Topic:"Stakeholder Engagement" in M12780

1 2.2.3.1 COMPLIANCE WITH 2026 DSM EXTENSION DECISION 2 As demonstrated in Section 2.2.3, E1 has satisfied each of the 2026 Extension directives. The key 3 compliance responses are summarized below. 5 First, E1 has continued to engage with...

AI summary E1 (EfficiencyOne) asserts compliance with the 2026 DSM Extension directives by engaging with the DSMAG on the Standardized Filing Framework, revising its 'balanced plan' approach, and aligning with the NSEB's Matter M12282 decision. Adjustments include shifting from fixed investment splits to data-driven low-income support allocations, ensuring alignment with balanced plan principles.

2.3 STANDARDIZED FILING FRAMEWORK - The Standardized Filing Framework was filed with the NSUARB (as it then was), as part of a Consensus - Agreement on 2016–2018 DSM Plan Application Deferred Matters[15](#page-27-1) and was accepted by the...

AI summary The Standardized Filing Framework (SFF) was established in 2016 by the NSUARB to ensure consistency in DSM Plan applications. Recent updates, driven by the NSEB and DSMAG, aim to align the SFF with regulatory requirements and stakeholder feedback. E1 seeks NSEB approval for revised framework recommendations, which will inform future DSM Plan applications, including the 2027–2031 Application.

2.3.1 THE 2022 INTEGRATED RESOURCE PLAN - The Standardized Filing Framework directs that the Resource Plan identified in NS Power's Integrated - Resource Plan ("IRP") will serve to inform the development of a Preferred DSM Plan by E1. The...

AI summary NS Power's 2022 Evergreen IRP includes 683.1 GWh energy savings and 123.9 MW demand savings through 2031. E1 must balance long-term DSM benefits with short-term affordability, guided by the 2016 Consensus Agreement and referenced decisions (M07543, M10473, M12249).

2.4 DSMAG ENGAGEMENT - E1 undertook extensive engagement during plan development with the DSMAG Feedback informed - program design, delivery approaches, and equity‑focused enhancements. - The DSMAG is a forum of regulatory stakeholders who...

AI summary E1 engaged the DSMAG throughout the 2027–2031 DSM Plan development, incorporating stakeholder feedback to refine program design and modelling. DSMAG members included representatives from energy stakeholders, consumer groups, and regulatory bodies, with iterative review processes ensuring transparency and equity-focused improvements.

1 Table 1: 2027–2031 DSM Advisory Group Engagement Activities DSMAG Engagement Activity: 2027–2031 Timeline E1 provided responses to DSMAG comments received on the Round 2 Modelling comments. E1 also shared highlights of the Preferred Plan...

AI summary The document outlines engagement activities of the DSM Advisory Group (DSMAG) from 2027–2031, including meetings, comments, and presentations related to the Preferred Plan and modeling assumptions. Key participants include E1, the Consumer Advocate, and various stakeholders.

Deferred Matters, Consensus Agreement, Appendix 1: Standardized Filing Framework, July 22, 2016. identified in NS Power's 2022 IRP Evergreen established an objective DSM target which is considered to provide the greatest benefits to Nova S...

AI summary The document discusses NS Power's 2022 IRP Evergreen setting DSM energy savings targets (683.1 GWh, 123.9 MW demand savings) for 2027–2031. E1 supports these targets as stakeholder-aligned and cost-effective, but adjusted scenarios to address DSMAG concerns about short-term affordability. E1's preferred plan prioritizes affordability while maintaining energy efficiency as a lower-cost option than supply-side alternatives.

25 In addition to reducing total investment through prioritization, E1 has responded to DSMAG member 26 comments regarding Enabling Strategies. Specifically, E1 heard that there was a desire to better - 1 understand the goals and objective...

AI summary E1 has responded to feedback from the DSMAG regarding Enabling Strategies by introducing measures of success for education and outreach activities and an Innovation Framework for 2027–2031. E1 argues that eliminating Enabling Strategies would weaken its ability to develop and deliver effective DSM programs, reduce program reach, and hinder strategic management of the DSM portfolio.

5.2 PROGRAM DELIVERY COSTS The Preferred Plan gives due consideration to program delivery costs. E1 has heard some concerns from stakeholders that program delivery costs have increased unreasonably since the last plan. However, E1 submits...

AI summary The Preferred Plan addresses stakeholder concerns about rising program delivery costs by attributing increases to structural and market factors beyond E1's control. Customer incentives now account for 71% of costs, reflecting increased customer need for financial support. E1 cites a 2015 memo by Philippe Dunsky to justify cost management strategies.

8.2 MID-TERM CHECK-IN - Following the 2022 amendment to the PUA extending DSM Plans from three years to five years, DSMAG - members expressed concerns regarding performance risk and oversight over the longer plan term. In - response to sta...

AI summary Following the 2022 PUA amendment extending DSM plans to five years, DSMAG raised concerns about oversight. E1 proposes a mid-term check-in process to enhance transparency and stakeholder engagement without reopening the plan, aligning with the Legislature's intent to reduce regulatory proceedings. E1 maintains existing reporting mechanisms and NSEB oversight remain intact.

1.1 OBJECTIVES OF THE 2027–2031 DSM PREFERRED PLAN - E1's objectives for the 2027–2031 DSM Preferred Plan include: - 1. deliver cost-effective demand side resources that support the successful implementation of a long-term electricity stra...

AI summary E1's 2027–2031 DSM Preferred Plan aims to deliver cost-effective demand-side resources aligned with ratepayer interests, ensure equitable access to services, and foster transparent stakeholder collaboration in resource planning.

1 3. PLAN DEVELOPMENT AND DESIGN APPROACH 2 E1 developed the 2027–2031 DSM Preferred Plan through a multi-phase process to establish a cost- 3 effective DSM portfolio. This process defined the DSM resources to be offered, the level of savi...

AI summary E1 developed the 2027–2031 DSM Preferred Plan through a multi-phase process involving stakeholder engagement, scenario modeling, and regulatory considerations. The plan incorporates updated avoided costs, aligns with climate targets, and reflects NSEB decisions on BCA and DSM extensions. Development was paused briefly due to PUA amendments and resumed after filing the 2026 DSM Extension.

3.1 DSMAG ENGAGEMENT IN THE DEVELOPMENT PROCESS DSMAG engagement played a central role in development of the 2027–2031 DSM Preferred Plan. Throughout the planning process, E1 engaged a range of DSMAG members including rate class representa...

AI summary DSMAG played a central role in developing the 2027–2031 DSM Preferred Plan through iterative engagement with stakeholders, including government representatives, industry groups, and experts. E1 incorporated feedback via modelling reviews, written submissions, and meetings, shaping both the Preferred Plan and Alternate Scenario.

1 Table 13: 2031 DSM Preferred Plan Savings and Investment by Program Component 2031 Investment ($ million) Lifetime Benefits ($ million) First Year Energy Savings (GWh) Lifetime Energy Savings (GWh) Peak Demand Savings (MW) Available Dema...

AI summary Table 13 presents the 2031 DSM Preferred Plan Savings and Investment by Program Component, including details on investment, benefits, energy savings, and cost tests for various residential and BNI EE programs, as well as enabling strategies.

12 5.1 2027–2031 DSM PROGRAM MARKETING Marketing plans and strategies are essential to DSM Plan implementation. Effective marketing drives customer participation in programs and supportsthe communication and implementation aspects of DSM P...

AI summary Marketing is crucial for DSM Plan implementation, enhancing customer participation and brand recognition for E1 and Efficiency Nova Scotia. E1's marketing objectives for the 2027–2031 DSM Preferred Plan aim to support program delivery and educate Nova Scotians.

21 Awareness, Education and Participation - 22 Driving education of and participation in E1's energy efficiency, demand response, and solar-PV 23 programs. - 24 Increasing awareness of the E1 and Efficiency Nova Scotia brands as a trusted...

AI summary The text outlines strategies to enhance awareness and participation in E1's energy efficiency, demand response, and solar-PV programs. It emphasizes comprehensive marketing tactics, brand trust-building, and targeted outreach across customer sectors. The Efficiency Preferred Partner program's membership growth and education are also highlighted.

Data Analytics and Insights - Leveraging data analytic tools including segmentation data, website user behaviour insights, and advanced metering infrastructure (AMI) data. Marketing tactics that leverage data analytic tools include persona...

AI summary The document outlines strategies for leveraging data analytics in marketing, including personalized email campaigns, geo-targeting, and A/B testing. Continuous optimization and data-driven research are emphasized to enhance customer engagement and program effectiveness through targeted campaigns and real-time feedback analysis.

Customer-Centric Approach • Continue E1's marketing strategy that aims to provide a customer-centric approach and personalized experience for customers. This strategy focuses on delivering consistent branding and messaging across all chann...

AI summary The document outlines E1's strategy to enhance customer experience through personalized marketing, streamlined website tools, and simplified program access. Key initiatives include consistent branding, a 'Program Rebate Finder' tool, data-driven customization, and standardized application processes to improve satisfaction and engagement.

Continuous Measurement, Learning and Optimization • Continue internal tracking and measurement of marketing campaigns to allow E1 to understand return of efforts and budgets and best allocate future marketing resources.

AI summary E1 aims to continue tracking and measuring marketing campaigns to evaluate the return on efforts and budgets, ensuring optimal allocation of future marketing resources.

Marketing - Outreach and engagement with Mi'kmaw communities to build awareness of the solar-PV offering. - Leverage existing relationships between these communities and E1's Business Development Manager and E1's Energy Manager - First Nat...

AI summary The marketing strategy focuses on outreach to Mi'kmaw communities for solar-PV initiatives, leveraging E1's partnerships with the Efficiency Preferred Partner installer network. Tactics include website promotion, success stories, cross-program collaboration, and email campaigns to raise awareness and support solar-PV project development.

9 9.1 OVERVIEW - 10 Enabling Strategies are initiatives that support the development, delivery, and growth of E1's DSM - 11 programs as well as the efforts required to plan for future DSM plans. 12 - 13 For the 2027–2031 period, E1 propose...

AI summary E1 proposes to invest 9% of its total DSM Portfolio in Enabling Strategies for the 2027–2031 period, allocating funds across four categories: Education and Outreach, Development and Research, Other Enabling Strategies, and Market Transformation. E1 has responded to feedback from DSMAG and introduced measures of success and structured plans for these initiatives.

10 Table 52: 2027–2031 Enabling Strategies Investment by Category Investment $(M) Enabling Strategy Category 2027 2028 2029 2030 2031 2027–2031 Education and Outreach 1.2 1.2 1.3 1.4 1.4 6.5 Development & Research 1.5 1.6 1.4 1.3 1.4 7.1 O...

AI summary Table 52 outlines the projected investments for Enabling Strategies from 2027 to 2031, categorized into Education and Outreach, Development & Research, Other Enabling Strategies, and Market Transformation. Total investments are expected to reach $29.1 million over the five-year period.

1 9.3 OBJECTIVES - 2 In 2027–2031, Enabling Strategies will continue to build on those initiatives that have historically proven - 3 successful by delivering focused education and outreach, and development and research activities; - 4 mark...

AI summary Enabling Strategies (ES) aims to expand DSM program participation through education and outreach, ensure E1 adapts to market changes via research, continue the heat pump water heater pilot, and meet regulatory requirements including reporting and consultations. ES will also address evolving technologies and maintain compliance with NSIESO and DSMAG directives.

9.4.1 EDUCATION AN D OUTREACH - The total investment for Education and Outreach activities during the 2027–2031 Plan is $6.5 million. - [Table 53](#page-178-0) provides a breakdown, by year and area of focus, of the five-year investment an...

AI summary The 2027–2031 Plan allocates a total of $6.5 million for Education and Outreach activities. Table 53 details the investment breakdown by year and area of focus.

1 Table 53: 2027–2031 Education and Outreach Activities Education and Outreach Areas of Focus Year Outreach ($) Education ($) Support for Mi'kmaw Communities ($) Total Investment ($) 2027 Total 0.4 0.3 0.5 1.2 2028 Total 0.4 0.3 0.5 1.2 20...

AI summary Table 53 outlines the 2027–2031 education and outreach activities, including funding for outreach, education, and support for Mi'kmaw communities. Key activities include home shows, partnerships, staff costs, and energy management services. Table 54 provides further details on key activities and expected outcomes.

1. Participate in home shows By participating in existing, reputable, and popular home shows in communities across the province, E1 is able to reach large numbers of Nova Scotians to increase public awareness about E1's DSM programs and to...

AI summary E1 promotes its Demand Side Management (DSM) programs through participation in popular home shows across Nova Scotia, aiming to increase public awareness and provide information on accessing these programs.

2. Partner with organizations with aligned missions By entering into partnerships with organizations that share aspects of E1's mission to inform and motivate Nova Scotians to use less energy, E1 is able to leverage the knowledge and resou...

AI summary E1 partners with organizations sharing its mission to reduce energy use in Nova Scotia, leveraging resources to engage underserved communities. Collaborations involve events like conferences and training, with agreements targeting reach and engagement metrics.

OUTREACH - E1 achieves its annual participation targets set out in the 2027–2031 DSM Plan. - E1 and its partner organizations achieve the goals set out in their respective partnership agreements.

AI summary E1 meets annual participation targets under the 2027–2031 DSM Plan, and E1 and its partners achieve goals outlined in their partnership agreements.

1. Educate and inform via online content Continually improving the tools and content available on E1's website and social media platforms is critical for educating and engaging with Nova Scotians, as those channels are the first point of a...

AI summary Improving E1's online tools and content is critical for educating and engaging Nova Scotians, as these platforms serve as the primary access point for E1's programs. Effective digital outreach ensures broader public understanding of energy efficiency initiatives.

2. Support E1's Efficiency Preferred Partner network As part of ongoing efforts to recruit and retain members to the Efficiency Preferred Partner network, E1 will continue to organize training and other professional development opportuniti...

AI summary E1 aims to strengthen Nova Scotia's green building sector by expanding training, professional development, and networking opportunities for members of its Efficiency Preferred Partner network, ensuring ongoing support and engagement for network participants.

Measures of success: - E1's total awareness score is 80 percent or higher, annually. - E1 Efficiency Preferred Partner membership remains steady or grows, and 75 percent of members participate in specialized training or networking opportun...

AI summary The measures of success outline E1's targets: achieving an 80% annual awareness score and maintaining/growing Efficiency Preferred Partner membership with 75% member participation in E1's training/networking opportunities.

1. Support Mi'kmaw communities in engaging with E1 programs E1's Mi'kmaw Community Engagement Lead will work with representatives and leaders of Nova Scotia's 13 Mi'kmaw communities to promote E1's programs and support participation.

AI summary E1's Mi'kmaw Community Engagement Lead collaborates with Nova Scotia's 13 Mi'kmaw communities to promote E1 programs and enhance participation, ensuring cultural relevance and community support in energy efficiency initiatives.

2. Provide energy management services to Mi'kmaw communities E1's Roving Energy Manager for Mi'kmaw communities will work with Nova Scotia's 13 Mi'kmaw communities to identify new DSM projects and coordinate building energy audits in an ef...

AI summary E1's Roving Energy Manager collaborates with Nova Scotia's 13 Mi'kmaw communities to identify Demand Side Management (DSM) projects and coordinate energy audits, aiming to enhance Mi'kmaw participation in E1's DSM programs.

2. Data and analytics support costs Data and analytics support costs come in the form of engaging and partnering with third parties, where needed, to support E1 staff in the areas of data science and data engineering, as well as expected c...

AI summary Data and analytics support costs involve third-party engagement for E1's data science and engineering needs, as well as ongoing customer data feeds from NS Power. E1's information ecosystem underpins its R&D efforts, emphasizing the importance of robust data infrastructure.

INFORMATION & ANALYTICS - E1's customer satisfaction and total awareness of Efficiency Nova Scotia scores will be reported as performance indicators in each DSM Annual Progress Report during the five-year Plan. - Study findings and data an...

AI summary E1 will report customer satisfaction and awareness metrics in DSM Annual Progress Reports. Data insights will guide program decisions and customer engagement. Program harmonization aims to reduce wait times and customer inquiries.

1. Develop and file the 2032 – 2036 DSM Plan E1 staff will develop the 2032-2036 DSM Plan through research, consultations with experts, internal planning, and working and consulting with all stakeholders to gain support for the Plan. After...

AI summary E1 staff will develop the 2032–2036 DSM Plan through research, consultations with experts, internal planning, and stakeholder engagement to secure support. After filing the plan, E1 will participate in the regulatory approval process.

2. Engage with stakeholders throughout Plan period E1 will consult with stakeholders through regular and technical DSM Advisory Group sessions, preparing materials and briefings for distribution to the group, and responding to and incorpor...

AI summary E1 will engage stakeholders through regular DSM Advisory Group sessions, preparing materials and briefings, and incorporating feedback. This ensures ongoing stakeholder involvement in the Plan period.

3. Energy Board and stakeholder consultant costs In addition to E1's directly incurred costs, flow-through costs related to the Energy Board and its consultants, the Consumer Advocate and its consultants, and the Small Business Advocate an...

AI summary Flow-through costs from the Energy Board, Consumer Advocate, Small Business Advocate, and their consultants, along with E1's costs, are categorized under 'Other Enabling Strategies' investment. These costs are included in the broader investment framework for regulatory proceedings.

13. REPORTING AND REVIEW - This section describes E1's DSM reporting framework for the 2027–2031 DSM Resource Plan period, - including routine filings, stakeholder review mechanisms, a proposed process for mid-course adjustments - and a pr...

AI summary This section outlines E1's Demand Side Management (DSM) reporting framework for the 2027–2031 DSM Resource Plan period, detailing routine filings, stakeholder review processes, mid-course adjustment mechanisms, and a proposed mid-term review to ensure compliance and effectiveness.

13.2.1 MID-TERM CHECK-IN - E1 proposes a structured mid-term check-in process for the 2027–2031 Plan. This process is intended to - provide transparency and opportunities for meaningful review and discussion of Plan implementation - progre...

AI summary E1 proposes a mid-term check-in process for the 2027–2031 Plan, including a 2029 session with the DSMAG to review progress, spending trends, and challenges. Materials, stakeholder comments, and one-on-one meetings will be used, mirroring NSEB's DSM reporting approaches.

1 13.2.2 ADDITIONAL DSMAG ENGAGEMENT - 2 E1 is also proposing the following opportunities for additional DSMAG engagement and enhancements to 3 its current annual reporting: - Annual DSMAG sessions: Each year, following the filing of the A...

AI summary E1 proposes enhancing DSMAG engagement through annual sessions, stakeholder meetings, and expanded reporting to improve transparency and collaboration in implementing the five-year Plan. Annual sessions will review progress, mid-course adjustments, and rate class spending, while expanded reporting includes year-to-date performance data in Quarterly Reports.

8 5.1 ACTIVE PARTICIPATION METHODOLOGY - 9 Previously, participant estimates were calculated using a 'cumulative' methodology. This did not account - for the measure life of savings, resulting in the potential for the number of cumulative...

AI summary The document discusses a shift from a cumulative to an annual/active participation methodology in the 2026 DSM Extension RBIA, addressing overestimation of participants and underestimation of savings by considering measure life and separating active from expired participation.

1 Table 6: 2029 Alternate Scenario Savings and Investment by Program Component 2029 Investment ($ million) Lifetime Benefits ($ million) First Year Energy Savings (GWh) Lifetime Energy Savings (GWh) Peak Demand Savings (MW) Available Deman...

AI summary Table 6 presents an overview of 2029 alternate scenario savings and investment by program component, focusing on investment amounts and associated benefits. The table includes metrics such as energy savings, demand savings, and solar-PV generation, but the 'Education and Outreach' row only provides investment data with other fields left blank.

10 22. AUDIT AND INSPECTION - 11 22.1 EfficiencyOne shall, during the Term and for a period of thirty-six (36) months thereafter, 12 keep accurate records of all EECA DSM supplied to NSPI, as necessary to determine that 13 the EECA DSM was...

AI summary The document outlines audit and inspection requirements for EfficiencyOne, including record-keeping obligations for EECA DSM programs, NSPI's right to request access to records and inspections, data-sharing responsibilities, and reporting requirements to UARB NSEB and NSPI. It also covers assignment restrictions and coordination meetings.

To EfficiencyOne: EfficiencyOne 230 Brownlow Avenue Suite 300 Dartmouth, NS B3B 0G5 Attention: CEO Facsimile: (902) 470-3599 - 21.2 All notices may be sent by facsimile, a nationally recognized overnight courier service, first class mail o...

AI summary The document outlines procedures for delivering notices to EfficiencyOne, specifying presumed receipt dates based on delivery method (facsimile, courier, mail). Notices are deemed received on business days, with adjustments for non-business days or late arrivals. Either party may update their notice address via written notice.

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

AI summary EfficiencyOne must submit quarterly and annual progress reports to NSEB and NSPI detailing DSM performance, financials, and discrepancies. Quarterly coordination meetings between NSPI and EfficiencyOne are mandated to ensure effective DSM planning and implementation.

4 2. BACKGROUND - 5 On June 16, 2015, EfficiencyOne (E1), Nova Scotia Power Incorporated (NS Power), the Consumer - 6 Advocate, the Small Business Advocate, the Ecology Action Centre, the Affordable Energy Coalition, - 7 and the Industrial...

AI summary The document outlines the history of the Standardized Filing Framework for DSM applications in Nova Scotia. Key milestones include the 2015 Consensus Agreement, NSUARB approval in 2015, adoption in 2016, updates in the 2023–2025 DSM Plan, and the 2026 DSM Extension decision directing continued engagement with DSMAG.

Efficient Product Installation Highlights • Efficient Product Installation energy and demand savings results were lower than the 2025 Plan as Approved targets, as the program component phased out its lighting measures as of July 1, 2025 Da...

AI summary Efficient Product Installation program savings fell short of 2025 targets due to phasing out lighting measures by July 2025 and shifting focus to electrician-installed measures (smart thermostats, sensors). Despite a 12% drop in average energy savings per participant, higher unitary savings from new measures offset some losses. Air-sealing and water-saving measures were paused in 2025 but reintroduced in 2026. The program also supported Residential Demand Response with 13,687 devices installed in 2025.

Business Energy Rebates Highlights - Business Energy Rebates achieved 40.2 GWh in energy savings and 5.3 MW in demand savings in 2025, meeting its 2025 Plan as Approved energy savings target, while demand savings were lower than the Plan t...

AI summary Business Energy Rebates met 2025 energy savings targets (40.2 GWh) but fell short on demand savings (5.3 MW). Program adjustments included rebate reductions, removal of solar PV and T8 LED rebates, and marketing campaigns targeting contractors. Market research indicated LED dominance in commercial fixtures, aligning with program shifts toward sustainable technologies.

2025/2026 season (December 1, 2025 to February 28, 2026) preparations - Eco Shift device installation ramped up throughout 2025, with 13,687 demand response eligible devices (smart thermostats and domestic hot water direct load controllers...

AI summary Eco Shift program installed 13,687 demand response devices in 2025, with 18,234 total since August 2024. E1 ensured device readiness, ran marketing campaigns, and expects residential demand response capacity to double in 2025/2026. Efforts focus on optimizing thermostat strategies and connectivity.

2024/2025 season (December 1, 2024 to February 28, 2025) results - The BNI Demand Response program component, marketed as Smart Synergy, achieved 5.9 MW during the 2024/2025 season. Eight demand response events were called by NS Power duri...

AI summary The BNI Demand Response program (Smart Synergy) achieved 5.9 MW during the 2024/2025 season, below the 2025 Plan target. Factors include limited advance notice (16 hours) from NS Power, higher participant opt-out rates, and unfavorable event timing (morning vs. evening events), which reduced available capacity.

1 4.6 Enabling Strategies - 2 The Enabling Strategies component in the 2023-2026 DSM Plan focuses on the following three - 3 categories: - 4 Education and Outreach; - 5 Development and Research; and - 6 Other Enabling Strategies. 7 8 [Tabl...

AI summary The 2023-2026 DSM Plan's Enabling Strategies component includes three categories: Education and Outreach, Development and Research, and Other Enabling Strategies. Table 14 outlines E1's 2025 Enabling Strategy activities.

Education and Outreach Education and Outreach activities in 2025 included the following activities: - There were 451 members of the Efficiency Preferred Partner network at the end of 2025, consistent with 2024. Efficiency Preferred Partner...

AI summary In 2025, the Efficiency Preferred Partner network maintained 451 members, matching 2024 levels. Activities included workshops with Natural Resources Canada's Local Energy Efficiency Partnerships on topics like heat loss calculations, duct testing, and heat pump selection, aiming to enhance energy efficiency through collaboration.

Regulatory Affairs E1 filed the following reports (matter numbers are in brackets) with the NSUARB (January 1 to March 31, 2025) and the NSEB (April 1 to December 31, 2025): - 2024 DSM Evaluation Reports and 2024 Annual Progress Report (M1...

AI summary E1 submitted multiple reports and responses to information requests to the NSUARB and NSEB, covering DSM evaluations, financial compliance, and BCA applications. Engagement with the DSMAG included stakeholder feedback, technical sessions, and plan development. Regulatory activities included public hearings, evaluation implementation, and DSM Plan development for 2027-2031.

2 4.7 Additional 2025 Performance Indicators - 3 The NSUARB approved additional Performance Indicators as identified in the Supply - Agreement. 22 4 In 2025, results of E1's additional Performance Indicators are as follows: - 5 Total lifet...

AI summary The NSUARB approved additional 2025 performance indicators under the Supply Agreement. E1 achieved $170.7 million in lifetime ratepayer benefits, an 89.0 Customer Satisfaction Index, and 87% program awareness. Results align with 2024 figures. The provincial government extended the DSM Plan period to 2027-2031 following stakeholder feedback.

Table 1 Update on Implementation of 2022-2023 Evaluation Recommendations Year Evaluation/ Verification Recommendation Text Source Status Comments Expected Period of Completion 2023 Verifier General: Have two or more teams that put more dir...

AI summary The table outlines a 2023 recommendation to improve field operations and communication for Efficiency Nova Scotia (E1), including increasing team presence outside the HRM, reducing communication requirements, and strengthening accountability. E1 is in the process of implementing an updated QA process, expected to be rolled out in phases until Q1 2027.

APPENDIX VII Participating Distributor Interview Guide

AI summary The document is titled 'APPENDIX VII Participating Distributor Interview Guide,' indicating it contains a structured framework for interviewing distributors involved in a regulatory proceeding. The content is not provided in the text, but the title suggests a focus on stakeholder engagement and procedural oversight.

A. Identification and Screening of Respondent - A1. To begin, what is your title, and could you briefly describe your role within the company? - A2. Can you provide a brief description of your company. Is your company a provincial, nationa...

AI summary The document outlines a structured interview process to identify and screen a respondent, focusing on their role, company details, and product knowledge related to LED lighting in Nova Scotia and New Brunswick. It includes options for proceeding based on the respondent's availability and knowledge.

Table 5: Implementation Status of Past Recommendations for Custom # Recommendations Status Comments 2024-New Construction-R5 Consider collaborating with educational institutions and professional associations on energy modelling to build a...

AI summary The recommendation to collaborate with educational institutions and professional associations on energy modelling has been marked as complete. E1's Efficiency Preferred Partner (EPP) and Capacity Building teams have initiated efforts, including training with CIET and exploring micro-credential courses. Further action is deferred to future years.

A. Identifying Key Decision-makers - A1. Did you play a key role in your organization's financial decision to implement the compressed air leak project? - 1. Yes - 2. No - 98. Don't know - 99. Refused - A2. [IF A1=YES OR DK/REFUSE] Please...

AI summary The text presents survey questions aimed at identifying individuals or roles within organizations responsible for financial decisions related to implementing a compressed air leak project. Respondents are asked to confirm their involvement, describe their role if applicable, or provide contact details for someone who played a key role.

New Construction Participant Interview Guide (Completed Projects)

AI summary The document outlines an interview guide for new construction participants in completed projects, likely focusing on regulatory compliance, program evaluation, and stakeholder engagement within Nova Scotia's energy efficiency initiatives. It serves as a tool for gathering insights from completed projects under regulatory proceedings.

Document and Communicate Clearly document the methodology and communicate it to all stakeholders.

AI summary The text emphasizes the importance of clearly documenting methodologies and ensuring transparent communication with all stakeholders as a critical step in regulatory processes.

Additional information about the application: A copy of the Application and any timetable applying to this matter may be viewed on the Board's website at https://nserbt.ca/nseb , by clicking on "Matters & Evidence", and in the "Go Directly...

AI summary The application and timetable for Matter No. M12780 are available online. The Board requests participants to share pronouns and titles for respectful communication. Images of Tracy Milsom, Robyn Dearman, and Tracey Smyth are included, along with unrelated news about Lebanon.

Board Hearings are open to the public and you may participate as - You may listen to the live hearing by visiting the Board's website at https://nserbt.ca/nseb and selecting the "Listen to Live Hearings" option. This will enable you to see...

AI summary The document outlines procedures for public participation in Board hearings, including live listening, submitting written comments by July 6, 2026, and requesting intervenor status by April 21, 2026, with evidence due by June 23, 2026.

Table 1: Enabling Strategies Allocators for Education and Outreach Category Year Residential Small General General Large General Small Industrial Medium Industrial Large Industrial Municipal Unmetered TOTAL 2027 54% 6% 36% 3% 0% 0% 0% 1% 0...

AI summary The document presents tables showing the distribution of enabling strategies allocators across various categories (education and outreach, development and research, other enabling strategies, and market transformation) for different customer segments from 2027 to 2031. The data indicates the percentage allocations for residential, commercial, industrial, and municipal sectors.

E. DSMAG Engagement E1 will give written notice of intent to prepare any mid-course adjustments in the Annual Progress Report. The DSM Advisory Group will be provided the draft mid-course adjustments with explanations and given a two-week...

AI summary The document outlines E1's proposed mid-term check-in process for the DSM Plan, emphasizing transparency and stakeholder engagement without altering approved performance targets or spending authority. It addresses concerns about whether the check-in can influence regulatory decisions or necessitate separate applications to the NSEB.

1 M09096, Document No. 84486, DSMAG Revised Terms of Reference, September 20, 2021, page 7 1 Request IR-16: 2 3 Evidence – Exhibit E-1, pp.1-71 (pdf pp. 8-78) 4 5 Regarding Section 3.6 "Enabling Strategies" of the Application: 6 7 (a) Pdf...

AI summary The response to Request IR-16 discusses the development of the 2027–2031 DSM Plan through stakeholder engagement with the DSMAG, emphasizing confidentiality of submissions and the collaborative environment established for dialogue and decision-making.

SUPPLY CHAIN AND SERVICE PROVIDER RESEARCH The supply chain and service providers should be engaged to support the customer and technology research efforts. It may be difficult to directly contact customers and technology manufacturers to...

AI summary The document emphasizes the importance of engaging supply chain and service providers in customer and technology research, as well as in incentive setting and program design. These entities can provide valuable insights, facilitate research, and help identify barriers to program implementation.

Detailed Measure Development - •Identify technical guidelines and data, identify any data gaps and create research plan for gaps - •Stakeholder outreach - •Facilitation of crossprogram coordination - •Cost Effectiveness testing - •Draft Me...

AI summary The process for developing detailed measures involves identifying technical guidelines and data gaps, conducting stakeholder outreach, facilitating cross-program coordination, performing cost-effectiveness testing, and drafting a Measure Approval Document. Measures with sufficient data and stakeholder support may be promoted to approval, while those with insufficient data can be piloted.

1. Market Research/Stakeholder Engagement The process starts by performing both primary and secondary market research in order to determine the measure performance metrics and costs. This will include data from utilities and consulting sta...

AI summary The process begins with primary and secondary market research to determine performance metrics and costs, involving data from utilities and consulting stakeholders such as contractors, vendors, customers, and advocacy groups.

Culture of communication Awareness and accessibility of information: Access to information (e.g., policies, processes, programs, benefits etc) is not streamlined. It can be time consuming to find certain information and this contributes to...

AI summary The document discusses challenges related to the culture of communication within the organization, including the lack of streamlined access to information and the need for more clarity in policies and processes. It also highlights that employees value current opportunities for input, such as annual surveys and sessions.

Th xte nt to wh ich th niz ati 's uta tio n i th at is eth ica l a nd th at of t p lac e t ork he loy s f e e e o rga on rep s o ne a g rea o w re em p ee ee , w W ork lac uta tio p e r ep n inc lin ed ly s ha thi inio ith he to ot op en r...

AI summary The text discusses ethical workplace practices, employee relations, and organizational policies, emphasizing the importance of open communication, training, and employee engagement. It highlights the need for a supportive work environment and the role of leadership in fostering positive workplace dynamics.

The table below outlines key findings and observations derived from the documentation review. Element Documentation review findings General comments and considerations Formal learning Education agreement: EfficiencyOne's education agreemen...

AI summary The documentation review highlights EfficiencyOne's commitment to workforce learning and development through financial support for training, though employees face challenges due to heavy workloads. Recommendations include protected learning hours and flexible learning approaches.

E1 Responses to Nova Scotia Energy Board (NSEB) Information Requests NON-CONFIDENTIAL 1 Affordability - E1's primary consideration in the development of the Preferred Plan was 2 affordability. Please refer to E1's response to NSEB IR-03 fo...

AI summary E1 emphasizes affordability, achievability, and stakeholder engagement in the development of its Preferred Plan for 2027–2031. The plan incorporates lessons learned from past DSM programs, input from the DSMAG, and adherence to the Standardized Framework's Balanced Plan principles. E1 believes the proposed investment levels and performance targets are appropriate.

er engagement during plan implementation, but does not constitute a full plan reopening or amendment process, nor does it alter E1's approved performance targets or total spending authority. // The mid-term check-in process described above...

AI summary The mid-term check-in process enhances transparency and stakeholder engagement during plan implementation but does not constitute a plan amendment. E1 will notify the DSMAG and file an application with the NSEB if changes to investment levels, performance targets, or other plan elements are needed due to unforeseen circumstances.

(a) How does E1 define "significant and unforeseen change in avoided costs" and "material shift in market conditions"? Please provide examples. 1 (b) Has E1 defined specific thresholds (i.e. percent increases/decreases in investment levels...

AI summary The text discusses EfficiencyOne's (E1) definition of 'significant and unforeseen change in avoided costs' and 'material shift in market conditions,' and includes requests for materials related to a jurisdictional scan and a heat pump cleaning measure. It also references program costs, savings assumptions, and stakeholder communication.

DATE FILED: May 28, 2026 E1 (SNS) IR-12 Page 5 of 5 1 Request IR-13: IRP Benchmark, Preferred Plan, and Affordability Trade-off 4 ii) – Research and pilot Natural gas and diesel generators for demand response 5 evaluating the feasibility o...

AI summary The document outlines several initiatives related to demand response and market transformation, including research on natural gas and diesel generators, assessments of central electrically heated hot water systems, and training programs for installers and energy advisors. These efforts are part of broader market transformation milestones achieved in 2025.

luations identify and recommend improvements to increase the program's efficiency or effectiveness. Market evaluation studies Round 1 Model Input Assumptions and Results assess the overall supply chain and market and how the program has af...

AI summary The document discusses E1's reporting practices and the role of the NSEB in ensuring accountability. It mentions the submission of various reports, including evaluations and financial statements, and the involvement of the DSMAG in reviewing these reports. The NSEB has emphasized the importance of E1's reporting practices in Plan implementation, as highlighted in a recent BCA hearing.

2. BACKGROUND On June 16, 2015, EfficiencyOne (E1), Nova Scotia Power Incorporated (NS Power), the Consumer Advocate, the Small Business Advocate, the Ecology Action Centre, the Affordable Energy Coalition, and the Industrial Group signed...

AI summary In 2015, EfficiencyOne, Nova Scotia Power, and various stakeholders signed a Consensus Agreement to establish a standardized filing framework for DSM applications. The NSUARB approved the agreement in 2015, and the framework was used in the 2016-2018 DSM Plan. The NSUARB encouraged updates to the framework in 2023, leading to a review and update by the DSMAG in 2024 and 2025.

Table 14: Enabling Strategies - 2023-2026 Category 2023-2026 Investment ($M) 2023-2026 Average Annual Investment ($M) Education & Outreach 6.0 1.5 Development & Research 6.9 1.7 Other Enabling Strategies 7.1 1.8 Market Transformation n/a n...

AI summary Table 14 outlines the 2023-2026 investment in Enabling Strategies, with categories including Education & Outreach, Development & Research, and Other Enabling Strategies. The total investment is $19.9 million over the period, with an average annual investment of $5.0 million.

Table 15: 2027-2031 Enabling Strategies Categories and Activities Enabling Strategies Category Description of Activities Education and Outreach • Education and Outreach activities are designed to drive awareness of, and participation in, E...

AI summary Table 15 outlines enabling strategies for DSM (Demand-Side Management) from 2027 to 2031, including education and outreach, development and research, market transformation, and other enabling strategies. These activities aim to enhance participation in energy efficiency programs, adapt to market changes, and address barriers to adoption of energy-saving technologies.

10.1 REPORTING In the Round 1 materials distributed on October 27, 2025, E1 outlined its proposed reporting on the implementation of the 2027-2031 Plan. In total, E1 will file 30 reports with the Nova Scotia Energy Board over the period of...

AI summary E1 plans to submit 30 reports to the Nova Scotia Energy Board over the 2027-2031 Plan period, including quarterly, annual, and financial reports. Stakeholders, particularly the DSMAG, have requested a 'mid-plan check-in process' for increased engagement, following the 2022 amendment to the Public Utilities Act. E1 is working with the DSMAG to develop a revised mid-course adjustment process as directed by the 2026 DSM Extension Decision.

Context for Discussion Mid-course adjustments give the DSM administrator flexibility to adjust program budgets and savings from those in the original approved Plan to respond to market conditions and program performance changes unknown at...

AI summary The document discusses mid-course adjustments in the DSM Plan, allowing E1 to modify program budgets and savings based on market conditions and performance changes. E1 has agreed to enhanced reporting and more stakeholder engagement. However, E1 maintains that the current process should remain, with proposed adjustments to address concerns around rate class spending and engagement.

10.1.2 MID-PLAN REVIEW PROCESS Stakeholders have expressed concerns about performance risk and the need for additional engagement following the 2022 amendment to the PUA which extended DSM Plans from a three-year to a five-year term. [Some...

AI summary Stakeholders are concerned about the performance risks associated with the five-year extension of DSM Plans following the 2022 amendment to the Public Utilities Act. Some DSMAG members propose a mid-plan review process, including stakeholder check-ins and one-on-one meetings, to ensure ongoing engagement and oversight during Plan implementation. E1 acknowledges these concerns and intends to collaborate with DSMAG members to define the mid-plan review process for the 2027-2031 DSM Plan.

2. BACKGROUND On June 16, 2015, EfficiencyOne (E1), Nova Scotia Power Incorporated (NS Power), the Consumer Advocate, the Small Business Advocate, the Ecology Action Centre, the Affordable Energy Coalition, and the Industrial Group signed...

AI summary The document outlines the development and evolution of the Standardized Filing Framework for DSM applications in Nova Scotia, beginning with a 2015 Consensus Agreement and subsequent approvals by the NSUARB. The Framework was updated in 2016 and has undergone ongoing review by the DSMAG, with recent directives from the Nova Scotia Energy Board.

2. BACKGROUND On June 16, 2015, EfficiencyOne (E1), Nova Scotia Power Incorporated (NS Power), the Consumer Advocate, the Small Business Advocate, the Ecology Action Centre, the Affordable Energy Coalition, and the Industrial Group signed...

AI summary In 2015, EfficiencyOne and other stakeholders signed a Consensus Agreement to establish a Standardized Filing Framework for DSM applications. The NSUARB approved the agreement, and the Framework was used in future DSM Plan applications. The NSUARB and its successor, the NSEB, have directed ongoing review and updates to the Framework through the DSMAG, including considerations for E1's 'balanced plan' and impact assessments.

Regulatory and Political Risk NSPI is subject to complex legislative and regulatory frameworks that cover material aspects of their businesses. These frameworks influence key factors such as rates and cost structures, revenue requirements,...

AI summary NSPI operates under a complex regulatory framework that influences rates, costs, and capital investments. Regulatory processes, including public hearings and approvals, are essential for changes in rates and investments. Delays or adverse regulatory decisions could lead to material financial impacts. Uncertainty around IESO Nova Scotia and potential changes in environmental legislation also pose risks.

Transition Risk: As government policy related to the environment, renewable energy, and decarbonization continues to shift, the Company is exposed to increased uncertainty and risk arising from policy, legal, regulatory, technology, and ma...

AI summary The Company faces increased transition risks due to evolving environmental policies, renewable energy mandates, and decarbonization efforts. These risks include regulatory uncertainty, capital investment needs, and potential impacts on insurance and litigation. The energy transition may also affect the Company's ability to recover costs through rates and could lead to material adverse effects.

Pages 77-78 of Appendix A – Preferred Plan states, "E1 understands that NS Power is currently developing a Distributed Energy Resource (DER) Integration Roadmap, expected to be filed in early 2026, which will outline locational planning st...

AI summary E1 is engaged in the development of NS Power's DER Integration Roadmap, expected to be filed in early 2026. E1 contributes demand response expertise and requests expanded AMI data feeds to better target constrained areas. E1 expects ongoing collaboration with NS Power on the roadmap.

(c) Please provide the anticipated schedule and process for stakeholder engagement related to development of the DER Integration Roadmap. 1 (d) When does E1 currently expect this roadmap to be filed? 2 3 (e) Please summarize any input E1 h...

AI summary EfficiencyOne (E1) has participated in the DER Integration Roadmap process but does not lead it, as NS Power is responsible. E1 provided general input on phasing and timing of initiatives, emphasizing the need for a phased approach that considers interdependencies and system readiness.

(g) recommended changes to respond to implementation challenges or opportunities; (h) the potential for additions and/or terminations of programs; and (i) the potential for a plan amendment and the cause(s), including but not limited to: s...

AI summary The response to Request IR-72 outlines E1's proposed mid-term check-in process for the DSM Plan, which includes stakeholder engagement, updates on plan implementation, and a session with the DSMAG in 2029. The text also references the Innovation Plan and DER Integration Roadmap.

12 Process Timeframe 4.6 Mid-Course Adjustments Filed with E1's Q1 Report on May 25 each year, if applicable. Draft mid-course adjustments are provided to the DSMAG in advance for a two-week comment period and E1 responds to comments prior...

AI summary The document outlines various processes and timelines related to reporting and stakeholder engagement for demand-side management (DSM) in Nova Scotia. It includes mid-course adjustments, mid-term check-ins, and reporting requirements, as well as the role of the DSM Advisory Group (DSMAG) in the process.

Economic and Policy Analysis Small Business Utility Alliance – Ontario, CA (June 2021 – Present) - Reviewed plan and participated in fully litigated proceeding, including providing testimony on bet practices and program design, coordinatio...

AI summary The Small Business Utility Alliance – Ontario participated in a fully litigated proceeding, providing testimony on best practices, program design, coordination with electric programs, cost-effectiveness, shareholder incentives, and stakeholder engagement as part of an economic and policy analysis.

PROFESSIONAL EXPERIENCE Synapse Energy Economics, Inc., Cambridge, MA. Senior Principal, Apr 2026–Present; Principal Associate, Jun 2021–Apr 2026; Senior Associate, Jun 2013–Jun 2021; Associate, Jul 2008–Jun 2013; Research Associate, Apr 2...

AI summary The text outlines the professional experience of an individual working in energy economics, focusing on energy efficiency programs, regulatory structures, and equity analysis. It highlights roles at Synapse Energy Economics, Inc. and Resource Insight, Inc., emphasizing work in energy planning, stakeholder support, and research.

UTILITY REGULATORY AND BUSINESS MODELS - Assisted the New York Department of Public Service to develop a comprehensive financial model of a representative (downstate) New York utility capable of demonstrating the impacts of REV initiatives...

AI summary The Brattle Group has assisted various utilities in developing regulatory and business models, including financial modeling for REV initiatives, performance incentive metrics, and alternative regulatory frameworks. Work included stakeholder engagement, analysis of incentive regulation frameworks, and evaluation of performance-based regulation (PBR) models.

RESPONSES OF SOLAR NOVA SCOTIA (SNS) TO INFORMATION REQUESTS OF THE SMALL BUSINESS ADVOCATE ON INTERVENOR EVIDENCE (EXHIBIT E-24) (NON-CONFIDENTIAL) To: Melissa P. MacAdam, Blackburn Law Inc., Small Business Advocate From: David Brushett,...

AI summary Solar Nova Scotia (SNS) responds to information requests from the Small Business Advocate regarding intervenor evidence in a regulatory proceeding. The response is dated July 17, 2026, and is addressed to Melissa P. MacAdam of Blackburn Law Inc.

Michael Goldman Principal Energy Efficiency, DSM, Demand Response & Integrated Planning Energy Efficiency Planning DSM Portfolio Strategy Regulatory Support Stakeholder Facilitation EM&V / Cost-Effectiveness Electrification & DR

AI summary Michael Goldman is a principal specializing in energy efficiency planning, DSM portfolio strategy, regulatory support, stakeholder facilitation, and electrification and demand response. His work includes EM&V and cost-effectiveness analysis.

Apex Analytics — Principal 2023–Present - Supports utilities and program administrators on energy efficiency and DSM planning, including plan development processes, project timelines, stakeholder engagement structures, drafting templates,...

AI summary Apex Analytics, as a principal, supports utilities and program administrators in energy efficiency and DSM planning, including regulatory filings, stakeholder engagement, and policy development. They have worked on the Mass Save planning process and provide expertise in affordability, cost recovery, and program design.

Stakeholder Facilitation Working group facilitation, meeting design, comment matrices, public listening sessions, conflict resolution, and consensus-building.

AI summary The document discusses stakeholder facilitation activities, including working group facilitation, meeting design, comment matrices, public listening sessions, conflict resolution, and consensus-building.

e acute affordability pressures people are facing today, while continuing to deliver meaningful savings on energy bills both now and over the long term. And we did not develop this plan in isolation. This has been one of the most collabora...

AI summary EfficiencyOne emphasizes the collaborative development of the DSM Plan, involving the Demand Side Management Advisory Group (DSMAG) and stakeholders. The plan includes a mid-plan review to allow for ongoing engagement and adjustments as the electricity landscape evolves.

_0_Picture_21.jpeg) vehicle technology assessment, and stakeholder engagement within the resident ial, commercial, industrial and transportation sectors. PG will deliver the following study outputs: - A transparent and t horoughly document...

AI summary Posterity Group (PG) is conducting an energy efficiency and market research study for utilities, including the development of an electronic technical reference manual and potential assessments. PG is also engaged by the Canadian Mortgage and Housing Corporation (CMHC) to study housing technologies that improve resilience against climate change, with a focus on overheating and flood prevention.

Board Hearings are open to the public and you may participate as follows: - You may listen to the live hearing by visiting the Board's website at and selecting the "Listen to Live Hearings" option. This will enable you to see the electroni...

AI summary The document outlines public participation methods for Board hearings, including live listening, speaking, written comments, and intervenor requests. Deadlines for participation are specified, with key dates including Monday, July 6, 2026, for speaking/written comments and Tuesday, April 21, 2026, for intervenor requests. Contact details and procedures are provided.

Appendix C • Alternate Scenario - 2027-2031 DSM Resource Plan Appendix D : Proposed form of DSM Purchase Agreement Redline Appendix E : Proposed form of DSM Purchase Agreement Clean Appendix F : Proposed Updated Standardized Filing Framewo...

AI summary EfficiencyOne and NS Power propose a 5-year DSM Purchase Agreement (2027-2031) under the Public Utilities Act, requiring NSEB approval. The agreement outlines DSM service terms, payment, and compliance with PUA. EfficiencyOne requests continued stakeholder review via the DSM Advisory Group and an interim funding order if the application isn't decided by January 1, 2027.

Board Hearings are open to the public and you may participate as follows: - You may listen to the live hearing by visiting the Board's website at and selecting the "Listen to Live Hearings" option. This will enable you to see the electroni...

AI summary The Board's hearings are open to the public. Participants can listen live online, speak by July 6, 2026, submit written comments by the same date, or request intervenor status by April 21, 2026, with evidence by June 23, 2026.

NOTICE OF INTERVENTION OF: CONSUMER ADVOCATE TAKE NOTICE that the Consumer Advocate hereby intervenes in the above Application and proceeding. The Consumer Advocate represents the interests of residential ratepayers, who may be impacted by...

AI summary The Consumer Advocate intervenes in a regulatory proceeding, representing residential ratepayers potentially affected by an application. They will address issues raised by the Energy Board and other emerging concerns during the process. Legal representation is provided by Pink Larkin, with consulting support from Green Energy Economics Group.

SMALL BUSINESS ADVOCATE TAKE NOTICE that the Small Business Advocate hereby Intervenes in this proceeding in accordance with the regulations. The Small Business Advocate represents 3 classes of small business (namely 10, 11, and 21 small b...

AI summary The Small Business Advocate intervenes in a Nova Scotia regulatory proceeding on behalf of three small business classes (10, 11, 21; general; small industrial). Contact details for representatives (Melissa MacAdam, Rebekah Powell) and consultants (Melissa Whitten) are provided, along with affiliated organizations.

4. PARTICIPATION Solar Nova Scotia intends to participate fully, including filing evidence, submitting interrogatories, and making submissions.

AI summary Solar Nova Scotia intends to fully participate in the regulatory proceeding by filing evidence, submitting interrogatories, and making submissions, indicating their commitment to engage in all procedural aspects of the process.

NOTICE OF INTERVENTION of KWILMU'KW MAW-KLUSUAQN NEGOTIATION OFFICE and ASSEMBLY OF NOVA SCOTIA MI'KMAW CHIEFS TAKE NOTICE that Kwilmu'kw Maw-klusuaqn Negotiation Office (KMKNO) hereby seeks to intervene in the above Applications and Proce...

AI summary KMKNO and ANSMC intervene in a proceeding concerning the 2027-2031 DSM Purchase Agreement and Resource Plan, asserting Mi'kmaw Aboriginal title to Nova Scotia and emphasizing the duty to consult. They highlight the importance of Mi'kmaw access to energy efficiency programs and their role in tripartite negotiations.

Request IR-6 Reference: Exhibit E-1, 2027-2031 DSM Plan, Section 3.3 Demand Response (pages 34-35 of 419), states "The demand response design in the 2027-2031 DSM Plan was informed by a combination of observed implementation experience, up...

AI summary The 2027-2031 DSM Plan's demand response design incorporates implementation experience, modelling updates, and stakeholder feedback. EfficiencyOne (E1) considered hybrid heating measures and collaborated with Eastward Energy and NS Power during modelling. The request asks for details on specific hybrid measures, their modelling under New Construction and Custom programs, and a summary of E1's collaboration with Eastward Energy.

Request IR-41: - Appendix A, page 92 of 112 (pdf pg.180), Table 54: 2027-2031 Outreach Activities: - a. E1 notes that continual improvement of the tools and content on its website and social media platforms is critical for educating and en...

AI summary Request IR-41 includes questions about E1's outreach activities, including measurement of tool effectiveness, definition of 'total awareness score,' and rationale for growing preferred partner membership. E1 is asked to explain metrics and analysis related to these measures.

Questions / Request: a) Has E1 consulted with Mi'kmaw communities to confirm their interest in new battery installations for the Mi'kmaw New Home Construction programs as well as in existing Mi'kmaw homes?

AI summary The proceeding document asks whether E1 has consulted Mi'kmaw communities regarding battery installations for new and existing Mi'kmaw homes under the Mi'kmaw New Home Construction programs. The inquiry focuses on community engagement and project planning.

1 M12780 2 3 NOVA SCOTIA ENERGY BOARD 4 5 IN THE MATTER OF: The Public Utilities Act, as amended. 6 7 IN THE MATTER OF: An Application by EfficiencyOne for Approval of the 2027–2031 8 Demand-Side Management (DSM) Purchase Agreement between...

AI summary The Nova Scotia Energy Board is handling an application by EfficiencyOne for approval of a 2027–2031 Demand-Side Management (DSM) Purchase Agreement with Nova Scotia Power Incorporated and the establishment of a final agreement and DSM Resource Plan. The Small Business Advocate has issued an information request for intervenor evidence, with responses due by July 17, 2026.

INFORMATION REQUESTS TO NS POWER To: Nova Scotia Power Inc. Jennifer Ross, Director, Regulatory Planning Compliance Email: [[email protected]](mailto:[email protected]) From: EfficiencyOne c/o McInnes Cooper Responses Due: Ju...

AI summary EfficiencyOne has submitted information requests to Nova Scotia Power Inc. regarding regulatory planning compliance. Responses are due by July 17, 2026, and the matter is being handled by James R. Gogan of McInnes Cooper.

(2) Technical Panel - Kate McDonald, EfficiencyOne, Senior Manager, Regulatory Strategy - Darryl MacKenzie, EfficiencyOne, Interim Director, Program Performance - Spencer Devereaux, EfficiencyOne, Senior Manager, Demand Response - Nick Osb...

AI summary EfficiencyOne has designated a Technical Panel to address technical questions related to the Application during the hearing before the Board. The panel includes senior staff from EfficiencyOne and an expert witness from Apex Analytics. The Executive Panel will handle strategic and managerial considerations.

Good afternoon, The Board has reviewed the requests from NS Power and the Consumer Advocate about the availability of their witnesses and E1's response. The Board appreciated E1's position and its flexibility. In the circumstances, the Boa...

AI summary The Board has reviewed witness availability requests from NS Power and the Consumer Advocate, and E1's response. The Board will proceed with NS Power's witnesses after E1's, with adjustments if cross-examination is not completed by 2PM on August 5, 2026. The Consumer Advocate's witness will be called unless there is a conflict.

'Patrick Bowman' [ ; 'Patrick Butler' <[[email protected]](mailto:[email protected])>; Pronko, Steve [ ; 'Rebekah Powell' [ ; 'Sai Shetty' [ ; 'Sanem Sergici' <[[email protected]](mailto:[email protected])>; S...

AI summary EfficiencyOne is being asked to provide comments on scheduling constraints during the hearing for its 2027-2031 Demand Side Management (DSM) Plan Application. The request is made by Crystal, who is communicating with NS Power and the Consumer Advocate.

cal aspects about a single subject would need to be asked in a disjointed fashion over two panels, which is neither efficient nor conducive to the Board's appreciation of the evidence being presented. The Board appreciates that, when evide...

AI summary The Board is concerned about the lack of clear responsibility division between panels in the proceeding, which may lead to inefficiency and unfairness. It requests E1 to clarify the sections each panel is responsible for or to use a single witness panel. A response is due by July 27, 2026.

conducting an orderly, efficient and timely hearing and therefore proposes a streamlined format that addresses the Board's process concerns while preserving a coherent presentation of the Application. Accordingly, E1 is prepared to proceed...

AI summary EfficiencyOne proposes a streamlined single witness panel for the hearing to address the Board's concerns about process efficiency while ensuring a coherent presentation of the Application. The panel includes six individuals, with one expert witness and others appearing as witnesses of fact, aiming to reduce redundancy and shorten cross-examination time.

as witnesses of fact. Moving to a single, streamlined panel also reduces the number of E1 witnesses from nine to six, which should shorten the time required for the cross-examination of E1's evidence. This approach should also assist with...

AI summary The document discusses the proposal to streamline the E1 witness panel from nine to six, which would reduce the time required for cross-examination and assist with scheduling constraints, including the unavailability of certain expert witnesses. E1 expresses its commitment to the orderly and expeditious conduct of the hearing.