Revenue Requirement Application. 2004/05 and 2005/06. Volume 2. Appendix I. Power Smart 10-Year Plan

Transcription

1 Revenue Requirement Application 2004/05 and 2005/06 Volume 2 Appendix I. Power Smart 10-Year Plan

2 10-Year Plan: 2002/03 through 2011/12 December 2, 2003

3 Table of Contents 1 PLAN SUMMARY PLAN COST-EFFECTIVENESS METHODOLOGY USED PLAN ASSUMPTIONS AND GLOSSARY ENERGY, COST & COST-EFFECTIVENESS TABLES...12 TABLE 4.1 NET INCREMENTAL ENERGY SAVINGS AT THE CUSTOMERS METER (GWH) TABLE 4.2 NET ANNUAL ENERGY SAVINGS AT THE CUSTOMERS METER (GWH) TABLE 4.3 BC HYDRO DIRECT PROGRAM AND SECTOR ENABLING COSTS ($000 S) TABLE 4.4 BC HYDRO INCENTIVE COSTS ($000 S) TABLE 4.5 TOTAL BC HYDRO COSTS (EXCLUDING GHG CREDITS, $000 S) TABLE 4.6 CUSTOMER COSTS (NET OF INCENTIVES & OTHER BENEFITS, $000 S) TABLE 4.7 TOTAL RESOURCE COSTS (EXCLUDING GHG CREDITS, $000 S) TABLE 4.8 CUSTOMER ELECTRICITY BILL SAVINGS ($000 S) TABLE 4.9 LEVELIZED UTILITY & TOTAL RESOURCE COSTS (AT REGIONAL TRANSMISSION, $/KWH) APPENDIX A ALTERNATIVE SCENARIOS...29 APPENDIX A1 SCENARIO APPENDIX A2 SCENARIO APPENDIX A3 SCENARIO APPENDIX A4 SCENARIO APPENDIX A5 SCENARIO APPENDIX A6 SCENARIO APPENDIX A7 SCENARIO APPENDIX A8 SCENARIO APPENDIX A9 SCENARIO Power Smart 10 Year Plan: 2002/03 through 2011/12 Page i

4 1 Plan Summary Power Smart s Successful Past: More than 2,500 GWh/yr in savings achieved Power Smart was launched by BC Hydro in 1989/90 with the primary aim of achieving significant energy savings from existing and new customers, thus deferring the need for new generation supply. By 2000 Power Smart yielded 2,500 GWh/yr in energy savings at a cost of $338.4 million. These savings are equivalent to meeting the energy needs of a community the size of Surrey (250,000 homes), and deferring the need for 500MW of generation. Over 700,000 customers have participated in Power Smart thus far, resulting in savings of more than $1.1 billion on their electricity bills. Savings have also resulted in the reduction and/or avoidance of more than 1.25 million tonnes of Greenhouse Gases per year, which is equivalent to the annual emissions from 312,500 new mid-sized automobiles, each travelling 20,000 km per year. By all accounts, Power Smart has had a tremendously successful past, and it is again being called upon by BC Hydro to take on a critical role in the portfolio to meet a significant portion of its incremental energy obligations in the future. A Strategic Role for Power Smart in meeting future incremental energy requirements Fuel-Switching Between 2001/02 and 2011/12 BC Hydro is forecasting an increase in gross firm sales of approximately 8,000 GWh/yr. (in absence of Power Smart beyond 2002/03). The Provincial Government in its energy policy clearly elevates the importance of conservation and energy efficiency in the context of meeting BC s future energy needs. Add to that Canada s ratification of the Kyoto protocol and Power Smart is again well positioned to play a strategic role in BC Hydro s continuing efforts to deliver competitive integrated energy solutions to its customers in an environmentally and socially responsible manner. The Plan also addresses some fuel switching initiatives that are costeffective. Vancouver Island has an increasing peak capacity issue which is exacerbated by the fact that a high proportion of residential customers are choosing electric space heating, even when natural gas is available. A number of small fuel-switching initiatives are being examined, and are included in this plan. A complete inventory of the fuel-switching potential is not available, but some preliminary estimates are included as a component of the plan. Fuel switching initiatives will be broken out by application, type of fuel, efficiency of conversion, and will identify the net impact on GHG emissions, but they only represent about 5% of the total Power Smart portfolio. Load displacement initiatives are considered clean as they are expected to use biomass fuel. Fuel switching initiatives included in the plan meet all appropriate cost effectiveness tests and take into account the full life-cycle electric and gas costs. In order to enable it to accomplish its future mandate, Power Smart Power Smart 10 Year Plan: 2002/03 through 2011/12 Page 1

5 7 Core Principles shape the new 10 year Plan has developed a new Demand Side Management (DSM) Plan for the 10-year period 2002/03 through 2011/12. Seven core principles have been outlined which guided the development of this Plan. They include: 1. Opportunity characteristics should drive the Plan s focus & effort. This requires that: energy savings targets are realistic and achievable, the appropriate analysis defines the target markets, programs are designed to remove barriers to customer participation, equity is considered within and across sectors, and greater focus is placed on regions with capacity constraints. 2. Program cost-effectiveness must be demonstrated: Power Smart s complete portfolio utility cost (levelized) should be less than $0.025/kWh; and Th hurdle of 2.5 cents per kwh was established based on the experience from the legacy Power Smart programs, and accounting for an increase in the total resource cost of the portfolio of initiatives. The Total Resource Cost (TRC) of the portfolio should be less than the cost of new electricity supply. 3. Justify and manage the business from an overall portfolio bottom line perspective, and ensuring it is consistent with BC Hydro s budgeting and cost control policies. 4. Reliance on market transformation must be realistic, strongly linked to acquisition strategies, and defendable - this means that there is a conservative allowance for what market transformation will occur 5. Add value to existing market channels as opposed to competing with them. 6. Seek to partner with other utilities and Government entities in the pursuit of common energy conservation objectives. 7. Anticipate risks/change and be prepared to respond. Updating the Conservation Potential Review: Identifying the Target Market With the renewed strategic importance of Power Smart, a decision was made to update the original Conservation Potential Review (CPR), to provide current market intelligence around which to design a new DSM Plan. The CPR identified the primary energy savings opportunities (known as achievable potential ) as follows: Industrial: a large majority of the demand side management savings potential is represented by the pulp and paper sub-sector, of which more than 70% of the savings are represented by mechanical pulping, pumps and steam cycle optimization. Load Displacement is also seen to represent a significant opportunity for the Industrial sector, representing approximately 35% of the sector s total energy savings. Power Smart 10 Year Plan: 2002/03 through 2011/12 Page 2

6 Government and Other Commercial: about 80% of the demand side management savings potential for the Government and Other Commercial sectors are represented by lighting and new facility design, across several sub-sectors. Residential: more than 90% of the demand side management savings potential for the Residential sector is represented by lighting, appliances and weatherization. 10-Year Plan Base Case Target: 3,618 GWh/yr by 2011/12: utility cost = $0.021/kWh total resource cost = $0.044/kWh This 10-year Plan has been developed by drawing on the market intelligence contained in the CPR, plus other opportunities that were outside of the scope of the CPR. The 10 year Plan s Base Case energy savings target (at the customers meter, net of free riders, free drivers, and measurement & verification allowances) is 3,618 GWh/yr by 2011/12, and requires an investment of $690.6 million. This yields a cost-effective levelized utility and total resource costs of $0.021/kWh and $0.044/kWh respectively. The customer bill savings resulting from the electricity savings identified in this plan is calculated at $2.28 billion at current electricity rates. Table 4.8 provides tha annual bill savings. Approximately 59% of the 10 year energy savings target comes from the Industrial sector, compared to 21% from Government and Other Commercial, and 20% from Residential. There is uncertainty surrounding several key variables on which the Plan is based for prudency an expected range of energy savings is developed This Plan is only 7% dependent on market transformation High Scenario: 4,225 GWh/yr by 2011/12 Low Scenario: 3,011 GWh/yr by Several factors outside of BC Hydro s control could have an impact on the actual energy savings that are achieved. For example, with 59% of the total 10 year energy savings coming from the Industrial sector, the Plan is very dependent on stability in that sector. Issues such as softwood lumber tariffs or the general health of the economy could have significant impacts on the Industrial sector s participation, and hence on the overall 10 year target. Further, a heavy dependence on market transformation in terms of its percentage of the 10 year target would make the Plan more risky. Finally, overall market penetration assumptions surrounding direct energy acquisition are by no means certain. Because there are risks in preparing this plan, a number of steps have been taken to mitigate these risks, and lessen their impacts. First of all, the Plan has been assembled to minimize dependence on market transformation. Only 7% of the 3,618 GWh/yr target is related to market transformation. Secondly, in order to reflect the risks and uncertainties characteristic of the Base Case target, a range has been developed within which the actual 10 year energy savings are expected to result. The upper end of the range is approximately 4,225 GWh/yr (at an investment of $739.5M) whereas the lower end is approximately 3,011 GWh/yr (at an investment of $618.6M). Importantly, the Plan passes all cost- Power Smart 10 Year Plan: 2002/03 through 2011/12 Page 3

7 2011/12 effectiveness tests under both the low and high scenarios. Finally, it is important to emphasize that the upper and lower ends of the range do not represent a best case / worst case view. Given that the market penetration assumptions characteristic of this range are largely linked to the most likely achievable potential scenario from the CPR, there is additional upside potential which could generate a best case that is higher than the upper scenario. Conversely, should major events transpire during the planning period which adversely affect consumer confidence or the overall economy, thus triggering a major recession, then the true worst case could be significantly worse than the lower scenario. Base Case 10 Year Plan investment is $690.6 million to achieve 3,618 GWh/yr. in savings In order to achieve the Base Case energy savings target of 3,618 GWh/yr a 10 year portfolio investment of $690.6million is required, and allocated as follows: 39%, or $265.6 million is invested in the Indsustrial sector, to capture load displacement and various DSM opportunities largely through the Power Smart Partners program. 25%, or $171.9 million is invested in the Government and Other Commercial sectors, in pursuit of opportunities related to lighting and other end-uses, through existing and new programs such as Power Smart Partners, SUCH, Power Smart Express and New Construction. 16%, or $112.4M is invested in the Residential sector, in pursuit of opportunities related to lighting, appliances and home envelope, through new and existing programs such as CFL, Refrigerator Buy-back, Home Energy Upgrade, Power Smart New Home and various fuel switching initiatives. 8%, or $52.4M is invested in public education and non-program specific communications with customers 12%, or approximately $88.3M, is invested in various enabling costs, overheads, administration and management. Power Smart 10 Year Plan: 2002/03 through 2011/12 Page 4

8 2 Plan Cost-effectiveness Methodology Used The cost effectiveness of the Plan is viewed from an overall portfolio level As was mentioned earlier, one of the key principles of this Plan is that it is to be viewed as a portfolio of programs, with overall costeffectiveness being considered most important at that level, as opposed to at the individual program or sector level. Overheads and indirect costs are carried by the sectors and overall portfolio, as opposed to being allocated somewhat arbitrarily to individual programs. For all cost-effectiveness calculations, net energy savings at the regional transmission level are calculated to include savings persistence, free-riders and free-drivers (tag-ons), a discount for measurement and verification, and line losses. Program activity covers a 10 year period (from 2002/03 through 2011/12), however the various levelized cost tests have been calculated assuming a 20 year horizon of energy savings. All cost effectiveness tests are consistent with the philosophy outlined in the California Public Utilities Commission s standard practices for economic analysis of demandside programs and projects. 3 cost effectiveness tests used in combination: TRC, Utility Cost, RIM With respect to determining the cost-effectiveness of the portfolio and individual programs, three tests are used in combination. They include the Total Resource Cost (TRC), Utility Cost, and Rate Impact Measurement (RIM). Total Resource Cost (TRC) The TRC measures the total cost of a demand side management (DSM) program incurred by both BC Hydro and its customers. A levelized TRC of energy (in $/kwh) at the portfolio, sector, and program levels is calculated and compared against the levelized avoided cost of new supply. So long as the TRC is less than the avoided cost of new supply, the item being examined passes the test. Incentive payments made by BC Hydro to customers for participating are considered a transfer between BC Hydro and the customer and thus cancel themselves out in the TRC calculation. Non-electricity customer benefits should also be included in the TRC calculation, however these can be difficult to quantify. As such they have not been used extensively in this Plan. In addition replacement costs have been stated as full project costs rather than incremental costs in many places. This results in the TRC numbers shown being artificially high and should be viewed as very conservative (i.e. higher than they truly are). Power Smart s Utility Cost hurdle is $0.025/kWh Utility Cost: The Utility Cost test determines the overall levelized cost (in $/kwh) of the DSM program from BC Hydro s perspective. All program costs, Power Smart 10 Year Plan: 2002/03 through 2011/12 Page 5

9 overheads, indirect costs and incentive costs are included. For the purpose of this Plan, BC Hydro has set a utility cost hurdle of $0.025/kWh for the overall portfolio. Ratepayers Impact Measurement (RIM) The RIM test is also referred to as the No Losers Test, or the Non- Participant Test, and the Impact on Rate Levels Test. The RIM is a measure of the difference between the change in total revenues paid to a utility and the change in total costs to a utility resulting from a DSM program. If a change in revenues is larger or smaller than the change in total costs (revenue requirements), then rate levels may have to change because of the program. This test in effect evaluates a DSM program from the point of view of ratepayers. Benefits and costs from the participant s perspective are not considered. Test Application to Power Smart Programs BC Hydro has adopted the Total Resource Cost Test as the primary screening tool for all resource options considered in the Integrated Planning process. Social costing was considered, but because of the issues surrounding the valuing of externalities, such as environmental impacts, the Total Resource Cost Test is now used. The Total Resource Cost of the current Power Smart Portfolio is 4.4 cents/kwh, but some initiatives within the Commercial and Government sectors appear to exceed the current avoided cost. This results because customers costs associated with non-electricity benefits are not easily isolated from costs incurred to reduce energy use, and the full costs of projects for commercial institutional and government customers are used for the calculation of the TRC. In addition future customer costs incurred for replacements at the end of the measure lives for these programs are stated at full costs instead of incremental costs, as these are difficult to isolate. The resulting TRC values are artificially inflated. Every effort is being made to disaggregate these costs and recalculate the TRC appropriately. BC Hydro will undertake this exercise within the coming months, and issue a revised plan. The Utility Cost Test is another important screening test used for valuing DSM programs, and measures the cost-effectiveness from the utility s perspective. Resources that have a low utility cost will have a lower impact on revenue requirements, and the utility will need to collect less revenue to meet its expenditures. The RIM test is undertaken to assess the impact of the program on rate levels, and is used to understand distributional impacts on nonparticipants. Power Smart 10 Year Plan: 2002/03 through 2011/12 Page 6

10 3 Plan Assumptions and Glossary Base Year & Planning Horizon The base year of the Plan is Power Smart s 2002/03 fiscal year. This comprises the twelve months ended March 31, 2003, and also includes expenditures and energy savings from the latter part of 2001/02, when Power Smart was revitalized. The analysis comprises a 10 year expenditure plan commencing in fiscal 2002/03 and running through fiscal 2011/12 inclusive. A 20- year time horizon (i.e. ending in fiscal 2021/22) is used to reflect energy savings, customer replacement costs, etc. Inflation The financial projections in fiscal 2003/04 (i.e. the 12 months ending March 31, 2004) are stated in 2003 current dollars. Inflation of 2.0% per year has been applied to the financial projections in each subsequent year (note: the only exception applies to the future replacement cost of the technologies in selected programs that was assumed to decline, on a real basis, in future years). Expenditures and energy savings for 2002/03 are actuals. Source: Inflation estimate provided by BC Hydro s Controller s Division, May Cost of new electricity supply The stream of annual unit costs for the average portfolio from the selected projects from the most recent green IPP call for tenders is used as a proxy for the long run cost of new electricity supply. Traditionally the BC levelized electricity price forecast would be applied to all three sectors in this analysis (i.e. Residential, Commercial/Government and Industrial). The cost of electricity used in the analysis would be based upon the following methodology. In the short term (i.e. the next two years) the price is based upon an internal BC Hydro price forecast and a forward Mid C market price, giving consideration to estimated transmission availability and wheeling rates. In the medium term (i.e. the next 8 years), the forecast prices are based upon Henwood s Energy Service s energy production modeling (i.e. the model includes generation characteristics by station, transmission transfer and pricing parameters, system operating constraints, and hourly demand by utility area for the entire Western Systems Coordinating Council). In the longer term (i.e. the remaining 10 years), the forecast prices are based upon the long run marginal costs of electricity for an F-series combined cycle gas turbine generation technology as defined by EPRI specifications. The prices are calculated with expected average annual costs and then shaped into monthly prices based on results generated in the mid-term forecast with Henwood. Source: BC Levelized Electricity Price Forecast (Oct/03). Power Smart 10 Year Plan: 2002/03 through 2011/12 Page 7

11 Resource Supply Cost of Natural Gas Greenhouse Gas Emissions Note: application of the cost of new supply to the energy savings by region is beyond the scope of this analysis (note: the only exception is a few specific programs in the residential sector that target residents on Vancouver Island). In addition, for the purpose of conservatism, capacity savings were not estimated or valued in this analysis, thus making the analysis conservative. Some of the programs in the residential sector include the conversion of electric appliances to natural gas appliances. The kwh savings are converted to GJ and then multiplied by the forecast resource supply cost of natural gas. This figure is then multiplied by the relative efficiency rating of the energy efficient equipment. Source: BC Hydro s Long Run Natural Gas Price Forecast (January 2003). Customer Electricity Tariff Rates Each GWh of electricity that Power Smart saves is assumed to eliminate the production of electricity from new sources. It is assumed that these new sources of electricity would generate 360 tonnes of green house gases per GWh. Each tonne of green house gases is valued at $3 per tonne (i.e. $1,080 per GWh saved). For the purpose of conservatism, the green house gas valuation of $3 per tonne is assumed to be constant in all 20 years (i.e. 0% inflation is assumed). Source: Green house gas emissions and values estimated by BC Hydro s Green House Gas Staff (J. Duffy and T. Ferguson), May Outlined below is a summary of the tariff rates that were assumed in the analysis (note: this rate is used to compute the customers electricity savings as well as BC Hydro s forgone revenues): : the analysis assumes the trailing step (1101) tariff of 5.77 cents per kwh. Source: BC Hydro Rates Department, Electricity Service Residential (1101) Zone I. Commercial/Government Sector: the analysis assumes a blended tariff of 5.34 cents per kwh based upon the weighted average consumption of General 35 KW and over and Under General 35 KW customers in fiscal 2002/03. Source: BC Hydro, Power Smart Business Systems Group (H. Bains), May : the analysis assumes a blended tariff of Power Smart 10 Year Plan: 2002/03 through 2011/12 Page 8

12 3.61 cents per kwh. This is based upon the following assumptions: 85% of the industrial sectors electricity consumption is at the 1821 tariff of 3.30 cents per kwh and 15% of the industrial sectors electricity consumption is at the blended tariff of 5.34 cents per kwh for the commercial/government sector (i.e cents per kwh is the weighted average). Source: The 1821 tariff is based upon a billing analysis of the industrial sector s accounts within the 1821 tariff. The 85%/15% allocation of the energy savings within the industrial sector is based upon Power Smart s estimate of the achievable energy savings in the industrial sector giving consideration to the Conservation Potential Review s achievable energy savings targets. Discount Rate A nominal discount rate of 8% is used to discount the streams of benefits, costs and energy savings back to fiscal 2002/03. This includes the estimated inflation of 2.0% per year. Source: Discount rate provided by BC Hydro s Controller s Division, May Line Losses For the purpose of calculating TRC and utility cost, line losses were used to gross-up the energy savings at the customers meters to reflect the actual electricity generation savings that BC Hydro will realize. The following line losses were applied to each sector: : line losses of 7%. Commercial/Government Sector: line losses of 7%. : line losses of 3.6%. This is based upon the following assumptions: 85% of the industrial sectors electricity consumption is at the 1821 tariff with line losses of 3% and 15% of the industrial sectors electricity consumption is at the 12xx tariffs with line losses of 7% (i.e. 3.6% is the weighted average). Source: BC Hydro s Resource Planning and Load Forecasting Divisions, May The 85%/15% allocation of the energy savings within the industrial sector is based upon Power Smart s estimate of the achievable energy savings in the industrial sector giving consideration to the Conservation Potential Review s achievable energy savings targets. Free Riders, Free Drivers and Monitoring & Verification The programs in each sector have individual assumptions for free riders, free drivers and Monitoring and Verification (M&V). A free rider is defined as someone who participates in the Power Smart program and receives the incentive/rebate but would have undertaken the energy efficient project without the incentive/rebate. The assumptions for free riders range from 3% to 12% for individual Power Smart 10 Year Plan: 2002/03 through 2011/12 Page 9

13 programs. A free driver is defined as someone who undertakes the energy efficient project and does not apply for an incentive through the Power Smart Program. The assumptions for free drivers range from 0% to 25% for individual programs. The M&V contingency factor is defined as reduction to the planned/forecast level of energy savings when the project is re-visited/inspected by Power Smart s staff one year after implementation. The contingency due to M&V in the commercial/government and industrial sectors ranges between 0% and 5%. Persistence of savings This is defined as the number of years that the energy savings from a particular energy efficient technology can be attributed to programs. The technologies in each program have individual assumptions that range from 1-20 years. Note that for the purposes of conservatism the analysis does not include a terminal value for equipment that still has remaining life at the end of the 20 year planning horizon. For example, if an energy efficient product has a 15 year life, the analysis includes the full replacement cost in year 16, and only claims the benefits associated with this replacement product until the end of the 20 year time horizon; no credit is taken for remaining equipment life which somewhat overstates the program s true TRC. Source: Power Smart s persistence assumptions by technology. Degradation of savings and replacement costs Degradation is defined as the percentage of projects that are not replaced with a product of the same energy efficiency at the end of the product s persistence period. The programs in each sector have individual assumptions ranging from 0% to 100%. Note: the analysis includes the cost borne by the customers that replace their energy efficient product at the end of the product s persistence period (i.e. Replacement Costs). Market Transformation By investing in strategies to address the barriers for direct energy acquisition, Power Smart can also capture the additional benefit of beneficial/lasting changes in the structure or function of the market. This leads to market transformation in the following three areas: development of more energy efficient behavior amongst customers, adoption of energy-efficient products and best energy management processes (i.e. producing new patterns of "business as usual"). The programs in the residential and commercial/government sectors have market transformation assumptions that vary by program. For the purposes of conservatism, zero market transformation is assumed in the industrial sector. Program Costs This is defined as the sum of Labour Costs and Materials and Services Costs. Power Smart 10 Year Plan: 2002/03 through 2011/12 Page 10

14 Labour Costs Power Smart s operations managers estimated the number of person months required by each job group to run the programs for the next nine years (i.e. 2002/03 is completed). This estimate includes staff from other departments who are not directly involved in running the programs such as Evaluation, Marketing, Power Smart Operations, Account Management and Legal. Source: M&P salaries and OPEIU salaries as of May Indirect Costs Indirect costs consist of administration, research, quality assurance, evaluation, customer information management and tracking systems, training, and non-program specific labour and support costs. Public Affairs, Communication & Eduction Costs These include eight initiatives: Power Smart outreach, public education and information advertising, primary and secondary school education, sponsorships and events, public relations, internet, key customer recognition, and the Power Smart information line. Materials, Services and Enablers These represent all other costs associated with the programs excluding incentives and rebates (i.e. printed matter, promotional items, advertising and communications, training and education seminars, energy managers, etc). Incentives and Rebates Project Cost Net Customer Cost This cost category includes both incentives and rebates. The incentives/rebates are utilized in programs in the residential, commercial/government and industrial sectors. The project cost is the incremental cost required to undertake an electricity efficient project relative to the cost for the non-electricity efficient project a customer would have implemented without Power Smart s presence in the market. In many cases the project cost has been represented by the full project cost rather than the incremental cost in the absence of appropriate cost data. The net customer cost is equal to the Project Cost net of rebates, incentives and other customer benefits. Note: other customer benefits were only computed for selected programs in the industrial sector and were estimated to equal 20-30% of the value of the customers electricity savings. Other customer benefits are defined as strategic and/or process related improvements, and/or GHG/Kyoto reductions, that customers capture by implementing an energy efficient project. Note that in this Plan, quantification of non-electricity customer benefits is minimal, thus resulting in conservative TRCs. Utility Cost This is defined as the sum of Program Costs and Rebates/Incentives. This cost represents the total net cost to BC Hydro of running the Power Smart 10 Year Plan: 2002/03 through 2011/12 Page 11

15 Power Smart Programs, and excluding lost revenues. Total Resource Cost The total resource cost is equal to the sum of Utility Costs and the Net Customer Cost. 4 Energy, Cost & Cost-effectiveness Tables NOTE The following section shows energy savings, BC Hydro costs, customer costs, total resource costs, and cost-effectiveness calculations for programs, sectors and the overall Power Smart portfolio. As a general rule, costs shown in the subsequent tables are in nominal dollars, with 2003/04 as the base year (see section 3). Costs and energy savings for 02/03 are based on actuals that are allocated back to the plan, reflecting work that was completed between the latter part of 2001/02, when Power Smart was revitalized, and March 31, Power Smart 10 Year Plan: 2002/03 through 2011/12 Page 12

16 Table 4.1 Net Incremental Energy Savings at the Customers Meter (GWh) 2002/ / / / / / / / / /12 10 year Power Smart Partners ,384 Load Displacement sector total ,145 Power Smart Partners Schools, Universities, Colleges & Hospitals Traffic Light Program Power Smart Express I & II Lighting Redesign Small Business Coupon Offer New Construction Program sector total New homes Home Energy Upgrade Variable Speed Motors VI New Homes furnaces (f.switch) Domestic Water Heater conversions (f.switch) Dryer conversions (f.switch) Range conversions (f.switch) Refrigerator Buy-back Seasonal Light Emitting Diode Compact Fluorescent Lighting Compact Fluorescent Lighting multifamily Courtney Comox Quesnel sector total Portfolio Total ,618 Power Smart 10 Year Plan: 2002/03 through 2011/12 Page 13

17 Table 4.1 (continued) Net Incremental Energy Savings at the Customers Meter (GWh) 2012/ / / / / / / / / /22 20 year Power Smart Partners Load Displacement sector total Power Smart Partners Schools, Universities, Colleges & Hospitals Traffic Light Program Power Smart Express I & II Lighting Redesign Small Business Coupon Offer New Construction Program sector total New homes Home Energy Upgrade Variable Speed Motors VI New Homes furnaces (f.switch) Domestic Water Heater conversions (f.switch) Dryer conversions (f.switch) Range conversions (f.switch) Refrigerator Buy-back Seasonal Light Emitting Diode Compact Fluorescent Lighting Compact Fluorescent Lighting multifamily Courtney Comox Quesnel sector total Portfolio Total ,996 Power Smart 10 Year Plan: 2002/03 through 2011/12 Page 14

18 Table 4.2 Net Annual Energy Savings at the Customers Meter (GWh) 2002/ / / / / / / / / /12 Power Smart Partners ,017 1,197 1,384 Load Displacement sector total ,100 1,326 1,552 1,777 1,958 2,145 Power Smart Partners SUCH Traffic Light Program Power Smart Express I & II Lighting Redesign Small Business Coupon Offer New Construction Program sector total New homes Home Energy Upgrade ECM VI New Homes furnaces (f.switch) DWH conversions (f.switch) Dryer conversions (f.switch) Range conversions (f.switch) Refridgerator Buy-back Seasonal LED CFL CFL multifamily CCQ sector total Portfolio Total ,316 1,769 2,114 2,437 2,738 3,058 3,344 3,618 Power Smart 10 Year Plan: 2002/03 through 2011/12 Page 15

19 Table 4.2 (continued) Net Annual Energy Savings at the Customers Meter (GWh) 2012/ / / / / / / / / /22 Power Smart Partners 1,361 1,339 1,260 1,165 1, Load Displacement sector total 2,121 2,063 1,941 1,818 1,684 1,549 1,300 1, Power Smart Partners SUCH Traffic Light Program Power Smart Express I & II Lighting Redesign Small Business Coupon Offer New Construction Program sector total New homes Home Energy Upgrade ECM VI New Homes furnaces (f.switch) DWH conversions (f.switch) Dryer conversions (f.switch) Range conversions (f.switch) Refridgerator Buy-back Seasonal LED CFL CFL multifamily CCQ sector total Portfolio Total 3,568 3,514 3,346 3,172 3,044 2,919 2,674 2,395 2,160 1,996 Power Smart 10 Year Plan: 2002/03 through 2011/12 Page 16

20 Table 4.3 BC Hydro Direct Program and Sector Enabling Costs ($000 s) 2002/ / / / / / / / / /12 10 Year Power Smart Partners $ 9,425 $ 3,130 $ 3,249 $ 3,540 $ 3,794 $ 3,912 $ 3,560 $ 3,620 $ 3,684 $ 3,985 $ 41,898 Load Displacement $ - $ 1,261 $ 1,481 $ 1,008 $ 926 $ 910 $ 804 $ 817 $ 387 $ 389 $ 7,982 Sector Enabler Costs $ 1,338 $ 984 $ 897 $ 1,035 $ 1,167 $ 855 $ 394 $ 394 $ 394 $ 394 $ 7,852 sector total $ 10,762 $ 5,375 $ 5,627 $ 5,583 $ 5,887 $ 5,677 $ 4,758 $ 4,831 $ 4,465 $ 4,767 $ 57,733 Power Smart Partners $ 872 $ 6,938 $ 7,164 $ 6,643 $ 2,665 $ 1,195 $ 199 $ 199 $ 199 $ 199 $ 26,270 SUCH $ 1,091 $ 3,858 $ 3,709 $ 2,230 $ 797 $ 271 $ 88 $ 88 $ 88 $ 88 $ 12,309 Traffic Light Program $ 560 $ 499 -$ 128 -$ 128 -$ 128 -$ 128 -$ 128 -$ 128 -$ 128 -$ 128 $ 31 Power Smart Express I & II $ - $ 1,520 $ 1,600 $ 1,473 $ 513 $ 100 $ - $ 100 $ - $ - $ 5,306 Lighting Redesign $ - $ - $ 2,375 $ 1,503 $ 1,512 $ 50 $ - $ - $ - $ - $ 5,440 Small Business Coupon Offer $ - $ 535 $ 25 $ - $ 160 $ 25 $ 160 $ 25 $ - $ - $ 931 New Construction Program $ - $ 1,742 $ 1,567 $ 1,630 $ 1,627 $ 1,686 $ 202 $ 202 $ 202 $ 202 $ 9,058 Sector Enabler Costs $ 2,024 $ 1,215 $ 1,059 $ 1,428 $ 1,733 $ 1,663 $ 848 $ 844 $ 844 $ 844 $ 12,503 sector total $ 4,547 $ 16,307 $ 17,371 $ 14,778 $ 8,880 $ 4,861 $ 1,368 $ 1,330 $ 1,204 $ 1,204 $ 71,849 New homes $ 390 $ 468 $ 607 $ 565 $ 577 $ 642 $ 653 $ - $ - $ - $ 3,903 Home Energy Upgrade $ 330 $ 501 $ 299 $ 302 $ 305 $ 305 $ 305 $ - $ - $ - $ 2,347 ECM $ - $ 111 $ 99 $ 99 $ 99 $ 111 $ 111 $ 111 $ 123 $ 123 $ 987 VI New Homes furnaces (f.switch) $ - $ 360 $ 102 $ 108 $ 113 $ 116 $ 118 $ 119 $ 120 $ 120 $ 1,276 DWH conversions (f.switch) $ - $ - $ 97 $ 119 $ 119 $ 119 $ 119 $ 119 $ 119 $ 119 $ 927 Dryer conversions (f.switch) $ - $ - $ 42 $ 82 $ 98 $ 88 $ 88 $ 78 $ 78 $ 78 $ 632 Range conversions (f.switch) $ - $ - $ 41 $ 83 $ 94 $ 84 $ 106 $ 96 $ 118 $ 118 $ 740 Refridgerator Buy-back $ 454 $ 1,058 $ 1,058 $ - $ - $ - $ - $ 1,058 $ 1,058 $ 1,058 $ 5,742 Seasonal LED $ 566 $ 660 $ 656 $ 553 $ 204 $ 229 $ 229 $ 229 $ 229 $ 229 $ 3,781 CFL $ 3,745 $ 6,297 $ 3,270 $ 3,275 $ 3,275 $ 3,485 $ 2,711 $ 2,264 $ 2,501 $ 750 $ 31,572 CFL multifamily $ 154 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 154 CCQ $ 905 $ 615 $ - $ - $ - $ - $ - $ - $ - $ - $ 1,520 Sector Enabler Costs $ 1,462 $ 866 $ 716 $ 716 $ 866 $ 716 $ 450 $ 600 $ 150 $ 150 $ 6,692 sector total $ 8,005 $ 10,935 $ 6,988 $ 5,901 $ 5,749 $ 5,894 $ 4,889 $ 4,673 $ 4,494 $ 2,743 $ 60,272 Portfolio Total $ 23,314 $ 32,618 $ 29,986 $ 26,262 $ 20,516 $ 16,431 $ 11,014 $ 10,833 $ 10,163 $ 8,715 $ 189,854 Power Smart 10 Year Plan: 2002/03 through 2011/12 Page 17

21 Table 4.3 (continued) BC Hydro Direct Program and Sector Enabling Costs ($000 s) 2012/ / / / / / / / / /22 20 year Power Smart Partners $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 41,898 Load Displacement $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 7,982 Sector Enabler Costs $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 7,852 sector total $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 57,733 Power Smart Partners $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 26,270 SUCH $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 12,309 Traffic Light Program $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 31 Power Smart Express I & II $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 5,306 Lighting Redesign $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 5,440 Small Business Coupon Offer $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 931 New Construction Program $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 9,058 Sector Enabler Costs $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 12,503 sector total $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 71,849 New homes $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 3,903 Home Energy Upgrade $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 2,347 ECM $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 987 VI New Homes furnaces (f.switch) $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 1,276 DWH conversions (f.switch) $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 927 Dryer conversions (f.switch) $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 632 Range conversions (f.switch) $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 740 Refridgerator Buy-back $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 5,742 Seasonal LED $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 3,781 CFL $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 31,572 CFL multifamily $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 154 CCQ $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 1,520 Sector Enabler Costs $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 6,692 sector total $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 60,272 Portfolio Total $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 189,854 Power Smart 10 Year Plan: 2002/03 through 2011/12 Page 18

22 Table 4.4 BC Hydro Incentive Costs ($000 s) 2002/ / / / / / / / / /12 10 Year Power Smart Partners $ 5,075 $ 2,441 $ 4,568 $ 7,639 $ 15,247 $ 15,523 $ 15,090 $ 15,337 $ 15,686 $ 16,472 $ 113,077 Load Displacement $ - $ 20,567 $ 27,410 $ 19,919 $ 9,782 $ 5,785 $ 5,625 $ 4,274 $ 1,434 $ - $ 94,796 sector total $ 5,075 $ 23,009 $ 31,978 $ 27,558 $ 25,029 $ 21,307 $ 20,714 $ 19,611 $ 17,120 $ 16,472 $ 207,873 Power Smart Partners $ 4,940 $ 7,757 $ 10,398 $ 12,867 $ 12,848 $ 4,842 $ - $ - $ - $ - $ 53,653 SUCH $ 6,183 $ 10,134 $ 3,764 $ 1,920 $ 979 $ - $ - $ - $ - $ - $ 22,980 Traffic Light Program $ 5,072 $ 4,523 $ - $ - $ - $ - $ - $ - $ - $ - $ 9,595 Power Smart Express I & II $ - $ 445 $ 1,593 $ 1,823 $ 1,039 $ - $ - $ - $ - $ - $ 4,899 Lighting Redesign $ - $ - $ 1,007 $ 1,027 $ 1,047 $ - $ - $ - $ - $ - $ 3,080 Small Business Coupon Offer $ - $ 997 $ - $ - $ - $ - $ - $ - $ - $ - $ 997 New Construction Program $ - $ 234 $ 762 $ 1,020 $ 1,342 $ 1,477 $ - $ - $ - $ - $ 4,834 sector total $ 16,195 $ 24,088 $ 17,524 $ 18,656 $ 17,255 $ 6,319 $ - $ - $ - $ - $ 100,039 New homes $ - $ 57 $ 129 $ 161 $ 166 $ 178 $ 180 $ - $ - $ - $ 870 Home Energy Upgrade $ - $ - $ 160 $ 180 $ 200 $ 200 $ 200 $ - $ - $ - $ 940 ECM $ - $ - $ 90 $ 90 $ 90 $ 135 $ 135 $ 135 $ 180 $ 180 $ 1,035 VI New Homes furnaces (f.switch) $ - $ - $ 408 $ 498 $ 566 $ 615 $ 433 $ 444 $ 447 $ 448 $ 3,858 DWH conversions (f.switch) $ - $ - $ 330 $ 653 $ 653 $ 653 $ 435 $ 435 $ 435 $ 435 $ 4,031 Dryer conversions (f.switch) $ - $ - $ 60 $ 158 $ 240 $ 240 $ 240 $ 180 $ 180 $ 180 $ 1,478 Range conversions (f.switch) $ - $ - $ 83 $ 248 $ 330 $ 220 $ 330 $ 330 $ 330 $ 330 $ 2,200 Refridgerator Buy-back $ 628 $ 3,125 $ 3,125 $ - $ - $ - $ - $ 1,750 $ 1,750 $ 1,750 $ 12,128 Seasonal LED $ - $ 150 $ 113 $ - $ - $ - $ - $ - $ - $ - $ 263 CFL $ 2,945 $ 7,111 $ 3,130 $ 2,100 $ 2,100 $ 2,200 $ 2,480 $ 1,373 $ 1,216 $ - $ 24,655 CFL multifamily $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - CCQ $ 388 $ 264 $ - $ - $ - $ - $ - $ - $ - $ - $ 651 sector total $ 3,960 $ 10,707 $ 7,626 $ 4,088 $ 4,345 $ 4,441 $ 4,433 $ 4,648 $ 4,538 $ 3,323 $ 52,109 Portfolio Total $ 25,230 $ 57,804 $ 57,128 $ 50,302 $ 46,629 $ 32,067 $ 25,147 $ 24,259 $ 21,658 $ 19,796 $ 360,020 Power Smart 10 Year Plan: 2002/03 through 2011/12 Page 19

23 Table 4.4 (continued) BC Hydro Incentive Costs ($000 s) 2012/ / / / / / / / / /22 20 year Power Smart Partners $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 113,077 Load Displacement $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 94,796 sector total $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 207,873 Power Smart Partners $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 53,653 SUCH $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 22,980 Traffic Light Program $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 9,595 Power Smart Express I & II $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 4,899 Lighting Redesign $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 3,080 Small Business Coupon Offer $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 997 New Construction Program $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 4,834 sector total $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 100,039 New homes $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 870 Home Energy Upgrade $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 940 ECM $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 1,035 VI New Homes furnaces (f.switch) $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 3,858 DWH conversions (f.switch) $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 4,031 Dryer conversions (f.switch) $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 1,478 Range conversions (f.switch) $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 2,200 Refridgerator Buy-back $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 12,128 Seasonal LED $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 263 CFL $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 24,655 CFL multifamily $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - CCQ $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 651 sector total $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 52,109 Portfolio Total $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 360,020 Power Smart 10 Year Plan: 2002/03 through 2011/12 Page 20

24 Table 4.5 Total BC Hydro Costs (excluding GHG credits, $000 s) 2002/ / / / / / / / / /12 10 Year Power Smart Partners $ 14,499 $ 5,572 $ 7,817 $ 11,179 $ 19,041 $ 19,435 $ 18,650 $ 18,956 $ 19,369 $ 20,457 $ 154,975 Load Displacement $ - $ 21,828 $ 28,890 $ 20,928 $ 10,708 $ 6,694 $ 6,428 $ 5,092 $ 1,821 $ 389 $ 102,778 Sector Enabler Costs $ 1,338 $ 984 $ 897 $ 1,035 $ 1,167 $ 855 $ 394 $ 394 $ 394 $ 394 $ 7,852 sector total $ 15,837 $ 28,384 $ 37,605 $ 33,141 $ 30,916 $ 26,984 $ 25,472 $ 24,442 $ 21,584 $ 21,240 $ 265,605 Power Smart Partners $ 5,812 $ 14,695 $ 17,562 $ 19,510 $ 15,513 $ 6,037 $ 199 $ 199 $ 199 $ 199 $ 79,923 SUCH $ 7,274 $ 13,992 $ 7,473 $ 4,150 $ 1,776 $ 271 $ 88 $ 88 $ 88 $ 88 $ 35,289 Traffic Light Program $ 5,632 $ 5,022 -$ 128 -$ 128 -$ 128 -$ 128 -$ 128 -$ 128 -$ 128 -$ 128 $ 9,626 Power Smart Express I & II $ - $ 1,964 $ 3,193 $ 3,295 $ 1,553 $ 100 $ - $ 100 $ - $ - $ 10,206 Lighting Redesign $ - $ - $ 3,381 $ 2,530 $ 2,560 $ 50 $ - $ - $ - $ - $ 8,521 Small Business Coupon Offer $ - $ 1,532 $ 25 $ - $ 160 $ 25 $ 160 $ 25 $ - $ - $ 1,928 New Construction Program $ - $ 1,976 $ 2,329 $ 2,650 $ 2,968 $ 3,163 $ 202 $ 202 $ 202 $ 202 $ 13,893 Sector Enabler Costs $ 2,024 $ 1,215 $ 1,059 $ 1,428 $ 1,733 $ 1,663 $ 848 $ 844 $ 844 $ 844 $ 12,503 sector total $ 20,742 $ 40,396 $ 34,895 $ 33,434 $ 26,135 $ 11,180 $ 1,368 $ 1,330 $ 1,204 $ 1,204 $ 171,888 New homes $ 390 $ 525 $ 736 $ 726 $ 743 $ 820 $ 832 $ - $ - $ - $ 4,773 Home Energy Upgrade $ 330 $ 501 $ 459 $ 482 $ 505 $ 505 $ 505 $ - $ - $ - $ 3,287 ECM $ - $ 111 $ 189 $ 189 $ 189 $ 246 $ 246 $ 246 $ 303 $ 303 $ 2,022 VI New Homes furnaces (f.switch) $ - $ 360 $ 510 $ 606 $ 678 $ 731 $ 551 $ 564 $ 567 $ 568 $ 5,134 DWH conversions (f.switch) $ - $ - $ 427 $ 772 $ 772 $ 772 $ 554 $ 554 $ 554 $ 554 $ 4,958 Dryer conversions (f.switch) $ - $ - $ 102 $ 240 $ 338 $ 328 $ 328 $ 258 $ 258 $ 258 $ 2,110 Range conversions (f.switch) $ - $ - $ 124 $ 331 $ 424 $ 304 $ 436 $ 426 $ 448 $ 448 $ 2,940 Refridgerator Buy-back $ 1,082 $ 4,183 $ 4,183 $ - $ - $ - $ - $ 2,808 $ 2,808 $ 2,808 $ 17,870 Seasonal LED $ 566 $ 810 $ 769 $ 553 $ 204 $ 229 $ 229 $ 229 $ 229 $ 229 $ 4,043 CFL $ 6,690 $ 13,408 $ 6,400 $ 5,375 $ 5,375 $ 5,685 $ 5,191 $ 3,637 $ 3,717 $ 750 $ 56,227 CFL multifamily $ 154 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 154 CCQ $ 1,292 $ 879 $ - $ - $ - $ - $ - $ - $ - $ - $ 2,171 Sector Enabler Costs $ 1,462 $ 866 $ 716 $ 716 $ 866 $ 716 $ 450 $ 600 $ 150 $ 150 $ 6,692 sector total $ 11,966 $ 21,642 $ 14,614 $ 9,989 $ 10,094 $ 10,335 $ 9,322 $ 9,320 $ 9,032 $ 6,067 $ 112,381 Portfolio Level Costs Public Awareness & Communications $ 3,599 $ 9,176 $ 8,441 $ 7,673 $ 7,826 $ 7,983 $ 4,071 $ 2,076 $ 1,059 $ 540 $ 52,445 Indirect and other enablings costs $ 13,219 $ 15,412 $ 10,586 $ 10,797 $ 11,013 $ 6,946 $ 5,389 $ 5,346 $ 4,986 $ 4,602 $ 88,296 subtotal $ 16,818 $ 24,588 $ 19,026 $ 18,470 $ 18,840 $ 14,929 $ 9,460 $ 7,423 $ 6,044 $ 5,142 $ 140,740 Portfolio Total $ 65,363 $ 115,010 $ 106,140 $ 95,035 $ 85,984 $ 63,427 $ 45,622 $ 42,515 $ 37,865 $ 33,653 $ 690,614 Power Smart 10 Year Plan: 2002/03 through 2011/12 Page 21

25 Table 4.5 (continued) Total BC Hydro Costs (excluding GHG credits, $000 s) 2012/ / / / / / / / / /22 20 year Power Smart Partners $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 154,975 Load Displacement $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 102,778 Sector Enabler Costs $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 7,852 sector total $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 265,605 Power Smart Partners $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 79,923 SUCH $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 35,289 Traffic Light Program $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 9,626 Power Smart Express I & II $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 10,206 Lighting Redesign $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 8,521 Small Business Coupon Offer $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 1,928 New Construction Program $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 13,893 Sector Enabler Costs $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 12,503 sector total $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 171,888 New homes $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 4,773 Home Energy Upgrade $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 3,287 ECM $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 2,022 VI New Homes furnaces (f.switch) $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 5,134 DWH conversions (f.switch) $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 4,958 Dryer conversions (f.switch) $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 2,110 Range conversions (f.switch) $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 2,940 Refridgerator Buy-back $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 17,870 Seasonal LED $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 4,043 CFL $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 56,227 CFL multifamily $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 154 CCQ $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 2,171 Sector Enabler Costs $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 6,692 sector total $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 112,381 Portfolio Level Costs Public Awareness & Communications $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 52,445 Indirect and other enablings costs $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 88,296 subtotal $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 140,740 Portfolio Total $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 690,614 Power Smart 10 Year Plan: 2002/03 through 2011/12 Page 22