20040624Responses of Avista to CAPAI Part IIA.pdf

Triple-E Report
April 1 2000 to'July 2000
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Avista Utilities
Customer Solutions Department
Renee Coelho
John Dunlap
Jason Fletcher
Jon Powell
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Table of Contents
Introduction....................................................................................................................
Quantitative Calculations.........................................:......................................................... 2Cost Allocation............................................................................................................. 2
Incentive Calculation, Capture of Analytical Data................................................................. 2
Allocation of Utility Costs to Segments and Technologies...................................................... 2
Table 1: Utility Costs Aggregated by Programs and Customer Segments.....
............... ...........
Table 2: Assignment of Utility Costs to Customer Segments................................................
Table 3: Allocation of Customer Costs Across Segments and Technologies...........................
Table 4: Allocation of Direct Incentives Across Customer Segments and Technologies.............
Table 5: Allocation of Electric Savings Across Customer Segments and Technologies..............
Table 6: Allocation of Natural Gas Savings Across Customer Segments and Technologies........
Table 7: Allocation of Non-Energy Benefits Across Customer Segments and Technologies........
Table 8: Allocation of Customer Costs Across Customer Segments and Technologies..............
Cost-Effectiveness Calculations............................................. .......
"""'" ........ ............. .....
Table 9: Cost-Effectiveness Statistics by Customer Segment..............................................
Table 10: Cost-Effectiveness Statistics by Technology............................
........... ................
Table 11: Net Benefits by Customer Segment..................................................................
Table 12: Net Benefits by Technology............................................................
................
Table 13: Summary of Cost-Effectiveness Tests and Descriptive Statistics.............................
Energy-Efficiency Rider Balances.....................................................................................
Table 14: Calculation of Energy-Efficiency Tariff Rider Balance and Interest...........................
Measurement and Evaluation Results............................ .........
""" ............... ...... .............
..... 16
Resource Management Partnership Program..................................................,..................
VendingMI$ERT ...........................................................................................................
City of Coeur d'Alene LED Traffic Lights Measurement and Evaluation Report...........................
GlobaITech
...............................................................................................................
Notable Projects, Disclosures and Policy Updates..................................................................
New Technology Policy Statement...
.................................. ...... """"""'" ........... ...............
Simple Payback Policy Statement...................................................................................
Appendix A: Summarization of the Last Twelve Months of Activity.............................................
Table A 1: Avista Electric Efficiency Program Twelve Month Summary....
"""""" ........ ...........
Chart A2: Standard Cost-Effectiveness Ratios by Trimester............
........................... """'"
TRC Costs, TRC Benefits, and Utility Costs........................................................................
Chart A3: TRC Costs................
........... ............................ ................. ............. ..............
Chart A4: TRC Benefits.................................................
..............................................
Chart AS: Utility Costs.................................................
................................................
Energy Savings Details...................................................................................................
Chart A 6: Electric Savings by Trimester..........................................................................
Chart A 7: Electric Savings by Segment...........................................................................
Chart A8: Ele~tric Savings by T echnoI
DflY...
.......................................... ................
.......... 31
Chart A9: Project Breakout by kWh (2" and:r Reports)....................................................
Utility Expenditures and Tariff Rider Balances....................................................................., 33
Chart A10: Utility Costs (cash basis vs. cost-effectiveness basis).........................................
Chart A 11: Energy-Efficiency Tariff Rider Balances.
..........................................................
Appendix B: Additional Descriptive Statistics..........................................................................
Table B1: Breakdown of Database Projects by Type..........................................................
Table B2: Breakdown of All Projects by Type...................................................................
Table B3: Breakdown of Database Projects by State.........................................................
Table B4: Breakdown of All Projects by State...................................................................
Table B5: Breakdown of Database Projects by Rate Schedule.............................................
Table B6: Breakdown of All Projects by Electric Rate Schedule............................................
Table B7: Breakdown of Database Projects by Natural Gas Rate Schedule............................
Table B8: Breakdown of All Projects by Natural Gas Rate Schedule.....................................
vista Utilities Triple-E Report July 2000
Introduction
This is the third Triple-E Report produced in fulfillment of Avista Corporation s commitment toenhanced analysis and reporting made at the time of the August 1999 Schedule 90 revision.
This report covers the four-month period from April 1, 2000 to July 31 , 2000. Inasmuch as this isthe third trimesterly report, we now have one full year of data produced using the samemethodology. Consequently we have included as Appendix A several twelve-month summariesand graphs.
Except where noted, the methodology applied in developing these numbers is unchanged from
that elaborated upon in previous Triple-E Reports. As a consequence you will find morenumerical and less written content in this report.
Future Triple-E Reports may require significant modifications to incorporate the effects of the
proposed natural gas efficiency portfolio, the implementation of proposals selected under the
Avista Request for Proposals process and other changes as they become necessary.
Page
Avista Utilities Triple-E Report July 2000
Quantitative Calculations
Cost Allocation
Avista uses two approaches for compiling the costs attributable to energy-efficiency activities.
1. A cash basis is employed for use in determining utility expenditures for calculation of the
Energy-Efficiency Tariff Rider balance. Both incentive and non-incentive utility expenditures
are tracked in this way.
2. An accrual method is used for purposes of determining the utility incentive costs for
calculation of cost-effectiveness. This accrual method realizes utility incentive costs for
incomplete projects at the same rate at which energy savings from those incomplete projects
are realized. For example, the methodology realizes 75% of the anticipated incentive cost
when the project is contracted to match the 75% of the expected energy savings claimed
upon contracting. This approach is intended to match the drop-out rate of projects as they
progress through "the pipeline" as well as the utility resources invested in the project at each
stage.
Incentive Calculation. Capture of Analytical Data
The calculation of site-specific customer incentives was being centralized during this trimester
with the calculations performed by the Analysis Team. This change was made in order to ensure
consistency in the calculation of incentives and to provide the opportunity for the Team to capture
non-energy benefits and identify measurement and evaluation (M&E) opportunities.
A user-friendly incentive calculation model has been created to capture project-specific data.
the moment it is too early to determine if this will result in improved identification quantification of
non-energy benefits, but we are certain that this approach will virtually guarantee that all
incentives are calculated in compliance with Schedule 90 and the policy manual that has been
developed to guide implementation.
It is hoped that this calculation can be transitioned back to those responsible for program
implementation once the model has proven itself and a sufficient body of precedence on policy
issues has been compiled.
Allocation of Utility Costs to Segments and Technologies
Whenever possible, utility non-incentive costs are directly assigned to the customer segments
identified in this report. However, a sizable proportion of implementation activity covers multiple
segments. These costs are allocated to either a general implementation or a general M&E
account number.
At the close of the trimester the lead coordinator for Energy-Efficiency Tariff Rider opportunitiesallocates the general implementation costs to each individual segment. Similarly, the Analysis
Team allocates general M&E costs to each individual customer segment.
Once these general costs have been allocated to customer segments, the customer segment
managers allocate all costs assigned to their segment (both those assigned to that segment as
well as those allocated from the general implementation account) to the various technologies.
Page 2
Avista Utilities Triple-E Report July 2000
The final result is an allocation of all utility non-incentive costs across the segment technologymatrix.
Incentive costs are all directly assigned to the segment/technology matrix based upon the nature
of the project and customer.
Refer to Tables 4 for utility cost allocations across programs, customer segments, andtechnologies
Refer to Tables 6 for the allocations of electric and therm savings across customer segments
and technologies.
Refer to Tables 8 for the allocations of customer costs and non-energy benefits across
customer segments and technologies.
Page 3
Avista Utilities Triple-E Report,July 2000
Table 1 Utility Costs Aggregated by Programs and Customer Segments
Implementation Incentives M&E TOTAL
SEGMENTS
Agricultural 219 32,470 193 43,882
Government 103,711 217,232 790 324 732
Food Service 19,305 164 945 29,413
Health Care 18,028 203 945 31,175
Hospitality 295 112,654 193 157 142
Limited Income 328 365,504 376,832
Manufacturing 109,579 121 501 8,488 239,568
Office 29,621 27,155 269 044
Residential2 $56,721 105 580 883 163,184
Retail 11,504 12,686 986 27,177
GENERAL
General (Implementation)624 022 624 022
General (M&E) 56,669 669
OTHER EXPENDITURES
NEEA3 $793 375,577 378,370
Leases4 $26,249 26,249
OLD PROGRAMS
LED Traffic Signals 120 120
New Technologies 373 169 27,543
Prescriptive HV
Prescriptive Lighting 440 1 ,440
RM='P
Site Specific 053 112,622 115,675
SS-VFD 577 35,577
Trade Ally 345 930)(4,585)
TOTAL 066,145 562 724 92,361 721 230
BROKEN OUT BY CATEGORY
Total assigned to segments 409,310 012,148 692 1,457 151
Total assigned to general 624 022 669 680 691
Total assigned to other 042 375,577 404 619
Total assigned to old programs 771 174,998 178,770
TOTAL 066,145 562 724 92,361 721 230
CATEGORY AS A PERCENT
Total assigned to segment 15.37.53.
Total assigned to general 22.25.
Total assigned to other 13.14.
Total assigned to old programs
TOTAL 39.57.100.
NOTES:
1) Incentives are accounted for on an accrual basis, and are therefore de-rated (in the same way as kWh, therms, etc.
2) Costs for this trimesters portion (1/3) of the Natural Gas Awareness Campaign are included in Residential.
3) Costs associated with membership in NEEA are included in this table, but are excluded from all other tables.
4) Costs associated with outstanding leases are included in this table, but are excluded from all other tables.
5) The Government segment includes educational institutions as well as federal, state and local governments.
Page 4
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9
Avista Utilities Triple-E Report July 2000
Cost-Effectiveness Calculations
The cost-effectiveness calculations are completed based upon the industry-standard CaliforniaStandard Practice Manual for each of the four tests.
Quantifiable non-energy benefits are included in these calculations. Avista has been aggressive
in identifying these non-energy benefits where they are quantifiable.
The largest non-energy benefit has usually taken the form of quantifiable deferred capital
expenditures on the part of the customer (resulting from replacing an existing end-use with alimited life remaining with a high-efficiency alternative with a substantially longer life).
methodology for quantifying this substantial benefit for inclusion in cost-effectiveness calculations
was under development during this trimester but was not applied to the calculations for this
report.
Maintenance savings. particularly for lighting end-uses, have also been significant.
To date Avista has not found a sufficiently rigorous calculation of other non-energy benefits
(productivity, security etc.) to include them in the calculation of cost-effectiveness. To the extent
that these benefits are non-quantifiable the resulting cost-effectiveness calculations are
conservative.
Refer to Tables and 10 for summaries of cost-effectiveness results by customer segment and
technology.
Refer to Tables 11 and 12 for summaries of net benefits by customer segments and technologies.
Refer to Table 13 for further details on the calculation of the cost-effectiveness ratios and related
descriptive statistics.
Page 10
vista Utilities Triple-E Report July 2000
Table 9 Cost-Effectiveness Statistics by Customer Segment
Total Non-
Resource Utility Cost Participant Participant
Cost Test Test Test Test
Agricultural
Government 0.44
Food Service 1.43 15.24 0.43
Health Care
Hospitality 0.45
Umited Income N/A
Manufacturing 19,0.44
Office 594,(4,31)
Residential 1.43
Retail 0.41
PORTFOLIO
Table 10 Cost-Effectiveness Statistics by Technology
Total Non-
Resource Utility Cost Participant Participant
Cost Test Test Test Test
Appliances 1.42 0.44
Assistive Technologies N/A N/A N/A N/A
Compressed Air 0.43
Controls 0.46
HVAC
Industrial Process 11.0.46
Lighting
Monitoring N/A
Motors
New Tech
Renewables N/A N/A N/A N/A
Resource Management (0,70)(0.70)N/A
Shell
Sustainable Building N/A
PORTFOLIO
NOTES:
Costs for this trimesters portion (1/3) of the Natural Gas Awareness Campaign are included in Residential.Costs associated with membership in NEEA are excluded from all cost-effectiveness calculations,
Costs associated with outstanding leases are excluded from all cost-effectiveness calculations.
N/A" is listed for segments and technologies with benefits, but no costs.
Page
vista Utilities Triple-E Report July 2000
Table 11 Net Benefits by Customer Segment
Total Non-
Resource Utility Cost Participant Participant
Cost Test Test Test Test
Agricultural 38,197 727 421 213 (383,016)Government (87 935) $407 609 027 946 100.751)Food Service 513 54.700 225,517 (183,855)
Health Care (104,491) $(66 998) $34,751 (131 341)
Hospitality 76,298 136,717 532,149 (453,098)Limited Income (231 855) $(231,855) $858 269 213 556)Manufacturing 1,413,317 380 186 2,435.154 021 750)
Office 449,408 (15,655) $624 141 (153 705)
Residential (444 004) $126 848 562,438 212 046)
Retail (58,361) $(49 711) $70,169 (127,922)
PORTFOLIO 092,087 838 567 791,747 981 040)
Table 12 Net Benefits by Technology
Total Non-
Resource Utility Cost Participant Participant
Cost Test Test Test TestAppliances(68.577) $81.590 313 567 (500 858)Assistive Technologies
Compressed Air 58.924 92,257 244 619 (185,696)
Controls 281 161 553.028 339,189 (1.029,915)
HVAC (376 727)110,948 807 980 (2,396,107)Industrial Process 201 158 216,612 688.834 (487,547)
Lighting (143 521)(77 588)620,079 (757 825)
Monitoring (32.129)(32.129)(32 129)
Motors (37 984)(165)24,155 (62 139)
New Tech 86,831 105)461 446 (374 614)Renewables
Resource Management (126 953)(126.953)(45 545)(85,724)
Shell 254,418 32,586 337,423 (63 971)Sustainable Building 514)514)514)
PORTFOLIO 092,087 838,567 791 747 (5,981,040)
NOTES:
Net benefits are calculated by subtracting costs from benefits.
Costs and benefits included in each cost-effectiveness test are detailed in Table 13,
Costs for this trimester s portion (1/3) of the Natural Gas Awareness Campaign are included in Residential,Costs associated with membership in NEEA are excluded from all cost-effectiveness calculations.
Costs associated with outstanding leases are excluded from all cost-effectiveness calculations.
, '
Page 12
Avista Utilities Triple-E Report July 2000
Table 13 Summary of Cost-Effectiveness Tests and Descriptive Statistics
Regular Income Limited Income Overall Regular Income Limited Income OverallTotal Resource Cost Test portfolio portfolio portfolio Utilltv Cost Test portfolio portfolio portfolioElectric avoided cost 266,327 532,751 799 079 Electric avoided cost 266,327 532,751 799 079Non-Energy benefits 001 662 001 662 Natural Gas avoided cost (288,016)(353,470)(641,486)Natural Gas avoided cost (288,016)(353 470)(641 486)UCT benefits 978,312 179,281 157 593TRC benefits 979 974 179 281 159,255
Non-incentive utility cost 083,832 45,632 129 464Non-incentive utility cost 083,832 45,632 129.464 Incentive cost 824 057 365,504 189,562
Customer cost 572,199 365 504 937 703 UCT costs 907,890 411,136 319,026
TRC costs 656,031 411 136 067,167
UCT ratioTRC ratio Net UCT benefits 070,422 (231 855)838 567Net TRC benefits 323,943 (231,855)092,087
Regular Income Limited Income Overall Regular Income Limited Income OverallParticipant Test portfolio portfolio portfolio Non-Participant Test portfolio portfolio portfolioBill Reduction 679,957 858,269 538.227 Electric avoided cost savings 266 327 532,751 799,079Non-Energy benefits 001 662 001 662 Non-Part benefits 266,327 532 751 799.079Participant benefits 681 619 858,269 539,889
Revenue loss 125,922 335 171 7,461 092Customer project cost 572,199 365 504 937,703 Non-incentive utility cost 083,832 632 129,464Incentive received 824 057 365 504 189 562 Customer incentives 824 057 365,504 189,562Participant costs 748 141 748,141 Non-Part costs 033,811 746,307 780,118
Participant Test ratio N/A Non-Part. ratioNet Participant benefits 933,478 858,269 791 747 Net Non-Part. benefits 767.484)(1.213 556)981,040)
Regular Income Limited Income OverallDescriptive Statistics portfolio portfolio portfolio
Annual kWh savings 15,214 161 738,035 952,196
Customer cost/kWh
Non-incentive utility cosUkWh
Electric avoided cosUkWh
Incentive cosUkWh
NOTES:
Costs for this trimester s portion (1/3) of the Natural (3as Awareness Campaign are included in Residential.Costs associated with membership in NEEA are excluded from all cost-effectiveness calculations.
Costs associated with outstanding leases are excluded from all cost-effectiveness calculations.
N/A" is listed for segments and technologies with benefits, but no costs, '
Page 13
vista Utilities Tri ple-E Report July 2000
Energy-Efficiency Tariff Rider Balance Calculations
The Energy-Efficiency Tariff Rider balance has been reduced by over 50% during the course of
this trimester. Within Washington the ending balance fell by 45%, as opposed to Idaho (where
the Rider was reduced to 1.0% in August, 1999) where the balance fell by 77%.
It is anticipated that the Idaho Energy-Efficiency Tariff Rider balance will reach zero by the end of
September, 2000. To date, there has been no change in the level of program delivery to Idaho in
spite of the reduced Rider level.
The Washington balance is projected to reach zero by the Spring 2001.
Refer to Table 14 for the most recent update to our Tariff Rider balance calculation.
Page 14
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5
Avista Utilities Triple-E Report July 2000
Measurement and Evaluation Results
Attached are brief descriptions of measurement and evaluation (M&E) efforts that have occurred
during the course of the trimester. Additional work has been done within this area, the results of
which will be presented at the Spring Summer 2001 Triple-E meeting.
It should be noted that Avista is reducing the M&E resources that will be devoted to providing
independent testing of unproven energy efficiency devices. Based upon our experience it is more
appropriate to rely on other independent third-party laboratories to provide this type of testing.
This change in emphasis does not extend to measuring the energy impact of commercially
available and proven energy efficiency devices claimed as part of our program portfolio.
Resource Manaqement Partnership Proqram (RMPPj
Resource managers assigned to participating school districts initiate and maintain behavioral
operational and hardwired energy efficiency measures at facilities throughout the school district.
Energy savings claims from the RMPP program are based upon comparisons of actual
comprehensive meter reads from all meters of each participating school district. Provisions havebeen made to appropriately measure and claim re-adoption of the short lifespan behavioral and
operational measures. The methodology adopted for the measurement of re-adoption is
consistent with the calculation of the weighted average lifespan of the energy savings claimed
from this program. (The weighted average energy savings in this category is only four years).
Hardwired measures that are installed in facilities participating in the RMPP program are claimed
in the specific technology category involved rather than as part of the resource management
technology.
Energy savings from this program have been gradually declining over time as the most cost-
effective measures are acquired. During this trimester only 62 007 annual kWh were claimed in
the Government segment under the resource management technology. As previously mentioned
this does not include the acquisition of substantial hardwired lighting efficiency measures, as
those savings accrue to the lighting technology.
As indicated in the last trimester report, Avista is continuing a long-term evaluation of the
VendingMI$ERTM vending machine control device. At present Avista is claiming 1500 annual
kWh per device, This amount was based upon manufacturer data, independent tests and further
tests completed by Avista.
Based upon M&E completed to date it appears that the actual savings of devices installed by
Avista is closer to the range of 1 000 to 1,200 kWh per year.
Due to the substantial variance in the savings from device to device this M&E project will continue
into at least the next trimester before the past and future energy savings claims are corrected.
Additionally, Avista has expanded the M&E effort to attempt to identify other potential factors in
determining the energy savings on installed devices, Specifically, we are interested in
determining if the newer machines achieve greater energy savings as a result of their larger
physical size and increased panel illumination. Past measurements by Avista have not
consistently recorded machine size, type or vintage.
Page 16
Avista Utilities Triple-E Report July 2000
Individual project reviews
City of Coeur d'Alene LED Traffic Liahts ~easuremen~eoort
Methodology:
A complete intersection-by-intersection inspection to verify what was actually installed,
Savings were determined utilizing readings from the existing kWh meter before and afterinstallation. Calculated estimates were used for one new intersection , Hanley and Ramsey.
Findings:
Light Count Error: The initial report shows 16 through lanes at Government and Ironwood, but
there are only 13 through lanes. This error is relatively insignificant, resulting in anoverstatement of savings projections by 1 700 kWh (about 1 %.
Run Time Assumptions: Conservative run times were used for the original estimates. As aresult, savings projections in the Avista Service Territory were 15% below actual results
(28,000 kWh).
Exclusion of Kootenai Electric Intersections: No savings were ever claimed for the threeintersections in Kootenai Electric Service Territory. The savings for the three Kootenai
Electric Intersections is 50 000 kWh.
Winter Peaking Phenomenon: Five downtown intersections exhibited an unexpected "winter
peaking" phenomenon. Results are shown below:
Intersection
Second/Third and Sherman
Fourth/Fifth and Sherman
Seventh and Sherman
Typical Summer Usage
800 kWh
400 kWh
760 kwh
Winter Peak
5000 kWh
3600 kWh
2400 kWh
Initial assumptions were that the increased usage was the result of (possibly unnecessary)cabinet heaters. Upon further investigation with the City s Signal Supervisor it was
determined that these cabinet heaters have not been in use. The City Signal Supervisor iswell aware that cabinet heaters are not needed with modern controls. As a result, heaters
have not been used for many years.
The City was also surprised by the winter peaking phenomenon , and decided to investigate.It was learned that the winter peak is the result of extensive use of Christmas lighting in the
downtown area. The Coeur d 'Alene City Accounting Department is aware of the increasedwinter usage, and budgets accordingly.
Conclusion: The savings should be adjusted upward from 144 000 kWh to 222 000 kWh.This adjustment will be made in the 81/100 tp 12/31/00 report.
GlobalTech
GlobalTech TM is a device permitting the reduction in energy use of lighting systems at specifictimes of the day. Avista has worked with two outdoor area lighting demonstration projects
within the service territory. Data is being collected regarding reductions in energy use
reductions in light output and overall effect upon the end-use.
Page 17
vista Utilities Triple-E Report July 2000
The technology employed in the GlobalTechTM device will transition from being incentivizedunder the New Technology incentive tier to the standard high-efficiency incentive tier in
January of 2001. This transition to standard efficiency incentives is based upon the amount
of time that has elapsed since the project became commercially available in our area,
Page 18
Avista Utilities Triple-E Report July 2000
Notable Projects, Disclosures, and Policy Updates
Avista is presenting to the Triple-E Board written revisions of two major implementation policyareas. The first of these, the New Technology Policy Statement, is a material revision to our pastapproach in this area. The second policy statement, regarding the calculation of customer simplepaybacks, is a collection of minor revisions to a previous written policy.
It is our intent to commit other policies to writing over the remainder of 2000 and the early portionof 2001. Each of these will be revised as necessary and appropriate, and significant revisions willbecome part of future Triple-E Reports.
New TechnoloQY Policy Statement
Avista has committed to writing policies regarding the granting and management of projects
receiving enhanced incentives under the New Technology portion of the Schedule 90 incentivestructure.
The policy is subject to revision on an as-necessary basis. Interpretation of the policy andmanagement of the projects fall primarily to the Program Manager for that particular Customer
Segment.
The most current policy statement is included below in its entirety:
Avista Utilities Customer Solutions Department
Policy on the Granting of New Technology Incentive Status
Overview
The Avista Utilities Schedule 90 identifies three tiered categories of incentives available
to customers for energy-efficiency projects. These tiers are (1) high-efficiency incentives,(2) new technology incentives and (3) fuel-efficiency (electric to natural gas conversion)incentives. While the third category, fuel-efficiency incentives, is very distinct from the
other two categories, there is much more opportunity for confusion regarding the
applicability of the high-efficiency and new technology incentive levels.
Similarly Avista is proposing a Schedule 190 natural gas efficiency tariff with both high-
efficiency and new technology incentives. These two incentive structures share the sameindistinct relationship as has been found in the electric Schedule 90 tariff.
In both the electric and gas efficiency tariffs the new technology incentives exceed the
high-efficiency incentive levels by a substantial 50% to 100%.
This general policy statement is being created in order to ensure that these enhancedincentives are applied in a non-discriminatory manner and to increase their effectiveness
by targeting them for the appropriate technology applications.
Policy Statement
Page 19
Avista Utilities Triple-E Report July 2000
The intent of the enhanced new technology incentive structure is to provide the flexibility
for Avista to overcome known and identifiable market barriers for appropriate and cost-effective applications of energy-efficiency With a temporary and targeted application ofpremium customer incentives on either a case-by-case or on a prescriptive basis. The
end result must be the acquisition of long-term energy savings either from increased
penetration of an energy-efficiency measure or through the accelerated adoption of the
measure. It is well known that not all market barriers can be addressed by an enhanced
incentive, and the enhanced incentive structure is not intended to be the sole mechanism
for addressing all market barriers.
The reference to "known and identifiable market barriers" requires that the request for
new technology status be accompanied by a satisfactory identification of this market
barrier, This may include , but is not necessarily limited to:
A lack of confidence on the part of the customer as to how it will effect their
operation. This is only market barrier if there are significant energy savings
achievable within the Avista service territory that would benefit from such a
demonstration project. The wholesale and/or retail infrastructure is undeveloped orunderdeveloped in a way that reduces or delays the penetration of the energy-
efficiency measure.
. A degree of saturation required to promote the incorporation of a particular measure
into an energy code or the promotion of the measure as the industry standard.
. A lack of confidence regarding the energy efficiency or the non-energy impact of the
measure.
The application must also be "appropriate . This means that:
The measure may not have non-energy disbenefits that are so substantial as to make
the measure non-viable from the standpoint of an informed and rational consumer.
This is particularly true in a case where the non-energy disbenefits are related to
safety.
The measure must be the best-available energy practice available regardless of fuel.
Under no circumstances will Avista provide enhanced new technology incentives for
measures that are not the best available option for the customer.
Measures incentivized under the new technology structure must also be "cost-effectiveCost-effective will be defined as:
Having a cost-effectiveness substantially above 1.0 using the Total Resource Cost
test as calculated in Avista s periodic reporting methodology.
This calculation does include quantifiable non-energy benefits. The decision on theinclusion of non-quantifiable non-energy benefits will be made on a case-by-case
basis.
The enhanced incentives must be "temporary . This means that:
There must be a well-established and sound business plan indicating that the market
barrier identified will be addressed by the enhanced incentives within a finite period
of time. This period of time should not exceed two years in most cases, with shorter
periods preferred to longer periods due to the inherent risk in the longer term.
Quantifiable market indicators must be identified that will track the success, or lack
thereof, of the enhanced incentives in addressing the market barrier. Non-
quantifiable indicators are acceptable, but a clear definition is an absolute
requirement.
The term over which new technology incentives are granted must be consistent with
the business plan for overcoming the market barrier as well as ensuring equitable
treatment to customers.
The application of the new technology incentive must be "targeted"
Page 20
Avista Utilities Triple-E Report July 2000
Enhanced incentives will only be applied as part of a business plan for addressing
the market barrier. The business plan selected must be the best available for
addressing that technology application. The field of "best available" is not confined tooptions that are available through Schedule 90 or 190 only. Other options may
include multi-utility approaches, regional or national approaches or other options thatmayor may not include utilities at all.
Whenever applicable, the new technology approach must coordinate with other utility
or non-utility initiatives in the same field,
Procedure
Adherence to quality business planning and decision-making is of great importance in the
proper application of the new technology incentive alternative. Strict adherence to a
particular procedure is much less important.
It is well recognized that concepts for new technology applications will be, and should be
discussed widely and informally. This is to be encouraged as a means of both generating
and improving successful new technology applications.
As the concept becomes increasingly firm, it is necessary to work closely with all DSM
portfolio managers to ensure that the application is coordinated with their offerings. At
this stage mutually exclusive concepts and concepts that for any reason do not fit within
the portfolio should be identified. The discussion of timing of the launch and coordination
would also be initially discussed with the portfolio manager.
When the concept becomes reasonably firm the Partnership Solutions Team wouldbecome involved. At this later stage the business plan concept would be trued up to thenew technologies policy. Upon conclusion a brief business plan and future checkpoints
would be established for each new technology. Those responsible for following -throughwith the implementation and the checkpoints would also be clearly identified.
Summary
This approach is intended to provide a basis for systematically evaluating new technologyconcepts. The process will be periodically reevaluated to determine if it meets the needs
of the Company s energy-efficiency effort. The best expected measure of success would
be to:
improve the quality of concepts that are launched either through the newtechnologies option or through alternative approaches to the market issue(s).
eliminate or suspend those concepts that are, for any reason , inappropriate for thenew technologies treatment.
provide a basis for continuous improvement of our process through learning abouthow to better approach these identified market opportunities.
Sample New Technologies Business Plan
LED Traffic Lights
Market Barrie
An emerging technology.
There are bureaucratic and legal issues with being the first adopted, particularly
among smaller traffic entities.
Page 21
Avista Utilities Triple-E Report July 2000
The life of the units are unknown and potentially variable (due to UV degradation).
Red-light runtime is unknown.
Capital cost of yellow and green lights are significantly above red lights (but red-lightonly installations are available).
Sufficient number of manufacturers , but none within our service territory.
Aoorooriateness
Due to the slow degradation instead of catastrophic failure, there is a non-energysafety benefit.
There are also reduced costs (and increased safety) due to the reduction in thenumber of incandescent lamp changes required.
Cost-effectiveness
. Red-lights are cost-effective (reference attached cost-effectiveness analysis).
Green lights and yellow lights are not cost-effective at this time.
Timeline
New technology incentives guaranteed for "one year and reevaluated at that point.
Taraetin
Target the larger traffic entities within our service territory on the belief that smallerentities will follow-suit. Target customers are City of Spokane, County of Spokane,
and City of Coeur d'Alene.
Include substantial M&E (runtime, degradation of light) in the early period in order to
represent these figures to other entities.
Summary
Use enhanced incentives and limited-time-offer to obtain significant penetration of theearly adopter segment.
Discontinue incentive with appropriate (e.g. 3 month) notice once we have the
following:
1) A solid adoption (e.g. two of the three identified) in the early adopter segment.
2) A significant start in the smaller segment (e.g. 3 entities)
3) At least one manufacturer marketing the product to customers within our
service territory.
Additionally
Coordinate implementation with any developing RCM program in the governmental
segment.
. Long-term bonus: Challenge the industry standard of three to four lights per
intersection. Can this be reduced by one light (down to a minimum of two) as a result
of the lack of catastrophic failure in LEOs? This would substantially reduce the
capital cost of converting over to LEOs.
Coordinate with WA General Administration or our own internal financing !Ieasingprogram.
Simple Payback Policy Statement
Schedule 90 prescribes three separate incentive approaches to electric efficiency projects; (1)
electric efficiency, (2) new technology and (3) fuel-conversion. The definitions and tier structures
of each of these three categories are as follows:
Electric efficiency: These are projects which exceed code-minimum or industry standard but
are not electric to gas conversions or granted new technology status. Incentives are:
Page 22
A vista Utilities Triple-E Report July 2000
8 cents per first-year kWh for projects with simple paybacks in excess of 72 months
6 cents per first-year kWh for projects with simple paybacks between 48 and 72months
4 cents per first-year kWh for projects with simple paybacks between 18 and 48
months
No customer direct monetary incentives are granted for projects with paybacks under18 months
New TechnoloQY : These are projects granted new technology status per the standardsoutlined in the preceding New Technology policy. Incentives for the savings directlyattributable to the project (excluding any market transformation effect) are:
14 cents per first-year kWh for projects with simple paybacks in excess of 72 months
12 cents per first-year kWh for projects with simple paybacks between 48 and 72months
10 cents per first-year kWh for projects with simple paybacks less than 48 months
Fuel-Conversion: Projects involving the conversion of an end-use from electric to natural gas.Projects must be served by Avista electricity, but need not be served by Avista naturalgas. The entire reduction in electric kWh load is applied to the incentives below:
3 cents per first-year kWh for projects with simple paybacks in excess of 72 months
2 cents per first-year kWh for projects with simple paybacks between 48 and 72months
1 cents per first-year kWh for projects with simple paybacks between 24 and 48months
No customer direct monetary incentives are granted for projects with paybacks under
24 months
Because the tiered structure of each of these three categories is based upon the projects simplepayback, it was necessary to develop a written standard for the calculation of simple payback.The standardization of the calculation promotes consistent calculations in full compliance withSchedule 90. In addition to the written policy, a spreadsheet model was developed to perform thecalculations.
The process of incentive calculation also incorporates the collection of additional project data foruse in cost-effectiveness calculations.
The most current written policy on simple-payback calculations is attached below.
Standards for the Calculation of Customer Simple
Paybacks for Application to Schedule 90 Incentives
Non-EnerQY Benefits
Data regarding non-energy benefits is to be collected by the technical project leadand by the account executive with the entry into SalesLogix being the accountexecutives responsibility.
Non-energy benefit data will be incorporated into cost-effectiveness calculations byPartnership Solutions.
Non-energy benefits are not to be included in the calculation of simple payback for
purposes of determining the customer s incentive.
Page 23
Avista Utilities Triple-E Report July 2000
Sim Ie Pa back used for Direct Incentives
Simple payback is the customer cost, as defined within this policy, divided by the firstyear electric bill savings accruing to the customer. The incentive level will then bedetermined by applying that simple payback to the tier structure defined in Schedule
90.
Data collection will be the joint responsibility of the technical lead and the accountexecutive. Coordination and entry of the data into SalesLogix will be the accountexecutives responsibility.
The account executive is responsible for submitting the data to Partnership Solutionsfor calculation of simple payback before the evaluation is submitted to the customer.
Partnership Solutions will return to the account executive the final results of the
incentive calculation.
Capital cost estimates can be arrived at in many ways (e.g. Means Mechanical
Estimating, contractor bids , industry standards, and in-house analysis).
Simple payback calculations are not to include the values of non-energy benefits,
The simple payback calculation will not include adjustments for interactive non-electric energy effects (e.g. the impact of a lighting retrofit on natural gas HVACsystems).
The calculation will include adjustments for interactive electric energy effects (e.g. the
impact of a lighting retrofit on electric HVAC systems).
The calculation will include those non-electric effects that are a direct consequence ofthe project (e.g. the increase in therms as a result of an electric to natural gas
conversion).
Calculation is to include all values for electric energy savings, kWh, kW, kVAR.The calculation will include the bill savings resulting from kWh, kW and kV AR impacts
of the project, plus any associated electric bill tax or fee impacts.
Similar measures (e., lighting and lighting controls or HVAC and HVAC controls)
can be bundled for calculations, but dissimilar measures (e., lighting and VFDs)must be treated as separate projects.
Sales tax paid by the customer and associated with the energy efficiency portion ofthe will be included as a cost for the simple payback calculation.
Calculation of Customer Cos (used~ncent~
The customer costs to be included in the simple payback calculation will be only
those associated with the energy-efficiency portion of the project relative to a defined
baseline. Energy savings will be calculated based upon the same definition of the
baseline and high-efficiency project.
The calculation of customer costs will not include any deductions for non-energybenefits, but the baseline and high-efficiency projects will be defined to exclude these
costs and benefits to the extent possible.
Any direct or indirect incentive received by the customer will not be used to reduce
the customer cost for purposes of the calculation of simple payback.
The installation of used equipment does qualify for direct incentives, assuming thatthe equipment meets all other standards.
The appropriate basecase for projects where existing equipment is in imminent
failure is the equivalent code minim~m or industry standard, whichever is more
energy efficient. Imminent failure is defined as equipment that is likely to fail within
the next year and is likely to be replaced with new equipment
The appropriate basecase for new construction or substantial renovation is also the
code minimum or industry standard , whichever is more energy efficient.
Calculation of Customer Costs (used..1or Cos~veness)
The calculation of customer cost for inclusion in cost-effectiveness calculations will
include only those costs associated with the energy-efficiency portion of the project.
Page 24
vista Utilities Triple-E Report July 2000
Energy savings will be calculated based upon the same definition of the baseline and
high-efficiency project.
The customer cost will be adjusted as necessary to compensate for significant
differences in the physical life of the basecase and the high-efficiency scenarios.
The customer costs will not include adjustments for non-energy benefits, although
non-energy benefits are to be tracked for inclusion in cost-effectiveness calculations.
The customer costs included in cost-effectiveness calculations will not include
adjustments for customer direct or indirect incentives.
Qualifyina Projects
Projects that are characterized by having a significant degradation of end-use quality
do not qualify for either customer incentives or for credit toward energy savings
calculations. Degradation of savings is defined as a significant reduction to the
value, comfort, convenience or other attributes of an end-use. Any non-trivial
reduction in the safety of any end-use will disqualify the project This will apply toboth residential and non-residential projects.
For example, degradation of end-use would disqualify projects such as:
A lighting retrofit that reduces the lighting level below industry standards.
Changes in HV AC temperature settings which are not associated with any
other efficiency project.
Reductions in lighting levels which are deemed to adversely effect safety.
The closure or destruction of a facility.
Examples of projects which are not disqualified due to degradation of end-use
include:
Reductions in lighting levels which do not adversely effect comfort, safety or
any other end-use attribute.
Changes in HV AC temperatures when facilities are unoccupied or changes in
a manner which do not adversely effect comfort or any other end-use
attribute.
Changes in an industrial process which reduces the energy use without
effecting the quantity or quality of the product.
Changes in facility operating hours which do not materially effect the
business value of the facility.
Page 25
vista Utilities Triple-E Report July 2000
Appendix A
Summarization of the Last Twelve Months of Activity
Detail Summary of Cost-Effectiveness Results
Overall the programs are cost-effective per the following:
TRC Test (1.17 benefit/cost (B/C) ratio , $1.9 million of net societal benefits)
UC Test (1.49 8/C ratio, $3.1 million of net utility benefits)
Participant Test (4.11 BIC ratio, $15.6 million in net benefits)
In summary, the program portfolio is a cost-effective resource, both societally and to the utility,
and the programs have very strongly benefited participating customers.
This analysis has been completed using the avoided costs identified in the Company s mostrecent electric and gas Integrated Resource Plans, Since those avoided costs are below theCompanys rates (the difference being the non-commodity cost), it is mathematically impossible
for the portfolio to pass the Non-Participant Test. This test has resulted in a 0.39 Non-participant
test BIC ratio and a negative $16.4 million in net non-participant benefits.
The interpretation of the Non-Participant Test (also known as the Rate Impact Measure) is to
determine the upward pressure on rates imposed by the energy-efficiency programs. It is notable
that upward rate pressure does not necessarily result in increased energy bills (even including
participant costs) due to the decreased consumption resulting from these programs.
Having a full three trimesters of data, we can now begin to tentatively determine some trends in
the cost-effectiveness results. The TRC Test results seem to be fairly stable, probably because itis a fairly broadly-based test. There is a slight but persistent upward trend in the cost-effectiveness.
The Utility Cost Test and the Participant Test seem substantially more variable. The decreasedUCT ratio and increased Participant Cost Test ratio in the 'I'd trimester is notable. Investigation
indicates that this is attributable to unusually high investments in durable equipment and
infrastructure made during this time period.
The Participant Test is well below one, for the reasons previously explained, and fairly stable at
that level.
Refer to Table A 1 for the results of each of the last three trimesters followed by the overall cost-
effectiveness of the entire year. The trimester results are also graphically represented in ChartA2.
Page 26
Avista Utilities Triple-E Report July 2000
ble A1 Avista Electric-Efficiency Program Twelve-Month Summary
Aug. 1 '99 to Nov. 30 '99 (4 months)Dec. 1 '99 to Mar. 30 '00 (4 months)Apr. 1 '00 to Jul. 31 '00 ( 4 months)Aug, 1 '99 to Jul. 31 '00 (12 months)Total Resource Cost Test Reo. Inc. Portfolio Reo. Inc.Um, Inc.Reo. Inc.Reo. Inc.Lim. Inc.Electric Avoided Cost S 303,697 457,790 761,487 066,877 599.880 666,757 266.327 532.751 799 078 636,901 590 421 $ 11,227 322Non-energy benefits S 76,850 76,850 775,461 775,461 001 662 001 662 853,973 853,973Gas Avoided Cost $(859 424) S (63,443)(922,867)(209,832) $(136 413\ $1346.245)(288,016) $(353 470)(641 486)$ (1357 272) $(553.326)$ (1,910,598)TOTAL TRC BENEFITS $521 123 394 347 915,470 632,506 463,467 095,973 979,973 179,281 159.254 $ 12,133,602 037 095 $ 13 170.697
Non-Incentive Utility Cost $905,457 29,569 935 026 080782 95,227 176.009 083.832 45,632 129 464 070.071 170,428 240,499Customer Cost $273.339 291,377 564 716 103,311 414 492 517803 572,199 365,504 937 703 948,849 071 373 8.020,222TOTAL TRC COSTS $178,796 320 946 499 742 184 093 509,719 693,812 656.031 411 136 067 167 $ 10,018,920 241,801 260,721
TRC BIC Ratio
Net TRC benefits $342,327 73,401 415.728 448 413 (46,252) $402,161 323,942 (231 855) $092,087 114 682 (204,706) $909,976
Utility Cost Test
Electric Avoided Cost $303 697 457 790 761.487 066 877 599,880 $666757 266 327 $532,751 799,078 636,901 590,421 $ 11227 322Gas Avoided Cost $(859 424) $(63,443) $1922.867\(209 832\ $1136,413\ 1346 245\(288,016\ $(353,470)(641,486)$ (1 357,272) $(553,326)$ (1910,598)TOTAL UTC BENEFITS $444 273 394.347 838620 857 045 463,467 320,512 978.311 179,281 157 592 279,629 037 095 316,724
Non-Incentive Utility Cost $905 457 29,569 935.026 080 782 227 176,009 083,832 45,632 129,464 070.071 170,428 240,499Incentive Utility Cosl $595,293 291,377 886,670 506 209 414 492 920,701 824 057 365,504 189,561 925,559 071,373 996,932TOTAL UTC COSTS 500 750 320 946 821 696 586 991 509,719 096710 907.889 411 136 319.025 995,630 241,801 237 431
UCT BIC Ratio
Net UCT benefits $943,523 73,401 016,924 270,054 (46,252) $223.802 070 422 (231 855) $838.567 283.999 (204 706) $079,293
Participant Test
Bill svgs $471 020 456 505 927,525 067,573 276.036 343.609 679.957 858.269 538,226 $ 14.218,550 590,810 $ 16,809,360Non-energy benefits $850 76,850 775.461 775,461 001 662 001 662 853,973 853,973TOTAL PART. BENEFITS $547 870 456.505 004 375 843.034 276,036 119 070 681 619 858,269 539.888 $ 18.072,523 590.810 $ 20,663 333
Customer Cost $273,339 291 377 $564 716 103,311 414 492 517 803 572.199 365.504 937 703 948,849 071 373 $ 8020,222Incentive Utility Cost $1595,293) (291 377\ S 1886,670)(506 209) $(414,492) $1920,7011 (824,057) $(365,504\ $189,561)S (1,925.559)$ (1 071.373)$ (2,996,932\TOTAL PART, COSTS $678 046 678.046 597 102 597 102 748.142 748 142 023.290 023.290
Participant BIC Ratio #DIV/O!#DIVIO!#DIV/O!IIDIV/O!Participant net benefits $869 824 456,505 326,329 245 932 276 036 521 968 933.477 858 269 791 746 S 13,049.233 590 810 $ 15640 043
Participant (electric\ Test
Electric Avoided Cost S 444273 394 347 838620 066.877 599.880 666,757 266.327 532.751 799.078 777,477 526,978 $ 10,304 455AL NON-PART BENEFITS $444.273 394,347 838.620 066.877 599,880 666,757 266 327 532.751 799,078 777,477 526,978 $ 10.304,455
Revenue Loss $274491 619,887 894 378 537 681 535961 073.642 125,922 335 171 461,093 $ 16.938 094 491.019 $ 20,429.113Non-Incentive Utility Cost $905457 29.569 935,026 080.782 95.227 176009 083,832 632 129,464 070.071 170.428 240.499Incentive Utility Cosl $595,293 291 377 886,670 506 209 414,492 920,701 824 057 365.504 189 561 925,559 071 373 996.932OTAL NON-PART COSTS $775.241 940,833 716 074 124 672 045.680 170.352 033.811 746.307 780,118 $ 21 933.724 732.820 $ 26.666,544
Non-Participant BIC ratio
Non-Participant net benefits $(4,330.968) $(546,486) S 877,454)$ (4057,795) $(1,445 800) $(5.503595)$ (4.767 484) S 213.556) $(5,981 040)$(13.156.247) $(3.205.842)$ (16.362,089)
Chart A2 Standard Cost-Effectiveness Ratios by Trimester
-'st Trimester
C2nd Trimester
El3rd Trimester
TRC UCT Part Non-Part
Page 27
Avista Utilities Triple-E Report July 2000
Notably, at this point, 29% of the TRC benefits are derived from quantifiable non-energy benefits.If our ability to quantify those benefits increases we should see significant movement in this
relationship, as well as an increase in the TRC ratio.
The results of the TRC test are, to a significant degree, not immediately within the control of the
utility. 71 % of the TRC costs are customer costs, with the remaining 29% being non-incentiveutility costs.
The utility costs are fairly evenly split between incentive and non-incentive costs. The proportionof utility costs going towards incentives has increased with the adoption of the generally higher
tiered incentives in the most recent revision of Schedule 90.
Refer to Charts A3 - AS for TRC Test benefits and costs, and Utility Cost Test costs.
Page 28
Avista Utilities
Chart A3
Chart A4
Chart AS
Triple-E Report
Non-Energy
29%
Incentive
48%Non-Incentive
52%
Page 29
July 2000
TRC Costs
TRC Benefits
Utility Costs
Avista Utilities Triple-E Report July 2000
The energy-efficiency programs have saved over 43 million 1s1 year kWh's (nearly 5 amW's) inthe last twelve months.
The most recent trimester has been the highest energy savings period to date. However, givenonly three trimesters it is difficult to call this an identifiable trend.
The energy savings are most concentrated in the Government segment This is undoubtedly
attributable to Avista s highly successful Resource Management Partnership Program (RMPP).
The savings from that program are generally declining as the most cost-effectiye measures are
gradually being adopted within the participating school districts.
To put the success of the Government segment into perspective, the energy savings within this
segment during this twelve-month period exceed the savings achieved in the Regular-Income and
Limited-Income residential segments combined. This is not an indication of a lack of residential
energy savings (these two segments are the fourth and fifth-ranking segments in terms of
acquired energy). It is instead a measure of substantial first year kWh energy savings coming
from RMPP.
The Office, Manufacturing and Residential segments are the next largest beneficiaries of energy
savings. These savings are primarily attributable to lighting and HV AC savings in the medium to
large office segment.
When energy savings are broken out by technology the HV AC segment is the largest contributor.This is somewhat misleading, given that much of these electrical savings come from electric to
natural gas conversions. The calculation of electrical savings fails to fully realize the energyconsumed on the natural gas portion of the conversion.
Lighting and controls are the next largest energy saving technologies. This can also be
misleading since a significant proportion of the controls savings are attributable to lighting
controls.
In the period of time covered by the second trimesterly report, there was some concern internally
that there was too great of a reliance on "mass" projects (projects generally implementing
measures with individually small saYings but a large market). These include LED exit signs, LED
traffic lights and VendingMI$ER TM. Additionally, lighting is a fairly routine measure that is often
implemented in small quantities.
Analysis of the second and third trimester energy savings has indicated that 62% of savings are
attributable to site-specific type projects. Most of the remainder (24%) comes from lighting
projects. The LED exit sign and LED traffic light program savings have fallen substantially as
those measures complete their aggressive marketing campaign under the enhanced New
Technologies incentive structure. Future follow-ups to these measures are expected to
demonstrate that these technologies have become much more accepted and perhaps even
industry standard" in CY 2001 and beyond.
While we have no particular baseline upon which to measure this program mix, it seems to be areasonable diversification of the overall energy-efficiency portfolio.
Refer to Charts A6 A8 for electric savings broken down by trimester, segment, and technology.
Refer to Chart A9 for the kWh breakdown by project type.
Page 30
vista Utilities
Chart A6
18,000,000
000,000
000,000
000,000
000 000
000,000 -
Chart A7
000,000
000 000
000,000
000,000
Chart AS
000 000
18,000 000
000 000
12,000 000
000,000
000,000
000,000
1 st Report
Triple-E Report July 2000
Electric Savings by Trimester
2nd Report 3rd Report
Electric Savings by Customer Segment
c::(::J
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Page 31
vista Utilities Triple-E Report July 2000
Chart A9 Project Breakdown by kWh (2nd and 3rd Reports)
Site-Specific
62%
Lighting
24%
LED Exit & Traffic
VendingMiser
Page 32
Avista Utilities Triple-E Report July 2000
The cost-effectiveness measurement of expenditures is persistently above the cash basis due to
the increase in energy savings during this time period. More projects are coming into the pipeline
(and being partially realized on an accrual basis for cost-effectiveness purposes) than are being
completed (and being paid on a cash basis).
Refer to Chart A 10 for utility expenditures, calculated based upon both the cash basis and the
cost-effectiveness basis.
The Energy-Efficiency Tariff Rider balance has also been captured for the entire system, as well
as Washington and Idaho individually. Clearly the Idaho balance is very near zero and theWashington balance is falling dramatically. This tends to indicate that a change in the level ofactivity may be necessary in the summer of 2001 , as well as the consideration of an increase in
both Tariff Riders.
Refer to Chart A 11 for the Energy-Efficiency Tariff Rider balance in Washington, Idaho andsystem-wide.
Page 33
vista Utilities
Chart A10
Triple-E Report July 2000
Utility Cost (Cash Basis vs. Cost-Effectiveness Basis)
$2,500,000
$2,000 000
500,000
$1,000 000
$500,000
Chart A 11
1 st Report 2nd Report
10 Cash IBCE
3rd Report
500,000
Energy-Efficiency Tariff Rider Balances
$4,000,000
500,000
$3,000,000
$2,500 000
$2,000 000
500,000
$1,000,000
$500 000
$(500 000)
......
0..:::0 .D :::0.0..CO ::l ::I 0..CO ::l ::Iu..
.:(.:(
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I-+- Washington ----Idaho --.- System
Page 34
Avista Utilities Triple-E Report July 2000
Appendix 8
Additional Descriptive Statistics
This Appendix updates the descriptive statistics contained in the previous Triple-E Report.
Refer to Tables B1 and B2 for the quantity, energy savings and non-energy benefits of projects
broken out by type.
Refer to Tables B3 and B4 for a jurisdictional breakdown.
Refer to Tables B5 and B6 for a breakdown of the number and energy saYings of projects byelectric rate schedule.
Refer to Tables B7 and B8 for the same breakdown of therm savings by natural gas rate
schedule.
Page 35
Avista Utilities
Table B1
Triple-E Report July 2000
Project Type
Breakdown of Database Projects by Type
Lighting
LED Exit Signs & Traffic Signals
VendingMI$ER
Other
All
Project Count
189
372
% of Projects
21,
50,
21.
100.
kWh Savings
736,208
205,576
750 750
10,129 704
12,822,238
% of kWh
13.5% $
6% $
9% $
79.0% $
100.0% $
NEB $lYr
690.
20,916.41
020.
(0.00)
59,627.
% of NEB $lYr
49,
35.
15.
100.
Table B2 Breakdown of All Projects by Type
Project Type Project Count % of Projects kWh Savings % of kWh NEB $/Yr % of NEB $lYr
Lighting 12.736 208 10.2% $690,50'49,LED Exit Signs & Traffic Signals 205 576 916.41 35,
VendingMI$ER 189 29.750,750 4.4% $020.15.
Limited Income 114 17,738,035 10.3% $
Natural Gas Awareness 141 22.251,028 13.
RMPP 62,007 0.4% $
Other 12,10,208,591 60.2% $(0.00)
All 638 100.16,952,196 100.0% $59,627.100.
Table B3
State
Breakdown of Database Projects by State
Table B4
All
Project Count
173
199
372
% of Projects
46.
53,
100.
kWh Savings
942,328
879,911
12,822,238
% of kWh
61.
38.
100.
State
Breakdown of All Projects by State
All
Project Count
363
276
638
% of Projects
56,
43.
100.
Page 36
kWh Savings
10,796,679
076,629
16,873 309
% of kWh
64.
36,
100.
A vista Utilities Triple-E Report July 2000
Table B5 Breakdown of Database Projects by Electric Rate Schedule
Rate Schedule Project Count % of Projects kWh Savings % of kWh
375
14.224,254
283 76,933,467 54,
265,770 41,
Unknown 396 372
All 372 100.822,238 100.
Table B6 Breakdown of All Projects by Electric Rate Schedule
Rate Schedule Project Count % of Projects kWh Savings % of kWh
258 40.4%991,438 23,
224,254
294 46,1 %995,474 41.
265,770 31.
Unknown 396 372
All 638 100.16,873,309 100.
" ,
Table B7 Breakdown of Database Projects by Natural Gas Rate Schedule
Rate Schedule
101
111
121
None! Unknown
All
Project Count
133
149
372
Table B8
% of Projects Therm Savings
20.2% 19 507
35.8% 28 6170% 1 275
40.1% (4 021)
100.0% 45 378
% of Therms
43.
63.
100.
Breakdown of All Projects by Natural Gas Rate Schedule
Rate Schedule
101
111
121
None! Unknown
All
Project Count
330
133
149
638
% of Projects Therm Savings % of Therms
51.7% (150 654) 90.
20,8% 28,617 -17.1 % (39.763) 24,
23.4% 021) 2.4%
100.0% (165 821) 100.
Page 37
Triple-E Report
August 1 , 2000 to December 31, 2000
Avista Utilities
Customer Solutions Department~ P~ll
\35 t\ YV\
Y' f( rJa~ Ii1
Table 1 Utility Costs Aggregated by Programs and Customer Segments
Implementation Incentives M&E TOTAL
SEGMENTS
Agricultural $19,198 031 50,229
Govemment4 $147,619 188,288 231 336,137
Food Service 894 342,199 360 094
Health Care 40,691 56,815 506
Hospitality 092 707 137 799
Limited Income 620 637 747 661,367
Manufacturing 127 696 140,004 285 267 986
Office 34,964 28,369 587 920
Residential 33,164 209 373
Retail 26,822 (128,644) $(101 822)
GENERAL
General (Implementation) $691,245 691 245
General (M&E) $68,641 68,641
OTHER EXPENDITURES
NEEA2 $889 188,702 189,590
Leases3 $635 000 635
OLD PROGRAMS
LED Traffic Signals $
New Technologies $
Prescriptive HV AC
Prescriptive Lighting $
RMPP $
Site Specific $10,168 10,168
SS-VFD $
Trade Ally $540 540
TOTAL $240,237 632 428 71,744 944,408
BROKEN OUT BY CATEGORY
Total assigned to segments 522,759 383,726 103 909,589
Total assigned to general 691 245 68,641 759,886
Total assigned to other 15,524 248,702 264 225
Total assigned to old programs 10,708 708
TOTAL 240 237 632,428 71,744 944,408
CATEGORY AS A PERCENT
Total assigned to segment 17.47,64,
Total assigned to general 23.25,
Total assigned to other 8.4%
Total assigned to old programs
TOTAL 42.111f.55.411f.11f~1 100.00/.
NOTES:
1) Incentives are accounted for on an accrual basis, and are therefore de-rated (in the same way as kWh, therms, etc,
2) Costs associated with membership in NEEA are included in this table, but are excluded from all other tables.
3) Costs associated with outstanding leases are included in this table, but are excluded from all other tables,
4) The Government segment includes educational institutions as well as federal, state and local governments,
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Table 9 Cost-Effectiveness Statistics by Customer Segment
Total Non-
Resource Utility Cost Participant Participant
Cost Test Test Test Test
Agricultural 1.40
Government
Food Service
Health Care 0.43
Hospitality
Limited Income
Manufacturing 1.45
Office
Residential (0.02)(0.03)(4.71)
Retail
PORTFOLIO
Levelized cost per kWh 048 025 023 056
Table 10 Cost-Effectiveness Statistics by Technology
Total Non-
Resource Utility Cost Participant Participant
Cost Test Test Test Test
Appliances
Assistive Technologies
Compressed Air 13.
Controls
HVAC 0.47
Industrial Process
Lighting
Monitoring
Motors .0.(1.60)(0.34)
New Tech
Renewables
Resource Management
Shell
Sustainable Building
PORTFOLIO
Levelized cost per kWh 048 025 023 056
NOTES:
Costs for this trimester's portion (1/3) of the Natural Gas Awareness Campaign are included in Residential.
Costs associated with membership in NEEA are excluded from all cpst-effectiveness calculations.
Costs associated with outstanding leases are excluded from all cost-effectiveness calculations,
N/A" is listed for segments and technologies with benefits, but no costs.
, ,,--.
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Table 11 Net Benefits by Customer Segment
Total Non-
Resource Utility Cost Participant Participant
Cost Test Test Test Test
Agricultural 190 920 26,082 262,643 (71 723)
Government 298 663 178,715 720 714 (422,050)
Food Service 175 504 622,032 695,154 (519,650)
Health Care (298,227) $701 (153,605) $(144 622)
Hospitality (189 084) $116,983 185,135 (374 219)
Limited Income (659 122) $(659 122) $668,076 327 198)
Manufacturing (291 579) $160.526 527 808 (819 387)
Office 760 38,593 221 033 (139 273)
Residential (324 002) $(192 291) $(751 603) $427 601
Retail (22,466) $(178,654) $(143 338) $120 873
PORTFOlio 037 633)160,565 232 015 (3,269 648)
Levelized Cost per kWh 048 025 023 056
Table 12 Net Benefits by Technology
Total Non-
Resource Utility Cost Participant Participant
Cost Test Test Test Test
Appliances (430 337) $426 733 (432 070)
Assistive Technologies
Compressed, Air 11 ,264 920 875 (21 611)
Controls (211 927)587 195 250 (407 176)
HVAC (651 765)(399 360) $392 772 044 537)
Industrial Process 680,945 558 551 959 605 (278 660)
Lighting (222 252)(218 936) $417 140 (639,392)
Monitoring
Motors (173,477)(38 778) $(79.615) $(93 862)
New Tech (23 818)074) $663 (72 481)
Renewables
Resource Management 018 973 131 188 (118 170)
Shell (29 284)120 256 132,404 (161 688)
Sustainable Building
PORTFOLIO 037 633)160 565 232,015 269,648)
Levelized Cost per kWh 048 025 023 056
NOTES:
Net benefits are calculated by subtracting costs from benefits.
Costs and benefits included in each cost-effectiveness test are detailed in Table 13.
Costs associated with membership in NEEA are excluded from all cost-effectiveness calculations.
Costs associated with outstanding leases are excluded from all cost-effectiveness calculations.
Table 13 Summary of Cost-Effectiveness Tests and Descriptive Statistics
Regular Income Limited Income
Total Resource Cost Test pOrtfolio cortfolio Overall cortfolio
Electric avoided cost 259 695 641,681 901,376
Non-Energy benefits $331 859 331 859
Natural Gas avoided cost 479 460 (563 448)(83 988)
TRC benefits 071 014 234 149 248
Regular Income Limited Income
Utilitv Cost Test cortfolio cortfolio Overall DOrtfolio
Electric avoided cost $ 2.259 695 $ 641 681 $ .901,376
Natural Gas avoided cost $ 479 460 $ (563,448) $ (83 988)
UCT benefits $ 2 739 155 $ 78,234 $ 2,817 389
Non-incentive utility cost 173,488 609 273 097Non-incentive utility cost 173 488 609 273 097 Incentive cost 745 979 637 747 383 726
Customer cost $276 037 637 747 913 784 UCT costs 919 467 737,356 656 823
TRC costs 449 525 737 356 186 881
UCT ratio
TRC ratio Net UCT benefits $819 688 (659,122) $160 565
Net TRC benefits $(378,511) $(659,122) $(1,037,633)Levelized Cost per kWh $023 032 025Levellzed Cost per kWh S 053 032 048
Participant Test
Bill Reduction $
Non-Energy benefits $
Participant benefits $
Regular Income
cortfolio
762.137 $
331 859
093 997 $
Limited Income
cortfolio
668,076
Overall cortfolio
$ 3,430 213
$ 1 331 859
$ 4 762 073
Regular Income Limited Income
Non-Participant Test portfolio cortfolio Overall oortfolio
Avoided cost savings $ 2,739 155 S 78.234 $ 2,817 389
Non-Part benefits $ 2,739 155 $ 78 234 $ 2,817,389
668 076
Revenue loss $762,137 668 076 430 213Customer project cost 276 037 637 747 913,784 Non-incentive utility cost 173,488 609 273 097Incentive received $(745,979) $(637,747) $383 726)Customer incentives $745 979 637 747 383 726
Participant costs 530.058 530 058 Non-Part costs 681 605 405,432 087 036
Participant Test ratio N/A Non-Part. ratioNet Participant benefits $563,939 668 076 232,015 Net Non-Part. benefits $(1,942,450) $(1,327,198)269 648)Levelized Cost per kWh $030 N/A 023 Levelized Cost per kWh $055 060 056
Descriptive Statistics
Annual kWh savings
Customer cost/kWh $
Non-incentive utility costlkWh
Electric avoided cost/kWh
Incentive costlkWh $
Regular Income
cortfolio
562 320
31 $
11 $
21 $
07 $
Limited Income
.QQ!!fQ!iQ
727 619
23 $
04 $
24 $
23 $
Overall portfolio
13,289 939
NOTES:
Costs associated with membership in NEEA are excluded from all cost-effectiveness calculations,
Costs associated with outstanding leases are excluded from all cost-effectiveness calculations.
N/A" is listed for segments and technologies with benefits, but no costs.
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