An Energy Efficiency Manager was tasked with reporting portfolio performance key performance indicators (KPIs) to senior management on a monthly basis. Some of these KPIs were straightforward, while others were not. The Energy Efficiency Manager asked MCR to help capture some of the more challenging KPIs.
The COVID-19 pandemic disrupted business, including full or partial closure of educational and governmental institutions across our client’s service territory. MCR saw an opportunity to implement an energy efficiency program during this time and successfully pitched it to our client, leading to significant MWh savings.
Pennsylvania Act 129 required Duquesne Light Company, and other electric distribution companies in Pennsylvania, to develop cost effective plans that would reduce electricity consumption across their service territory by one percent by 2011 and three percent by 2013. In order to meet these requirements and as a result of a competitive bid process, Duquesne Light selected MCR to design and implement an energy efficiency and demand response plan.
DLC’s senior manager of energy efficiency was interested in helping their water utility customer, Pennsylvania American Water, develop energy saving projects. The customer identified an opportunity to change its water system chlorination process and DLC offered to conduct a detailed assessment of the process changes to determine if significant energy savings was feasible. Knowing it needed specialized electric and water engineering expertise to conduct the assessment, DLC asked MCR for assistance in analysis.
A large, vertically integrated utility found itself challenged by the need to comply with new integrated resource planning (IRP) and energy efficiency (EE) legislation and regulatory commission implementation guidance after contention in the prior IRP filing and process, and amidst criticism of EE efforts by energy and environmental advocates. With multiple parties involved and several issues being conflated, the client turned to MCR for help.
A small gas utility had never run formal energy efficiency (EE) programs when legislation passed in one of its states that required it to engage a statewide, quasi-regulatory stakeholder process and to develop, file with the regulator, fund, and implement a gas EE plan. The stakeholder process advanced an ambitious EE agenda that included lofty EE savings as a percent of utility sales. With no EE program experience, the utility decided that it would benefit from assistance in determining what programs would be cost-effective and market appropriate as well as what size (i.e., budget and savings) would be reasonable. The client called on MCR to apply our familiarity with gas utilities, gas energy efficiency and the setting of savings as a percent of sales goals to develop goals that made sense for it, and to engage the regulatory and stakeholder processes with them.
As part of its triennial energy efficiency (EE) planning process, a mid-size utility client wondered how much savings it could capture, and at what cost, by focusing on its low-income and government, non-profit and institutional (GNI) markets. In effect, they wanted a deep dive into market characterization and a forecast of economic potential in seven specific segments that together comprise their low-income (residential) and GNI (commercial) markets. The utility engaged MCR to help them clarify objectives and specific questions, and to develop the characterization and forecast.
While developing its 20-year integrated resource plan, Indianapolis Power & Light Company (“IPL”) needed to incorporate electric vehicles (“EV”) and behind the meter distributed solar photovoltaic technology (“PV”) into its load and sales forecasts. The regulator and stakeholders were interested in seeing the effect of these two electro-technologies on the IPL forecast that would drive development of its preferred resource portfolio. With the goal of developing a reasonable and defensible forecast that could be easily explained, IPL approached MCR for help.
It is well known in the world of energy efficiency that it is particularly challenging to achieve energy and demand savings in the low income residential sector. Like many utilities, Duquesne Light Company offered a program focused on serving low income multifamily properties. After the winning bidder of the implementation contract abruptly withdrew from the contract, Duquesne Light turned to MCR to help implement a Passive House program internally.
With the expansion of EE programs, the utility found itself struggling with the volume of EE-related data. The number of sources and uses of data had gotten so complex that key EE staff no longer understood what data they had, where it was coming from, or how external contractors were getting data from the utility. With the goal of developing a baseline “Data Map” to understand the supporting data systems and data flows, our client approached MCR for help.
Pennsylvania Act 129 requires electric distribution companies in the state, including Duquesne Light Company (DLC), to develop cost effective Energy Efficiency (EE) plans that would reduce electricity consumption across their service territory. In developing an EE plan, DLC wanted to design and offer a unique program that would get students and teachers involved in learning about energy use and how they could reduce energy consumption in their own schools.
The Indiana Senate Enrolled Act 340 of 2014 rolled back mandated annual energy efficiency savings and eliminated joint, statewide delivery of several programs in favor of utility-specific program portfolios and goals based on utility integrated resource plans. Indianapolis Power & Light asked MCR to help build a robust tracking system capable of meeting reporting requirements and capturing information required for calculating lost sales.
Pennsylvania American Water was planning to invest over $100 million in infrastructure updates to improve its Pittsburgh area water system.
Duquesne Light Company faced different options for implementing its portfolio of energy efficiency programs recently approved by the Pennsylvania PUC, but was apprehensive about turning over all of its customer relationships to third party contractors. MCR was asked to assist in identifying and managing key commercial and industrial customer projects.