Greater Sudbury Hydro Inc. 2011 Annual Report

Greater Sudbury Hydro Inc.

2011 Annual Report

Conservation and Demand Management

Submitted to:

Ontario Energy Board

Submitted on September 30, 2012

Greater Sudbury Hydro Inc.

500 Regent St.

P.O. Box 250

Sudbury, ON

P3E 4P1

Submitted on: September 30, 2012

Exhibit 1

SUBMISSION


Exhibit 1

Tab 1 of 9

Report

Exhibit: 1 Tab: 1 Schedule: 1 Page: 1 of 4 Submitted on: September 30, 2012

2011 Annual Report Conservation and Demand Management Greater Sudbury Hydro Inc.

Table of Contents

Title Exhibit Tab Schedule Attachment Number

Cover Sheet 1

SUBMISSION 1

Report 1 1

Table of Contents 1 1 1

Executive Summary 1 1 2

Background 1 1 3

Board Approved Programs 1 2

Introduction 1 2 1

TOU Pricing 1 2 2

Greater Sudbury Hydro Programs (EB-2008-0147)

1 2 3

OPA-Contracted Province-Wide CDM Programs

1 3

Introduction 1 3 1

OPA Initiative Program Tables 1 3 1 1

Table 1 - OPA Initiatives 1 3 1 1 1

Table 2 - OPA Not in Market Initiatives

1 3 1 1 2

Program Descriptions 1 3 2

Residential Programs 1 3 2 1

Appliance Retirement Initiative 1 3 2 1 1

Appliance Exchange Initiative 1 3 2 1 2

HVAC Incentives Initiative 1 3 2 1 3

Conservation Instant Coupon Booklet Initiative

1 3 2 1 4




Bi-annual Retailer Event Initiative 1 3 2 1 5

New Construction Program 1 3 2 1 6

Residential Demand Response Program

1 3 2 1 7

Commercial And Institutional Program 1 3 2 2

Equipment Replacement Incentive (ERII)

1 3 2 2 1

Direct Install Lighting (DIL) 1 3 2 2 2

Existing Building Commissioning Incentive Initiative

1 3 2 2 3

New Construction and Major Renovation Initiative

1 3 2 2 4

Energy Audit Initiative 1 3 2 2 5

Industrial Program 1 3 2 3

Process & Systems Upgrades Initiative (PSUI)

1 3 2 3 1

Monitoring & Targeting Initiative 1 3 2 3 2

Energy Manager Initiative 1 3 2 3 3

Key Account Manager (KAM) 1 3 2 3 4

Demand Response 3 (DR3) 1 3 2 3 5

Home Assistance Program 1 3 2 4

Low Income Initiative 1 3 2 4 1

Pre-2011 Programs Completed In 2011

1 3 2 5

Electricity Retrofit Incentive Program (ERIP)

1 3 2 5 1

High Performance New Construction (HPNC)

1 3 2 5 2

Multifamily Energy Efficiency Rebates (MEER)

1 3 2 5 3





1 4

Introduction 1 4 1

Consumer 1 4 1 1

Electric Thermal Storage (ETS) Heating Program

1 4 1 1 1

Business 1 4 1 2

Commercial Parking Lot Plug Controller Program

1 4 1 2 1

Vending Machine and Self Service Coolers Efficiency Program

1 4 1 2 2

LED Traffic Light Conversion Program 1 4 1 2 3

Street Light Conversion Program 1 4 1 2 4

Participation 1 5

Participation Table 1 5 1 1

Table 1 Participation 1 5 1 1 1

Spending 1 6

Spending Table 1 6 1 1

Table 1 - OPA Initiatives Spending 1 6 1 1 1

Table 2 - OPA Initiatives Spending Not in Market

1 6 1 1 2

Evaluation 1 7

Table 1 - OPA Evaluation Findings 1 7 1 1 1

Table 2 - Detailed Program Results 1 7 1 1 2

Table 3 - Summarized Program Results

1 7 1 1 3

Additional Comments 1 8

Combined CDM Reporting Elements 1 9




Progress towards CDM Targets 1 9 1

Progress towards CDM Targets Tables

1 9 1 1

Table 1: Net Peak Demand Savings at the End User Level (MW)

1 9 1 1 1

Table 2: Net Energy Savings at the End User Level (GWh)

1 9 1 1 2

CDM Strategy Modifications 1 9 2

Executive Summary Exhibit: 1 Tab: 1 Schedule: 2 Page: 1 of 2 Submitted on: September 30, 2012


Executive Summary 1

2

3

Greater Sudbury Hydro has performed about as well as the average Ontario LDC in achieving 4

its 2011 energy and demand savings targets. 5

6

In 2011, Greater Sudbury Hydro achieved 8.4% of its demand target under the one-year 7

persistence scenario and 10.6% of this target under the 2014 persistence scenario; and has 8

achieved 27.8% of its energy target under the one-year persistence scenario and 27.9% under 9

the 2014 persistence scenario. 10

11

For 2011, Greater Sudbury Hydro achieved 3.1 GWh in energy savings, which with persistence 12

included is above its 2011 CDM strategy energy milestone (2.3 GWh). 13

14

The 2011 annual results for MW show that Greater Sudbury Hydro achieved 0.9 MW in savings, 15

however with persistence taken into account, 0.7 MW remains in 2014. The 2011 achievement 16

is about 8% (relative to the 2014 target) below its 2011 CDM strategy milestone of 1.5 MW. 17

18

The variance between the milestones set in 2011 and actuals in 2011 can be explained 19

primarily by the delay in the availability of the OPA programs until mid-2011 in most cases, the 20

lack of the full suite of OPA Initiatives that was expected to be available in 2011 at the time the 21

milestones were set in 2010, and also the lack of Board-Approved Programs on which Greater 22

Sudbury Hydro was relying to achieve .5 GWh and .014 MW in 2011. On the positive side, 23

taking into account the expected results of ERIP projects that became active (and therefore had 24

savings tabulate) in 2011 helped savings and milestone achievement. 25

26

Executive Summary Exhibit: 1 Tab: 1 Schedule: 2 Page: 2 of 2 Submitted on: September 30, 2012


Greater Sudbury Hydro has identified in this Annual Report a number of improvements to the 1

delivery of the CDM Programs which the utility intends to implement in 2012. These involve 2

additional and more concerted targeted marketing efforts in key Initiatives such as the 3

Equipment Replacement Incentive (“ERII”). In addition, in 2012 there is expected to be Initiative 4

design improvements resulting from the change management process with the Ontario Power 5

Authority that is now underway. If these improvements are combined with the addition of new 6

and effective Province-Wide programs and supplemented with local and regional Board-7

approved programs, Greater Sudbury Hydro looks forward to meeting the daunting challenge of 8

its savings targets. 9

Background Exhibit: 1 Tab: 1 Schedule: 3 Page: 1 of 2 Submitted on: September 30, 2012


Background 1

2

Greater Sudbury Hydro is the local distribution company serving the City of Greater Sudbury, 3

the Town of Capreol, the Town of Coniston, the Township of Falconbridge and the Municipality 4

of West Nipissing. Greater Sudbury Hydro has been an active and committed participant in 5

conservation and demand management (CDM) since 2005 and has engaged its customers and 6

the community in CDM programs and a conservation ethic. Its leadership in CDM is well 7

recognized. 8

9

On March 31, 2010, the Minister of Energy and Infrastructure of Ontario, under the guidance of 10

sections 27.1 and 27.2 of the Ontario Energy Board Act, 1998, directed the Ontario Energy 11

Board (OEB) to establish CDM targets to be met by electricity distributors. Accordingly, on 12

November 12, 2010, the OEB amended the distribution licence of Greater Sudbury Hydro to 13

require Greater Sudbury Hydro, as a condition of its licence, to achieve 43.71 GWh of energy 14

savings and 8.22 MW of summer peak demand savings, over the period beginning January 1, 15

2011 through December 31, 2014. 16

17

In accordance with the same Minister’s directive, the OEB issued the Conservation and 18

Demand Management Code for Electricity Distributors (the Code) on September 16, 2010. The 19

Code sets out the obligations and requirements with which electricity distributors must comply in 20

relation to the CDM targets set out in their licences. To comply with the Code requirements, 21

Greater Sudbury Hydro submitted its CDM Strategy on November 1, 2010 which provided a 22

high level of description of how Greater Sudbury Hydro intended to achieve its CDM targets. On 23

November 12, 2010 the Board posted updated CDM targets for LDCs. Greater Sudbury Hydro’s 24

CDM targets went from 8 MW of summer 2014 peak demand and 44 GWh of energy savings to 25

8.22 MW and 43.71 GWh. In response to a letter to Greater Sudbury Hydro from the Board 26

Secretary, directing Greater Sudbury Hydro to file an addendum to its CDM Strategy to include 27

Background Exhibit: 1 Tab: 1 Schedule: 3 Page: 2 of 2 Submitted on: September 30, 2012


estimated prospective budgets for planned programs, Greater Sudbury Hydro filed its 1

addendum on June 13, 2011. 2

3

The CDM Code also requires a distributor to file an annual report with the Board. This Annual 4

Report, the first prepared by Greater Sudbury Hydro under the CDM Code, is therefore 5

prepared accordingly and covers the period from January 1, 2011 to December 31, 2011. 6

During this period, Greater Sudbury Hydro served a municipal population of 174,423, with a 7

total of 42,279 residential customers, 3,940 General Service (<50kW), and 529 General Service 8

(50-4999 kW) customers. Greater Sudbury Hydro is a winter peaking utility, with a summer peak 9

in 2011 of 155,517 kW, a winter peak of 196,115 kW and an average peak of 151,771 kW. Most 10

of the area serviced is rural, with 120 sq km of rural service area and 290 sq km of urban 11

service area, for a total of 410 sq km. 12


Exhibit 1

Tab 2 of 9

Board Approved Programs

Introduction Exhibit: 1 Tab: 2 Schedule: 1 Page: 1 of 1 Submitted on: September 30, 2012


Introduction 1

2

In its Decision and Order dated November 12 2010 (EB-2010-0215 & EB-2010-0216), the OEB ordered 3

that, (to meet its mandatory CDM targets), “Each licensed electricity distributor must, as a condition of its 4

licence, deliver Board-Approved CDM Programs, OPA-Contracted Province-Wide CDM Programs, or a 5

combination of the two”. 6

At this time, the implementation of Time-of-Use (“TOU”) Pricing is the only Board-Approved Conservation 7

and Demand Management (“CDM”) program that is being offered in Greater Sudbury Hydro’s service 8

area. 9

However, Greater Sudbury Hydro has been delivering a suite of programs approved by the Board in 2008 10

(EB-2008-0147). Details of these are provided in other appropriate sections of this report. 11

TOU Pricing Exhibit: 1 Tab: 2 Schedule: 2 Page: 1 of 2 Submitted on: September 30, 2012


TOU Pricing 1

2

BACKGROUND 3

In its April 26, 2012 CDM Guidelines, the OEB recognizes that a portion of the aggregate electricity 4

demand target was intended to be attributable to savings achieved through the implementation of TOU 5

Pricing. The OEB establishes TOU prices and has made the implementation of this pricing mechanism 6

mandatory for distributors. On this basis, the OEB has determined that distributors will not have to file a 7

Board-Approved CDM program application regarding TOU pricing. The OEB has deemed the 8

implementation of TOU pricing to be a Board-Approved CDM program for the purposes of achieving the 9

CDM targets. The costs associated with the implementation of TOU pricing are recoverable through 10

distribution rates, and not through the Global Adjustment Mechanism (“GAM”). 11

In accordance with a Directive dated March 31, 2010 by the Minister of Energy and Infrastructure, the 12

OEB is of the view that any evaluations of savings from TOU pricing should be conducted by the OPA for 13

the province, and then allocated to distributors. Greater Sudbury Hydro will report these results upon 14

receipt from the OPA. As of September 30, 2012, the OPA has not released its preliminary results of TOU 15

savings to distributors. Therefore Greater Sudbury Hydro is not able to provide any verified savings 16

related to Greater Sudbury Hydro’s TOU program at this time. 17

TOU PROGRAM DESCRIPTION 18

19

Target Customer Type(s): Residential and small business customers (up to 250,000 kWh per year) 20

Initiative Frequency: Year-Round 21

Objectives: TOU pricing is designed to incent the shifting of energy usage. Therefore peak demand 22

reductions are expected, and energy conservation benefits may also be realized. 23

Description: In August of 2010, the OEB issued a final determination to mandate TOU pricing for 24

Regulated Price Plan (“RPP”) customers by June 2011, in order to support the Government’s expectation 25

for 3.6 million RPP consumers to be on TOU pricing by June 2011, and to ensure that smart meters 26

funded at ratepayer expense are being used for their intended purpose. 27

28

TOU Pricing Exhibit: 1 Tab: 2 Schedule: 2 Page: 2 of 2 Submitted on: September 30, 2012


The RPP TOU price is adjusted twice annually by the OEB. A summary of the RPP TOU pricing is 1

provided below: 2

RPP TOU Rates (cents/kWh)

Effective Date On Peak Mid Peak Off Peak

November 1, 2010 9.9 8.1 5.1

May 1, 2011 10.7 8.9 5.9

November 1, 2011 10.8 9.2 6.2

May 1, 2012 11.7 10.0 6.5

3

Delivery: OEB set rates; LDC installation and maintenance of the meter; LDC converts customers to 4

TOU billing. 5

Initiative Activities/Progress: 6

Greater Sudbury Hydro’s original intent was to implement Time of Use rates in July of 2011, however, it 7

was deferred because of Measurement Canada’s legislation. Measurement Canada legislated that by 8

January 2012, register reads must appear on the customer’s bill. However, the MDMR - the provincial 9

data management system required an upgrade to its software in order to enable this. The upgrade was 10

expected to be completed in 2011; but, was deferred by the Province on more than one occasion. 11

Finally, on April 16, 2012, the province went live with the upgrade. 12

13

Greater Sudbury Hydro were in the process of converting to time of use rates effective May 1, 2012. 14

Because Greater Sudbury Hydro bills bi-monthly, it took two months to convert all our customers. 15

Depending on when the area was billed, billing began anytime between May 1 and June 30/12. 16

17

As Greater Sudbury Hydro did not begin transitioning its RPP customers to TOU billing until May 1, 2012, 18

at December 31st, 2011, no RPP customers were on TOU billing. 19




Greater Sudbury Hydro Programs (EB-1

2008-0147) 2

3

Greater Sudbury Hydro confirms that, other than the generic TOU Pricing program noted earlier in this 4

report, it did not have any Board-Approved CDM Programs as of and up to December 31, 2011. 5

However, there are programs approved by the Board prior to the current 2011-2014 cycle that were still 6

operating in 2011. These were approved by the Board in 2008 (EB-2008-0147) and are detailed in 7

subsequent dedicated sections. 8

9


Exhibit 1

Tab 3 of 9

OPA-Contracted Province-Wide CDM

Programs



Introduction 1

2

Effective February 3, 2011, Greater Sudbury Hydro entered into an agreement with the OPA to deliver 3

CDM programs extending from January 1, 2011 to December 31, 2014, which are listed in Table 1 – OPA 4

Initiatives below. Those programs that Greater Sudbury Hydro elected not to participate in are crossed of 5

with red strike through. In addition, results will be reported from projects started pre 2011 which 6

completed in 2011: 7

8

Several initiatives that were included in the schedules were not in market in 2011.These are listed in 9

Table 2 - OPA Not in Market Initiatives. Those programs that Greater Sudbury Hydro were not eligible to 10

participate in are crossed off with red strike through. The OPA has communicated that the initiatives 11

listed in the table below were not in market in 2011 and that they represent a very small percentage* of 12

the forecasted energy and demand savings. During the 2011 program year, the OPA placed emphasis on 13

supporting the implementation of initiatives that would offer the greatest ratepayer value and greatest 14

amount of persisting savings. 15

16

The Master CDM Program Agreement includes a program change management provisions in Article 3. 17

Collaboration between the OPA and the Local Distribution Companies (LDCs) commenced in 2011 as the 18

change management process was implemented to enhance the saveONenergy program suite. The 19

change management process allows for modifications to the Master Service Agreement and initiative 20

Schedules. The program enhancements give LDCs additional tools and greater flexibility to deliver 21

programs in a way that meets the needs of customers and further drives participation in the initiatives. 22

23

Exhibit: 1 Tab: 3 Schedule: 1 Submitted on: September 30, 2012


Attachment 1 of 1

OPA Initiative Program Tables

Exhibit: 1

Tab: 3

Schedule: 1

Attachment: 1.1

Page: 1 of 1

Table 1: OPA InitiativesInitiative Schedule Date schedule posted Customer Class

Residential Program

Appliance Retirement Schedule B-1, Exhibit D Jan 26 2011 All residential rate classes

Appliance Exchange Schedule B-1, Exhibit E Jan 26 2011 All residential rate classes

HVAC Incentives Schedule B-1, Exhibit B Jan 26 2011 All residential rate classes

Conservation Instant Coupon Booklet Schedule B-1, Exhibit A Jan 26 2011 All residential rate classes

Bi-Annual Retailer Event Schedule B-1, Exhibit C Jan 26 2011 All residential rate classes

Retailer Co-Op Jan 26 2011 All residential rate classes

Residential Demand Response Schedule B-3 Aug 22 2011 All general service classes

New Construction Program Schedule B-2 Jan 26 2011 All residential rate classes

Commercial & Institutional Program

Efficiency: Equipment Replacement Schedule C-2 Jan 26 2011 All general service classes

Direct Install Lighting Schedule C-3 Jan 26 2011 General Service < 50 kW

Existing Building Commissioning Incentive Schedule C-6 Feb 2011 All general service classes

New Construction and Major Renovation

InitiativeSchedule C-4 Feb 2011 All general service classes

Energy Audit Schedule C-1 Jan 26 2011 All general service classes

Commercial Demand Response (part of

the Residential program schedule)Schedule B-3 Jan 26 2011 All general service classes

Demand Response 3 (part of the Industrial

program schedule)Schedule D-6 May 31, 2011 General Service 50 kW & above

Industrial Program

Process & System Upgrades Schedule D-1 May 31, 2011 General Service 50 kW & above

Monitoring & Targeting Schedule D-2 May 31, 2011 General Service 50 kW & above

Energy Manager Schedule D-3 May 31, 2011 General Service 50 kW & above

Key Account Manager Schedule D-4 May 31, 2011 General Service 50 kW & above

Efficiency: Equipment Replacement

Incentive (part of the C&I program

schedule)

Schedule C-2 May 31, 2011 General Service 50 kW & above

Demand Response 3 Schedule D-6 May 31, 2011 General Service 50 kW & above

Home Assistance Program

Home Assistance Program Schedule E-1 May 9, 2011 All residential rate classes

Pre-2011 Programs completed in 2011

Electricity Retrofit Incentive Program n/a n/a All general service classes

High Performance New Construction n/a n/a All general service classes

Toronto Comprehensive n/a n/a All general service classes

Multifamily Energy Efficiency Rebates n/a n/a All general service classes

Data Centre Incentive Program n/a n/a All general service classes

Exhibit: 1

Tab: 3

Schedule: 1

Attachment: 1.2

Page: 1 of 1

Table 2: OPA Not in Market Initiatives

Residential Program

Midstream Electronics

The objective of this initative is to

encourage retailers to promote and

sell high efficency televisions, and

for distributors to distribute high

efficiency set top boxes.

Not launched to market

Midstream Pool Equipment

The objective of this initiative is to

encourage pool installers to sell

and install efficient pool pump

equipment in residential in-ground

pools.


First Nations Program

First Nations programs are

delivered by OPA and results are

attributed to LDCs for reporting.


Home Energy Audit Tool

This is a provincial online audit tool

to engage customers in

conservation and help drive

customer participation to CDM

programs.


Commercial & Institutional

Program

Direct Service Space Cooling

The objective of this initiative is to

offer free servicing of air

conditioning systems and

refrigeration units for the purpose of

achieving energy savings and

demand reduction.

Not launched to market in

2011. The OPA has no plans

to launch this initiative 2012

Demand Response 1

This initiative allows distribution

customers to voluntarily reduce

electricity demand during certain

periods of the year pursuant to the

DR 1 contract. The initiative

provides DR payment for service for

the actual electricity reduction

provided during a demand

response event.

No customer uptake for this

initiative

Industrial Program

Demand Response 1 As aboveNo customer uptake for this

initiative

Initiative Not in Market in 2011 Objective Status

Program Descriptions Exhibit: 1 Tab: 3 Schedule: 2 Page: 1 of 1 Submitted on: September 30, 2012


Program Descriptions 1

2

Greater Sudbury Hydro has always offered to its customers whatever OPA programs and 3

associated initiative schedules were made available to Greater Sudbury Hydro customers. In 4

2011, as previously shown in Table 1, Greater Sudbury Hydro offered all of the available OPA 5

programs and associated initiatives to its customers. OPA programs are referred to as OPA-6

Contracted Province-Wide CDM Programs. 7

8



Attachment 1 of 5

Residential Programs

Appliance Retirement Initiative Residential Programs Exhibit: 1 Tab: 3 Schedule: 2 Attachment: 1.1 Page: 1 of 2 Submitted on: September 30, 2012


Appliance Retirement Initiative 1

2

Target Customer Type(s): Residential Customers 3

4

Initiative Frequency: Year round 5

6

Objectives: Achieve energy and demand savings by permanently decommissioning certain older, 7

inefficient refrigeration appliances located in Ontario. 8

9

Description: This is an energy efficiency Initiative that offers individuals and businesses free pick-up and 10

decommissioning of old large refrigerators and freezers. Window air conditioners and portable 11

dehumidifiers will also be picked up if a refrigerator or a freezer is being collected. 12

13

Targeted End Uses: Large refrigerators, large freezers, window air conditioners and portable 14

dehumidifiers. 15

16

Delivery: OPA centrally contracts for province-wide marketing, call centre, appliance pick-up and 17

decommissioning process. LDC provides local marketing and coordination with municipal pick-up where 18

available. 19

Additional detail is available: 20

Schedule B-1, Exhibit D 21

http://www.powerauthority.on.ca/sites/default/files/new_files/industry_stakeholders/current_electri22

city_contracts/pdfs/Schedule%20B-1%20Residential%20Program.pdf and 23

Saveonenergy websitehttps://saveonenergy.ca/Consumer/Programs/Appliance-Retirement.aspx 24

Initiative Activities/Progress: Greater Sudbury Hydro has been offering this OPA Initiative to its 25

customers since 2007. In 2011, 1,070 appliances were retired through the program. Given the market 26

saturation trend, year-over-year declines in savings are expected to continue to the end of 2014. For 27

2011, the program was in market on February 15, 2011. 28

http://www.powerauthority.on.ca/sites/default/files/new_files/industry_stakeholders/current_electricity_contracts/pdfs/Schedule%20B-1%20Residential%20Program.pdf


https://saveonenergy.ca/Consumer/Programs/Appliance-Retirement.aspx

Appliance Retirement Initiative Residential Programs Exhibit: 1 Tab: 3 Schedule: 2 Attachment: 1.1 Page: 2 of 2 Submitted on: September 30, 2012


1

Greater Sudbury Hydro marketed this Initiative at many local community events that took place in the 2

service territory in 2011, including the local home show. The Initiative was cross-promoted during the 3

Appliance Exchange events. The Initiative was also promoted in local media, in trade publications and on 4

the Greater Sudbury Hydro Website. Television ads resulted in a successful increase in pick-up requests 5

when aired. A promotion with Sears for a 10% discount on a new Energy Star fridge also helped boost 6

participation. Greater Sudbury Hydro will continue to market this initiative in 2012. 7

8

Lessons Learned: 9

The Appliance Retirement Initiative (previously The Great Refrigerator Round-Up) has been 10

offered by LDCs since 2007. This initiative is approaching market saturation. 11

12

While the OPA and the LDCs have reviewed this initiative to assess whether to include other 13

products, appliances have a natural life cycle and the initiative cannot be expected to continually 14

deliver the high level of results in perpetuity. These lower expectations have been taken into 15

account when developing conservation portfolios. 16

17

This initiative now faces some competition from independent retailers and municipalities. 18

19

Results are very responsive to province wide advertising. 20

21

Customers will put fridge at the side of the road for garbage if pick-up date is too long into future. 22

23

Greater Sudbury Hydro could have intervened to prevent some customer frustrations or opt-outs, 24

but was not permitted 25

Appliance Exchange Initiative Residential Programs Exhibit: 1 Tab: 3 Schedule: 2 Attachment: 1.2 Page: 1 of 2 Submitted on: September 30, 2012


Appliance Exchange Initiative 1

2


4

Initiative Frequency: Spring and Fall 5

6

Objective: The objective of this Initiative is to remove and permanently decommission older, inefficient 7

window air conditioners and portable dehumidifiers that are in Ontario. 8

9

Description: This Initiative involves appliance exchange events. Exchange events are held at local retail 10

locations and customers are encouraged to bring in their old room air conditioners (AC) and dehumidifiers 11

in exchange for coupons/discounts towards the purchase of new energy efficient equipment. 12

13

Targeted End Uses: Window air conditioners and portable dehumidifiers 14

15

Delivery: OPA contracts with participating retailers for collection of eligible units. 16


Schedule B-1, Exhibit 18

Chttp://www.powerauthority.on.ca/sites/default/files/new_files/industry_stakeholders/current_elect19

ricity_contracts/pdfs/Schedule%20B-1%20Residential%20Program.pdf and 20

Saveonenergy website https://saveonenergy.ca/Consumer.aspx 21

Initiative Activities/Progress: Greater Sudbury Hydro, like all LDC’s, has effectively no control over this 22

Initiative. In 2011, 41 appliances were exchanged through the program. For 2011, the program was in 23

market for both the Spring and Fall event periods. Greater Sudbury Hydro assured that there was a 24

presence at all eligible retailer locations in their jurisdictions. 25

26

Greater Sudbury Hydro will continue to market this initiative in 2012. 27



https://saveonenergy.ca/Consumer.aspx

Appliance Exchange Initiative Residential Programs Exhibit: 1 Tab: 3 Schedule: 2 Attachment: 1.2 Page: 2 of 2 Submitted on: September 30, 2012


1

2

Lessons Learned: 3

The spring event had the participation of 3 retailers with 300 – 400 locations across the province. 4

However, the Fall 2011 event had no retailer participation, therefore savings budgeted by the 5

LDCs did not materialize. 6

7

Evaluation, Measurement, and Verification (EMV) results indicated that the value of savings for 8

retired room AC has dropped. 9

10

The initiative may be achieving market saturation. 11

12

The type of unit turned in is very dependent upon what is promoted by the retailers. 13

14

Initiative would be more successful if dates of “exchange events” were planned and 15

communicated farther in advance so LDC’s could cross-promote with the retail coupon events 16

HVAC Incentives Initiative Residential Programs Exhibit: 1 Tab: 3 Schedule: 2 Attachment: 1.3 Page: 1 of 2 Submitted on: September 30, 2012


HVAC Incentives Initiative 1

2


4


6

Objective: The objective of this Initiative is to encourage the replacement of existing heating systems 7

with high efficiency furnaces equipped with Electronically Commutated Motors (ECM), and to replace 8

existing central air conditioners with ENERGY STAR qualified systems and products. 9

10

Description: This is an energy efficiency Initiative that provides rebates for the replacement of old 11

heating or cooling systems with high efficiency furnaces (equipped with ECM) and Energy Star qualified 12

central air conditioners by approved Heating, Refrigeration, and Air Conditioning Institute (HRAI) qualified 13

contractors. 14

15

Targeted End Uses: Central air conditioners and furnaces 16

17

Delivery: OPA contracts centrally for delivery of the program and LDCs are encouraged to convince 18

local contractors to participate in the Initiative. 19


Schedule B-1, Exhibit B 21




25




HVAC Incentives Initiative Residential Programs Exhibit: 1 Tab: 3 Schedule: 2 Attachment: 1.3 Page: 2 of 2 Submitted on: September 30, 2012


Initiative Activities/Progress: Greater Sudbury Hydro, like all LDC’s, has effectively no control 1

over this Initiative. Various incarnations of this initiative have been in-market since 2006. In 2

2011, 830 incentives were offered through the program. 3

4

Greater Sudbury Hydro continues to market this initiative in 2012. 5

6

Lessons Learned: 7

Channel engagement is a highly effective method of connecting with customers; however channel 8

partners require timeliness of the Rebate process to maintain a positive relationship between 9

consumers, contractors, the OPA, and the participating LDC. 10

11

There appears to be spillover from non-HRAI contractors who are ineligible for this initiative. 12

There are cases where smaller independent contractors are offering their own incentives (by 13

discounting their installations to match value of the OPA incentive) to make the sale. As this 14

occurs outside of the initiative, these installations not being attributed to any LDC. 15

16

There appears to be an obvious opportunity to cross-promote the peaksaver Plus initiative, 17

although since it is not in-market, nothing was possible for 2011. 18

Conservation Instant Coupon Booklet Initiative Residential Programs Exhibit: 1 Tab: 3 Schedule: 2 Attachment: 1.4 Page: 1 of 2 Submitted on: September 30, 2012


Conservation Instant Coupon Booklet Initiative 1

2


4


6

Objective: The objective of this Initiative is to encourage households to purchase energy efficient 7

products by offering discounts. 8

9

Description: This Initiative provides customers with year round coupons. The coupons offer instant 10

rebates towards the purchase of a variety of low cost, easy to install energy efficient measures and can 11

be redeemed at participating retailers. Booklets were directly mailed to customers and were also 12

available at point-of-purchase. Downloadable coupons were also available at www.saveoneenergy.ca. 13

14

Targeted End Uses: ENERGY STAR® qualified Standard Compact Flourescent Lights (CFLs),ENERGY 15

STAR® qualified Light Fixtures lighting control products, weatherstripping, hot water pipe wrap, electric 16

water heater blanket, heavy duty plug-in Timers, Advanced power bars, clothesline, baseboard 17

programmable thermostats 18

19

Delivery: OPA contracts centrally for the distribution of the coupon booklets across Ontario. LDC 20

distributes coupons at local events. The OPA enters into agreements with retailers to honour the 21

coupons. 22


Schedule B-1, Exhibit A 24




28




Conservation Instant Coupon Booklet Initiative Residential Programs Exhibit: 1 Tab: 3 Schedule: 2 Attachment: 1.4 Page: 2 of 2 Submitted on: September 30, 2012


Initiative Activities/Progress: Greater Sudbury Hydro, like all LDC’s, has effectively no control over this 1

Initiative. Various incarnations of this initiative have been in-market since 2006. In 2011, 5,386 2

incentives were credited to Greater Sudbury Hydro through the program. 3

4

The Initiative was marketed at community events in 2011 and was promoted in the local media and on the 5

Greater Sudbury Hydro website. Marketing of this program continues in 2012. 6

7

Lessons Learned: 8

The downloadable coupons proved to be more successful than the mailed out booklets. 9

10

This Initiative may benefit from an enabler such as a Conservation Card / Loyalty Card to 11

increase customer participation. 12

13

The timeframe for retailer submission of redeemed coupons vary from retailer to retailer. This 14

delays the results reporting, which in turn limits the OPA and LDC abilities to react and respond to 15

initiative performance or changes in consumer behaviour. 16

Bi-annual Retailer Event Initiative Residential Programs Exhibit: 1 Tab: 3 Schedule: 2 Attachment: 1.5 Page: 1 of 2 Submitted on: September 30, 2012


Bi-annual Retailer Event Initiative 1

2


4

Initiative Frequency: Bi-annual events 5

6

Objective: The objective of this Initiative is to provide instant point of purchase discounts to individuals at 7

participating retailers for a variety of energy efficient products. 8

9

Description: Twice a year (Spring and Fall), participating retailers host month-long rebate events. During 10

the months of April and October, customers are encouraged to visit participating retailers where they can 11

find coupons redeemable for instant rebates towards a variety of low cost, easy to install energy efficient 12

measures. 13

14

Targeted End Uses: Same as the conservation instant coupon booklet initiative 15

16

Delivery: The OPA enters into arrangements with participating retailers to promote the discounted 17

products, and to post and honour related coupons. LDCs also refer retailers to the OPA. 18


Schedule B-1, Exhibit C 20




24

Initiative Activities/Progress: As in prior years, for 2011, events took place in the Spring and Fall and 25

each event ran for a month. LDC’s have a very limited role in the program. Uptake depends in large part 26

on the type of coupons available, the number of events held and the marketing of the Initiative. In 2011, 27




Bi-annual Retailer Event Initiative Residential Programs Exhibit: 1 Tab: 3 Schedule: 2 Attachment: 1.5 Page: 2 of 2 Submitted on: September 30, 2012


8,943 coupons were credited to Greater Sudbury Hydro. For 2012, a decline in net savings is anticipated 1

due to the maturing market for CFLs. 2

3

Greater Sudbury Hydro utilized the opportunity of the Bi-Annual Retailer Events to cross-promote many 4

other initiatives to Event customers (coupon redeemers or not). Greater Sudbury Hydro continues to 5

market this initiative in 2012. 6

7

Lessons Learned: 8

The Product list has changed very little over the past four years. 9

10

Program evolution, including new products (for example, LED lighting) and review of incentive 11

pricing for the coupon initiatives, must be a regular activity to ensure continued consumer interest. 12

13

A review conducted by the Residential Working Group in Q4 2011 identified three areas of need 14

for initiative evolution: 1) introduction of product focused marketing; 2) enhanced product 15

selection and 3) improved training for retailers. 16

17

New Construction Program Residential Programs Exhibit: 1 Tab: 3 Schedule: 2 Attachment: 1.6 Page: 1 of 2 Submitted on: September 30, 2012


New Construction Program 1

2


4


6

Objective: The objective of this initiative is to provide incentives to participants for the purpose of 7

promoting the construction of energy efficient residential homes in the Province of Ontario. 8

9

Description: This is an energy efficiency Initiative that provides incentives to homebuilders for 10

constructing new homes that are efficient, smart, and integrated (applicable to new single family 11

dwellings). Incentives are provided in two key categories as follows: 12

o Incentives for homebuilders who install electricity efficiency measures as determined by a 13

prescriptive list or via a custom option. 14

o Incentives for homebuilders who meet or exceed aggressive efficiency standards using the 15

EnerGuide performance rating system. 16

17

Targeted End Uses: all off switch, ECM motors, ENERGY STAR qualified central a/c, lighting control 18

products, lighting fixtures, Energuide 83 whole home, energuide 85 whole homes 19

20

Delivery: Local engagement of builders will be the responsibility of the LDC and will be supported by 21

OPA air coverage driving builders to their LDC for additional information. 22


Schedule B-1, Exhibit 24

Chttp://www.powerauthority.on.ca/sites/default/files/new_files/industry_stakeholders/current_elect25

ricity_contracts/pdfs/Schedule%20B-2%20New%20Construction%20Program.pdf and 26


28

http://www.powerauthority.on.ca/sites/default/files/new_files/industry_stakeholders/current_electricity_contracts/pdfs/Schedule%20B-2%20New%20Construction%20Program.pdf

http://www.powerauthority.on.ca/sites/default/files/new_files/industry_stakeholders/current_electricity_contracts/pdfs/Schedule%20B-2%20New%20Construction%20Program.pdf


New Construction Program Residential Programs Exhibit: 1 Tab: 3 Schedule: 2 Attachment: 1.6 Page: 2 of 2 Submitted on: September 30, 2012


Initiative Activities/Progress: There was no uptake in this initiative. One (1) local applicant attempted 1

to apply, but due to technical difficulty in doing the mandatory TRC calculation dropped the whole process 2

3

Lessons Learned: 4

There were limited (5) participants province-wide in the program. Because the online application 5

system is a one to one relationship, this program was only practical for custom builders who were 6

building one home at a time. Tract builders who might build 250 homes in a single phase would 7

have to submit 250 applications to qualify for incentives. This administrative challenge has 8

deterred all tract builders from participating in the program to date. 9

10

Administrative requirements must align with perceived stakeholder payback. Changes are being 11

processed through change management for 2012. 12

13

Contractors would rather give a discount directly to the home buyer rather than go through the 14

complicated process of applying. 15

16

Residential Demand Response Program Residential Programs Exhibit: 1 Tab: 3 Schedule: 2 Attachment: 1.7 Page: 1 of 2 Submitted on: September 30, 2012


Residential Demand Response Program 1

2

Target Customer Type(s): Residential and Small Commercial Customers 3

4


6

Objective: The objectives of this Initiative are to enhance the reliability of the IESO-controlled 7

grid by accessing and aggregating specified residential and small commercial end uses for the 8

purpose of load reduction, increasing consumer awareness of the importance of reducing 9

summer demand and providing consumers their current electricity consumption and associated 10

costs. 11

12

Description: In peaksaverPLUS™, participants are eligible to receive a free programmable 13

thermostat or switch, including installation. Participants also receive access to price and real-14

time consumption information on an In Home Display (IHD).LDCs were given the choice to 15

continue to offer the standard load control program (programmable thermostat or switch with a 16

$25 bill credit) for the first 8 months of 2011 (referred to as peaksaver®Extension). After August 17

2011, the Extension ended and the program (including marketing) ceased until new IHD product becomes 18

available. 19

20

Targeted End Uses: central air conditioning, water heaters and pool pumps 21

22

Delivery: LDC’s recruit customers and procure technology 23


Schedule B-1, Exhibit C 25


city_contracts/pdfs/SCHED_2011_ResDR_B_3_110727%28MJB%29v15_redacted.pdf and 27

http://www.powerauthority.on.ca/sites/default/files/new_files/industry_stakeholders/current_electricity_contracts/pdfs/SCHED_2011_ResDR_B_3_110727%28MJB%29v15_redacted.pdf

http://www.powerauthority.on.ca/sites/default/files/new_files/industry_stakeholders/current_electricity_contracts/pdfs/SCHED_2011_ResDR_B_3_110727%28MJB%29v15_redacted.pdf

Residential Demand Response Program Residential Programs Exhibit: 1 Tab: 3 Schedule: 2 Attachment: 1.7 Page: 2 of 2 Submitted on: September 30, 2012



Initiative Activities/Progress: The initiative was very well promoted for the first six months of the year. 2

Radio, television, community events and cross-promotion via other initiatives were all utilized until it 3

became clear that the planned in-home displays (IHDs) would not be available. Greater Sudbury Hydro 4

even opened an after-hours office for customers to come in and pick-up thermostats to install themselves 5

or have a contractor install. 130 applicants were processed through the program in 2011. A solution to 6

the technical issues with IHDs is still pending. 7

8

9

Lessons Learned: 10

• The schedule for Peaksaver Plus was posted in August 2011, but this did not provide adequate 11

time for product procurement for 2011, and part of 2012. The product procurement process 12

uncovered that the IHD units that communicate with installed smart meter technology were still in 13

development and not ready for market deployment. Consequently, LDCs could not be in market 14

with the Peaksaver Plus program until 2012. 15

16

Introduction of new technology requires incentives for the development of such technology. 17

Appropriate lead times for LDC analysis and assessment, product procurement, and testing and 18

integration into the Smart Meter environment are also required. Making seemingly minor changes 19

to provincial technical specifications can create significant issues when all LDCs attempt to 20

implement the solution in their individual environments. 21

Where a provincial solution is not available to all participants, attention to addressing specific LDC 22

concerns is needed. 23

Reimbursement to LDC for the cost of the thermostat is not sufficient to cover the cost of 24

installations 25

As soon as IHD’s become available, prior applicants from 2008-2010 should be able to be re-26

signed as “new” customers 27




Attachment 2 of 5

Commercial And Institutional Program

Equipment Replacement Incentive (ERII) Commercial And Institutional Program Exhibit: 1 Tab: 3 Schedule: 2 Attachment: 2.1 Page: 1 of 3 Submitted on: September 30, 2012


Equipment Replacement Incentive (ERII) 1

2

Target Customer Type(s): Commercial, Institutional, Agricultural and Industrial Customers 3

4


6

Objective: The objective of this Initiative is to offer incentives to non-residential distribution customers to 7

achieve reductions in electricity demand and consumption by upgrading to more energy efficient 8

equipment for lighting, space cooling, ventilation and other measures. 9

10

Description: The Equipment Replacement Incentive Initiative (ERII) offers financial incentives to 11

customers for the upgrade of existing equipment to energy efficient equipment. Upgrade projects can be 12

classified into either: 1) prescriptive projects where prescribed measures replace associated required 13

base case equipment; 2) engineered projects where energy and demand savings and incentives are 14

calculated for associated measures; or 3) custom projects for other energy efficiency upgrades. 15

16

Targeted End Uses: Lighting, space cooling, ventilation and other measures 17

18

Delivery: LDC delivered. 19


Schedule C-2 21


city_contracts/pdfs/Schedule%20C-2%20ERII%20Initiative.pdf and 23

Saveonenergy website https://saveonenergy.ca/Business/Program-Overviews/Retrofit-for-24

Commercial.aspx 25

26

Initiative Activities/Progress: Greater Sudbury Hydro has been offering prior incarnations of this 27

Initiative since 2008. A variety of marketing and promotion options were pursued, including TV ads, the 28

http://www.powerauthority.on.ca/sites/default/files/new_files/industry_stakeholders/current_electricity_contracts/pdfs/Schedule%20C-2%20ERII%20Initiative.pdf

http://www.powerauthority.on.ca/sites/default/files/new_files/industry_stakeholders/current_electricity_contracts/pdfs/Schedule%20C-2%20ERII%20Initiative.pdf

https://saveonenergy.ca/Business/Program-Overviews/Retrofit-for-Commercial.aspx

https://saveonenergy.ca/Business/Program-Overviews/Retrofit-for-Commercial.aspx



local home show Website, customer and contractor seminars, use of the Greater Sudbury Hydro Website 1

and joint promotion with third parties. In conjunction with promotion during meetings and presentations to 2

large commercial and institutional customers (including Sudbury school boards, Laurentian University, 3

Health Sciences North, Cambrian College), direct mail was sent out to these customers inviting them to 4

contact Greater Sudbury Hydro and/or a contractor for C&I Initiatives. 32 “business” and 25 “industrial” 5

projects were processed in 2011, subsequent to its in-service date of March 11, 2011. Savings 6

proportion is extremely heavily weighted to business customers and projects. 7

8

There is expectedly significant conservation potential remaining to be tapped in the commercial and 9

institutional sectors in the Greater Sudbury Hydro service territory. The greatest opportunities for 10

commercial and institutional kW and kWh are in lighting, motors and HVAC. 11

12

For 2012, the marketing described above will continue and have to be accentuated and accelerated given 13

the critical role this initiative plays in meeting savings targets. A local marketing strategy focused 14

specifically on ERII will be developed soon to ensure all opportunities are pursued. 15

16

Because of the importance of ERII to achieving the energy and demand savings required to meet the 17

24 CDM targets, in 2012 Greater Sudbury Hydro will investigate, and implement aggressively as 18

appropriate, a marketing strategy which will also involve offering more comprehensive free site 19

assessments to encourage customers to do more projects and projects which achieve greater savings 20

per project. 21

22

Lessons Learned: 23

ERII (previously Equipment Replacement Incentive Program – ERIP) has been offered by LDCs 24

for many years. It is a high performing, cost-effective program, and there were many pre-2011 25

projects completing in 2011 (via ERIP). 26

27

A major challenge for the ERII program in 2011 was payment delays. The centralized electronic 28

processes were not ready as required by the Master Agreement. The lack of having these 29

automated processes, exasperated by a greater than expected volume of pre-2011 projects 30

completing in 2011, caused considerable payment delays. Based on the lessons learned in the 31



2011 process, the centralized process review used for 2012 project payment has been 1

streamlined. 2

3

In March 2011, the revised CRM (referred to as iCON) system was launched by the OPA. This is 4

the major online application system implemented to aid the 2011-2014 ERII application process. 5

With system applications of this size and functionality, it was expected that there would be 6

various issues identified at the time of the release, and on-going, to prove that the system was 7

”ready for market.” Unfortunately, the resolution of these issues, with the corresponding time lags 8

and workarounds, was seen to be a barrier to some customer participation in the 2011 program 9

year. In addition, there were also on-going issues and limitations with the back-end CRM system 10

that affected LDCs ability to effectively review and approve applications. Some LDCs (and their 11

third party service providers) have developed parallel systems to monitor their applications. 12

13

Program would benefit from inclusion of LED lighting options 14

15

Over-reliance on lighting savings so far is risky due to net lighting savings diminishing as the 16

market transforms in anticipation of new mandatory federal lighting standards 17

18

Contractor education is critical, especially for non-lighting contractors—and requires ongoing 19

effort 20

Direct Install Lighting (DIL) Commercial And Institutional Program Exhibit: 1 Tab: 3 Schedule: 2 Attachment: 2.2 Page: 1 of 2 Submitted on: September 30, 2012


Direct Install Lighting (DIL) 1

2

Target Customer Type(s): Small Commercial, Institutional, Agricultural facilities and multi-family 3

buildings 4

5


7

Objective: The objective of this Initiative is to offer a free installation of eligible lighting and water heating 8

measures of up to $1,000 to eligible owners and tenants of commercial, institutional and agricultural 9

facilities and multi-family buildings, for the purpose of achieving electricity savings and peak demand 10

savings. 11

12

Description: The Direct Installed Lighting Initiative targets customers in the General Service <50kW 13

account category. This Initiative offers turnkey lighting and electric hot water heater measures with a 14

value up to $1,000 at no cost to qualifying small businesses. In addition, standard prescriptive incentives 15

are available for eligible equipment beyond the initial $1,000 limit. 16

17

Target End Uses: Lighting 18

19

Delivery: Participants can enrol directly with the LDC, or would be contacted by the LDC/LDC-20

designated representative. 21


Schedule C-3 23

http://www.powerauthority.on.ca/sites/default/files/page/Schedule%20C-24

3%20Direct%20Install%20Initiative%20-%20redacted.pdf and 25

Saveonenergy website https://saveonenergy.ca/Business.aspx 26

27

http://www.powerauthority.on.ca/sites/default/files/page/Schedule%20C-3%20Direct%20Install%20Initiative%20-%20redacted.pdf

http://www.powerauthority.on.ca/sites/default/files/page/Schedule%20C-3%20Direct%20Install%20Initiative%20-%20redacted.pdf

https://saveonenergy.ca/Business.aspx

Direct Install Lighting (DIL) Commercial And Institutional Program Exhibit: 1 Tab: 3 Schedule: 2 Attachment: 2.2 Page: 2 of 2 Submitted on: September 30, 2012


Initiative Activities/Progress: Greater Sudbury Hydro has been offering this Initiative since 2008. The 1

Initiative was officially in-market on March 11, 2011, but in fact got started in late Summer. This Initiative 2

is close to full market saturation, with declining levels of customer uptake. 87 projects/sites were 3

processed in 2011. Due to the relatively high percentage of total eligible customers already served by the 4

program, Greater Sudbury Hydro is anticipating a steady drop-off in the level of participants. 5

6

The Initiative was promoted at the local home show and through TV ads. Greater Sudbury Hydro used a 7

call centre to promote the program and a contractor to perform on-site assessments and installations. 8

9

Lessons Learned: 10

The Direct Installed Lighting Initiative is a continuation of the Power Saving Blitz Initiative offered 11

by LDCs from 2008-2010.Successful execution of the previous rendition of this Initiative has 12

resulted in diminished potential for the 2011-2014 Initiative in some LDC territories. 13

14

The inclusion of a standard incentive for additional measures increased project size and drove 15

higher energy and demand savings results. 16

17

The cost of materials has experienced price volatility, reducing the margins of the electrical 18

contractors and has led to a reduction in vendor channel participation in some regions. 19

20

Due to backlogs in the payment system, participant incentive payments from the OPA to the LDC 21

were commonly delayed. (Greater Sudbury Hydro did pay customers on time, in good faith.) 22

23

To address these issues, the LDCs have been working with the OPA through Change 24

Management to address: 25

o extending the target initiative population to include small agricultural customers; 26

o increasing the incentive envelope of $1,000 to $1,500 to ensure ongoing marketability of the 27

program; and 28

o reviewing the eligible measure price list to support contractor participation. 29

o adding equipment requirement such as a scissor lift 30

31

Bulk meter applications allow vacant spaces to be upgraded 32

33

Net lighting savings will diminish as the market transforms in anticipation of new mandatory federal 34

lighting standards 35

Existing Building Commissioning Incentive Initiative Commercial And Institutional Program Exhibit: 1 Tab: 3 Schedule: 2 Attachment: 2.3 Page: 1 of 2 Submitted on: September 30, 2012


Existing Building Commissioning Incentive Initiative 1

2

Target Customer Type(s): Commercial, Institutional, and Agricultural Customers 3

4


6

Objective: The objective of this Initiative is to offer incentives for optimizing (but not replacing) existing 7

chilled water systems for space cooling in non-residential facilities for the purpose of achieving 8

implementation phase energy savings, implementation phase demand savings, or both. 9

10

Description: This Initiative offers Participants incentives for the following: 11

scoping study phase 12

investigation phase 13

implementation phase 14

hand off/completion phase 15

16

Targeted End Uses: Chilled water systems for space cooling 17

18



Schedule C-6 21


city_contracts/pdfs/Schedule%20C-6%20Commissioning%20Initiative.pdfand 23

Saveonenergy website https://saveonenergy.ca/Business/Program-Overviews/Existing-Building-24

Commissioning.aspx 25

26

Initiative Activities/Progress: The Initiative was in-market on March 11, 2011. Building commissioning 27

is best suited to large buildings with complex mechanical systems. For example, roof-top HVAC units, 28

http://www.powerauthority.on.ca/sites/default/files/new_files/industry_stakeholders/current_electricity_contracts/pdfs/Schedule%20C-6%20Commissioning%20Initiative.pdf

http://www.powerauthority.on.ca/sites/default/files/new_files/industry_stakeholders/current_electricity_contracts/pdfs/Schedule%20C-6%20Commissioning%20Initiative.pdf

https://saveonenergy.ca/Business/Program-Overviews/Existing-Building-Commissioning.aspx

https://saveonenergy.ca/Business/Program-Overviews/Existing-Building-Commissioning.aspx

Existing Building Commissioning Incentive Initiative Commercial And Institutional Program Exhibit: 1 Tab: 3 Schedule: 2 Attachment: 2.3 Page: 2 of 2 Submitted on: September 30, 2012


more typical in the Greater Sudbury area, have very few parameters that can readily be modified. The 1

vast majority of building stock in Sudbury is designed with standard commercial/industrial lighting, HVAC 2

and mechanical systems. These systems do not lend themselves well to commissioning; they are better 3

candidates for retrofit opportunities under ERII. When Greater Sudbury Hydro provides site assessments 4

for customers seeking retrofit opportunities, related commissioning opportunities are identified and 5

reported on. 6

7

There was no take-up of this program in 2011, but Greater Sudbury Hydro will nevertheless continue to 8

market it in 2012 and beyond. 9

10

Lessons Learned: 11

• There was no customer uptake for this Initiative. It is suspected that the scope of the Initiative 12

being limited to space cooling contributed to the lack of participation. Accordingly chilled water 13

systems used for other purposes should be made eligible and considered through Change 14

Management. 15

16

• The customer expectation is that the program be expanded to include broader building 17

improvements for a more holistic approach to building re-commissioning. 18

New Construction and Major Renovation Initiative Commercial And Institutional Program Exhibit: 1 Tab: 3 Schedule: 2 Attachment: 2.4 Page: 1 of 2 Submitted on: September 30, 2012


New Construction and Major Renovation Initiative 1

2


4


6

Objective: The objective of this Initiative is to encourage builders of commercial, institutional, and 7

industrial buildings (including multi-family buildings and agricultural facilities) to reduce electricity demand 8

and/or consumption by designing and building new buildings with more energy-efficient equipment and 9

systems for lighting, space cooling, ventilation and other Measures. 10

11

Description: The New Construction initiative provides incentives for new buildings to exceed existing 12

codes and standards for energy efficiency. The initiative uses both a prescriptive and custom approach. 13

14

Targeted End Uses: Building envelope, lighting, space cooling, ventilation and other measures 15

16

Delivery: LDC delivers to customers and design decision makers. 17


Schedule C-4 19

http://www.powerauthority.on.ca/sites/default/files/page/ScheduleC-20

4NewContructionInitiativeV2.pdf and 21

Saveonenergy website https://saveonenergy.ca/Business/Program-Overviews/New-22

Construction.aspx 23

Initiative Activities/Progress: The Initiative was in-market on March 11, 2011. There is very limited 24

new construction opportunity in the Greater Sudbury Hydro service territory. Most of the commercial and 25

smaller industrial facilities have focused on surviving the recession and not growing their businesses. 26

27

As a strategy, Greater Sudbury Hydro has focused on helping its customers become more cost 28

competitive through conservation efforts, but with few new construction opportunities available, 29

http://www.powerauthority.on.ca/sites/default/files/page/ScheduleC-4NewContructionInitiativeV2.pdf

http://www.powerauthority.on.ca/sites/default/files/page/ScheduleC-4NewContructionInitiativeV2.pdf

https://saveonenergy.ca/Business/Program-Overviews/New-Construction.aspx

https://saveonenergy.ca/Business/Program-Overviews/New-Construction.aspx

New Construction and Major Renovation Initiative Commercial And Institutional Program Exhibit: 1 Tab: 3 Schedule: 2 Attachment: 2.4 Page: 2 of 2 Submitted on: September 30, 2012


opportunities for potential customer uptake were limited. There was no uptake in this program for Greater 1

Sudbury Hydro during 2011. 2

3

Marketing and outreach was taken very seriously. In conjunction with promotion during meetings and 4

presentations to large commercial and institutional customers (including Sudbury school boards, 5

Laurentian University, Health Sciences North, Cambrian College), direct mail was sent out to these 6

customers inviting them to contact Greater Sudbury Hydro’s contractor for C&I Initiatives. Efforts will 7

continue in 2012 and beyond, though the window of opportunity for savings that count before the end of 8

2014 is short. 9

10

Lessons Learned: 11

This is a continuation of the High Performance New Construction (HPNC) program previously 12

delivered by Enbridge Gas under contract with the OPA (and subcontracted to Union Gas), which 13

ran until December 2010. 14

For 2011, new industry participation was limited due to the delays in redesign of certain aspects 15

of the Initiative such as: 16

2011 prescriptive incentives needed to be aligned with ERII incentives 17

In the cases of delivering large projects (i.e. custom applications), 2011 participation was 18

limited due to 1) building code changes and 2) level of documentation required. 19

20

Discussion with Engineering or appropriate department from municipality who knows of 21

development prior to permit being given essential to time applications. 22

Energy Audit Initiative Commercial And Institutional Program Exhibit: 1 Tab: 3 Schedule: 2 Attachment: 2.5 Page: 1 of 2 Submitted on: September 30, 2012


Energy Audit Initiative 1

2


4


6

Objective: The objective of this Initiative is to offer incentives to owners and lessees of commercial, 7

institutional, multi-family buildings and agricultural facilities for the purpose of undertaking assessments to 8

identify all possible opportunities to reduce electricity demand and consumption within their buildings or 9

premises. 10

11

Description: This Initiative provides participants incentives for the completion of energy audits of 12

electricity consuming equipment located in the facility. Energy audits include development of energy 13

baselines, use assessments and performance monitoring and reporting. 14

15

Targeted End Uses: Various 16

17



Schedule C-20

1http://www.powerauthority.on.ca/sites/default/files/new_files/industry_stakeholders/current_elect21

ricity_contracts/pdfs/Schedule%20C-1%20Energy%20Audit%20Initiative.pdf and 22

Saveonenergy website https://saveonenergy.ca/Business/Program-Overviews/Audit-23

Funding.aspx 24

25

Initiative Activities/Progress: There was no uptake in this program during 2011. Greater Sudbury 26

Hydro will continue to offer and market this initiative alongside the ERII and new construction initiatives. 27

28

http://www.powerauthority.on.ca/sites/default/files/new_files/industry_stakeholders/current_electricity_contracts/pdfs/Schedule%20C-1%20Energy%20Audit%20Initiative.pdf

http://www.powerauthority.on.ca/sites/default/files/new_files/industry_stakeholders/current_electricity_contracts/pdfs/Schedule%20C-1%20Energy%20Audit%20Initiative.pdf

https://saveonenergy.ca/Business/Program-Overviews/Audit-Funding.aspx

https://saveonenergy.ca/Business/Program-Overviews/Audit-Funding.aspx

Energy Audit Initiative Commercial And Institutional Program Exhibit: 1 Tab: 3 Schedule: 2 Attachment: 2.5 Page: 2 of 2 Submitted on: September 30, 2012


1

Lessons Learned: 2

• Customer uptake in the beginning of 2011 was slow, and increased later in the year. Hence, little 3

if any savings were realized in 2011, but projects are expected for 2012. 4

• Customers expect a greater connection with other CDM Initiatives as a result of completing the 5

Energy Audit. The Initiative should be reviewed under Change Management for the means to 6

readily incent Participants with Audits in hand to implement other electricity savings Initiatives. 7

8



Attachment 3 of 5

Industrial Program

Process & Systems Upgrades Initiative (PSUI) Industrial Program Exhibit: 1 Tab: 3 Schedule: 2 Attachment: 3.1 Page: 1 of 2 Submitted on: September 30, 2012


Process & Systems Upgrades Initiative (PSUI) 1

2

Target Customer Type(s): Industrial, Commercial, Institutional and Agricultural Customers 3

4


6

Objectives: The objectives of this Initiative are to: 7

Offer distribution customers capital incentives and enabling initiatives to assist with the 8

implementation of large projects and project portfolios; 9

Implement system optimization project in systems which are intrinsically complex and capital 10

intensive; and 11

Increase the capability of distribution customers to implement energy management and system 12

optimization projects. 13

14

Description: PSUI is an energy management Initiative that includes three Initiatives: (preliminary 15

engineering study, detailed engineering study, and project incentive Initiative). The incentives are 16

available to large distribution connected customers with projects or portfolio projects that are expected to 17

generate at least 350 MWh of annualized electricity savings or, in the case of Micro-Projects, 100 MWh of 18

annualized electricity savings.The capital incentive for this Initiative is the lowest of: 19

a) $200/MWh of annualized electricity savings 20

b) 70% of projects costs 21

c) A one year pay back 22

23

Targeted End Uses: Process and systems 24

25

Delivery: LDC delivered with Key Account Management support, in some cases. 26


Schedule D-1 28


http://www.powerauthority.on.ca/sites/default/files/new_files/industry_stakeholders/current_electricity_contracts/pdfs/Schedule%20D-1%20Process%20and%20Systems%20Upgrades%20Initiative.pdf

Process & Systems Upgrades Initiative (PSUI) Industrial Program Exhibit: 1 Tab: 3 Schedule: 2 Attachment: 3.1 Page: 2 of 2 Submitted on: September 30, 2012


city_contracts/pdfs/Schedule%20D-1

1%20Process%20and%20Systems%20Upgrades%20Initiative.pdf and 2


4

Initiative Activities/Progress: There are effectively no industrial customers eligible for this initiative in 5

the Greater Sudbury Hydro territory. Only the municipality and larger institutions are scaled appropriately 6

for this initiative, but their facilities are not appropriate. 7

8

Lessons Learned: 9

• The PSUI program targets large customers that are undertaking large capital projects. There is 10

typically a long sales cycle to sell these projects, and then a long project development cycle. As 11

such, results from PSUI did not appear in 2011. Limited results are expected to appear in 2012. 12

The majority of the results are expected in 2013-2014, with a much reduced benefit to cumulative 13

energy savings targets. 14

• Steps are being taken in the 2012 change management process to simplify and streamline the 15

micro-project application process and to allow smaller projects to be directed to the ERII stream. 16

• Given the size of the projects involved, the contract required for PSUI is a lengthy and 17

complicated document. Attempts are being made through change management in 2012 to 18

simplify the document while still protecting the ratepayer. 19

• With the considerable customer interest in on-site Load Displacement projects, the Initiative 20

should be reviewed to ensure that these projects may be accepted as part of the PSUI Initiative. 21

22




Monitoring & Targeting Initiative Industrial Program Exhibit: 1 Tab: 3 Schedule: 2 Attachment: 3.2 Page: 1 of 2 Submitted on: September 30, 2012


Monitoring & Targeting Initiative 1

2


4


6

Objective: This Initiative offers access to funding for the installation of Monitoring and Targeting systems 7

in order to deliver a minimum savings target at the end of 24 months and sustain for the term of the M&T 8

Agreement. 9

10

Description: This Initiative offers customers funding for the installation of a Monitoring and Targeting 11

system to help them understand how their energy consumption might be reduced. A facility energy 12

manager, who regularly oversees energy usage, will now be able to use historical energy consumption 13

performance to analyze and set targets. 14

15

Targeted End Uses: Any 16

17



Schedule D-2 20


city_contracts/pdfs/Schedule%20D-2%20Monitoring%20and%20Targeting%20Initiative.pdf and 22


24

Initiative Activities/Progress: There are effectively no industrial customers eligible for this initiative in 25

the Greater Sudbury Hydro territory. Only the municipality and larger institutions are scaled appropriately 26

for this initiative, but their facilities are not appropriate. 27

28

http://www.powerauthority.on.ca/sites/default/files/new_files/industry_stakeholders/current_electricity_contracts/pdfs/Schedule%20D-2%20Monitoring%20and%20Targeting%20Initiative.pdf

http://www.powerauthority.on.ca/sites/default/files/new_files/industry_stakeholders/current_electricity_contracts/pdfs/Schedule%20D-2%20Monitoring%20and%20Targeting%20Initiative.pdf


Monitoring & Targeting Initiative Industrial Program Exhibit: 1 Tab: 3 Schedule: 2 Attachment: 3.2 Page: 2 of 2 Submitted on: September 30, 2012


1

Lessons Learned: 2

• The M&T initiative was originally targeted at larger customers with the capacity to review the M&T 3

data. This review requires the customer facility to employ an Energy Manager, or a person with 4

equivalent qualifications, which has been a barrier for some customers. Through the change 5

management process in 2012, changes are being made to both the M&T schedule and ERII to 6

allow smaller facilities to employ M&T systems. 7

8

Energy Manager Initiative Industrial Program Exhibit: 1 Tab: 3 Schedule: 2 Attachment: 3.3 Page: 1 of 2 Submitted on: September 30, 2012


Energy Manager Initiative 1

2


4


6

Objective: The objective of this initiative is to provide customers and LDCs the opportunity to access 7

funding for the engagement of energy managers in order to deliver a minimum annual savings target. 8

9

Description: This Initiative provides customers the opportunity to access funding to engage an on-site, 10

full time embedded energy manager, or an off-site roving energy manager who is engaged by the LDC. 11

The role of the energy manager is to take control of the facility’s energy use by monitoring performance, 12

leading awareness programs, and identifying opportunities for energy consumption improvement, and 13

spearheading projects. Participants are funded 80% of the embedded energy manager’s salary up to 14

$100,000 plus 80% of the energy manager’s actual reasonable expenses incurred up to $8,000 per year. 15

Each embedded energy manager has a target of 300 kW/year of energy savings from one or more 16

facilities. LDCs receive funding of up to $120,000 for a Roving Energy Manager plus $8,000 for 17

expenses. 18

19


21



Schedule D-3 24


city_contracts/pdfs/Schedule%20D-3%20Energy%20Manager%20Initiative%202011-2014.pdf 26

and 27


http://www.powerauthority.on.ca/sites/default/files/new_files/industry_stakeholders/current_electricity_contracts/pdfs/Schedule%20D-3%20Energy%20Manager%20Initiative%202011-2014.pdf

http://www.powerauthority.on.ca/sites/default/files/new_files/industry_stakeholders/current_electricity_contracts/pdfs/Schedule%20D-3%20Energy%20Manager%20Initiative%202011-2014.pdf


Energy Manager Initiative Industrial Program Exhibit: 1 Tab: 3 Schedule: 2 Attachment: 3.3 Page: 2 of 2 Submitted on: September 30, 2012


1

Initiative Activities/Progress: No Greater Sudbury Hydro customers qualify for this initiative. 2

3

Lessons Learned: 4

• The energy managers have proven to be a popular resource. 5

• At the beginning, it took longer than expected to set up the energy manager application process. 6

• Some LDCs are reporting difficulties in hiring capable Roving Energy Managers (REM). 7

• LDCs that are too small to qualify for their own REM, are teaming up with other utilities to hire an 8

REM. 9

10

Key Account Manager (KAM) Industrial Program Exhibit: 1 Tab: 3 Schedule: 2 Attachment: 3.4 Page: 1 of 1 Submitted on: September 30, 2012


Key Account Manager (KAM) 1

2


4


6

Objective: This initiative offers LDCs the opportunity to access funding for the employment of a KAM in 7

order to support them in fulfilling their obligations related to the PSUI. The KAM is considered to be a key 8

element in assisting the consumer in overcoming traditional barriers related to energy management and 9

help them achieve savings since the KAM can build relationships and become a significant resource of 10

knowledge to the customer. 11

12


14

Delivery: 15


ScheduleD-4 17

http://www.powerauthority.on.ca/sites/default/files/new_files/industry_stakeholders/projects_progr18

ams/pdfs/PSUI%20Initiative%20Schedule%20D-4.Key%20Account%20Manager.20110322.pdf 19

20

Initiative Activities/Progress: Greater Sudbury Hydro has a limited and well-known set of large 21

customers who remain in regular contact regarding CDM programs and opportunities. 22

23

Lessons Learned: 24

• Customers appreciate dealing with a single contact to interface with an LDC, a resource that has 25

both the technical and business background who can communicate easily with the customer and 26

the LDC. Finding this type of skill set has been difficult resulting in longer lead times to acquire 27

the right resource. 28

http://www.powerauthority.on.ca/sites/default/files/new_files/industry_stakeholders/projects_programs/pdfs/PSUI%20Initiative%20Schedule%20D-4.Key%20Account%20Manager.20110322.pdf

http://www.powerauthority.on.ca/sites/default/files/new_files/industry_stakeholders/projects_programs/pdfs/PSUI%20Initiative%20Schedule%20D-4.Key%20Account%20Manager.20110322.pdf

Demand Response 3 (DR3) Industrial Program Exhibit: 1 Tab: 3 Schedule: 2 Attachment: 3.5 Page: 1 of 2 Submitted on: September 30, 2012


Demand Response 3 (DR3) 1

2


4


6

Objective: This Initiative provides for Demand Response (DR) payment for service to DR3 participants 7

to compensate them for making available electricity demand response during a demand response event. 8

9

Description: Demand Response 3 (DR3) is a demand response Initiative for commercial and industrial 10

customers, of 50 kW or greater to reduce the amount of power being used during certain periods of the 11

year. The DR3 Initiative is a contractual resource that is an economic alternative to procurement of new 12

generation capacity.DR3 comes with specific contractual obligations requiring participants to reduce their 13

use of electricity relative to a baseline when called upon. This Initiative makes payments for participants 14

to be on standby and energy payments for the actual energy reduction provided during a demand 15

response event. Participants are scheduled to be on standby approximately 1,600 hours per calendar 16

year for possible dispatch of up to 100 hours or 200 hours within that year depending on the contract. 17

18

Targeted End Uses: 19

20

Delivery: DR3 is delivered by Demand Response Providers, under contract to the OPA. The OPA 21

administers contracts with all DRPs and Direct Participants that provide in excess of 5 MW of demand 22

response capacity. OPA provides administration including settlement, measurement and verification, and 23

dispatch. LDCs are responsible for outreach and marketing efforts. 24


Schedule D-6 26


city_contracts/pdfs/Schedule%20D-6%20Demand%20Response%203%202011-2014.pdf and 28


http://www.powerauthority.on.ca/sites/default/files/new_files/industry_stakeholders/current_electricity_contracts/pdfs/Schedule%20D-6%20Demand%20Response%203%202011-2014.pdf

http://www.powerauthority.on.ca/sites/default/files/new_files/industry_stakeholders/current_electricity_contracts/pdfs/Schedule%20D-6%20Demand%20Response%203%202011-2014.pdf


Demand Response 3 (DR3) Industrial Program Exhibit: 1 Tab: 3 Schedule: 2 Attachment: 3.5 Page: 2 of 2 Submitted on: September 30, 2012


1

Initiative Activities/Progress: There was no new uptake in this program during 2011. Greater 2

Sudbury Hydro will continue to offer and market this initiative alongside the ERII and new construction 3

initiatives. 4

5

Lessons Learned: 6

• Customer data not provided by the OPA on an individual customer basis due to contractual 7

requirements with the aggregators. This limits LDCs’ ability to effectively market to prospective 8

participants. LDCs are now approaching the Aggregators individually and working to develop 9

agreements in order to identify potential customers of this initiative. 10

11



Attachment 4 of 5


Low Income Initiative Home Assistance Program Exhibit: 1 Tab: 3 Schedule: 2 Attachment: 4.1 Page: 1 of 2 Submitted on: September 30, 2012


Low Income Initiative 1

2

Target Customer Type(s): Income Qualified Residential Customers 3

4

Initiative Frequency: Year Round 5

6

Objective: The objective of this Initiative is to offer free installation of energy efficiency measures to 7

income qualified households for the purpose of achieving electricity and peak demand savings. 8

9

Description: This is a turnkey Initiative for income qualified customers. It offers residents the opportunity 10

to take advantage of free installation of energy efficient measures that improve the comfort of their home, 11

increase efficiency, and help them save money. All eligible customers receive a Basic and Extended 12

Measures Audit, while customers with electric heat also receive a Weatherization Audit. The Initiative is 13

designed to co-ordinate efforts with gas utilities. 14

15

Targeted End Uses: End uses based on results of audit 16

17



Schedule E 20

http://www.powerauthority.on.ca/sites/default/files/page/Low%20Income%20Schedule%20-21

%20redacted%20version.pdf 22

Initiative Activities/Progress: The Initiative did not launch in 2011. Greater Sudbury Hydro executed a 23

procurement process in Q3 2011, but did not hire a contractor due to the lack of readiness of the program 24

itself. The Initiative is expected to launch before the end of 2012. 25

Lessons Learned: 26

• Difficulty identifying eligible customers. 27

http://www.powerauthority.on.ca/sites/default/files/page/Low%20Income%20Schedule%20-%20redacted%20version.pdf

http://www.powerauthority.on.ca/sites/default/files/page/Low%20Income%20Schedule%20-%20redacted%20version.pdf

Low Income Initiative Home Assistance Program Exhibit: 1 Tab: 3 Schedule: 2 Attachment: 4.1 Page: 2 of 2 Submitted on: September 30, 2012


• This Initiative Schedule was finalized later (May 2011) than the rest of the OPA Initiatives and in 1

2011 only 2 LDCs were in market. 2

3

• Centralized payment processes were not developed in 2011, but were not in place until mid-2012. 4

This resulted in some LDCs delaying their launch to market, or for some pulling out of the market 5

until the payment processes were completed. 6

7

• The financial scope, complexity, and customer privacy requirements of this Initiative resulted in a 8

lengthy procurement process. Some LDCs must adhere to very transparent procurement 9

processes which meant that delivery of the program did not start in 2011. 10

11



Attachment 5 of 5


Electricity Retrofit Incentive Program (ERIP)


Exhibit: 1 Tab: 3 Schedule: 2 Attachment: 5.1 Page: 1 of 1 Submitted on: September 30, 2012


Electricity Retrofit Incentive Program 1

(ERIP) 2

3


5

Initiative Frequency: Prior to 2011. 6

7

Objective: Refer to section 3.2.2.1 8

9

Description: Refer to section 3.2.2.1 10

11

Targeted End Uses: Lighting, space cooling, ventilation and other measures 12

13

Delivery: LDC Delivered. 14

15

Initiative Activities/Progress: Greater Sudbury Hydro processed 9 retrofits that were completed and 16

verified in 2011, but initiated under the pre-2011 ERIP. Greater Sudbury Hydro’s Conservation Co-17

ordinators followed-up with the customers on an as-needed basis to encourage completion. The savings 18

associated with these projects were not large, but the cumulative effect over the full four years of the 19

2011-2014 period makes them more significant in terms of target achievement. 20

21

Lessons Learned: 22

23

High Performance New Construction (HPNC)




High Performance New Construction 1

(HPNC) 2

3


5


7

Objective: Refer to section 3.2.2.5 8

9

Description: Refer to section 3.2.2.5 10

11

Targeted End Uses: Building envelope, lighting, space cooling, ventilation and other measures 12

13

Delivery: 14

15

Initiative Activities/Progress: Greater Sudbury Hydro had one (1) carry-over project from this pre-2011 16

program. Minimal activity occurred between 2008 – 2010. 17

18

Lesson Learned: 19

20

21





Multifamily Energy Efficiency Rebates 1

(MEER) 2

3

Target Customer Type(s): Multi-unit residential building owners 4

5


7

Objective: To achieve energy and demand savings in the multi-family residential sector and to promote 8

resident education. 9

10

Description: OPA’s Multifamily Energy Efficiency Rebates (MEER) Initiative applies to multi-family 11

buildings of six units or more, including rental buildings, condominiums, and assisted social housing. The 12

OPA contracted with GreenSaver to deliver the MEER Initiative outside of the Toronto Hydro service 13

territory. Similar to ERII and ERIP, MEER provides financial incentives for prescriptive and custom 14

measures, but also funds resident education. Unlike ERII, where incentives are paid by the LDC, all 15

incentives through MEER are paid through the contracted partner (i.e., GreenSaver). 16

17

Targeted End Uses: Various 18

19

Delivery: GreenSaver, on behalf of the OPA 20

21

Initiative Activities/Progress: The program ran from 2009-2010. Greater Sudbury Hydro had activity in 22

2010, but no carry-over projects for 2011. 23

24

Lesson Learned: 25





1


Exhibit 1

Tab 4 of 9

Greater Sudbury Hydro Programs (EB-

2008-0147)



Introduction 1

2

In addition to the OPA-Contracted Province-Wide CDM Programs, Greater Sudbury Hydro has been 3

delivering a suite of programs that were approved by the Board in 2008 (EB-2008-0147). Funding for 4

these programs expires at the end of 2012, so they were operating during 2011. 5

6

There are five (5) programs that generated electricity savings. One is a Consumer program and four are 7

aimed at Business, to use the same categories as the Province-Wide Programs. 8

9

Savings estimations for the five Greater Sudbury Hydro programs have not yet been subject to the full 10

EM&V process. Therefore, only reported savings amounts are presented here and they will not be 11

tabulated with the Province-Wide Programs (that have been subjected to EM&V) at this time. 12

Nevertheless, Greater Sudbury Hydro intends to evaluate the programs, but based on reported results to-13

date concludes that there should be significant savings to contribute to CDM in their territory. 14

15

Details of each program follow in the next sections. 16

17



Attachment 1 of 2

Greater Sudbury Hydro Consumer

Electric Thermal Storage (ETS) Heating Program Consumer Exhibit: 1 Tab: 4 Schedule: 1 Attachment: 1.1 Page: 1 of 2 Submitted on: September 30, 2012


Electric Thermal Storage (ETS) Heating 1

Program 2

3


5


7

Objectives: Reduce distribution system peak load by shifting electrical home heating energy use to off-8

peak hours. 9

10

Description: Electric Thermal Storage Heating (ETS) is an off‐peak electric heating system that stores 11

low cost electricity in the form of heat for use in heating needs throughout 24 hours a day. ETS equipment 12

utilizes a storage medium to store heat during off‐peak hours, as defined in the OEB Regulated Price 13

Plan, and releasing it consistently throughout the day during the mid‐peak and on‐peak hours. In addition 14

thereto, ETS also has the ability to control electric water heaters off‐peak. The benefits of the project were 15

significant in terms of: (i) reducing energy demand at critical peak periods when Ontario’s electricity 16

system is most strained; and, (ii) providing the customer with considerable savings on their heating bill. 17

18

Targeted End Uses: Conventional electric heat in residential applications. 19

20

Delivery: Greater Sudbury Hydro 21

22

Initiative Activities/Progress: The program was approved by the Board in late 2008 and has technically 23

been in-market since 2009. There were 39 participants in 2011. 24

25

Full roll-out of this program has been significantly delayed from original plans. The program is premised 26

on TOU rates providing a direct financial incentive for participants with electrically-heated homes to want 27

Electric Thermal Storage (ETS) Heating Program Consumer Exhibit: 1 Tab: 4 Schedule: 1 Attachment: 1.1 Page: 2 of 2 Submitted on: September 30, 2012


to time-shift their heating load. TOU rates did not come into effect during 2011 in the Greater Sudbury 1

Hydro service territory. 2

3

With low take-up in the first years of delivery, the ETS program has effectively been a pilot thus far. 4

5

Lessons Learned: 6

TOU rates were/are an essential driver of this program. 7

8

Program effectiveness and marketability is/will be directly affected by the TOU rate 9

structure. Rate structures that do not highly differentiate between peak and off-peak 10

rates will be unlikely to provide sufficient incentive for home owners to want to invest 11

in and use such a device as an ETS. 12

13

Initial feedback from prospective customers suggests some negative reaction to the 14

aesthetics of the ETS units (that must be positioned in the rooms/areas affected). 15

16

On the upside, consumers who did install ETS and were placed on TOU rates in a 17

pilot exercise realized considerable energy shifts, using 70% to 80% of energy off-18

peak. Once these results were learned and bill savings apparent, customers were 19

further motivated to shift more load through behavioural change (e.g., laundry and 20

dishwasher use off-peak). 21



Attachment 2 of 2

Greater Sudbury Hydro Business


Business Exhibit: 1 Tab: 4 Schedule: 1 Attachment: 2.1 Page: 1 of 2 Submitted on: September 30, 2012


Commercial Parking Lot Plug Controller 1

Program 2

3

Target Customer Type(s): Commercial and multi-unit residential facilities that contain parking lots that 4

provide plugs for block heaters. 5

6


8

Objectives: Achieve energy and demand savings by allowing building and property managers to 9

effectively manage their electricity usage for block heaters in outdoor parking lots during the winter 10

months. 11

12

Description: Parking lot controllers are electronic devices that control the amount of electricity used by 13

an outdoor plug, allowing building and property managers to effectively manage their electricity usage for 14

block heaters in outdoor parking lots during the winter months. Studies have shown that block heater 15

plug load could be reduced by as much as 50% with no adverse effect on vehicle starts for users through 16

intelligent control. 17

18

This program offers a $175 financial incentive per device to encourage building and property managers to 19

install controllers at their sites. The participant purchases the unit directly from GSHI and then arranges 20

installation with a certified electrical contractor. Once the units are installed and operating, the participant 21

calls Greater Sudbury to arrange an installation inspection. If the unit has been correctly installed the 22

participant is rebated the full cost of the unit, plus a portion of the installation costs. 23

24

Targeted End Uses: Commercial and multi-unit residential facilities that contain parking lots that provide 25

plugs for block heaters. 26




1


3

Initiative Activities/Progress: The program was approved by the Board in late 2008 and has been 4

actively in-market since 2009. After two successful years with more than 500 participants per year, the 5

program, as-designed, likely reached market saturation. There were 117 participants in 2011. 6

7

Consideration will be given to promoting these controllers as part of broader retrofit projects sponsored 8

under the Province-Wide program. 9

10

Lessons Learned: 11

Retrofit installations are significantly more challenging than new additions where 12

older technology did not already exist. 13

14

15




Vending Machine and Self Service 1

Coolers Efficiency Program 2

3

Target Customer Type(s): Commercial Customers with vending machines and self-serve coolers 4

5


7

Objectives: Achieve energy and demand savings by monitoring usage of vending machines and self-8

serve coolers and curtailing operation when customers are not present. 9

10

Description: Vending machines and self‐serve coolers present an excellent opportunity for energy 11

conservation. They operate 24/7 and consume six times the amount of energy of a household 12

refrigerator. By installing power controllers, energy savings in the 20% ‐ 40% range can be achieved. 13

The vending machine or cooler is plugged into a power controller, which consists of a passive infrared 14

motion sensor and control unit. The device monitors the presence of people in the room using infrared 15

technology. If no one is present for 15 minutes, the device automatically powers off the vending machine, 16

but maintains the temperature of the product. Once powered off, the device monitors the temperature of 17

the room and will power the machine on in 1.5 to 3 hour intervals. The device allows the machine to run a 18

complete cycle before shutting down. 19

20

This program offers program participants a $175 financial incentive per device. Participants can 21

purchase the devices directly from Greater Sudbury Hydro. Once installed the participant call Greater 22

Sudbury to arrange an installation inspection. If installed correctly the participant receives an incentive. 23

24

Targeted End Uses: Vending machines and self-service coolers. 25

26





1


actively in-market since 2009. The program has slowly gained traction and there were 170 participants in 3

2011. 4

5

Lessons Learned: 6

Leased equipment presents two problems for this type of program: 7

o Operators are not sure if they are permitted to install a controller within their 8

lease agreement with the vendor 9

o Reluctance to invest in a piece of equipment to be attached to an item not 10

owned, which indicates a misunderstanding regarding the operating cost of 11

electricity not being part of the lease 12

13

LED Traffic Light Conversion Program Business Exhibit: 1 Tab: 4 Schedule: 1 Attachment: 2.3 Page: 1 of 1 Submitted on: September 30, 2012


LED Traffic Light Conversion Program 1

2

Target Customer Type(s): Municipalities 3

4


6

Objectives: Achieve energy and demand savings by converting traffic signals from incandescent to LED 7

technology. 8

9

Description: The LED Traffic Light Conversion Program is designed to encourage municipalities to 10

adopt more efficient solid state/LED technologies for use in their traffic signals. The LED technology is 11

more durable and has significantly longer lifetime hours of use therefore requiring less maintenance once 12

installed. They are also brighter, eliminating the need for coloured lenses. However the initial costs are 13

substantially higher, upwards of $150 per LED head as compared to $2 per incandescent bulb. 14

15

Targeted End Uses: Traffic signal lights 16

17


19


actively in-market since 2009. The logjam of delays experienced in 2009 and 2010 cleared and 660 21

installations were processed in 2011. 22

23

Lessons Learned: 24

Working with the municipality requires adapting to their budget and approval 25

processes, so program timing expectations should be adjusted accordingly. 26

27

Street Light Conversion Program Business Exhibit: 1 Tab: 4 Schedule: 1 Attachment: 2.4 Page: 1 of 2 Submitted on: September 30, 2012


Street Light Conversion Program 1

2

Target Customer Type(s): Municipalities 3

4


6

Objectives: Achieve energy and demand savings by converting street lights to LED technology. 7

8

Description: Municipalities typically use high pressure sodium (HPS) street light fixtures ranging in size 9

from 100W to 400W. The maintenance and operating costs for these inefficient fixtures are much higher 10

their efficient counterpart, however budget constraints have delayed the conversion to more efficient 11

lighting. This program has been designed to encourage more efficient purchase decisions. 12

13

Street light technology is changing at a rapid pace; and, the overall performance of LED luminaries is 14

quickly advancing in efficiency. Conversions are not as straightforward as with some other lighting 15

applications, so Greater Sudbury Hydro has been conducting studies on LED street and roadway lighting 16

to determine the applicability of the technology by monitoring light level output, energy and power usage 17

as well as economic factors. Preliminary tests indicated that the light output was lower than minimum 18

operating requirements. A breakthrough occurred in late 2010, with municipal agreement to proceed with 19

a pilot of 11 fixtures to enable the monitoring of light levels. 20

21

Targeted End Uses: Municipal street and roadway lighting. 22

23


25


actively in-market since 2009. Significant time and resources for technology testing and courting the 27

Street Light Conversion Program Business Exhibit: 1 Tab: 4 Schedule: 1 Attachment: 2.4 Page: 2 of 2 Submitted on: September 30, 2012


municipality were invested by Greater Sudbury Hydro in 2009 and 2010. Installations began in 2011 with 1

the majority of the activity not happening until 2012. Sixty-three (63) installations occurred in 2011. 2

3

Lessons Learned: 4

LED lighting economics and technology is still evolving rapidly, so it is challenging for 5

utilities to time market opportunities optimally—the trends have to be monitored and 6

the right incentive offered at the right time to influence decision-making before LED 7

eventually becomes the market standard 8

9


Exhibit 1

Tab 5 of 9

Participation

Participation Exhibit: 1 Tab: 5 Schedule: 1 Page: 1 of 1 Submitted on: September 30, 2012


Participation 1

2

The OPA has provided Greater Sudbury Hydro with the participation numbers for each of the 3

Greater Sudbury Hydro Initiatives in 2011. These are displayed in Table 1: Participation. 4

5

6



Attachment 1 of 1

Participation Table

Exhibit: 1

Tab: 5

Schedule: 1

Attachment: 1.1

Page: 1 of 1

Table 1: Participation# Initiative Unit

Uptake/ Participation

Units

1 Appliance Retirement Appliances 1,070

2 Appliance Exchange Appliances 41

3 HVAC Incentives Equipment 830

4 Conservation Instant Coupon Booklet Products 5,386

5 Bi-Annual Retailer Event Products 8,943

6 Retailer Co-op Products 0

7 Residential Demand Response Devices 130

8 Residential New Construction Houses 0

9 Efficiency: Equipment Replacement Projects 32

10 Direct Install Lighting Projects 87

11 Existing Building Commissioning Incentive Buildings 0

12 New Construction and Major Renovation Incentive Buildings 0

13 Energy Audit Audits 0

14Commercial Demand Response (part of the Residential

program schedule)Devices 1

15Demand Response 3 (part of the Industrial program

schedule)Facil ities 1

16 Process & System Upgrades Projects2 0

17 Monitoring & Targeting Projects3 0

18 Energy Manager Managers2 3 0

19Efficiency: Equipment Replacement Incentive (part of the C&I

program schedule)Projects 25

20 Demand Response 3 Facil ities 0

21 Home Assistance Program Homes 0

22 Electricity Retrofit Incentive Program Projects 9

23 High Performance New Construction Projects 1

24 Toronto Comprehensive Projects 0

25 Multifamily Energy Efficiency Rebates Projects 0

26 Data Centre Incentive Program Projects 0

27 EnWin Green Suites Projects 01 Please see "Methodology" tab for more information regarding attributing savings to LDCs2 Results are based on completed incentive projects (see "Methodology" tab for more information)3 Includes: Roving Energy Managers, Key Account Managers and Embedded Energy Managers if projects are

completed in 2011

Pre 2011 Programs Completed in 2011


Industrial Program

Business Program

Consumer Program


Exhibit 1

Tab 6 of 9

Spending

Spending Exhibit: 1 Tab: 6 Schedule: 1 Page: 1 of 1 Submitted on: September 30, 2012


Spending 1

2

Table 1 describes the spending by Initiative and by type of spending for 2011. The OPA 3

allocates the program administration budget to each LDC. Table 2 describes the allocation of 4

funding that Greater Sudbury Hydro had allocated to Initiatives not in market in 2011. As can be 5

seen from Table 2, Greater Sudbury Hydro did not allocate any funding to not in market 6

Initiatives. 7



Attachment 1 of 1

Spending Table

Exhibit: 1

Tab: 4

Schedule: 1

Attachment: 1.1

Page: 1 of 1

Table 1: OPA Initiatives Spending

# InitiativeProgram Administration

Budget (PAB)

Participant Based

Funding (PBF)

Participant Incentives

(PI)

Capability Building

Funding (CBF)TOTAL

1 Appliance Retirement $26,015 $26,015

2 Appliance Exchange $553 $553

3 HVAC Incentives $0 $0

4 Conservation Instant Coupon Booklet $2,763 $2,763

5 Bi-Annual Retailer Event $8,893 $8,893

6 Retailer Co-op $0

7 Residential Demand Response $41,868 $41,868

10 New Construction Program $3,173 $3,173

11 Efficiency: Equipment Replacement $44,434 $44,434

12 Direct Installed Lighting $30,123 $30,123

Direct Service Space Cooling $553 $553

14 Existing Building Commissioning Incentive $553 $553

15 New Construction and Major Renovation Initiative $3,910 $3,910

16 Energy Audit $553 $553

17Commercial Demand Response (part of the Residential program

schedule)$1,105 $1,105

19 Demand Response 3 (part of the Industrial program schedule) $1,658 $1,658

20 Process & System Upgrades $0

a) preliminary study $553 $553

b) engineering study $553 $553

c) program incentive $553 $553

21 Monitoring & Targeting $553 $553

22 Energy Manager & Key Account Manager $1,105 $1,105

23Efficiency: Equipment Replacement Incentive (part of the C&I program

schedule)$0

25 Demand Response 1 & 3 $0

26 Home Assistance Program $12,295 $12,295

27 Electricity Retrofit Incentive Program $0

28 High Performance New Construction $0

29 Toronto Comprehensive $0

30 Multifamily Energy Efficiency Rebates $0

31 Data Centre Incentive Program $0

32 EnWin Green Suites $0

TOTAL Province-wide CDM PROGRAMS $181,763 $0 $0 $0 $181,763

Pre 2011 Programs Completed in 2011

Consumer Program

Business Program

Industrial Program


Exhibit: 1

Tab: 4

Schedule: 1

Attachment: 1.2

Page: 1 of 1

Table 2: OPA Initiatives Spending Not in Market

# InitiativeProgram Administration

Budget (PAB)

8 Midstream Electronics $0

9 Midstream Pool Equipment $0

13 Demand Service Space Cooling $0

18 Demand Response 1 (Commercial) $0

19 Demand Response 1 (Industrial) $0

33 Home Energy Audit Tool $0

TOTAL Province-wide CDM PROGRAMS Not In Market $0

Initiatives Not In Market


Exhibit 1

Tab 7 of 9

Evaluation

Evaluation Exhibit: 1 Tab: 7 Schedule: 1 Page: 1 of 1 Submitted on: September 30, 2012


Evaluation 1

2

Table 1 - OPA Evaluation Findings shows the OPA Province-Wide Key Evaluation Findings. 3

Table 2 - Detailed Program Results shows Greater Sudbury Hydro final 2011 detailed results by 4

Program and Table 3 - Summarized Program Results shows Greater Sudbury Hydro final 2011 5

summarized results by Program. 6

7



Attachment 1 of 1

Evaluation

Exhibit: 1

Tab: 7

Schedule: 1

Attachment: 1.1

Page: 1 of 4

Table 1: OPA Evaluation Findings# Initiative

*

Participation declined 17% from 2010 (from over 67,000 units in 2010 to over

56,000 units in 2011)

*

Measure Breakdown: 66% refrigerators, 30% freezers, 4% Dehumidifiers and

window air conditioners

*

Measure Breakdown: 90% refrigerators, 10% freezers

*

Measure-level free ridership ranges from 82% for the retailer pick-up stream to

49% for the home pick-up stream

Measure-level spil lover ranges from 3.7% for the retailer pick-up stream to

1.7% for the home pick-up stream

*

Measure Breakdown: 75% window air conditioners, 25% dehumidifiers

*

Dehumidifiers provide more than three times the energy savings per unit than

window air conditioners

*

*

*

*

Measure Breakdown: 64% furnaces, 10% tier 1 air conditioners (SEER 14.5) and

26% tier 2 air conditioners (SEER 15)

Measure breakdown did not change from 2010 to 2011

*

Furnaces accounted for over 91% of energy savings achieved for this initiative

*

Increase due in part to the removal of programmable thermostats from the

program, and an increase in the net-to-gross ratio for both Furnaces and Tier 2

air conditioners (SEER 15)

*

Majority of coupons redeemed were downloadable (~40%) or LDC-branded

(~35%)

Majority of coupons redeemed were for multi-packs of standard spiral CFLs

(37%), followed by multi-packs of specialty CFLs (17%)

*

*

4

Conservation

Instant Coupon

Booklet

Customers redeemed nearly 210,000 coupons, translating to nearly 560,000 products

*

*

Per unit savings estimates and net-to-gross ratios for 2011 are based on a weighted

average of 2009 and 2010 evaluation findings

Careful attention in the 2012 evaluation will be made for standard CFLs since it is

believed that the market has largely been transformed

3 HVAC Incentives

Total air conditioner and furnace installations increased by 14% (from over 95,800

units in 2010 to over 111,500 units in 2011)

*

*

The HVAC Incentives initiative continues to deliver the majority of both the energy

(45%) and demand (83%) savings in the consumer program

*

Net-to-Gross ratio for the initiative was 17% higher than 2010 (from 43% in 2010 to

60% in 2011)*

OPA Province-Wide Key Evaluation Findings

Consumer Program

1Appliance

Retirement

Overall participation continues to decline year over year

*

97% of net resource savings achieved through the home pick-up stream

*

3% of net resource savings achieved through the Retailer pick-up stream

*

Net-to-Gross ratio for the initiative was 50%

*

*

2Appliance

Exchange

Overall eligible units exchanged declined by 36% from 2010 (from over 5,700 units in

2010 to over 3,600 units in 2011)*

Dehumidifiers and window air conditioners contributed almost equally to the net

energy savings achieved*

Window air conditioners contributed to 64% of the net peak demand savings achieved

Approximately 96% of consumers reported having replaced their exchanged units (as

opposed to retiring the unit)

Net-to-Gross ratio for the initiative is consistent with previous evaluations (51.5%)

Exhibit: 1

Tab: 7

Schedule: 1

Attachment: 1.1

Page: 2 of 4

Table 1: OPA Evaluation Findings# Initiative OPA Province-Wide Key Evaluation Findings

Consumer Program

*

Majority of coupons redeemed were for multi-packs of standard spiral CFLs

(49%), followed by multi-packs of specialty CFLs (16%)

*

Standard CFLs and heavy duty outdoor timers were reintroduced to the

initiative in 2011 and contributed more than 64% of the initiative’s 2011 net

annual energy savings

While the volume of coupons redeemed for heavy duty outdoor timers was

relatively small (less than 1%), the measure accounted for 10% of net annual

savings due to high per unit savings

*

6 Retailer Co-op

*

*

99% of the new devices enrolled controlled residential central AC (CAC)

*

The ex ante impact developed through the 2009/2010 evaluations was

maintained for 2011; residential CAC: 0.56 kW/device, commercial CAC: 0.64

kW/device, and Electric Water Heaters: 0.30 kW/device

*

*

* On average, the evaluation found high realization rates as a result of both

longer operating hours and larger wattage reductions than initial assumptions

* Low realization rates for engineered lighting projects due to overstated

operating hour assumptions

* 84% was a result of different methodologies used to calculate peak demand

savings

* 10% due to the benefits from reduced air conditioning load in l ighting retrofits

Business Program

Gross verified energy savings were boosted by l ighting projects in the prescriptive

and custom measure tracks

The final realization rate for summer peak demand was 94%

Custom non-lighting projects suffered from process issues such as: the absence of

required M&V plans, the use of inappropriate assumptions , and the lack of

adherence to the M&V plan

Overall net-to-gross ratios in the low 70’s represent an improvement over the 2009

and 2010 ERIP program where net-to-gross ratios were in the low 60’s and low Strict eligibil ity requirements and improvements in the pre-approval process

contributed to the improvement in net-to-gross ratios

Lighting projects overall were determined to have a realization rate of 112%; 116%

when including interactive energy changes

*

9

Efficiency:

Equipment

Replacement

*

*

*

*

8Residential New

Construction

Initiative was not evaluated in 2011 due to l imited uptake

Business case assumptions were used to calculate savings

Initiative was not evaluated in 2011 due to low uptake. Verified Bi-Annual Retailer

Event per unit assumptions and free-ridership rates were used to calculate net

resource savings

7

Residential

Demand

Response

Approximately 20,000 new devices were installed in 2011

*

2011 only saw 1 atypical event (in both weather and timing) that had limited

participation across the province *

5Bi-Annual

Retailer Event

Customers redeemed nearly 370,000 coupons, translating to over 870,000 products

*

Per unit savings estimates and net-to-gross ratios for 2011 are based on a weighted

average of 2009 and 2010 evaluation findings

*

*

Careful attention in the 2012 evaluation will be made for standard CFLs since it is

believed that the market has largely been transformed.

Exhibit: 1

Tab: 7

Schedule: 1

Attachment: 1.1

Page: 3 of 4


Business Program

* Over 35% of the projects for 2011 included at least one CFL measure

* Resource savings from CFLs in the commercial sector only persist for the

industry standard of 3 years

* 2011 evaluation recorded the highest energy realization rate to date at 89.5%

* The hours of use values were held constant from the 2010 evaluation and

continue to be the main driver of energy realization rate

* Lights installed in “as needed” areas (e.g., bathrooms, storage areas) were

determined to have very low realization rates due to the difference in actual

energy saved vs. reported savings

11

Existing Building

Commissioning

Incentive

13 Energy Audit

14

Commercial

Demand

Response (part of

the Residential

program

schedule)

15

Demand

Response 3 (part

of the Industrial

program

schedule)

16Process & System

Upgrades

17Monitoring &

Targeting

18 Energy Manager

19

Efficiency:

Equipment

Replacement

Incentive (part of

the C&I program

schedule)

70% of province-wide resource savings persist to 2014

Though overall performance is above expectations, participation continues to

decline year over year as the initiative reaches maturity

Since 2009 the overall realization rate for this program has improved

The evaluation is ongoing. The sample size for 2011 was too small to draw

reliable conclusions.

Assumptions used are consistent with preliminary reporting based on the 2010

Evaluation findings and consultation with the C&I Work Group (100% realization

rate and 50% net-to-gross ratio)

Initiative was not evaluated in 2011 due to low uptake

Initiative was not evaluated in 2011, no completed projects in 2011

See Demand Response 3 (#20)

See residential demand response (#7)

Industrial Program

*

* See Efficiency: Equipment Replacement (#9)


*

* Initiative was not evaluated in 2011, no completed projects in 2011


*

*

*

*

12

New

Construction and

Major

Renovation

Incentive

*

*

10Direct Install

Lighting

*

*

*

Exhibit: 1

Tab: 7

Schedule: 1

Attachment: 1.1

Page: 4 of 4


Industrial Program

* Industrial customers outperform commercial customers by provide 84% and

76% of contracted MW, respectively

*

*

*

*

*

*

*

*

26

Data Centre

Incentive

Program

*

27EnWin Green

Suites * Initiative was not evaluated



By increasing the number of contributors in each settlement account and

implementation of the new baseline methodology the performance of the program

is expected to increase

Program continues to diversify but stil l remains heavily concentrated with less

than 5% of the contributors accounting for the majority (~60%) of the load

Program performance for Tier 1 customers increased with DR-3 participants

providing 75% of contracted MW for both sectors

25

Multifamily

Energy Efficiency

Rebates

24Toronto

Comprehensive

23

High

Performance New

Construction

22

Electricity

Retrofit Incentive

Program

Initiative was not evaluated

Net-to-Gross ratios used are consistent with the 2010 evaluation findings

(multifamily buildings 99% realization rate and 62% net-to-gross ratio and C&I

buildings 77% realization rate and 52% net-to-gross ratio)

Net-to-Gross ratios used are consistent with the 2010 evaluation findings (realization

rate of 100% and net-to-gross ratio of 50%)






21Home Assistance

Program

*

* Business Case assumptions were used to calculate savings

Initiative was not evaluated in 2011 due to low uptake

20Demand

Response 3

*

*

*


Exhibit: 1

Tab: 7

Schedule: 1

Attachment: 1.2

Page: 1 of 1

Table 2: Detailed Program Results

Peak

Demand

Savings

Energy

Savings

Incremental Peak

Demand Savings

(kW)

Incremental

Energy Savings

(kWh)

Peak

Demand

Savings

Energy

Savings

Incremental

Peak Demand

Savings (kW)

Incremental

Energy Savings

(kWh)

Program-to-Date: Net

Annual Peak Demand

Savings (kW) in 2014

Program-to-Date: 2011-

2014 Net Cumulative

Energy Savings (kWh)

Consumer Program

1 Appliance Retirement 100% 100% 160 838,797 48% 51% 75 427,371 65 1,700,304

2 Appliance Exchange 100% 100% 8 10,108 52% 52% 4 5,209 2 18,596

3 HVAC Incentives 100% 100% 468 933,417 60% 60% 279 555,312 279 2,221,247

4 Conservation Instant Coupon Booklet 100% 100% 11 182,332 114% 111% 12 200,793 12 803,171

5 Bi-Annual Retailer Event 100% 100% 15 276,413 113% 110% 17 301,981 17 1,207,924

6 Retailer Co-op - - 0 0 - - 0 0 0 0

7 Residential Demand Response 0% 0% 73 189 - - 73 189 0 189

8 Residential New Construction - - 0 0 - - 0 0 0 0

Business Program

9 Efficiency: Equipment Replacement 92% 124% 269 1,424,464 73% 76% 198 1,080,286 198 4,321,143

10 Direct Install Lighting 108% 90% 77 223,503 93% 93% 82 207,531 70 797,807

11 Existing Building Commissioning Incentive - - 0 0 - - 0 0 0 0

12 New Construction and Major Renovation Incentive - - 0 0 - - 0 0 0 0

13 Energy Audit - - 0 0 - - 0 0 0 0

14 Commercial Demand Response (part of the Residential program schedule) 0% 0% 1 2 - - 1 2 0 2

15 Demand Response 3 (part of the Industrial program schedule) 76% 100% 114 3,376 n/a n/a 86 3,376 0 3,376

Industrial Program

16 Process & System Upgrades - - 0 0 - - 0 0 0 0

17 Monitoring & Targeting - - 0 0 - - 0 0 0 0

18 Energy Manager - - 0 0 - - 0 0 0 0

19 Efficiency: Equipment Replacement Incentive (part of the C&I program schedule) 93% 135% 14 88,701 75% 76% 11 67,778 11 271,114

20 Demand Response 3 84% 100% 0 0 n/a n/a 0 0 0 0


21 Home Assistance Program - - 0 0 - - 0 0 0 0


22 Electricity Retrofit Incentive Program 77% 77% 49 286,848 52% 52% 26 149,161 26 596,644

23 High Performance New Construction 100% 100% 22 111,282 50% 50% 11 55,641 11 222,564

24 Toronto Comprehensive - - 0 0 - - 0 0 0 0

25 Multifamily Energy Efficiency Rebates - - 0 0 - - 0 0 0 0

26 Data Centre Incentive Program - - 0 0 - - 0 0 0 0

27 EnWin Green Suites - - 0 0 - - 0 0 0 0

Assumes demand response resources have a persistence of 1 year

Initiative#

Contribution to TargetsNet SavingsGross SavingsRealization Rate Net-to-Gross Ratio

Exhibit: 1

Tab: 7

Schedule: 1

Attachment: 1.3

Page: 1 of 1

Table 3: Summarized Program Results

Incremental Peak

Demand Savings

(kW)

Incremental

Energy Savings

(kWh)

Incremental

Peak Demand

Savings (kW)

Incremental

Energy Savings

(kWh)

Program-to-Date: Net

Annual Peak Demand

Savings (kW) in 2014

Program-to-Date: 2011-

2014 Net Cumulative

Energy Savings (kWh)735 2,241,255 461 1,490,854 375 5,951,430

461 1,651,345 367 1,291,195 268 5,122,328

14 88,701 11 67,778 11 271,114

0 0 0 0 0 0

71 398,130 37 204,802 37 819,207

1,281 4,379,430 874 3,054,630 690 12,164,079Total OPA Contracted Province-Wide CDM Programs

Pre-2011 Programs completed in 2011 Total

Home Assistance Program Total

Industrial Program Total

Business Program Total

Consumer Program Total

Contribution to TargetsNet SavingsGross Savings

Program


Exhibit 1

Tab 8 of 9

Additional Comments

Additional Comments Exhibit: 1 Tab: 8 Schedule: 1 Page: 1 of 1 Submitted on: September 30, 2012


Additional Comments 1

2

The initial year of a four-year cycle, 2011 was also, in effect, only a partial-year since so many 3

initiatives started late and had initial teething issues. In several cases, Initiatives were in “start-4

up” mode as the LDC’s and the OPA finalized Schedules, developed processes and procured 5

services. Results suffered accordingly. 6

7

Moreover, in the case of Greater Sudbury Hydro, many of the utility’s previous high performer 8

Initiatives are maturing or at market saturation, with declining customer uptake and savings 9

expected in 2012 and beyond. Without changes to the design of the Initiatives in 2012, Greater 10

Sudbury Hydro needs to increase greatly its reliance on savings from ERII to meet its CDM 11

targets. 12

13

Despite these obstacles, and with the help of savings “transferred” forward from the last batch of 14

ERIP projects, Greater Sudbury Hydro managed mid-pack performance relative to our peers, 15

many of whom are more southerly jurisdictions that are not burdened with a Winter peak, given 16

that programs only count Summer peak towards the target. We pride ourselves as a front-17

runner in CDM proactivity and enthusiasm. We will do everything possible to meet or even 18

exceed our regulatory savings target, but must be realistic and recognize that to do so presents 19

a daunting challenge. Without the right types of central agency and regulatory support, at this 20

juncture, it seems that it may not be feasible. 21


Exhibit 1

Tab 9 of 9

Combined CDM Reporting Elements

Progress towards CDM Targets Exhibit: 1 Tab: 9 Schedule: 1 Page: 1 of 3 Submitted on: September 30, 2012


Progress towards CDM Targets 1

2

3

Greater Sudbury Hydro set annual CDM milestones in November 2010 based on the 4

information available at the time about OPA programs to be available in 2011, about Board-5

Approved Programs, and on targets the Board set for Greater Sudbury Hydro before the filing of 6

the CDM Strategy (6 MW; 23 GWh) that had a demand target lower than the actual target set by 7

the Board on November 12, 2014 (6.15 MW; 22.48 GWh). For 2011, the milestone for energy 8

savings was 2.3 GWh and for peak demand the milestone was 1.5 MW. 9

10

For 2011, Greater Sudbury Hydro annual results for GWh show that the first year of the 2011-11

2014 period was beyond expectation, achieving 3.05 GWh savings. This is shown in the 12

summary table attached as E1/T8/S1/A1.2; Table 2: Net Energy Savings at the End User Level 13

(GWh). This table indicates that Greater Sudbury Hydro was about 12% above its milestone 14

target for GWh. 15

16

For 2011, annual results for MW savings were below expectation, achieving a net cumulative 17

demand savings of 0.9 MW. This is shown in the summary table attached as E1/T8/S1/A1.1 18

Table 1: Net Peak Demand Savings at the End User Level (MW). Greater Sudbury Hydro will 19

not belabour the point, but it is appropriate to remind that it is a winter peaking jurisdiction, yet 20

receives only a summer peak demand target. This presents obvious additional challenges 21

relative to summer peaking LDCs. 22

23

However, when compared to other LDCs’ performance in 2011 (see bar charts below), Greater 24

Sudbury Hydro is doing about as well as the average LDC in achieving the peak demand target 25

and slightly less than average in achieving the energy savings target. Both situations could 26

safely be described as mid-pack. In 2011, Greater Sudbury Hydro has achieved 8.4% of its 27



demand target under the one-year persistence scenario and 10.6% of this target under the 2014 1

persistence scenario; and has achieved 27.8% of its energy target under the one-year 2

persistence scenario and 27.9% under the 2014 persistence scenario. 3

4

5

6

The variance between the milestones set in 2011 and actuals in 2011 can be explained 7

primarily by the delay in the availability of the OPA programs until mid-2011 in most cases, the 8

lack of the full suite of OPA Initiatives that was expected to be available in 2011 at the time the 9

milestones were set in 2010, and also the lack of Board-Approved Programs on which Greater 10

Sudbury Hydro was relying to achieve .5 GWh and .014 MW in 2011. On the positive side, 11

taking into account the expected results of ERIP projects that became active (and therefore had 12

savings tabulate) in 2011 helped savings and milestone achievement. 13

14

# of LDCs (Peak Demand Savings Achievement)Your Progress # of LDCs (Energy Savings Achievement)Your Progress

0 0-5% 9 0

5% 5-10% 20 4

10% 10-15% 24 24 3

15% 15-20% 8 11

20% 20-25% 1 4

25% 25-30% 1 10 10

30% 30-35% 1 14

35% 35-40% 0 14

40% 40-45% 0 3

45% 45-50% 0 4

50% 50-55% 2 5

55% 55-60% 0 1

60% >60% 4 4

The following graphs assume that demand response resources remain in your territory until 2014 (aligns with

Scenario 2)

Comparison: Your Achievement vs. LDC Community Achievement

0

5

10

15

20

25

30

0-5

%

5-1

0%

10

-15

%

15

-20

%

20

-25

%

25

-30

%

30

-35

%

35

-40

%

40

-45

%

45

-50

%

50

-55

%

55

-60

%

>60

%# o

f LD

Cs

in E

ach

Pro

gre

ss B

uck

et

% of OEB Target Achieved

% of OEB Peak Demand Savings Target Achieved

# of LDCs (Peak Demand Savings Achievement)

Your Progress

0

2

4

6

8

10

12

14

16

0-5

%

5-1

0%

10

-15

%

15

-20

%

20

-25

%

25

-30

%

30

-35

%

35

-40

%

40

-45

%

45

-50

%

50

-55

%

55

-60

%

>60

%# o

f LD

Cs

in E

ach

Pro

gre

ss B

uck

et

% of OEB Target Achieved

% of OEB Energy Savings Target Achieved

# of LDCs (Energy Savings Achievement)

Your Progress



Of significant concern is the declining contribution expected in 2012 and onward from several 1

previously solid performers due to the maturity of the markets for these Initiatives. In particular, 2

the Appliance Retirement, HVAC Incentives and Direct Install Lighting Initiatives are all in 3

precarious positions due mostly to past success. In addition, the lack of a large industrial 4

customer base in Greater Sudbury places increased reliance on the Business Program to 5

achieve the savings required to meet the CDM targets. Given this situation, the burden of most 6

of the savings achievement in 2012 and onward resides with the Efficiency: Equipment 7

Replacement Initiative, ERII, unless new and effective programs are brought on-stream very 8

quickly. 9

10

It is already a known fact that new programs are not (going to be) available in 2012, so it will be 11

more difficult to achieve the 2012 milestones. This situation will be exacerbated if the change 12

management process does not deliver effective reforms to existing Initiatives and there continue 13

to be no additional Board-Approved Programs. CDM Strategy modifications are necessary to 14

address this situation. 15

16

17



Attachment 1 of 1

Progress towards CDM Targets Tables

Exhibit: 1

Tab: 8

Schedule: 1

Attachment: 1.1

Page: 1 of 1

2011 2012 2013 2014

2011 - Verified 0.87 0.71 0.71 0.69

2012

2013

2014 0.00

0.69

8.22

8.39%

LDC Milestone submitted for 2011 22.63%

Variance -14.24%

Table 1: Net Peak Demand Savings at the End User Level (MW)

Implementation PeriodAnnual

Verified Net Annual Peak Demand Savings Persisting in 2014:

Greater Sudbury Hydro Inc. 2014 Annual CDM Capacity Target:

Verified Portion of Peak Demand Savings Target Achieved in 2014(%):

Exhibit: 1

Tab: 8

Schedule: 1

Attachment: 1.1

Page: 1 of 1

Cumulative

2011 2012 2013 2014 2011-2014

2011 - Verified 3.05 3.05 3.05 3.01 12.16

2012

2013

2014

12.16

43.71

27.83%

LDC Milestone submitted for 2011 15.87%

Variance 11.96%

Table 2: Net Energy Savings at the End User Level (GWh)

Implementation PeriodAnnual

Verified Net Cumulative Energy Savings 2011-2014:

Greater Sudbury Hydro Inc. 2011-2014 Cumulative CDM Energy Target:

Verified Portion of Cumulative Energy Target Achieved (%):

CDM Strategy Modifications Exhibit: 1 Tab: 9 Schedule: 2 Page: 1 of 2 Submitted on: September 30, 2012


CDM Strategy Modifications 1

2

As indicated in the previous section of the Annual Report, it will be difficult for Greater Sudbury 3

Hydro to achieve its 2012 and onward savings milestones. Greater Sudbury Hydro has 4

projected that even if 2011 savings are maintained for 2012, 2013 and 2014, Greater Sudbury 5

Hydro will fall short of achieving its savings targets. With no Board-Approved Programs (for 6

2012), a drop-off in savings for several traditionally solid Initiatives, and no further “bonus” one-7

time carry-over savings from ERIP, the situation is serious. Greater Sudbury Hydro’s own 8

programs, only due to unforeseen delays from their original timetables, will contribute significant 9

savings in 2011 and 2012, but are scheduled to cease operations at the end of 2012. 10

11

Therefore, and given the lack of industrial base, for 2012, the focus of effort must be on the 12

Business Program to achieve savings through ERII by greater customer uptake, with customers 13

bringing forward more projects and a significant uptick in projects with much larger savings per 14

project. More of the total savings in 2012 will have to come from ERII, which means a greater 15

proportion from the Commercial & Institutional Programs category and a greater proportion from 16

ERII within that category. As part of the focus on ERII, there will be a redoubling of efforts with 17

Greater Sudbury Hydro’s largest customers to increase participation in and savings generated 18

from ERII. 19

20

Achieving the savings required from ERII without purposeful changes to customer inducements 21

and administrative simplification is a daunting task. Somehow, the CDM community, with OPA 22

holding all the necessary strings, needs to quickly address known participation barriers that 23

prevent a significant proportion of comprehensive, non-lighting projects from proceeding. As 24

mentioned, larger projects must be found or the performance of this foundation initiative may 25

also slip downward in coming months and years. Lighting-based savings are at increasing risk 26

CDM Strategy Modifications Exhibit: 1 Tab: 9 Schedule: 2 Page: 2 of 2 Submitted on: September 30, 2012


as the market transforms in anticipation of new standards that affect most of the technologies 1

incentivized in the OPA Programs. 2

3

Failing a dramatic improvement in ERII performance, which will require forward-looking and 4

sometimes difficult changes to be implemented, or, a slate of new Province-Wide Programs to 5

replace those that are coming due for retirement, Greater Sudbury Hydro will have to explore 6

Board-Approved Programs, on its own and in collaboration with other LDCs. 7

8

Greater Sudbury Hydro remains committed to delivering CDM and a variety of programs, but is 9

concerned about its ability to achieve the prescribed target, particularly the Summer peak 10

demand target. Greater Sudbury Hydro looks forward to the OPA creating new programs to aid 11

in addressing these concerns. It also looks forward to a regulatory environment that will help 12

foster LDC’s to come forward with their own programs and to collaborate with their neighbours 13

on effective regional programs. 14

Documents

Greater Sudbury Hydro Inc. 2011 Annual Report