting in 2012, noting that no single test provides a complete answer and that judgment is required in their application.

1 2 Q. Are there actions that the Board and ENSC can take to maximize customer participation in the energy efficiency programs? 3 A. Yes. First, the energy efficiency program budgets can be set in a way to increase 4 customer participation...

AI summary The response outlines strategies for increasing customer participation in energy efficiency programs, such as increasing program budgets and designing programs to be inclusive and tailored to various customer types. It also clarifies that non-participants still benefit from energy efficiency programs through system-wide improvements and environmental and economic advantages.

so understands that this proposed level of DSM investment is broadly supported by other ratepayer representatives including the Consumer Advocate, the Avon Group, and the Municipal Electric Utilities. As a result, following our review of t...

AI summary NPB initially planned to avoid participating in the hearing but changed course after intervenor evidence suggested increasing ENSC's 2012 DSM spending. NPB supports cost-effective DSM but notes the plan already exceeds 2009 IRP targets. Both Bowater and NewPage have conducted internal energy initiatives beyond ratepayer-funded programs.

In 2009 - White paper and roadmap for Northeastern states interested in adopting mandatory building energy labelling and upgrade policies, for the Northeast Energy Efficiency Partnerships (NEEP). - Strategic evaluation of Manitoba Hydro's...

AI summary The text outlines various energy efficiency initiatives and advisory roles from 2009, including program evaluations for Manitoba Hydro, Hydro-Québec, and Efficiency New Brunswick, strategic planning for New Jersey's energy targets, and regulatory counsel for Quebec's Energy Efficiency Agency. It emphasizes program design, market analysis, and policy development across multiple jurisdictions.

9.0 SUMMARY OF BOARD FINDINGS [153] The Board accepts the 2010 DSM Plan evaluation and verification, with the qualification made in the SVS for a 10% reduction for the Efficient Products-Direct Install program. [154] The Board understands...

AI summary The Board accepts the 2010 DSM Plan evaluation with modifications, approves the 2012 investment in DSM programs, and directs ENSC to address data systems, cost allocations, and stakeholder engagement. The Board also requires ENSC to complete a free ridership study and develop policy for tracking costs across mandates.

Request IR-21 - With respect to Appendix A, page 17, lines 5 7, - a) Please provide examples of "new program titles" that are currently being considered. - b) If transition to the new titles begins in 2011, why are they not being adopted c...

AI summary Request IR-21 seeks clarification on proposed 'new program titles' under Appendix A, page 17, lines 5-7. It questions why transition to these titles began in 2011 but full adoption was delayed until 2013, and why they are absent from the 2012 plan.

Request IR-37: - Aside from overall cost-effectiveness of the contractor's DSM energy and demand results at - the end of a performance contract period, what if any other standards should a performance- - based contract contain as a conditi...

AI summary Request IR-37 inquires about additional standards beyond overall cost-effectiveness that should be included in performance-based contracts for DSM energy and demand results, specifically regarding conditions for full payment, incentives, or contract extensions.

Request IR-54: Please provide the Non-participants' or Rate Impact Measure results for all programs proposed for the 2012 program year.

AI summary The request is asking for the Non-participants' or Rate Impact Measure results for all programs proposed for the 2012 program year.

PRELIMINARY ISSUES LIST The following issues will be dealt with in the public hearing on Efficiency Nova Scotia's ("ENS") Application for approval of its electricity Demand Side Management ("DSM") Plan for 2012: - 1. Evaluation and verific...

AI summary The document outlines preliminary issues for a public hearing on Efficiency Nova Scotia's 2012 DSM Plan application, including evaluation of past programs, TRC test criteria, free ridership approaches, pilot programs (fuel substitution, green schools, advanced houses), reporting methods, and administrative models.

1 Hearing Transcript, April 19, 2011, Page 401, Line 9. 1 Evaluation and verification of the success of the 2010 DSM Plan has been positively 2 received and is not being challenged by any stakeholder. As part of the recognized cycle 3 of c...

AI summary The 2010 DSM Plan evaluation and verification have been positively received and are not being challenged. ENSC is committed to implementing recommendations for improvement and requests Board approval of the 2012 DSM Plan and acceptance of the evaluation reports.

Proposed 2012 Programs and Expenditures The 2012 DSM plan is the first plan filed by the new administrator of electricity DSM programs for Nova Scotia, Efficiency Nova Scotia Corporation (ENSC). NSDOE echoes the comments of Dr. Peach given...

AI summary The 2012 DSM plan by Efficiency Nova Scotia Corporation (ENSC) expands prior programs approved from 2008–2011, with four key changes: integrating low-income programs, adding a Home Energy Report, reclassifying education/outreach as 'enabling strategies,' and minor name adjustments. NSDOE endorses the plan, citing ENSC's experience and alignment with previous program successes.

11 Program Budget for Large Industrial Class 12 13 The Avon Group has urged the Board to revisit the issue of proposed program costs for 14 the Large Industrial (LI) class in 2012, and is seeking a reduction in the program costs 15 directl...

AI summary The Avon Group is requesting a reduction in the 2012 DSM Plan program costs for the Large Industrial class from $1.473M to $1.01M. ENSC disagrees, stating that program expenditures and the 'true-up' mechanism are reliable and subject to continuous improvement. ENSC argues that projections must account for market conditions and customer participation, and that the 'true-up' process ensures adjustments based on actual spending.

NSPI's role in DSM and consequently, whether the DSM Plan it proposes is in the public interest, is cost effective, meets the established objectives, and warrants approval. [2010 NSUARB 155, pp. 5-6] - [3] The shift in responsibility for D...

AI summary The document outlines the evaluation of NSPI's proposed 2012 DSM Plan by the Board, focusing on public interest, cost-effectiveness, and compliance with objectives. Key issues include program evaluation, free ridership, pilot programs, and reporting requirements, with the Board's Final Issues List highlighting specific criteria for assessment.

3.1.1 Findings [38] As pointed out by the CA in examination of both the ENSC panel and Dr. Peach, the evaluation and verification of the DSM program and results are of critical importance to ratepayers. It is the means by which ratepayers...

AI summary The Board emphasizes the importance of evaluating DSM programs to ensure ratepayer prudence. It accepts the 2010 DSM Plan evaluation with a 10% reduction for the Efficient Products-Direct Install program. The Province endorses SVS recommendations, and ENSC is ordered to file a response by July 31, 2011. An audit is deferred until the 2013 DSM Plan review.

5.5.1 Findings [125] The Board understands that ENSC's mandate is being expanded to manage non-electricity efficiency programs. Some transition is already underway and formal negotiations are to be concluded in the near future. ENSC, at th...

AI summary The Board acknowledges ENSC's expansion of its mandate to manage non-electricity efficiency programs and notes the lack of a formal policy to track time and costs. Intervenors expressed concerns about delays and potential cross-subsidization, leading the Board to order ENSC to submit a policy by September 30, 2011.

9.0 SUMMARY OF BOARD FINDINGS [153] The Board accepts the 2010 DSM Plan evaluation and verification, with the qualification made in the SVS for a 10% reduction for the Efficient Products-Direct Install program. [154] The Board understands...

AI summary The Board accepts the 2010 DSM Plan evaluation, approves the 2012 DSM investment, and sets conditions for ENSC, including quarterly meetings and a free ridership study. It also approves changes to the TRC test and allows exploration of a PBM. The Board reserves jurisdiction to rule on costs if EAC and ENSC cannot agree.