E-3E1 (NSPI) RIRs to IR-1 to IR-69
19 passages
N/A N/A Total 27.1 128.2 99.8 1433.0 22.3 2.0 4.7 Incremental Incremental Lifetime Energy Annual Net Program Investment Lifetime Benefits Annual Net Total Resource 2021 a Savings at Demand Savings b Administrator ($ million) ($ million) En...
AI summary The text provides a summary of investment, benefits, and costs related to energy programs, including incremental investments, lifetime benefits, energy savings, and cost tests such as the Total Resource Cost Test (TRC) and Program Cost Test (PAC).
ducted to evaluate the current incentive levels versus the three incentive level thresholds: 1. Cost to Customer 2. Program Budget 3. Cost Effectiveness For Instant Savings, most of the incentive levels were within an appropriate range, bu...
AI summary The document evaluates the incentive levels in EfficiencyOne's programs against three thresholds: cost to customer, program budget, and cost effectiveness. It recommends further investigation and financial simulation for certain incentives, particularly for heavy-duty timers and outdoor clotheslines, and emphasizes the need for consistent, consolidated analysis and documentation.
constraints may hinder the desired rates on total program budgets. program delivery strategies to overcome customer barriers
AI summary The text discusses how constraints may affect the rates on total program budgets and the need for program delivery strategies to overcome customer barriers.
aluations, this information for prescriptive measures can be reviewed and updated annually or bi-annually as required. During these review, all parameters listed can be updated accordingly. SUPPLY CHAIN AND SERVICE PROVIDER RESEARCH The su...
AI summary The document discusses the importance of regularly reviewing prescriptive measures and engaging with the supply chain and service providers to gain insights for incentive setting and program design. It also highlights the need to analyze the financial impacts of incentive changes, including current incentives, participation forecasts, and market penetration.
Through the annual program evaluation process, there are interviews conducted with select supply chain partners to understand their perspectives and suggestions for improvement. CLEAResult recommends that: For the Custom Program, Efficienc...
AI summary The document discusses the annual program evaluation process, emphasizing interviews with supply chain partners and recommendations for improving the Custom Program. CLEAResult suggests continuing current activities, implementing general principles, and expanding cost-effectiveness analysis to include Program Administrator Costs.
2. Program Evaluation. introduction of new measures. 64 Date Filed: March 29, 2019 NS Power IR-15 Attachment 1 Page 81 of 206 Ongoing Program Management Due to ongoing program management, the costs of the products are always monitored. Thi...
AI summary The document discusses ongoing program management and evaluation, highlighting the monitoring of product costs and incentives, as well as the review and potential update of energy savings assumptions and net-to-gross ratios during program evaluation.
Financial Impact Cost Effectiveness Impact Program Operations Impact including changes to processes, documents and implementation considerations The business case, once developed, is reviewed by the relevant LDC-IESO working groups,...
AI summary The document discusses the process of developing and reviewing incentive levels for energy efficiency programs, including input from market research, program evaluations, and best practices. The IESO and LDCs are involved in this process, with annual evaluations and specific review cycles for certain programs.
luding financial, marketing and communications, administration and staffing requirements and program evaluation. The OEB has approved annual DSM budgets for the 2015-2020 with modifications: Figure 19: Gas Program Budgets 4 Figure 20: Gas...
AI summary The document discusses the approval of annual DSM budgets by the OEB for 2015-2020, including financial and program evaluation aspects. Gas utilities have set targets and performance metrics, using a weighted scorecard approach that emphasizes lifetime natural gas savings. Union Gas also proposed specific metrics targeting various programs and participant categories.
Idea Generation & Preliminary Measure Detailed Measure Measure Approval Vetting Development Development • Identify new measure • Collection and • Identify technical • Finalize MAD from multiple souces analysis of preliminary guidelines and...
AI summary The text outlines a process for generating and developing new measures, including identifying sources, analyzing preliminary information, addressing data gaps, engaging stakeholders, and conducting cost-effectiveness testing. It also mentions the creation of a Measure Approval Document (MAD) and the role of the Manager of Planning and Engineering.
‒ Number of sessions planned/held ‒ Intended audiences and anticipated/actual numbers of trainees Cross-functional/ • Cross-functional communications plan updated • Document review of cross-functional departmental • Staff report plan conti...
AI summary The text outlines communication plans, document reviews, and staff report processes, including cross-functional communications and internal document reviews. It also references training sessions and their intended audiences, though specific details are not provided.
Incentive setting process • How easy/difficult is it for program team members to obtain the information the Workbook asks them to provide? 1 Measures for which incentive spending exceeds $400,000 per year for at least two years will receiv...
AI summary The text discusses the incentive setting process, focusing on the ease of information gathering, time consumption, and compatibility with different measures and incentive structures. It also asks whether the process provides sufficient oversight and if the review cycles are justified.
uments provided background for other data collection activities and analysis, and were central to the review of compliance with the Implementation Plan. Workbook feedback. The evaluation team worked with ENS to develop questions about pr...
AI summary The evaluation team collaborated with ENS to gather feedback on the Workbook used in the incentive setting process. This included written feedback from program staff, in-depth interviews with program managers, and demonstrations of the Workbook and eTRM by ENS staff.
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 incentive design and revision, including approval processes, documentation requirements, and storage procedures. It also highlights the need for clarity on overlapping roles and the lack of detail on internal controls and monitoring.
The interviewed program staff reported that the Consolidated Calculator was helpful in making incentive decisions, although they reported difficulty finding some of the required inputs. 4.5. Conduct Financial Simulations of Existing Incent...
AI summary The interviewed program staff found the Consolidated Calculator useful for making incentive decisions but faced challenges in locating required inputs. CLEAResult conducted financial simulations for two program components, Instant Savings and Custom, and recommended that ENS perform simulations for all program components to evaluate current incentive levels against cost to participants, program budget, and cost effectiveness thresholds.
tive structures. Our recommendations focus on providing greater support for gathering data that had not been previously tracked for program components. Recommendation 1-1: Determining the highest priorities for inputs to the incentive-sett...
AI summary The text outlines two recommendations aimed at improving data collection and training for program staff. The first focuses on prioritizing and clarifying inputs for incentive-setting workbooks, while the second emphasizes training to enhance the reliability of research and analysis for workbook inputs.
measures than others? 1. Which measures took/would take longer? 2. Why do you think those measures took/would take longer? Q7. Assuming the workbook doesn’t change, how do you think the amount of time it takes you to complete the incentive...
AI summary The text outlines a series of questions focused on the time required to complete an incentive setting workbook, challenges faced with specific tabs like 'Existing Measures' and 'Inputs and Calcs,' and potential improvements to the process. The discussion centers on efficiency, data collection, and user experience in incentive setting procedures.
: March 29, 2019 NS Power IR-15 Attachment 3 Page 51 of 94 Appendix B. ENS Staff In-Depth Interview Guide B.1. Introduction Thanks for taking the time to talk today. I work for Research Into Action and we have been asked by Efficiency Nova...
AI summary This document outlines an interview guide used by Research Into Action for evaluating the Business Development team’s practices at Efficiency Nova Scotia (ENS). It includes introductory remarks and questions about roles, responsibilities, and collaboration with Business Development Managers (BDMs).
and far less expensive – exercise than “fixing” the current TRC by, among other things, assessing non-energy benefits. It may also be less contentious (see below). • Accuracy: Even if the TRC were to be corrected, in part by efforts to acc...
AI summary The text discusses the challenges with the Total Resource Cost (TRC) approach, highlighting concerns about accuracy, relevance, and alignment with existing legislation. It suggests that the Program Administrator Cost (PAC) test may be a more effective and less contentious alternative for evaluating demand-side management (DSM) programs.
tition with procurement of supply. Only the Program Administrator Cost (PAC) test reflects the costs and benefits of DSM from a utility least-cost procurement perspective. 25 For example, if consumers value solar hot water (SHW) systems mo...
AI summary The text discusses the Program Administrator Cost (PAC) test as a method to evaluate Demand-Side Management (DSM) programs from a utility's least-cost procurement perspective. It also raises concerns about the Total Resource Cost (TRC) test potentially conflicting with public policy by not reflecting consumer preferences, which could lead to less effective energy savings.
E-52018 DSM Evaluation Reports
9 passages
Executive Summary Net savings Energy or peak demand savings that can be reliably attributed to a program. This includes effects, such as free-ridership and spillover, that negatively or positively affect the savings attributable to a progr...
AI summary The document defines key terms related to energy program evaluation, including net savings, net-to-gross ratio, peak demand savings, and tracked savings. It also outlines statistical and measurement concepts such as precision, sampling error, and secondary market impacts.
HEA Recommendations The 2018 evaluation revealed that HEA succeeded in achieving significant net and peak demand energy savings, although at lower levels than in previous years. Significant changes to HEA occurred in the second half of 201...
AI summary The 2018 evaluation of the Home Energy Assessment (HEA) program showed significant energy savings, though lower than in previous years. Changes in 2018, such as reinstating funding for non-electrically heated households and revising incentives, were too recent to impact the evaluation. Recommendations include conducting a billing analysis to assess overestimation ratios and sharing evaluation findings with energy advisors to improve simulation accuracy.
1.2 Follow-up on the 2017 Evaluation Report Recommendations HEA was evaluated in 2017 and improvement recommendations were made by the Evaluator. Table 9 below provides a summary of the implementation status of each recommendation presente...
AI summary The 2017 Evaluation Report on HEA (Home Energy Assessment) identified areas for improvement, and Table 9 summarizes the implementation status of the recommendations made by the Evaluator.
4 HEA RECOMMENDATIONS The 2018 evaluation revealed that HEA succeeded in achieving significant net and peak demand energy savings, although at lower levels than in previous years. Significant changes to HEA occurred in the second half of 2...
AI summary The 2018 evaluation of the Home Energy Assistance (HEA) program showed significant but lower-than-previous energy savings. Changes in 2018, such as reinstating funding for non-electrically heated households and revising incentive structures, were too recent to show impacts in the 2018 evaluation. The Evaluator recommends conducting a billing analysis to evaluate overestimation ratios and the impact of different HOT2000 versions on energy savings.
- a. The clarity of program requirements - b. The program application processes - c. The amount of the rebate - d. Time required to receive rebate - e. The equipment installed in your home - f. The range of equipment eligible for the rebate
AI summary The document outlines several factors related to a rebate program, including clarity of program requirements, application processes, rebate amounts, time to receive rebates, installed equipment, and eligible equipment.
CONCLUSION The New Residential program, including NHC and the Passive House pilot, achieved 4.515 GWh in net energy savings and 1.278 MW in net peak demand savings at the generator, which resulted in 2,766 tonnes of CO2 eq in avoided annua...
AI summary The New Residential program achieved significant energy and demand savings, with results close to 2018 targets. The evaluation found improvements in data accuracy but noted documentation gaps. Process evaluations identified opportunities to enhance builder satisfaction and program efficiency by improving registration and construction processes.
This appendix summarizes all the recommendations made by the Evaluator throughout the report as well as the section from which the recommendations originated. Sections Recommendations 2. Be flexible, as much as possible, with timeline requ...
AI summary This section recommends flexibility in timeline requirements for builders, citing interviews with program administrators. Flexibility, such as exceptions to registration deadlines and extensions for long-term projects, is highlighted as crucial for program success and can be a deal breaker for some builders.
This appendix summarizes all the recommendations made by the Evaluator as part of the 2018 evaluation, as well as all 2017 evaluation recommendations that were not fully implemented. Sections Recommendations Executive Summary and participa...
AI summary The appendix summarizes recommendations from the 2018 evaluation and unimplemented 2017 recommendations. It highlights the need to review the logic model and eligibility criteria for Instant Rebates and Mail-in incentives to improve clarity and performance. It also suggests implementing a system to track Instant Rebates sales data and link it to participants for better data collection and analysis.
This appendix summarizes all the recommendations made by the Evaluator as part of the 2018 EMIS and SEM evaluations, as well as all 2017 evaluation recommendations that were not fully implemented. Sections Recommendations Executive Summary...
AI summary The appendix highlights the Evaluator's recommendations to improve EMIS and SEM program delivery by enhancing participant understanding and mastery of energy performance tracking. Participants rely heavily on service providers, and without continued support, they may discontinue efforts. The recommendations aim to increase persistence of savings and improve participant satisfaction.