The document discusses approaches to providing financial incentives for utilities to promote energy efficiency. It begins with an overview of the Regulatory Assistance Project, a nonprofit organization that advises on sustainable energy policies. It then outlines various types of incentives including performance-based incentives like shared savings and management fees, as well as cost capitalization approaches. The document surveys specific incentive programs in states like Arizona, California, and Colorado, highlighting design considerations and lessons learned.
Course on Regulation and Sustainable Energy in Developing Countries - Session 7Leonardo ENERGY
It is recognized that Energy Efficiency shall be the major component of any energy policy.
Session 7 introduces the institutional framework needed to implement energy efficiency (energy agency, utility Demand Side Management, other) notably by presenting the example of Tunisia.
It deals with the way to fund energy efficiency programmes via tax and social levies or carbon finance. This session gives an overview of white certificates schemes notably with the examples of India and Uruguay, and introduces different support energy efficiency schemes (grants, tax incentives, soft loan,other).
Overview of Utility Challenges and Responses to Distributed Solar EnergyScottMadden, Inc.
Utility planning is changing with the rapid growth of distributed solar in certain markets. Over the long term, market fundamentals favor the continued growth of distributed solar energy. This will access business and operational challenges for utilities. This insight outlines strategies utilities can deploy to successfully incorporate distributed solar energy into their business model or generation portfolio.
Community Solar: Overview of an Emerging Growth MarketScottMadden, Inc.
Community solar is a rapidly emerging model that combines the value of direct customer “ownership” of rooftop solar with the flexibility and economic advantages of utility-scale solar. Successfully implementing a community solar program is not simple and requires a coordinated approach to successfully enter the market. ScottMadden has assisted clients directly with the development and evaluation of community and rooftop solar programs. Our deep understanding of utility businesses has helped us assist in implementing new technologies for utilities from rooftop solar to electric vehicles. Download this report or visit www.scottmadden.com to learn more about the community solar market and our capabilities to help.
Course on Regulation and Sustainable Energy in Developing Countries - Session 7Leonardo ENERGY
It is recognized that Energy Efficiency shall be the major component of any energy policy.
Session 7 introduces the institutional framework needed to implement energy efficiency (energy agency, utility Demand Side Management, other) notably by presenting the example of Tunisia.
It deals with the way to fund energy efficiency programmes via tax and social levies or carbon finance. This session gives an overview of white certificates schemes notably with the examples of India and Uruguay, and introduces different support energy efficiency schemes (grants, tax incentives, soft loan,other).
Overview of Utility Challenges and Responses to Distributed Solar EnergyScottMadden, Inc.
Utility planning is changing with the rapid growth of distributed solar in certain markets. Over the long term, market fundamentals favor the continued growth of distributed solar energy. This will access business and operational challenges for utilities. This insight outlines strategies utilities can deploy to successfully incorporate distributed solar energy into their business model or generation portfolio.
Community Solar: Overview of an Emerging Growth MarketScottMadden, Inc.
Community solar is a rapidly emerging model that combines the value of direct customer “ownership” of rooftop solar with the flexibility and economic advantages of utility-scale solar. Successfully implementing a community solar program is not simple and requires a coordinated approach to successfully enter the market. ScottMadden has assisted clients directly with the development and evaluation of community and rooftop solar programs. Our deep understanding of utility businesses has helped us assist in implementing new technologies for utilities from rooftop solar to electric vehicles. Download this report or visit www.scottmadden.com to learn more about the community solar market and our capabilities to help.
First part of the project the main idea is micro financing municipality for the implementation of new technologies or solutions to cut energy costs, minimum 500 k Euro up to 2 mill Euro.
We are in negotiation with few investors, and we finished monitoring up of 100 municipality.
By leveraging more than 30 years of energy expertise, ScottMadden has developed an approach to help clients implement cybersecurity programs that target enterprise risks and demonstrate tangible evidence of improving cybersecurity capabilities. This approach engages business stakeholders to answer the following strategic questions:
1. What are our biggest enterprise cybersecurity risks?
2. What is the appropriate response to these risks?
3. How will success be measured?
4. How will we get there?
We align with energy sector guidance to meet industry expectations, and we integrate with enterprise governance to direct and monitor implementation progress, ongoing performance, and assurance.
This report highlights ScottMadden’s approach to strategic cybersecurity.
For more information, please visit www.scottmadden.com.
Energy efficiency project financing in indiaJayant Sinha
Energy efficiency financing is critical to the success of the project. This presentation explains the various institutional mechanisms set up by the Ministry of Power, Govt. of India to promote and finance energy efficiency projects in India.
This presentation was delivered at the conference organized by Karnataka Renewable Energy Development Ltd (KREDL), in association with the Society of Energy Engineers and Managers (SEEM).
SEC Adopts Enhanced Compensation and Corporate Governance Proxy Disclosure Rules for 2010 Proxy Season
A Practical Approach to What Companies, Boards and Compensation Committees Need to Do Now
At the Public Utilities Fortnightly event, Stuart Pearman, partner and energy practice leader at ScottMadden, presented his views on the economic consequences of new models.
Traditionally, utilities have been known for their security as an investment, their regular dividend payments, and their long-term dependability. They have been well rated by the agencies, and their stock has done well in a time of low interest rates. But some say their future is cloudy. If the traditional model is changing, what do they offer investors? Will their Wall Street ratings decline? Will raising money be more difficult?
This presentation explores the evolution of the business model—the current business model, future potential models, risks, reactions from financial markets, and the process to get from here to there.
For more information, please visit www.scottmadden.com.
Given the myriad challenges faced by the industry today, natural gas local distribution companies can benefit from assessing business performance through benchmarking to help identify performance gaps and improvement opportunities. ScottMadden has a low-cost approach to providing this information to its clients, as described in our Natural Gas Benchmarking document. The objective of this review is to provide high-level financial and operating comparisons that will help company management identify potential opportunities for improvement.
For more information, please visit www.scottmadden.com.
Innovative Funding Options for Energy Efficiency InitiativesConstellation
Businesses across North America are looking to energy efficiency programs to reduce energy costs and satisfy environmental goals. However, implementing efficiency measures can be challenging when upfront capital, expertise, and resources are limited or unavailable.
This white paper highlights an overview of available options to overcome these limitations. These options include:
- Energy Performance Contracting (EPCs)
- Design/Build Programs
- In-Electric Rate Funding
- Newer option requiring no upfront capital
- Funding via energy cost savings over 3 to 5 years
This report discusses the current business and regulatory environment that is resulting in the increased use of innovative ratemaking techniques, including the consideration by some utilities and jurisdictions of a multiyear rate plan (MYRP) filing. It also provides an overview of the different MYRP approaches being utilized, including case studies in selected states and key takeaways from each approach, and summarizes future trends regarding the use of MYRP filings.
This document contains the highlights of a presentation made at the EEI Fall Accounting Conference in Miami, Florida on November 15, 2017.
The presentation entitled, “Effective Rate Case Management,” discussed: How the current regulatory landscape is impacting rate cases, how you can improve regulatory outcomes, and how to plan and manage a successful case – lessons learned.
For additional information, please contact us at www.scottmadden.com.
Sustainable Financing: The Equator Principles and the Financing of Water and ...CPWF Mekong
By Ian Mathews, Regional Head, Project & Structured Finance Australia and New Zealand Banking Group Ltd
Presented at the Mekong Forum on Water, Food and Energy
Phnom Penh, Cambodia
December 7-9, 2011
Session 7: Financing and Revenue Management in water and energy resources development
EEI Strategic Issues Forum - Integration of DER: California and New YorkScottMadden, Inc.
Cristin Lyons, partner and grid transformation practice leader at ScottMadden, recently presented, "Integration of DER: California and New York," at the EEI Strategic Issues Form.
California and New York are leading the country in integrating Distributed Energy Resources (DER); however, their approaches are different. It’s worth understanding some of the nuances of their respective proceedings and to clarify what they are (and are not) trying to accomplish. Each will provide unique lessons to both utilities and regulators that are attempting to integrate ever-increasing amounts of DER.
For more information, please visit www.scottmadden.com.
Cost principles for organizations that receive federal grants have traditionally existed in silos. Educational institutions, state and local governments and non-profit organizations faced different cost principle requirements under their respective Office of Management and Budget (OMB) Circulars. The OMB’s latest guidelines do away with the separation among the three entity types and merge them into one combined set of cost principles.
Regulatory incentives for reduction of network lossesLeonardo ENERGY
Environmental concerns remain a driving force for European energy policy, as exemplified by last years’ directive on energy efficiency. The directive sets the legislative framework to achieve energy efficiency targets. Since electricity network losses comprise a significant component of electricity demand, regulatory incentives to facilitate loss reduction in electricity networks should be in place. This webinar evaluates the incentives for investments in low-loss equipment in differing regulatory settings and outlines pathways to assure the proper embedding of these incentives.
First part of the project the main idea is micro financing municipality for the implementation of new technologies or solutions to cut energy costs, minimum 500 k Euro up to 2 mill Euro.
We are in negotiation with few investors, and we finished monitoring up of 100 municipality.
By leveraging more than 30 years of energy expertise, ScottMadden has developed an approach to help clients implement cybersecurity programs that target enterprise risks and demonstrate tangible evidence of improving cybersecurity capabilities. This approach engages business stakeholders to answer the following strategic questions:
1. What are our biggest enterprise cybersecurity risks?
2. What is the appropriate response to these risks?
3. How will success be measured?
4. How will we get there?
We align with energy sector guidance to meet industry expectations, and we integrate with enterprise governance to direct and monitor implementation progress, ongoing performance, and assurance.
This report highlights ScottMadden’s approach to strategic cybersecurity.
For more information, please visit www.scottmadden.com.
Energy efficiency project financing in indiaJayant Sinha
Energy efficiency financing is critical to the success of the project. This presentation explains the various institutional mechanisms set up by the Ministry of Power, Govt. of India to promote and finance energy efficiency projects in India.
This presentation was delivered at the conference organized by Karnataka Renewable Energy Development Ltd (KREDL), in association with the Society of Energy Engineers and Managers (SEEM).
SEC Adopts Enhanced Compensation and Corporate Governance Proxy Disclosure Rules for 2010 Proxy Season
A Practical Approach to What Companies, Boards and Compensation Committees Need to Do Now
At the Public Utilities Fortnightly event, Stuart Pearman, partner and energy practice leader at ScottMadden, presented his views on the economic consequences of new models.
Traditionally, utilities have been known for their security as an investment, their regular dividend payments, and their long-term dependability. They have been well rated by the agencies, and their stock has done well in a time of low interest rates. But some say their future is cloudy. If the traditional model is changing, what do they offer investors? Will their Wall Street ratings decline? Will raising money be more difficult?
This presentation explores the evolution of the business model—the current business model, future potential models, risks, reactions from financial markets, and the process to get from here to there.
For more information, please visit www.scottmadden.com.
Given the myriad challenges faced by the industry today, natural gas local distribution companies can benefit from assessing business performance through benchmarking to help identify performance gaps and improvement opportunities. ScottMadden has a low-cost approach to providing this information to its clients, as described in our Natural Gas Benchmarking document. The objective of this review is to provide high-level financial and operating comparisons that will help company management identify potential opportunities for improvement.
For more information, please visit www.scottmadden.com.
Innovative Funding Options for Energy Efficiency InitiativesConstellation
Businesses across North America are looking to energy efficiency programs to reduce energy costs and satisfy environmental goals. However, implementing efficiency measures can be challenging when upfront capital, expertise, and resources are limited or unavailable.
This white paper highlights an overview of available options to overcome these limitations. These options include:
- Energy Performance Contracting (EPCs)
- Design/Build Programs
- In-Electric Rate Funding
- Newer option requiring no upfront capital
- Funding via energy cost savings over 3 to 5 years
This report discusses the current business and regulatory environment that is resulting in the increased use of innovative ratemaking techniques, including the consideration by some utilities and jurisdictions of a multiyear rate plan (MYRP) filing. It also provides an overview of the different MYRP approaches being utilized, including case studies in selected states and key takeaways from each approach, and summarizes future trends regarding the use of MYRP filings.
This document contains the highlights of a presentation made at the EEI Fall Accounting Conference in Miami, Florida on November 15, 2017.
The presentation entitled, “Effective Rate Case Management,” discussed: How the current regulatory landscape is impacting rate cases, how you can improve regulatory outcomes, and how to plan and manage a successful case – lessons learned.
For additional information, please contact us at www.scottmadden.com.
Sustainable Financing: The Equator Principles and the Financing of Water and ...CPWF Mekong
By Ian Mathews, Regional Head, Project & Structured Finance Australia and New Zealand Banking Group Ltd
Presented at the Mekong Forum on Water, Food and Energy
Phnom Penh, Cambodia
December 7-9, 2011
Session 7: Financing and Revenue Management in water and energy resources development
EEI Strategic Issues Forum - Integration of DER: California and New YorkScottMadden, Inc.
Cristin Lyons, partner and grid transformation practice leader at ScottMadden, recently presented, "Integration of DER: California and New York," at the EEI Strategic Issues Form.
California and New York are leading the country in integrating Distributed Energy Resources (DER); however, their approaches are different. It’s worth understanding some of the nuances of their respective proceedings and to clarify what they are (and are not) trying to accomplish. Each will provide unique lessons to both utilities and regulators that are attempting to integrate ever-increasing amounts of DER.
For more information, please visit www.scottmadden.com.
Cost principles for organizations that receive federal grants have traditionally existed in silos. Educational institutions, state and local governments and non-profit organizations faced different cost principle requirements under their respective Office of Management and Budget (OMB) Circulars. The OMB’s latest guidelines do away with the separation among the three entity types and merge them into one combined set of cost principles.
Regulatory incentives for reduction of network lossesLeonardo ENERGY
Environmental concerns remain a driving force for European energy policy, as exemplified by last years’ directive on energy efficiency. The directive sets the legislative framework to achieve energy efficiency targets. Since electricity network losses comprise a significant component of electricity demand, regulatory incentives to facilitate loss reduction in electricity networks should be in place. This webinar evaluates the incentives for investments in low-loss equipment in differing regulatory settings and outlines pathways to assure the proper embedding of these incentives.
Reflecting on pedagogical practices with electronic portfolios.Ann Davidson
This communication discusses the implementation of an ePortfolio designed to encourage self-regulation in learners. First, it presents the Québec political context from which the necessity of providing students with a competency based education arises. Second, a brief literature review provides some arguments about the development of technological competencies in learners and teachers and about the orientation that pedagogy can take. This study strived to answer two research questions: 1) After using an ePortfolio during a school year, what are the pedagogical activities that teachers identify as being valuable to conduct with students? 2) What are the teachers’ perceptions of the influence of an ePortfolio on student learning and on their pedagogical approaches? We conducted interviews and a focus group with French Québécois teachers. The results of this grounded theory show that the ePortfolio implementation was a good experience for some teachers, but other teachers faced more important issues during the implementation phase.
Energy Efficiency Incentives: A Simple Road MapEnoetics, LLC
a simple presentation walking you through the processes and pitfalls of securing cash electric utility provider incentives and rebates for installing energy conservation measures in your commercial building or government/educational facility.
An overview type of presentation on energy efficiency of telecommunication networks indicating which approaches are more effective than the others. Also pointed out that different actors in the system optimize different optimization problems of energy consumption.
Practical approaches to Renewable Energy and Energy Efficiencyreeep
CTI Industry Joint Seminar: Prospects for Energy
Efficiency and Renewable Energy Technologies
in CIS countries - Practical approaches to Renewable Energy and Energy Efficiency - Dr. Marianne Osterkorn, REEEP
This is normally my story line whenever I was asked/requested/invited to share with audience on the way forward for energy efficiency industry in Malaysia when I was I the government trying to push for EE agenda..and my opinions and thoughts are still the same until today and look like for longer time
Industrial energy efficiency - approaches, technologies and policies, Girish ...ESD UNU-IAS
This lecture is part of the 2016 ProSPER.Net Young Researchers’ School on sustainable energy for transforming lives: availability, accessibility, affordability
The U.S. power sector has evolved drastically. New goals for resilient, clean, affordable, and safe electricity has transitioned the sector away from cost of service regulation and toward performance-based regulation (PBR). PBR changes the central question from "did we pay the right amount for what we got?" to instead, "Are we paying the right amount for what we want?". With PBR, rather than revenue increasing as utility investment increases, revenue increases as performance improves. There are a handful of ways to design PBR well, many of which are embodied in examples from utilities in Illinois and the UK.
Energy management awareness program for decision makersZAINI ABDUL WAHAB
Presentation materials to introduce to decision makers of organizations to trigger the awareness among them with less technical contents and more on commitment required from them
Investment-need, Appraisal and criteria, Financial analysis techniques-Simple pay back period, Return on investment, Net present value, Internal rate of return, Cash flows, Risk and sensitivity analysis; Financing options, Energy performance contracts and role of ESCOs.
Webinar: Energy Data - The New Profit LeverUrjanet
Every day, there's more news about how big data will change the way our society functions, especially when it comes to energy. More businesses are looking to big data as a way to manage their energy consumption, and reduce carbon emissions...but where does good energy data come from? In Urjanet's webinar "Energy Data - The New Profit Lever" our panel of experts explores how timely, automated, Big Energy Data can give multi-facility organizations the insights needed for better energy management. Featuring subject matter experts from eSight Energy and Verdantix - a leading research analyst firm - the slides show how energy data can be used across multiple departments to lower costs, reduce energy consumption, and improve profitability. This presentation can be utilized by any professional whose work focuses on energy management, sustainability, accounting, procurement, energy engineering, commercial real estate, energy management for retailers, bill pay providers, energy management software providers, energy services providers, utilities, finance, or facilities management.
This presentation will show you how strategically implementing FPL Business Energy Evaluation (BEE) recommendations can help reduce your overhead. Excerpts from a real company’s BEE will be shared and used to demonstrate the planning steps required to realize your savings goal. You will also get tips on engaging your employees and funding your plan.
IMPLEMENTATION OF ENERGY MANAGEMENT SYSTEM TO IMPROVE ENERGY EFFICIENCY ZAINI ABDUL WAHAB
As presented at Green Buildings and Parks 2015.
An overview of the strategic approach to propose, to start and implement effective energy management system for companies
Distributed energy resources (DERs) can provide net benefits to the electric system (e.g., congestion relief) and broader society (e.g., emission reductions). However, despite these advantages, the deployment of high penetrations of DER has proved challenging. Against this backdrop, the electric utility is often singled out as a fundamental barrier to deployment of DER assets. To overcome the perceived electric utility shortcomings, many stakeholders conclude that a completely new model is needed for the electric industry.
ScottMadden disagrees with this assessment and instead believes electric utilities maintain natural advantages that can be leveraged to deploy renewables and DER assets as well or better than some models being offered. In our 51st Phase II Roadmap, ScottMadden proposes leveraging the natural advantages of the electric utility in order to accelerate the deployment and penetration of DER assets.
Distributed energy resources (DERs) can provide net benefits to the electric system (e.g., congestion relief) and broader society (e.g., emission reductions). However, despite these advantages, the deployment of high penetrations of DER has proved challenging. Against this backdrop, the electric utility is often singled out as a fundamental barrier to deployment of DER assets. To overcome the perceived electric utility shortcomings, many stakeholders conclude that a completely new model is needed for the electric industry.
ScottMadden disagrees with this assessment and instead believes electric utilities maintain natural advantages that can be leveraged to deploy renewables and DER assets as well or better than some models being offered. In our 51st Phase II Roadmap, ScottMadden proposes leveraging the natural advantages of the electric utility in order to accelerate the deployment and penetration of DER assets.
For more information, please visit www.scottmadden.com.
Practical approach of ENERGY MANAGEMENT to sustain profitabilityZAINI ABDUL WAHAB
OUTLINE - KEY HIGHLIGHTS!
Corporate trends & potentials for energy savings to increase profitability
Barriers and counter measures for organizations to implement EE
Key success factors & steps to reduce energy costs
Support measures required from the government
What’s next?
Course on Regulation and Sustainable Energy in Developing Countries - Session...Leonardo ENERGY
Session 7 introduces the institutional framework needed to implement energy efficiency (energy agency, utility Demand Side Management, other) notably by presenting the example of Tunisia.
It deals with the way to fund energy efficiency programmes via tax and social levies or carbon finance. This session gives an overview of white certificates schemes notably with the examples of India and Uruguay, and introduces different support energy efficiency schemes (grants, tax incentives, soft loan,other).
Similar to Energy Efficiency Incentives for Utilities: A Review of Approaches So Far (20)
Decoupling: Characteristics and Impactswayneshirley
This presentation focuses on decoupling revenues from sales and analyzes the impacts of decoupling on residential customers with low, average and high energy usage under inclining block rates, flat rates and straight-fixed variable rates. Author: Wayne Shirley
Characteristics of Effective Resource Planningwayneshirley
This presentation was given at the Asia - Pacific Dialogue on Clean Energy Governance and Regulation, held in Manila, Philippines on June 21-22, 2010. Wayne Shirley and Rick Weston presented at the forum and served as session chairs. In this presentation he discusses the various aspects of implementing energy efficiency, such as measuring and delivering it.
Mechanics & Application of Decoupling: Prepared for the Office of the Ohio Co...wayneshirley
This presentation by Wayne Shirley was prepared for the Office of the Ohio Consumers’ Counsel. In this presentation on decoupling, Wayne Shirley discusses the different types of decoupling and how they work, how they are administered, risks and other issues faced by decoupling.
This presentation includes the fundamentals of decoupling, a discussion of alternatives to decoupling, and a review of the cost of capital impacts of decoupling.
Authors: Jim Lazar, Wayne Shirley
हम आग्रह करते हैं कि जो भी सत्ता में आए, वह संविधान का पालन करे, उसकी रक्षा करे और उसे बनाए रखे।" प्रस्ताव में कुल तीन प्रमुख हस्तक्षेप और उनके तंत्र भी प्रस्तुत किए गए। पहला हस्तक्षेप स्वतंत्र मीडिया को प्रोत्साहित करके, वास्तविकता पर आधारित काउंटर नैरेटिव का निर्माण करके और सत्तारूढ़ सरकार द्वारा नियोजित मनोवैज्ञानिक हेरफेर की रणनीति का मुकाबला करके लोगों द्वारा निर्धारित कथा को बनाए रखना और उस पर कार्यकरना था।
03062024_First India Newspaper Jaipur.pdfFIRST INDIA
Find Latest India News and Breaking News these days from India on Politics, Business, Entertainment, Technology, Sports, Lifestyle and Coronavirus News in India and the world over that you can't miss. For real time update Visit our social media handle. Read First India NewsPaper in your morning replace. Visit First India.
CLICK:- https://firstindia.co.in/
#First_India_NewsPaper
An astonishing, first-of-its-kind, report by the NYT assessing damage in Ukraine. Even if the war ends tomorrow, in many places there will be nothing to go back to.
‘वोटर्स विल मस्ट प्रीवेल’ (मतदाताओं को जीतना होगा) अभियान द्वारा जारी हेल्पलाइन नंबर, 4 जून को सुबह 7 बजे से दोपहर 12 बजे तक मतगणना प्रक्रिया में कहीं भी किसी भी तरह के उल्लंघन की रिपोर्ट करने के लिए खुला रहेगा।
In a May 9, 2024 paper, Juri Opitz from the University of Zurich, along with Shira Wein and Nathan Schneider form Georgetown University, discussed the importance of linguistic expertise in natural language processing (NLP) in an era dominated by large language models (LLMs).
The authors explained that while machine translation (MT) previously relied heavily on linguists, the landscape has shifted. “Linguistics is no longer front and center in the way we build NLP systems,” they said. With the emergence of LLMs, which can generate fluent text without the need for specialized modules to handle grammar or semantic coherence, the need for linguistic expertise in NLP is being questioned.
01062024_First India Newspaper Jaipur.pdfFIRST INDIA
Find Latest India News and Breaking News these days from India on Politics, Business, Entertainment, Technology, Sports, Lifestyle and Coronavirus News in India and the world over that you can't miss. For real time update Visit our social media handle. Read First India NewsPaper in your morning replace. Visit First India.
CLICK:- https://firstindia.co.in/
#First_India_NewsPaper
31052024_First India Newspaper Jaipur.pdfFIRST INDIA
Find Latest India News and Breaking News these days from India on Politics, Business, Entertainment, Technology, Sports, Lifestyle and Coronavirus News in India and the world over that you can't miss. For real time update Visit our social media handle. Read First India NewsPaper in your morning replace. Visit First India.
CLICK:- https://firstindia.co.in/
#First_India_NewsPaper
Energy Efficiency Incentives for Utilities: A Review of Approaches So Far
1. Energy Efficiency Incentives
for Utilities: A Review of
Approaches So Far
Wayne Shirley and Lisa Schwartz
Presented at Idaho Office of Energy Resources Workshop
October 6, 2009
The Regulatory Assistance Project
Maine ♦ Vermont ♦ Illinois ♦ New Mexico ♦ California ♦ Oregon
2. Regulatory Assistance Project
Nonprofit organization founded in 1992 by
experienced energy regulators
Advises policymakers on economically and
environmentally sustainable policies in the
regulated energy sectors
Funded by U.S. DOE & EPA, the Energy
Foundation, ClimateWorks and other
foundations
We have worked in 40+ states and 16 nations
2
3. Today’s Workshop
Idaho Power’s current regulatory structure
Role of positive financial incentives for utilities in
promoting all cost-effective energy efficiency
Types of incentives, key design features, pros and
cons, and challenges
Modeling results for a prototype Southwest utility
Straw proposals to flesh out for next workshop
3
4. Do Utilities Need Energy
Efficiency Incentives?
All regulation is “incentive regulation.”
– What utility behavior is motivated by the
financial incentives inherent in regulation in
Idaho?
If you want to achieve aggressive demandside savings goals, you need utilities
motivated to get there.
4
5. Do Utilities Need Energy
Efficiency Incentives?
Decoupling only removes the throughput incentive; it does
not provide an incentive to acquire energy efficiency.
The energy efficiency program manager functions best with:
1.
2.
Clear performance metrics
Alignment of financial risks and rewards for those metrics
Incentives make EE manager squarely responsible for
developing best program designs, partnerships and
marketing strategies
Shareholder incentives should encourage superior
performance
– Incentives should be put into place when EE programs are ramping
up to high levels or to motivate a utility to continue performing at a
high level
5
6. Challenges
Creating meaningful financial incentives for
EE requires approaches and complementary
policies that will keep program administrators
digging deep and comprehensively for both
energy and capacity savings.
Measurement and verification takes on new
importance when earnings and penalties hang
in the balance. How to link earnings recovery
to M&V results remains challenging and
controversial.
6
7. Types of Positive
Financial Incentives
Performance Based
– Shared Savings: Earnings based on percentage of “net” benefits
(resource savings minus costs) or avoided costs of EE, often tied to a
minimum threshold of kWh/kW reductions
– Management Fee: Earnings based on percentage of program costs if
manager achieves or exceeds goals – e.g., energy/capacity savings,
participation or installation levels, reductions in administrative costs
– Standard Performance Contracting: Incentive payments per kWh
and kW of savings from installed measures, under standardized terms
Cost Capitalization
– Annual EE program costs included in rate base and amortized over
time; utility earns authorized rate of return on equity, potentially with
a bonus ROE
7
8. Performance-Based
Incentives
Pro – Well-designed mechanisms can
control utility DSM expenditures by
rewarding increased program penetration
and minimizing program costs
Con – Requires more analysis (determining
net benefits) and, for shared-savings
mechanisms, M&V is even more critical
8
9. Design Considerations for
Performance-Based Incentives
Performance metrics
– Focus on savings – kWh, kW, therms, carbon – not just “net benefits”
– Consider additional metrics – e.g., market transformation indicators, maximizing
cost-effectiveness and net benefits, minimizing costs, equity
– Should be observable, measurable, verifiable, clearly aligned with policy
objectives, and not create perverse incentives
Earnings structure
– Earning rates
• Compare with risk, return on utility-owned supply-side resources?
• Don’t pay more than it takes to induce the investment you want
– Steep changes in incentive rates vs. sliding scale incentives
• Avoid structures where a small change in savings means a large change in
earnings
– Minimum thresholds for earnings - Moderate vs. aggressive savings levels
– Rewarding results above and below performance goals
9
10. Design Considerations for
Performance-Based Incentives
Penalties for failing to reach minimum levels of savings
Caps for earnings and penalties
Whole building approaches
Programs for low-income households
– Keep entirely separate from performance incentive?
– Exclude when calculating net benefits and savings? (e.g.,
Colorado)
– Include in minimum thresholds for earnings? (e.g., Vermont)
EE requirements in statute – e.g., EE in RPS (not in Idaho)
EM&V
– Next slide
10
11. EM&V Considerations for
Performance-Based Incentives
Ex ante vs. ex post performance metrics
Vetting of M&V reports and dispute resolution
Lag between results and incentives, linkage to earnings in next round
Controllability, measurability and fairness*
– Administrator’s perspective may be that it has little control over dynamic and
complex markets, variations in technology performance across end-user
applications, trade ally practices, and consumer decision-making and behavior. But
influencing markets, targeting and directing technology applications, and changing
industry practice and consumer behavior are core objectives of EE policy.
– Performance risks include factors such as measure adoption, free ridership, baseline
specification and performance, measure specification and performance, measure
life and measure costs.
– Evaluation – and incentives – should be based on performance elements the EE
administrator has reasonable control over.
– The degree to which performance incentives are tied to planned vs. actual savings
should depend in part on attaining some minimum level of certainty in
measurement.
*See Rufo, 2009
11
12. Percent of Budget
Management Fee
Pro – Utility has incentive for EE spending
Con – May create a perverse incentive to
spend more
– Not necessarily on cost-effective programs
– Not focused on net benefits, savings, etc.
– May be able to address these concerns by basing
incentive rates on carefully vetted and approved
budgets, not expenditures, by adopting aggressive
goals and clear performance metrics, and through
good oversight
12
13. Cost Capitalization – With
ROE Bonus Option
Capitalizing allows utility to earn a return on unamortized EE asset
– Amortizing instead of expensing EE better matches cost recovery to its useful
life (7 to 10 years). Amortization period can be less – say, 3 to 5 years.
– Mitigates initial rate impacts
– Helps level playing field with utility-owned supply-side resources
• But a power plant may still be more attractive to utility
– Apply only to funds expended by utility which are not otherwise covered by
revenue – e.g., don’t include system benefit charge
ROE adder makes EE most profitable investment
Approach is generally out of favor among utilities
– Don’t want a regulatory asset that increases imputed debt, potentially affecting
credit ratings
– Need capital to finance asset – raise new capital or use retained earnings or
internal cash flow
– But seems to be embraced and used in Nevada
13
14. Standard Performance
Contracting (Standard Offer)
Program administrator (utility) establishes level of incentive
payments to “project sponsors” (e.g., ESCOs) for installing
eligible measures in all sectors
For many measures, incentive is based on engineering estimates
of savings (avoided costs). For more complicated installations,
the contract with the project sponsor may require on-site
metering, billing analysis or computer simulation to verify
savings and calculate payments.
Project sponsors earn the difference between the incentive and
their installation costs
– No requirement to pass through any portion of incentives to customers
Example: A commercial HVAC project saves 25 kW of summer peak demand
and 50,000 kWh yearly. Demand and energy incentives are as shown below.
(25 kW x $175/kW) + (50,000 kWh x $0.06/kWh) = $7,375 payment
14
16. Shared Savings - Arizona
Public Service Company
DSM funded through base rates, plus adjustor
for amounts over/under
Shared savings incentive: 10% of net
economic benefits achieved – benefits minus
costs (Decision No. 67744, 2005)
– Capped at 10% of DSM spending
No decoupling mechanism
– Under proposed DSM rules, Commission would
decide if lost revenues should be recovered
16
17. California Risk/Reward
Incentive Mechanism
Adopted for all IOUs via Rulemaking 06-04-010
(D.07-09-043 issued September 2007, http://www.cpuc.ca.gov/PUBLISHED/FINAL_DECISION/73172.htm)
– Broad inquiry into EE policies, programs, evaluation, measurement and
verification, and related issues
– Decoupling already in place
Performance-based incentive kicks in at 85% of CPUC-adopted
goals
– That level of savings is higher than had ever been achieved
– Savings level is calculated using a simple average of each utility’s kWh,
kW and therm savings achievements as a % of CPUC goals
– No single metric can fall below 80% of the Commission-established goal
Incentive is 9% of net economic benefits (TRC test) between
85% and 100% achievement of goals; 12% at 100% or higher
Deadband – Greater than 65% and less than 85% of goals
17
18. California RRIM
Combined reward for the three IOUs capped at $150 million/year pre-tax*
– <1% of consumers’ total annual costs for electricity and natural gas
Penalties for failure to achieve at least 65% of goals
– That’s higher than annual savings from 1995 to 2003
– Penalty equals higher of: 1) negative net benefits or 2) the sum of per-unit
penalty rates (5¢/kWh, $25/kW and 45¢/therm) for every kWh, kW and therm
below the Commission’s minimum savings goals
– Maximum penalty levels ($) symmetrical with incentives
Three-year DSM funding cycle
– Interim payments after verifying actual measures installed and program costs
– Final incentive payment after EM&V reports document per-measure savings
– Hold-back 30% of claimed incentive pending verification
1st verification report recommended little or no incentive for 2006 and 2007
– Report was delayed and controversial
– “Serious questions concerning the validity of ex ante assumptions used to
validate” IOUs’ 2006-2007 incentive claims
*Breakdown by utility on next slide
18
19. California Risk/Reward Incentive Mechanism, 2006-2008
Reward
(% of
Performance
Earnings
Basis)
ER = 12%
ER = 9%
0%
65%
85%
(per unit
below
CPUC
goal)
Penalty
100%
% of CPUC
goals
5¢/kWh, $25/kW, 45¢/therm below
goals, or payback of negative net
benefits (cost-effectiveness
guarantee), whichever is greater
Earnings = ER x PEB
PEB= Performance Earnings Basis
ER= Earnings Rate (or Shared- Savings Rate)
See California PUC D.08-09-043 at 8. Earnings and penalties are capped by utility as follows:
PG&E - $180 million, SCE - $200 million, SDG&E - $50 million and SoCalGas - $20 million.
19
20. California RRIM
D.08-01-042 (Feb. 2008) and D.08-12-059 (Jan. 2009)
– Required review of first verification report (not previously specified)
– Allowed incentive payments based on utility’s performance reports for 2006 and
2007, but required at least 65% of incentive claims held back pending verification
– Allowed utility to keep any interim incentive payments despite ex post findings as
long as it continues to exceed 65% of goals on each metric on an ex post basis
– Any overpayment can be deducted from future earnings claims
– If ex post true-up of savings finds utility <85% of goals (or <80% on any goal),
utility gets no incentives beyond interim incentives already paid
EE goals adopted in D.08-07-047 (July 2008)
– Adopted annual and cumulative total market gross savings goals for 2012 through
2020 for each utility service territory on an interim basis
• Recognizes savings beyond IOU programs, including state and federal codes/standards
• Minimum thresholds for calculating performance incentives for 2009-2011 changed from
net to gross goals, but performance earnings still to be calculated using net benefits
• Update due October 2010 to include utility-specific savings goals
– Energy Division to study impact of adopted gross savings goals for the RRIM,
including how activities are counted and potentially lowering earnings rates and
incentives cap
20
21. Shared Savings in
California
Rulemaking 09-01-019 opened in Jan. 2009
– “Consider a more transparent, more streamlined and less
controversial RRIM program”
– Suspended schedule for verification and review of incentive
claims for 2006-2008
– New framework for interim review of 2008 EE activities (to
be completed by Dec. 2009)
– Final review of 2006-2008 EE activities (in 2010)
• Any final payments for 2006-2008 issued no later than Dec. 2010
– Establish long-term review framework for 2009 and beyond
21
22. Lessons Learned in
California
Careful thought is needed to link earnings recovery to EM&V.
– Parameters evaluated ex post, and the portion of earnings based on ex post
evaluations, should be based on careful consideration of measurability,
controllability and fairness.
The EM&V process needs to be reliable.
– Studies must be produced in a timely manner by independent evaluators.
• Can be contracted by PUC staff or set up as independent council for a region
Sufficient resources and effort are required to:
– Carefully evaluate ex ante assumptions, especially those that will not be trued up
for earnings claims
– Conduct ex post EM&V studies during and after the cycle to true up ex ante
assumptions for earnings claims
– Use those studies to timely inform the next round of ex ante assumptions
22
23. Lessons Learned in
California
Avoid steep changes in incentive rates that put pressure on a single
performance point.
– Fixed shared-savings rate does not cause this pressure, whereas a step function
does
– There are tradeoffs in smoothing out the curve (no discontinuities that put
pressure on a single point)
The incentive mechanism should be reevaluated after one or two full funding
cycles.
– Can review earlier if significant problems are uncovered.
Review and dispute resolution processes should be built into incentive
mechanisms that rely on ex post EM&V evaluations.
A clear and transparent process is needed for updating ex ante metrics for the
next round.
23
24. Colorado
HB 1037 (2007) directed Commission to offer utilities an
opportunity to make DSM investments more profitable than
other investments
– By 2018, EE savings in aggregate must reach at least 5% of 2006 sales
Docket No. 07R-371G established natural gas utility
performance incentives (Decision No. C08-0248-E, March 2008)
Docket 07A-420E established performance incentives for Public
Service Company of Colorado (Decision No. C08-0560, May 2008)
Docket 08I-113EG opened a high-level examination in March
2008 “concerning regulatory structures and incentives that
influence electric and gas utility actions under existing
regulatory structures in Colorado and concerning alternative
incentives and alternative regulatory and rate structures that may
alter or influence utility actions.” (Decision No. C08-0448 at 4)
24
25. Colorado DSM Incentive for
Natural Gas Utilities
Colorado DSM “bonus” for natural gas utilities is a percentage of net
economic benefits
Percentage equals Energy Factor multiplied by the Savings Factor
– Energy Factor = Zero plus 0.5% for each percentage of achieved savings
exceeding 80% of the approved savings target
– Savings Factor = Actual savings achieved divided by the approved
savings target (per $1 million expended)
No penalties, but portion of costs representing programs with B/C < 1
“loses presumption of prudence and is subject to review”
Example: Utility’s savings target is 15,000 dekatherms and it achieves
106% of its target (18,000 dekatherms)
–
–
–
–
Energy factor is 0.5% x (106 – 80) = 13%
Savings factor is 18,000/15,000 = 1.2
Bonus percentage is 13% x 1.2 = 15.6%
Bonus amount is 15.6% of net economic benefits
25
26. Public Service Company
of Colorado
Biennial plans include goals for energy savings and peak
demand reduction
– DSM goals set at “modest levels,” particularly in early years
• DSM goals as % of 2006 sales: 0.53% in 2009, 0.76% in 2010
• Cut projected growth of sales in half by 2018 = 1.15% of 2006 sales
(the mid-point within acceptable range, from 80% to 130% of goal)
• 11% of 2006 sales by 2020
– Portfolio approach targeting overall B/C ratio of 1 or better
– B/C of individual programs (e.g., low income, pilot programs,
market transformation) can fall below 1
Expense EE via DSM cost adjustment mechanism (rider)
– Costs forecasted with true-up for over-/under-recovery
– Utility pays interest on over-recovery
26
27. Public Service Company
of Colorado
Upfront “Disincentive Offset”
– “Signing bonus” each year the utility pursues
Commission-approved DSM goals
– Not lost margin recovery, which Commission finds
difficult to uncover or value
– $2 million in after-tax revenue (about $3.2 million gross)
each year utility implements an approved DSM plan
– Recovered via DSM rider over 12 months following year
DSM plan is implemented
– Subject to downward adjustment in future years for
failure to achieve at least 80% of Commission-approved
savings goal
27
28. Public Service Company
of Colorado
Performance incentive
– Percentage of net economic benefits
• TRC analysis includes avoided emissions, reduced customer O&M costs, and
other clear non-energy benefits on a program-by-program basis, as well as
incentive payments to utility
– 0.2% of net economic benefits for each 1% of DSM goal attainment beyond
80%, up to 10% of net benefits at 130% of goal attainment
• 4% of net economic benefits if 100% of DSM goal is achieved
– 0.1% of net economic benefits for each 1% of DSM goal attainment beyond
130%, up to 12% of benefits at 150% of goal attainment
– Adjusted for 2009 to reflect earlier commitments (transition issue)
– Payment to occur in two installments – over two years following program year
• Allows time for analysis to be factored into economic benefits calculation
• Annual utility DSM reports include proposed incentive amounts
Cap: disincentive offset and performance incentive combined
not to exceed 20% of total DSM expenditure for the year
28
29. Connecticut Performance
Management Fee
For prudently incurred expenditures on approved and successfully
implemented programs and measures, electric and gas utilities are
eligible for either: 1) a return in rate base between 1% and 5% higher
than the otherwise applicable rate of return or 2) a “return” within the
same range if treated as operating costs (Conn. Gen. Stat. §16a49(a)(2))
Annual hearings to review past year’s results and determine incentive
Department of Public Utility Control tied incentive levels to achieving
percentage of approved savings goals: 2% (achieving 70% of goal) to
8% (achieving 130% of goal)
– 5% incentive for achieving 100% of goal
– Figures are pre-tax; based on approved budget, not expenditures
– Majority of the incentive is tied to kWh and kW savings; additional performance
measures may include low-income programs, audits for industrial customers,
residential new construction, and targeting regions with reliability issues
Utilities have earned up to 8% of certain EE budgets
29
30. Connecticut Performance
Management Fee
Connecticut Light & Power
– Claimed an incentive of $5,394,524 in 2008
• Represents 6.9% of residential spending and 8.0% of C&I spending
• Versus budgeted incentive of $2,680,503
– Overspent budget by $35 million in 2008 (about 35%)
– DPUC directed an additional $10 million from CL&P’s 2009 budget to
fund its 2008 programs, after the utility suspended more than 600 C&I
projects due to over-spending
• CL&P will not earn performance incentives on the $10 million, but will
receive a return at the rate of its short-term cost of debt
– DPUC adjusted actual incentive to $4,788,385 to reflect the effects of the
additional spending by adjusting the savings and net benefit goals
• “The kWh, kW and customer participation goals are all tied directly to the
budget. It would be unfair to customers to allow the Companies to earn a
higher bonus incentive by simply increasing their budget.” (Decision in
Docket No. 07-10-03 at 39, June 19, 2008)
30
31. Connecticut Performance
Management Fee
United Illuminating Company
– Claimed earnings of $1,439,734 in 2008 based
on spending maximum goal of 8.0% in both the
residential and C&I sectors
• Versus budgeted incentive of $633,636
– UI overspent its budget by $27 million (>50%)
– DPUC granted an adjusted performance
management fee of $933,131
31
32. Hawaii Shared Savings
Utilities eligible for shared savings incentives until transition to
3rd party energy efficiency administrator is complete
– Four EE goals – MWh and MW savings for residential and C&I sectors
– Based on gross savings (including free riders)
– Incentive: 1% of net system benefits if utility meets 100% of averaged
performance goals, increasing incrementally to 5% of benefits for
exceeding goal by 10% or more
• Net benefits = NPV of energy savings and load reductions, less program costs
– Utility not eligible for incentive if it fails to meet any of the goals
– Incentives limited to foregone earning opportunities from supply-side
investments
No penalties
– “[N]egative incentives would have the same effect as an under-recovery of
costs”
– Assymetrical structure supports requirement that HECO meet 100% of all
four goals
Order 23258 (2/13/07), Docket No. 05-0069; Order in Docket No. 2007-0341 (11/14/08)
32
33. Minnesota Shared Savings
Shared Savings Incentive since 2000*
– Viewed as rewarding utilities both for achieving higher energy savings
levels and for increasing cost-effectiveness of conservation programs by
granting utility a small percentage of the net benefits
• Net benefits increase when the utility achieves cost-effective savings
and when a project’s costs are reduced
– Threshold: 91% of savings goal
– Cap: 150% of savings goal
– As the level of energy savings increases, so does the percentage of net
benefits awarded, up to the incentive cap
• Incremental incentive for additional energy savings achieved is
significantly higher than the average incentive
– Xcel Energy’s average annual incentive has been $1.3 million,
corresponding to average savings equal to 1.18% of sales
• Cap limited the incentive nearly every year
*Docket No. E,G-999/CI-98-1759 (April 7, 2000)
33
34. Minnesota Shared Savings
Next Generation Energy Act set savings goals and incentive provisions for
electricity and natural gas utilities
– Achieve energy savings each year equal to 1.5% of retail energy sales by 2012
• Includes end-use and market transformation programs, rate design, codes and
standards, and utility infrastructure improvements
– Commission may order submission of incentive plans for approval and must
consider whether the plan:
1.
is likely to increase utility investment in cost-effective conservation
2.
is compatible with the interest of ratepayers and other interested parties
3.
links incentive to performance in achieving cost-effective conservation
4.
is in conflict with other provisions of the law
– Commission may:
1. Change allowed ROR on EE investment based on utility’s efforts and
success
2.
Share between ratepayers and utilities net savings to extent justified
3.
Adopt any mechanism that makes cost-effective conservation a preferred
resource choice for the utility, considering impact on utility earnings
Minnesota Statutes 2007, 216B; as amended by 2008 Legislature
34
35. Minnesota Shared Savings
Xcel Energy’s New Shared Savings proposal in docket reviewing
incentive mechanisms to encourage utility EE investment
– Conservation Improvement Plan includes electric savings at 1.13% of sales in
2010, 1.2% in 2011 and 1.3% in 2012 through customer-based programs
• Average increase of 45% over historical achievements and exceeds what
company’s market potential study determined to be achievable
– $0.10/kWh when savings = 1.5% of sales (roughly avr. annual sales growth)
– Incentive increases with savings level; % of net benefits set annually
– Threshold equal to lower of: 1) 50% of avr. annual energy savings achieved in the
most recent five-year period, after removing the lowest and highest annual
achievements, or 2) Energy savings equal to 0.4% of annual retail sales
– When Xcel meets its annual goals, it would retain 11% to 14% of the net benefits;
>85% of the benefits would go to ratepayers
– Cap: Total portfolio net benefits divided by the total energy saved
• Incentive would never exceed net benefits
– Only savings from direct utility programs are included in incentive calculation
Filed in Docket No. E,G-999/CI-08-133 (July 1, 2009)
35
36. Nevada Bonus ROE
Nevada law gives utility authorized return on
equity plus 5 percent for prudent and
reasonable conservation and demand
management investments
NAC 704.9523(3)(e)(4), at http://www.leg.state.nv.us/NAC/NAC-704.html#NAC704Sec9523
– If utility’s authorized ROE is 8%, EE investments
earn 13%
Statute also allows utility to request a bonus
ROE for “critical facilities” such as reliability
investments in the same manner
NAC 704.9484, at http://www.leg.state.nv.us/NAC/NAC-704.html#NAC704Sec9484
36
37. Duke Save-A-Watt
Ohio
SB 221 requires cumulative, annual energy savings of 22% by 2025
Under Save-A-Watt, effective 1/1/09, Duke gets 50% of NPV of
avoided costs for conservation and 75% of avoided costs for demand
response, up to cap
– From this, Duke pays all program costs (administration, incentives, marketing,
M&V, etc.)
– Duke cannot earn a profit for meeting the state’s mandatory savings
requirements; can only earn on savings beyond those standards
– Duke hires independent M&V evaluator (costs capped at 5% of program costs)
Cost recovery rider: $1.20/month for typical residential customer (750
kWh/month)
Earnings cap: True-up in 4th year of rider based on actual kW and kWh
savings less actual program costs (after taxes)
37
38. Duke Save-A-Watt
Ohio
Maximum Incentives
% Mandate Achieved*
Capped Cumulative ROI on
Program Costs
>125%
15%
116% to 125%
13%
111% to 115%
11%
101% to 110%
6%
< or = 100%
0
*Benchmarks and baseline for DSM set pursuant to Revised Code 4929.66
38
39. Duke Save-A-Watt
Ohio
Lost margin recovery until any decoupling or straight
fixed variable rate is adopted
Part of energy security plan approved by Commission
Customers 3 MW or larger at a single site or in
aggregate can opt out if they commit energy savings
or peak demand reduction capabilities to Duke’s
programs
– Reductions must be at least as large as Duke’s statutory
requirements
Docket No. 08-920-EL-SSO (approved December 17, 2008)
39
40. Duke Save-A-Watt Indiana
(Pending)
Statute allows Commission to approve incentives (170 IAC 4-8-7)
– Including but not limited to % of net benefits, bonus ROE, or adjusting
ROE for DSM performance
• Must reflect value to customers of avoided or deferred supply-side resource
costs minus DSM program costs
Stipulated settlement for Duke Save-A-Watt program (Case 43374)
– Compensation (including recovery of program costs) at 60% of NPV of
generation costs avoided for conservation programs and 75% of the
generation costs avoided for demand response programs
• Difference in recovery % intended to eliminate bias between DR and EE
– Duke would collect 85% of claimed incentive for 4-year term of
agreement
– True-up at end of period – Duke would refund over-collections at 6%
interest; under-collections recovered at no interest over two years
– Independent third party would verify actual MW and MWh reductions
40
41. Duke Save-A-Watt
Indiana
Maximum Incentives
% Target Achievement
Capped Rate of Return
on Program Costs
90% to 100%
15%
80% to 89%
12%
60% to 79%
9%
<60%
5%
Estimated avoided cost savings of $260 million (nominal) if Duke achieves the
proposed energy savings and peak reduction targets over the four-year pilot
Max. rate impact to residential customers is 3%; large customers can opt out
Lost revenue recovery until rate case, decoupling or other mechanism adopted
41
42. Texas Standard
Performance Contracts
Context: Electric distribution companies in Texas own no generation
SB 7 (1999): At least 10% of an IOU’s annual growth in electricity
demand must be met through EE programs
HB 3693 (2007) amended EE goals for 2008 (15%) and 2009 (20%)
– Beginning in 2009, a utility’s demand reduction goal (MW) for any year shall not
be less than the previous year
– Savings achieved through hard-to-reach customers shall be no less than 5% of the
utility’s total demand reduction goal
IOUs administer EE programs, contracting with retail electric
providers and EE service providers via a standard contract
– Utilities cannot be project sponsors and are subject to strict conflict of interest
rules with potential sponsors
Programs are designed to reduce energy consumption, system peak
demand or energy costs
42
43. Texas Standard
Performance Contracts
Utilities must achieve savings through standard offer programs or
targeted market transformation programs
– Standard offer programs are limited to projects that result in consistent
and predictable energy or peak demand savings over a period of time
based on the life of the measure
– Market transformation programs are strategic efforts to provide incentives
and education to reduce market barriers for EE technologies and practices
and go beyond savings achieved through codes, equipment standards or
standard offer programs
Customer selects the EE service provider
EE service provider does not receive final compensation until it
establishes that work is complete and verification of savings is in
accordance with adopted protocols
– However, EESP can use Commission-approved deemed savings
Adopted avoided cost savings ($ values for energy and capacity)
43
44. Texas Standard
Performance Contracts
Energy Efficiency Performance Bonus
– Utility receives a bonus equal to 1% of the net benefits for every
2% that demand reduction goals are exceeded
• Net benefits are total avoided costs of the programs minus all utility
program costs
• Bonus capped at 20% of utility program costs
– A utility that meets at least 120% of its demand reduction goal
with at least 10% of its savings achieved through hard-to-reach
programs (for low-income households) receives an additional
bonus
– Utilities routinely hit the caps within weeks of the programs
becoming available each year, indicating that targets, programs, or
both are not aggressive
– Many programs do not require aggressive technologies or savings
in order to comply
44
45. Texas Standard
Performance Contracts
Energy Efficiency Cost Recovery Factor
– New in 2009, for timely recovery of reasonable costs of
providing EE programs
– Set to allow the utility to earn:
1.
2.
3.
revenue equal to EE costs, net of costs included in base rates;
EE performance bonus earned for the prior year; and
any adjustment for past over- or under-recovery of EE revenue
– Administrative costs may not exceed 10% of program costs
– R&D costs may not exceed 10% of program costs
45
46. Management Fee for
Vermont EE Utility
Performance-based contract between Vermont Public Service Board
and third-party “Energy Efficiency Utility”
– Vermont Energy Investment Corporation
Three-year contract includes specific goals for weighted performance
indicators
– Cumulative annual electricity savings (net of free riders), peak demand savings
by season and geographic area, total resource benefits, and specific program
goals (e.g., increased measure penetration in certain business end uses)
Performance incentives capped at 2.6% of total budget for 2009-2011
Linear scaling of incentives with performance
Minimum Performance Requirement standards
– B/C ratio, spending on residential sector and low income, program
participation by small nonresidential customers, and geographic equity
46
47. Avista Utilities (Gas)
Washington
“Incentive” is part of decoupling mechanism
– If utility does a better job on EE acquisition, its
earnings are higher
Sliding scale: At 100% of EE target, utility
recovers 90% of decoupling deferrals
If utility achieves <70% of EE target, it is not
allowed recovery of decoupling deferrals
47
48. Puget Sound Energy Conservation
Incentive Mechanism - Washington
Energy savings targets are set annually
Incentive for reaching the Baseline Target (100% of goal)
– “MWh Incentive” = $10/MWh ($2,780,000), plus
– Shared savings incentive = Baseline Target (278,000 MWh) * Net Shared Incentive
($45/MWh) * Shared Savings Incentive Rate (5%) = $625,500
Additional incentives for savings above Baseline Target are equal
to sum of incentives calculated for each percentage savings band
– MWh Incentive = Incremental savings (MWh) * $20/MWh, plus
– Shared Savings Incentive = Incremental savings (MWh) * Net Shared Incentive
($45/MWh) * Shared Savings Rate
• Shared Savings Rate (percent of savings eligible for incentive) = 10% for
savings between 100% and 110% of target
• Shared Savings Rate rises incrementally to 100% at 150% of target – e.g., the
rate is 20% for savings between 110% and 120% of target
– Within the top band, subtract threshold of band from actual savings achieved to
calculate Shared Savings Incentive
48
49. Puget Sound Energy Conservation
Incentive Mechanism - Washington
Deadband: 90% of target to <100%
Penalties below 90% of target
– Penalties are much larger than incentives
Thresholds
– At least 75% of savings must be achieved in both the
residential and C&I sectors
– Weighted average measure life must be at least 9 years
– Program portfolio must pass both total resource cost and
utility cost tests
75% of incentive is recovered the year following
implementation, 25% recovered in subsequent year
http://www.pse.com/SiteCollectionDocuments/rates/elec_sch_121.pdf
49
50. Puget Sound Energy Conservation
Incentive Mechanism - Washington
Incentive Range
Band
A 140.0 - <150.0%
B 130.0 - <140.0%
$/MWH
Incentive
Shared
Savings
Per MWh
Incentive
MWh by Band
Incentive
Shared Savings
Incentive
Total Incentive
$
20
100%
-
$
-
$
-
$
-
$
20
80%
-
$
-
$
-
$
-
C
120.0 - <130.0%
$
20
40%
14,053 $
281,059 $
253,516 $
534,575
D
110.0 - <120.0%
$
20
20%
21,637 $
432,744 $
195,168 $
627,912
E
100.0 - <110.0%
$
20
10%
21,421 $
428,417 $
96,608 $
525,024
F
100% Baseline Target
$
10
5%
216,372 $
2,163,720 $
487,919 $
2,651,639
273,483 $
3,305,940 $
1,033,210 $
4,339,150
Penalty Range
$/MWH
MWh Shortfall
by Band
Penalty
Total Penalty
90.0% - <100%
G
Deadband
$
H
80.0 - <90.0%
$
75
I
70.0 - <80.0%
$
80
J
60.0 - <70.0%
$
85
K
50.0 - <60.0%
$
90
L
<50.0%
$
95
-
-
$
-
0
$
-
0
$
-
0
$
-
0
$
-
0
$
-
0
$
-
Incentive at Alternative Base Targets
3.5
#REF!
Incentive Amount
3
2.5
#REF!
$2
1
#REF!
#REF!
1
1
0.5
1
0
1
aMW Savings
50
51. Some Other States With EE
Incentives for Utilities
DC – Performance-based incentives for “Sustainable Energy Utility”
under contract to DC Energy Office
GA – Shared savings incentive for one program
MA - National Grid after-tax incentive of 5% of expenses on a programby-program basis, with threshold performance set at 75% of target savings
NH - Shareholder incentives are 8% to 12% of EE program budgets
(minus shareholder incentives), by sector – residential and C&I; threshold
performance level of 65% of planned savings to qualify
OK – 25% of program costs with measurable results; 15% of program
costs with non-measurable results, such as education
SD – Otter Tail gets a share of net benefits if it achieves 100% of goal
WI – WP&L’s on-bill financing allows ROI equal to supply-side options
Statutes in other states explicitly allow the Commission to grant
incentives. Cases are pending in these and other states.
51
52. Other Incentive Ideas
Sliding scale incentive based inversely on usage
per customer
– Would cover any savings, regardless of source,
including programs, codes/standards, market
– Utility would need to recalculate value considering
additional customers (meters)
Others?
52
54. Financial Analysis of Incentives
for a Prototypical SW Utility
Three shareholder incentive mechanisms studied
– Performance Target (aka Management Fee)
• Utility receives performance-based incentive of an additional
10% of program costs if it achieves EE portfolio goals
– Cost Capitalization (similar to approach used in NV)
• Utility capitalizes the annual cost of the EE program over the
first 5 years of the installed measures at authorized ROE
(10.75%) + 500 basis points
– Shared Net Benefits (aka Shared Savings)
• Utility retains 15% of the PV of TRC net benefits from the
portfolio of EE programs
54
55. Effect of Decoupling or Shareholder
Incentives on Utility ROE and Earnings
Finance theory suggests that preferred metric to assess value to shareholders of
alternative investment options is impact on earnings per share (EPS) on a riskadjusted basis; not total earnings. ROE is a good proxy for this when no
additional equity is issued.
Application of full Revenue Per
Customer decoupling entirely
removes short-term disincentive
from any reduction in sales
between rate cases, but does not
improve earnings opportunities
Performance Target and Shared
Net Benefits are only mechanisms
that produce positive change in
ROE for all EE savings levels if
implemented alone
Increase in earnings with Shared
Net Benefits in Significant and
Aggressive EE cases, compared to
BAU No EE case
55
56. Effect of Decoupling
and Incentive Mechanisms
on Utility ROE and Earnings
EE more likely to be
“profit center” for utility if
combine mechanisms
ROE of SW utility always
increases with combined
decoupling and incentive
mechanism, compared to
BAU No EE case
Earnings generally
increase only in the
Aggressive EE case
- 56 -
56
58. Some Considerations
for Straw Proposals
EE goals
– Goals for peak demand reduction, too?
Type of mechanism
Performance metrics and M&V
Thresholds (minimum performance)
Incentive levels and caps
Penalties?
Time period initially in place
Reports and review
58
59. Resources
National Action Plan for Energy Efficiency, Aligning Utility Incentives with Investment
in Energy Efficiency, prepared by Val R. Jensen, ICF International, November 2007, at
http://www.epa.gov/cleanenergy/documents/incentives.pdf.
Peter Cappers, Charles Goldman, Michele Chait, George Edgar, Jeff Schlegel and
Wayne Shirley, Financial Analysis of Incentive Mechanisms to Promote Energy
Efficiency: Case Study of a Prototypical Southwest Utility, Ernest Orlando Lawrence
Berkeley National Laboratory, March 2009, at http://eetd.lbl.gov/EA/EMP/reports/lbnl1598e.pdf and http://eetd.lbl.gov/EA/EMP/reports/lbnl-1598e-app.pdf (appendices).
Peter Cappers and Charles Goldman, Empirical Assessment of Shareholder Incentive
Mechanisms Designs Under Aggressive Savings Goals: Case Study of a Kansas “SuperUtility,” Ernest Orlando Lawrence Berkeley National Laboratory, August 2009, at
http://eetd.lbl.gov/EA/EMP/reports/lbnl-2492e.pdf.
Michael W. Rufo, Itron Inc., “Evaluation and Performance Incentives: Seeking Paths to
(Relatively) Peaceful Coexistence,” Proceedings of the 2009 International Energy
Program Evaluation Conference, Aug. 12-14, 2009, pp. 1030-1041, at
http://docs.cpuc.ca.gov/efile/CM/106837.pdf.
59
60. Wayne Shirley, director
wshirley@raponline.org
505-286-4486
Lisa Schwartz, senior associate
lschwartz@raponline.org
541-967-3077
Jim Lazar, senior advisor
jlazar@raponline.org
360-786-1822
www.raponline.org
RAP is committed to fostering regulatory policies for the electric industry that
encourage economic efficiency, protect environmental quality, assure system
reliability, and allocate system benefits fairly to all customers.