E-2Evidence of ENSC as DSM Administrator
8 passages
Responsibility and accountability for the administration of DSM programs were transferred from Nova Scotia Power Inc. (NSPI) to ENSC effective October 1, 2010, with transfer of operational activities phased in during the fall of 2010. The...
AI summary Responsibility for DSM programs was transferred from NSPI to ENSC in 2010. ENSC submitted its first DSM Plan in 2011, which was approved by the UARB. ENSC also filed several reports and methodologies in response to UARB orders, including a free ridership and spillover study.
3 2.1 2011 Energy Savings Achieved 4 In its July 27, 2010 Decision 1 5 , the UARB approved the 2011 DSM Plan, filed by NSPI, to 6 achieve an energy savings target of 158.5 GWh at an expenditure of up to $41.9 million. 7 8 Figure 2.1 shows...
AI summary In its July 27, 2010 Decision, the UARB approved the 2011 DSM Plan filed by NSPI, aiming to achieve 158.5 GWh of energy savings with a budget of up to $41.9 million. The evaluated savings results are subject to final verification by the UARB's savings verification consultant.
3. MULTI-YEAR PLANNING In its 2012 DSM Plan filing, ENSC indicated its intent to engage stakeholders in consultation and dialogue to further assess the available options for the implementation of a future multi-year regulatory model. Such...
AI summary ENSC engaged Dunsky to review its regulatory model and propose changes to enhance DSM programming flexibility. Dunsky identified strengths, such as transparency and operational flexibility, but highlighted the issue of a twelve-month approval period causing market uncertainty and limiting long-term planning.
On June 30, 2011, the Board ordered ENSC to develop and file, no later than September 30, 2011, its policy to track time and costs for electric and other fuel mandates. The June 30, 2011 Board Order also directed ENSC to undertake the nece...
AI summary In 2011, the UARB ordered ENSC to develop a policy for tracking time and costs related to electric and fuel mandates, and to consult stakeholders on cost allocation for DSM programs. ENSC hired Elenchus to develop a cost allocation model, review DSM cost allocation approaches, prepare preliminary cost tables, and analyze rate and bill impacts.
The Cost Allocation Report prepared by Elenchus, including attachments containing annual preliminary DSM program cost allocations and rate and billing impact analyses 1 for 2013-2015, is provided in Appendix C. 2 3 Elenchus has developed a...
AI summary The Cost Allocation Report by Elenchus outlines a two-part cost allocation model (CAM) for ENSC, used for financial statements and rate rider adjustments. Part One uses a methodology filed with the UARB in 2011, while Part Two allocates program costs to NSPI customer classes and is consistent with the DSM Cost Allocation Approach from the 2009 Settlement Agreement.
As can be seen, the regulatory process is designed to maintain a full schedule of evaluations, reporting to the UARB and stakeholders, and opportunity for input. It also involves additional oversight from ENSC's independent board of direct...
AI summary The regulatory process ensures regular evaluations, reporting to the UARB and stakeholders, and opportunities for input. It enhances oversight and ENSC's ability to commit to the market but lacks long-term certainty compared to similar organizations.
CONCLUSION The current regulatory framework presents a number of important characteristics that enable effective DSM implementation. However, the short, one-year approval timeframe hinders the corporation's ability to commit to the market,...
AI summary The current regulatory framework supports DSM implementation but the one-year approval timeframe hinders long-term commitments and market transformation. Annual regulatory processes may also divert focus from delivering DSM savings.
The following table provides an overview of the oversight process we have recommended, while also indicating the extra-regulatory oversight involved. THREE-YEAR PLAN 2012 2013 2014 2015 2016 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4...
AI summary The text outlines a three-year oversight process with regulatory filings, hearings, meetings, and reports, emphasizing ongoing activities and approvals by the Board of Directors and the Utility and Review Board.
E-2(r)Revised ENSC Evidence
5 passages
Responsibility and accountability for the administration of DSM programs were transferred from Nova Scotia Power Inc. (NSPI) to ENSC effective October 1, 2010, with transfer of operational activities phased in during the fall of 2010. The...
AI summary Responsibility for DSM programs was transferred from NSPI to ENSC in 2010. ENSC submitted its first DSM Plan in 2011, which was approved by the UARB. ENSC also filed responses and reports in accordance with UARB orders, including a free ridership and spillover study.
3. MULTI-YEAR PLANNING In its 2012 DSM Plan filing, ENSC indicated its intent to engage stakeholders in consultation and dialogue to further assess the available options for the implementation of a future multi-year regulatory model. Such...
AI summary ENSC engaged Dunsky to review its regulatory model and propose changes for a multi-year planning approach. Dunsky highlighted strengths like transparency and flexibility but noted that the twelve-month approval period creates uncertainty and limits long-term planning and investment.
CONCLUSION The current regulatory framework presents a number of important characteristics that enable effective DSM implementation. However, the short, one-year approval timeframe hinders the corporation's ability to commit to the market,...
AI summary The current regulatory framework supports DSM implementation but the one-year approval timeframe hinders the corporation's ability to commit to market and consumers, potentially impeding market transformation toward energy efficiency. Annual regulatory processes may also divert attention from delivering DSM savings.
The table below summarizes our findings. CRITERIA: PERFORMANCE DRIVERS LATITUDE OVERSIGHT Components No D isin ce nti ve s Inc en tiv es Re so urc es Re sp on siv en es s Ab ilit y t o C om mi t Tra ns pa ren cy Sa feg ua rds Inf lue nc e...
AI summary The table summarizes findings regarding the oversight framework for Energy Efficiency Nova Scotia (ENSC). It outlines criteria such as performance drivers, latitude, oversight, and cost, with notes on ENSC's lack of sales disincentives, strong reputational incentives, and challenges related to annual approval processes and cost considerations.
CRITERIA: PERFORMANCE DRIVERS LATITUDE OVERSIGHT Components No D isin ce nti ve s Inc en tiv es Re so urc es Re sp on siv en es s Ab ilit y t o C om mi t Tra ns pa ren cy Sa feg ua rds Inf lue nc e Co st Examples Are profits unaffected by...
AI summary This table discusses the criteria and performance drivers for ENSC (Energy Efficiency Nova Scotia), including components such as incentives, resources, responsiveness, and oversight. It outlines ENSC's current status, proposed changes, and notes on budget, flexibility, and transparency. The table also highlights the regulatory cost and long-term predictability challenges.