15 additional changes to the Report.4 Scotia Power Inc. 4 Comments were received from the Affordable Energy Coalition and Nova Scotia Power Inc. by June 16 th , 2016. The Small Business Advocate provided comments on June 22 nd , 2016.
AI summary The document mentions that comments were received from the Affordable Energy Coalition and Nova Scotia Power Inc. by June 16, 2016, with the Small Business Advocate providing comments on June 22, 2016.
Supply Chain and Stakeholder Discussion In designing and delivering any best-in-class energy efficiency program, it is important to involve the supply chain and key stakeholders such as industry associations, other government agencies and...
AI summary The discussion emphasizes involving supply chain and stakeholders in energy efficiency programs for customer and technology research, cost insights, and incentive analysis. It highlights the need to address supply chain barriers, review incentive changes, and consider external market incentives like tax rebates and low-cost financing.
SUPPLY CHAIN AND SERVICE PROVIDER RESEARCH The supply chain and service providers should be engaged to support the customer and technology research efforts. It can be difficult to get firsthand information about customer motivations, price...
AI summary Engaging supply chain and service providers is critical for customer and technology research, as they provide insights into customer motivations, price elasticity, and technology parameters. They also offer reference data (e.g., sales, installations) to inform incentive setting and program design. Regular interactions with these stakeholders are emphasized for effective program management and stakeholder collaboration.
Understand Customer Motivation and Barriers for Participation For the Business Energy Rebates Program, EfficiencyOne gains an understanding of customer motivations and barriers through: 1. Market Research; 2. Ongoing Program Management; 3....
AI summary EfficiencyOne outlines methods to understand customer motivation and barriers for participation in the Business Energy Rebates Program, including market research, ongoing program management, benchmarking, and program evaluation. Financial support was identified as a key factor influencing business participation in energy efficiency initiatives.
Other Considerations for the Home Energy Assessment Program The Home Energy Assessment program recently introduced an updated incentive structure, which featured an increased incentive for the initial audit, and premiums associated with bu...
AI summary The Home Energy Assessment Program updated its incentive structure with higher initial audit incentives and bundled incentives to boost participation and savings. CLEAResult data suggests increased savings and lower unit costs, though effects of bundling are mixed with concurrent audit changes. Bundling mirrors retail strategies, potentially offsetting higher unit costs via increased savings. Personal energy planning services also enhanced savings, with potential for localized incentive zones tied to avoided costs.
ONTARIO ENERGY EFFICIENCY PROGRAM INCENTIVE AND COST EFFECTIVENESS POLICY Conservation programs being delivered provincially though the IESO (formerly the OPA) started in 2006, through the delivery of third tranche programs by specific LDC...
AI summary Ontario's energy efficiency programs began in 2006 via the IESO (formerly OPA) through LDCs. By 2007, province-wide initiatives like 'Every Kilowatt Counts' (instant rebates), 'The Great Refrigerator Round Up' (appliance retirement), and business incentives via ERIP, BOMA, and MEER were introduced.
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.
APPENDIX A: MEASURE DEVELOPMENT PROCESS
AI summary Appendix A outlines the Measure Development Process within a Nova Scotia regulatory proceeding, involving entities like the Nova Scotia Utility and Review Board (UARB) and the DSM Advisory Group (DSMAG). It references energy efficiency frameworks, cost methodologies, and stakeholder involvement in demand-side management (DSM) initiatives.
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 conducting primary and secondary market research to establish measure performance metrics and costs, engaging stakeholders such as utilities, contractors, vendors, customers, and advocacy groups to gather data and insights.
ion and innovation, achieving the full potential of the Green Communities Act, and generating significant and sustainable benefits for all Massachusetts' citizens. The EEAC's responsibilities include: - Collaborating with the utilities on...
AI summary The Energy Efficiency Advisory Council (EEAC) oversees energy efficiency plans, reporting, and evaluations in Massachusetts. It collaborates with utilities like National Grid, Eversource Energy, and Cape Light Compact, which operate under Mass Save. EEAC manages the EM&V process and publishes progress reports. Utilities have individual savings targets and budgets.
INCENTIVE LEVEL SETTING METHODOLOGY National Grid uses the following principles for incentive setting methodology for the electricity efficiency programs: - Customer market research - Technology research - Supply chain and stakeholder disc...
AI summary National Grid outlines its incentive level setting methodology for electricity efficiency programs, emphasizing principles such as customer market research, technology research, stakeholder discussions, top-down potential analysis, and bottom-up participation analysis to guide program design and implementation.
The Importance of Education and Awareness In almost all cases, education and awareness initiatives play a key role in motivating the customer to make a purchase decision. While educational incentives are not specifically discussed in this...
AI summary Education and awareness initiatives are crucial for motivating customer participation in programs by removing financial and non-financial barriers. They help customers recognize financial benefits of measures and overcome knowledge gaps about programs, technology, or services, thereby reducing the need for incentives.
GENERAL PRINCIPLES FOR INCENTIVE RATE SETTING Based on CLEAResult's experience and research on best practices, it is recommended that any incentive level setting methodology should include the following general principles to understand: -...
AI summary The text outlines five general principles for incentive rate setting, emphasizing customer motivations, technology savings, supply chain considerations, financial impacts, and jurisdictional benchmarking. These recommendations are based on CLEAResult's research and experience in best practices for incentive methodologies.
SUPPLY CHAIN AND SERVICE PROVIDER RESEARCH The supply chain and service providers should be engaged to support the customer and technology research efforts. It may be difficult to directly contact customers and technology manufacturers to...
AI summary Engaging supply chain and service providers is critical for customer and technology research, providing access to contacts, customer insights, reference data for incentive analysis, and identifying barriers to program implementation. Regular interactions with these stakeholders are essential for effective incentive setting and program design.
Other Considerations for the Home Energy Assessment Program The Home Energy Assessment program recently introduced an updated incentive structure, which featured an increased incentive for the initial audit, and premiums associated with bu...
AI summary The Home Energy Assessment Program updated its incentive structure, increasing initial audit incentives and introducing bundling premiums to boost participation and savings. CLEAResult data suggests bundling may improve savings and lower delivery costs, though effects are hard to isolate due to concurrent changes. Bundling is framed as a cost-effective strategy for customer acquisition, and personal energy planning services are credited with enhancing project savings. The text also notes potential for incentive zones aligned with local avoided costs.
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.
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 conducting primary and secondary market research to establish measure performance metrics and costs, incorporating data from utilities and consulting stakeholders including contractors, vendors, customers, and advocacy groups.
ion and innovation, achieving the full potential of the Green Communities Act, and generating significant and sustainable benefits for all Massachusetts' citizens. The EEAC's responsibilities include: - Collaborating with the utilities on...
AI summary The document outlines the Energy Efficiency Advisory Committee (EEAC)'s responsibilities, including collaboration with utilities on energy efficiency plans, publishing progress reports, and managing EM&V processes. It also notes National Grid's role in Massachusetts, Eversource Energy's consolidation of NSTAR and WMECO, and Cape Light Compact's service area. A map and external link are referenced.
INCENTIVE LEVEL SETTING METHODOLOGY National Grid uses the following principles for incentive setting methodology for the electricity efficiency programs: - Customer market research - Technology research - Supply chain and stakeholder disc...
AI summary National Grid outlines its incentive setting methodology for electricity efficiency programs, emphasizing customer market research, technology research, stakeholder discussions, top-down potential analysis, and bottom-up participation analysis to determine program effectiveness and incentive levels.
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.
ated; and - 4. Absence of readily available tools to perform short-term cost effectiveness calculations. CLEAResult is providing the following recommendations for the identified areas of improvement:
AI summary The text outlines three areas for improvement in the regulatory proceeding: inadequate data collection, limited stakeholder engagement, and lack of tools for short-term cost effectiveness calculations. CLEAResult recommends addressing these issues to enhance the process.
Supply Chain and Stakeholder Discussion In designing and delivering any best-in-class energy efficiency program, it is important to involve the supply chain and key stakeholders such as industry associations, other government agencies and...
AI summary The document emphasizes involving supply chain and stakeholders in energy efficiency programs to address market barriers, adjust incentives, and optimize delivery strategies. Examples include adapting financial incentives for contractor preferences and understanding distributor barriers in midstream lighting programs. It also highlights the importance of considering non-program incentives like tax rebates.
SUPPLY CHAIN AND SERVICE PROVIDER RESEARCH The supply chain and service providers should be engaged to support the customer and technology research efforts. It may be difficult to directly contact customers and technology manufacturers to...
AI summary The document emphasizes the importance of engaging supply chain and service providers in customer and technology research, as they can facilitate access to contacts, provide reference data, and offer insights for incentive setting. Challenges include administrative barriers that may limit the effectiveness of incentives, even if they are financially attractive. Regular interactions with supply chain stakeholders are recommended for program design and management.
Other Considerations for the Home Energy Assessment Program The Home Energy Assessment program recently introduced an updated incentive structure, which featured an increased incentive for the initial audit, and premiums associated with bu...
AI summary The Home Energy Assessment Program introduced updated incentives with increased audit rewards and bundled incentives to boost participation and savings. Early data from CLEAResult suggests higher savings per home and lower delivery costs, though isolating bundling's impact is complex. Bundling is highlighted as a retail tactic to offset customer acquisition costs and align incentives with local avoided costs through premium/discount zones.
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 engagement, cross-program coordination, cost-effectiveness testing, and drafting a Measure Approval Document (MAD). Measures with sufficient data and stakeholder support may proceed to approval, 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 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 RATE SETTING [22](#page-173-1) The incentive setting process involves collaborative discussions between the utilities, NYSERDA and other interested stakeholders. The goal is to achieve statewide uniformity in terms of qualifying...
AI summary The incentive rate setting process involves collaboration between utilities, NYSERDA, and stakeholders to achieve statewide uniformity in technology and incentives. However, program designs remain tailored to individual utility customer needs despite this goal.
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 conducting primary and secondary market research to determine measure performance metrics and costs, incorporating data from utilities and consulting stakeholders including contractors, vendors, customers, and advocacy groups.
ion and innovation, achieving the full potential of the Green Communities Act, and generating significant and sustainable benefits for all Massachusetts' citizens. The EEAC's responsibilities include: - Collaborating with the utilities on...
AI summary The document outlines the Efficiency and Energy Advisory Committee (EEAC)'s responsibilities, including collaborating with utilities on energy efficiency plans, managing EM&V processes, and publishing progress reports. It notes National Grid's service territory, Eversource Energy's consolidation of NSTAR and WMECO, and Cape Light Compact's role. Utilities under Mass Save have individual savings targets and budgets.
August 3, 2016 VIA EMAIL Ms. Doreen Friis Regulatory Affairs Officer/Clerk Nova Scotia Utility and Review Board 1601 Lower Water Street, 3rd Floor Halifax NS B3J 353 Dear Ms. Friis: Re: M07544- EfficiencyOne - Incentive Setting Methodology...
AI summary The Small Business Advocate (SBA) submits comments on CLEAResult's Report and EfficiencyOne's Implementation Plan, citing two concerns: the absence of a clear methodology and insufficient stakeholder consultation.
Consultation Despite the stakeholders being actively involved in the creation of the terms of the Report, and undertaking to review drafts of the Report before it was filed with the Board, none of the key stakeholders were ever contacted b...
AI summary The SBA criticizes the Report writers for not directly consulting stakeholders despite prior involvement in draft reviews. It argues that relying on secondary research (provincial reports, regulatory records) provided an outdated, narrow perspective, whereas direct stakeholder engagement would yield more accurate insights.
Response to SBA's Letter of Comment The SBA raised concerns regarding the adequacy of the scope of the Report and concern that the Report does not provide any methodology or plan as to how Incentive Setting should take place. Regarding the...
AI summary The SBA questioned the report's scope and methodology for incentive setting. EfficiencyOne argues the report provides a methodology and that stakeholder engagement wasn't required per the SBA's prior input. The report's implementation plan incorporates the proposed methodology.
Conclusion EfficiencyOne and CLEAResult thank stakeholders for their comments on this matter. EfficiencyOne looks forward to further instruction from the Board, and to implementing the methodologies and tools presented within the Report, a...
AI summary EfficiencyOne and CLEAResult commit to modifying their Implementation Plan and Report based on stakeholder feedback and Board instructions. Proposed changes include clarifying cost scenarios, exploring alternative market research techniques, and defining theoretical incentive limits. They request Board approval for these adjustments to ensure alignment with regulatory expectations.
James R. Gogan Direct Dial: (902) 563-5920 E-Mail: [email protected] File No. 41736-18 October 13, 2016 Nova Scotia Utility & Review Board PO Box 1692, Unit "M" Halifax, Nova Scotia B3J 3S3 Attention: Doreen Friis, Regulatory Affairs...
AI summary EfficiencyOne acknowledges a directive from the Nova Scotia Utility & Review Board to consult with Synapse and the DSM Advisory Group on its incentive-setting methodology. A report will be filed by November 15, 2016, following further discussions.
Background As the Board indicated in its correspondence of October 12, 2016, during the course of the proceedings with respect to the approval of the 2016 -2018 DSM Plan, concerns expressed regarding DSM incentives resulted in the Board di...
AI summary The Nova Scotia Utility Regulation Board directed EfficiencyOne to improve its incentive-setting methodology for energy efficiency programs following concerns raised during the 2016-2018 DSM Plan proceedings. EfficiencyOne engaged CleaResult to research best practices, filed a report, and responded to stakeholder comments from Synapse, SBA, and NS Power. The Board requested further consultations with Synapse and the DSM Advisory Group to address remaining concerns.
Consultation with DSMAG The issues and consensus positions as set out in relation to the above issues, were presented to stakeholders in a meeting with the DSMAG on November 3, 2016. At that time no additional issues, concerns or objection...
AI summary Stakeholders met with DSMAG on November 3, 2016, with no new objections raised. The SBA provided comments to EfficiencyOne on November 14, requesting clarification on customer participation rates in Slide 8 and more detailed discussion on customer research in Slide 10. These requests do not impact the consensus but require further dialogue.
Consensus Position As a result of further engagement and discussion, EfficiencyOne, CleaResult and Synapse reached the following consensus position: • EfficiencyOne and CleaResult agree with Synapse's recommendations pertaining to the incl...
AI summary EfficiencyOne, CleaResult, and Synapse reached consensus on Synapse's recommendations regarding financing clarification and justification of incentive limits and thresholds.
M07544 - EfficiencyOne - Incentive Setting Methodology (E-ENS-R-16) Further to the Board's direction of October 12, 2016, EfficiencyOne ("E1") filed a letter on November 15, 2016 updating its progress on this matter. In its letter, E1 requ...
AI summary EfficiencyOne (E1) updated the Board on progress regarding the Incentive Setting Methodology, reporting consensus on outstanding issues and a revised timeline. The Board accepted these consensus positions, approved the revised timeline, and required an amended report by March 31, 2017, with stakeholder comments invited post-filing.
M07544 - EfficiencyOne - Incentive Setting Methodology (E-ENS-R-16) EfficiencyOne filed its Revised Incentive Setting Methodology: CLEAResult Report & EfficiencyOne Implementation Plan with the Board on March 31,2017. It has been posted to...
AI summary EfficiencyOne submitted a revised Incentive Setting Methodology report to the Board, inviting stakeholder comments by April 27, 2017, with replies due by May 11, 2017. The panel includes Peter W. Gurnham and Roberta J. Clarke. Doreen Friis and S. Bruce Outhouse are involved in the process.
n its understanding of how to do a better job of incentive level setting. Instead, EfficiencyOne proposes to take an even longer time (an additional two years) to reach this goal, rather than making a 3 Excel-Based Tool for Considerations...
AI summary EfficiencyOne proposes a two-year delay in finalizing incentive-setting methodology, while the SBA argues this delays benefits for small businesses. The SBA emphasizes urgency for actionable tools and cost-effective programs, expressing interest in reviewing improvements with EfficiencyOne and DSMAG. The SBA seeks timely progress for small business stakeholders.
TRM Update Process On page 60, the report recommends that EfficiencyOne introduce a formal measures assumption validation process and summary manual, known as a Technical Reference Manual (TRM). CLEAResult goes on to recommend that "[TRM]...
AI summary The text discusses concerns with EfficiencyOne's proposed TRM update process, which limits external review to a single individual. Stakeholders argue this approach risks missing diverse perspectives and stakeholder needs, recommending instead a two-week comment period for interested parties to ensure comprehensive validation.
Additional Comments and Questions: 1- The report is not clear on how to minimize/address the free rider problem in an incentivesetting mechanism. One option is to rely on customer research to identify the potential range of free-ridership...
AI summary The text raises three questions regarding incentive mechanisms in energy efficiency programs. It criticizes the report's lack of clarity on addressing the free rider problem, asks about adjusting incentives if initiative uptake is faster than expected, and inquires about re-channeling ineffective incentives into education programs.
Incentive Setting Methodology: Reply to Stakeholder Comments FILED May 11, 2017
AI summary This document is a reply to stakeholder comments regarding the incentive setting methodology. It addresses feedback on the approach used to determine incentives, though specific details of the methodology or stakeholder positions are not provided in the text.
1 6. REPLY TO NS POWER ON OTHER ISSUES 2 NS Power Comment 3 "The CLEAResult Report focused on financial incentives and did not evaluate the merits 4 of non-financial incentives, such as educational programs and outreach. Co-optimizing 5 al...
AI summary EfficiencyOne responds to NS Power's comments on the CLEAResult Report, emphasizing that the Board's original direction focused solely on financial incentives, not education/outreach. The report provides upper limits for incentives, with education considered below those limits. NS Power argues that EfficiencyOne's DSM costs imply a later stage in energy efficiency adoption, leading to lower potential and higher costs.
23 if possible. Unexpected uptake of a certain measure would likely mean a greater portion 24 of overall budget is dedicated towards that measure, triggering more frequent reviews in 25 the future. 26 1 NS Power Comment (from the Brattle G...
AI summary EfficiencyOne responds to comments on incentive adjustments, education programs, and financial simulations. It outlines options for rechanneling incentives, emphasizes barrier analysis for program pivots, and plans to incorporate CLEAResult metrics into its Financial Simulation by June 2017. The Industrial Group questions incentive levels based on simulation results.
ment process was 13 initiated in late November 2015. Final RFP submissions were received on 14 December 18, 2015, and CLEAResult was selected as the successful proponent 16 on January 8th 15 , 2016. - 17 CLEAResult's approach was consisten...
AI summary In late 2015, a procurement process was initiated for efficiency programs, with CLEAResult selected in January 2016. Their work included market analysis, stakeholder interviews, and applying findings to Nova Scotia programs. EfficiencyOne shared draft reports with DSMAG, receiving technical feedback to refine the final report.
Supply Chain and Stakeholder Discussion In designing and delivering any best-in-class energy efficiency program, it is important to involve the supply chain and key stakeholders such as industry associations, other government agencies and...
AI summary The document emphasizes involving supply chain and stakeholders in energy efficiency programs to address market barriers, adjust incentives, and ensure effective delivery. Examples include adapting financial incentives for commercial refrigeration programs and understanding distributor barriers in midstream lighting initiatives. Stakeholders also help identify external incentives like tax rebates and low-cost financing.
The Importance of Education and Awareness In almost all cases, education and awareness initiatives play a key role in motivating the customer to make a purchase decision. While educational incentives are not specifically discussed in this...
AI summary Education and awareness initiatives are critical for motivating customer participation in programs by addressing both financial and non-financial barriers. They help customers recognize financial benefits of measures and overcome knowledge gaps about programs, technologies, or services, thereby improving participation rates and reducing reliance on incentives.
Other Considerations for the Home Energy Assessment Program The Home Energy Assessment program recently introduced an updated incentive structure, which featured an increased incentive for the initial audit, and premiums associated with bu...
AI summary The Home Energy Assessment Program introduced updated incentives, including increased initial audit incentives and bundled incentives to boost participation. Early data from CLEAResult suggests higher savings per home and lower delivery costs, though isolating bundling's impact is challenging. Bundling is framed as a cost-effective strategy for programs with high customer acquisition costs, while personal energy planning services and localized incentive zones are proposed to enhance savings and align with avoided costs.
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.
ion and innovation, achieving the full potential of the Green Communities Act, and generating significant and sustainable benefits for all Massachusetts' citizens. The EEAC's responsibilities include: - Collaborating with the utilities on...
AI summary The Energy Efficiency Advisory Committee (EEAC) oversees energy efficiency plans, reporting, and evaluation processes in Massachusetts. It collaborates with utilities like National Grid, Eversource Energy, and Cape Light Compact, which operate under Mass Save. The EEAC manages annual EM&V studies and publishes progress reports. National Grid's service territory is illustrated in a map.
INCENTIVE LEVEL SETTING METHODOLOGY National Grid uses the following principles for incentive setting methodology for the electricity efficiency programs: - Customer market research - Technology research 101 Data from Masssavedata.com 102...
AI summary National Grid outlines its incentive level setting methodology for electricity efficiency programs, emphasizing customer market research, technology research, supply chain discussions, top-down potential analysis, and bottom-up participation analysis. References include data from Masssavedata.com and Massachusetts energy plans from 2013-2015 and 2016-2018.
fficiencyOne received feedback from three DSMAG members as part of the final draft report review. 3 Most of the feedback was of a technical nature and resulted in improvements to the Report. A final report was shared with DSMAG members on...
AI summary EfficiencyOne received feedback from DSMAG members and other stakeholders on the final draft of the Report and Implementation Plan. The report was revised multiple times based on stakeholder comments, with a final revision filed in May 2017 after a stakeholder comment period.
Supply Chain and Stakeholder Discussion In designing and delivering any best-in-class energy efficiency program, it is important to involve the supply chain and key stakeholders such as industry associations, other government agencies and...
AI summary The discussion emphasizes involving supply chain and stakeholders in energy efficiency programs to address market barriers, adjust incentives, and optimize delivery strategies. Examples include adapting financial incentives for contractor preferences and considering external incentives like tax rebates. Stakeholders' insights on costs and barriers are critical for program design.
The Importance of Education and Awareness In almost all cases, education and awareness initiatives play a key role in motivating the customer to make a purchase decision. While educational incentives are not specifically discussed in this...
AI summary Education and awareness initiatives are crucial in motivating customer participation by removing both financial and non-financial barriers, enabling informed decisions and reducing the need for incentives when measures are financially beneficial.
Incentive Setting Component Factors that can Place Upwards Pressure on Incentive Rates Factors that can Place Downwards Pressure on Incentive Rates Budget Impact • Reduction in administration costs, leaving additional space in the budget....
AI summary The table outlines factors influencing incentive rates in programs, including budget impact, customer and technology research, supply chain discussions, benchmarking, program evaluation, financing, and education. Upward and downward pressures on incentives are identified based on various considerations such as cost changes, customer participation, and market conditions.
Figure 7: Identified Incentive Setting Best Practices Methodology Research and Engagement Phase To de ine he im f t he te t t o rm p ac m ea su re he l s ing d bu dg it t to ta ta t a t, on av s rg e n e is it ica l to ic ip ion te t t cr...
AI summary This figure outlines a methodology for identifying best practices in incentive setting, focusing on the research and engagement phase, including the development of programs, stakeholder input, and the creation of a framework for implementation.
ac • u E f f ic ien On ho l d int du fo l ion l i da ion t t • cy e s u ro ce a rm a me as ure s as su mp v a d l. Ma he j is d ic ion fer he l a t t to t p roc es s a n su mm ary m an ua ny o r ur s re m an ua s he T R M d ha for l fo int...
AI summary The document outlines the implementation of efficiency measures and the development of a comprehensive energy plan for Nova Scotia from 2015 to 2020, focusing on energy efficiency, renewable energy, and stakeholder engagement. It includes discussions on policy frameworks, program development, and the role of Efficiency Nova Scotia.
c ing d j int ke ing ies for tu to nt toc t p t tra teg ma nu re rs s p s, p ro c r a n o m ar s he fo l low ing T h is i de ins ig ht int he hn log ire d fo he t t te nt r t y ea r. p rov s o c o y as se ss me req u T R M It is de d ha he...
AI summary The text discusses recommendations for the Instant Savings Program by CLEAResult, emphasizing the need for transparency, process improvements, and stakeholder engagement. It highlights concerns around implementation, communication, and the role of Efficiency Nova Scotia in program delivery.
Other Considerations for the Home Energy Assessment Program The Home Energy Assessment program recently introduced an updated incentive structure, which featured an increased incentive for the initial audit, and premiums associated with bu...
AI summary The Home Energy Assessment Program introduced updated incentives, including increased audit incentives and bundled incentives to encourage larger projects. Early data suggests higher savings per home and lower delivery costs, though bundling's impact is hard to isolate due to concurrent changes. Bundling is seen as effective for customer acquisition, and personal energy planning services have enhanced savings. Zone-based incentive adjustments may align with local avoided costs.
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.
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.
ion and innovation, achieving the full potential of the Green Communities Act, and generating significant and sustainable benefits for all Massachusetts' citizens. The EEAC's responsibilities include: - Collaborating with the utilities on...
AI summary The document outlines the Energy Efficiency Advisory Committee (EEAC)'s responsibilities in Massachusetts, including collaborating with utilities on energy efficiency plans, publishing progress reports, and managing the EM&V process. It also notes National Grid's service territory, Eversource Energy's consolidation of NSTAR and WMECO, and Cape Light Compact's role in Cape Cod and Martha's Vineyard, alongside the Green Communities Act's goals.
Disclaimer: These summaries were generated by AI from the filings they describe. We take care to make them accurate, but errors are possible - and they aren't advice. Only the filings themselves are the record: if you're relying on something here, confirm it against the source documents or the Nova Scotia Energy Board's own record. Full disclaimer →