20040625Responses of Avista to CAPAI Part IIB.pdf

Triple-E Report
January 1 , 2001 to August 31 , 2001
tllE/1I1/
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Avista Utilities
Customer Solutions Department
Jon Powell
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Table 1 Electric Utility Costs Aggregated by Programs and Customer Segments
Implementation Incentives M&E TOTAL
SEGMENTS
Agricultural 127 573 53.164 180 737
Government 139.974 792,887 932 861
Food Service 33,668 512.641 546,309
Health Care 39,873 377 248 417 121
Hospitality 26,263 751,618 777 881
Limited Income 123,569 989,475 113.044
Manufacturing 138,126 705,386 811 845,323
Office 32,247 482,167 7,412 521,826
Residential 290,520 706,114 996,635
Retail 27,367 584 586 611 952
GENERAL
General (Implementation)185,085 836 185,921
General (M&E)121 121
OTHER EXPENDITURES
NEEA 3 $427 384 928 389 355
Leases
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702 1 ~ ,~02
OTHER PROGRAMS
Rooftop program 563 15,379 79,942
Residential CFL promotion 31,112 112
Non-residential CFL promotion 329 15,329
Enhanced incentive program 36,848 848
Exit Sign Promotion 617 617
Residential water heater program 760 68,760
EMS Re-Commissioning 568 568
TOTAL 400,189 11,341,048 108,724 13,849 962
BROKEN OUT BY CATEGORY
Total assigned to segments 979,179 10,955,285 224 943,688
Total assigned to general 185.085 836 121 270,042
Total assigned to other 16,128 384 928 401 056
Total assigned to old programs 219,797 379 235,176
TOTAL 400,189 11,341,048 108 724 849 962
CATEGORY AS A PE~CENT
Total assigned to segment 79.1 %86.
Total assigned to general
Total assigned to other 1 %
Total assigned to old programs
TOTAL 17.3.".81.9.".o/~1 100.0.".
NOTES:
1) Incentives are accounted for on an accrual basis, and are therefore de-rated (in the same way as kWh, therms, etc.
2) Incentives attributable to 'other programs' have been allocated to the appropriate customer segment
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 Govemment segment includes educational institutions as well as federal, state and local govemments.
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Total Non-
Resource Utility Cost Participant Participant
Cost Test Test Test Test
Agricultural
Government
Food Service 20,
Health Care
Hospitality
Limited Income
Manufacturing
Office 11,
Residential 34,
Retail 11.44.
PORTFOLIO
. '
Table 1 Cost-Effectiveness Statistics by Technology
Total Non-
Resource Utility Cost Participant Participant
Cost Test Test Test Test
Appliances
Assistive Technologies 14,
Compressed Air 32,0.45
Controls 0.44
HVAC 23.
Industrial Process
lighting
Monitoring
Motors 18,1.80
New Tech
Renewables
Resource Management 0.40
Shell (6.64)
Sustainable Building
PORTFOLIO
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.
r--
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- /
able 11E Net Benefits by Customer Segment
Total Non-
Resource Utility Cost Participant Participant
Cost Test Test Test Test
Agricultural (114 889) $(17 598) $385,000 (489,285)
Government (13,454 872) $687 572 (9,119,498) $934 435)
Food Service 360 874 587 807 385,280 (1,404 025)
Health Care (891 025) $615,689 642 703 195,778)
Hospitality 554,754 037 695 393,093 544,440)
Limited Income 136,272) $. (1 136,272)721 263 (14 208,340)
Manufacturing 395 381 309,378 046,585 . (5,442 032)
Office 645,789 214 245 216,376 . (1 573,666)
Residential 317 061 744 543 14,492,430 (14 526,211)
Retail 993 449 610,468 341 953
. $
674 171)
PORTFOLIO 12,670,272 37,653,527 507 184 (49,994,385)
. I
Table 12E Net Benefits by Technology
Total Non-
Resource Utility Cost Participant Participant
Cost Test Test Test Test
Appliances (2,422 577) $667,693)4,401 273 481,371)
Assistive Technologies (1) $624 (625)
Compressed Air 664 992 736 767 265,461 600,469)
Controls 200 546 402,482 981 667 (753,363)
HVAC 26,701,435 044 550 52,203,170 (17 943,123)
Industrial Process (14 730 193)151 931 (12,750,253) $979 940)
Lighting 1,423,664 164,696 19,432 294 (18,231 016)
Monitoring
Motors 330,904 067 243 384,141 053,237)
New Tech
Renewables
Resource Management 111 919 111 919 277 943 (166,024)
Shell 369 581 641 364 310 663 (765,196)
Sustainable Building
PORTFOLIO 12,670,272 37,653 527 69,507,184 (49,994 385)
NOTES:
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 13E Summary of Cost-Effectiveness Tests and Descriptive Statistics
Total Resource Cost Test
Electric avoided cost
Non-Energy benefits $
Natural Gas avoided cost
TRC benefits $
Regular Income
portfolio
21,305 806 $
182,772 $
29,699 680 $
51,188 257 $
Limited Incomeportfolio Overall portfolio
827 678 $ 22,133,483
$ 182,772
$ 28 975 283
$ 51 291 538
(724 397)
103,281
Nan-incentive utility cost 249 876 250 078
Customer cost $35,131 837 989 475
TRC costs 381 713 239 553
TRC ratio
Net TRC benefits $13,806 544 (1,136.272) $
499 954
121 312
621 266
Regular Income Limited IncomeUtility Cost Test portfolio portfolio Overall portfolio
Electric avoided cost 305 806 827 678 22,133,483
Natural Gas avoided cost 699 680 (724 397) $28,975,283
UCT benefits 005 485 103 281 108 766
Non-incentive utility cost 249 876 250,078 2.499 954
Incentive cost 965 810 989,475 10,955 285
UCT costs 12,215,686 239,553 455 239
UCT ratio
Net UCT benefits $38,789 799 136,272) $653,52712,670,272
Participant Test
Bill Reduction $
Non-Energy benefits $
Participant benefits $
Regular Income
portfolio
769 176 $
182,772 $
951 948 $
Limited Income Regular Income Limited IncomeOverall portfolio Non.Participant Test c.ortfolio portfolio Overall portfolio12,721 263 490 439 Electric avoided cost savings 305 806 827 678 22,133,483
182,772 Non-Part benefits ,21 305 806 827 678 22,133 483721263673,211
Customer project cost
Incentive received $
Participant costs $
131 837 $
965 810) $
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Revenue loss S 876 164 796 465 672 629989.475 121,312 Non-incentive utility cost 249 876 250 078 499 954(989,475) S (10 955 285)Customer incentives $965,810 989 475 955 285
166 027 Non-Part costs 091,851 036 018 72,127 868
Non-Part, ratio
12,721,263 507 184 Net Non.Part. benefits S (35,786,045)S (14,208,340)(49 994 385)
Participant Test ratio
Net Participant benefits S 785 921 S
Regular Income
Descriptive Statistics portfolio
Annual kWh savings 116 658 393
Annual therm savings 4 907 510
Limited Income
portfolio
484 648
(145,291)
Overall portfolio
120,143,041
762,219
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.
Ht
Table 1 Utility Costs Aggregated by Programs and Customer Segments
Implementation Incentives M&E TOTAL
SEGMENTS
Agricultural 3,470 105,460 108,930
Government 812 153,789 154 600
Food Service 933 933
Health Care 316 316
Hospitality 26,519 26,519
Limited Income
Manufacturing 758 766
Office 150 079 150 079
Residential $081 137 621 150,703
Retail 283 221 43,504
GENERAL
General (Implementation)634 634
General (M&E)
OTHER EXPENDITURES
NEEA 3 $
Leases4 $
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OTHER PROGRAMS
Rooftop program
Residential CFL promotion
Non-residential CFL promotion
Enhanced incentive program
Exit Sign Promotion
Residential water heater program
EMS Re-Commissioning
TOTAL 61,287 592 695 653 982
BROKEN OUT BY CATEGORY
Total assigned to segments 653 592 695 646,349
Total assigned to general 634 634
Total assigned to other
Total assigned to old programs
TOTAL 61,287 592,695 653,982
CATEGORY AS A PERCENT
Total assigned to segment 90,98.
Total assigned to general
Total assigned to other
Total assigned to old programs
TOTAL 40/.90,100,
NOTES:
1) Incentives are accounted for on an accrual basis, and are therefore de-rated (in the same way as kWh, therms, etc.
2) Incentives attributable to 'other programs' have been allocated to the appropriate customer segment
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,
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Table 9G Cost-Effectiveness Statistics by Customer Segment
Total Non-
Resource Utility Cost Participant Participant
Cost Test Test Test Test
Agricultural 4.47 17,
Government
Food Service
Health Care
Hospitality
Limited Income
Manufacturing
Office
Residential (1,18)
Retail 0.49
PORTFOLIO
Table 10G Cost-Effectiveness Statistics by Tec.h.ology
Total Non-
Resource Utility Cost Participant Participant
Cost Test Test Test Test
Appliances (0.44)
Assistive Technologies
Compressed Air
Controls
HVAC
Industrial Process
Lighting
Monitoring
Motors
New Tech
Renewables
Resource Management
Shell
Sustainable Building
PORTFOLIO
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,
IL,
Table 11G Net Benefits by Customer Segment
Total Non-
Resource Utility Cost Participant Participant
Cost Test Test Test Test
Agricultural 344 916 380 070 589 668 (244 752)
Government 957 355 018 342,325 (290 368)
Food Service 925 858 112 187)
Health Care (33 645) $043 (20 715) $(12 930)
Hospitality (76 147) $28,166 (34 265) $(41 882)
Limited Income
Manufacturing (18 535)682 (15 865)670)
Office (120,328)242,426 131,304 (251 632)
Residential 027 (103 595) $300,086 (152,515)
Retail (78,465)(31 244) $(23 990)(54 475)
PORTFOLIO 104 705 883 423 $ 1 272,661 054 413)
Table 12G Net Benefits by Tec.h.n,ology
Total Non-
Resource Utility Cost Participant Participant
Cost Test Test Test Test
Appliances (28,247) $(40 102) $073 (45 320)
Assistive Technologies
Compressed Air
Controls 19,276 935 767 (33,491)
HVAC 266,294 829 784 $ 1 203,870 (824 031)
Industrial Process
Lighting 417 417 417
Monitoring
Motors
New Tech
Renewables
Resource Management
Shell (153 034)389 048) $(151,986)
Sustainable Building
PORTFOLIO 104 705 883,423 $ 1,272,661 054,413)
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.
ilJ
Table 13G Summary of Cost-Effectiveness Tests and Descriptive Statistics
Regular Limited LimitedIncomeIncomeOverallRegular Income Income OverallTotal Resource Cost Test Dortfolio Dortfolio cortfolio Utility Cost Test Dortfolio Dortfolio DortfolioElectric avoided cost 48,920 48,920 Electric avoided cost 48,920 920Non-Energy benefits $30,265 30,265 Natural Gas avoided cost 1,488,285 1.488,285
Natural Gas avoided cost 1,488,285 1,488,285 UCT benefits 537,205 537 205
TRC benefits 567 470 567,470
Non-incentive utility cost 087 087Non-incentive utility cost 087 087 Incentive cost 592,695 592,695
Customer cost $401 678 1,401 678 UCT costs 653,782 653,782
TRC costs 1,462,765 1,462,765
UCT ratio
TRC ratio Net UCT benefits $883 423 883,423
Net TRC benefits 104 705 104 705
Regular Limited LimitedIncomeIncomeOverallRegular Income Income OverallParticipant Test Dortfolio cortfolio cortfolio Non-Participant Test DortfOtio oortfolio DortfolioBill Reduction $051 380 051,380 Electric avoided cost savings $1 ,488.285 488.285
Non-Energy benefits $30.265 265 Non-Part benefits $488,285 488,285
Participant benefits $081,645 081 645
Revenue loss $?88,915 888 915
Customer project cost 401 678 1,401,678 Non-incentive utility cost 087 087Incentive received $(592.695) $(592,695)Customer incentives 592.695 592.695
Participant costs 808,983 808 983 Non-Part costs 542,697 542,697
Participant Test ratio Non-Part. ratio
Net Participant benefits $272 661 272,661 Net Non-Part, benefits $(1,054 413)054,413)
Regular Limited
Income Income Overall
Descriptive Statistics portfolio portfolio portfolio
Annual kWh savings 36,750 36,750
Annual therm savings 254 920 254,920
NOTES:
Costs associated with membership in NEEA are excluded from all cost-effectiveness calculations.
Costs associated with outstanding)eases are excluded from all cost-effectiven~ss calculations.
N/A" is listed for segments and technologies with benefits, but no costs.
\ .
Triple- E Report
September 1 , 2001 to December 31 2001
A vista Utilities Demand-Side Management Team
Jon Powell
Renee Coelho
Chris Drake
Catherine Bryan
Torn Kliewer
Sheri Butterfield
Rob Gray
Eric Lee
Mike Littrel
Bruce Folsom
Lori Koberstine
BSH DSty~h(~
Introduction
This is the seventh of our series of Triple-E Reports in fulfillment of Avista Utilities commitment to
enhanced analysis and reporting,
This report covers the four-month period from September 1, 2001 to December 31 , 2001. This is the last
report that we expect to do on less than an annual basis, Beginning in 2002 it is our plan to provide annual
reports covering a full calendar year, This change has been made in recognition of the reduced analytical
resources available to the DSM function,
The methodology used in arriving at the analytical results of this report is essentially unchanged from those
disclosed in earlier Triple-E Reports, Please notify the Company if you have questions or would like
copies of these earlier reports,
Overview
Though this report covers only the last four months of 2001 it's impossible to review these results without
taking them into the context of the overall 2001 emergency DSM response, These last four months cover
the ramp-down portion of that period and were very much effected by the summer programs,
In brief, during 2001 A vista achieved 361 % of the annual electric acquisition goal, 2237% of our annual
gas acquisition goal while expending 288% of combined gas and electric tariff rider revenues,
The cost-effectiveness analysis for the last four months of 2001 resulted in a 0,83 total resource cost (TRC)
benefit/cost ratio and a 1.69 Utility Cost Test (UCT) benefit/cost ratio. For 2001 overall the cost-
effectiveness aggregated to a TRC of 1.22 and a UCT of 3,24,
Cost-effectiveness analyses were based upon the electric and gas avoided costs specified in the Company
most recent Integrated Resource Plan (IRP), Wholesale electric prices during 2001 ranged up to and
occasionally over 20 times the costs forecasted in the IRP, Natural gas wholesale prices, while not as
volatile, were also considerably elevated above the forecast.
During the Summer of 2001 seven emergency electric programs were launched in addition to enhancing
both gas and electric permanent program efforts, These programs were evaluated on a weekly basis for
short-term cost-effectiveness against the most recent Avista forward price expectations, Several of the
components put into place during this emergency were not anticipated to be cost-effective relative to long-
tenD IRP avoided costs but were implemented due to the realities in the wholesale market.
Although retail electric prices remained unchanged during 2001, Price of Gas Adjustment (PGA) filings
caused retail gas rates to climb during the course of the year,
Pervasive media coverage of the regional energy emergency continued throughout the Summer of 2001, up
until September 11th, and resulted in an extraordinary degree of consciousness and cooperation with utility
efforts to implement energy-efficiency measures,
Calendar year 2001 was a unique year with a multitude of events focusing around energy-efficiency, It
would be tempting but incorrect to interpret the analYtical results of this report as the extreme end of a
static DSM supply curve. This year was a short window of opportunity where utility shareholder, ratepayer
and the public interest combined to create a pressing need for energy-efficiency, A vista stepped forward to
take advantage of that opportunity and delivered extraordinary quantities of cost-effective resources,
Disclosures of Laree Projects and A vista Utilities Projects
Consistent with representations made to the Triple-E Board in the past, we do periodically disclose
exceptionally large projects, During the course of this report eight projects receiving an incentive of
$100 000 or more moved to or towards completion, Brief details of these projects, with proprietary data of
non-governmental customers suppressed, are outlined below,
#7841 Food processing customer, compressed air efficiency project. Final electric incentive
$137,860, This product moved from the contracted phase to completion,
City of Spokane, HV AC-efficiency project. Final electric and gas incentive $109,333, This
project moved from the construction phase to completion,
Forest products customer, compressed air efficiency measure, Final electric incentive
$146,028. This project moved from the contracted phase to completion,
Food processing customer, motor-efficiency project. Final electric incentive $257,545, This
project moved from the contracted phase to completion,
Hospital, HV AC-efficiency project. Projected electric and gas incenti ve $319,581, This
project moved from the study phase to contracted, This project will be administered under a
performance contract based upon measurements taken over the first year following
commissioning of the measure.
Forest products customer, industrial process efficiency measure, Final electric incentive
$120,487, This project moved from the contracted phase to completion,
Health care customer, HV AC-efficiency project. Projected gas incentive $138,750, This
project moved from the scope phase to contracted,
Washington State University, campus-wide CFL's under Avista s emergency program, Final
electric incentive $138 122, This project was initiated and completed during this period,
#8074
#8302
#9242
#10409
#13191
#17923
#18462
The Company also discloses any incentives received by Avista Corporation or any subsidiary under
Schedule 90 or 190, (A vista Corporation operates as a tariffed customer and does qualify for electric and
gas DSM measures), During the period of time covered by this report there was no movement of any
project at an A vista Corporation or subsidiary facility,
?co
Description of Emergency Programs
Seven emergency programs were implemented during the Summer of 2001. All emergency programs were
geared towards the immediate acquisition of electric-efficiency resources using commercially-available and
proven measures. The programs were reviewed on a weekly basis by the Avista Utilities Operations
Council and were designed to permit tennination upon short-notice,
The specifics of the seven programs are as follows:
Rooftop HV AC program: This program hadJhree main components: (1) completion of minor repairs to
economizer to restore the component to functional status, (2) maintenance of the rooftop unit itself
(based upon a 16-point maintenance checklist) and (3) installation of a programmable thermostat
and locking box, Not all components were applicable to all customers, Overall approximately
350 rooftop units were serviced, In addition to substantial electric savings there was an
extraordinary natural gas-efficiency element to the program,
Customers who did not have regular maintenance contracts were encouraged to take steps to
properly maintain their rooftop units in the long-term, The program was only credited with the
immediate energy-efficiency impact of the service, long-term savings due to improved
maintenance efforts are not yet available, The Company is conducting follow-up surveys to the
customers in late 2002 to detennine if the program resulted in improved maintenance,
There was no customer cost to the program, Vendors accepted the Avista incentive as payment in
full for the services.
Enhanced CIl Incentive program: This program simply leveraged the existing CIl incentive program by
augmenting incentives with an additional 3 to 8 cents per first-year kWh payment if the measure
was installed within a specified timeframe, not to exceed the incremental cost of the project.
Customers who were able to expedite the completion of their project received a larger incentive
for earlier completion, The enhanced incentive declined over time as the value of the early
acquisition of the resource declined,
Water Heater Conversion program: This program offered residential customers a $500 incentive for
conversion of their domestic hot water heating appliance from Avista electric to natural gas,
Rather than discontinue this emergency program Avista simply reduced the prescriptive incentive
to be in compliance with the incentive formula is continuing the program through 2002 and
beyond,
Residential Compact Fluorescent program: This program distributed physical compact fluorescent
lamps purchased in bulk at reduced prices by the Company and coupons for CFL's in cooperation
with a regional BP A / NEEA initiative, Distributions of both physical CFL's and/or coupons were
made at local events within the A vista service territory, through bill inserts and were available for
customers coming into the utility offices,
Commercial/Industrial Compact Fluorescent pro~am: CII customers desiring to retrofit to compact
fluorescent lamps typically required different lamps than what Avista was able to bulk order,
Consequently customers meeting minimum lighting runtime requirements were provided a
prescriptive incentive (not to exceed the cost of the measure) to install lamps that they purchased
themsel ves,
Exit Sign program: A vista was able to make a favorable bulk purchase of a number of LED exit signs,
These signs were available to any customer who was replacing an existing non-LED exit sign, In
addition to distributions from the DSM program manager the units were also distributed by
account executives, DSM engineers and line crews.
LD
Building Controls program: This program was initiated late in the Summer and had only begun to yield
resource impacts when falling forward prices forced it to be cancelled, The program fully offset
the costs of recommissioning building Energy Management Systems (EMS) to proper functioning,
In the short life of the program it was found that many of these units were not properly
commissioned and/or were no longer properly functioning,
Incentive obligations made as a result of these programs were largely met during 2001, though a few
obligations did continue on into 2002,
Analytical Results
The following series of tables and accompanying narratives provide the basis for the analysis for this
period,
Table IE and IG Narrative
These tables provide a broad overview of the distribution of expenditures during this time period, The fourcolumns represent:
Implementation expenditures to include labor and administration,
Incentive expenditures, which are almost exclusively direct cash payments to customers, On
occasion A vista will fund engineering studies beyond that nonnally considered an audit.
these cases the A vista-reimbursed engineering expense is included in the calculation of the
customers incentive,
Incentive calculations made in this table are based upon our longstanding de-rated accrual
methodology, This methodology matches the timing of costs and benefits by realizing 75%
the expected project benefits and incentives when the project is contracted, an additional 20%
when construction is initiated and the remaining 5% upon completion, This approximates the
Company s investment in the project and the dropout rate at each stage,
By applying this methodology the Company can provide more meaningful cost-effectiveness
calculations and descriptive statistics when there is a significant ramping up or down to the
level of program activity, However, this methodology is by no means perfect. Given the
extreme real-time response to the 2001 energy emergency we expect a certain amount
inaccuracy attributable to timing,
Measurement and evaluation expenses are those expenses that are exclusively associated with
project measurement. Engineering tasks that are necessary as part of the implementation
process is captured in that category even though the results are extensively used for M&E
purposes,
Educational expenses are those expenditures that have no impact upon the Company
quantifiable energy savings, This is largely educational materials for limited income
customers geared towards behavioral savings, These behavioral savings are not captured in
any of the Company s program achievements,
DSM expenses are further segmented into our ten customer segments, Eight of the ten segments are
aggregated into a non-residential portfolio, The limited income and residential segments are each their own
portfolio, A portfolio manager oversees each of these three portfolios,
Regional expenses are exclusively attributable to our Northwest Energy Efficiency Alliance (NEEA)
contract. Both the benefits and costs of our NEEA participation are excluded from later cost-effectiveness
analysis. Due to a modification in the accounting methodology in the NEEA contract with Avista there
were no payments made during the last four months of 2001.
General costs are always a sizable cost category, Our internal guidelines indicate that costs that cannot be
reasonably allocated to any individual customer segment are charged to the general account.
Each of our seven emergency programs is individually broken out in this table, These programs were
ramping down in the last four months of 2001. These are the seven emergency program described earlier
this report,
Notably 82% of our expenditures during this time period were devoted to incentives, This is a significant
increase above pre-2001 periods, During those periods incentives were approximately 55% of expenditures
calculated for cost-effectiveness calculation purposes,
Note that these expenditures do not reconcile to the tracking of our DSM tariff rider balances, Only cash
expenditures (as opposed to the accrual methodology noted above) are used for balance tracking,
q;
able 1 Electric Utility Costs Aggregated by Programs and Customer Segments
Implementation Incentives M&E Educational TOT AL
SEGMENTS
Agricultural 15,875 601 120 18,596
Govemmenf 19,752 445,003 464 774
Food Service 11,466 249,257 260,722
Health Care 146 96,368 103,513
Hospitality 12,264 126 896 139,160
Limited Income (59,351) $700,269 429 641 346
Manufacturing 30,375 743,180 773,574
Office 287 162,403 865 177,643
Residential $43,221 173,793 217,093
Retail 25,419 112,844 138 315
GENERAL
General (Implementation) $454 961 11,562 II $466,524
OTHER EXPENDITURES
NEEA3 $11$
OTHER PROGRAMS
Rooftop program 180 (1,474) $706
Residential CFL promotion 684 684
Non-residential CFL promotion 381 381
Enhanced incentive program 153 153
Exit Sign Promotion 215 215
Residential water heater program $26,172 26,172
EMS Re-Commissioning 865 865
TOTAL 621,065 810,613 10,218 541 445,436
BROKEN OUT BY CATEGORY
Total assigned to segments 120,454 810,613 129 541 934,737
Total assigned to general 454 961 11,562 466 524
Total assigned to other
Total assigned to temp, programs 45,650 (1,474) $176
TOTAL 621,065 810,613 10,218 541 445,436
CATEGORY AS A PERCENT
Total assigned to segment 81,1o/c 85,
Total assigned to general 13,Oo/c 13.
Total assigned to other pgms,Oo/c
Total assigned to old programs Oo/c
TOTAL 18.81.o/~1 100.
NOTES:
1) Incentives are accounted for on an de-rated accrual basis and will not match cash incentive expenditures,
2) The Government segment includes educational institutions as well as federal, state and local governments.
3) Costs associated with membership in NEEA are included in this table, but are excluded from all other tables.
4) Incentives attributable to emergency programs have been allocated to the appropriate customer segment
fC!-
'ible 1 Gas Utility Costs Aggregated by Programs and Customer Segments
Implementation Incentives M&E Educational TOT AL
SEGMENTS
Agricultural (403) $90,544 90,141
Governmenf $(116) $59,695 59,579
Food Service 670 670
Health Care 352,902 352,902
Hospitality 579 579
Umited Income 922 51,922
Manufacturing 006 747 752
Office 80,773 80,773
Residential $671 292,879 301 550
Retail (75) $634 39,559
GENERAL
General 7,421 II $7,421
OTHER EXPENDITURES
RegionaP $880 II $880
OTHER PROGRAMS
Rooftop program
Residential CFl promotion
Non-residential CFl promotion
Enhanced incentive program
Exit Sign Promotion
Residential water heater program $
EMS Re-Commissioning
TOTAL 17,384 013,343 030,727
BROKEN OUT BY CATEGORY
Total assigned to segments 083 013 343 022,426
Total assigned to general 7,421 421
Total assigned to other 880 880
Total assigned to old programs
TOTAL 17,384 013,343 030,727
CATEGORY AS A PERCENT
Total assigned to segment 98,99,
Total assigned to general OO/c
Total assigned to other pgms,
Total assigned to old programs
TOTAL 98.o/~I 100.
NOTES:
1) Incentives are accounted for on an de-rated accrual basis and will not match cash incentive expenditures.
2) The Govemment segment includes educational institutions as well as federal, state and local governments,
3) Costs associated with gas programs in support of regional initiatives appear in this table but are excluded from other tables,
4) Incentives attributable to emergency programs have been allocated to the appropriate customer segment
-- 1
Table 2E and 2G Narrative
In order to perform cost-effectiveness by customer segment it is necessary to perform an allocation of allDSM expenses to those segments, This allocation is performed in Table 2E and 2G,
Those non-incentive costs that are directly assigned to customer segments are allocated in columns A to D,
General costs are allocated to each customer segment based upon the energy savings achieved in eachsegment. These cost allocations are represented in columns E to H.
Lastly the emergency programs are assigned to customer segments in columns I to L.
Colmn M through 0 aggregate the allocations in the previous columns, Column P represents the incentivecosts, which are directly assigned to each customer segment.
As we have mentioned in previous reports, the finer the level of disaggregation the more subjectivity there
is in the final result. Much of this subjectivity is the result of the allocation of general cost to customer
segments, We have operated on the belief that the general costs incurred by each segment are roughly
proportionate to the energy savings in that sector. This is an imperfect assumption, Given that 74% of thenon-incentive costs (14% of the total utility cost) are gen~ral costs assigned to the customer segments, the
impact of this subjective allocation is significant.
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Table 3E and 30 Narrative
Having assigned the utility costs to the ten customer segments in Table 2E and 20, it is not necessary toallocate those costs among 14 different technologies, The ultimate result will be the total utility costs
spread over a 10 x 14 (140-cell) matrix, Appropriate evaluation of this level of detail requires an awareness
of the subjectivity involved in the cost allocations,
Incentives are in all cases directly allocated to both a customer segment and technology with minimal
subjectivity, This is the only type of cost where the Company can clearly assign the utility cost to a
specific project.
The non-incentive costs assigned to each of the ten customer segments are allocated to each of the fourteen
technologies based upon the energy savings achieved by that technology category, This allocation is
similar to that performed in the assignment of general costs to customer segments, It is also similarly based
upon the assumption that the energy savings within each category are the best indication of the degree of
effort expended in that area,
As tables 3EJO through 6 EtO are reviewed a clear correlation between the total utility costs (Table 3),
incentive costs (Table 4) and electric and gas savings (Tables 5 and 6) will become clear, Given the use of
energy savings to assign general costs and the relationship between incentives and energy savings this
correlation shouldn t be surprising, To a significant degree this is a consequence of the cost allocation
methodology and not necessarily a sound indication of the cost effectiveness characteristics of each of the
140 segment - technology applications, This needs to be taken into consideration when interpreting the
costs and benefits of the finer levels of detail in the DSM portfolio,
(------
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This table breaks out the incentive portion of utility cost by customer segment and measure, These
allocations are directly assigned based upon the specific project funded,
As previously mentioned these incentives are almost exclusively direct cash incentives, They will not
match cash expenditures due to the Company s accrual methodology,
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These two tables identify the electric energy savings attributable to electric DSM programs (table 5E) and
the incidental electric savings attributable to gas DSM programs (table 5G), Both tables 5E and 5G include
interactive effects upon other end-uses where that impact is reasonably quantifiable,
On occasion negative amounts may occur in individual cells, columns or rows, These are generally
attributable to modifications to projects that are either 'in the pipeline' or completed projects that result in
fewer kWh savings than previously expected, It is not unusual for a project to be reduced in scope as it
moves through the process and it is our practice to recognize those modifications within our tracking
system as early as possible.
The distribution of electric savings between technologies is fairly typical of our long-term portfolio,
Lighting is, as usual, a significant proportion of our total electric-efficiency savings, The HV AC
component is higher than usual due to the residual rooftop HV AC completions from our Summer 2001
program, We are beginning to see the impact of increased effort in the compressed air field, Finally, our
resource management programs are beginning to ramp down as we near the end of the lifecycle of our
involvement with the majority of the school districts in our service territory, (Recently Avista has entered
into a contract for these services with the largest school district in the service territory),
Gas programs contribute minimally to the electric savings of the overall DSM portfolio, Generally these
are the result of small electric savings resulting from gas HV AC projects,
. .q-
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e

t
o

G
a
s

P
r
o
g
r
a
m
s

A
c
r
o
s
s

C
u
s
t
o
m
e
r

Se
g
m
e
n
t
s

a
n
d

T
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h
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o
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d
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Ai
r
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n
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l
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HV
A
C
Pr
o
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e
s
s
Li
g
h
t
i
n
g
Mo
n
i
t
o
r
i
n
g
Mo
t
o
r
s
Ne
w

T
e
c
h
Re
n
e
w
a
b
l
e
s
Ma
n
a
g
e
m
e
n
t
Sh
e
l
l
Bu
i
l
d
i
n
g
TO
T
A
L

k
W
h
Po
r
t
f
o
l
i
o
Ag
r
i
c
u
l
t
u
r
a
l
Go
v
e
r
n
m
e
n
t
(5
3
)
08
0
02
7
Fo
o
d

S
e
r
v
i
c
e
-E
;
-
He
a
l
t
h

C
a
r
e
Ho
s
p
i
t
a
l
i
t
y
67
8
67
8
Lim
i
t
e
d

I
n
c
o
m
e
Ma
n
u
f
a
c
t
u
r
i
n
g
(5
5
)
(5
5
)
Of
f
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c
e
50
7
50
7
Re
s
i
d
e
n
t
i
a
l
43
,
37
5
43
,
37
5
89
.
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t
a
i
l
TO
T
A
L

k
W
h
43
,
26
7
26
5
48
,
53
2
10
0
.
% o
f

p
o
r
t
f
o
l
i
o
89
.
10
.
10
0
.
NO
T
E
S
:
Th
e
s
e

s
a
v
i
n
g
s

I
n
c
l
u
d
e

d
e
r
a
t
e
d

k
W
h

s
a
v
i
n
g
s

f
r
o
m

t
h
e

c
o
n
t
r
a
c
t
e
d

a
n
d

c
o
n
s
t
r
u
c
t
i
o
n

p
h
a
s
e
s
.
Table 6E and 6G Narrati ve
These tables breakout the gas savings attributable to gas DSM programs (table 6G) and the incidental gas
impact of electric programs (table 6E),
The impact of gas programs (table 60) was, not surprisingly, concentrated in the shell and HV AC
segments, These two segments accounted for over 97% of all gas savings, Total gas savings were roughly
40% residential and 60% non-residential. About half of the non-residential amount came from health care
segment HV AC projects, driven by two exceptionally large projects in that area,
There was a net negative impact from electric programs on gas usage due to the recognition of the increase
in gas usage from electric-to-gas conversion projects and the increase in space heating requirements due to
lighting efficiency projects. These effects outweighed the favorable gas impact of the remaining effects of
the emergency rooftop program and the other favorable incidental effects of electric-efficiency projects,
Ta
b
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e

6
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l
o
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of

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8
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48
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18
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15
.
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34
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6
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6
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22
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25
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81
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14
3
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,
58
5
31
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s
p
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88
7
15
8
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3
12
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8
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0
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0
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3
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4
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f

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61
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,
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S
:
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e
s
e

s
a
v
i
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g
s

i
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c
l
u
d
e

d
e
r
a
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d

k
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s
a
v
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s

f
r
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m

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h
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c
o
n
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r
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c
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d

a
n
d

c
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t
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h
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s
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e
r
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s
a
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c
l
a
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m
a
d
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n

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h
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s

l
a
b
l
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a
r
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g
a
s

t
h
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r
m

s
a
v
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t
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s

p
r
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g
r
a
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s
.
Table 7E and 7G Narrative
A vista does quantify the non-energy benefits of energy-efficiency projects, both negative and positive, to
the extent that they meet reasonable analytical standards, For the most part this has been limited to
estimating on a project-by-project basis the ongoing maintenance savings of lighting and HV AC projects,
Where quantification is not possible the Company seeks to identify these benefits or disbenefits for
disclosure in the cost-effectiveness analysis and for purposes of leveraging benefits to improve the adoption
of energy-efficiency measures, Some of those non-quantifiable benefits include:
Enhanced market value of residential or non-residential buildings or industrial processes due
to the energy-efficiency measure,
Reduced noise attributable to improved shell measures,
The ability of challenged customers to safely and effectively use end-uses as a result of
intervention through the assistive technology measures,
Comfort improvements resulting from weatherization, insulation, HV AC, improved ductwork
and so on,
Increased safety as a result of the replacement of unsafe refrigerators and other appliances
made as part of the limited income programs,
Productivity improvements in businesses as a result of lighting, HV AC, shell and indoor air
quality changes,
Increased retail sales resulting from lighting, HV AC and other end-uses,
Overall, on a gas and electric basis, approximately 88% of the non-energy benefits claimed under the DSM
portfolio are based on lighting and HV AC maintenance savings, It is likely that the value of the non-
quantifiable benefits equal or exceed this value, The Company has investigated various methodologies and
claims regarding the dollar value of these benefits and have found that they are not sufficiently defensible
to include in our cost-effectiveness analysis, Nevertheless these benefits should be a consideration in
reviewing the overall portfolio cost-effectiveness,
?ce '4
Ta
b
l
e

7
E
Al
l
o
c
a
t
i
o
n

o
f

E
l
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c
t
r
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c

N
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n
-
En
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r
g
y

B
e
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s

A
c
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C
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S
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a
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d

1
ol
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g
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!
--,
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Co
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Go
v
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71
,
61
4
59
3
13
1
20
6
12
.
Fo
o
d

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c
e
16
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65
3
16
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65
3
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a
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43
4
76
,
87
2
79
,
30
6
Ho
s
p
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l
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28
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42
5
96
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37
,
39
2
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d

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.
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,
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68
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10
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.
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24
.
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.
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NO
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t
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.
Ta
b
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e

7
G
Al
l
o
c
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t
i
o
n

o
f

G
a
s

N
o
n
-
En
e
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f
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r

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a
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T
e
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h
n
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!
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d
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t
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Table 8E and 8G Narrative
In the past customer costs have typically composed approximately 75% of total resource cost tests, with the
remaining cost being attributable to non-incentive utility costs, During the summer of 2001 the energy
savings of the DSM programs ramped up by far more than the non-incentive utility cost. This resulted in
customer costs increasing to over 90% of total resource costs,
This impact has carried over into the last four months of 2001 covered by this Triple-E Report. The
customer costs are 94% of total resource costs (on a combined gas and electric basis),
The targeting of measures acquired during this period was a continuation of those targeted during the
summer of 2001 emergency, The Company was seeking proven measures able to be installed quickly and
generate an immediate impact upon electric consumption. Measures that would not have been targeted
under nonnal circumstances due to cost-effectiveness concerns frequently became cost-effective under the
extraordinary wholesale costs in the region, Incorporating these higher-cost measures into the portfolio
significantly effected the acquisition cost.
By targeting immediately available electric-efficiency resources without regard to long-tenD persistence the
weighted average life of the measures also fell, Measures with short lives, such as CFL's and HV AC
maintenance and repairs, contributed significantly to this impact.
;;,
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Table 9E and 9G Narrative
These tables, and many of the following tables, must be preceded by a caveat regarding cost allocation, As
previously mentioned, our use of an imperfect allocation of general costs to individual customer segments
results in a significant degree of subjectivity in the cost-benefit ratios on a disaggregated basis, It is
important to not reach unsupported conclusions regarding the cost-effectiveness of a particular segment or
technology based solely upon the analysis presented in tables 9 and 10,
It should also be noted that all cost-effectiveness results are based upon the long-term avoided costs filed as
part of the Company s most recent IRP, These avoided costs are obviously substantially less than the
wholesale costs witnessed during the summer of 2001, The wholesale electric cost was as high as 20 times
the avoided cost used for this evaluation, As indicated throughout this Triple-E Report the Company was
reacting to the wholesale costs during this time period and was not weighing our program cost-
effectiveness against the IRP avoided cost standard,
When disaggregated and compared against the IRP avoided cost, only three of the ten customer segments
were cost-effective on the electric side, and the aggregate cost-effectiveness was less than one, Gas DSM
programs, which were not ramped up in reaction to the electric emergency but were reacting to recent PGA
increases, were cost-effective in aggregate and in 9 of the 10 customer segments,
r- "':2
)- " :; \.)
Table 9E Electric Cost-Effectiveness Statistics b Customer Se ment
Total Non-
Resource Utility Cost Participant Participant
Cost Test Test :w!Test
Agricultural
Government 0.43
Food Service 1.70 (3,87)
Health Care 1.55 0.41
Hospitality
Limited Income
Manufacturing
Office 1.76
Residential
Retail (0.00)
PORTFOLIO 1.34
NOTES:
Cost-effectiveness calculations do not include costs or benefits associated with regional programs,
N/A" is listed for segments with benefits, but no costs,
Table 9G Gas Cost-Effectiveness Statistics by Customer Segment
Total Non-
Resource Utility Cost Participant Participant
Cost Test Test Test Test
Agricultural 1.40
Government (14,56)
Food Service 10,(2.44)
Health Care 2.49 1.45
Hospitality
Limited Income 0.41
Manufacturing
Office
Residential
Retail 64,4.48 (0,06)
PORTFOLIO 1.62
NOTES:
Cost-effectiveness calculations do not include costs or benefits associated with regional programs.
N/A" is listed for segments with benefits, but no costs,
'i)
0, ;2 L-f
Table lOE and lOG Narrative
The same caveats regarding cost-allocation, timing of costs and benefits and disaggregation apply to the
cost-effectiveness analysis by measure,
Only two of the ten electric measures that had electric savings within this time period were cost-effective,
These two measures, industrial process and the resource management programs, were not substantially
ramped up during the emergency period due to the long sales cycle necessary to realize the electric savings
from these programs, Other programs that could be much more quickly ramped up (such as lighting and
HV AC) had their cost-effectiveness adversely impacted as a result of mining those areas for resources that
were not cost-effective when compared against long-term IRP avoided costs,
On the gas side three of the four measures that had therm savings during this period were cost-effective,
HV AC controls strongly dominated the cost-effectiveness analysis, and this was not (as one might believe
given the TRC ratio of 356.44) due to it being a very small program, This single measure contributed about
59% of the net TRC benefits of the overall gas portfolio during this period, The cost-effectiveness was
largely the result of the extreme focus on electric-efficiency resulting in r~views and re-dispatching of non-
residential HV AC controls (with consequential natural gas savings),
p~
Table 10E Electric Cost-Effectiveness Statistics b Technolo
Total Non-
Resource Utility Cost Participant Participant
Cost Test Test Test
Appliances
Assistive Technologies
Compressed Air 0.44
Controls (7.55)
HVAC 0.44
Industrial Process 16,0.44
Lighting
Monitoring
Motors 1.32
New Tech
Renewables
Resource Management
Shell
Sustainable Building
PORTFOLIO
NOTES:
Cost-effectiveness calculations do not include costs or benefits associated with regional programs,
N/A" is listed for segments with benefits, but no costs,
Table 10G Gas Cost-Effectiveness Statistics b Technoloax,
Total Non-
Resource Utility Cost Participant Participant
Cost Test Test Test Test
Appliances 0.46
Assistive Technologies
Compressed Air
Controls 356,
HVAC 1.08
Industrial Process
Lighting
Monitoring
Motors
New Tech
Renewables
Resource Management
Shell 1.68
Sustainable Building
PORTFOLIO
NOTES:
Cost-effectiveness calculations do not include costs or benefits associated with regional programs,
N/A" is listed for segments with benefits, but no costs,
p,&
Table lIE and 11 G Narrative
These tables disaggregate the net benefits of each of the four standard practice tests by customer segment
and follow logically from the cost-benefit ratios shown in Tables 9E and 9G. These tables are more
meaningful in some ways given that the size of each customer segments contribution to the overall cost-
effectiveness is more discernable,
Pctr
d-
Table 11 E Electric Net Benefits by Customer Segment
Total Non-
Resource Utility Cost Participant Participant
Cost Test ilm Test
Agricultural (28,604) $(16,756) $(8,894) $(19,709)
Government (985 575) $669,562 732,999 (1,674 726)
Food Service 104 466 (40,758) $626,510 (500,086)
Health Care (642,782) $66,922 627 (287 587)
Hospitality (501 703) $(22,512) $(161,629) $(329,516)
Limited Income (569,721) $(569,721)438,794 154 286)
Manufacturing 418,149 868,744 759 044 (2,363,699)
Office 099 167,914 957,085 (773,014)
Residential (335,996) $185,023 654 767 094 822)
Retail (414 378) $(123,465) $(122,379) $(192,823)
PORTFOLIO $ (2,922,045) $184 953 902,924 (8,390,268)
NOTES:
Costs and benefits included in each cost-effectiveness test are detailed in Table 13,
Costs associated with regional programs are excluded from all cost-effectiveness calculations,
Table 11 Gas Net Benefits b Customer Se ment
Total Non-
Resource Utility Cost Participant Participant
Cost Test Test Test Test
Agricultural 65,022 136,670 189,437 (124,416)
Government 152,910 462 116,137 37,431
Food Service 806 23,946 13,260 14,546
Health Care 464 903 529,154 190,392 274,511
Hospitality 022 42,801 49,864 488
Limited Income 609) $(4,609) $117 (68,725)
Manufacturing 11,651 13,414 4,409 230
Office 89,665 95,437 55,711 689
Residential 103,346 806,430 843,653 (726,231)
Retail 176,532 139,260 39,573 136,959
PORTFOLIO 141,247 881,966 566,553 (409,518)
NOTES:
Costs and benefits included in each cost-effectiveness test are detailed in Table 13,
Costs associated with regional programs are excluded from all cost-effectiveness calculations,
0, d,g
Tables 12E and 12G
Tables 12E and 12G follow from the calculations in tables IDE and lOG,
f'b J-
Table 12E Electric Net Benefits b Technolo91.
Total Non-
Resource Utility Cost Participant Participant
Cost Test Test JJW Test
Appliances $ (1 016,458) $(458,275) $207,996 (1,405,189)
Assistive Technologies
Compressed Air (226,088) $133,732 229,207 (455,295)
Controls 64,952 779 56,072 (496)
HVAC $ (1 127 456) $843,824 188,149 (1,765 597)
Industrial Process 456 667 558,624 608,558 151,891)
Lighting (970,658) $(360,784)152,693 (2.145,393)
Monitoring
Motors (185,437)105,718 482,323 (667 760)
New Tech (10,650)020 17,103 (27,753)
Renewables
Resource Management 192,297 192,297 637 951 (445,654)
Shell (99 216)123,017 322,872 (325,241)
Sustainable Building
PORTFOLIO $ (2,922,045) $184,953 902,924 (8,390,268)
NOTES:
Costs and benefits included in each cost-effectiveness test are detailed in Table 13,
Regional program costs and benefits are excluded from all cost-effectiveness calculations,
Table 12G Gas Net Benefits b Technolo91.
Total Non-
Resource Utility Cost Participant Participant
Cost Test Test
Appliances (19,266) $13,341 18,367 (37,632)
Assistive Technologies
Compressed Air
Controls 7,403 140 263 140
HVAC 672,993 086,032 564 253 122,793
Industrial Process
Lighting
Monitoring
Motors
New Tech
Renewables
Resource Management
Shell 480,117 778,453 980,671 (498,819)
Sustainable Building
PORTFOLIO 141,247 881,966 566 553 (409 518)
NOTES:
Costs and benefits included in each cost-effectiveness test are detailed in Table 13,
Regional program costs and benefits are excluded from all cost-effectiveness calculations,
p~ 30
Tables 13E. 13G. 13EGI and 13EG2
These tables provide summaries of the overall DSM portfolio, Given the higher level of aggregation in
these calculations they are considerably more meaningful than the details represented in earlier tables,
Table 13E
Table 13E represents the calculations and results of the four DSM standard practice tests. The TRC
and VCT calculations are augmented with calculations of levelized costs (towards the bottom of the
table under the 'descriptive statistics' heading),
Again, the DSM portfolio was judged against long-term IRP avoided costs in this evaluation and not
against the prevailing wholesale prices,
The electric DSM portfolio failed the TRC test with a B/C ratio of only 0,66, but notably the levelized
TRC cost was $45/m Wh, If measured against the actual wholesale electric costs during this time the
portfolio would have easily passed the TRC test. Additionally, had A vista pursued a more aggressive
quantification of non-energy benefits it is likely that at least 113m of the $2,9 million negative TRC
benefit would have been offset.
The electric programs did pass the VCT test in spite of the slippage between IRP avoided costs and
actual wholesale electric costs, Nevertheless the VCT is significantly lower than typically delivered by
A vista programs, and for the same reasons cited for the lack of TRC cost-effectiveness, The levelized
VCT cost of $16/m Wh was in the range of 3% to 4% of the wholesale electric cost seen during the
height of the energy emergency,
The electric portfolio passed the participant test but as with other cost-effectiveness tests the B/C ratio
is lower than usual. This is the result of the pursuit of measures which are not cost-effective when
measured against the long-tenn IRP avoided costs,
Any DSM portfolio is mathematically guaranteed to fail the non-participant test if retail rates are above
avoided costs, Given that this analysis is based upon IRP avoided costs the portfolio fails the non-
participant test. An avoided costs 266% higher than what was assumed in the most recent IRP would
have brought the non-participant B/C ratio above one (actual wholesale costs exceeded IRP avoided
costs by far more than this amount),
Table 13G
The impact of the emergency response to the regional energy crisis was less evident in the evaluation
of the gas DSM portfolio, However, the gas market did see increases in retail rates that did not occur
on the electric side, Consequently there was a considerable customer-driven demand for natural gas
efficiency during this period, and that demand extended to projects that in previous years customers
would not have found to be cost-effective given the retail rates at that time,
Additionally there were many electric projects that had a favorable gas impact. In the previous Triple-
Report there was considerably more incidental gas savings from electric DSM programs than there
was from gas DSM programs,
Lastly it must be mentioned that the media coverage of electric issues was often accompanied with a
call for greater energy-efficiency that did not necessarily distinguish between different fuels, The
result was a significant increase in the conservation ethic that spilled over into natural gas-efficiency,
Although the Company s primary focus during this time was on electric issues there was the
opportunity to take advantage of this conservation ethic through existing gas DSM programs,
PCb
The gas portfolio passed the TRC test (B/C 1,62 and levelized cost 40 cents per therm), the VCT (B/C
83 and 21.7 cents per therm) and the participant test (B/C 2,91), As mentioned earlier, it is
mathematically impossible to pass the non-participant test as long as the avoided cost is less than the
retail rate, In the case of the gas portfolio an avoided cost 15% higher than the IRP avoided cost would
have been necessary to pass the non-participant test.
Table 13EG
This is a table new to the Triple-E Reports, We have combined the electric and gas DSM portfolio
into an overall cost-effectiveness calculation, Each of the four standard practice tests are represented
and the overall electric and gas savings are aggregated in this table,
Table 13EG2
This table goes a step further beyond table 13EG I to aggregate the electric and gas DSM portfolios for
the entire 2001 calendar year, This aggregation allows us to review the entire ramping up and ramping
down response to the energy emergency, Only the TRC and UCT measures are represented in this
table,
The top series of two tables is a restatement of the results of the previous Triple-E Report covering the
first eight months of 2001 electric and gas DSM activity,
The lower series of two tables represent the combined electric and gas programs for the fIrst eight
months of 200 I, the electric and gas programs for the last four months of 2001 and then summarize
them for the 2001 calendar year,
The energy savings for the calendar year are represented at the bottom of the table, These compare
very favorably to the 40 million first-year kWh and 240,000 first-year therm goals established in
schedules 90 and 190 respectively,
1)
ble 13E Summary of Electric Cost-Effectiveness Tests and Descriptive Statistics
Limited
Regular Income Limited Income Regular Income Income
Total Resource Cost Test mm!Q!iQ Dortfolio Overall Dortfolio UtilIty Cost Test Dortfolio cortfolio Overall Dortfolio
Electric avoided cost 697,028 378,095 075,123 Electric avoided cost 697,028 378,095 075,123
Non-Energy benefits $1 ,033 943 033,943 Natural Gas avoided cost (170,177)(274,557) $(444,734)
Natural Gas avoided cost (170,177) $(274 557)(444 734)UCT benefits 526,851 103,538 630,389
TRC benefits 560 794 103,538 664,332
Non-incentive utility cost 661 ,832 (27 009) $634,823
Non-incentive utility cost 661 832 (27,009) $634,823 Incentive cost 110,344 700,269 810,613
Customer cost $251,286 700,269 951,555 UCT costs 772,177 673,260 445,436
TRC costs 913,118 673,260 586,378
UCT ratio
TAC ratio Net UCT benefits 754,675 (569,721) $184,953
Net TRC benefits (2,352,324) $(569,721) $(2,922,045)
Regular Income Limited Income
ParticiDant Test Dortfolio Dortfolio Overall Dortfolio
Electric Bill Reduction 160,834 859,122 10,019,956
Gas Bill Reduction $410,295 (420,326) $(10,033)
Non-Energy benefits $033,943 033,943
Participant benefits 10,605,072 438,794 11'043,866
Customer project cost 251,286 700,269 951 555
Incentive received (2,110,344) $(700,269) $(2,810,613)
Participant costs 140,942 140,942
Participant Test ratio
Net Participant benefits 464,130 438,794 902,924
Descriotive Statistics
Annual kWh savings
Annual therm savings
Levelized TRC cost
Levelized UCT cost
Regular
Income
L1Q!11QliQ
22,425,469
(63,741)
045 $
016 $
Regular Income
Dortfolio
697 028
697,028
Limited
Income
mu!fQllQ
$ 378,095
$ 378,095
Overall Dortfolio$ 5,075,123
$ 5,075,123
Electric Non-Partlcioant Test
Electric avoided cost savings
Non-Part benefits $
Electric Revenue loss
Non-incentive utility cost
Customer incentives $
Non-Part costs $
160,834 $
661,832 $
110,344 $
11,933,011 $
859,122 $
(27,009) $
700,269 $
532,381 $
10,019,956
634,823
810,613
13,465,392
Non-Part. ratio 0,39 0,
Net Non-Part, benefits S (7,235,983) S (1,154,286) S (8,390,268)
Limited Income
Dortfolio
1 ,646,684
(60,763)
048 $
048 $
Overall Dortfolio
24,072,153
(124 504)
045
018
NOTES:
Costs associated with membership in regional programs are excluded from all cost-effectiveness calculations.
N/A. is listed for segments with benefits, but no costs.
Die 13G Summary of Gas Cost-Effectiveness Tests and Descriptive Statistics
Regular Income
Dortfolio
13,306 $
80,432 $
851 083 $
944 820 $
Total Resource Cost Test
Electric avoided cost
Non-Energy benefits $
Natural Gas avoided cost
TRC benefits $
Limited Income
Dortfolio Overall Dortfolio
$ 13,306
80,432
47.425 $ 2.898,508
47,425 $ 2,992,245
Non-incentive utility cost 16,392 112 16,504
Customer cost $782,572 922 834.494
TRC costs 798,964 52,033 850,998
TRC ratio
Net TRC benefits 145,856 (4,609) $141 247
Regular Income
Dortfolio
29,093 $
214 062 $
80,432 $
323,587 $
ParticiDant Test
Electric Bill Reduction $
Gas Bill Reduction $
Non-Energy benefits $
Participant benefits $
Limited Income
I22!:t!Q!iQ Overall cortfolio
$ 29,093
64,117 $ 2,278,179
80,432
64,117 $ 2,387,703
Customer project cost 782,572 51,922 834 494
Incentive received $(961,421) $(51 922) $013,343)
Participant costs 821,151 821,151
Participant Test ratio
Net Participant benefits 502,436 64,117 566,553
DescriDtive Statistics
Annual kWh savings
Annual therm savings
Levelized TRC cost
Levelized UCT cost $
Regular
Income
QQ!1fQ!iQ
48,532
468,896
400 $
217 $
Regular Income
Utility Cost Test Dortfolio
Electric avoided cost $ 13,306 $
Natural Gas avoided cost $ 2,851 083 $
UCT benefits $ 2,864 389 $
Limited
Income
Dortfolio Overall Dortfolio
$ 13,306$ 2,898,508$ 2,911,813
47,425
47,425
Non-incentive utility cost
Incentive cost
UCT costs $
16,504
013,343
029,847
16,392 $
961,421 $
977,813 $
112 $
51,922 $
52,033 $
UCT ratio
Net UCT benefits $886,575 $(4,609) $881,966
Regular Income
Gas Non-ParticiDant Test Dortfolio
Gas avoided cost savings $ 2,851,083
Non-Part benefits $ 2,851,083
Limited
Income
Dortfolio Overall Dortfolio
$ 47,425 $ 2,898,508
$ 47 425 $ 2,898,508
Gas Revenue loss $214,062 64,117 278,179
Non-incentive utility cost 16,392 112 16,504
Customer incentives $961,421 51,922 013,343
Non-Part costs 191,876 116,150 308,026
Non-Part, ratio
Net Non-Part, benefits (340,793) $(68,725) $(409,518)
Limited Income
Dortfolio Overall Dortfolio
48,532
476,065
405
225
169
720 $
720 $
NOTES:
Costs associated with membership in regional programs are excluded from all cost-effectiveness calculations.
N/A" is listed for segments with benefits, but no costs.
'Ie 13EG Summary of Combined Gas and Electric Cost-Effectiveness Tests and Descriptive Statistics
Regular Income Limited Income Regular Income Limited IncomeTotal Resource Cost Test Dortfolio Dortfolio Overall Dortfolio UtilIty Cost Test Dortfolio Dortfolio Overall Dortfolio
Electric avoided cost $710 334 378,095 088,429 Electric avoided cost 710334 378,095 088,429
Non-Energy benefits $114 374 114 374 Natural Gas avoided cost 680,906 (227,132) $453,773
Natural Gas avoided cost $680 906 (227 132) $2,453,773 UCT benefits $391 240 150,963 542,203
TRC benefits 505 614 150,963 656 577
Non-incentive utility cost $678 225 (26,897) $651 327
Non,incentive utility cost $678,225 (26,897) $651 327 Incentive cost $071 766 752,190 823,956
Customer cost $033,858 752,190 786 048 UCT costs 749 990 725,293 4,475,283
TRC costs 712 082 725,293 10,437 375
UCT ratio
TRC ratio Net UCT benefits $641,250 (574,330) $066,920
Net TRC benefits $(1,206,468) $(574,330), $(1,780,798)
Regular Income Limited Income Regular Income Limited Income
ParticlDant Test Dortfolio Dortfolio Overall Dortfolio Gas and Electric Non-ParticiDant Test Dortfolio cortfolio Overall Dortfolio
Electric Bill Reduction $169 927 859,122 10,049,049 G~s avoided cost savings $851 083 425 898,508
Gas Bill Reduction $624 357 (356,211) $266,146 Electric avoided cost savings 697,028 378,095 075,123
Non-Energy benefits $114 374 114 374 Non-Part benefits $548,111 425,520 973,631
Participant benefits $928,658 502,911 13,431 569
Gas Revenue loss $2,214 062 117 278,179
Customer project cost 033,858 752 190 786,048 Electric Revenue loss $160 834 859,122 10,019,956
Incentive received $071 766) $(752 190) $(3,823,956)Non-incentive utility cost $678,225 (26 897) $651,327
Participant costs 962 092 962,092 Customer incentives $071,766 752,190 823,956
Non-Part costs 124 886 648,531 16,773 418
Participant Test ratio 2.17
Net Participant benefits $966 566 502,911 469,477 Non.Part. ratio
Net Non-Part, benefits $(7,576,775) $(1,223,011) $(8,799,787)
Regular Income
DescrlDtive Statistics Dortfolio
Annual kWh savings 22 474 001
Annual therm savings 405 155
Limited Income
Dortfolio
1 ,646 684
(53 594)
Overall Dortfolio
120,665
351 560
NOTES:
Costs associated with membership in regional programs are excluded from all cost-effectiveness calculations.
N/A" is listed for segments with benefits, but no costs.
P4J
Table 13EG2 Summary of Calendar Year 2001 DSM Activi~
Summary of First Eight Months of 2001
Total Aesource Cost Test Electric Gas Combined Utility Cost Test Electric Gas Combined
Electric avoided cost $133 483 48,920 22,182 403 Electric avoided cost 22,133 483 920 182,403
Non-Energy benefits $182 772 30,265 213 037 Natural Gas avoided cost 28,975,283 1,488,285 463,568
Natural Gas avoided cost $975,283 488,285 30,463,568 UCT benefits $108,766 537 205 645 971
TAC benefits $51,291 538 567,470 52,859,008
Non-incentive utility cost $2,499,954 61,087 561,041Non-incentive utility cost $499,954 087 561 041 Incentive cost 10,955,285 592,695 547,980
Customer cost $36,121 312 1,401 678 522 990 UCT costs 13,455,239 653,782 14,109 021
TAG costs 621,266 1,462,765 40,084,031
UCT ratio
TAC ratio Net UCT benefits S 37,653,527 883,423 38,536,950
Net TAC benefits $12,670,272 104 705 12,774,977
Summary for Overall Calendar Year 2001
Total Resource Cost Test First 8 mos . Last 4 mos.2001 total Utility Cost Test First 8 mos Last 4 mos.2001 total
Electric avoided cost $22,182,403 088 429 27,270 832 Electric avoided cost 182,403 088,429 270,832
Non-Energy benefits $213 037 114 374 327 411 Natural Gas avoided cost 30,463,568 453,773 32,917 341
Natural Gas avoided cost $463,568 453,773 32,917 341 UCT benefits $52,645,971 542,203 60,188,174
TAG benefits $859,008 656,577 61,515,585
Non-incentive utility cost $561 041 651,327 212,368
Non-incentive utility cost $561 041 651 327 212,368.Incentive cost 547 980 823,956 15,371,936
Customer cost $522,990 786,048 309,038 UCT costs 109 021 4,475,283 18,584 304
TAC costs 40,084 031 10,437 375 521 406
UCT ratio
TRC ratio Net UCT benefits $536,950 066,920 41,603,870
Net TRC benefits $12,774,977 (1,780,798) $10,994 179
Summary of 2001 Energy Savings
January 1 to August 31,2001
kWhs Therms
Electric Programs 120 143,041 762,219
Gas Programs 36,750 254 920
Total 120,179 791 017 139
Septmeber 1 to December 31,2001
kWhs Therms
Electric Programs 072,153 (124 504)
Gas Programs 48,532 476 065
Total 120,685 351 561
January 1 to December 31, 2001
kWhs Therms
Electric Programs 144 215 194 637 715
Gas Programs 85,282 730 985
Total 144 300476 368 700
PL\
'-"
Table 14E and 14G Narrative
These final two tables represent the calculation of the DSM tariff rider balances for electric and gas for
both the Idaho and Washington jurisdictions, Unlike the previous cost-effectiveness analysis these costs
are on a cash basis only and tie directly to the corporate general ledger.
As a caution, be careful in interpreting the signs of the expenditures, revenues and balances in this table,
accounting terms a positive number in the DSM balance column indicates a regulatory asset owned by the
shareholders, which is what we typically refer to as a negative DSM tariff rider balance,
The impact of the ramping of DSM activity in 2001 is immediately apparent in these calculations, The
aggregate DSM tariff rider balance (both fuels, both jurisdictions) began the year with a negative balance of
$0.4 million and ended the year $12.4 million negative, This is the logical consequence of having spent an
amount equal to 288% of incoming revenues,
As a result of the $12.4 million DSM tariff rider balance (a negative balance, in non-accounting
terminology) the Company has implemented the business plan reviewed with the Triple-E Board at our two
2001 Triple-E meetings, This plan focuses on targeting low-cost / no-cost and lost opportunity resources
available through proven and commercially-available measures, This has allowed for reductions in
infrastructure with little impact to incentives available to customers and while continuing to meet
contractual obligations, As a consequence we have been able to eliminate $3.4 million of the tariff rider
balance in the first eleven months of 2002,
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