E-22017 DSM Evaluation Reports
6 passages
Program – Appendices. Home Energy Assessment Appendix I - HEA: 2017 Recommendations Appendix II - HEA: Interview Guide with the Energy Advisors Appendix III - HEA: Participant Survey Questionnaire Appendix IV - HEA: Participant Survey Resu...
AI summary The text outlines appendices related to various energy efficiency programs, including Home Energy Assessment, Green Heat, and Efficient Product Installation, with details on surveys, methodologies, and evaluation reports from 2017.
2017-BER-R1. Continue to monitor the market evolution of LED lamps and adapt the BER offer when needed. The 2017 evaluation served to confirm solid market evolution. The high number of LEDs sold during the 2017 year, their declining retail...
AI summary The 2017 evaluation of the Business Energy Rebates (BER) program highlights the decreasing market barriers for LED lamps and the need to monitor market evolution. It also emphasizes the need to diversify the BER Mail-In portfolio, as lighting projects dominate savings, and the risk of declining savings due to increased adoption of LED technology.
its inception in 2015,2 and clearly illustrates SBES’s steady increase in participation level and the associated savings. Figure 1: Overview of SBES Performance, 2015-2017 Number of Projects Net Savings 417 7.887 259 4.120 0.025 0.016 0.01...
AI summary The document highlights the success of the Small Business Energy Solutions (SBES) program from 2015 to 2017, showing an increase in participation and energy savings. Participants expressed high satisfaction with the program, particularly with the equipment and audit services, though a few had concerns about incentives and energy savings.
2017 DSM Evaluation Report recommended changes and as a result, 10 projects were completed for two pilot participants and more projects could be be completed in 2018. 1.2 Follow-up on 2016 Evaluation Report Recommendations SBES was evaluat...
AI summary The 2017 DSM Evaluation Report discusses the follow-up on recommendations from the 2016 evaluation of the Small Business Energy Solutions (SBES) program. Several recommendations have been implemented, while one is still being implemented.
ave quite some untapped potential for achieving future energy and peak demand savings through SBES and therefore suggests looking for new ways to encourage the implementation of non-lighting measures. The Evaluator also found that there wa...
AI summary The text discusses the potential for energy and peak demand savings through the Southwestern Nova Scotia Energy Services (SBES) program and highlights the need for improved tracking of savings, particularly from complex custom projects. It also mentions efforts by ENS to improve data collection and monitoring of program performance.
FR3a = (10 - Answer) x 10% would have simply kept your old equipment instead of installing energy- IF DK OR REF: FR3a = EMPTY efficient equipment in your facility? (Scale 0 to 10) MEAN VALUE OF: PA1 Score: (FR2ab; FR3a) FR1. Before having...
AI summary The text outlines a survey question (FR3a) asking respondents to rate the likelihood they would have kept old equipment instead of installing energy-efficient upgrades, with a calculation based on their response. It also includes a conditional scoring mechanism (PA1 Score) based on responses to questions about prior plans to implement energy-efficient upgrades as part of the SBES program.
E-32017 Program Support Process Evaluation Reports
6 passages
• Marketing and program databases • Marketing and program tracking show target populations reached • Marketing and program staff have mechanisms to identify underserved populations/markets Indicator Table—Enhance/Develop Integrated Marketi...
AI summary The text discusses the implementation of marketing plans and the use of marketing evaluation tools, emphasizing the clarity of the plan, effective implementation by staff, and the use of data sources such as IDIs and Google Analytics metrics to monitor progress.
from contacting the same market actors, staff noted that coordination could help to avoid placing too great a burden on market actors involved in evaluation, measurement, and verification activities. 2.3.2. Prioritization of Workbook Input...
AI summary The text discusses the need for coordination to reduce burdens on market actors involved in evaluation, measurement, and verification. It also highlights the importance of prioritizing Workbook inputs based on the nature of each measure and the need for increased regulatory staff support to help program staff interpret Workbook data effectively.
sire for increased support in the process, with one noting in particular that it would be beneficial to have one-on-one discussions with regulatory staff about the best way to interpret Workbook data. Two others expressed a desire for regu...
AI summary Staff expressed the need for increased support and guidance in completing the Incentive Setting Workbook, suggesting that regulatory staff should take responsibility for certain sections. They noted that some sections require specialized skills not typically possessed by program staff, and that the process remains time-consuming even with experience.
heir incentive setting decisions than they had in the past. Specifically, two staff reported that conversations with contractors or distributors provided valuable insight to their incentive decisions. The respondents reported the informati...
AI summary The document discusses how program staff use the 'Inputs & Calcs' tab in the Workbook to make decisions about incentive levels, emphasizing its importance in determining cost effectiveness and suggesting streamlining the review process by focusing on this tab.
Expectation Verified Notes Definition of roles and The manual lists separate roles for the “Lead for Incentive responsibilities with respect to Review” and the “Program Manager.” Since, in many cases, the incentive design and revision prog...
AI summary The document discusses the roles and responsibilities related to the incentive review process, including the need for clearer definitions of overlapping roles, standardized approval processes, and documentation requirements. It also highlights gaps in the manual regarding internal controls and oversight.
all program components, and check the most current incentives against the following screening thresholds: Cost to participants Program budget Cost effectiveness 3 Prescriptive measures represent those measures whose energy and demand...
AI summary ENS conducted financial simulations in June 2017 to evaluate the appropriateness of existing incentives and establish a baseline for future reviews. The simulations were more effective for some measures and program components than others, leading to lessons learned that can guide future efforts.
E-5Report of H. Gil Peach, BCC
3 passages
......................................................................... 17 4. Technical Resource Manual ................................................................................ 17 5. Evaluation Guidelines ...........................
AI summary The document outlines a structured evaluation framework for energy efficiency programs, including technical resources, evaluation guidelines, process evaluation methods, savings verification approaches, general findings, recommendations, and detailed reviews of specific initiatives like appliance retirement, instant savings, home energy assessments, and residential efficiency programs.
th other program components, customer say they want to rely on the expertise of Efficiency Nova Scotia. 29 P a g e Verification Review of Program Year 2017 Evaluation Results SVR-5: In future evaluations, the evaluator should report on the...
AI summary The document discusses the Verification Review of Program Year 2017 Evaluation Results, emphasizing the need for improved inspection and verification processes for Green Heat installations. It also covers the Residential Efficient Product Installation program, including methodology used for evaluation, such as participant surveys, on-site visits, and metering studies to assess energy savings.
Separately, 4 participants from the passive house pilot were interviewed. Free-ridership and spillover were 31 P a g e Verification Review of Program Year 2017 Evaluation Results analyzed. The savings analysis was based on a regression app...
AI summary The document discusses the evaluation of the 2017 DSM program, highlighting issues with low incentives and complex requirements. Econoler recommends a process evaluation, benchmarking study, and new billing analysis to improve the program. The evaluation methods are deemed appropriate and thorough.
E-9E1 (SBA) RIRs to IR-1 to IR-21
7 passages
NON-CONFIDENTIAL 1 Request IR-11: 2 3 Regarding the measures included in Direct Installation program 4 a) Please supply a table that contains list of measures offered via Direct Installation 5 program for every year during 2016 and 2017. I...
AI summary The response to Request IR-11 explains that the Direct Installation program's data is available at the end-use level rather than the measure level for 2016 and 2017. For 2018 and 2019, EfficiencyOne provides targets at the program and component level, not measure level, and refers to technical tables in the DSM Resource Plan for details.
Always 2 Usually 3 Sometimes 4 Rarely, or 5 Never VOLUNTEERED 8 Don’t know/No answer 26. [POSE Q.26 TO EVERYONE] How likely is your company to participate in any of Efficiency Nova Scotia’s business programs in the future? Would you say yo...
AI summary The text includes survey questions about participation in Efficiency Nova Scotia’s business programs and awareness of the organization. It asks respondents to rate their likelihood of future participation and their familiarity with and opinion of Efficiency Nova Scotia’s programs.
roup in 2018 in relation to ENS’s plans for integrating non- 18 energy benefits into the TRC test in Nova Scotia. 19 20 5.4 Incentive Setting Methodology Study and Implementation 21 22 In response to the UARB’s Order dated October 7, 2015,...
AI summary This text discusses Efficiency Nova Scotia's (ENS) efforts to develop a more rigorous methodology for setting incentive levels in response to a 2015 UARB order. The research involved reviewing how 12 North American jurisdictions set and revise DSM program incentives, as well as ENS’s current practices.
Expected Evaluation/ Year Recommendation Text Source Status Comments Period of Verification Completion 2014 Evaluation Gather more data to conduct a conclusive calibration billing analysis in 2015. Custom NC-R1 Deferred ENS appreciates thi...
AI summary In 2014, an evaluation recommended gathering more data to conduct a conclusive calibration billing analysis in 2015. Despite 23 projects completed in 2012 and 2013, only seven had sufficient energy billing data for analysis. The inconclusive results led to the recommendation to continue the evaluation in future years and use Portfolio Manager for storing utility bill data.
building commissioning a mandatory element of Custom NC and/or including a full energy simulation review to ensure the accuracy of the model inputs. 2014 Evaluation Adapt the next tracking system (DSMDS) to the QA program: A QA program PP-...
AI summary The document discusses the need to adapt the DSMDS tracking system to a QA program, with ENSC agreeing to implement this in 2014. The Evaluator recommends tracking QA results in the DSMDS and using a temporary spreadsheet until full integration is achieved. CEAs involved in assessments should be identified to support training.
tional processes or requirements. Are there experiences of unanticipated side- effects, and how have programs be adapted to encounter these realities?
AI summary The text raises questions about the unanticipated side effects of programs and how they have been adapted to address these issues, emphasizing the need for ongoing evaluation and adjustment in regulatory processes.
2013 Verification Boundary for Analysis. The next process evaluation should draw the boundary for the study Process Evaluation Complete ENS agrees with this recommendation and has Complete around ENSC plus its service delivery agencies and...
AI summary The process evaluation for ENSC and its service delivery agencies was completed, and ENS agrees with the recommendation to expand the boundary for future evaluations. The Evaluator used interviews and best practices literature, and ENS will ensure future evaluations include external partners.
E-11E1 (Synapse) RIRs to IR-1 to IR-22
4 passages
0 Completing the Report 31 Accuracy of the Report 31 Close Out Performance Evaluations 31 11 LIST OF PROPOSAL SUBMISSION TABLES 32 Table 1: Company Information 32 Table 2: Acceptance of Terms and Conditions (Attachment 1) 32 Table 3: Proje...
AI summary This section outlines the structure and components of a proposal submission, including tables for company information, risk assessments, cost proposals, and attachments such as standard terms and conditions. It emphasizes the importance of accuracy and completeness in the report.
nd customer preferences in Nova Scotia. In addition, a modelling approach that can offer predictive functions with respect to market behaviour and measure uptake will be considered an asset. 4 SCOPE OF WORK EfficiencyOne is seeking an expe...
AI summary EfficiencyOne is seeking a DSM consultant to develop ENS’s 2020-2022 DSM Resource Plan, including a Preferred Plan and an Alternative Plan, both fully modelled. The consultant must use modelling software that allows for input and output inspection by EfficiencyOne, regulatory intervenors, and the UARB. The model must support Total Resource Cost testing for ENS’s six programs.
at the measure level. PORTFOLIO DESIGN CONSIDERATIONS Portfolio design should consider a balanced plan approach, which aims to achieve a balance among four general categories: 1. Savings: the plan should seek to maximize energy savings, in...
AI summary The document outlines portfolio design considerations for energy efficiency programs, emphasizing the need for balance among savings, costs and benefits, risk, and equity. It also discusses model access requirements and project phases, including the initial phase involving input data provision by EfficiencyOne.
oposed Subcontractors within three (3) business days. Table 11: List of Subconsultants The Consultant shall list the Subconsultant providers who are proposed as part of their overall project team. 1. No changes to the List of Subconsultant...
AI summary The text outlines requirements for listing subconsultants as part of a project team, specifying that changes to the list require written approval from EfficiencyOne. It also emphasizes the responsibility of ensuring uploaded documents are not defective or corrupted.