Topic:"Stakeholder Engagement" in M09096

1 Nova Scotia's Energy Strategy and Electricity Plan 2 3 Energy efficiency is a key component of Nova Scotia's Energy Strategy. This Strategy 4 emphasizes the importance of energy efficiency in minimizing the costs of meeting future demand...

AI summary Nova Scotia's Energy Strategy emphasizes energy efficiency as a key method to reduce future electricity costs and stabilize prices. The Electricity Efficiency and Conservation Plan highlights cost savings for ratepayers and the benefit of delaying new infrastructure. Public support for energy reduction is high, with 87% of Nova Scotians prioritizing it in 2018. The 2009 Energy Strategy is referenced as a foundational document.

2.1 Key Considerations - An evidence-based approach was used to develop the Preferred Plan and was informed by the following three key considerations: - Customer Value: determine the appropriate level of energy savings; - Customer Need: de...

AI summary The Preferred Plan is developed using evidence-based approaches focusing on customer value, need, and affordability. It leverages data from NS Power's 2014 IRP, NSUARB decisions, DSM plans, and stakeholder input. The plan aims to reduce utility costs by aligning with mid-level DSM investments from Navigant's study, ensuring balanced short-term and long-term cost efficiency.

1 4. RESIDENTIAL PROGRAMS AND SERVICES 2 3 The Preferred Plan will allow EfficiencyOne to continue delivering cost-effective 4 energy savings benefits for Nova Scotia's residential customers. The Preferred Plan 5 pursues enhanced approache...

AI summary The Preferred Plan emphasizes EfficiencyOne's continued delivery of cost-effective residential energy savings in Nova Scotia, leveraging customer insights and evolving technologies. It highlights high household prioritization of energy reduction (87% in 2018) and shifts toward non-lighting measures, system-peak demand reduction, and expanded program accessibility. The plan includes three residential programs with eight components.

Marketing Strategy The marketing strategy for Appliance Retirement will focus on enhancing a customer's quality of life through non-energy benefits (convenient, hassle-free pick up and recycling) with the rebate promoted as a secondary mes...

AI summary The marketing strategy for Appliance Retirement emphasizes non-energy benefits (convenience, recycling) with rebates as a secondary message, using digital, social media, and out-of-home campaigns. Instant Savings aims to boost energy-efficient product purchases via in-store promotions, media, and cross-program outreach. Both strategies target increased participation across Nova Scotia.

Program Delivery The Custom Incentives program structure is designed to overcome customer barriers associated with large upfront costs, lack of in-house capacity and business case requirements. The program is delivered through a combinatio...

AI summary The Custom Incentives program aims to address customer barriers like upfront costs and lack of in-house capacity through a collaborative delivery model involving EfficiencyOne staff, contracted partners, and third-party resources such as engineering firms and HVAC automation companies.

Education and Outreach The objective of Education and Outreach activities is to increase program participation by effectively communicating what energy efficiency is and how it positively affects the lives of Nova Scotians. Education and O...

AI summary The objective of Education and Outreach activities is to increase participation in energy efficiency programs by effectively communicating their benefits. While public perception of energy efficiency is positive, opportunities remain to turn this into action. Strategies include branding, digital improvements, removing barriers, and engaging stakeholders.

6.3.3 Regulatory Affairs Regulatory Affairs activities include NSUARB processes, DSM Advisory Group initiatives and stakeholder consultation work, industry research, and legal work related to regulatory initiatives. - In 2020-2022, Regulat...

AI summary Regulatory Affairs activities involve NSUARB processes, DSM Advisory Group initiatives, stakeholder consultation, industry research, and legal work. In 2020-2022, the focus includes developing the 2023-2025 DSM Resource Plan.

- negotiating the 2023-2025 DSM Resource Plan with NS Power and gaining 1 stakeholder and NSUARB-approval of the same; 2 developing and/or filing regular report updates with the NSUARB on topics • 3 including: 4 2020, 2021, 2022 Quarterly...

AI summary The text outlines the process of negotiating the 2023-2025 DSM Resource Plan with NS Power and gaining stakeholder and NSUARB approval. It includes the development and filing of various reports and updates with the NSUARB, as well as ongoing engagement with stakeholders and initiatives related to the DSM Resource Plan regulatory process.

26 Q: Does your testimony include any specific recommendations? And if so, can you please 27 summarize them? 1 A: Yes. I recommend that the Board not be misled into thinking that because the unit cost of saved 2 energy increases, due to th...

AI summary The witness recommends against reducing efficiency investments despite higher unit costs, emphasizes ongoing engagement with EfficiencyOne, acknowledges past successes in lighting markets, and suggests maintaining distinctions between residential and commercial markets. They stress the importance of diversifying portfolios and stakeholder collaboration to meet policy goals.

(7) 38 , doi: [10.1186/1471-244X-7-38.](https://dx.doi.org/10.1186%2F1471-244X-7-38) [https://www.ncbi.nlm.nih.gov/pmc/articles/PMC1971065/.](https://www.ncbi.nlm.nih.gov/pmc/articles/PMC1971065/) - the role of clean energy in environmenta...

AI summary Lighting efficiency upgrades are highlighted as a low-cost, modular entry point for energy efficiency programs, enabling broader customer engagement. Case studies, such as Blue Seal's collaboration with Efficiency Vermont, demonstrate how initial lighting improvements can lead to further energy efficiency investments. The text emphasizes the lower capital requirements of lighting compared to larger system upgrades.

, EmPOWER Maryland. Written comments on 2012 Q3-Q4 Semi-Annual Report. Presentation and testimony, October 2-3, 2013. - 2011 Maryland Office of People's Counsel. Utility-Specific Comments on the 2012-2014 EmPOWER Maryland Program Plans . C...

AI summary The text lists multiple testimonies and written comments from organizations and individuals regarding energy efficiency, demand response, and utility regulation programs. Key entities include EmPOWER Maryland, Maryland Office of People's Counsel, and Pennsylvania Public Utility Commission, with references to regulatory cases and docket numbers from 2005 to 2013.

25. COORDINATION MEETINGS AND REPORTS - 25.1 During the Term of this Agreement, EfficiencyOne shall prepare and deliver to the UARB and NSPI a quarterly report (the " Quarterly Report ") in a form acceptable to the UARB. - 25.2 EfficiencyO...

AI summary EfficiencyOne must submit quarterly and annual reports to UARB and NSPI, with the annual report detailing EECA progress, financials, and evaluations. Quarterly coordination meetings between NSPI and EfficiencyOne are required to ensure effective EECA planning and implementation.

ement for Electricity Efficiency and Conservation Activities between E1 and Nova Scotia Power Inc. (DSM 2020- 2022) M09096 (E-ENS-R-19) E1 Responses to Nova Scotia Power Inc. (NS Power) NON-CONFIDENTIAL 1 Request IR-05: 2 3 Please describe...

AI summary EfficiencyOne (E1) engaged stakeholders from fall 2018 through the DSMAG meeting (Dec 2018), technical conferences (Feb 2019), and written feedback to refine the 2020-2022 DSM Plan. Changes were made based on stakeholder input regarding savings, investment levels, and missing considerations.

Residential DSM Programs Efficient Product Rebates 3.2 6.6 12.3 82.4 1.3 1.1 2.1 Existing Residential 8.0 67.7 31.6 515.3 16.5 2.2 8.4 New Residential 2.7 13.4 5.6 168.2 1.6 1.6 4.9 Business, Nonprofit and Institutional Programs Efficient...

AI summary The table outlines participation and cost data for residential and non-residential demand-side management (DSM) programs, including efficient product rebates, custom incentives, and direct installation initiatives. It categorizes programs into residential, business/nonprofit, and enabling strategies, with totals summarizing overall participation and expenditures.

Residential DSM Programs Efficient Product Rebates 3.0 5.9 10.5 71.9 1.0 1.0 1.9 Existing Residential 7.6 66.5 29.8 479.9 16.1 2.2 8.8 New Residential 2.9 14.3 5.7 173.8 1.6 1.7 5.0 Business, Nonprofit and Institutional Programs Efficient...

AI summary The text presents a table summarizing participation metrics for residential and business demand-side management (DSM) programs, including efficient product rebates, direct installation, and enabling strategies. It highlights program categories, subcategories, and associated numerical data, likely reflecting participation rates or expenditure allocations.

INCENTIVE LEVEL-SETTING Note the Trust is in the middle of a transition on the process for setting incentives. At the time of writing this report, the MPUC had not yet decided on the process. For the first two Triennial plan periods, one o...

AI summary Efficiency Maine is in the process of setting incentive levels for energy efficiency programs, with the MPUC expressing concerns about overall cost effectiveness. The Trust has proposed a third plan, but the process for adjusting incentives has not yet been finalized. Market research and stakeholder engagement are part of the process.

Table 1. Documents and Tracking/Database System Reviews KEY: = Highest priority items = Full review = Review focused on updated sections Data Source Representative Indicators / Evaluation Questions 1 to 3 Subsequent Years Years Brand guide...

AI summary The text outlines a table for reviewing documents and tracking systems, focusing on brand guidelines, management plans, integrated marketing plans, and campaign plans. Priority items include updated documents with rationale, situation analysis, goals, strategies, and budget details.

campaign plans • Coordination with programs and stakeholders • Clear identification of target markets • Updated documents • Staff roles, responsibilities, capabilities Organizational chart, • Filled and unfilled positions staffing plans •...

AI summary The text outlines key components of campaign planning, including coordination with programs and stakeholders, identification of target markets, staffing plans with roles and responsibilities, budget allocations, and cross-functional communications plans with updated documents and rationale.

Estimated Target Sample Population Representative Indicators / Evaluation Questions Suggested Timeframe Group Size Size • Understand, enthusiastic, motivated by branding; report it is effective • Understand marketing plan, find implementat...

AI summary The text discusses the evaluation of the ENS program, focusing on understanding participant feedback, marketing effectiveness, and communication processes. It highlights the need for aligned marketing strategies, effective feedback mechanisms, and the importance of targeting specific market segments over a timeframe of 1 to 3 years.

‒ 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.

gram staff report their voices continue to be heard; see changes based on their feedback Medium-term Outcomes

AI summary The text mentions that staff reports ensure voices are heard and that changes are made based on feedback, focusing on medium-term outcomes.

Tracking systems updated • Users continue to report system is always "current" • IDIs with marketing staff Medium-term Outcomes regularly in response to • IDIs with program staff feedback and strategic organization/program shifts Cross-pro...

AI summary The document discusses updates to tracking systems and medium-term outcomes, focusing on user feedback, stakeholder engagement, and cross-program collaboration. It outlines marketing campaign objectives and evaluation methods, including the use of program databases and informal check-ins with staff.

Indicators / Evaluation Questions Data Sources & Collection Approaches (Desired Output/ Outcome) Finalized creative concepts, • Creative brief template updated • Reviews of creative briefs, content, content, media buys, and • Final creativ...

AI summary The text outlines indicators and evaluation questions related to creative concepts, content, media buys, and traffic calendars for owned and paid channels, targeting specific audiences and geographies. It emphasizes the need for finalized creative concepts, clear target markets, and feedback loops between marketing and program staff.

Stakeholders increasingly • Number and percent of regional trade allies participating in • Program databases (participant trade Medium-term Outcomes engaged in ENS programs programs; changes over time ally counts; counts of projects per tr...

AI summary The document outlines stakeholder engagement in ENS programs, focusing on participation metrics, training attendance, and awareness among trade allies. It also references a logic model for marketing efforts as of November 2017.

nt);  Enhance customer experience through our digital assets;  Improve marketing effectiveness through internal processes, tools and information systems." Inputs: ENS staff expertise; agency expertise; program-specific and overarching ma...

AI summary The text outlines efforts to enhance customer experience through digital assets and improve marketing effectiveness using internal processes and tools. It highlights the need for consistency in messaging across marketing campaigns and outlines activities related to infrastructure development and campaign delivery.

Campaign Performance 4. Metrics associated with website traffic, social media engagement, media analytics, and conversion rates Short-term 1. Organizational buy-in and 1. Relevant staff find tracking systems and 1. Messaging and creative a...

AI summary The text outlines short-term outcomes related to campaign performance, focusing on organizational buy-in, staff understanding of brand messaging, and the effectiveness of marketing and communications strategies. It highlights the importance of tracking systems, brand guidelines, and customer engagement with ENS and its programs.

dible, trustworthy, informative) systems/processes 4. Staff find marketing plan clear; staff are 5. Customers share experiences and refer successfully implementing plan friends and family to ENS programs 5. Staff continue to effectively 6....

AI summary The document outlines the effectiveness of ENS's marketing plan, customer engagement, and stakeholder involvement. It highlights successful internal communication, customer trust, and the alignment of marketing activities with organizational goals.

nizational 4. Stakeholders increasingly engaged in ENS goals and objectives programs 4. Brand continuity across all 5. Exceptional customer service communication platforms and programs Date Filed: March 29, 2019 NS Power IR-15 Attachment 3...

AI summary The document outlines stakeholder engagement in ENS programs, emphasizing brand continuity and customer service. It includes contact information for Research into Action, a consulting firm, and details about a report dated February 9, 2018.

es of baseline products and estimates of market potential. As previously noted, these types of inputs were among the data points program staff most often found challenging. While program staff noted they did not consistently approach incen...

AI summary The document discusses challenges faced by program staff in setting incentives, including inconsistent approaches prior to the current process. However, all staff with experience in incentive setting reported that their decisions were documented and justified. The new process was seen as beneficial for consistency in information and documentation. Program staff also collaborated with others during the incentive review process and consulted the regulatory team for assistance.

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.

bout new and desired training opportunities, and ask managers questions and voice concerns about T&D planning and implementation. Of equal importance, frequent communication provides the 10 Millett, S. M. (2006). 11 Wilkinson, A., & Kupers...

AI summary The text emphasizes the importance of regular communication between managers and staff, particularly in the context of training and T&D planning. It highlights that frequent communication helps address staff concerns, align with career goals, and improve employee engagement, especially among Millennials.

resource. Doing so will help other ENS employees—and the managers providing guidance – identify the T&D opportunities they think are worthwhile to pursue. Recommendation 5-2: For in-house training opportunities that staff conduct, collect...

AI summary The document discusses the need for improved training and communication within Electricity Nova Scotia (ENS) to align staff with the organization’s strategic goals and future challenges. It highlights the varying levels of staff engagement with ENS’s purpose statement and strategic plan and recommends actions to enhance training, feedback collection, and communication.

NON-CONFIDENTIAL 1 Table 2: 2016 2017 2018 Media Mentions 135 150 160 Social Media Facebook 4% ↑ Facebook 2% ↑ Facebook 2% ↑ Reach Twitter 10% ↑ Twitter 10% ↑ Twitter 23% ↑ LinkedIn 15% ↑ LinkedIn 9% ↑ LinkedIn 10% ↑ Instagram 75% ↑ Instag...

AI summary The text presents data on various outreach and education activities from 2016 to 2018, including media mentions, social media reach, participation in Green Schools, student engagement, and website visits. It highlights an increase in engagement and outreach efforts over the years.

plant that is needed to meet the electricity demand at a given time. The costs and emissions from that power plant are used to calculate the reduced emissions owing to the Regulations. 20 Consistent with the discount rate used by the Pan­C...

AI summary The text discusses the calculation of reduced emissions based on power plant costs and emissions, referencing the Pan-Canadian Framework and Treasury Board Secretariat recommendations. It also lists various appliances and equipment covered by energy efficiency standards and mentions stakeholder engagement in the regulatory process.

These consultations evolved with time, and the content of the Amendment was modified accordingly. The following outlines the key materials used to communicate details to the stakeholder community. February 2016: Natural Resources Canada re...

AI summary Natural Resources Canada engaged stakeholders through various communication methods, including discussion papers, notices of intent, technical bulletins, and webinars, to gather feedback on the Amendment. These efforts were ongoing and aimed at ensuring broad stakeholder awareness and participation.

• • 1 engaging with regulatory stakeholders, the DSM Advisory Group and 2 consultants, as appropriate, on topics including: 3 the development of EfficiencyOne's 2019 DSM Resource Plan, and the 4 associated regulatory process; 5 the develop...

AI summary The document outlines various activities related to the regulatory process, including engagement with stakeholders, development of DSM Resource Plans, implementation of incentive methodologies, and participation in regulatory processes such as the AMI Application. It also mentions the filing of reports and financial statements, as well as coordination with consultants for evaluation and verification.

Comparison Four jurisdictions offer training opportunities to builders, which were reported as key successes for those programs. One administrator emphasized how training partnerships with industry organizations are important for both buil...

AI summary The document highlights the importance of training partnerships with industry organizations such as HBRA and AIA in four jurisdictions, emphasizing their role in builder training and program outreach. These collaborations help promote programs and keep industry members informed about code updates and industry developments.

another communication channel to reach these professionals and share information about New Construction. Recruiting modellers, architects and general contractors and making the service more top-of-mind could be particularly important to ex...

AI summary The text suggests improving communication with service providers and participants about New Construction steps and service requirements. It recommends engaging professionals such as modellers, architects, and general contractors, as well as trade associations, to expand participation and reinforce the service offered by ENS.

Internal Understanding and Use of the ETN ENS staff are aware of the ETN's uses and benefits in the marketplace. They are aware of the searchable online list and they recognize that the ETN can help build industry capacity in Nova Scotia....

AI summary ENS staff recognize the ETN's benefits, using it to refer customers and communicate updates. Its importance varies by customer size, being more critical for small businesses and homeowners than larger clients with established contractor relationships.

ETN Member Recruitment and Retention Findings from the literature review emphasized that trade allies are generally interested in trade networks only if they are easy to join and offer them clear benefits. Having recruited over 300 members...

AI summary The ETN has successfully recruited over 300 members since 2016, offering benefits like direct communication with ENS staff, training, and marketing support. Members report high satisfaction, but gaps remain, such as underrepresentation of engineers/architects and lack of rating systems/incentives. Suggestions include expanding expertise and adopting best practices from literature.

Conclusions and Recommendations The following conclusions and recommendations describe how ENS can build upon the ETN's strong accomplishments over the past two years so that the network continues to drive uptake in ENS services. Conclusio...

AI summary The document highlights the ETN's effectiveness in driving ENS service uptake through best practices, online tools, and member engagement. It recommends expanding ETN support, increasing trade allies, and assigning dedicated staff to improve member recruitment and marketing collaboration. Current members underutilize marketing benefits due to limited awareness.

2.2.2. ETN Member Interviews Research Into Action interviewed ETN members to gather in-depth feedback about their interactions with the program. The discussion topics included components of the program design, training offered through the...

AI summary Research Into Action conducted 25 interviews with ETN members to assess program design, training, benefits, challenges, and engagement opportunities. Interviews covered diverse member categories, with some respondents overlapping in roles. The interview guide is detailed in Appendix D, and results are summarized in Table 2-1.

3.1. Internal Understanding and Use of the ETN The literature review revealed that energy efficiency program administrators across North America[3](#page-15-2) develop trade ally networks for reasons similar to those at ENS. Key objectives...

AI summary The literature review highlights that Energy Efficiency Program Administrators across North America, including ENS, use trade ally networks (ETN) to expand market reach, engage contractors, and meet savings targets. Contractors are positioned as partners, enhancing program outcomes through increased enrollment and customer engagement, as noted in a white paper.

3.1.1. ENS Staff Perceptions of Key ETN Elements, Benefits, and Barriers Interviews with ENS staff show that they are well aware of the ETN, its benefits, and uses. These interviews show ENS staff are aware of the ETN's online searchable l...

AI summary ENS staff recognize the ETN's value in providing a vetted professional directory, building industry capacity through training, engaging market actors, and promoting ENS programs. Literature reviews and whitepapers from Research Into Action and WECC are referenced as supporting materials.

3.1.2. Staff Use of and Referrals to the ETN Staff who are closest to customers and contractors—the two BDMs and four Program Managers- reported they use the ETN as a resource for their customers as well as for their own needs. Four of the...

AI summary ENS staff, including BDMs and Program Managers, use the ETN to refer customers and communicate with professionals. The ETN is more critical for small businesses and homeowners than for large commercial clients, as the latter often have established contractor relationships. Staff highlighted the ETN's role in program growth, information dissemination, and contractor expectations.

3.1.3. Adequacy of Current Resources Current staffing and funding are sufficient for the ETN to continue functioning at its current level, but it will need additional staff to increase the program's engagement with the network and its valu...

AI summary Current ETN staffing and funding are sufficient for its current operations but require additional staff to enhance engagement with ENS. ENS respondents recommend splitting ETN staff responsibilities into outreach/recruitment and member support to improve program effectiveness.

Half of the Bright Business Conference attendees offered constructive criticisms of the conference. - 〉 An electrical contractor and a solar contractor reported that some topics were too technical for the broad audience that comes to the c...

AI summary Half of Bright Business Conference attendees criticized its technicality, lack of differentiation from other Atlantic conferences, and limited relevance to lighting contractors. ETN members suggested expanding training on program updates, energy audits, and new technologies. ENS staff acknowledged the conference's popularity but noted opportunities to attract builders and improve perceived value beyond PR.

3.2.6. Member Communication with ENS Staff The ETN design fosters direct communication with ENS staff with good results. Of the 23 ETN members who said they were in touch with ENS staff typically with Program Managers and Business Developm...

AI summary The ETN design facilitates direct communication between members and ENS staff, leading to positive outcomes. Members contacted ENS for ETN-related queries, and ENS provided personalized support, such as notifying members about program changes. Nearly all members reported satisfaction with ENS staff's responsiveness, though one respondent expressed dissatisfaction. The ETN newsletter was found helpful by two-thirds of members for program updates and event listings.

3.3. The ETN's Effect on Program Participation The ETN touches all programs, and is vital to many, because ETN members act as an extended sales force for ENS. ENS staff described the network as vitally important to their organization. They...

AI summary The ETN is critical to ENS programs, acting as an extended sales force and driving program participation through member engagement. ENS staff and members suggest expanding contractor support, marketing, and recruitment to enhance ETN's value. Improvements include training, contractor vetting, and co-op marketing. ETN's growth is linked to exceeding savings targets and better customer experiences.

4. Conclusions and Recommendations The following conclusions and recommendations describe how ENS can build upon the ETN's strong accomplishments over the past two years so that the network continues to drive uptake in ENS services. Conclu...

AI summary The document highlights the ETN's success in energy efficiency initiatives, including its online tool and member engagement, but notes the need for expanded support and recruitment. It recommends assigning dedicated ENS staff to enhance member services and improve awareness of ETN's marketing benefits to increase participation.

Introduction Thanks for taking the time to talk today. I work for Research Into Action and as you know, we are working with ENS to provide feedback on the Efficiency Trade Network (ETN). As part of that, we are interviewing key staff like...

AI summary Research Into Action interviews ENS staff about the Efficiency Trade Network (ETN), focusing on its operations, benefits, challenges, and potential improvements. The conversation emphasizes confidentiality, note-taking, and options for quoting participants anonymously.

[ETN MANAGER, ETN SPONSOR, AND VERY FAMILIARS] 23. Let's focus for a moment on the professional development opportunities ENS offers ETN members. Can you please briefly tell me about any trainings that ETN members are required to take to b...

AI summary The text asks about professional development opportunities for ETN members, specifically required trainings, optional training options, and planned changes to ETN training programs. The response is not provided in the excerpt, leaving the details of ENS's training offerings and future modifications to the ETN program unspecified.

[ALL EXCEPT ETN MANAGER, ETN SPONSOR, AND VERY FAMILIARS] 24. Let's focus for a moment on the professional development opportunities ENS offers ETN members. What do you know about trainings the ETN offers to its members? Have you heard abo...

AI summary The document focuses on ENS's professional development training for ETN members, seeking feedback on training effectiveness, challenges in delivery, and suggestions for improvement. It also explores additional training topics members might need, particularly in response to market or technological changes.

Appendix D. ETN Member Interview Guide

AI summary Appendix D outlines an interview guide for ETN members, part of a Nova Scotia regulatory proceeding. It includes references to energy efficiency organizations, programs, and stakeholders involved in the process.

Introduction to Interview Thanks for taking the time to talk today. I work for Research Into Action and we are conducting research on behalf of ENS about their Efficiency Trade Network (ETN). We are interviewing contractors like you to lea...

AI summary Research Into Action conducts an interview with contractors about Efficiency Nova Scotia's Efficiency Trade Network (ETN), seeking feedback on its effectiveness, services, benefits, challenges, and potential improvements. The interview emphasizes confidentiality and anonymous quote usage.

Communications My next questions are about ENS's communication with you and your company.

AI summary The proceeding examines ENS's communication practices with the company, focusing on the nature and extent of interactions. Key issues include transparency, information sharing, and stakeholder engagement. The inquiry seeks clarity on how ENS has communicated with the company during the regulatory process.

Conference Let's shift gears and talk briefly about the Bright Business Conference. [ALL] 25. Have you ever attended ENS's Bright Business Conference and Awards event? Response [IF Q25 = NO, SKIP TO Q31] [IF Q25 = YES] 26. How useful did y...

AI summary The document discusses attendee feedback on ENS's Bright Business Conference, including its usefulness in staying updated on ETN, networking, and learning about technology. It also asks about attendance likelihood for future events and suggestions for improvement, as well as communication strategies for ENS to better engage ETN members.

Effectiveness of Site Visit Practices and Procedures ENS staff and inspectors agree the programs conduct appropriate numbers of site visits and use appropriate sampling approaches. The ENS Evaluation Manager determines the number of QA sit...

AI summary ENS staff and inspectors agree current site visit practices are statistically valid, with random sampling and 'red flag' project inclusion. While most ENS managers don't yet use findings to plan future inspections, others use inspection data to adjust visit numbers. Alternative methods like desk inspections are suggested to reduce costs. Budgets are deemed sufficient but with staffing concerns. Improved customer communication could reduce visit refusals, and ENS staff seek better data aggregation for performance assessment.

Internal Resources for QA Site Visits [ALL] Q26. How adequate are the staffing levels for QA site visits given [ If PM, "your program's"; if not PM, "ENS's" ] sampling, scheduling, data collection, and reporting needs? Why do you say that?...

AI summary The text includes questions assessing the adequacy of staffing, budget, training, and resources for QA site visits. It focuses on ENS's needs and potential constraints, such as insufficient staff, budget, or training affecting the quality and quantity of site visits. Additional resource requirements are also probed if existing ones are inadequate.

QA Site Visit Goals, and Overview of Practices and Procedures Q6. [ Ask once across all programs served ] How would you describe the goals or purposes of QA site visits at ENS? Now I'd like to learn more about the QA site visit process. Si...

AI summary The document outlines QA site visit goals and procedures for Efficiency Nova Scotia (ENS), focusing on process steps, coordination with ENS staff, data collection methods, and potential process improvements. Questions address visit frequency, oversight roles, inspection scope, data analysis, reporting formats, and stakeholder feedback.

Successes, Challenges, and Opportunities To wrap-up, I'd like to get your feedback about the successes and challenges of QA site visits for [ insert first/second/third program ] as well as about opportunities for the future. - Q23. What wo...

AI summary The document outlines feedback requests regarding QA site visits for an unspecified program, focusing on benefits to customers and ENS, process improvements, and stakeholder communication. It also addresses the use of anonymous quotes in the final report.

Goals Statement - To build inclusion, diversity and social justice in pursuit of technical excellence. - Excellence in the integration of knowledge, method, and practice - Improvement and learning at all levels - Contextually sound measure...

AI summary The Goals Statement emphasizes technical excellence, integration of knowledge and practice, continuous improvement, ethical research, and client-centric approaches. It highlights inclusion, diversity, social justice, contextually sound analysis, and innovation in meeting client needs and advancing research integrity.

Q. Mr. Levitan, do you think it would be premature for the Board to approve the use of LES as a third Performance Target in the 2020-2022 DSM plan? A. Yes, I do. EfficiencyOne has acknowledged that there they have less experience with LES...

AI summary Mr. Levitan argues it is premature to approve LES as a third Performance Target in the 2020-2022 DSM plan due to EfficiencyOne's limited experience with LES, an arbitrary threshold, and insufficient stakeholder input. He recommends using LES as a Performance Indicator instead and highlights the use of Navigant's ProCESS model with constraints to ensure realistic DSM outcomes.

Q. What is your assessment of the effectiveness of this iterative model development approach? 17 A. In my view, it may have some usefulness as an initial screening procedure. However, the 18 iterative process of model revision based on how...

AI summary The answer highlights four concerns with the iterative model approach: potential immaturity, lack of stakeholder input, bias toward EfficiencyOne, and incomplete vetting. The model's experimental nature and risk of bias are emphasized.

Nova Scotia Utility and Review Board Consumer Advocate / Small Business Advocate (Maritime Link)

AI summary The Nova Scotia Utility and Review Board document references the involvement of the Consumer Advocate and Small Business Advocate in proceedings related to the Maritime Link. The context highlights regulatory oversight and stakeholder representation in energy matters.

NON-CONFIDENTIAL - 1 If the Nova Scotia Utility and Review Board (NSUARB) approved a level of energy savings and - 2 investment that differs from EfficiencyOne's Preferred Plan or Alternate Scenario, - 3 EfficiencyOne would be required to...

AI summary If the Nova Scotia Utility and Review Board (NSUARB) approves energy savings and investment levels differing from EfficiencyOne's (E1) Preferred Plan, E1 must file a Compliance Filing. Sector impacts would be considered. E1 references their response to NSUARB-Pronko IR-06, with Ecology Action Centre (EAC) involvement noted.

Re: EfficiencyOne Rate and Bill Impact Model - Comments on Proposed Enhancements The Small Business Advocate (SBA) has reviewed Efficiency Nova Scotia's (ENS) proposed enhancements to its Rate and Bill Impact Analysis (RBIA) on January 21,...

AI summary The Small Business Advocate (SBA) reviewed Efficiency Nova Scotia's (ENS) proposed enhancements to the Rate and Bill Impact Analysis (RBIA) in 2019. These enhancements stem from 2017 RBIA process action items and new stakeholder input from Nova Scotia Power (NSP), ENS, and others. The SBA acknowledges ENS's stakeholder engagement efforts and provides comments on the proposed changes.

CONTINUING ENGAGEMENT Date Filed: May 13, 2019 As EfficiencyOne and NSP are simultaneously required to develop RBIA models, the SBA believes that the analysis undertaken by both parties will improve if there are opportunities for collabora...

AI summary The SBA recommends continued collaboration between EfficiencyOne (ENS) and NSP to align RBIA models, address differences in avoided cost methodologies, and incorporate DSMAG input. Synapse proposed using avoided costs from M08059, but NSP opposes this due to lack of testing. The SBA emphasizes ongoing engagement to refine RBIA models.

NON-CONFIDENTIAL c) Marketing and engagement of building developers is province-wide, and not focused or limited to specific geographies in Nova Scotia. Efficiency Nova Scotia marketing for BNI participants is conducted through province-wi...

AI summary Efficiency Nova Scotia's marketing for BNI participants is province-wide, engaging building developers across the province. E1 (Nova Scotia Power) is responding to Heritage Gas Limited. The approach emphasizes broad geographic coverage rather than localized efforts.

5. NOTIFICATION OF SIGNIFICANT CHANGES 5.1 EfficiencyOne shall provide notice of Significant Changes to NSPI at the same time as EfficiencyOne makes application to the UARB for the approval of the Significant Changes. Subject to the terms...

AI summary EfficiencyOne must notify NSPI of Significant Changes to the EECA Plan when applying to the UARB for approval. NSPI may submit written comments to the UARB on such changes, subject to the Act and UARB's discretion.

25. COORDINATION MEETINGS AND REPORTS - 25.1 During the Term of this Agreement, EfficiencyOne shall prepare and deliver to the UARB and NSPI a quarterly report (the " Quarterly Report ") in a form acceptable to the UARB. - 25.2 EfficiencyO...

AI summary EfficiencyOne must submit quarterly and annual reports to UARB and NSPI detailing EECA progress, financials, and discrepancies. Quarterly coordination meetings between NSPI and EfficiencyOne are required. Reporting must comply with the 2015 Consensus Agreement and UARB Decision M06733.

rovide these comments. Nancy Rubin Nancy G. Rubin, Q.C. I Stewart McKelvey 902.420.3337 I www.stewartmckelvey.com I Halifax, NS From: DSMAG Sent: December 20, 2018 12:44 PM To: Albert Dominie ([email protected]); Alice Napoleon; Bill M...

AI summary DSMAG seeks stakeholder feedback on the 2020-2022 DSM Plan update, requesting input on client perspectives and potential gaps in the Preferred and Alternate DSM Plans. Comments were due by December 21, 2018, with materials provided via email and SharePoint.

Utility Benefits E1 Responses to Small Business Advocate (SBA)

AI summary EOne is responding to the Small Business Advocate's input regarding utility benefits in the Nova Scotia regulatory proceeding.

2 \ \ Rate and Bill Impacts Analysis (RBIA) E1 Responses to Small Business Advocate (SBA)

AI summary This section outlines the Rate and Bill Impacts Analysis (RBIA) and includes E1's responses to the Small Business Advocate (SBA). It is part of a regulatory proceeding and involves discussions on rate impacts and stakeholder engagement.

NON-CONFIDENTIAL Request IR-26: - Refer to NSP Evidence, p. 24 at lines 12-14 and 23-24, and FN 26: Did E1 engage NSP in - the development of the Alternative Plan, as required in the UARB decision in M06733? - Please describe and document...

AI summary EfficiencyOne (E1) engaged Nova Scotia Power (NSP) starting in 2018 to develop the Alternative Plan, sharing both the Preferred Plan and Alternate Scenario. Engagement included meetings, a DSMAG session, modeling discussions with Navigant, and a 2019 DSM Resource Plan conference. NSP requested more emphasis on Demand Reduction initiatives during these discussions.

E1 Responses to Small Business Advocate (SBA)

AI summary This document contains E1's responses to the Small Business Advocate (SBA), indicating engagement with stakeholder concerns related to energy efficiency programs and services for small businesses.

Considerations - EfficiencyOne held a series of stakeholder consultations in 2016 to develop a stakeholder-supported means of estimating the fixed cost adjustment - NS Power did not make recommendations on how this could be achieved within...

AI summary EfficiencyOne conducted 2016 consultations on fixed cost adjustment methods. NS Power initially proposed its own model, while Synapse, Resource Insight, and Drazen Consulting suggested a transparent method without detailed fixed cost data. NS Power later altered RBIA models using new approaches but withheld fixed cost data during DSMAG's advisory phase, potentially influencing the method selection.

Date Filed: May 13, 2019 2017_DSMAG_1) Review and discuss results of ENS and NS Power collaboration on issues listed above, as well as any other outstanding issues or questions - EfficiencyOne invited comments from stakeholders after NS Po...

AI summary EfficiencyOne invited stakeholder comments on NS Power's October 2018 DSMAG presentation but received none. It now seeks comments on proposed actions by January 31, 2019, related to the 2017_DSMAG_1 proceeding.

Considerations - In 2016, while developing a method to account for the fixed cost adjustment, NS Power shared an early, incomplete version of its model with the DSMAG; however it was shared in the context of suggesting that EfficiencyOne u...

AI summary NSP shared an incomplete rate impact model with DSMAG in 2016 but did not involve them in its UARB-ordered model development. EfficiencyOne repeatedly requested NSP to collaborate with DSMAG on the model to align with the 2016 Consensus Agreement, which required DSMAG involvement prior to DSM Plan filings. NSP instead prepared altered versions of EfficiencyOne's model and withheld its own UARB-ordered model from stakeholders.

NON-CONFIDENTIAL Request IR-43: Please refer to the Direct Testimony of David Hill, PhD, Appendix D, page 24 line 17 to page 25 line 12, regarding the historical benefits that lighting efficiency has had in terms of enabling offerings to l...

AI summary EfficiencyOne confirms it has adapted outreach, marketing, and program delivery strategies to engage hard-to-reach customers, including partnerships with realtors, updated messaging, data analytics, customer success stories, and expanding the Efficiency Trade Network. This follows a proposed reduction in lighting savings within its portfolio.

3.2.2 Steady-State Contingencies The steady state analysis included the contingencies listed in Table 5.

AI summary The steady-state analysis considered the contingencies outlined in Table 5, though specific details of these contingencies are not provided in the text.

2020-2022 DSM NSUARB IR-11 Attachment 1 Page 5 of 40 REDACTED (CONFIDENTIAL INFORMATION REMOVED) Despite limited activities today, Nova Scotia has potential to unleash further job creation and economic development opportunities if addition...

AI summary The document highlights Nova Scotia's potential for job creation through solar industry growth, estimating 1,170 local jobs by 2030, with 84% being direct roles. It emphasizes the need for continued program support, rebate strategies, and accessible training to address labor shortages and sustain industry momentum.

The study used the following approach: - Use of Dunsky's Solar Adoption Model (SAM) to forecast the market potential for residential solar in Nova Scotia. - o Compile data on key market characteristics and inputs, including building stock,...

AI summary The study employs Dunsky's Solar Adoption Model (SAM) to forecast residential solar potential in Nova Scotia, using historical data calibration and scenario analysis. It also assesses job creation through supply chain studies and stakeholder engagement, with detailed methodology in Appendices A and B.

OPPORTUNITIES FOR LOCAL ECONOMIC DEVELOPMENT AND JOB CREATION 2 Nova Scotia's solar industry is growing, particularly in down-stream direct project-functions, such as sales, engineering and design, project development and installation. Cur...

AI summary Nova Scotia's solar industry is expanding, with potential for 980 direct jobs by 2030 through residential solar deployment. Incentives are critical to sustain growth, and opportunities exist in local manufacturing, distribution, and training programs. Developing training initiatives and supporting supply chain activities could create additional indirect jobs.

ommended in the 2014 IRP. The Board considered that this met the test of affordability "...while at the same time recognizing the overarching principle of what is in the best interests of ratepayers." [26] The Consensus Agreement maintains...

AI summary The document discusses DSM spending levels for 2020-2022, comparing the Consensus Agreement and Preferred Plan. The Board found the Consensus Agreement affordable but noted concerns about insufficient spending for climate-resilient energy efficiency. E1 supported the Preferred Plan, aligning with the 2014 IRP, while EAC and AEC argued for higher funding due to climate change impacts. The Board acknowledged stakeholder support for increased spending.

3.8 DSM Advisory Group - [56] The Consensus Agreement noted that the existing DSMAG will develop revised Terms of Reference that will enhance the development of future DSM applications including: - 7. The existing DSMAG will develop revise...

AI summary The Consensus Agreement outlines revisions to the DSM Advisory Group's Terms of Reference, emphasizing stakeholder engagement, affordability criteria, and long-term planning. E1 and NS Power committed to including Mi'kmaq representation, which the Board approved. Key issues include updated avoided cost methodologies, DSM plan timelines, and joint filing formats.

ich is inconsistent with the terms of the Settlement Agreement, and on which NS Power did not pose a single question at the oral hearing. [HGL Reply Submission, p. 2] [64] The Board agrees with HGL. [65] NS Power also indicated that it exp...

AI summary The Board approves the Settlement Agreement, agreeing with HGL and finding the proposed study schedule appropriate. Stakeholder input will occur after the study's completion, with the report due by October 15, 2019.

Signed and dated effective this 4th day of June 2019. Nova Scotia Power Incorporated Witness Per: Consumer Advocate Witness Per: Small Business Advocate Witness Per: Industrial Group Witness Per: Affordable Energy Coalition Witness Per: Ec...

AI summary The document outlines a regulatory proceeding involving Nova Scotia Power Incorporated and various stakeholders, including the Consumer Advocate, Small Business Advocate, Industrial Group, and the Affordable Energy Coalition. It includes witness information and references to EfficiencyOne and the Ecology Action Centre. The document is dated effective June 4, 2019.

James R. Gogan Direct Dial: (902) 563-5920 E-Mail: [email protected] File No. 41736-72 June 6, 2019 Nova Scotia Utility & Review Board PO Box 1692, Unit "M" Halifax, Nova Scotia B3J 3S3 Attention: Doreen Friis, Regulatory Affairs Offi...

AI summary EfficiencyOne and Nova Scotia Power (NS Power) have reached agreement on the 2020–2022 Demand Side Management (DSM) Resource Plan and Supply Agreement. The Consensus Agreement, signed by EfficiencyOne, NS Power, and other stakeholders, is submitted to the Nova Scotia Utility & Review Board. A Settlement Agreement with Heritage Gas Limited is also included.

CONSENSUS AGREEMENT WITH NOVA SCOTIA POWER The Consensus Agreement between EfficiencyOne and Nova Scotia Power address the issues set out in the Final Issues List issued by the Board, with the exception of the Heritage Gas issue, (to be ad...

AI summary A Consensus Agreement between EfficiencyOne and Nova Scotia Power (NSP) addresses issues from the Board's Final Issues List, excluding the Heritage Gas issue. The agreement outlines positions on regulatory matters, with Heritage Gas to be addressed separately.

THE BRETON LAW GROUP James R. Gogan GINA THOMPSON CPA BA Bio for DSM 2020-2022 Plan Hearing at NSUARB – June 10, 2019 I am a Chartered Professional Accountant and have a Bachelor of Arts degree. I am the Director of Finance and Regulatory...

AI summary The text provides bios for Gina Thompson and Sarah Chiasson, who are involved in the DSM 2020-2022 Plan hearing before the NSUARB. They have backgrounds in finance, regulatory affairs, and energy efficiency. Their roles at EfficiencyOne and Efficiency Nova Scotia are detailed, along with their previous experience. The Breton Law Group is the firm preparing these testimonies.

Education & Professional Development - Chartered Accountant; Institute of Chartered Accountants of Nova Scotia; 1994 - Bachelor of Commerce; Saint Mary's University; 1991

AI summary The text lists two educational qualifications: Chartered Accountant from the Institute of Chartered Accountants of Nova Scotia (1994) and Bachelor of Commerce from Saint Mary's University (1991).

IN THE MATTER OF THE PUBLIC UTILITIES ACT - and - IN THE MATTER OF AN APPLICATION by EfficiencyOne (E1) to the Nova Scotia Utility and Review Board for Approval of Supply Agreement for Electricity Efficiency and Conservation Activities bet...

AI summary EfficiencyOne (E1) seeks approval for a 2020-2022 Demand Side Management (DSM) Resource Plan with Nova Scotia Power Inc. (NS Power). Berwick Electric and the AREA group support the Consensus proposal's funding levels, noting endorsements from SBA, Consumer Advocate, NSDME, and the Industrial Group. Concerns about the 2014 IRP's reliability and the need for further research on demand response programs are raised, alongside support for integrating DSM into FAM with proper cost allocation.

Columbia requires its utilities to account for participant and non-energy benefits and assigns a uniform 15% benefit adder to the TRC. Ontario also applies a 15% benefit adder to the TRC. 5 More than 60% of low income Nova Scotians are ten...

AI summary The document highlights energy affordability challenges for low-income Nova Scotian tenants, citing 43% in core housing need and high utility costs. It references Columbia and Ontario's 15% TRC benefit adder, stakeholder support for energy efficiency programs, and submissions from Efficiency Canada and small businesses emphasizing program sustainability. Statistics Canada data and Board proceedings are cited.

IN THE MATTER OF The Public Utilities Act, R.S.N.S. 1989, c.380, as amended - and - IN THE MATTER OF An application by EfficiencyOne for Approval of a Supply Agreement for Electricity Efficiency and Conservation Activities between Efficien...

AI summary The Small Business Advocate (SBA) supports the Consensus Agreement between EfficiencyOne and Nova Scotia Power Inc., endorsing investment levels, deferral of energy savings targets, and HST refunds via the FAM. The SBA highlights improved stakeholder collaboration and restructuring of the DSMAG as key benefits.

savings as a performance target to the DSMAG. The SBA supports the HST Refund, together with interest, being refunded to customers through the FAM, as set out at clause 6 of the Consensus Agreement. The SBA does have some concern with the...

AI summary The SBA supports the HST Refund with interest via the FAM but raises concerns about the Settlement Agreement between E1 and Heritage Gas, which excludes DSMAG from input on the study's terms. The SBA argues that DSMAG should provide feedback to ensure equitable input, as E1 will fund the study. The statement is submitted by E.A. Nelson Blackburn, Q.C., on behalf of the SBA.

DSM INVESTMENT LEVELS AND ANTICIPATED SAVINGS Following the completion of the discovery and evidence filing phases of the hearing process, EfficiencyOne and NSPI entered a Consensus Agreement. That Agreement has been filed with the Board a...

AI summary EfficiencyOne and NSPI entered a Consensus Agreement, supported by the Consumer Advocate as reasonable but with emphasis on maintaining DSM investment. The Board references past decisions (2008 NSUARB 140, 2016 NSUARB 216) on settlement agreements, stressing public interest and long-term cost savings through DSM programs.

OTHER RELEVANT MATTERS Beyond setting the annual DSM investment amounts and energy savings targets, the Consensus Agreement addresses a number of other issues on which the Consumer Advocate provides the following comments:

AI summary The Consensus Agreement addresses issues beyond DSM investment amounts and energy savings targets. The Consumer Advocate provides comments on these additional matters, though specific claims are not detailed in the text.

IN THE MATTER OF EfficiencyOne (E1) application for Approval of a Supply Agreement for Electricity Efficiency and Conservation Activities between EfficiencyOne and Nova Scotia Power Inc. (2020-2022) Closing Submission of the Assembly of No...

AI summary EfficiencyOne (E1) seeks approval for an electricity efficiency agreement with Nova Scotia Power Inc. (2020-2022). The Assembly of Nova Scotia Mi'kmaw Chiefs (ANSMC) and Kwilmu'kw Maw-klusuaqn Negotiation Office (KMKNO) submitted closing remarks emphasizing Mi'kmaw title claims over Nova Scotia lands, the duty to consult, and collaboration with E1 on culturally relevant energy programs.

FINAL SUBMISSIONS ON BEHALF OF THE ECOLOGY ACTION CENTRE Submitted: Jul 4, 2019 Emma Norton Energy Conservation Coordinator Ecology Action Centre 2705 Fern Lane Halifax, NS B3K 4L3 Phone: (902) 240-6696 E-mail: [email protected]...

AI summary The Ecology Action Centre (EAC) opposes the Consensus Agreement between EfficiencyOne and Nova Scotia Power Inc., arguing that proposed DSM levels are below cost-effective thresholds from 2014 and 2018 reports. EAC supports Philip Mosenthal's recommendation for 2%/year energy efficiency, emphasizing that rate impacts should not override overall benefits of DSM.

7 First Nation and Multi Family Affordable Housing - 8 Under the Consensus Agreement Scenario, investment in First Nation communities will remain at - 9 the Preferred Plan level of $1.5M per year, for a total of $4.5M over the three year t...

AI summary The Consensus Agreement Scenario maintains investment levels for First Nation and multi-family affordable housing energy efficiency programs at the Preferred Plan level. This includes $1.5M annually for First Nation communities and similar support for multi-family housing. Stakeholders, including the Affordable Energy Coalition and the Consumer Advocate, have positively received these investments, with no explicit opposition noted.

18 Lifetime Energy Savings Targets - 19 EfficiencyOne sought approval to include Lifetime Energy Savings as a performance target in - 20 order to more comprehensively measure a DSM Resource Plan's direct impact on ratepayers. It - 21 was E...

AI summary EfficiencyOne proposed including Lifetime Energy Savings as a performance target to better measure DSM resource plans' impact on ratepayers. They acknowledge stakeholder concerns and referred the issue to DSMAG for further discussion, aiming to facilitate open stakeholder engagement outside regulatory constraints.

17 Future DSM Applications - 18 In the course of the presentation of evidence in these proceedings, it became apparent that a number - 19 of issues remain to be settled among stakeholders as it relates to the development of DSM Resource -...

AI summary The document outlines unresolved issues in DSM Resource Plan development, emphasizing stakeholder collaboration, revised terms of reference, and process improvements. It mentions the DSMAG's role, affordability criteria, and the HomeWarming Program's administration by EfficiencyOne. Key stakeholders include industry groups and advocates supporting the consensus agreement.

response to the SBA's cross examination that it was E1's position that other ratepayer parties would have the opportunity to provide input when the outcome of the study is brought back to the Board.2 For the reasons set out in this Submiss...

AI summary Heritage Gas submits the Board should approve the Settlement Agreement with E1, citing prior statements and referencing a transcript. E1 notes other ratepayer parties will have input when the study is presented to the Board.

unding but rather will be conducted from 2019 levels, and Berwick / AREA Electric "would agree with this approach". Nova Scotia Power Inc. ("NS Power") noted at page 9 of its Closing Submission that: "NS Power is not a party to the Heritag...

AI summary Nova Scotia Power Inc. (NS Power) supports the Heritage Settlement but requests confirmation that the 2019 DSM Plan's Custom Incentive Program will continue without restrictions. It also seeks stakeholder participation in a study process and input on recommendations before implementation. The Settlement Agreement's Appendix A paragraphs 4-6 address these issues.

elated to the Study Measures. - 6. Existing documented commitments under the Custom Incentive Program for the Study Measures will not be subject to any restrictions through this Settlement Agreement." Appendix "A" of the Settlement Agreeme...

AI summary The Settlement Agreement's Appendix A addresses Heritage Gas' concerns about the Custom Incentive Program's potential unintended effects on electric heat pumps in multi-unit buildings. NS Power argues that approving its request would contradict the agreement, which it does not oppose. NS Power seeks stakeholder input during the study process and through Board-established procedures for recommendations.

Consensus Agreement The majority of the Closing Submissions express no opposition to the NSUARB approving the Consensus Agreement reached between NS Power and E1 on June 4, 2019. The CA observes that the Consensus Agreement represents a fa...

AI summary The Consensus Agreement between NS Power and E1 is supported by most intervenors, including the SBA and AEC, though EAC opposes it. The agreement addresses DSM Plan funding and is deemed favorable by the CA, with NS Power requesting NSUARB approval. Stakeholders highlight its balanced approach and alignment with customer interests.

1 stated that "the most recent Integrated Resource Plan should guide DSM planning". E1 noted that some stakeholders in this proceeding had concerns with reliance on an IRP which is now five years old. [30] The Board notes these concerns as...

AI summary The Board acknowledges concerns about using a five-year-old Integrated Resource Plan (IRP) for DSM planning but notes a new IRP will be in place by the next DSM plan filing. It approves the Consensus Agreement's DSM spending levels, emphasizing affordability, public interest, and support for underserved communities through maintained programs.

3.8 DSM Advisory Group - [56] The Consensus Agreement noted that the existing DSMAG will develop revised Terms of Reference that will enhance the development of future DSM applications including: - 7. The existing DSMAG will develop revise...

AI summary The DSM Advisory Group (DSMAG) revises its Terms of Reference to enhance future DSM applications, including stakeholder collaboration with UARB, avoided cost methodology, affordability criteria, and Mi'kmaq representation. The Board approves these changes, emphasizing stakeholder engagement and inclusive planning processes.

ich is inconsistent with the terms of the Settlement Agreement, and on which NS Power did not pose a single question at the oral hearing. [HGL Reply Submission, p. 2] [64] The Board agrees with HGL. [65] NS Power also indicated that it exp...

AI summary The Board approves the Settlement Agreement, finding the proposed study schedule appropriate despite stakeholder concerns. HGL and the Board agree on the schedule, while NS Power and SBA raise concerns about stakeholder participation and terms of reference review. Stakeholders will provide feedback on study outcomes after completion.

Signed and dated effective this 4th day of June 2019. Nova Scotia Power Incorporated Witness Per: Consumer Advocate Witness Per: Small Business Advocate Witness Per: Industrial Group Witness Per: Affordable Energy Coalition Witness Per: Ec...

AI summary The document outlines a regulatory proceeding involving Nova Scotia Power Incorporated and various stakeholders, including the Consumer Advocate, Small Business Advocate, Industrial Group, and the Affordable Energy Coalition. EfficiencyOne is also listed as a witness, with a representative named Brian C. Curry. The document includes multiple parties and entities involved in the proceeding.

eneral Rate Application subject to UARB approval. NS Power agrees to support adoption of this methodology in a manner that does not result in additional material regulatory burden being imposed on E1. - 6. The HST Refund, together with any...

AI summary NS Power and E1 agree on a rate application methodology under UARB approval. The HST Refund, totaling $15,277,651.23, will be returned to customers via FAM. DSMAG will revise terms of reference for DSM Plans, focusing on stakeholder engagement, avoided cost updates, and affordability criteria. If consensus isn't reached by June 30, 2020, UARB will determine the terms.

DSM Advisory Group - EfficiencyOne has committed to updating the Terms of Reference of the DSM Advisory - Group. Consistent with the Consensus Agreement, this process will begin with direct - stakeholder engagement beginning in Q3 2019. Ef...

AI summary EfficiencyOne committed to updating the DSM Advisory Group's Terms of Reference via stakeholder engagement starting Q3 2019, with a June 2020 deadline. The Assembly of Nova Scotia Mi'kmaq Chiefs now has a permanent seat on the group. Non-completion by June 2020 would trigger NSUARB involvement.

4. RESIDENTIAL PROGRAMS AND SERVICES The DSM Resource Plan will allow EfficiencyOne to continue delivering cost-effective energy savings benefits for Nova Scotia's residential customers. The DSM Resource Plan pursues enhanced approaches to...

AI summary The DSM Resource Plan by EfficiencyOne aims to enhance residential energy efficiency in Nova Scotia through non-lighting measures, improved program accessibility, and leveraging customer data. The plan reflects increased customer emphasis on reducing energy use, as shown in a 2018 survey, and focuses on evolving programs to address market saturation and achieve higher savings through complex projects.

Marketing Strategy The marketing strategy for Appliance Retirement will focus on enhancing a customer's quality of life through non-energy benefits (convenient, hassle-free pick up and recycling) with the rebate promoted as a secondary mes...

AI summary The marketing strategy for Appliance Retirement emphasizes non-energy benefits (convenience, recycling) with rebates as a secondary message, using digital, social media, and out-of-home campaigns. Instant Savings aims to drive in-store purchases of energy-efficient products through point-of-purchase materials, media promotions, and cross-program outreach to reduce price barriers and improve home efficiency.

4.2.3 Objectives - Objectives of the Existing Residential program include: - increase customer awareness of cost-effective energy efficient options; - improve the energy performance of residential dwellings within Nova Scotia; - improve ho...

AI summary The Existing Residential program aims to increase energy efficiency awareness, improve residential energy performance, reduce energy poverty, and lower energy use in Mi'kmaw communities. It also seeks long-term savings, customer engagement, and adoption of peak-demand-reducing equipment across Nova Scotia.

Program Delivery The New Residential program is delivered in partnership with contracted Service Organizations who are licensed by NRCan. Customers work directly with ENS and NRCan Registered Energy Advisors for detailed home design advice...

AI summary The New Residential program is delivered by contracted Service Organizations licensed by NRCan, with ENS and NRCan Registered Energy Advisors providing home energy advice. Customers model their homes pre-construction to assess energy efficiency, and post-construction evaluations determine energy ratings.

Education and Outreach The objective of Education and Outreach activities is to increase program participation by effectively communicating what energy efficiency is and how it positively affects the lives of Nova Scotians. Education and O...

AI summary Education and Outreach aims to boost energy efficiency participation in Nova Scotia by promoting its benefits. While 71% of residents agree energy efficiency improves quality of life (2018), only 30% take action, indicating a gap. Strategies from 2020-2022 will build on EfficiencyOne's efforts and public feedback to drive behavioral change.

Ibid 1 efficiency information and support with more Nova Scotians. 2 3 The following components support this strategy: 4 advertising to increase awareness and understanding of how energy efficiency, • 5 and participating in DSM programs, c...

AI summary The document outlines a strategy to increase energy efficiency awareness and participation in Nova Scotia through advertising, digital engagement, vertical marketing, customer research, educational programs, partnerships, and events. It emphasizes an evidence-based approach to achieve cost-effective energy savings.

appropriate). 1 meant to build on the demand reduction pilot beginning in 2019 and expand 2 technical and policy support to both provincial and federal governments relating to 3 strategic electrification, demand response, energy storage, a...

AI summary The text outlines Regulatory Affairs activities related to DSM initiatives, including the development and negotiation of the 2023-2025 DSM Resource Plan, investigations into budget underspending and energy savings overestimation, and reporting requirements to the NSUARB and DSMAG.

Demand Side Management Advisory Group The DSMAG is a forum to provide strategic or directional advice and stakeholder perspectives on current or emerging DSM issues including, but not limited to, issues identified in NSUARB Orders pertaini...

AI summary The Demand Side Management Advisory Group (DSMAG) provides strategic advice on DSM issues, including NSUARB Orders. Revised Terms of Reference for DSMAG, aimed at enhancing future DSM applications, will be developed in 2020 with NSUARB collaboration. If consensus is not reached by June 30, 2020, the NSUARB will finalize the terms.

6 4.1.1 Overview 3 5 7 The Residential Efficient Product Rebates program provides residential customers access to financial incentives for consumer products through retail channels and to retire and/or replace old inefficient appliances. T...

AI summary The Residential Efficient Product Rebates program offers financial incentives for energy-efficient appliances through two components: Appliance Retirement (removing old appliances and providing replacements for low-income customers) and Instant Savings (point-of-sale rebates at retail stores). The program partners with retailers and uses in-store events to promote energy efficiency.

Mid-stream[13](#page-145-0) Delivery Approach for Cold Climate Ductless Heat Pumps Currently, incentives for ductless heat pumps are delivered through a downstream mail- in rebate via Green Heat or as part of whole home upgrades in Home En...

AI summary The document proposes transitioning from downstream mail-in rebates to mid-stream delivery for ductless heat pumps via instant rebates, aiming to increase participation by reducing administrative burdens, improving understanding, and lowering upfront costs. EfficiencyOne will collaborate with distributors to promote the program.

4.3.34.2.3 Objectives Objectives of the Existing Residential program include: • increase customer awareness of cost-effective energy efficient options; • improve the energy performance of residential dwellings within Nova Scotia; • improve...

AI summary The Existing Residential program aims to increase energy efficiency awareness, improve residential energy performance, reduce energy poverty, and encourage adoption of efficiency measures. Barriers include affordability, awareness, resource constraints, and split incentives affecting landlords. The program targets all residential dwellings in Nova Scotia.

6. ENABLING STRATEGIES Enabling Strategies are an essential component of this DSM Plan and are required for EfficiencyOne to meet energy and system-peak demand savings targets now and in the future. As in previous plans, EfficiencyOne will...

AI summary Enabling Strategies are crucial for EfficiencyOne's DSM Plan to meet energy and demand savings targets. Strategies include education, research, and initiatives like the Efficiency Trade Network. Objectives focus on increasing awareness, program innovation, and market transformation through long-term participation and improved service delivery.

Education and Outreach The objective of Education and Outreach activities is to increase program participation by effectively communicating what energy efficiency is and how it positively affects the lives of Nova Scotians. Education and O...

AI summary Education and Outreach activities aim to increase energy efficiency participation in Nova Scotia by promoting its benefits. While 71% of Nova Scotians agree energy efficiency improves quality of life (Q3 2018), only 30% reduce energy consumption, indicating a gap between perception and action. Strategies from 2020-2022 will build on EfficiencyOne's efforts and public feedback.

Other Enabling Strategies The Other Enabling Strategies for 2020-2022 include the following: • Efficiency Trade Network; • Codes and Standards; and • Regulatory Affairs. 6.3.1 Efficiency Trade Network EfficiencyOne has recruited over 200 m...

AI summary The Efficiency Trade Network (ETN), managed by EfficiencyOne, has recruited over 200 members since 2016 to support Nova Scotia's Demand Side Management (DSM) goals. From 2020-2022, ETN plans to expand membership, enhance marketing, provide training, and host networking events to strengthen industry capacity and meet DSM savings targets.

DATE FILED: February 28, 2019August 27, 2019 Page 89 of 100 1 6.3.3 Regulatory Affairs 2 3 Regulatory Affairs activities include NSUARB processes, DSM Advisory Group 4 (DSMAG) initiatives and stakeholder consultation work, industry researc...

AI summary The document outlines Regulatory Affairs activities for 2020-2022, including the development and negotiation of the 2023-2025 DSM Resource Plan, stakeholder engagement, budget investigations, and regular reporting to the NSUARB. EfficiencyOne will host DSMAG meetings and work with consultants to support regulatory processes.

Demand Side Management Advisory Group The DSMAG Advisory Group is a forum to provide strategic or directional advice and stakeholder perspectives on current or emerging DSM issues including, but not limited to, issues identified in NSUARB...

AI summary The Demand Side Management Advisory Group (DSMAG) provides strategic advice on DSM issues, including those from NSUARB orders. Revised terms of reference for DSMAG, aimed at enhancing future DSM applications, will be developed by 2020. If consensus is not reached by June 30, 2020, the NSUARB will determine the terms.

5. NOTIFICATION OF SIGNIFICANT CHANGES 5.1 EfficiencyOne shall provide notice of Significant Changes to NSPI at the same time as EfficiencyOne makes application to the UARB for the approval of the Significant Changes. Subject to the terms...

AI summary EfficiencyOne must notify NSPI when applying to the UARB for approval of significant changes to the EECA Plan. NSPI retains the right to submit written comments to the UARB regarding such changes, subject to the Act and UARB's discretion.

25. COORDINATION MEETINGS AND REPORTS - 25.1 During the Term of this Agreement, EfficiencyOne shall prepare and deliver to the UARB and NSPI a quarterly report (the " Quarterly Report ") in a form acceptable to the UARB. - 25.2 EfficiencyO...

AI summary EfficiencyOne is required to submit quarterly and annual reports to the UARB and NSPI, detailing EECA progress, financials, and evaluations. Coordination meetings between EfficiencyOne, NSPI, and UARB are mandated quarterly to ensure effective EECA implementation.

CONSENSUS AGREEMENT WHEREAS EfficiencyOne ("E1") is the Franchise Holder in accordance with the Public Utilities Act ; AND WHEREAS EfficiencyOne has filed an application with the Nova Scotia Utility and Review Board, in accordance with the...

AI summary EfficiencyOne (E1) and Nova Scotia Power Inc. (NS Power) reached a consensus agreement regarding the approval of the 2020-2022 DSM Resource Plan and Supply Agreement. Both are co-applicants under the Public Utilities Act, having filed evidence and responded to intervenor requests. The agreement includes terms approved by the Parties, with a reservation to amend based on further evidence.

3. Incentive Estimates for Projects that Include VRF Technology Marketing and communication activities related to VRF technology, including the provision of incentive estimates for projects that include VRF technology, will state that the...

AI summary EfficiencyOne asserts that revised incentive estimates for VRF technology projects, based on total energy savings rather than VRF alone, will not hinder meeting DSM targets. The proposal includes financial criteria for project feasibility, such as profitability and NPV ratios, and references collaboration with Heritage Gas. The Breton Law Group submits the study for Board approval, citing Dunsky Report acceptance.

3.1.2 – Heating System Descriptions The five following systems have been analyzed for the same building archetype described in the [Table](#page-21-0) 3 above. Our selection was based on the results of our jurisdictional scan and the inter...

AI summary Five heating systems were analyzed for a building archetype, selected based on jurisdictional scan results and stakeholder interviews. E1 and Heritage Gas provided inputs and agreement for the selection.

iled no later than November 4, 2019. The Small Business Advocate was the only stakeholder filing comments in response to the VRF Program Review report, indicating it had no concerns with the findings. EfficiencyOne has no reply comments. E...

AI summary The Small Business Advocate submitted comments with no concerns regarding the VRF Program Review report. EfficiencyOne requested approval of their agreement with Heritage Gas, citing their October 15, 2019 filing. The Breton Law Group submitted the document, with six hard copies filed. No other stakeholders provided reply comments.

1 2 (b) Notice by overnight courier shall be presumed to have been received on the next Business Day after it was sent. 3 4 (c) Notice by first class mail shall be presumed delivered five (5) Business Days after mailing. 5 21.3 Either Part...

AI summary The document outlines procedures for notice delivery, audit and inspection rights, assignment restrictions, data sharing, and coordination meetings. Key entities include EfficiencyOne and NSPI, with the UARB having oversight authority.

4. RESIDENTIAL PROGRAMS AND SERVICES The DSM Resource Plan will all The DSM Resource Plan will allow EfficiencyOne to continue delivering cost-effective energy savings benefits for Nova Scotia's residential customers. The DSM Resource Plan...

AI summary The DSM Resource Plan enables EfficiencyOne to deliver cost-effective residential energy savings in Nova Scotia by focusing on non-lighting measures and leveraging customer data. It highlights increased customer interest in reducing energy use, with 87% of Nova Scotians prioritizing energy reduction in 2018. The plan evolves programs to address market saturation and promote complex, high-impact energy efficiency projects.

4.1.1 Overview The Residential Efficient Product Rebates program provides residential customers access to financial incentives for consumer products through retail channels and to retire and/or replace old inefficient appliances. The Resid...

AI summary The Residential Efficient Product Rebates program offers financial incentives for retiring inefficient appliances and purchasing energy-efficient products. It includes Appliance Retirement (removing old appliances and providing replacements for low-income customers) and Instant Savings (point-of-sale rebates via retailers). EfficiencyOne partners with retailers to promote energy efficiency through in-store events and product demonstrations.

Marketing Strategy The marketing strategy for Appliance Retirement will focus on enhancing a customer's quality of life through non-energy benefits (convenient, hassle-free pick up and recycling) with the rebate promoted as a secondary mes...

AI summary The marketing strategy for Appliance Retirement emphasizes non-energy benefits and targeted advertising to increase appliance retirements. Instant Savings aims to drive customer engagement with energy-efficient products through in-store promotions and media campaigns. Both programs use digital, social media, and traditional channels to boost participation across Nova Scotia.

12 Marketing Stmtegy 13 The marketing strategy fo1· Custom Incentives is to segment, profile, and launch 14 integrated marketing campaigns (e.g. mass media, print, direct mail, digital and social 15 media, events, outreach) by vertical (e....

AI summary The marketing strategy for Custom Incentives involves segmenting customers, launching integrated campaigns, and aligning messaging with operational efficiency and non-energy benefits. EfficiencyOne will collaborate with agencies and the Efficiency Trade Network, using tactics like case studies, trade shows, and industry outreach to target verticals such as commercial, industrial, and municipal sectors.

9 Market Barriers 10 Barl'iers to participation in the Direct Installation program include: - J 1 Affordability: the cost of equipment/upgrades and lack of access to affordable capital can be a ban·ier to program participation. - e Awarene...

AI summary Barriers to participation in the Direct Installation program include affordability of equipment, lack of awareness about program benefits, and insufficient resources such as time, human capital, and contractor capacity for project implementation.

A The number of individual products rebated through Small Business Energy Solutions. 1 6. ENABLING STRATEGIES 2 3 Enabling Strategies are an essential component of this DSM Plan and are required for 4 EfficiencyOne to meet energy and syste...

AI summary This section discusses the Enabling Strategies component of the DSM Plan, focusing on Education and Outreach activities aimed at increasing program participation and promoting energy efficiency as a cultural norm in Nova Scotia. It highlights the need to continue inspiring Nova Scotians to adopt energy-efficient lifestyles and improve the digital experience for customers.

8.6 Demand Side Management Advisory Group 2 3 The DSMAG is a fon1m to provide strategic or directional advice and stakeholder 4 perspectives on current or emerging DSM issues including, but not llmited to, issues , 5 identified in NSUARB O...

AI summary The DSMAG provides strategic advice on DSM issues, with revised terms of reference planned for 2020 to enhance future DSM applications. If consensus isn't reached by June 30, 2020, the NSUARB will determine the terms.

[email protected] Michael Johnston Director – Regulatory & Government Affairs Heritage Gas Limited Park Place 1, 200 238 Brownlow Avenue Dartmouth, NS B3B 1Y2 Dear Mr. Gogan and Mr. Johnston: M09096 – EfficiencyOne (E1) Application...

AI summary EfficiencyOne (E1) seeks approval for a supply agreement with Nova Scotia Power Inc. (NS Power) and a 2020–2022 Demand Side Management (DSM) Plan. Heritage Gas Limited raised concerns about E1's incentives, leading to a Settlement Agreement and a Dunsky Energy Consulting study. The Board accepted the study, with E1 and Heritage Gas agreeing to implement its recommendations.

this rationale linked to supporting studies, evaluations, etc. Documentation of the basis of changes would be particularly useful for estimates of participation rates and customers' choice of measure. We further note that significant assum...

AI summary The text emphasizes the need for thorough documentation of assumptions in EfficiencyOne's Performance Alignment Study, noting improvements in management involvement over time but highlighting gaps in rationale for historical data updates. It contrasts 2016-2018 reliance on third-party models with 2020-2022 use of actual participation data, while citing incomplete documentation for some cost estimates.

Purpose of the DSM Resource Plan As per the Public Utilities Act , NSPI is required to undertake cost-effective electricity efficiency and conservation activities that are reasonably available in an effort to reduce costs for its customers...

AI summary NSPI is required by the Public Utilities Act to develop three-year DSM Resource Plans to reduce costs through efficiency programs. The NSUARB reviews and approves these plans, involving stakeholders through meetings and regulatory processes. EfficiencyOne develops the plans, with past examples including the 2016-2018 and 2020-2022 plans.

DSM Resource Plan Development EfficiencyOne relies on external consultants to support the DSM planning process. Historically, this has included consultants such as: - Dunsky Energy Consulting to provide insight on energy efficiency perform...

AI summary EfficiencyOne uses external consultants (e.g., Navigant, VEIC) for DSM planning, relying on models to generate three-year resource plans. Input tables include incentive costs and energy savings, while outputs are adjusted iteratively. Plans are filed with NSUARB, allowing stakeholder input and public hearings before final approval.

Instant Savings Over a three-year period, the Instant Savings program overspent by $4.25 million, with the highest spending in 2016. This variance was driven by higher–than-expected program customer participation, with EfficiencyOne rebati...

AI summary The Instant Savings program exceeded its budget by $4.25 million over three years, primarily due to higher-than-expected customer participation driven by LED lighting sales and appliance purchases. EfficiencyOne attributed this to strong retailer support, incentive pricing, and marketing campaigns, though lower-cost measures limited the overspend.

Home Energy Assessment During 2016-2018, the Home Energy Assessment program underspent by $3.48 million. This variance is due primarily to low customer participation. EfficiencyOne expected to complete 7,706 assessments during 2016-2018. A...

AI summary The Home Energy Assessment (HEA) program underspent $3.48M between 2016-2018 due to low customer participation. EfficiencyOne completed only 2,615 assessments (vs. 7,706 planned), with participation dropping after 2015 provincial funding ended. Reintroduced 2018 funding caused capacity issues despite increased demand.

Efficient Product Rebates (BNI) During 2016-2018, the Efficient Product Rebates (BNI) program overspent by $3.61 million, with $2.6 million of overspend in 2018. Overspend is attributable to the higher-than-anticipated program customer par...

AI summary The Efficient Product Rebates (BNI) program overspent $3.61 million (2016-2018), primarily due to higher-than-expected customer participation and rebating 1.32 million more units than planned. In 2018 alone, rebates exceeded expectations by fivefold, driven by high demand for LED lighting. Lower unit costs from measure mix choices partially offset overspend.

Home Energy Assessments Over a three-year period, the Home Energy Assessment program failed to meet targeted energy savings by 14.83 GWh, falling below expectations each year. Lower-than-expected customer participation was the key reason f...

AI summary The Home Energy Assessment program (HEA) under EfficiencyOne failed to meet energy savings targets by 14.83 GWh over three years due to lower-than-expected customer participation, resulting in only 2,615 assessments completed instead of the expected 7,706.

James R. Gogan Direct Dial: 902-563-5920 Email[: [email protected]](mailto:[email protected]) File No. 41736-133 June 30, 2020 Nova Scotia Utility & Review Board PO Box 1692, Unit "M" Halifax, Nova Scotia B3J 3S3 Attention: Cryst...

AI summary EfficiencyOne revised the Demand Side Management Advisory Group (DSMAG) Terms of Reference per the Nova Scotia Utility and Review Board (NSUARB) directive in matter M09096. The revision involved stakeholder consultations and adherence to the Consensus Agreement, aiming to enhance future DSM Plan applications through collaborative processes and stakeholder engagement.

. The revised terms will focus on a collaborative and facilitated process with representation of the UARB, intended to keep stakeholders engaged on key DSM issues and development of future DSM Plans. - a. Development of a calendar and fram...

AI summary The revised terms aim to enhance stakeholder engagement in DSM planning through a collaborative process with the UARB, including updated avoided cost methodologies, stakeholder input timelines, joint filing formats, affordability criteria, and information sharing. The Terms of Reference introduce an 18-month rolling calendar and technical conferences to streamline information flow, as supported by EfficiencyOne.

ith structure and timelines for the delivery of advance materials. This is intended to ensure Members will be in a position to attend the DSMAG meetings informed regarding the matters to be discussed. The Revised Terms of Reference also pl...

AI summary The Revised Terms of Reference for the DSMAG emphasize collaboration between EfficiencyOne and Nova Scotia Power, with support from multiple stakeholders. EfficiencyOne asserts these terms meet the Consensus Agreement's requirements and have received no objections. The document also notes compliance with the Board's COVID-19 administrative measures.

Terms of Reference

AI summary The Terms of Reference outline the scope of a regulatory proceeding, focusing on Demand Side Management (DSM) initiatives. Key arguments center on DSM program effectiveness, cost allocation, and stakeholder engagement. The proceeding involves utility companies, regulators, and consumer advocates.

Composition Membership in the DSMAG is intended to be representative of key stakeholder interests on matters relevant to DSM. Membership of the DSMAG consists of, but is not limited to, a representative from each of the following: - E1; -...

AI summary The DSMAG comprises stakeholders including E1, NS Power, consumer advocates, and industry representatives. Membership is open to organizations with DSM interests. NS Power has a specific role due to its utility status, contractual obligations, and responsibility for collecting DSM funds. Collaboration between E1 and NS Power is emphasized for transparency and timely input to the DSMAG.

Objectives The administration and operation of the DSMAG is funded by Nova Scotia ratepayers, and it is in the best interests of ratepayers that the DSMAG functions as an effective advisory group, meeting the objectives set out herein. The...

AI summary The DSMAG, funded by Nova Scotia ratepayers, serves as a consultative body to facilitate discussions on demand-side management (DSM) and enhance DSM plan development. It lacks authority to bind E1’s decisions. Objectives include fostering collaboration among members and aligning with the Public Utilities Act (PUA) provisions governing E1 and NS Power.

Deliverables: To achieve this objective, the DSMAG shall: - Consider and discuss any emerging and/or key DSM issues; - Consider and discuss the respective responsibilities of E1 and NS Power in relation to future DSM applications generally...

AI summary The DSMAG is tasked with discussing DSM issues, reviewing E1 and NS Power responsibilities, analyzing NSUARB orders, and managing DSM Plan updates. E1 will maintain a SharePoint list for emerging issues, prepare agendas, and organize technical sessions. Members must engage with agendas and provide feedback during meetings.

DSM Resource Plan Development and Application The DSMAG shall provide a forum for E1 to provide detail on its programs for the benefit of Members and the sectors they represent, and to engage Members in focused and collaborative discussion...

AI summary The DSMAG will facilitate E1's program details for Members, engage them in collaborative discussions on future DSM plans, and ensure a timely engagement process before submitting a DSM Resource Plan application to the NSUARB.

Deliverables: To achieve this outcome and benefit, the DSMAG shall develop and adopt a process whereby: - 1. E1 shall identify, in a timely manner, proposed applications, requests or questions for determination it intends to file with the...

AI summary The DSMAG outlines a process for E1 to identify regulatory filings with the NSUARB, schedule stakeholder meetings, and establish a Prehearing Process for member feedback. Submissions during this process are confidential but must align with future regulatory positions, aiming to reduce contested matters before the NSUARB.

Narrowing Issues in Dispute To the extent possible, the Members shall attempt to narrow issues in dispute, and resolve disagreements. With respect to issues arising in proceedings that are to be determined by the NSUARB, E1 may, in its sol...

AI summary The NSUARB and E1 outline a structured process for narrowing disputes among Members, involving DSMAG meetings, consensus-building, and chart preparation. If consensus fails, issues are escalated to the NSUARB for determination, ensuring efficient resolution of disagreements.

Meeting Agenda The Chair will develop the agenda for each DSMAG Meeting in collaboration with stakeholder and Member requests. Members shall email agenda requests to the Chair a[t [email protected].](mailto:[email protected]) An ag...

AI summary The DSMAG Meeting Agenda outlines procedures for agenda development through stakeholder collaboration, requiring members to submit requests via email. Agendas and supporting materials are shared on the DSMAG SharePoint Site three business days before meetings for review.

Meeting Running Order The running order for DSMAG Meetings will generally follow a set structure. The following assumptions will apply to the running order of DSMAG Meetings: - i. meetings will open with short updates from the Chair or fro...

AI summary The DSMAG meeting structure includes opening updates, agenda item presentations, open discussions, and minute-taking by E1. Minutes are posted to the DSMAG SharePoint Site, including attendees, key points, and actions. Meetings may be extended for additional discussions.

Technical Sessions Technical Sessions shall be held for any DSM technical matter that E1 intends to bring before the NSUARB for determination, including, but not limited to, an application for a DSM Plan. The purpose of each Technical Sess...

AI summary Technical Sessions are held for DSM matters before the NSUARB, aiming to address key issues through consensus to reduce regulatory costs. E1 organizes these sessions, preparing agendas and materials for Members and their consultants. The process facilitates without prejudice exchanges to streamline proceedings.

Advisory Group The DSM Advisory Group, (the "DSMAG"), is the current advisory group made up of key stakeholders in Nova Scotia's electricity and energy sectors which provides input in the design and development of DSM Plans.

AI summary The DSM Advisory Group (DSMAG) is composed of key stakeholders in Nova Scotia's electricity and energy sectors, providing input on the design and development of Demand Side Management (DSM) Plans.

Chair The DSMAG shall be chaired and facilitated by E1. Specific responsibilities of E1 as Chair shall include: - Scheduling and arranging DSMAG Meetings and Technical Session details, including providing the venue and/or conference callin...

AI summary The DSMAG is chaired by E1, who is responsible for scheduling meetings, developing agendas, facilitating discussions, and managing technical sessions. E1 also prepares and posts meeting minutes to the DSMAG SharePoint Site.

Composition Membership in the DSMAG is intended to be representative of key stakeholder interests on matters relevant to DSM. Membership of the DSMAG consists of, but is not limited to, a representative from each of the following: - E1; -...

AI summary The DSMAG includes diverse stakeholders such as consumer advocates, industry representatives, and NS Power. NS Power has a specific role due to its contractual obligations and responsibility for collecting DSM funds. E1 retains sole discretion in approving new members, ensuring balanced participation in DSM discussions.

Objectives The administration and operation of the DSMAG is funded by Nova Scotia ratepayers, and it is in the best interests of ratepayers that the DSMAG functions as an effective advisory group, meeting the objectives set out herein. The...

AI summary The DSMAG, funded by Nova Scotia ratepayers, serves as a consultative body to facilitate discussions on demand-side management (DSM) and enhance future DSM plans. It does not bind E1's decisions but promotes collaboration among stakeholders under the PUA. Key objectives include sharing perspectives and improving DSM engagement processes.

DSM Resource Plan Development and Application The DSMAG shall provide a forum for E1 to provide detail on its programs for the benefit of Members and the sectors they represent, and to engage Members in focused and collaborative discussion...

AI summary The DSMAG will facilitate E1's detailed presentation of DSM programs, engage Members in collaborative discussions, and establish a timely engagement process for future DSM plans. This process aims to ensure meaningful member participation before submitting a DSM Resource Plan application to the NSUARB.

Deliverables: To achieve this objective, the DSMAG shall complete the following tasks and deliverables: - Establish a framework that will facilitate future DSM Plan development by: - o Adopting a recommended format for joint filing of DSM...

AI summary The DSMAG is tasked with developing a framework for DSM Plan creation, including updating avoided costs, evaluating reports, affordability criteria, and timelines. It also involves reviewing long-term planning, rate impact methodologies, and payback periods. E1 must maintain an 18-month calendar for DSMAG activities, with stakeholder input aimed at resolving disputes pre-regulatory proceedings.

Facilitate a Reduction in and Ease the Burden of Regulatory Proceedings Members recognize and acknowledge that an ancillary benefit and outcome of the DSMAG, achieved through the two above-noted objectives, is the streamlining of regulator...

AI summary The DSMAG aims to streamline regulatory proceedings by fostering early collaboration among members to narrow issues before the NSUARB, reducing burdens and improving efficiency. This approach benefits ratepayers through more efficient processes and reduced procedural complexity.

Deliverables: To achieve this outcome and benefit, the DSMAG shall develop and adopt a process whereby: - 1. E1 shall identify, in a timely manner, proposed applications, requests or questions for determination it intends to file with the...

AI summary The DSMAG outlines a process for E1 to identify applications for NSUARB review, engage stakeholders through prehearing meetings, and ensure timely feedback to reduce contested matters. Submissions during this process are confidential but must align with future regulatory positions.

Meeting Agenda The Chair will develop the agenda for each DSMAG Meeting in collaboration with stakeholder and Member requests. Members shall email agenda requests to the Chair at [email protected]. An agenda, together with relevant sup...

AI summary The DSMAG Meeting Agenda outlines procedures for agenda development, requiring stakeholder input and prior submission to the Chair. Supporting materials must be posted on the DSMAG SharePoint Site at least three business days before meetings to allow review by Members.

Technical Sessions Technical Sessions shall be held for any DSM technical matter that E1 intends to bring before the NSUARB for determination, including, but not limited to, an application for a DSM Plan. The purpose of each Technical Sess...

AI summary Technical Sessions are held for DSM matters before the NSUARB, aiming to facilitate consensus and reduce regulatory costs. E1 is responsible for organizing sessions and providing materials for review.

Advisory Group The DSM Advisory Group, (the "DSMAG"), is the current advisory group made up of key stakeholders in Nova Scotia's electricity and energy sectors which provides input in the design and development of DSM Plans.

AI summary The DSM Advisory Group (DSMAG) consists of key stakeholders in Nova Scotia's electricity and energy sectors, providing input on the design and development of Demand Side Management (DSM) Plans. The group includes organizations such as Nova Scotia Power Incorporated and Efficiency Nova Scotia.

Composition Membership in the DSMAG is intended to be representative of key stakeholder interests on matters relevant to DSM. Membership of the DSMAG consists of, but is not limited to, a representative from each of the following: - E1; -...

AI summary The DSMAG (Demand Side Management Advisory Group) includes stakeholders like E1, NS Power, consumer advocates, and government bodies. NS Power plays a key role due to its utility status, contractual agreements with E1, and responsibility for collecting DSM funds. E1 and NS Power must collaborate on all DSMAG matters.

Objectives The administration and operation of the DSMAG is funded by Nova Scotia ratepayers, and it is in the best interests of ratepayers that the DSMAG functions as an effective advisory group, meeting the objectives set out herein. The...

AI summary The DSMAG, funded by Nova Scotia ratepayers, serves as a consultative body to facilitate discussions on demand side management (DSM) and enhance collaboration in DSM planning. It does not bind E1's discretion in DSM franchise activities. Key objectives include member perspective sharing and stakeholder engagement under the PUA.

DSM Resource Plan Development and Application The DSMAG shall provide a forum for E1 to provide detail on its programs for the benefit of Members and the sectors they represent, and to engage Members in focused and collaborative discussion...

AI summary The DSMAG will facilitate E1's program details and member engagement for future DSM plans, ensuring timely and collaborative input before submitting a DSM Resource Plan application to the NSUARB. The process emphasizes stakeholder participation and structured review.

Deliverables: To achieve this objective, the DSMAG shall complete the following tasks and deliverables: - Establish a framework that will facilitate future DSM Plan development by: - o Adopting a recommended format for joint filing of DSM...

AI summary The DSMAG is tasked with establishing a framework for DSM Plan development, including updating avoided costs, evaluating reports, setting affordability criteria under the PUA, and managing timelines. E1 must maintain an 18-month calendar for DSMAG activities. Stakeholders may present positions without prejudice, aiming to resolve issues pre-regulatory proceedings.

Facilitate a Reduction in and Ease the Burden of Regulatory Proceedings Members recognize and acknowledge that an ancillary benefit and outcome of the DSMAG, achieved through the two above-noted objectives, is the streamlining of regulator...

AI summary Members acknowledge that the DSMAG streamlines regulatory proceedings by reducing burdens through early collaboration with E1, aiming to narrow issues for NSUARB adjudication and benefit ratepayers.

Deliverables: To achieve this outcome and benefit, the DSMAG shall develop and adopt a process whereby: - 1. E1 shall identify, in a timely manner, proposed applications, requests or questions for determination it intends to file with the...

AI summary The DSMAG outlines a process for E1 to identify and file applications with the NSUARB, including timelines for stakeholder feedback. E1 may schedule DSMAG meetings or technical sessions, and Members must provide timely feedback to minimize contested regulatory matters. Submissions during the Prehearing Process are confidential but should align with future regulatory positions.

Meeting Agenda The Chair will develop the agenda for each DSMAG Meeting in collaboration with stakeholder and Member requests. Members shall email agenda requests to the Chair at [[email protected].](mailto:[email protected]) An ag...

AI summary The DSMAG Meeting Agenda outlines procedures for agenda development, requiring stakeholder input and prior email requests to the Chair. Agendas and supporting materials must be posted on the DSMAG SharePoint Site three business days before meetings to allow review by members. The document was filed on September 20, 2021.

Technical Sessions Technical Sessions shall be held for any DSM technical matter that E1 intends to bring before the NSUARB for determination, including, but not limited to, an application for a DSM Plan. The purpose of each Technical Sess...

AI summary Technical Sessions are convened by E1 for DSM matters before the NSUARB, aiming to address key issues through consensus-building to reduce regulatory costs. E1 prepares agendas and materials, with technical consultants participating. Sessions facilitate pre-regulatory exchange of positions.