December 7, 2011
saveONenergy Bi-Weekly UpdateRouselle Gratela – Training SpecialistKyle O’Hearn – Manager, Business Markets Steven Rothwell – Energy Services Manager, Midland PUC Bryan Flannigan – CMVP Principal, ICF Marbek Alex Tiessen – CMVP Senior Associate, ICF Marbek
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Meet the Presenters
Rouselle Gratela
Training Specialist
Steven Rothwell
Energy Services Manager,
Midland PUC
Bryan Flannigan
CMVP Principal,
ICF Marbek
Kyle O’Hearn
Manager, Business Development
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Agenda
1. saveONenergy Update
• Upcoming Webinars Schedule
• Training & Support Updates
• 2010 ERIP Update
2. LDC Best Practices Feature: Engaging Channels and
Supply Chains
3. Evaluation Measurement and Verification (EM&V)
Primer: Why It’s Important to LDCs
4. Questions
saveONenergy Webinars
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Upcoming Webinars Schedule:
Date Webinar Topics Duration Time
Wed Dec 14 saveONenergy Update
o iCon Bug Update
o RETROFIT Small Projects Submission
o Settlements Update
o Market Research Update:
•LDC-level Commercial and Institutional and Industrial profiles
• LDC and regional-level awareness of and attitudes towards
consumer programs and advertising
90 mins 10-11:30
Wed Jan 11 saveONenergy Update
o Marketing and Market Research Webinar
90 mins 10-11:30
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Other Training & Support
• LDC E-blasts• Email us at [email protected]. In your email
subject line, please say SUBSCRIBE
• Distribute the email to others within your organization who may
benefit from the updates
• 2012 CRM Workshops• Small regional RETROFIT CRM demonstrations and training
• Will be looking for centrally-located regional host LDCs
• Please complete this short survey to help us determine specific
areas of focus:
https://www.surveymonkey.com/s/CRM_Workshops
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2010 ERIP and ERII ‘Blend and Extend’ Process
• OPA has developed a solution to address the many
2010 ERIP applications which missed the December 1,
2011 deadline1. Projects that will be completed by December 31, 2011
will fall under ERIP
2. Projects that will NOT be completed by December 31,
2011 must withdraw from ERIP by December 31, 2011• Projects in this category must resubmit completed
applications in RETROFIT before January 1, 2012
• Letters will be sent to LDC Conservation Officers explaining the
process in detail
• These letters will also be attached to this week’s LDC E-Blast
(estimated publication Friday, Dec 9)
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2010 ERIP and ERII ‘Blend and Extend’ Process (cont’d)
• IMPORTANT: Need list of affected projects in both
situations from LDCs by mid January to enable OPA to
complete waivers on your behalf
• Email the completed lists to
• Any questions?
1. See letters attached to E-Blast (Fastest)
2. Contact [email protected]
LDC Best Practices Feature:
Engaging Channels and Supply Chains
Steven Rothwell, Energy Services Manager, Midland Power Utility Corporation
Midland Power Utility Corporation:
Who Are We?
• We have 17 employees and a total of 6,996 customers:
• General service customers >50kW: 279
• Small commercial customers <50kW: 700
• Residential customers: 6017
Internal Resources for CDM Program
• Management assistance is provided by Administrator
• Energy Services Manager, manages the CDM portfolio
CDM Strategy C&I and Industrial
• Midland PUC long term CDM Strategic Plan
• Build underlying capacity for present and future incentive
programs
• Build supply chain communication
• Build a community education program
• Build a community culture of energy awareness
• Build a local energy management industry
• Agree with Ralph Williams – Energy Services Supervisor
at Hydro One Brampton – get into the buildings.
Building Capacity
• Definition: Wikipedia
• development that focuses on understanding the
obstacles that inhibit people, organizations and
governments, from realizing their developmental
goals while enhancing the abilities that will allow them
to achieve measurable and sustainable results
• Two Questions
1. What are Midland’s as a community, obstacles in this
process?
2. What existing abilities (capacity) can we enhance and
build upon?
Our Supply Chain
• Supply chain mapping helped us identify strength and
weaknesses in our community area.
• Identified who are the players
• Identified what I can change (obstacles) and what I
cannot (barriers).
• Identify and direct obstacles to organizations in other Tier
Levels.
• Target specific sectors (retail, service, professional) using
a variety of communication channels
Supply Chain Chart
Industrial – Retrofit Program
• Major Strength (existing capacity)• Existing customer internal capacity - technical workforce
• Existing experience in ERIP Program with positive results
• Some industry involved in ISO
• Wholesaler Field Reps best allies
• Drivers• Remain competitive
• Replace obsolete technology
• Major weakness (obstacles)• Tier 1 – Education and Incentives
• Industrial experience of the Energy Services Manager
• Knowledge of program opportunities
• Economy
• ROI
Commercial - Retrofit Program
• Major Strength (existing capacity)
• One contractor worked in previous ERIP program
• Energy Services Manager area of strength
• Can draw contractors from Direct Install Program
• Major weakness (obstacles)
• Tier 1 – Project Development
• Lack of a sales force
• Lack of knowledge – technology
• Contractors - Confidence to complete applications and
submit data
• Economics – presenting a business case to customers
Making Decisions
Long Term Strategic
Plan
Medium Term Targeted
Daily Operational
GOALS• Work on each level on a regular basis.
• Move projects forward with flexible time lines.
• Avoid distractions from Strategic Plan, your intent must be clear.
• Make time for customers.
Industrial Capacity Success
1. Breakfast Meeting to discuss programs and operational issues. OPA Business Manager presented – June 2011
2. Two day - Dollars to $ense Program in Midland – Oct. 2011
3. Bi-monthly industrial sector updates via E Blast
4. Periodic mail inserts to accounting dept.
5. Introduced ISO 50001 and NRCan Incentives of $25,000
6. Working towards developing networking opportunities with gas utility
7. Schedule Site Visits
8. Continue with Energy Services Manager education• Courses: OPA, AEE, CIET
• Ask questions at site visits, they are the experts
Long Term
Strategic Plan
Medium Term
Targeted
Daily Operational
Commercial Capacity
Success
1. Initiated Contractor Training Program
engaging electrical trades, wholesalers,
Energy Advisors (CEA’s)
2. Drew participants from Direct Install
3. Host learning seminars on the use of
technology (motion sensors, LED
lighting) for the Tier 1 - Project
Development side of the supply chain
– keeps engaged
4. Commercial Bi-monthly E Blast
5. Ongoing support and site visits with
contractors
6. Creating networking opportunities with
Associations and gas utility
Long Term
Strategic Plan
Medium Term
Targeted
Daily Operational
Day 1 – Module A - 2 hours
Group Work Prescriptive Worksheet
Group Work Custom Worksheet
Day 1 - Module B – 2 hours
Opening Online Accounts
Customer Representative
Day 2 – Module C – 2 hours
Measurement & Verification
Engineered Worksheet
Day 2 - Module D – 2 hours
Creating a Business Case
Using RETScreen Economic Analysis
Contractor Training Program
•Use MPUC training room
•Small Group 6 participants
Intent of Education Program
• Users gain confidence in saveONenergy program
• Encourage local contractor engagement
• Increase the level of understanding for the issues the saveONenergy program addresses
• Build capacity for uptake of program for future marketing
Milestones
• 3 Programs run to date – next scheduled in early Feb 2012
• 14 participants completed• 2 wholesaler Reps
• 1 Energy Advisor
• 10 Electrical Contractors
• 1 business owner
Benefits of Contractor Training
• Contractor gains confidence in saveONenergy program
and applications
• Become a sales force (driven by profit)
• Streamline customer experience
• Increase incentive amounts for customers
• Fewer stranded opportunities
• Collect lost watts for utility
• Reduce involvement of CDM Team in administration
Unexpected Benefits of Contractor Training
• Wholesalers, and contractors teaming up to sub-contract
application submissions to saveONenergy website, one
applicant representative for six contractors. This means I
deal with one expert individual not six.
• Attracting industrial electrical contractors
Moving Forward
• Goal achieved - increased underlying capacity for the
lighting retrofits
• 2012
• Break out customer groups
• Increase target marketing and site visits
• Keep electrical contractors plugged in using various
initiatives
• Move on to the HVAC industry and industrial clients
Questions?
Evaluation, Measurement and VerificationWhy it’s important to LDCs
Bryan Flannigan, CMVP Principal ICF MarbekAlex Tiessen, CMVP Senior Associate ICF Marbek
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Overview of Evaluation
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Why do EM&V?
To improve CDM activities by:
• Establishing CDM as a credible and reliable
resource
• Explaining the performance of each program
• Making recommendations to improve each program
• Establish the accountability of the program
administrator
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The Theory of the Touching Mountains
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Shared Values of All CDM Practitioners
Core Value:Improve CDM
Core Value:Improve CDM
Contracted Evaluator Team &Internal Evaluation Team CDM Program Team
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Market
Opportunity
Market
Characterization
Design
Implementation
Tracking
Evaluation
Measurement &
Verification
Development
Adaptation
Energy
Use
System Planning
A Full Cycle of Information is Required
Summary
Report Baseline
Program
origin
Logic Model
&
Targets
Marketing
Metrics &
Indexes
Internal Data
Retrieval,
Performance
Indexes
Evaluation
Study
Final EM&V
Plan
Determine the
performance of
the program
Draft EM&V Plan
Tracking System,
& Forms
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Types of EM&V Studies
Outcome Evaluation
Impact Evaluation
Process Assessment
Market Characterization
Study
Cost Effectiveness
Market Effect Evaluation
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Process Evaluation
Ad
Logic
Goals
Activities
Software
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Documentation and Aspects Reviewed during
Process Evaluation
F) Energy audit conducted by an energy engineer at the participant’s facility
Incomplete
H) Administrator provides the FD w/ request for incentive
A) Marketing/ Communication activities by Administrator
C) Applicant makes an application to participate
B) Enterprises become aware of the program
G) Energy engineer files the report, along w/ request for incentive
K) Participant implements eligible measures
N) Disbursement of incentive to participant
L) Participant sends notice of completion
J) Administrator and participant sign agreement
O) Energy Savings
D) Administrator
assesses completeness of
application
E) Independent reviewer
reviews the application
Refused
I) FD reviews the request for
incentive and approves measures
Refused
M) Independent Reviewer
verifies impl-ementation
Refused
Participation Process, Procedures and Eligibility Criteria:
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Documentation and Aspects Reviewed during
Process Evaluation
Marketing
Strategy
Marketing & Communication
Plan
Communi-cation
Activities
Marketing Strategy: Audiences, Messages, Media, Quality,
Quantity and Effectiveness at Promoting Participation
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Types of EM&V Studies
Outcome Evaluation
Impact Evaluation
Process Assessment
Market Characterization
Study
Cost Effectiveness
Market Effect Evaluation
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Net-to-Gross Ratio (NTG Ratio), Gross Saving and
Net Savings
Net Savings =
Gross SavingsX
NTGRatio
Realization RatioX
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Net-to-Gross Ratio (NTG Ratio), Gross Saving and
Net Savings
Net Savings = Gross
SavingsX
NTGRatio
Realization RatioX
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Gross Savings (Claimed Savings)
Gross Savings
What the applicant “Claims”
happened
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Realized Savings
Net Savings =
Gross SavingsX
NTGRatio
Realization RatioX
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Realized Savings
Net Savings =
Gross SavingsX
NTGRatio
Realization Ratio
X
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What Happens on Site…Stays on Site?
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Definition of Realization Rate
RealizationRatio
Project-Level Gross
(Claimed) Savings
Realized Project-Level Gross Savings
=X
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Definition of Realization Rate
RealizationRatio
Project-LevelGross
(Claimed) Savings
Realized Project-Level Gross Savings=
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Standard Project-Level M&V Methodological
Approaches
EM&V Scoping
Definition of Approaches and Deliverables
Develop Data Collection Instruments
Field Data Collection
Analysis
EM&V Report
M&VPathway
DocumentationReview
Pathway
Simulation ModelsPathway
Billing Data AnalysisPathway
Field Measurements &
More
MultipleOptions
Review of Simple Calculations
Extensive Calculations
Collection of Bldg. Blueprints &
Spec.s
Retrieval of Billing Database
MultipleOptions
RealizationRatio
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Causality and Attribution
REALITY CHECK:
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Net-to-Gross Ratio (NTG Ratio)
Net Savings =
Gross SavingsX
NTGRatio
Realization RatioX
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Net-to-Gross Ratio (NTG Ratio)
Net Savings =
Gross SavingsXNTG
Ratio
Realization RatioX
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Introduction to a Few Distortion Effects:
Free Ridership
Free RidershipParticipants who would have naturally implemented the measure
Source: EM&V Protocols and Requirements, 2010
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Introduction to a Few Distortion Effects:
Spillover
SpilloverNon-participants who have implemented a measure as a result of the program
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Net-to-Gross Ratio (NTG Ratio), Gross Saving and
Net Savings
NTGRatio =
Free Ridership
%100% - Spillover
%+Other
Effects
%±
Net Savings =
Gross SavingsX
NTGRatio
Realization RatioX
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Net Savings
Net Savings =
Gross SavingsX
NTGRatio
Realization RatioX
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Preparing for Evaluators!
What will the evaluators be looking for?
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2-Pronged Level of Evaluation Support
LDC Support
Provide Access to Documentation
Provide Communication
Logistical Support
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Access to Documentation
Process Evaluation
All documents related to Market Characterization
All documents related to the implementation plan:
• In particular: the communication plan, and the transactional
infrastructure (processes and procedures)
The program database (i.e. the content of the tracking system)
Impact Evaluation
Application documentation (hard copy or electronic):
• Application forms, worksheets, equipment spec sheets, project
invoices, M&V Plan, M&V Report, Review reports,
Both
Contact information for:
• Applicants, their service providers, and the third-party reviewers (if
applicable)
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Source: Northwest Energy Efficiency Alliance, Market Research Report - Variable Frequency Drive, June 2000
‘Market Structure’, or, ‘The History of the
Market’
Manufacturers:•Who are they?•Where are they located?•What are their driving factors?•How do they sell?, etc.
Distributors:•Who are they?•How do they buy?•How do they sell?•Where is their highest profit?
etc.
Competing technologies:•What are they?•How do they buy?•How do they sell?•Where is their highest profit?, etc.
Market Intermediaries:•Who are they?•How do they make money?•How effective are they?•What is their level of capacity?•To what human resources do they have access?
etc.
Consumers:•Who are they?•How can they be segmented?•Where do they buy?•Why do they buy?•What are their driving factors?•What are the barriers to purchases?, etc.
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Implementation Plan
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Tie Up
Target Audiences, Key Messages and Media
Target Audience(s)
a.k.a. Channels
MessagesWhat will they want to
know about the program and the Typical Measure
Profile(s)?
MediaHow does the Program
best reach them?
Indicator of Scale and Scope
What level of priority does this audience
have?(Low/Medium/High)
Audience AInnovatorsEarly AdoptersPragmatists
•Program info•Monetary Savings•GHG Reductions•Effect of Innovation on the Market
•Trade Shows•Real-Estate Websites•Green Associations Memberships
High
Audience BInstallationContractors
•Program Info•Profitability Increase•Sales Increase•Staff Training Opportunity
•Trade Shows•Cold Calling
High
Audience COther Consumers
•Program Info•Monetary Savings•Property Value Increase
•Real-Estate Websites•Realtors
Low
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Operations ManualOperations Manual Contents
Overview of Program
Program Stages
Program Flow Charts
Responsibility Chart
Program Procedures
Annex: Application Forms
Annex: Program Guide
Annex: Internal Forms
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Operations Manual ContentsOperations Manual
Overview of Program
Program Stages
Program Flow Charts
Responsibility Chart
Program Procedures
Annex: Application Forms
Annex: Program Guide
Annex: Internal Forms
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Operations Manual ContentsOperations Manual
Overview of Program
Program Stages
Program Flow Charts
Responsibility Chart
Program Procedures
Annex: Application Forms
Annex: Program Guide
Annex: Internal Forms
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Operations Manual ContentsOperations Manual
Overview of Program
Program Stages
Program Flow Charts
Responsibility Chart
Program Procedures
Annex: Application Forms
Annex: Program Guide
Annex: Internal Forms
• Program Procedures
• Describe what is to be done, by
whom, when and using what forms
as required
• Should contain service
requirements (“within 5 business
days”)
• Usually separate from the
software/tracking system
instructions (may require their own
instructions)
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Access to Documentation
Process Evaluation
All documents related to Market Characterization
All documents related to the implementation plan:
• In particular: the communication plan, and the transactional
infrastructure (processes and procedures)
The program database (i.e. the content of the tracking system)
Impact Evaluation
Application documentation (hard copy or electronic):
• Application forms, worksheets, equipment spec sheets, project
invoices, M&V Plan, M&V Report, Review reports,
Both
Contact information for:
• Applicants, their service providers, and the third-party reviewers (if
applicable)
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Application Documentation
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Access to Documentation
Process Evaluation
All documents related to Market Characterization
All documents related to the implementation plan:
• In particular: the communication plan, and the transactional
infrastructure (processes and procedures)
The program database (i.e. the content of the tracking system)
Impact Evaluation
Application documentation (hard copy or electronic):
• Application forms, worksheets, equipment spec sheets, project
invoices, M&V Plan, M&V Report, Review reports,
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Communication Logistics
Internal
CDM Staff should be available for interviews
Third-Party Review Staff should be available for interviews
External – Part 1
Implementation phase:
• Applicants should be notified that
an evaluator may be reviewing
their file and visiting their facility.
• Service Providers should be
notified that they may need to
accompany evaluators on site if
the applicant isn’t familiar enough
with the project.
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Communication Logistics
External – Part 2
Evaluation phase :
• Sample applicants should be notified in advance of being contacted by
the evaluator
• Sample applicants should contact their service provider when
applicable.
• Reviewers should be prepared to answer questions and support their
findings
The evaluator may contact applicants, service
providers and/or reviewers to ask questions
about applications, to coordinate a site visit, or
to administer a survey to collect attribution and
process evaluation data.
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Discussion & Questions
Bryan Flannigan, P.Eng. CVMPPrincipal - CDM Program Services
ICF Marbek
613-523-0784
