2015 to 2019 EE/PDR Plan i 

# V OLUME 

# 1:

2015 TO 

# 2019

E NERGY 

# E FFICIENCY 

# /

P EAK 

# D EMAND 

# R EDUCTION 

# (EE/PDR) A CTION 

# P LAN

March 2 6 , 20142015 to 2019 EE/PDR Plan ii 

## Table of Contents

E Executive Summar y

................................ ................................ ........................... 1

E.1 AEP Ohio’s Commitment and Strategic Plan Goals

................................ ............. 1

E.2 Summary of 2015

- 2019 EE/PDR Plan

................................ .............................. 1

E.3 Summary of EE/PDR Program Results

................................ .............................. 6

E.4 EE/PDR Plan Summary

................................ ................................ ................... 6

E.5 Energy, Demand and Emissio ns Savings

................................ ......................... 10

E.6 EE/PDRs Investment and Potential Job Creation

................................ .............. 14

E.7 Benefit

- Cost Analysis, Net Benefits and Bill Impacts

................................ ......... 17

E.8 2015 to 2034 EE/PDR Savings Potential Analysis

................................ ............. 23

E.9 Overview of Program Plans

................................ ................................ ............ 31

E.10 Plan Implementation

................................ ................................ ..................... 34

E.11 Evaluation, Measurement and Verification

................................ ....................... 34

E.12 Plan Risk

................................ ................................ ................................ ...... 38

E.13 Conclusions and Recommendations

................................ ................................ 40

1 Introduction

................................ ................................ ................................ ..... 41

1.1 AEP Ohio Over view

................................ ................................ ....................... 42

1.2 EE/PDR Study Goals and Approach

................................ ................................ . 43

1.3 2015 to 2019 EE/PDR Action Plan Report Organization

................................ .... 44

2 Plan Development

................................ ................................ ............................. 45

2.1 Plan Tactical Objectives

................................ ................................ ................. 45

2.2 Planning Process

................................ ................................ .......................... 46

2.3 Market Segmentation

................................ ................................ .................... 46

2.4 Stakeholder Participation in the Planning Process

................................ ............ 53

2.5 Attempts to Align and Coordinate with Other Public Utility Programs

................. 54

2.6 AEP Ohio Plan Management

................................ ................................ ........... 54

3 EE/PDR Plan Summary Results

................................ ................................ ........ 57

3.1 Plan Framework and Summary

................................ ................................ ...... 57

3.2 Benefit

- Cost Analysis Background

................................ ................................ .. 57

3.3 Benefit

- Cost Methodology

................................ ................................ .............. 59

3.4 Program Development

................................ ................................ .................. 62

4 EE/PDR Program Plans

................................ ................................ ..................... 642015 to 2019 EE/PDR Plan iii

4.1 Consumer Programs

................................ ................................ ..................... 64

4.1.1 Efficient Products (On

- Going Program)

................................ ................ 64

4 .1.2 Appliance Recycling (On

- Going Program)

................................ ............. 68

4.1.3 In

- Home Audit (On

- Going Program)

................................ .................... 70

4.1.4 N EW H OME (On

- Going Program)

................................ ........................... 75

4.1.5 B EHAVIOR C HANGE (On

- Going Program)

................................ ................. 77

4.1.6 e 3 smart SM (On

- Going Program)

................................ ............................ 79

4.1.7 Community Assistance (On

- Going Program)

................................ ......... 81

4.2 Business Programs

................................ ................................ ........................ 84

4.2.1 Efficient Products for Business (Previously Prescriptive) (On

- Going Program)

................................ ................................ ................................ ..... 84

4.2.2 Process Efficiency (Previously Custom) (On

- Going Program)

.................. 89

4.2.3 New Con struction (On

- Going Program)

................................ ................ 92

4.2.4 Express (On

- Going Program)

................................ .............................. 95

4.2.5 Self

- Direct (On

- Going Program)

................................ .......................... 98

4.2.6 Retro

- Commissioning (On

- Going Program)

................................ ........... 100

4.2.7 Continuous Energy Improvement (On

- Going Program)

.......................... 102

4.2.8 Bid to Win (On

- Going Program)

................................ ........................... 104

4.2.9 Data Center (On

- Going Program)

................................ ........................ 106

4.2.10 Demand Response (On

- Going Program)

................................ ............... 109

4.3 Cross

- Sector Programs and Other Activities

................................ ..................... 110

4.3.1 Multifamily Program (New Program)

................................ .................... 111

4.3.2 Combined Heat and Power and Waste Energy Recovery

– CHP/WER (New Program)

................................ ................................ ................................ ..... 115

4.3.3 Customer Power Factor Correction

................................ ...................... 119

4.3.4 Transmission and Distribution (T&D) Customer Efficiency Projects (New Program)

................................ ................................ ................................ ..... 120

4.3.5 gridSMART ® Enabled EE/PDR Savings

................................ .................. 121

4.3.6 Transmission and Distribution (T&D) Loss Reduction Projects (formerly T&D and Internal Efficiency Improvements)

................................ .................... 122

4.3.7 Educat ion and Training

................................ ................................ ....... 123

4.3.8 Targeted Advertising

................................ ................................ .......... 125

4.3.9 Research and Development

................................ ................................ 128

5 Glossary of Terms

................................ ................................ ............................ 1332015 to 2019 EE/PDR Plan iv 

## Table of Tables

Table 1. SB 221 Savings Requirements (at Meter)

– 2015 to 2019

................................ .......... 5

Table 2. EE/PDR Plan Savings Results (at Meter)

– 2011 to 2012

................................ ........... 6

Table 3. Savings Goals and Efficiency Plan Investment

– 2015 to 2019

................................ ... 8

Table 4. Incremental Annual Energy (GWh) Savings at Meter

– 2015 to 2019

........................ 11

Table 5. Incremental Annual Summer Peak Demand (MW) Savings at Meter

– 2015 to 20 19

... 13

Table 6. Total Emissions Reductions

– 2015 to 2019

................................ ............................ 14

Table 7. Estimated Annual Total Investments by Program (million $)

................................ ..... 15

Table 8. Number of Jobs Created (2015 through 2019)

................................ ........................ 17

Table 9. Cost

- effectiveness Ratios

– 2015 to 2019

................................ ............................... 18

Table 10. Benefit

- Cost Test Formulas

................................ ................................ .................. 19

Table 11. Present Value Costs

– 2015 to 2019 (2015$)

................................ ........................ 19

Table 12. Costs Tests

– Net Present Value Net Benefits

– 2015

- 2019 (2015 $million)

.............. 20

Table 13. Utility Cost Test (UCT)

– Net Present Value Net Benefits (2015 $million)

................. 21

Table 14. 2012 EE/PDR Benchmarking Data

................................ ................................ ........ 26

Table 15. Projected Cumulative Annual Savings at Meter and Costs

– 2034

............................ 28

Table 16. AEP Ohio Key Statistics

................................ ................................ ....................... 43

Table 17. Residential Customer Data

– 2013

................................ ................................ ....... 47

Table 18. Consumer Programs Participation

- 2013

................................ .............................. 48

Table 19. Nonresidential Customer Data

– 2013

................................ ................................ .. 50

Table 20. Business Progr ams Participant Savings

– 2013

................................ ...................... 51

Table 21. Comparative Benefit

- Cost Tests

................................ ................................ ........... 582015 to 2019 EE/PDR Plan v 

## Table of Figures

Figur e 1. EE/PDR vs. Supply

- Side Investments

................................ ................................ ..... 7

Figure 2. EE/PDR Action Plan Structure

– 2015 to 2019

................................ ........................ 10

Figure 3. The Four Stages of Energy Efficiency Potential

................................ ....................... 23

Figure 4. Cumulative Annual GWh Energy Savings in 2034

................................ ................... 29

Figure 5. Cumulative Annual Summer Peak MW Demand Savings in 2034

.............................. 2 9

Figure 6. Market Potential Annual Energy Savings at Meter as Percent of Economic Potential in

2034

................................ ................................ ................................ ................................ 30

Figure 7. Peak Demand Savings at Meter as Percent of Economic Potential in 2034

................ 30

Figure 8. Steps of the EM&V Process

................................ ................................ .................. 36

Fi gure 9. Phases of Energy Efficiency Promotion

................................ ................................ .. 42

Figure 10. AEP Ohio’s Service Territories

................................ ................................ ............. 42

Figure 11. Four Stages of Energy E fficiency Potential

................................ ........................... 46

Figure 12. Residential Sector Energy Consumption

– 2013

................................ .................... 49

Figure 13. Consumer Programs Participant Savin gs

– 2013

................................ ................... 49

Figure 14. Nonresidential Energy Consumption

– 2013

................................ ......................... 52

Figure 15. Business Programs Participant Savings

– 2013

................................ ..................... 532015 to 2019 EE/PDR Plan 1 

# E E XECUTIVE 

# S UMMARY

E.1 AEP Ohio’s Commitment and Strategic Plan Goals

AEP Ohio is committed to helping customers use energy more efficiently and productively by delivering cost

- effective programs that provide value to all s takeholders.

The strategic goals of this 201 5

- 201 9 Energy Efficiency and Peak Demand Reduction (EE/PDR) Action Plan (Plan ) are to:

• Deliver a comprehensive and cost

- effective Plan providing the opportunity for participation by all customer rate classes and every major customer segment in every region of AEP Ohio’s service territory.

• Reduce inefficient uses of electricity while improving customer productivity

, comfort and safety, and increasing satisfaction

.

• Provide additional customer financial resources th rough energy savings for other important needs and to offset rising costs.

• Help delay the need for new electricity generation and future related rate impacts.

• Continue to p rovide the lowest cost alternative to new generation.

• Reduce the environmental impac ts of fossil fuel generation facilities and the cost of compliance with environmental regulations

.

• Help provide sustainable jobs for Ohio.

• Increase economic development in Ohio.

• Meet or exceed Ohio Senate Bill (SB) 221 energy efficiency and peak demand

red uction requirements. 1



### • Comply with Ohio Revised Code 4901:1

- 39 for Plan content. 2



## E.2 Summary of 201 5

- 201 9 EE/PDR Plan

This Plan is the third p lan developed and submitted for approval to the Public Utilities Commission of Ohio (PUCO) by AEP Ohio, following the current approved 20 12

- 201 4 EE/PDR Action Plan. 3 

### Th e Plan is modeled based on the current market potential study, baseline analyses and actual results from programs delivered through the current Plan.

1 http://www.legislature.state.oh.us/bills.cfm?ID=127_SB_221

2 See http://codes.ohio.gov/oac/4901%3A1

- 39

3 S ee PUCO dockets 11

- 5568

- EL

- POR and 11

- 556 9

- EL

- POR for the 2012

- 2014 EE/PDR Action Plan2015 to 2019 EE/PDR Plan 2



### This Plan has been lengthened from three years to f ive years for several reasons:

 A market potential study has been completed for this Plan and AEP Ohio agrees

with PUCO staff’s recommendation in the revised green rules to increase the length of time from three to five years for market potential stud y upd ates 4 

### . The current rules do not require Plans to be completed on a three year basis; however, Plans have been filed every three years to coincide with the three year market potential study update time frame. AEP Ohio intends to file for an exception to the three year potential study update requirement in this Plan filing.

 A five year Plan reduces administrative burden on the part of AEP Ohio, stakeholders and the PUCO, while maintaining adequate oversight and review through ongoing annual filings of Plan st atus reports and EE/PDR rider true ups, as well as regular reporting and stakeholder input through the AEP Ohio

Collaborative of stakeholders.

 The increase in Plan length will reduce costs for all customers. Plan and market potential study development is a significant cost and increasing the Plan length by two years is expected to save customers nearly $250,000 in Plan development without reducing planning quality or alignment with market

conditions.

 M oving to a five year Plan at this time also reflects a n experienced AEP Ohio EE/PDR staff with the capability to manage the longer

- term Plan effectively based on their proven track record of cost effective goal achievement.

 AEP Ohio has a history of working collaboratively with stakeholders through its

Collab orative and with other interested parties and plans to continue that effort in an open

, transparent and flexible manner throughout this Plan period

.

 T he period from 2015 through 2018 represents a stable period of 1 percent incremental energy benchmarks and the conclusion of the cumulative peak demand reduction requirements in 2018 . Costs are more predictable as well.

 For 2019, AEP Ohio has sufficient banked savings available prior to the implementation of the 2015

- 2019 Plan to pledge a minimum of 1 percent in 2019 so that this Plan can be designed to meet or exceed 1 percent in that year, reducing costs for all customers.

 AEP Ohio’s position at this time is that 2020 represents a critical year of review to determine if then implemented federal codes and stan dards will diminish the ability of utilities in Ohio to reach the mandated 2 percent goals past 2019 in a cost effective manner, without significantly increasing costs for all customers.

 AEP Ohio and interested stakeholders need more time leading up to 202 0 to develop the future planning necessary to address this challenge and a five year

4 See PUCO Docket 13

- 0651

- EL

- ORD2015 to 2019 EE/PDR Plan 3



### plan implementation and approval provides that opportunity. Lower statutory goals and/or Plan cost caps may need to be considered in order to continue cost effective progr ams at reasonable costs for all customers.

 Whether the legislative mand ates for energy efficiency and peak demand reduction remain the same, change or are eliminated, this Plan i s pr ovided for approval t o the Commission for the full term of the Plan

. T he P lan b enefits for

all customers and the state of Ohio a re significantly higher than t he cost

.

The Plan reflects the continuance of successful existing programs and modifications to improve program success. In addition, new programs have been added to the Plan to encourage greater participation by custome rs. Collaborative stakeholder input has been instrumental in identifying and adding new programs and modifications to existing ones. Segmentation continues to be enhanced, enabling targeted marketing to continue increasing customer participation. Ongoing P lan viability, customer acceptance, customer satisfaction and cost effectiveness are critically important; therefore, the Plan

continues a rigorous research and development function, to ensure ongoing effective energy efficiency programs that deliver stron g performance. The research and development function will also allow new program opportunities identified over the Plan life to be tested, measured and integrated into the program offerings after passing AEP Ohio’s screening process.

Significant effort w as made to design the Plan at a lower cost on an annual basis than

the 2012

- 2014 approved EE/PDR Action Plan, even though the benchmark requirements are higher. The Plan is designed to meet or exceed the benchmark energy efficiency and peak demand reductio n requirements in Ohio law, while capping Plan costs at the 2013 approved levels on average for the 2015

- 2019 Plan.

This Plan allows the flexibility to adjust and shift incentives between programs to maximize cost effectiveness and increase customer parti cipation as conditions change over the five year period. Any shifting of incentives between residential and commercial/industrial customer classes would require separate PUCO approval and is not expected at this time. AEP Ohio proposes to develop separate residential and business pools of incentive dollars, allocating those incentive dollars to the programs that are the most cost effective and have the highest customer participation each year. Further, AEP Ohio intends to utilize competitive bidding for bus iness incentive dollars through its Bid t o Win program in the fall of each year to provide competitive intelligence that can be used to set business program incentives in the following year.

Cost management and overall improvement strategies for the 2015

- 2019 Plan include:

 Provide program opportunities to improve cost effectiveness while also increasing customer participation and satisfaction.2015 to 2019 EE/PDR Plan 4



###  Continue and enhance the successful programs currently being delivered; however, focus on adjusting incentives fo r all programs based on market conditions through competitive bidding and ongoing market analyses.

 Pool some incentive dollars into residential and business buckets to be delivered to customers through approved programs based on cost effectiveness and

prog ram participation. Identify methods of reducing the cost of managing and delivering incentives.

 Increase multifamily opportunities for new construction and home retrofit

programs.

 Investigate building code compliance educational opportunities and attribut e appropriate savings

.

 Focus on total electric residential customer opportunities to increase savings per home, including manufactured housing.

 Improve target marketing in all sectors.

 Increase customer awareness of AEP Ohio programs with research and

segm entation, to increase opportunities for all customers to participate.

 Add C ombined Heat and P ower and W aste E nergy R ecovery (CHP/WER) program and deliver performance based and highly cost effective customer projects to help offset cost effectiveness losses by other programs to codes and standards changes.

 Enhance Continuous Energy Improvement (CEI) program to increase customer productivity and reduce energy density for large scale energy savings at lower

cost.

 Provide AEP Ohio side of the meter customer ene rgy efficiency programs such as Volt Var and investigate light

- emitting diode (LED) street lighting and LED outdoor lighting programs.

 Continue to investigate upstream and midstream approaches as well as direct opportunities to deliver cost effective energ y efficiency measures.

EE/PDR is an important resource for the state of Ohio, AEP Ohio and its customers, continuing to be important as future fuel and commodity prices remain volatile and environmental regulation becomes more stringent . EE/PDR may become an effective resource to help state compliance with potential future federal greenhouse gas regulations. Estimates of EE/PDR potential are a key input to the integrated resource planning process, which considers the load forecast and both supply

- side and demand

side resources. The market potential study that informs this Plan is the result of a

current analysis of the EE/PDR market potential in AEP Ohio’s service territory by Navigant Consulting, Inc. (Navigant) , an experienced EE/PDR consultant , under the direct supervision and guidance of AEP Ohio. The market potential study included the results of a recent baseline study completed in AEP Ohio’s service territory and the2015 to 2019 EE/PDR Plan 5



### direct experience of AEP Ohio in its current program Plan performance, as well as

ben chmarking and best practices program analyses from other utility programs

.

Ohio law in SB 221 requires investor

- owned electric utilities to achieve incremental energy savings each year through EE/PDR programs, with a cumulative 22.2 percent by

the end of 2025. Utilities also must implement programs designed to reduce peak energy demand one percent beginning in 2009, and an additional 0.75 percent per year, for a total 7.75 percent through 201 8.

Table 1 presents SB 221 EE/PDR percentage requirements and associated energy and summer peak demand requirements for 201 5 through 201 9 , which is the focus of this EE/PDR Action Plan.

Table 1 . SB 221 Savings Requirements (at Meter)

– 201 5 to 201 9

SB 221 Requirements

At Meter Energy Savings (GWh)

Year Incremental Cumulative (2009 Through)

2015 1.0% 420.8 5.2% 2,295.7

2016 1.0% 424. 9 6.2% 2,720. 6

2017 1.0% 425.6 7.2% 3,14 6 .2

2018 1.0% 426.3 8.2% 3, 572.5

2019 2.0% 854.5 10.2% 4, 427.0

At Meter Pea k Demand Savings (MW)

Year Incremental Cumulative (2009 through)

2015 0.75% 49 5.50% 4 79.0

2016 0.75% 55 6.25% 5 33.9

2017 0.75% 54 7.00% 587.8

2018 0.75% 6 3 7.75% 6 50.5

2019 NA NA NA NA



### AEP Ohio plans to meet or exceed the SB 221 savings requiremen ts for 2015 to 2019

, ensuring that all customer classes have energy saving opportunities. The Plan presents detailed information on the approach, energy efficiency and demand response measures and proposed incentive levels. AEP Ohio anticipate s that portio ns of the Plan

will need to be adjusted during implementation in response to better information or changing market conditions. AEP Ohio will update the PUCO in accordance with the rules, and advise the AEP Ohio Collaborative regarding the need for any subs tantive

revisions to this Plan.2015 to 2019 EE/PDR Plan 6



## E.3 Summary of EE/PDR Program Results

Table 2 presents the actual savings results submitted to the PUCO for 2011 and 2012

programs.

Table 2 . EE/PDR Plan Savings Results (at Meter)

– 2011 to 2012

EE/PDR Plan Savings Results 2011 to 2012

At Meter Energy Savings (GWh)

Year Incremental Cumulative (2009 through)

SB 221 Requirement GWh

Achieved Achievement

as Percent

of Sales SB 221

Requirement GWh

Achieved Achievement

as Percent

of Sales

2011 0.7% 502 1.04% 1.5% 1,117 0.79%

2012 0.8% 571 1.22% 2.3% 1,688 0.90%

At Meter Peak Demand Savings (MW)

Year Incremental Cumulative (2009 through)

SB 221 Requirement MW

Achieved Achievement

as Percent

of Sales SB 2 21

Requirement MW

Achieved Achievement

as Percent

of Sales

2011 0.75% 128 1.26% 2.50% 270 0.94%

2012 0.75% 82 0.86% 3.25% 352 0.92%



## E.4 EE/PDR Plan Summary

AEP Ohio proposes to invest up to $4 41

. 4 million over five years on energy efficiency

and demand response programs and projects full year savings of 2, 705 GWh and 43 3 MW cumulative annual savings at the meter over a five

- year period during calendar years 2015 through 2019. The total customer bill savings from this investment

estimated over the life o f the installed EE/PDR measures are projected at approximately $ 1

. 5 b illion, using Participant Cost Test (PCT) net benefit results less program

administrative costs

. Further, the total net benefits based on the Total Resource Cost (TRC) test are projected to be about $ 615 million , including reparticipation over the 20

- year planning horizon , excluding C ombined H eat and P ower /Waste Energy Recovery ( CHP /WER ) . With every dollar of program investment yielding over 1. 6 dollars in benefits, using the TRC test net benefit results.

The overall Plan projected first year annual cost per kWh saved is $0.1 6 /kWh (note that this cost is not comparable to a supply

- side investment and is only used to compare programs and Plans at a high level for reasonableness of cost.) T his Plan continues the previous Plan’s anticipation that the lower cost lighting opportunities are going to be significantly less available over time; however, growing commercial and industrial2015 to 2019 EE/PDR Plan 7



### measures are expected to make up for some of those losses. Lar ge institutional or industrial combined heat and power projects can be highly cost effective in the right applications and may provide significant opportunities to help offset the loss of low cost lighting applications. Another opportunity reflected in thi s Plan is the shift to LED lighting. While incremental annual savings will be lower, LED lighting measure life will help improve cost effectiveness.

This Plan reflects an ongoing reduc tion in lighting savings resulting from changes in

baselines due to fe deral lighting standards and projected deeper savings from higher cost, but still cost effective, measures and measure combinations. AEP Ohio’s actual

program experience with costs ha s been factored into the 201 5

- 201 9 Plan cost projections.

The lifetime cost of saved energy is estimated to be $0.01 3 /kWh for the 2015 to 2019 EE/PDR Plan. The lifetime cost of saved energy is more comparable to a supply

- side generation investment alternative. At current supply

- side generation investment

alternatives includin g non

- dispatchable technologies such as wind and solar, the EE/PDR Plan cost compares favorably and is the lowest cost alternative, as shown in Figure 1

.

Figure 1

. EE/PDR vs. Supply

- Side I nvestments

Supply

- side investments source: Energy Information Administration, Annual Energy Outlook 2013, January 2013, DOE/EIA

- 0383 (2012).



### The division of EE/PDR program investment between residential and business

customers is commensurate with e ach s ector’s relative cost

- effectiveness and

contribution to the Plan. Table 3 provides the projected savings, associated funding for2015 to 2019 EE/PDR Plan 8



### AEP Ohio’s 201 5 t hrough 201 9 program Plan, and projected net present value net

benefi ts

.

Table 3 . Savings Goals and Efficiency Plan Investment

– 2015 to 2019

Consumer

Sector (Incremental

Ann ual Savings at Meter) 2015 2016 2017 2018 2019 2015

- 2019

Total (Cumulative) NPV Net

Benefits (Million $ 2015$)

Ene rgy Savings (GWh) 130 128 133 138 141 591 $1 36

% Savings of

Sector Sales 0.95% 0.95% 0.99% 1.02% 1.05% 4.41%

-

Note: Behavior Change program savings are not cumulative. Combined Heat and Power / Waste Energy Recovery savings are presented in 2015

- 2019 Total (Cumulative) only; and are not presented in 2015 to 2019 Incremental Annual Savings.

Demand Savings (MW) 21 20 20 20 21 90

-

% Savings of

Sector Sales 0.61% 0.59% 0.60% 0.60% 0.62%

-

Note: Demand savings goals are not cumulative. Behavior Cha nge program savings are not cumulative. Combined Heat and

Power / Waste Energy Recovery savings are not presented in 2015 to 2019 Incremental Annual Savings.

Total Cost (million $) $30.2 $30.6 $34.0 $36.5 $37.1 $168.4

-

Business

Sector (Incremental

An n ual Savings at Meter) 2015 2016 2017 2018 2019 2015

- 2019

Total (Cumulative) NPV Net

Benefits (Million$ 2015$)

Energy Savings (GWh) 299 309 317 321 326 2,114 $ 511

% Savings of

Sector Sales 1.09% 1.12% 1.15% 1.16% 1.18% 7.70%

-

Note: Combine d Heat and Power / Waste Energy Recovery savings are presented in 2015

- 2019 Total (Cumulative) only

, and are not presented in 2015 to 2019 Incremental Annual Savings.

Demand Savings (MW) 53 54 54 54 55 343

-

% Savings of

Sector Sales 1.12% 1.13% 1.14% 1.14% 1.15%

-

Demand savings goals are not cumulative. Behavior Change program savings are not cumulative. Combined Heat and Power / Waste Energy Recovery savings are not presented in 2015 to 2019 Incremental Annual Savings.

Total Cost (million $) $44. 2 $46. 2 $4 7

. 0 $47. 5 $4 8

. 0 $23 3

. 0

-2015 to 2019 EE/PDR Plan 9

Total All

Sectors (Incremental

Ann ual Savings at Meter) 2015 2016 2017 2018 2019 2015

- 2019

Total (Cumulative) NPV Net

Benefits (Million $ 2015$)

Energy Savings (GWh) 429 438 450 459 468 2,705 $ 615

% Savings of

Sector Sales 1.04% 1.06% 1.10% 1.12% 1.14% 6.60%

-

Note: Behavior Change program savings are not cumulative. Combined Heat and Power / Waste Energy Recovery savings are presented in 2015

- 2019 Total (Cumulative) only; and are not presented in 2015 to 2019 Incremental Annual Savings.

Demand Savings (MW) 74 74 75 74 75 433

-

% Savings of

Sector Sales 0.91% 0.91% 0.92% 0.92% 0.93%

-

Note: Demand savings goals are not cumulative. Behavior Change program savings are not cumulative. Combined Heat and Power / Waste Energy Recovery savings are not presented in 2015 to 2019 Incremental Annual Savings.

Total Cost (million $) $74.4 $76.8 $81.0 $84.0 $85.1 $401.4

-

Other Costs (million $) $8.0 $8.0 $8.0 $8.0 $8.0 $40.0

Portfolio

Total

Inves tment (million $) $82.4 $84.8 $89.0 $92.0 $93.1 $441.4

-

(1) Savings are not projected for Research and Development, Transmission and Distribution (T&D) System Efficiency Improvements, Customer Power System Efficiency or Demand Response . AEP Ohio also wi ll conduct program evaluation and other essential program support functions, such as compliance and reporting, database management, contracting and payables, and Plan cost

- benefit analysis. (2) Other Costs include support and other services, including Res earch and Development, General Education and Training, Targeted Advertising

, and Demand Response

, etc.



### Incentive levels and other program elements will be reviewed and adjusted to reflect changes in market conditions or implementation processes in order to maximize cost

effective savings.



## Plan Structure

Figure 2 present s the proposed Plan structure, including seven consumer sector and ten business sector programs, as well as nine cross

- sector programs and other activities

. AEP Ohio also will conduct program evaluation and other essential program support functions, such as compliance and reporting, financials, database management, contracting and payables and Plan benefit

- cost analysis. The new programs are

Multif amily, C ombined H eat and Power / Waste Energy Recovery ( CHP/ WER), Customer Power Factor and transmission and distribution (T&D) Customer Efficiency Projects.2015 to 2019 EE/PDR Plan 10 

### Figure 2 . EE/PDR Action Plan Structure

– 2015 to 2019



## E.5 Energy, Demand and Emissions Savings

Table 4 p resen ts the projected incremental annual GWh energy savings for each year

as well as 201 5 to 201 9 cumulative total, TRC test results, net present value net

benefits in 201 5 mil lion dollars, lifetime energy saved in thousand MWh, and lifetime cost of saved energy in 201 5 dollars per kWh over the five

- year period from 201 5 to

201 9

.2015 to 2019 EE/PDR Plan 11 

### Table 4 . Incremental Annual Energy (GWh) Savings at Meter

– 2015 to 2019

C onsumer Sector ‘15 ‘16 ‘17 ‘18 ‘19 ‘ 15

- ‘19

Total ( cumu lative ) % of

Plan

Total Total

Resource

Cost Test (TRC) NPV Net

Benefits (million 2015$) Lifetime

Energy

Saved ( thousand

MWh ) Lifetime

Cost of

Saved Energy (2015$ / kWh)

Appliance Recycling 17 15 15 15 15 76 2.8% 2.3 $14.9 609 $0.019

Behavior Change 9 9 9 9 9 9 0.3% 1.2 $0.4 9 $0.207

Community Assistance 8 9 9 10 9 43 1.6% 0.8

- $5.5 560 $0.060

e3smart 5 5 5 5 5 24 0.9% 3.0 $9.8 216 $0.011

Efficient Products 74 74 78 81 84 353 13.1% 1.7 $100.9 3,605 $0.018

In

- Home Energy 10 10 10 11 12 51 1.9% 1.2 $4.4 577 $0.032

New Home 6 7 7 7 7 34 1.3% 1.4 $10.7 671 $0.015

Consumer Sector

Total 130 128 133 138 141 591 21.8% 1.6 $135.7 6,246 $0.023

% Total of Consumer

Sector Sales 0.95% 0.95% 0.99% 1.02% 1.05% Note: Behavior Change savings are not cumulative.2015 to 2019 EE/PDR Plan 12

Business Sector ‘15 ‘16 ‘17 ‘18 ‘19 ‘ 15

- ‘19

Total ( cumu lative ) % of

Plan

Total Total

Resource

Cost Test (TRC) NPV Net

Benefits (million 2015$) Lifetime

Energy

Saved ( thousand MWh) Lifetime

Cost of

Saved Energy (2015$ / kWh)

New Construction and Major Renovation 32 36 36 36 36 173 6.4% 2.6 $63.5 1,757 $0.010

Continuous Energy Improvement 14 16 17 15 14 74 2.7% 1.2 $8.3 369 $0.037

Process Efficiency 65 63 67 65 65 325 12.0% 2.8 $155.7 4,685 $0.007

Data Center 8 7 7 6 6 34 1.3% 1.2 $3.7 169 $0.041

Bid to Win 43 45 45 44 45 222 8.2% 1.2 $26.2 2,216 $0.006

Express 20 22 21 21 21 104 3.8% 1.5 $23.4 790 $0.025

Efficient Products for

Business 99 100 105 111 118 51 5 19.1% 1.7 $150.2 4,732 $0.014

Retro

- Commissioning 3 4 4 4 5 20 0.7% 1.2 $2.2 99 $0.028

Self

- Direct 11 11 12 13 13 26 1 .0% 3.3 $25.4 258 $0.021

Multifamily 4 5 5 4 4 22 0.8% 1.2 $2.4 187 $0.049

Combined Heat and Power/Waste Energy Recovery - - - - - 600 22.2% 1.2 $50.0 9,600 $0.002

Business Sector

Total 299 309 317 321 326 2,114 78.2% 1. 6 $510.9 24,863 $0.008

% Total of Business

Sector Sales 1.09% 1.12% 1.15% 1.16% 1.18% Note: CHP/WER annual savings are not presented.

PLAN TOTAL (includes Other Costs) 429 4 37 45 0 459 46 7 2
, 7 05 100% 1.6 $ 615 .2 31, 1 09 $0.01 3

% Total of Tot al Sales 1.04% 1.08% 1.10% 1.12% 1.14% Note: CHP/WER annual savings are not presented.2015 to 2019 EE/PDR Plan 13



### Table 5 p resents the projected incremental annual summer peak demand MW savings

levels as well as the cumulative total over the five

- year period from 2015 to 2019.

Table 5 . Incremental Annual Summer Peak Demand (MW) Savings at Meter

– 2015 to 2019

Consumer Sector 2015 2016 2017 2018 2019 2015

- 2019

Total (cumulative) Percent of

Plan Total

Appliance Rec ycling 2.3 2.1 2.1 2.1 2.1 10.8 2.5%

Behavior Change 1.2 1.2 1.2 1.2 1.2 1.2 0.3%

Community Assistance 1. 1 1.2 1.2 1.3 1.2 5.6 1.3%

e3smart 0.5 0.6 0.5 0.5 0.5 2.6 0.6%

Efficient Products 11.1 1 0

. 0 9

. 7 9

. 3 9.8 4 4

. 7 1 0

. 3 %

In

- Home Energy 1.9 1.9 2.1 2.3 2.5 10.0 2.3%

New Home 2.8 2.8 3.4 3.3 3.2 15.4 3. 6 %

Consumer Sector

Total 21.0 1 9

. 8 2 0

. 2 2 0

. 1 2 0

. 6 9 0

. 4 2 0

. 9 %

Percent Total of

Sector Sales 0.61% 0. 59 % 0.6 0 % 0.6 0 % 0.6 2 %

- -

Business Sector 2015 2016 2017 2018 2019 2015

- 2019

Total (cumulative) Perce nt
of

Plan Total

New Construction and Major Renovation 2.9 3.2 3.2 3.2 3.3 15.7 3.6%

Continuous Energy Improvement 2.9 3.5 3.5 3.2 2.9 15.7 3.6%

Process Efficiency 14.3 13.6 13.9 13.1 12.8 66.8 15. 4 %

Data Center 0.8 0.7 0.6 0.6 0.6 3. 1 0.7%

Bid to W in 7.2 7.5 7.4 7.4 7.5 36.9 8. 5 %

Express 4.0 4.2 3.9 3.7 3.6 18.9 4. 4 %

Efficient Products for

Business 18.4 18.3 18.7 19.5 20.4 92. 9 21. 4 %

Retro

- Commissioning 0.5 0.6 0.7 0.7 0.8 3.3 0.8%

Self

- Direct 1.3 1.2 1.3 1.4 1.4 2.7 0.6%

Multifamily 1.0 1.2 1. 1 1.0 0.9 5.1 1.2%

CHP/WER

- - - - - 81.9 18. 9 %

Business Sector

Total 53. 3 5 5

. 0 54. 0 5 3

. 8 54.2 34 3

. 0 7 9

. 1 %

Percent Total of

Sector Sales 1.12% 1.13% 1.14% 1.1 4 % 1.1 5%

- -

Plan Total 74. 3 74. 8 7 4

. 2 7 3

. 9 7 4

. 8 43 3. 3

-

Percent of

Total Sales 0.91% 0.9 1 % 0.9 2 % 0.9 2 % 0.9 3 %

- -2015 to 2019 EE/PDR Plan 14



### Table 6 presents the estimated total emissions reductions based on the projected

cumulative annual energy savings at meter over the fiv e

- year period from 201 5 to

201 9

. 5



### Table 6 . Total Emissions Reductions

– 2015 to 2019

Consumer Sector NOx SO 2 CO 2 H g (metric tons) (metric tons) (metric tons) (lbs.)

Appliance Recycling 50 151 40,435 2.5

Behavior Change 6 19 4,976 0.3

Community Assistance 29 88 23,694 1.5

e 3 smart SM 16 49 13,146 0.8

Efficient Products 255 775 207,747 12.8

In

- Home Energy 34 104 28,028 1.7

New Home 22 68 18,123 1.1

Consumer Sector Total 413 1,253 336, 148 20.6

Business Sector NOx SO 2 CO 2 H g (metric tons) (metric tons) (metric tons) (lbs.)

New Construction & Major Renovation 114 346 92,768 5.7

Continuous Energy Improvement 49 149 39,993 2.5

Process Efficiency 213 645 172,987 10.6

Data Center 23 70 18,768 1.2

Bid to Win 145 439 117,714 7.2

Express 69 210 56,230 3.5

Efficient Products for Business 348 1,056 283,339 17.4

Retro

- Commissioning 13 40 10,795 0.7

Self

- Direct 39 117 31,476 1.9

Multifamily 15 45 11,941 0.7

CHP/WER 1

, 176 3

, 564 956

, 081 58.7

Business Sector Total 2,204 6,681 1,792,092 110.0

PLAN TOTAL 2,617 7,934 2,128,241 130.6



## E.6 EE/PDRs Investment and Potential Job Creation

The estimated investment for t hese programs is approximately $8 8

. 3 million in each year from 2015

- 2019, for a total $4 41

. 4 million, as shown in Table 7

.

5 Emissions factors from PJM.2015 to 2019 EE/PDR Plan 15



### Table 7 . Estimated Annual Total Investments by Program (million $)

Consumer Sector 2015 2016 2017 2018 2019 2015

- 2019

Total (cumulative) Percent of

Plan Total

Efficient Products $13.2 $13. 0 $15. 4 $1 7

. 6 $1 8

. 0 $7 7

. 3 17. 5 %
Community Assistance $7.4 $8.0 $8.1 $7.9 $7.9 $39.4 8

. 9 %

In

- Home Energy $3.9 $3.8 $4 .3 $4.7 $5.1 $21. 9 5.0%
Appliance Recycling $2.9 $2.6 $2.6 $2.6 $2.6 $13.2 3.0%

New Home $1.9 $2.0 $2.5 $2.6 $2.6 $11.7 2.7%
Behavior Change $0.4 $0.4 $0.4 $0.4 $0.4 $2.2 0.5%

e3smart SM $0.6 $0.6 $0.6 $0.6 $0.6 $2.8 0. 6 %

Co nsumer Sector Total $30.2 $3 0

. 6 $3 4

. 0 $3 6

. 5 $3 7

. 1 $16 8

. 4 38. 2 %

Business Sector 2015 2016 2017 2018 2019 2015

- 2019

Total (cumulative) Percent of

Plan Total

Efficient Products for

Business $14.5 $14. 6 $15.2 $16. 1 $16. 9 $7 7

. 3 17. 5%

Process Eff iciency $7.9 $7.5 $7.5 $7.1 $6.8 $36.8 8. 3 %
Express $4.5 $4.9 $4.7 $4.6 $4.6 $23.3 5.3%
New Construction and Major

Renovation $3.8 $4.3 $4.3 $4.3 $4.3 $21.0 4.8%

Continuous Energy Improvement $2.9 $3.5 $3.5 $3.2 $2.9 $16.0 3. 6 %

Bid to Win $ 3. 2 $ 3

. 4 $ 3

. 3 $ 3

. 3 $ 3

. 3 $1 6

. 5 3. 7 %

C HP/WER $1.7 $2.1 $2.6 $3.1 $3.5 $13.0 2.9 %
Multifamily $1.9 $2.5 $2.3 $2.1 $2.0 $10.7 2. 4 %

Self

- Direct $1.1 $1.1 $1.3 $1.5 $1. 4 $6.5 1.5%

Data Center $1.9 $1.7 $1.5 $1.5 $1.4 $8.0 1.8%

Retro

- C ommissioning $0.5 $0.6 $0.6 $0.7 $0.8 $3.3 0. 7 %

Demand Response $0.1 $0.1 $0.1 $0.1 $0.1 $0.5 0.1%

Business Sector Total $44. 2 $46. 2 $4 7

. 0 $47. 5 $4 8

. 0 $23 3

. 0 52.8%

Other Costs 2015 2016 2017 2018 2019 Total Percent of

Pla n Total
Targeted Advertising &

Outreach $5.3 $5.3 $5.3 $5.3 $5.3 $26.5 6. 0 %

Research and Development $2.0 $2.0 $2.0 $2.0 $2.0 $10.0 2.3%
Education and Training $0.7 $0.7 $0.7 $0.7 $0.7 $3.5 0.8%

Other Costs Total $8. 0 $8. 0 $8. 0 $8. 0 $8. 0 $40. 0 9. 1 %

PLAN TOTAL $82.4 $84.8 $89.0 $92.0 $93.1 $441.4

- (1) Savings are not projected for Research and Development, Education and Training

, Targeted Advertising or Demand Response . AEP Ohio also will conduct program evaluation and other es sential program support functions, such as compliance and reporting, database management, contracting and payables, and Plan cost

- benefit analysis. (2) Other Costs include support and other services, including Research and Development, General Education a nd Training, Targeted Advertising, and Demand Response

, etc

.



### To firm up cost estimates and make any necessary budget and schedule changes,

AEP Ohio may re

- negotiate existing contracts for ongoing programs or issue Requests for Propo sals ( RF P s) for impleme ntation contractors to bid on the work, and require2015 to 2019 EE/PDR Plan 16



### them to submit detailed budgets along with estimated savings and implementation

schedules . All new programs will be competitively bid through an RFP process. The cost for incremental internal management a nd third party evaluation, measurement and verification activities, and future plan development is included in the cost of the Plan. It is anticipated that these costs will not exceed ten percent of the total costs for the Plan.



## Potential Job Creation

To c apture the full economic impacts of the investments in energy efficiency , three separate effects (direct, indirect, and induced) must be examined for each change in expenditure. The sum of these three effects yields the total effect resulting from a single expenditure.

 The direct effect refers to the on

- site or immediate effects produced by expenditures. In the case of installing energy efficiency upgrades in a home or business, the direct effect is the on

- site expenditures and jobs of the

construction or trade contractors hired to carry out the work.

 The indirect effect refers to the increase in economic activity that occurs when a contractor or vendor receives payment for goods or services delivered and is able to pay others who support their businesses. This includes the equipment manufacturer or wholesaler who provided the new technology. It also includes the bank that provides financing to the contractor, the vendor’s accountant, and the building owner where the contractor maintains its local offices.

 T he induced effect derives from the change in spending that energy efficiency investments enable. Businesses and households are able to meet their energy, heating, cooling, and lighting needs at a lower total cost, due to efficiency

investments. This lower cost of doing business and operating households makes greater wealth available for businesses and families to spend or invest in other goods and services such as food, clothing, entertainment, or marketing (in the case of businesses).

Table 8 shows the total number of potential jobs

— direct, indirect, and induced

— that

are estimated would be created from investin g $ 4 41.4 m illion in electric energy efficiency and peak demand reduction in AEP Ohio customer homes and bu sinesses in

20 15 through 201 9 . AEP Ohio estimates the number of jobs in Table 8

. 6 

### On average, based on this analysis

, one job potentially will be created for appro ximately $ 100 ,000 in spending.

6 Job creation estimates based on data from Green Recovery: A Program to Create Good Jobs and Start Building a
Low

- Carbon Economy, pages 9 and 27, Political Economy Research Institute, University of Massachusetts at
Amherst, http://www.americanprogress.org/issues/2008/09/pdf/green_recovery.pdf2015 to 2019 EE/PDR Plan 17 

### Table 8 . Number of Jobs Created (2015 through 2019)

201 5 to 201 9 Direct Indirect Induced Total

Jobs Created 1,950 1,450 975 4,375



## E.7 Benefit

- Cost Analysis, Net Benefits and Bill Impacts

Energy efficiency measures were evaluated with respect to each of the four standard

benefit

- cost tests : 7



###  Participant T est (PCT) : Measures are cost effective from this perspective if the reduced electric costs to the participating customer from the measure exceed the

after

- incentive cost of the measure to the customer

.

 Utility (or program administrator) (UCT ) C ost T est : Measures are cost effective from this perspective if the costs avoided by the measures’ energy and demand savings are greater than the utility’s EE/PDR program costs to promote the measure, including cu stomer incentives.

 Ratepayer Impact M easure (RIM ) T est: Measures are cost effective from this perspective if their avoided costs are greater than the sum of the EE/PDR program costs and the “lost revenues” caused by the measure.

 Total Resource C ost (TRC ) T est: Measures are cost effective from this perspective if their avoided costs are greater than the sum of the measure costs and the EE/PDR program administrative costs.

In line with standard industry practice and PUCO rule

, AEP Ohio used the TRC test to guide which EE/PDR programs to include in the Plan

. Most measures passed the TRC test. The

Plan of EE/PDR programs in the Plan are cost effective by industry standards

.

7 California Public Utilities Commission. California Standard Pract ice Manual Economic Analysis o f Demand

- Side Programs a nd Projects , October 2001, http://drrc.lbl.gov/pubs/CA

- SPManual

- 7

- 02.pdf

.2015 to 2019 EE/PDR Plan 18



### Table 9 presents the overall benefit cost ratios for the consumer sector, the business
sector, and the overall Plan including all costs from cross

- sector and other activities

.

Table 9 . Cost

- effectiveness Ratios

– 2015 to 2019

Consumer Sector Total

Resource

Cost Test (TRC) U tility

Cost Test (UCT) Participant

Cost Test (PCT) Rate Impact

Measure Test (RIM)

Appliance Recycling 2.3 2.3 7

. 7 0. 4
Behavior Change 1.2 1.2 0.0 0. 3
Community Assistance 0.8 0.6 3

. 0 0. 3

e3smart 3.0 6.1 8

. 0 0. 5

Efficient Products 1. 7 3

. 8 4

. 0 0

. 5

In

- Home Energy 1.2 1.5 3

. 4 0. 4

New Home 1.4 3.6 3

. 0 0. 5

Consumer Sector

Total 1.6 2. 6 4 .0 0. 4

Business Sector Total

Resource

Cost Test (TRC) Utility

Cost Test (UCT) Participant

Cost Test (PCT) Rate Impact

Measure Test (RIM)

New Construction and Major Renovation 2.6 5.8 4 .4 0.7

Continuous Energy Improvement 1.2 3.7 2

. 3 0.5

Process Efficiency 2.8 7.6 3. 6 0.9

Data Center 1.2 2.8 2

. 8 0.5

Bid to Win 1.2 1 0

. 6 1. 5 0.8
Express 1.5 3.5 3 .3 0.5

Efficient Products for

Business 1.7 5.4 2

. 6 0.7

Re tro

- Commissioning 1.2 4.5 1. 7 0.7

Self

- Direct 3.3 6. 7 5.1 0.8
Multifamily 1.2 1.7 4.4 0. 4
CHP/WER 1.2 18.1 1.2 1.0

Business Sector

Total 1. 6 6. 6 2.2 0.8

Plan Total (includes Other Costs) Total

Resource

Cost Test (TRC) Utility

Cost Test (UCT) Parti cipant

Cost Test (PCT) Rate Impact

Measure Test (RIM)

1. 6 4. 6 2.6 0 .7



## Projected Net Benefits

The formulas used to determine the net benefits for each benefit

- cost test are provided

in Table 10

. After a ll tests are evaluated by calculating the net present values over the lifetimes of the measures covered by the 20

- year planning horizon . The total net2015 to 2019 EE/PDR Plan 19



### benefits for each benefit

- cost test for the 201 5

- 201 9 EE/PDR Plan are calculated by subtracting the value(s) in th e denominator of each formula from the value(s) in the numerator. For example, subtracting both Administrative Costs (B) and Incentive Costs (C) from the Avoided Costs (A) results in the the UCT net benefits.

Table 11 presents the present value costs for the 201 5

- 201 9 EE/PDR Plan. The Avoided Costs (A) and Bill Reductions (E) result from energy savings and are valued as benefits. The Administrative Costs (B), Incentive Costs (C), and Technology Costs (D) are value d

as costs.

Table 10 . Benefit

- Cost Test Formulas

Cost Test Formula Key of Terms

Utility Cost Test (UCT) UCT = A / (B + C) A = PV Avoided

Costs D = PV Technology

Costs

Participant Cost Test (PCT) PCT = (C + E) / D B = PV

Administ rative

Costs E = PV Bill

Reductions

Rate Impact

Measure Cost Test (RIM) RIM = A / (B + C + E) C = PV

Incentive Costs PV = Present

Value

Total Resource Cost Test (TRC) TRC = A / (B + D)



### Table 11 . Present Value Costs

– 2015 to 2019 (2015$)

PV Avoided

Costs (A) PV Administrative

Costs (B) PV Incentive

Costs (C) PV Technology

Costs (D) PV Bill

Reductions (E)

$1,711,817,207 $137,105,377 $240,154,491 $959,552,030 $2,245,373,773



### Utilty Cost Test (UCT) indicates how much utilt y costs will decrease due to the projected EE/PDR programs. The UCT examines the EE/PDR costs and benefits from the AEP Ohio’s perspective. The UCT allows AEP Ohio to evaluate EE/PDR benefits and costs on a comparable basis with supp l y

- side investments. A positive UCT indicates the total EE/PDR costs to save energy are less than the AEP Ohio’s costs to deliver the same amount of power though new supply side resources. The net benefits from the

UCT is the reduction in supply costs to AEP Ohio due to reduced energy consumption.

Participant Cost Test (PCT) examines the costs and benefits from the perspective of the customer installing the EE/PDR measures. The PCT shows how much the EE/PDR program participants are projected to save over the life of the meaures installed

.

Rate Impact Measure Test (RIM) indicates how much AEP Ohio’s rates are projected to increase or decrease over the long term as a result of the EE/PDR2015 to 2019 EE/PDR Plan 20



### measures installed. Unlike typical supply

- side investments, EE/PDR programs reduce enegy sales . It is also important to consider whether rates overall will increase more or less by installing EE/PDR measures than new supply side resources over the long term

.

Total Resource Cost Test (TRC) shows how much more or less energy efficiency

resources cos t compared to new supply

- side electricity resources in the AEP Ohio

se r vice area. Unlike other cost tests, the TRC does not take the view of a class of stakeholders. The TRC test is essentially the “all ratepayer” test. The TRC is similar to the UCT except that the TRC considers the full cost of the measure itself rather than only the portion covered by the incentive paid by AEP Ohio.

Table 12 presents the cost test results in terms of net present value (NPV) net benefits based on the projected 201 5 to 201 9 EE/PDR programs. A positive value indicates cost savings, while a negative value indicates increased costs.

Table 12 . Costs Tests

– Net Present Value Net Benefits

– 2015

- 2019 ( 2015 $mill ion )

Consumer Sector Total

Resource

Cost Test (TRC) Utility

Cost

Test (UCT) Participant

Cost Test (PCT) Rate

Impact

Measure

Test (RIM)

Efficient Products $100.9 $179.3 $384.4 ($283.5)

In

- Home Energy $4.4 $9.3 $39.9 ($35.4)

Appliance Recyclin g $14.9 $14.9 $53.4 ($38.5)

Behavior Change $0.4 $0.4 $5.2 ($4.8)

New Home $10.7 $25.7 $41.7 ($31.0)

E3smartTM $9.8 $12.4 $26.2 ($16.4)

Community Assistance ($5.5) ($12.9) $43.9 ($49.4)

Consumer Sector Total $135.7 $229.1 $594.7 ($459.0 )

Business Sector Total

Resource

Cost Test (TRC) Utility

Cost

Test (UCT) Participant

Cost Test (PCT) Rate

Impact

Measure

Test (RIM)

Efficient Products for Business $150.2 $288.3 $295.1 ($144.9)

Process Efficiency $155.7 $208.5 $179.5 ($23.8)

New Construction and Major

Renovation $63.5 $85.0 $116.5 ($53.0)

Express $23.4 $49.3 $89.4 ($66.0)

Self Direct $25.4 $30.8 $35.8 ($10.4)2015 to 2019 EE/PDR Plan 21 Retro

- Commissioning $2.2 $9.6 $7.2 ($5.0)

Continuous Energy Improvement $8.3 $36.4 $54.1 ($45.7)

Bid to Win $26.2 $134.9 $65.2 ($39.1)

Data Center $3.7 $12.7 $26.1 ($22.5)

Combined Heat and Power and Waste Energy Recovery $50.0 $275.2 $40.5 $9.5

Multifamily $2.4 $6.6 $21.5 ($19.1)

Business Sector Total $510.9 $1,137.3 $930.9 ($420. 0)

Plan Total (includes O ther

C osts) TRC UCT PCT RIM

$615.2 $1,334.6 $1,525.2 ($910.8)



### Table 13 shows the projected UCT results by program by year for 2015 to 2019.

Table 13 . Utility Cost Test (UCT)

– Net Present Value Net Benefits ( 2015 $million )

Consumer Sector 2015 2016 2017 2018 2019 2015

- 2019

Total

Efficient Products $39.7 $37.7 $35.7 $33.7 $32.5 $179.3

In

- Home Energy $1.9 $1.8 $1.9 $1.9 $1.9 $9.3

Appliance Recycli ng $3.3 $3.0 $2.9 $2.9 $2.8 $14.9

Behavior Change $0.0 $0.1 $0.1 $0.1 $0.1 $0.4

New Home $5.3 $5.2 $5.8 $5.3 $4.2 $25.7

e 3smart SM $2.7 $2.6 $2.4 $2.4 $2.3 $12.4

Community Assistance ($3.1) ($2.9) ($2.9) ($1.9) ($2.1) ($12.9)

Co nsumer Sector Total $49.8 $47.4 $45.9 $44.3 $41.7 $229.12015 to 2019 EE/PDR Plan 22

Business Sector 2015 2016 2017 2018 2019 2015

- 2019 Total

Efficient Products for

Business $60.3 $58.2 $57.3 $57.5 $55.0 $288.3

Process Efficiency $46.2 $42.9 $42.9 $39.7 $36.8 $2 08.5

New Construction and Major Renovation $17.2 $18.5 $17.6 $16.6 $15.0 $85.0

Express $10.5 $11.0 $10.1 $9.3 $8.4 $49.3

Self

- Direct $6.7 $6.0 $6.4 $6.4 $5.2 $30.8

Retro

- Commissioning $1.8 $1.9 $2.0 $2.1 $1.9 $9.6

Continuous E nergy Improvement $7.2 $8.4 $8.2 $7.2 $5.4 $36.4

Bid to Win $29.8 $29.5 $27.8 $26.2 $21.5 $134.9

Data Center $3.3 $2.8 $2.5 $2.3 $1.8 $12.7

Combined Heat and Power and Waste Energy Recovery Not presented. $275.2

Multifamily $1.2 $1.6 $1.4 $1.3 $1.1 $6.6

Business Sector Total $184.3 $180.9 $176.1 $168.5 $152.3 $1,137.3

Plan Total (includes

O ther C osts) 2015 2016 2017 2018 2019 2015

- 2019 Total

$226.0 $220.2 $213.9 $204.8 $185.9 $1,334.6



## Projected Electric Bill Red uctions

The projected reductions in electric bills for participants in each consumer and business sector program over the life of the measures installed during 201 5 to 201 9 is approximately $ 1 .5 b illion. This amount includes the Plan cost of the program s.

The next section discusses the approach to estimating EE/PDR potential , along with an overview of EE/PDR Potential results for 20 15 to 20 34, and then pr ogram plans are presented

, followed by conclusions and recommendations.2015 to 2019 EE/PDR Plan 23



## E.8 2015 to 2034 EE/PDR Sa vings Potential Analysis

AEP Ohio’s program Plan was developed by incorporating elements of the most

successful energy efficiency and peak demand reduction programs across North

America many of which are already being delivered by AEP Ohio, into program pl ans designed for the Ohio market and AEP Ohio customers in particular. AEP Ohio used a benchmarking process to review the selected programs, with a focus on successful AEP
Ohio and other programs in the Midwest to help shape th is Plan

.

As detailed in Figure 3 there are four major types of EE/PDR potential:

1. T echnical potential for all technologies

.
2. E conomic potential, the amount of EE/PDR available that is cost effective

.
3. A chievable potential, the amount of EE/PD R available under current market

conditions and available investments

.

4. P rogram potential, the amount of EE/PDR available given limited resources, available time and duration of the efficiency program planning period.

AEP Ohio’s EE/PDR Action Plan is focu sed on capturing cost

- effective program potential in its service territory while achieving SB 221 requirements for 201 5 to 201 9

. Most

e nergy efficiency measures that were known not to be cost

- effective were pre

- screened

and eliminated from all potential sc enarios . Some measures not cost

- effective were included as part of an overall program delivery strategy for high customer satisfaction and participation.

Figure 3

. The Four Stages of Energy Efficiency Potential

Source: Reproduce d from “Guide to Resource Planning with Energy Efficiency November 2007”

, US EPA. Figure 2

- 1

.2015 to 2019 EE/PDR Plan 24



### AEP Ohio undertook the EE/PDR potential study with the following key tasks:

 Conduct a baseline market profile study, which included conducting telephone

surveys and on

- site surveys with random samples of AEP Ohio’s residential and

non

- residential customers. The telephone surveys collected information on customers’ awareness of AEP Ohio programs and energy efficiency measures, as well as customers’ energy efficient equipment decision making criteria. The on

site surveys conducted detailed inventories of customers’ energy using equipment, as well as building shell characteristics.

 Develop baseline consumption profiles, a nd develop initial building simulation

model s pecifications

.

 Characterize the EE/PDR measures

.

 Conduct an EE/PDR benchmarking and best practices analysis

.

 Conduct benefit

- cost analysis (discussed in Section E.7).

 Estimate EE/PDR potentials

.

 Develop EE/PDR program plans

.

A summary of e ach of these ta sks follows

.



## Baseline Market Assessments

AEP Ohio conducted a baseline study of the residential market segments in 2013 to characterize AEP Ohio’s service territory in terms of customer numbers, age and size of household and housing stock, key building cha racteristics, saturation of efficient technologies, and customer awareness of and decision making about efficient options

. Appendix A in Plan Volume 2 includes detailed baseline survey results.



## Baseline Consumption Profiles and Simulation Model Specificati ons

Segment

- level commercial and industrial sales data delivered by AEP Ohio provide a good starting point to determine customer energy use in broad end

- use categories, such as lighting, heating, and cooling. These profiles were the calibration points in

d eveloping hourly computer models of energy consumption. With building characteristics from the baseline study, the models were used to estimate savings from EE/PDR measures.

The derivation of the residential electricity market profile relied on monthly c onsumption data and benchmark monthly profiles of end uses to derive annual electricity consumption for seasonal and non

- seasonal uses. The starting point in this exercise was2015 to 2019 EE/PDR Plan 25



### the AEP Ohio system

- level residential electricity consumption by month for 2012

- 2013

. The household total electricity consumption by month was calculated from this data. There are four seasonal end uses that were tabulated (heating, cooling, hot water, and lighting) in addition to the non

- seasonal end uses (includes appliances, plug l oads, and other). Results of the baseline study were used for technology saturation data.



## Characterizing EE/PDR Measures

Characterization of EE/PDR measures requires:

 Estimating the baseline energy consumption for each end

- use (heating, cooling, cooking, hot water, etc.) o r unit energy consumption (UEC )

.

 Estimating the incremental savings from each measure

– improving from the baseline to the new technology

.

 Determining the incremental costs and lifetimes for each of the new technologies

.

In addition, th e baselines must consider that different classes of buildings have different penetrations of technologies, such as existing homes compared to new construction.

A combination of approaches to characterize the EE/PDR measures was used for this study. F or EE/ PDR measures having impacts that do not vary with climate, data was

used fr om several different sources, including: ongoing AEP Ohio programs, the 201 3

residential and baseline stud y , the Ohio Statewide TRM for climate

- dependent measures, and engineering e stimates, as well as publicly available and wel l

- respected

sources, such as the California Database o n Energy

- Efficiency Resources (DEER )

database . The approach adjusted the DEER energy and demand impacts for AEP Ohio’s customer operating parameters as nec essary based on the local weather. In addition to using data from ongoing AEP Ohio programs, or the draft Ohio Statewide TRM f or climate

- dependent measures, the analysis used a combination of building simulation modeling and engineering estimates specifica lly developed for AEP Ohio to estimate EE/PDR measure per unit savings.

For EE/PDR measure costs, in addition to using data from ongoing AEP Ohio programs or the draft Ohio Statewide TRM for climate dependent data, AEP Ohio primarily used

the California DEER database, adjusted by geographic multiplier factors from industry sources, such as the RS Means Mechanical Cost Data. 8 

### A variety of sources were used to establish measure lifetimes, including, ongoing AEP Ohio programs, the draft Ohio Statewide TRM, m anufacturer data, typical economic depreciation assumptions, and the

California DEER database. Appendix C in Plan Volume 2 provides detailed measure descriptions and characterizations.

8 http://rsmeans.reedconstructiondata.com/2015 to 2019 EE/PDR Plan 26



## EE/PDR Benchmarking and Best Practices Assessment

To ensure that the de mand side management ( DSM ) potential estimates develop ed are reasonable and appropriate, and to identify the best practices of DSM programs, AEP
Ohio conducted a benchmarking assessment on other utilities’ DSM programs, in Ohio and in neighboring states, t hat have similar DSM requirements and Plan s and available

data about them . To identify common best practices of top performers, the analysis

compare d detailed program results by customer sector of those utilities identified as achieving high levels of DSM savings for below

- median costs.

Table 14 shows the 2 01 2 and 2013 median EE/PDR benchmarking data for AEP Ohio and eleven other Midwest utilities, including overall spending, savings, costs, and energy costs. Appen dix B in Plan Volume 2 provides more benchmarking results.

Table 14 . 2012 EE/PDR Benchmarking Data

Spending

as
Percent
of

Revenue Energy

Savings

as
Percent
of

Sales Peak

Demand Savings as

Percent of

Peak

Demand Retail

Cost of

Ene rgy $/kWh Cost of First

Year Savings (1)

$/kWh $/kW

All Region Median 2012 1.2 % 1.2 % 0.8 % $0. 11 $0.1 0 $ 671

AEP O hio 2012 1.2 % 1.1 % 0. 7 % $0.0 9 $0. 10 $ 688

AEP O hio 2013 (2) 1.7 % 1.3 % 1

. 0 % $0.0 8 $0. 10 $ 642

(1) Note: Cost of First Year Savings is not com parable to a supply

- side investment and is only used to compare programs and Plan s at a high level for reasonableness of cost. (2) AEP Ohio 2013 results have not been evaluated.



### For 20 12 , the utilities with the largest relative energy savings and below

- media n costs achieved energy savings at about 1.4 percent of annual sales. The utilities with the largest relative peak demand savings and below

- median costs saved about 1.1 percent of peak demand. AEP Ohio saved more than the median amount of savings from the

utilities’ benchmarked in 20 12 and 2013 , and AEP Ohio’s program costs were lower than the median program costs.



## EE/PDR Program Potentials

AEP Ohio developed estimates of EE/PDR measure potentials in terms of technical, economic, and “achievable” potential (the program results that are realistic for

AEP Ohio to achieve through cost

- effective EE/PDR programs). Economic potential was estimated using the TRC test as described above as the economic “screen” to apply to technical potential estimates in order to d etermine whether the measures are “cost

effective” or not , and inform which measures were to be included or excluded

.2015 to 2019 EE/PDR Plan 27



### Achievable EE/PDR market potential estimates the amount of EE/PDR potential that could be captured by realistic EE/PDR programs that inc lude cost effective EE/PDR measures over the forecast period covered by this EE/PDR potential analysis. Achievable EE/PDR potential can vary with EE/PDR program parameters, such as the magnitude of rebates or incentives offered to customers for installing EE/PDR measures and, thus, many different scenarios can be modeled.

To estimate achievable potential, a computer model was used to estimate conversion rates from inefficient products to more efficient products for retrofit and replacement measures, as wel l as installation rates in new buildings for new construction markets. These conversion, replacement, and new construction penetration rates are based on

AEP Ohio’s and other utilities’ actual experiences with these types of programs.

AEP Ohio developed tw o achievable potential estimates:

1. A base case or expected EE/PDR potential estimates. These estimates assume that adequate funding is available to achieve the EE/PDR potentials and that

AEP Ohio is able to achieve “best practice” EE/PDR program performance over the short term, from 201 5 to 201 9

.
2. A high case estimate based on the experience of the best of the best utilities’ EE/PDR program results, to meet the SB 221 requirements over the long term, through 203 4

.

The Plan’s Business Sector will achieve great er energy and demand savings than the base case scenario. As a result, the overall Plan is projected to achieve energy and demand savings above the Base Case.



## EE/PDR Potential Results

The cumulative annual EE/PDR potential savings (Base Case Scenario Marke t Potential)

in 203 4 is estimated to be approximately 1 0.3 thousand GWh at meter, about

2 4 percent of forecast baseline sales, and approximately 1, 6 70 MW at meter, about

1 9 percent of baseline peak summer demand, as shown in Table 15

. Table 15 also

p resents the projected savings in 203 4 for the technical, economic, and high market potential scenarios.

These results assume a net

- to

- gross impact ratio of 1.0 whereby free rid ership is assumed for this analysis to be offset by spillover impacts. The Base Case market potential meets the SB 221 savings targets over the short term, from 20 15 to 201 9

. Note that in 2019, AEP Ohio is utilizing its banked savings to reach the 2 percen t benchmark requirement, so the potential study assumes a 1 percent requirement. The high case market potential meets the SB 221 cumulative savings targets over the long term, through 203 4

. Unless already specified for a particular measure, t he Base Case

m arket pot ential includes incentives at 50 percent of incremental measure costs. The High Case market potential includes incentives at 75 percent of incremental measure2015 to 2019 EE/PDR Plan 28



### costs in most instances for each measur e, unless the existing incentive was greater

than 75 percent . Appendix A in Plan Volume 2 provides detailed EE/PDR potential study

results.

Table 15 . Projected Cumulative Annual Savings at Meter and Costs

– 2034

Potential

Scenario Cumulative Annual

Gross E nergy Savings at Meter (203 4 ) (1) Cumulative Annual

Gross Summer Peak Demand Savings at Meter (203 4 ) (1) Total Cost (Energy Efficiency Only) (2)

Sector GWh Percent of

203 4

F orecast

S ales MW Percent of

203 4

Forecast

Sales 20 Year

Cost (201 5 to 20 3 4 ) ( million 201 5 $ )

Residential

Technical 5,750 41.1% 1,409 38.5%

-

Economic 3,626 25.9% 914 25.0%

- High Case 4,090 37.7% 723 22.4% $1,2 03

Base Case 2, 549 1 8

. 2 % 4 59 1 2

. 6 % $ 694

Commercial and Industrial (does not include Agricultural or CHP/WER)

Tec hnical 20,232 70.3% 2,982 60.1%

-

Economic 18,656 64.8% 2,942 59.3%

- High Case 11,825 45.6% 1,822 40.5% $1,847

Base Case 7,7 2 7 26. 8 % 1,2 11 24. 4 % $9 94

Total

Technical (3) 28,107 65.7% 4,820 55.9%

-

Economic 22,283 52.1% 3,856 44.7%

- High Case 15,91 5 37.2% 2,545 29.5% $3,094

Base Case 10, 276 24.3% 1,6 70 19. 4 % $1,68 8

(1) Savings are not projected for Research and Development, Education and Training

, Targeted Advertising

, D emand Response

. For comparative purposes, s avings are not included for Agricul tural or Combined Heat and Power / Waste Energy Recovery . AEP Ohio also will conduct program evaluation and other essential program support functions, such as compliance and reporting, database management, contracting and payables, and Plan cost

- benefit an alysis. (2) Other Costs include support and other services, including Research and Development, General Education and Training, Targeted Advertising , and Demand Response

, etc

. (3) Total technical potential includes codes and standards

.



### Figure 4 and Figure 5 show the cumulative annual energy and summer peak demand savings in 20 3 4 for each of the f our potential analysis scenarios.2015 to 2019 EE/PDR Plan 29 

### Figure 4 . Cumulati ve Annual GWh Energy Savings in 203 4

Note: Savings are not projected for Research and Development, Education and Training

, Targeted Advertising

, Demand Response

. For comparative purposes, s avings are not included for Agricultur al or Combined Heat and Power / Waste Energy Recovery . AEP Ohio also will conduct program evaluation and other essential program support functions, such as compliance and reporting, database management, contracting and payables, and Plan cost

- benefit analy sis. Total technical potential includes codes and standards

.



### Figure 5 . Cumulative Annual Summer Peak MW Demand Savings in 2034

Note: Savings are not projected for Research and Development, Education an d Training

, Targeted Advertising

, Demand Response

. For comparative purposes, s avings are not included for Agricultural or Combined Heat and Power / Waste Energy Recovery . AEP Ohio also will conduct program evaluation and other essential program support2015 to 2019 EE/PDR Plan 30

fun ctions, such as compliance and reporting, database management, contracting and payables, and Plan cost

- benefit analysis. Total technical potential includes codes and standards

.



### Figure 6 and Figure 7 show the cumulative Market Potential 9 

### as a percent of the Economic Potential for EE/PDR.

Figure 6 . Market Potential Annual Energy Savings at Meter as Percent of

Economic Potential in 203 4

Note: Savings are not projected for Research and Development, Education and Training

, Targeted Advertising

, Demand Response

. For comparative purposes, s avings are not included for Agricultural or Combined Heat and Power / Waste Energy Recov ery . AEP Ohio also will conduct program evaluation and other essential program support functions, such as compliance and reporting, database management, contracting and payables, and Plan cost

- benefit analysis. Total technical potential includes codes and standards

.



### Figure 7 . Peak Demand Savings at Meter as Percent of Economic Potential in

2034

Note: Savings are not projected for Research and Development, Education and Training

, Targeted Advertising

, De mand Response

. For comparative purposes, s avings are not included for Agricultural or Combined Heat and Power / Waste Energy Recovery . AEP Ohio also will conduct program evaluation and other essential program support

9 Defined here as the potential achievable in real

- world market risk situations.2015 to 2019 EE/PDR Plan 31

functions, such as compliance and repor ting, database management, contracting and payables, and Plan cost

- benefit analysis. Total technical potential includes codes and standards

.



## E.9 Overview of Program Plans

The overview of the Plan presented here is to provide a sense of scope and scale and to convey the general schedule and resources needed to increase participation in the

various markets in which AEP Ohio will operate the programs. The plans for newly

proposed programs developed are based on best

- practice programs and the experience gained by AEP Ohio through its 2012

- 2014 Plan, with the strategic concepts outlined.

The se program plans are proposed as guidelines for more detailed program planning. An update is presented for ongoing programs

, along with proposed program

modifications that wer e approved in the 2012

- 2014 EE/PDR Action Plan.

Overall, the Plan covers a broad range of demographic, business, facility and end

- use markets. AEP Ohio’s Plan can be divided into consumer, business and cross

- sector

, with utility administrative functions providing support across all program areas. AEP Ohio will maintain as part of its function s the education and training , advertising, and research and development bu dgets.



## Consumer Sector

AEP Ohio currently offers seven consumer (residential) sector progra ms:

 Efficient Products

– This program produces long

- term electric savings by increasing the market share of efficien t lighting and appliances through price markdowns, coupons and rebates.

 Appliance Recycling

– This program permanently removes operable sec ond refrigerators and freezers and primary refrigerators and freezers that have been replaced by recycling them in an environmentally safe manner

.

 In

- Home Aud it

– This program provides custom, prioritized recommendations on appropriate weatherization meas ures and the installation of high

- efficiency lighting, appliances, HVAC and other equipment based on an in

- home audit (all electric only), in

- home assessment or online energy survey of a customer’s single family o r multifamily home

. Free energy saving item s such as CFL light bulbs and electric water heater measures (e.g., low

- flow shower head , faucet aerators, pipe wrap), are installed or provided to participating customers. Joint program delivery with other local gas utilities is under consideration

.

 Behav ior Change

– This program provides tips that are relevant to a customer’s home and provides an estimate on how much electricity and money they may save by implementing suggested energy efficiency measures and changing energy usage behaviors.2015 to 2019 EE/PDR Plan 32



###  New Home

– Thi s program produces long

- term electric energy savings by affecting the construction of single family homes, duplexes and multifamily housing to meet select ENERGY STAR ® 

### efficiency standards on insulation, HVAC, water heating, appliances, lighting, windows, doors and other quality

construction measures.

 e 3 

### smart SM 

### school program

– This energy efficiency education program is for students of schools served by AEP Ohio and the curriculum is designed to meet national and state science standards for grades 5

- 12 . St udents take home energy efficiency measures and install them as part of the learning experience.

 Community Assistance Program or CAP

– This program generates energy savings for residential low

- income customers through the installation of a wide range of w eatherization upgrades and base load electric measures. Qualified customers must be at or below 200 percent of the federal poverty level . Typically these customers are eligible for an energy assistance program such as Home Energy Assistance Program (HEAP), Percentage of Income Payment Plan (PIPP) or Home Weatherization Assistance Program (HWAP).



## Business Sector

AEP Ohio currently offers ten business (nonresidential) sector programs:

 Efficient Products for Business (previously Prescriptive)

– This program is based on a menu of standardized incentives for high efficiency lighting, heating, ventilation, and air conditioning (HVAC), motors, drives and refrigeration.

 Process Efficiency (previously Custom)

– This program provides i ncentives for qualifying effic iency improvements not included in the Efficient Products for

Business Program or other AEP Ohio Programs.

 New Construction

– This program provides incentives for new construction and major renovation to exceed current building energy code requirements.

 S elf

- Direct

– This program is available to capture retrospective energy savings from large mercantile customers with the capability to administer internal energy management efforts of their own

. It allows submittal of energy saving projects

from the last th ree years.

 Demand Response

– This program is used to supplement the peak demand

reductions achieved from energy efficiency programs in order to ensure the peak demand reduction benchmark requirements of SB 221 are met.

 Express

– This program provides a str eamlined, one

- stop, turn

- key service for small business customers and is delivered through a program implementer

.

 Retro

- commissioning

– This program for medium and large customers provides assessments to identify and implement low

- cost, operational2015 to 2019 EE/PDR Plan 33



### adjust ments that improve the efficiency of existing buildings’ operating systems by optimizing the systems to meet the building’s requirements, with a focus on building control s and HVAC systems.

 Continuous Energy Improvement (previously Continuous Improvement)

– This program is for large customers that consume significant amounts of energy. It is designed to engage co rporate management to create a sustainable culture and planned actions to reduce energy use long term.

 Bid to Win (previously Energy Efficiency Au ction)

– This program is for business

customers in the capital plannin g process considering large potential energy efficiency projects, or for aggregators of customer energy efficiency projects

. The program will also be an input into annual incentive level pricing for other business programs based on auction results.

 Data Center

– This program provides for energy savings opportunities for new and existing data centers of all sizes from data closets to enterprise class

centers

.



## C ross - Sector Activities and Ot her Programs

AEP Ohio currently offers f ive cross

- sector activities/programs and proposes to continue these efforts during the Plan period :

 Education and Training

– This program will coordinate AEP Ohio’s efforts to

create customer , marketer, contractor a nd supplier awareness for the programs and the proper installation of measures , enhance demand and educate

customers on energy efficiency

.

 Targeted Advertising

– This program is designed to build customer awareness

of energy efficiency in support of AEP Oh io EE/PDR programs and also to encourage market transformation in support of AEP Ohio’s commitment and key goals in this Plan

.

 gridSMART Enabled EE/PDR Savings

– This activity provides energy savings achieved from this project.

 T&D Loss Reduction Projects (formerly T&D and Internal System Efficiency Improvements)

– This activity provides energy savings from AEP Ohio T&D projects that reduce losses on its system, thereby saving energy and demand.

 Research and Development

– The program objective is to identi fy and develop new energy efficient technologies, programs and marketing approaches to capture cost effective energy and demand savings

.

AEP Ohio proposes four new cross

- sector programs:2015 to 2019 EE/PDR Plan 34



###  Multi

- F amily

– This pilot program provides both consumer (tenant) a nd business (common areas) customers with energy savings opportunities and implementation of cost effective measures to existing and new construction buildings.

 Combined Heat and Power and Waste Energy Recovery or CHP/WER

– This program is primarily for l arge high efficiency CHP/WER projects, now allowable through the passage of SB 315. The program provides performance based funding or supports EE/PDR rider exemptions for CHP/WER projects that meet all PUCO and AEP Ohio requirements.

 T&D Customer Efficienc y Projects

– These projects provide direct energy savings through the implementation of high efficiency technologies that reduce customer energy costs. Two projects included in this Plan are Volt Var and LED Street and Outdoor Lighting.

 Customer Power Fact or – This program provides customers with specific technology measures that can be implemented to improve power quality and to produce energy measure and demand savings within the customers’ facilities.



## E.10 Plan Implementation

AEP Ohio plans to continue i mplement ing the proposed Plan through a combination of

in

- house utility staff and competitively selected third

- party implementation contractors. For newly

- proposed programs, AEP Ohio may issue request for proposals (RFP) to qualified firms for the program delivery

. Implementation contractors are eligible to respond to any or all of the RFPs. From start to finish, AEP Ohio anticipates the process of issuing RFPs, evaluating responses and negotiating contracts along with associated
program start

- up time will result in 20 15 launch date s for most newly

- proposed

programs. R emaining programs needing longer preparation times will begin on an extended schedule

. For existing programs, AEP Ohio may issue RFPs or re

- negotiate contracts with existing implementation cont ractors. AEP Ohio plans to issue RFPs for all contractors that have been in place for two previous approved Plan periods.



## E.11 Evaluation, Measurement and Verification

Program evaluation, measurement, and veri fication ( EM&V) activities are central to the

s uccess of AEP Ohio’s Plan and will be used to verify program savings impacts and monitor program performance. These activities serve as a way to determine the actual program level savings being delivered and to maximize energy efficiency and peak

demand re duction investments.2015 to 2019 EE/PDR Plan 35



### Effective EM&V ensures that expected results are measurable, achieved results are robust and defensible, program delivery is effective in maximizing participation, and the

overall Plan is cost

- effective.



## Framework for Evaluation

Appr opriate EM&V requires that a framework be established that encompasses both planned EM&V efforts and data collected as part of program implementation. This section provides an overview of the monitoring, verification, and evaluation efforts

recommended. Th e basic requirements and approaches for planning program

- specific evaluations, including the allocation of funds across evaluation efforts, also are discussed in this section. Importantly, EM&V efforts evolve over time and change as programs move from init ial roll

- out with few participants to full

- scale implementation.

All significant evaluation activities will be conducted by third

- party evaluation consultants. Impact evaluations are most often performed by organizations independent

of those r esponsible f

or designing and implementing programs to ensure objectivity. Process evaluations and market effects studies typically also are prepared by independent evaluators, but process evaluations in particular are used less to verify performance than to help impro ve performance and, as such, require active participation by the program administrator/implementer.



## Approach to Evaluation

The overall evaluation approach is based on an integrated cross

- disciplinary model that includes evaluators as members of “project te ams” involved in the various stages of program planning, design, monitoring and evaluation. This is a very cost

- effective method that has been very successful for AEP Ohio over the last six years.

The t iming of EM&V activities and reporting can have a s ignificant effect on the accuracy and usefulness of findings. Data collection done months or years after a program intervention can be weakened by fading memories, lost data, and confounding events that have happened in the intervening time. EM&V reports t hat come well after program intervention can arrive too late to provide input at key program implementation stages.

EM&V plans are designed to mitigate these problems. The process by which this is done is to integrate select data collection within the pr ogram implementation process and to provide near real

- time feedback on key indicators of program progress. EM&V processes that take an “integrated data collection” (IDC ) approach to planning seek out opportunities in the program implementation process wher e evaluation data can be collected efficiently, cost

- effectively, accurately, and produce timely results. One example is program application forms , where programs can collect comparable data in standard formats across programs . Of course, this approach wil l be highly dependent of2015 to 2019 EE/PDR Plan 36



### the program design and the points where the program interacts with the customer or trade ally.

The IDC approach requires the EM&V and implementation staff to work closely together to develop a protocol for collecting data as part of the standard program implementation practices and customer correspondence associated with the program. It also is important for the program implementation staff to see successful M&V as part of their responsibility; i.e., the program will get credit for the savings that can be verified and program implementers can have a dramatic influence on how accurately this in

field verification can be accomplished.

The IDC protocol garners participant feedback in near real

- time to support process, market, and imp act analyses. Examples include exit surveys with training participants designed by evaluation staff, but administered by program implementation staff: evaluation inputs on program application forms so key baseline data is collected before existing equipmen t is replaced, and regular transfer of program data to evaluators, so

follow

- up surveys can be implemented soon after program participation Figure 8 shows the program evaluation cycle.

Figure 8 . Steps of the EM&V P rocess

Approximately three percent of overall Plan program costs will be allocated to the following activities, further described in the following sections:

 EM&V

- related activities

.

 Project savings verification and due diligenc e

.

 I ndependent program evaluations

.

 Independent assessment of annual program impacts

.

 I nternal quality assurance and control

.2015 to 2019 EE/PDR Plan 37



###  Coordinat ion of evaluation activities with other players , such as the PUCO

statewide evaluator.



## Independent Program Evaluations

D escriptions of proposed evaluations for each program are included in the program plans. The key components of the process and impact evaluations include:

 Evaluations conducted by an independen t, EE/PDR evaluation consultant.

 Verification, by an appropriat e sample, that efficiency measures are installed as expected

.

 In

- field measure performance measurement and data collection

.

 Energy and demand savings analysis to compute the results that are being

achieved

.

 Cost

- effectiveness analysis by program and overal l EE/PDR Plan.

 Process evaluation to indicate how well programs are working to achieve objectives

.

 Identification of important opportunities for improvement

. 

## Assessment of Annual Impacts

AEP Ohio’s EM&V contractor will prepare an annual report of EE/PDR pr ogram results, which will incorporate findings from evaluation activities completed that year, changes to programs, and new programs implemented, as well as energy savings

, costs and

cost

- effectiveness results by program and Plan . It is anticipated that th e EM&V contractor’s work, as well as participation in the process by the implementation contractor, will identify numerous areas where improvements and refinements to the

AEP Ohio dee med measure database would be useful. As required, AEP Ohio will submit

p rogram evaluations to the PUCO statewide evaluator for its review.

In addition to the procedures outlined above for verifying savings from AEP Ohio’s proposed Plan , AEP Ohio will implement appropriate internal controls to assure the quality of program des ign and implementation and establish a consistent and integrated tracking and reporting system for all programs in the Plan . AEP Ohio tracks customer interactions, including customers recruited, incentive applications, incentives processed,

and installatio ns verified, and will establish procedures for ongoing verification.

AEP Ohio will require implementation contractors or staff to routinely contact or visit a sample of participating customers to assess the quality of program delivery and the

installatio n of measures for which incentives were claimed. AEP Ohio intends to also

track on an on

- going basis incentive fulfillment time, technical services delivery times2015 to 2019 EE/PDR Plan 38



### (how long between customer request and audit completion for example), incentive

documentation , and customer complaints among other metrics of program performance.



## PJM Evaluation Requirements

AEP Ohio’s EM&V plans will be developed to ensure that the evaluations to be conducted are done in a manner that enables AEP Ohio the ability to nominate achi eved

and verified energy efficiency and peak demand reduction values with a level of statistical confidence and precision that complies with PJM’s Manual 18 B Energy Efficiency Measurement & Verification

. 10



## E.1 2 Plan Risk

In the current economic environment, AEP Ohio’s ability to convince business customers to voluntarily take on additional debt for the installation of cost

- effective measures, even with very short pay

- back periods, may continue to be challenging. AEP Ohio recognizes this challenge and ha s str iven to develop a balanced Plan that provides opportunities for participation at multiple levels. By proposing a multi

- faceted and broad

Plan of programs, AEP Ohio will be able to capitalize on those sectors of the market willing to invest in energy effici ency , regardless of the challenging economic landscape.

This Plan is designed to allow AEP Ohio to meet overall legislative efficiency goals.

AEP Ohio plans to use the following strategies to minimize the risks associated with its portfolio of EE/PDR prog rams in this Plan :

 Utilize AEP Ohio’s growing experience in successful program implementation and maintain Plan flexibility to adjust programs to meet changing market conditions

and other externalities.

 Implementing primarily “tried and true” programs that have been successfully implemented by many utilities in the Midwest and across the country

.

 Hiring program implementation contractors with significant experience in implementing EE/PDR programs in the Midwest and other regions

.

 Initiating program evaluati on activities at the start of program implementation to get real

- time feedback on program progress, and to allow any needed fine

tuning to occur as soon as possible

.

 Setting up post installation inspection procedures and data to collect before inspections begin

.

10 Se e http://pjm.com/~/media/documents/manuals/m18b.ashx . PJM Interconnection is a regional transmission organization (RTO) that coordinates the movement of wholesale electricity in all or parts of Delaware, Illinois, Indiana, Kentucky, Maryland, Michigan, New Jersey, North Carolina, Ohio, Pennsylvania, Tennessee, Virginia, West Virginia and the District of Columbia.2015 to 2019 EE/PDR Plan 39



###  Anticipating and preparing for stronger than expected market response

.

 Conducting adequate market checks on standard practices and energy efficient product availability

.

 Developing incentive structures that are simple to understand

.

 Creating simple participation rules

.

 Monitoring and responding to rapidly dropping equipment prices quickly

.

 Setting appropriate qualifying efficiency levels

.

 Setting appropriate incentive levels

.

 Roll ing out targeted marketing to contractors focusing on what is in it for them and how they participate

.

 T raining account managers on program rules

.

 E stablishing documentation, analysis methods and reporting requirements for

technical studies

.

 Managing the pipeline of projects and establishing decision deadlines so the

response time to those waiting for decisions is reasonable

.

 Expanding research and development to assist in mid

- stream adjustments to current programs as needed and developing new programs for future implementation.

The performance targets of the program plans ar e based on normal economic conditions and the ability to overcome a variety of market barriers and perceived risks customers have regarding EE/PDR improvements and load management. Problems commonly encountered that affect delivery may occur and dampen pro gram performance include a variety of real and perceived risks in undertaking efficiency improvements or participating in load management programs:

 Reliability of the efficiency improvement, whether real or perceived

.

 Fit with existing facilities and proce sses

.

 Return on investment and cash flow effects compared to other financial and operating priorities

.

 Unfamiliarity with the technology leading to non

- participation

.

 Availability of funds or credit to purchase the improvement

.

 Concern about occupant comfo rt and other aesthetics

.2015 to 2019 EE/PDR Plan 40



## E.13 Conclusions and Recommendations

The EE/PDR potential (Base Case Scenario Market Potential) identified in this study represents energy reductions of approximately 28 percent for AEP Ohio residential

customers and 31 percent for commercial and industrial customers below forecasted

levels and known enacted energy codes and standards by 203 4 , or approximately

1.5 percent per year. This magnitude of savings has been achieved by best practice

program portfolio s in the Midwest, Northe ast and Western U.S. Summer peak demand and annual energy reductions of the magnitudes found for the Base Market Potentials case are being achieved by a variety of utilities. Meeting the SB 221 targets over the long term, through 203 4 , will require energy reductions on the order projected in the High Case Scenario Market Potential, which have been achieved by few jurisdictions to

date. Accordingly, the proposed 2015 to 2019 EE/PDR Plan includes energy savings goals above the base case scenario for the busin ess sector.

Over time, AEP Ohio will need to increase EE/PDR activities beyond the Base Case

Scenario Market Potential for 20 15 to 201 9 to achieve the projected long

- term savings in the High Case Scenario Market Potential. Based on the results from the three

- year 2012

- 2014 period

, and consider ing additional program and measure offerings, in 201 9

, AEP Ohio will propose EE/PDR efforts beyond the five

- year 20 15 to 201 9 period , to meet the SB 221 savings goals for 20 20 to 20 24.

The EE/PDR benchmarking anal ysis results presented in this report give AEP Ohio management confidence that a variety of utilities in the region and throughout the
country are achieving large

- scale results from their EE/PDR programs.

Utilities that choose to invest significantly in EE/PDR programs often make significant periodic investments to develop and update secondary best

- practice and primary market research data to aid their EE/PDR program planning. AEP Ohio conducted a market assessment baseline study of the residential custom er sector in 2013 that

included significant on

- site customer data collection . Both AEP Ohio’s 2015 to 2019 EE/PDR Action Plan and the 2015 to 2034 potential study included significant customer

data from the residential baseline study. In addition, AEP Ohio ’s significant direct experience with all customer classes in the implementation of its current Plan has aided the development of the 2015

- 2019 Plan

.

Recommendations to consider include the following:

 Move results into operational planning with a focus o n integrating newly proposed programs seamlessly and making ongoing adjustments.

 Consider both insourcing and outsourcin g strateg ies to selectively jump

- start key additions to the ongoing Plan and more cost effectively manage existing

programs

.2015 to 2019 EE/PDR Plan 41 

# 1 I NTRODUCTIO N

AEP Ohio or Ohio Power Company , is based in Gahanna

, and is Ohio’s second largest provider of electric service with a mix of 1.5 million residential, commercial and

industrial customers. Pursuant to the req uirements in 2008 Senate Bill ( SB) 221 and

Ohio Revised Code 4901:1

- 39 , AEP Ohio submits this Plan for calendar years 20 15 to

201 9 for approval by the Public Utility Commission of Ohio (PUCO)

.

The following Plan presents a detailed overview of the proposed electric efficiency programs targeted at the c onsumer and business sectors, and associated implementation costs, savings, and benefit

- cost results. This plan presents detailed information on the approach, EE/PDR measures, and initial proposed incentive levels, though AEP Ohio anticipates that, upon im plementation, portions of this plan will need

to be adjusted to reflect better information or changing market conditions. AEP Ohio will update the PUCO and AEP Ohio Collaborative accordingly regarding any substantive

revisions to the Plan.

Together with stakeholders and the assistance of industry expert Navigant Consulting, Inc. ( Navigant ) , AEP Ohio has designed a comprehensive EE/PDR Plan to deliver significant cost

- effective electric efficiency savings. These programs include incentive and buy down appr oaches for energy efficient products and services, educational

, marketing , and outreach approaches to raise awareness and enhance demand, and partnerships with trade allies to apply as much leverage as possible to augment the ratepayer dollars invested. Pr oper coordination between the programs is essential to maximizing this leverage.

As detailed in Figure 9

, AEP Ohio anticipates that over time investment in energy efficiency measures will follow a predictable path of market transformation that has been experienced in other jurisdictions. With sustained levels of investment, promotion of efficient measures will in the early years focus on immediate up

- front incentives to stimulate the marketplace. Over time, funds w ill be transitioned to marketing, training, education, and awareness to sustain program participation. Furthermore, as certain markets become transformed, and the baseline conditions become the efficient options, program resources will be transferred to ne w program areas and new technologies, and the process will repeat. Each series of the market transformation process will result in greater and more efficient opportunities for residential and business customers.2015 to 2019 EE/PDR Plan 42 

### Figure 9 . Phases of Energy Efficiency Promotion

Source: ENERGY STAR  YEAR 3 AND BEYOND, Presentation by Anne Wilkins, NRCAN, 2005



### Demand Side Management (DSM ) is the planning and implementation of programs and services that help and encourage customers to use electricity as efficiently as possible. DSM represents an important resource for AEP Ohio, growing increasingly important as fuel and commodity prices become more volatile and greenhouse gas regulation becomes more likely. Estimates of DSM or (EE/PDR) potential are a key input to the integrated resource planning process, which considers the load forecast and both supply and demand

- side resources. This study presents the results of an analysis of the EE/PDR potential in AEP Ohio’s service territory from 2015 to 2034

.



## 1.1 AE P Ohio Overview

As described on AEP Ohio’s web site, the Company is a significant distribution utility in

the Midwest. With a pproximately 1.5 million customers, AEP Ohio has a strong market

presence

. Figure 10 pres ents AEP Ohio’s service territory, which spans a large geographic area in Ohio. AEP Ohio provides power to more than 1,126 communities
located in 61 of Ohio's 88 counties.

Figure 10

. AEP Ohio’s Service Territories2015 to 2019 EE/PDR Plan 43



### Table 16 outlines key statistics for AEP Ohio.

Table 16 . AEP Ohio Key Statistics 11

AEP Ohio’s Business Profile 2012 Statistics

Operating Information

Total Customers 1,460,393

Residential 1,273,361

Co mmercial 173,948

Industrial 10,274

Other 2,810

2012 electrical sales in megawatt

- hours 30,897,005

Size of service area (asset) 10,374 square miles

Communities served 1,126

Net plant in service $9.5 billion

Size of distribution system 45,583 miles

Size of transmission system 9,032 circuit miles

Total number of AEP Ohio employees 2,739

Financial Information

2012 Operating Revenue $4.9 billion

2012 Net Income $343.5 million

2012 Ohio Taxes Paid $155.0 million

2012 Local Taxes Paid $210.7 million

Top 5 Customers (by revenue)

Ormet Primary Aluminum Corporation Republic Engineered Products Inc.

The Timken Company The Ohio State University

Globe Metalurgical Inc.



## 1.2 EE/PDR Study Goals and Approach

The overall goals of the EE/PDR potential study are to:

 Assess the technical, economic, and achievable potential for the residential,

commercial and industrial sectors

.

 Develop high

- level EE/PDR program plans

.

11 https://aepohio.com/global/utilities/lib/docs/factsheets/aepohio_factsheet_1

- 14 .pdf2015 to 2019 EE/PDR Plan 44



### AEP Ohio undertook the EE/PDR potential study with the following key tasks:

 C onduct a customer market baseline study using telephone and on

- site customer surveys to profile AEP Ohio’s residential and non

- residential customers.

 Develop baseline consumption profiles, and develop initial building simulation model specifications

.

 Chara cterize the EE/PDR measures

.

 Conduct a n EE/PDR benchmarking and best practices analysis

.

 Conduct benefit

- cost analysis

.

 Estimate EE/PDR potentials

.

 Develop program plans.

These steps are discussed in more detail in Volumes 1 and 2 of the Plan

.



## 1.3 201 5 to 201 9 EE/PDR Action Plan Report Organization

The remainder of AEP Ohio’s EE/PDR Action Plan is divided into the following sections:

Section 2: Plan Development provides an overview of the process used and considerations in developing this Plan

.

Section 3: EE/PDR Plan Summary Results details the summary results of Plan electric savings, investment allocations and benefit

- cost results.

Section 4: EE/PDR Program Plans presents detailed program plans for AEP Ohio’s proposed programs, with full descriptions for new programs.

Section 5: Glossary defines key terms used in the report

.

Volume 2 Appendices include: EE/PDR Potential Study results (Appendix A) ; o verall EE/PDR Benchmarking results (Appendix B); EE/PDR Measure Descriptions and

Characterizations Result s (Appendix C) ; and EE/PDR Methodology (Appendix D)

.2015 to 2019 EE/PDR Plan 45 

# 2 P LAN 

# D EVELOPMENT

Based on a national review of leading EE/PDR programs, AEP Ohio is proposing a

balanced Plan including EE/PDR programs that will achieve significant energy savings, while establishing tr ade ally and retailer partnerships resulting in lasting market transformation. AEP Ohio’s programs will target all major sectors and customer classes, including low

- income and small business customers.

AEP Ohio plans to continue offering a diverse Plan o f “tried and true” major programs (some of which include sub

- program components) across the residential, commercial

and industrial secto rs. Additionally, in this plan, AEP Ohio also proposes new programs, research and development activities targeting exper imental opportunities, as well as

broad

- based education and training and targeted adverti s ing

.



## 2.1 Plan Tactical Objectives

In addition to AEP Ohio’s strategic goals provided in the Plan Executive Summary,

AEP Ohio has the following tactical objectives for the 2015

- 2019 Plan:

 Meet or exceed SB 221 resource acquisition goals for 2015

- 2019 , while laying the groundwork for long

- term market transformation

.

 Design and implement a diverse group of programs that provide opportunities for participation by all customers

.

 When feasible, maximize opportunities for program coordination with other efficiency programs to yield maximum benefits

.

 Maximize program savings at a minimum cost by striving to achieve comprehensive cost

- effective savings opportunities

.

 Provide AEP O hio customers with a single web site to access information on all efficiency programs (residential and business) for electricity savings opportunities

.

 E xpand the energy efficiency infrastructure in the state

- for example, increasing

the number of availab le qualified contractors

.

 Transform the market for efficient technologies and highly qualified efficiency

oriented trade allies (such as electricians, air sealing and insulation contractors, HVAC contractors, home energy raters, builders, architects and en gineers)

.

 Inform and educate customers and students to enable them to use energy more efficiently

.2015 to 2019 EE/PDR Plan 46



## 2.2 Planning Process

AEP Ohio’s Plan of programs continues its successful programs while incorporat ing

additional elements of the most successful EE/PDR programs across North America into program plans designed for the Ohio market and AEP Ohio customers in particular. A substantial amount of information including current program performance and

evaluation studies w ere used to develop specific programs for AEP Ohio . AEP Ohio also used a benchmarking process to review the most successful EE/PDR programs from across the country, with a focus on successful Midwest programs to help shape the

Plan

.

As detailed in Figure 11 , the re are four major types of energy efficiency potential: (1) technical potential for all technologies, (2) economic potential, the amount of energy efficiency available that is cost effective

, (3) achievable potential, the amount of energy efficiency availa ble under current market conditions and available investments, and (4) program potential, the amount of energy efficiency available given limited resources, available time and duration of the efficiency program planning period.

AEP Ohio’s EE/PDR Action Pla n is focused on capturing cost

- effective program potential in its service territory while achieving SB 221 requirements for 20 15 to 201 9

.

Figure 11

. Four Stages of Energy Efficiency Potential

Reproduced from “Guide to Resource Pl anning with En ergy Efficiency November 2007”, U

. S

. EPA

, Figure 2

- 1.



## 2.3 Market Segmentation

Segmentation of the market in AEP Ohio is needed to have ongoing and effective outreach and participation across segments and classes of customers. In addition,

AEP Oh io plans to continue measur ing geographical participation for geo

- targeting opportunities going forward.2015 to 2019 EE/PDR Plan 47



## Consumer Segmentation

Table 17 presents 201 3 data for single

- family and multifamily residential customers, including low income

. Overall, 69.2 percent of the total residential sector customers are in the base residential segment that excludes all single

- family and multifamily low income customer segments

. Most

, 89.2 percent base residential customers live in

si ngle

- family homes while the remainder live s in multifamily housing

.

Overall, 30.8 percent of total residential sector customers are in the low income
segment

. Most of these customers ( 90.8 % ) live in single

- family homes

, while the

remainder live s in multif amily housing

.

Table 17 . Residential Customer Data

– 201 3

( 1 ) Excludes 69,282 accounts (5.5% of total) that do not have income or dwelling type data

available.
( 2 ) Low income residential customers are defined as those having in comes less than 200% of
the federal income poverty guidelines.2015 to 2019 EE/PDR Plan 48



### Table 18 presents 201 3 participant data for single

- family and multifamily residential customers. Results from the Efficient Products Program are n ot included since

customer

- specific data is not available for that program

.

T here is not a significant difference in the EE/PDR program 2013 participant savings as a percent of customer segment consumption ( 8.9 % for low income segment vs. 8.6 %

fo r the base residential segment) . Average 2013 participant savings vs. participant consumption was higher for multifamily than single

- family homes, with low income customers savings more on average than for single

- family homes

.

Table 18 . Consumer Programs Participation

- 2013

(1)Efficient Lighting calculated at a fully saturated 46 lamps per household . 50% of these household 's assumed to be new

participants (2) 46 lamps per household source: http://apps1.eere.energy.gov/buildings/ publications/pdfs/ssl/2010

- lmc

- final

- jan

2012.pdf Page 26

(3) Excludes 69,282 accounts (5.5% of total) that do not have income or dwelling type data available.
(4) Low income residential customers are defined as those having incomes less than 200% of the federal income poverty
guidelines.

(5) Penetration Consumption adjusted for Past Energy Savings



### Figure 12 shows 2013 single

- family and multifamily residential energy consumption by
segment. Single

- family homes comprised the large majority of residential sector energy

usage.2015 to 2019 EE/PDR Plan 49 

### Figure 12 . Residential Sector Energy Consumption

– 2013

(1) Excludes accounts that do not have income or dwelling type data available. (2) Low income residential customer s a re defined as those having incomes less than 200% of the federal income poverty level

.



### Figure 13 presents 201 3 participant savings by segment. Single

- family homes comprised the large majority of participants.

Figure 13 . Consumer Programs Participant Savings

– 2013

(1) I nclude s Efficient Products program participation or savings. (2) Excludes accounts that do not have income or dwelling type data available. (3) Low income residential customers a re defined as those having incomes less than

200 percent of the federal income poverty level

.2015 to 2019 EE/PDR Plan 50



## Bu siness Segmentation

Current programs as well as proposed programs are designed to target all segments of the business sector. There are specific target segments that recognize key activities with significant available EE/PDR opportunities.

Table 19 presents 201 3 nonresidential customer data by customer type, including the number of EE/PDR participants. Small Office, Manu facturing, Small Retail, and Schools comprised over half the participants.

Table 19 . Nonresidential Customer Data

– 2013

Table 20 presents 2013 nonresidential participant data. The avera ge Small Office and Other building type participant saved over 28 percent of annual electricity usage. All other participants saved less than 23 percent.2015 to 2019 EE/PDR Plan 51 

### Table 20 . Business Programs Participant Savings

– 20132015 to 2019 EE/PDR Plan 52



### Figure 14 shows 2013 nonresidential energy consumption by segment. Manufacturing

facilities consume two

- thirds of nonresidential customer usage.

Figure 14 . Nonresidential Energy Consumption

– 20132015 to 2019 EE/PDR Plan 53



### Figure 15 shows 2013 participant savings by segment. Large offices, large retail stores, and schools participated in greater numbers than their share of the AEP Ohio customer

base.

Figure 15 . Busin ess Programs Participant Savings

– 201 3



## 2.4 Stakeholder Participation in the Planning Process

AEP Ohio established the AEP Ohio Collaborative in October 2008, and has met regularly since that time to gain input from its twenty

- five members representing all classes of customers on program planning and to provide feedback on the current plan and its performance.2015 to 2019 EE/PDR Plan 54



### For this Plan’s development, the AEP Ohio Collaborative met twelve times in 2013 and 2014 to review AEP Ohio’s proposed approaches and Collaborat ive members had the opportunity as a group and individually to provide feedback throughout the entire process. Included in the count were individual meetings held with interested Collaborative members to provide additional time for input. In some cases,

Co llaborative members brought in third party EE/PDR consultants to assist AEP Ohio.

The Collaborative members include: PUCO Staff, Ohio Consumers’ Counsel, Sierra Club, Natural Resources Defense Council, Ohio Environmental Council, Industrial Energy Users, Ohio Manufacturing Association, Ohio Energy Group, Ohio Hospital Association, Ohio Partners for Affordable Energy, Ohio Air Quality Development Authority, Ohio Development Services Agency (includes the Office of Energy and Office of Community Assistance) , Ohio Chamber of Commerce, Ohio Board of Regents, Ohio Farm Bureau,

Mid

- Ohio Regional Planning Commission, Ohio Poverty Law Center, Corporation for Ohio Appalachian Development, Building Industry Association of Central Ohio, , Association of Independent C olleges and Universities of Ohio, , IMPACT Community Action, Ohio Energy Project, Environmental Law and Policy Center, Environmental Defense Fund, Ohio Legal Services and Ormet.



## 2.5 Attempts to Align and Coordinate with Other Public Utility Programs

AEP O hio has regular communication with other utilities in the state regarding EE/PDR

activities and is open to opportunities to work together and share information

. AEP Ohio has met periodically with all the other utilities , electric and gas, over the last thr ee years to share knowledge on program design and implementation . For example, AEP Ohio

and Columbia Gas are currently working together to deliver New Homes, In

- Home Audit, e3smart and Energy Code Support Pilot.



## 2.6 AEP Ohio Plan Management

AEP Ohio serve s as the overall program administrator for delivery of the Plan. AEP Ohio plans to engage third

- party implementation contractors when it is more cost effective than running the programs in house. Utilization of third party contractors will continue

to be s ubject to cost effectiveness throughout the Plan period. Competitive bidding for third party work is planned for most programs that require third party contractors since many contractors have been working for AEP Ohio through two previous Plan cycles.

The competitive bidding process can be lengthy and is one of the key reasons behind completing this Plan early in 2014 for filing and Commission approval.

AEP Ohio is responsible for high

- level administrative, contract and program management, program design a nd marketing oversight of the selected implementation

contractors. A Plan of this proposed size and scope requires careful management oversight. The experience gained from implementation of the 2009

- 2011 and 20 12

-2015 to 2019 EE/PDR Plan 55



### 201 4 Plan s provides the best guidance as to the structure and size required to administer these programs

. AEP Ohio will continue to have a small and dedicated group of EE/PDR program staff overseeing both AEP Ohio and third

- party implemented programs including compliance and financial management ac tivities, as well as research, development, education, training, planning and promotion of programs to

increase customer awareness and participation

.

AEP Ohio’s Manager EE/PDR is responsible for the overall P lan and reports to the

Director of Customer Ser vices and Marketing, who reports to the President of AEP Ohio.

Six functional areas report to the Manager EE/PDR and include Research & Development, Education & Training, Compliance, Finance, Consumer Programs and Business Programs

. A staff of twenty two c urrently manages these activities, and it is projected that an additional four full

- time employees ( FTEs ) will be needed to manage this Plan due to new programs and expansions, as well as significantly more outreach

, and compliance activities . While this s taffing level contemplates a continuing reliance on

external third

- party contractors, it is possible that in house staff may be more cost

effective after third

- party bidding is analyzed for the various programs. In any case, any

increase in the level of in house staffing beyond the FTEs indicated above would be constrained within the overall budget proposed in this Plan, and only if it were determined that in house staffing additions were more cost effective than third party implementation.

AEP Ohio has d eveloped a comprehensive tracking database to ensure accurate and comprehensive reporting of all program participation that will be fully launched by the

end of 201 4. Additionally, the database will allow AEP Ohio to research and track participation by cus tomer class, segment and geographic area, to identify trends and untapped opportunities to advance program goals and increase first time program participation. A lso , AEP Ohio staff has primary responsibility for general energy efficiency education and awar eness strategies and activities, including the content of the EE/PDR web site 12 

### , online energy audit software, mass

- market media, general education, and efficiency awareness promotions

. Research and Development will support in Plan adjustments and future pl anning intelligence for the achievement of goals.

12 See http:// www. aepohio.com/save2015 to 2019 EE/PDR Plan 56



### In summary, AEP Ohio will provide comprehensive program contract oversight, including management, financial planning and budgeting, regulatory and legal support,

as well as:

 High

- level guidance and direct ion to any implementation contractors, including review and revision of proposed annual implementation plans and proposed milestones, and additionally, daily engage ment with the contractor team when working through strategy and policy issues.

 Review and ap proval of implementation contractor invoices and ensur ing program activities are within budget and on schedule.

 Assurance that implementation contractor operational databases are accurate

, and data is incorporated into AEP Ohio’s comprehensive Plan trackin g database to be used for overall tracking , management and regulatory reporting.

 Review of measure saving estimates maintained by AEP Ohio and the implementation contractor s

.

 Oversight and coordination of evaluation, measurement, and verification

contracto rs.

 Public education and outreach to customers, community groups, trade allies and

trade associations.

 G uidance and direction on new initiatives or strategies.

 Communicat ion and direction to implementation contractors regarding other

AEP Ohio initiatives t hat may provide opportunities for cross

- program promotion.

 Development, r eview and approv al of printed materials and advertising plans.

 Evaluat ion of Plan and program cost effectiveness and recommend ations for modifications to programs and approach as need ed.

 P eriodic review of program metrics, conduct investment analys e s, and review evolving program design s

.

 Research and d evelopment, both internal and oversight of third party providers.2015 to 2019 EE/PDR Plan 57 

# 3 EE/PDR P LAN 

# S UMMARY 

# R ESULTS

3.1 Plan Framework and Summary

For this Plan, AEP Ohio is proposing to cap annual Plan spending at less than the 2013 approved level of $91.5 million in the current 2012

- 2014 EE/PDR Action Plan, which was supported by a broad coalition of stakeholders and approved by the PUCO. Over the five years of the Plan, total spending is proposed at $ 436.1 million (20 15 $) on EE/PDR programs during calendar years 20 15 to 201 9

. The division of EE/PDR program

investment between residential and business customers is commensurate with e ach

sector’s relative contribut ion to the Plan overall and to the Plan’s cost effectiveness.

The plan maximizes the amount of program funds that go directly to customers through rebates and incentives, training and technical assistance, and customer and trade ally

education. This Plan also takes into account the realities of program start

- up costs for newly proposed programs, a nd the funds needed to adequately plan, develop, deliver, and evaluate quality programs. The balance of the expenditures will b e applied to program administration

, including staffing.

Incentive levels and other program elements will be reviewed and modified to reflect changes in market conditions or implementation processes in order to maximize cost

effective savings. Modifications will be reported in the annual reports submitted to the

PUCO.

As previously detailed in Table 2 , AEP Ohio has developed this plan with the intent to

meet or exceed statutory e nergy savings goals as percent of sales and demand savings
as a percent o f peak load.



## 3.2 Benefit

- Cost Analysis Background

AEP Ohio has estimated the energy savings, costs and benefits associated with each of the programs included in the proposed Plan . The following section presents the benefit

- cost
results.



## Types of Benefit

- Cos t Tests

As detailed in Table 21 there are four major benefit

- cost tests commonly utilized in the energy efficiency industry, each of which addresses different perspectives. The PUCO

established that the Total Resou rce Cost (TRC) Test be the key test to determine if EE/PDR programs should be offered to customers. Regardless of which perspective is used, benefit

cost ratios greater than or equal to 1.0 are considered beneficial. While various2015 to 2019 EE/PDR Plan 58



### perspectives are often re ferred to as tests, the following list of criteria demonstrates that decisions on program development go beyond a pass/fail test.

Table 21 . Comparative Benefit

- Cost Tests

PARTICIPANT

TEST

(PCT) RATE

IMPACT

MEASURE

TEST

(RIM) TOT AL

RESOURCE

COST TEST

(TRC) UTILITY

COST

TEST

(U CT )

Reduction in Customer's

Utility Bill X

Incentive Paid by Utility/Program

Administrator X

Any Tax Credit Received X X

Avoided Supply Costs X X X

Avoided Participant Costs X

Participant Payment to Utility (if any) X X

Utility Admin Costs X X X

Participant Costs X X

Incentive Costs X X

Lost Revenues X



### AEP Ohio evaluated the cost

- effectiveness of the measures, programs and overall Plan based on the following standard tests:

The Participant Cost Test ( PCT) illustrates the relative magnitude of net benefits that go to participants compared to net benefits achieved from other perspectives. While called a “participant” perspective, it is not necessarily a perspective indicating whether customers participate. The implied discount rate can vary substantially between customers. More importantly, many customers neither understand nor make

decisions based on present

- value benefit

- cost analysis

. Consequently, a simple payback (years) net of incentive has been shown to provide further guidance on customer participation. The benefits derived from this test reflect reductions in a customer’s bill and energy costs plus any incentives received from the utility or third parties, and any

tax credit. Savings are based on gross revenues. Costs are based on out

- of

- pocket expenses from participating in a program, plus any increases in the customer’s utility bill(s).2015 to 2019 EE/PDR Plan 59



### The Rate Impact Measure ( RIM) Test measures the change in utility energy rates

re sulting from changes in revenues and operating costs. The higher the RIM test, the less impact is on increasing energy rates. While the RIM results provide a guide as to which technology has more impact on rates, generally it is not considered a pass/fail test. Instead, the amount of rate impact usually is considered at a policy level. The policy level decision is whether the entire Plan ’s impact on rates is so detrimental that some net benefits have to be forgone.

The Total Resource Cost Test ( TRC) is a test that measures the total net resource expenditures of a n EE/PDR program from the point of view of the utility and its ratepayers. Resource costs include changes in supply and participant costs. A n EE/PDR program, which passes the TRC test (i.e., a rati o greater than 1.0) is viewed as beneficial to the utility and its customers because the savings in electric costs outweigh the EE/PDR costs incurred by the utility and its customers.

The Utility Cost Test (UCT, also referred to as the Program Administrat or Test) measures the net benefits of a EE/PDR program as a resource option based on the costs and benefits incurred by the utility (including incentive costs) and excluding any net costs incurred by the customer participating in the efficiency program. Th e benefits are the avoided supply costs of energy and demand, the reduction in transmission, distribution, generation and capacity valued at marginal costs for the periods when there is a load reduction. The costs are the program costs incurred by the util ity, the incentives paid to the customers, and the increased supply costs for the periods in which load is increased.



## 3.3 Benefit

- Cost Methodology

The DSM Resour ce Assessment Model ( DSM

- RAM) is a model based on the integration of EE/PDR measure impacts and cos ts, utility customer characteristics, utility load forecasts, and utility avoided costs and rate schedules. The model utilizes a “bottom

up” approach in that the starting points are the study area building stocks and equipment saturation estimates, forecas ts of building stock decay and new construction, EE/PDR technology data, past EE/PDR program accomplishments, and decision maker variables that help drive the market potential scenarios.

The baseline estimates of building stocks and equipment saturations came from the

results of the on

- site assessments conducted by AEP Ohio for the 201 3 residential and

nonresidential baseline studies. DSM

- RAM also used the electricity forecast, avoided cost forecast, and electricity prices as described below

.

DSM

- RAM es timates technical, economic, and achievable EE/PDR resource potential as

defined below:2015 to 2019 EE/PDR Plan 60



###  Technical EE/PDR potential describes the amount of EE/PDR savings that could be achieved, not considering economic and market barriers, by customers installing EE/PDR m easures. Technical potential is calculated as the product of the EE/PDR measures’ savings per unit, the quantity of applicable equipment in each facility, the number of facilities in a utility’s service area, and 100 percent
current market saturation of th e measure . Technical potential estimates include EE/PDR measures that may not be cost effective, and technical potential does not consider market barriers, such as customer’s lack of awareness of EE/PDR measures. Therefore, technical EE/PDR potential estim ates do not provide a realistic basis for setting EE/PDR program goals.

 Economic EE/PDR potential describes the amount of technical EE/PDR potential that is “cost

- effective,” as defined by the results of the TRC test (or other preferred cost effectiveness test). The program benefits for the TRC test include the avoided costs of generation, transmission, and distribution investments and avoided fuel costs due to the energy conserved by the EE/PDR programs. The costs for the TRC test are the EE/PDR measure co sts, plus the EE/PDR program administration costs. The TRC test does not consider economic or market barriers to customers installing EE/PDR measures.

 Achievable EE/PDR market potential estimates the amount of EE/PDR potential that could be captured by re alistic EE/PDR programs that include cost effective EE/PDR measures over the forecast period covered by this EE/PDR potential analysis. Achievable EE/PDR potential can vary with EE/PDR program parameters, such as the magnitude of rebates or incentives offe red to customers for installing EE/PDR measures and, thus, many different scenarios can be

modeled.

Within the achievable EE/PDR potential assessment, the individual measures are modeled by expected type of EE/PDR program design. Three different program d esign options are included in DSM

- RAM.

 Replace on Burnout ( ROB) means that an EE/PDR measure is not implemented until the existing technology it is replacing fails. An example would be an energy efficient clothes washer being purchased after the failure o f the existing clothes washer.

 Retrofit ( RET) means that the EE/PDR measure could be implemented immediately. For instance, installing a low flow shower head is usually implemented before an existing shower head fails. Replacing incandescent lamps may be a ROB, but can be treated as a RET, because of the relatively short

lifetime for incandescent bulbs.

 New Construction ( New) means measures that are installed at the time of new construction. Baseline technologies may be different in the new construction2015 to 2019 EE/PDR Plan 61



### mar ket, and implementation costs are often different due to the different technologies, either the energy efficient or base technology.



## Cost Effectiveness Tests

DSM

- RAM employs several financial tests, including the cost effectiveness tests

described above : t he TRC, UCT, PC T , and RIM tests.



## Simple Customer Payback

The decision model of DSM

- RAM includes simple customer payback as part of its analysis. The calculation takes measure cost less the incentive received and divides it by first year energy bill savings

. 

## EE/PDR Measure Levelized Cost/kWh

EE/PDR supply curves are based on the EE/PDR measure cost per kWh, levelized over the lifetime of the measure. It is calculated by multiplying EE/PDR measure costs b y the Capital Recovery Factor ( CRF), then dividing by t he first year kWh savings.



## Discount Rate

There is a time value of money because money spent in the future does not have the same value as money spent today. This time value is represented by a discount rate (analogous to an interest rate). Economic equat ions use the discount rate to convert all costs and benefits to a “present value” for comparing alternative costs and benefits. AEP Ohio used a

uniform discount rate of 8.6 percent for planning purposes only

.



## Avoided Costs and Energy Costs

EE/PDR avoided c ost benefits fall into two categories, avoided capacity benefits, and avoided energy costs. Avoided capacity benefits are the benefits derived from deferring the need to build new generating plants in the future. Avoided capacity values were

based on AEP O hio projections of future power plant costs considering expected level of capacity available over future years, and the costs of that capacity.



## Administration, Implementation and Direct Costs

Each program’s administration, implementation, and direct cost s were allocated to the technologies delivered by the program based on the annual kWh savings per measure. The result is that individual technology benefit/cost ratios can appear low simply because administration or implementation costs have been allocated to the technology beyond the specific technology costs. On the one hand, this allocation helps ensure the overall cost

effectiveness of a program by guiding selection of technologies with sufficient benefits to2015 to 2019 EE/PDR Plan 62



### support program delivery costs. This still a llows technologies with a benefit

- cost ratio less than 1.0 to be included as needed to meet other goals in addition to Plan cost

effectiveness requirements. AEP Ohio support services that are not specific to individual programs are added as costs at the Pl an level for all programs.



## 3.4 Program Development

Program development involves the selection of technologies to include in a program, estimates of participation levels and estimates of program costs. It is obviously necessary

for a Plan to be cost

- effective. However, there are multiple and often contradictory perspectives on cost effectiveness. Alternative perspectives are described below. The primary cost

- effectiveness perspective in AEP Ohio is the total resource cost test. Fortunately, it is possible to ach ieve required cost

- effectiveness at a Plan level while also considering other important criteria. The following list of criteria was considered in developing programs:

 Achieving more benefits net of cost is a higher priority than a high benefit

- cost

rat io

.

 The Plan must provide opportunities for all customer sectors to participate

.

 Long

- term contribution of a technology is important to program success and to

future cost reductions

.

 Consideration of different benefit

- cost perspectives is necessary

.

While almost all customer sectors will pay a contribution in their utility bill towards the cost of efficiency programs, some customer sectors will not be able to participate unless a program is specifically targeted to overcome their barriers. The Residential Community Assistance Program is an example of a program where improving the ability of a specific sector to participate was a primary program design goal. Similarly the Business Express program is targeted to small businesses and without a focused effort

t hose customers would not participate at a reasonable level.

The next section provides details on the adjustments and enhancements, projected participation, savings, budgets and benefit

- cost test results for ongoing programs. Further details are provided f or new programs, including:

 Objectives

 Target Markets

 Duration

 Description

 Incentive Strategy

 Eligible M easures2015 to 2019 EE/PDR Plan 63



###  Implementation Strategy

 Marketing Strategy

 Milestones

 EM&V Strategy

 AEP Ohio Administrative Requirements

 Budget

 Savings Targets

 Benefit

- C ost T est Results2015 to 2019 EE/PDR Plan 64 

# 4 EE/PDR P ROGRAM 

# P LANS

Th e programs developed to achieve EE/PDR goals in this Plan are based on lessons

learned from the implementation of the 2009

- 2011 and the 2012

- 2014 EE/PDR Action

Plan s as well as other best

- practice programs from around th e country , with the concepts outlined in a strategic manner. Existing program plans are not repeated from

the 20 12

- 201 4 EE/PDR Action Plan; however, modifications are included. The plans are proposed as guidelines for more detailed program planning; they a re not intended to be operational per se. The intent of the Plan presented here is to provide a sense of scope and scale, and convey the general schedule and resources needed to increase customer participation from previous program efforts in the various m arkets in which the programs will operate.

Overall, a Plan is presented that covers a broad range of demographic, business, facility, and end

- use markets. AEP Ohio’s Plan can be divided into consumer, business

and cross

- sectors with utility administrative functions providing support across all program areas. AEP Ohio will maintain as part of its functionality the advertising, education, tra ining and research and development budgets. The following section presents a summary of the services offered in each p rogram.



## 4.1 Consumer Programs

For the complete program plan for each ongoing consumer EE/PDR program, please reference the Consumer Program Plans section (pages 57

- 80 ) of Volume 1: AEP Ohio

2012 to 2014 Energy Efficiency/Peak Demand Reduction (EE/PDR) Action Plan , dated

November 29 , 20 11 (PUCO Docket 11

- 5568

- EL

- POR and 11

- 5569

- EL

- POR .) Included in each program description below are material program changes shown as adjustments and enhancements, participation levels, budget, savings targets and benefit

- cost te st
results. For the new programs, complete program descriptions are included.



## 4.1.1 Efficient Products (O n

- Going P rogram)

This program provide s incentives and marketing support through retailers to build market share and usage of efficient lighting and efficient appliances primarily through

mark down and rebate approach es . Customer incentives at the point of sale encourage increased purchases of high

- efficiency products while in

- store signage, sales associate training, and support make provider participation easi er

.

For appliances, the program use s a retail channel

- based strategy to influence the purchase of high

- efficiency appliances and electronics. Since appliance standards, as well as the market share of high

- efficiency appliances, are gradually increasing, the program will be specific in its list of qualifying models, as well as marketing emphasis.2015 to 2019 EE/PDR Plan 65



### Lighting: A EP Ohio rel ies on CFL and LED sales through the over 600 retailers in place throughout its service territory

.

Appliances: F unding allow s incentives for a variety of cost effective appliances, including refrigerators, freezers, clothes washers, clothes dryers, dishwashers,

televisions and pool pumps. AEP Ohio plan s for retailer based appliance programs with mid and downstream incentive strategies, dep ending on the overall cost effectiveness and savings potential for each appliance.

HVAC and Domestic Hot Water: The program affect s the purchase and installation of air source heat pumps and electric hot water heaters when replacing less efficient

electr ic space heat ing or water heating through a combination of market push and pull strategies that stimulate demand while simultaneously increasing market provider investment in stocking and promoting high efficiency products

.

The program will work through two distinct market channels

– plumbing contractors

and the retail Do

- It

- Yourself stores

.

Adjustments and Enhancements The Efficient Products program will be enhanced to allow agricultural customers on residential tariff(s) to participate in agriculture measures identified in the Efficient Products for Business Program and the savings from those measures to be counted.

Other AEP Ohio modifications to the Efficient Products Program as shown below will:

 Aggressively promote and discount LED’s

 Add ENERGY STAR ® 

### dryers, smart strips, programmable thermostats to the appliance rebate program offering

 Discontinue mid

- stream TV incentives and switch to customer rebate

 Offer revised electric water heater rebate through trained plumbing contractors

and distributo rs rather than through typical DIY retailer

 Incentives not included in the measure mix from previous plan(s) have been deemed either not cost effective or had low participation.

 Customer incentives may be adjusted to increase cost effectiveness and/or

pro gram participation.

 Cost effective measures developed during Plan implementation may be added
and measures currently on the list may be changed or removed depending on
both cost effectiveness and customer participation.2015 to 2019 EE/PDR Plan 66

Participation 

### The following part icipation levels have been used for planning purposes. However,

AEP Ohio may adjust qualifying energy efficiency measures and anticipated participation levels as necessary in accordance with current market conditions, EM&V results, and program implementati on experience.2015 to 2019 EE/PDR Plan 672015 to 2019 EE/PDR Plan 68



### The following budget has been used for planning purposes. However, AEP Ohio may adjust program budgets as necessary in accordance with current market conditions, EM&V results, an d program implementation experience.

Incremental Annual Bu dget

201 5 201 6 201 7 201 8 201 9 Total

2015

– 2019

Administrative $3,504,219 $3,488,077 $3,656,896 $3,832,695 $3,942,879 $18,424,765

Incentive $9,699,717 $9,544,695 $11,764,377 $13,794,339 $14,105,431 $58,908,559

Total $13,203,935 $13,032,772 $15,421,27 4 $17,627,033 $18,048,309 $77,333,324

Incremental Annual

201 5 201 6 201 7 201 8 201 9 Total

2015

– 2019

Participant

Costs $18,508,119 $15,483,318 $17,897,517 $20,325,161 $20,303,941 $92,518,056

Savings Targets Incremental Annual Savings

– at Meter

201 5 201 6 201 7 201 8 201 9 Cumulative

Total

201 5

– 201 9 Energy (MWh) 74,272 74,092 77,673 81,245 83,840 353,460

Summer Peak Demand (kW) 11,094 10,007 9,678 9,307 9,809 44,743

Benefit

- Cost Test Results

Benefit

- Cost Test 201 5

- 201 9

Benefit

- Cost Test R atio

Total Resource Cost (TRC) 1. 7

Utility System Resource Cost (UCT) 3

. 8

Participant Cost (PCT) 4

. 0

Rate Impact Measure (RIM) 0. 5



## 4.1.2 Appliance Recycling (O n

- G oing P rogram)

Many of the refrigerators and freezers being replaced by AEP Ohio customers ar e still functioning, and, often end up as energy guzzling secondary appliances in basements and garages . The secondary used refrigerator/freezer market may be an additional source of energy and demand savings. This opportunity continues to be explored . The Appliance Recycling Program target s these “second” refrigerators and freezers, cutting energy consumption . It also intervenes to keep the older, less efficient appliances out of2015 to 2019 EE/PDR Plan 69



### the used appliance market. The program provide s incentives to remove working units from service and fully recycle their materials. The program offers an environmentally responsible turnkey pick

- up and recycling service.

Adjustments and Enhancements



### AEP Ohio modifications to the Appliance Recycling Program as shown below:



##  Open bu siness customer pick

- up and recycling of refrigerators/freezers to
broaden participation.



##  Pilot secondary market intervention with potential to add to program.



##  Customer incentives may be adjusted to increase cost effectiveness and/or

program participation.



##  Cost effective measures developed during Plan implementation may be added
and measures currently on the list may be changed or removed depending on
both cost effectiveness and customer participation.

Participation 

### The following participation levels have been used for planning purposes. However,

AEP Ohio may adjust qualifying energy efficiency measures and anticipated participation levels as necessary in accordance with current market conditions, EM&V results, and program implementation experience.

Bud get



### The following budget has been used for planning purposes. However, AEP Ohio may adjust program budgets as necessary in accordance with current market conditions, EM&V results, and program implementation experience. Electricity and measure cost savings resulting from removing secondary appliances result in negative participant costs (savings.)
Incremental Annual Budget

201 5 201 6 201 7 201 8 201 9 Total

2015

– 201 9

Administrative $827,999 $743,956 $739,791 $744,216 $750,315 $3,806,276

Incentive $2,06 5,475 $1,841,580 $1,817,289 $1,814,368 $1,815,612 $9,354,325

Total $2,893,474 $2,585,536 $2,557,080 $2,558,585 $2,565,927 $13,160,6012015 to 2019 EE/PDR Plan 70 Incremental Annual

201 5 201 6 201 7 201 8 201 9 Total

2015

– 201 9
Participant

Costs $0 $0 $0 $0 $0 $0

Savi ngs Targets
Incremental Annual Savings

– at Meter

201 5 201 6 201 7 201 8 201 9 Cumulative

Total

201 5

– 201 9 Energy (MWh) 16,560 14,879 14,796 14,884 15,006 76,126

Summer Peak Demand (kW) 2,342 2,106 2,095 2,110 2,129 10,782

Benefit

- Cost Test Resul ts

Benefit

- Cost Test 2015

- 2019
Benefit

- Cost Test Ratio
Total Resource Cost (TRC) 2. 3
Utility System Resource Cost (UCT) 2. 3
Participant Cost (PCT) 7

. 7
Rate Impact Measure (RIM) 0. 4



## 4.1.3 In

- H ome Audit ( O n

- Going P rogram)

This program produces long

- ter m electric energy savings in the consumer sector by helping customers analyze and reduce their energy use from a whole house perspective through the installation of whole house cost effective measures. The customer will have three options to choose from:

Option 1: On

- Line Energy Analysis

– This program is free to all AEP Ohio

customers

. Customers who complete the online analysis will receive a kit of energy efficiency measures by mail . Savings could include customer changes in behavior

informed from the completion of the energy analysis.

Option 2: In

- H ome Energy Assessment

– This program provides a walk

- through audit by pre

- certified contractors and a list of recommendations

. Customers will also

receive direct installed energy efficiency measures and a p rioritized list of

recommendations

. This option is available to customers that are not eligible for Option 3

.

Option 3: In

- H ome Energy Audit (all electric only)

– This program provides the

customer a comprehensive energy efficiency audit. The audit is per formed by a pre

qualified and certified energy auditor, either directly contracted or sub

- contracted to AEP Ohio to deliver the services required

. The auditors perform blower

- door, infrared2015 to 2019 EE/PDR Plan 71



### camera, and combustion air tests, and utilize approved software to provide customers a detailed report of energy usage and potential savings associated with improvements.

Customers will also receive the direct installed energy efficiency measures and a prioritized list of recommendations

.

For any option selected, custo mers will be eligible for incentives and can choose from a list of pre

- qualified contractors to have energy

- saving improvements installed.

Adjustments and Enhancements



### Retrofit Manufactured Housing:

AEP Ohio will expand the In

- Home Audit Program to ob tain energy savings through the identification and implementation of cost

- effective measures that improve the efficiency and comfort of existing occupied manufactured housing and to serve hard

- to

- reach customer segments. The Retrofit Manufactured Housing m easures are targeted to

residential customers with all

- electric mobile homes on permanent foundations in urban

and rural communities.



##  AEP Ohio will offer assessment services to identify retrofit opportunities and will

offer financial incentives to residen ts and/or to contractors to assist with

installation of measures:

o A/C inspection and tune

- up

o High efficiency heat pump replacements of resistance heating

o Ductless mini

- splits

o Duct sealing and repair

o Mobile home belly patch

o Mobile home roof coat

o Mobile hom e roof patch

o Attic radiant barrier

o Mobile home insulation

o Mobile home underneath vapor retarder

o Mobile home rigid window



##  The implementation strategy is designed to lower the cost of delivery and increase participation by:

o Combining multiple measures in one treatment package per home.

o Identifying and engaging other program administrators and collaborators

to share costs.

o Encouraging third party financing for energy efficiency loans.2015 to 2019 EE/PDR Plan 72 

### o The marketing strategies will vary from community outreach and direct

mail to reach the majority of manufactured housing that is sited in rural settings of low population density to door

- to

- door canvassing of more densely clustered mobile home parks and communities.



##  The Manufactured Housing Retrofit implementation contractor wil l:

o Market the retrofit program to customers.

o Implement a screening process to qualify cost

- effective candidates for

retrofit.

o Administer, provide quality control, and verify retrofit installations.

o Identify and collaborate with other manufactured housing efficiency program administrators.

Other AEP Ohio modifications to the In

- Home Audit Program as shown below:



##  Continue to look for opportunities to partner with other utilities to lower program
administration costs and increase participation.



##  Targeting on ly all

- electric customers in the 2015

- 2019 plan for audits.



##  Revised measure mix and rebate schedules to improve cost effectiveness.



##  Incentives not included in the measure mix from previous plan(s) have been deemed either not cost effective or had low parti cipation.



##  Customer incentives may be adjusted to increase cost effectiveness and/or program participation.



##  Cost effective measures developed during Plan implementation may be added and measures currently on the list may be changed or removed depending on both cost effectiveness and customer participation.

Participation 

### The following participation levels have been used for planning purposes. However,

AEP Ohio may adjust qualifying energy efficiency measures and anticipated participation

levels as necessar y in accordance with current market conditions, EM&V results, and program implementation experience.2015 to 2019 EE/PDR Plan 732015 to 2019 EE/PDR Plan 74

Budget



### The following budget has been used for planning purposes. However, AEP Ohio may adjust pr ogram budgets as necessary in accordance with curren t market conditions, EM&V results, and program implementation experience. Electricity and measure cost savings resulting from installing CFLs in lieu of incandescent bulbs result in negative participant costs (savings.)

Incremental Annual Budget

201 5 201 6 2017 2018 2019 Total

2015

– 2019

Administrative $1,497,765 $1,449,694 $1,599,370 $1,710,118 $1,800,199 $8,057,146

Incentive $2,381,652 $2,396,752 $2,738,093 $3,010,486 $3,278,724 $13,805,708

Total $3,879,416 $3,846,446 $4,337,464 $4,720,605 $5,078,923 $21,862,854

Incremental Annual

201 5 201 6 201 7 2018 201 9 Total

2015

– 2019 Participant

Costs $1,088,455 $1,042,131 $1,140,942 $1,215,860 $1,200,503 

### $5,687,892

Savings Targets

Incremental Annual Savings

– at Meter

2 01 5 201 6 201 7 201 8 201 9 Cumulative

Total

201 5

– 201 9

Energy (MWh) 9,815 9,506 10,463 11,162 11,821 50,563

Summer Peak Demand (kW) 1,902 1,899 2,138 2,322 2,503 9,963

Benefit

- Cost Test Results

Benefit

- Cost Test 201 5

- 201 9

Benefit

- Cost Test R atio

Total Resource Cost (TRC) 1.2

Utility System Resource Cost (UCT) 1. 5

Participant Cost (PCT) 

### 3

. 4

Rate Impact Measure (RIM) 0. 42015 to 2019 EE/PDR Plan 75



## 4.1.4 N EW 

## H OME 

## (O n

- G oing P rogram)

The New Home Program increases energy efficiency in residential new construction.

The program is designed to recruit and educate builders and their trades on the benefits associated with energy efficient homes. Homes become certified at different efficiency levels through a home energy rating system (HERS) rating process and

incentivized b ase on HERS scores. Going forward, the program will provide builder incentives but also focus on helping customers select more efficient new home construction by offering more education on building at higher energy efficiency levels and creating a market d emand for energy efficient crafted homes.
Adjustments and Enhancements



### New Energy Efficient Manufactured Housing

AEP Ohio will expand the program to obtain energy savings by increasing the share that energy efficient manufactured housing represents of to tal new manufactured housing

sales to AEP Ohio customers.



##  AEP Ohio will offer incentives to manufacturers to outfit new manufactured homes at the plant with high efficiency equipment, appliances, lighting and

electronics for homes to be sited in AEP Ohio service territory. Measures include:

o Heat pump water heaters

o Ductless mini

- splits

o Whole

- house sealing

o Duct sealing



##  Manufacturers of housing for sale and shipment to Ohio will be recruited for New Energy Efficient Manufactured Housing participation.



##  The Energy Efficient Manufactured Housing implementation contractor will:

o Market the value of energy efficient manufactured housing to homebuyers.

o Engage manufacturers to install high

- efficiency equipment and lighting to be sited for customers served by AEP Oh io.

o Identify and collaborate with other manufactured housing efficiency program administrators.

Additional AEP Ohio modifications to the New Homes Program as shown below:



##  Include code and standards education and awareness.



##  Explore energy savings opportuni ties that may exist from energy code support
activities designed to transform the market. AEP Ohio will attribute any
quantifiable energy savings based on the difference between building to the2015 to 2019 EE/PDR Plan 76



### energy code and actual market practices to the New Homes progr am.



##  Incentives not included in the measure mix from previous plan(s) have been deemed either not cost effective or had low participation.



##  Customer/builder incentives may be adjusted to increase cost effectiveness and/or program participation.



##  Cost effecti ve measures developed during Plan implementation may be added
and measures currently on the list may be changed or removed depending on
both cost effectiveness and customer participation.

Participation 

### The following participation levels have been used fo r planning purposes. However, AEP Ohio may adjust qualifying energy efficiency measures and anticipated participation levels as necessary in accordance with current market conditions, EM&V results, and program implementation experience.2015 to 2019 EE/PDR Plan 77

Budget



### The fo llowing budget has been used for planning purposes. However, AEP Ohio may adjust program budgets as necessary in accordance with current market conditions, EM&V results, and program implementation experience.
Incremental Annual Budget

201 5 201 6 201 7 2 01 8 201 9 Total

2015

– 201 9

Administrative $741,154 $781,121 $874,224 $816,455 $881,345 $4,094,299

Incentive $1,118,046 $1,266,055 $1,672,688 $1,811,542 $1,693,317 $7,561,648

Total $1,859,200 $2,047,176 $2,546,912 $2,627,997 $2,574,662 $11,655,94 7

Incremental Annual

201 5 201 6 201 7 201 8 201 9 Total

2015

– 201 9 Participant

Costs 

### $2,977,579 $3,114,070 $3,922,115 $4,024,826 $3,770,031 $17,808,622

Savings Targets
Incremental Annual Savings

– at Meter

201 5 201 6 201 7 201 8 201 9 Cumu lative

Total

201 5

– 201 9 Energy (MWh) 6

, 176 6

, 509 7

, 285 6

, 804 7

, 325 34

, 119

Summer Peak Demand (kW) 2

, 772 2

, 788 3 ,3 53 3

, 316 3

, 212 15

, 442

Benefit

- Cost Test Results

Benefit

- Cost Test 201 5

- 201 9

Benefit

- Cost Test Ratio

Total Resource Cost (TR C) 1. 4

Utility System Resource Cost (UCT) 3. 6

Participant Cost (PCT) 

### 3

. 0

Rate Impact Measure (RIM) 

### 0. 5



## 4.1.5 B EHAVIOR 

## C HANGE 

## (On

- Going Program)

The Behavior Change Program focuses on measuring energy savings persistence as

AEP Ohio switches to a digital b ased home energy savings and education report on an ongoing basis. This program helps pre

- selected and new customers on an opt

- in basis to reduce energy use by encouraging them to alter their habits of electricity usage by providing positive reinforcement. The report is shared with the customer via email or other electronic media to provide participants with their home’s respective usage and2015 to 2019 EE/PDR Plan 78



### other relevant information in a manner to motivate the customer to take action to save energy and maintain those savi ngs through positive reinforcement. For example, the participant is provided a list of simple actions to follow to reduce electricity usage and promote other energy efficiency programs in which they can participate.

Adjustments and Enhancements


### AEP Ohio will model savings from current participants to determine the persistence of savings over time and will count associated savings as long as persistence can be

validated.

AEP Ohio modifications to the Home Energy Report Program as shown below:



##  AEP Ohio wi ll make reports available via email, online or other digital media.



##  AEP Ohio customers may opt in to participate in the digital based communications
whether they have received printed reports in the past or are new to the Behavior
Change program.



##  AEP Ohio may consider providing reports with internal resources if it is more cost

effective.

Participation 

### The following participation levels have been used for planning purposes. However,

AEP Ohio may adjust qualifying energy efficiency measures and anticipate d participation levels as necessary in accordance with current market conditions, EM&V results, and program implementation experience. Participation levels are not assumed to have a one year measure life; however, to be conservative the program design cont inued that assumption for plan purposes. Therefore, the total participation over the five year period from 2015 to 2019 are based on the number of participants in the fifth year, 2019.

Budget 

### The following budget has been used for planning purposes. H owever, AEP Ohio may adjust program budgets as necessary in accordance with current market conditions, EM&V results, and program implementation experience.
Incremental Annual Budget

201 5 201 6 201 7 201 8 201 9 Total

2015

– 201 9

Administrative $437 ,070 $437,070 $437,070 $437,070 $437,070 $2,185,351

Incentive $0 $0 $0 $0 $0 $02015 to 2019 EE/PDR Plan 79

Total $437,070 $437,070 $437,070 $437,070 $437,070 $2,185,351

Incremental Annual

201 5 201 6 201 7 201 8 201 9 Total

2015

– 201 9

Participant Costs $0 $0 $0 $0 $0 $0

Saving s Targets Savings for this program are not cumulative due to a one year measure life.

201 5 201 6 201 7 201 8 201 9 Cumulative Total

201 5

– 201 9 Energy (MWh) 9,369 9,369 9,369 9,369 9,369 9

, 369

Summer Peak Demand (kW) 1,218 1,218 1,218 1,218 1,218 1

, 218

Benefit

- Cost Test Results

Benefit

- Cost Test 201 5

- 201 9

Benefit

- Cost Test Ratio

Total Resource Cost (TRC) 1. 2

Utility System Resource Cost (UCT) 1. 2

Participant Cost (PCT) NA

Rate Impact Measure (RIM) 0. 3



## 4.1.6 e 3 

## smart SM 

## (O n

- G oing P rogram)

Thi s energy efficiency education program provides curriculum , teacher training, and supplies for in

- class instruction about energy sources, transformation, and uses. Students learn how to use energy efficiently at home. With the permission of their
parents or caregiv er (s), students take home energy efficiency measures and install them as part of the learning experience. The curriculum is designed to meet national and state science standards for grades 5

- 12.

Adjustments and Enhancements



### AEP Ohio modifications to the e3SMART Program as shown below:



##  Adjust the number of student participants to approximately 24,000 per year.



##  Remove the outlet g asket measure as a preventative student safety action.



##  Expand curriculum from grades 5

- 9 to grades 5

- 12.



##  Increase the pro portion of LED measures in the student and teacher kits.2015 to 2019 EE/PDR Plan 80

Participation 

### The following participation levels have been used for planning purposes. However, AEP Ohio may adjust qualifying energy efficiency measures and anticipated participation

levels as n ecessary in accordance with current market conditions, EM&V results, and program implementation experience.

Budget



### The following budget has been used for planning purposes. However, AEP Ohio may adjust program budgets as necessary in accordance with current market conditions, EM&V results, and program implementation experience.
Incremental Annual Budget

201 5 201 6 201 7 201 8 201 9 Total

2015

– 201 9

Administrative $296,180 $300,728 $288,620 $298,574 $299,843 $1,483,945

Incentive $257,969 $26 8,718 $261,999 $277,269 $285,719 $1,351,674

Total $554,149 $569,445 $550,619 $575,843 $585,562 $2,835,619

Incremental Annual

201 5 201 6 201 7 201 8 201 9 Total

2015

– 2019 Participant

Costs 

### $606,056 $613,886 $586,475 $607,068 $601,578 $ 3,015,062

Savings Targets
Incremental Annual Savings

– at Meter

201 5 201 6 201 7 201 8 201 9 Cumulative Total

201 5

– 201 9

Energy (MWh) 4,949 5,018 4,809 4,969 5,004 24, 169

Summer Peak Demand (kW) 549 553 526 541 541 2, 6432015 to 2019 EE/PDR Plan 81

Benefit

- Cost T est Results

Benefit

- Cost Test 201 5

- 201 9

Benefit

- Cost Test Ratio

Total Resource Cost (TRC) 3. 0

Utility System Resource Cost (UCT) 6. 1

Participant Cost (PCT) 8

. 0

Rate Impact Measure (RIM) 0. 5



## 4.1.7 Community Assistance (O n

- G oing P rogram)

The program pr ovides energy efficiency services to AEP Ohio customers with limited income to assist them in reducing their electric energy use and managing their utility

costs

. AEP Ohio low income residential customers eligible to participate are any

customers that have an income of 200 percent of the federal poverty income level or less. These customers are also typically approve d for an energy assistance program

such as PIPP (percentage of income payment plan) HEAP (home energy assistance program) or HWAP (home weather ization assistance program.) The program generates energy savings for residential low

- income customers through an in

- home energy audit and the installation of a wide range of base load measures such as efficient lighting,

more efficient refrigerator s and w eatherization upgrades. The program can be delivered through community based action agencies or private contractors. While the program is

not cost

- effective based on standard tests, it has significant non

- energy benefits, including assisting customers with limited incomes to reduce their energy cost s , improv ing their standard of living and maintain ing their service

.

Adjustments and Enhancements



### Retrofit Manufactured Housing:

AEP Ohio will expand the Community Assistance Program to obtain energy savings through the identification and implementation of cost

- effective measures that improve the efficiency and comfort of existing occupied manufactured housing and to serve a

hard

- to

- reach customer segment. The Retrofit Manufactured Housing measures are
target ed to income

- eligible residential customers with all

- electric mobile homes on permanent foundations in urban and rural communities.

Other changes to the Community Assistance Program as shown below:

 Incentives not included in the measure mix from previous plan(s) have been deemed either not cost effective or had low participation.

 Customer incentives may be adjusted to increase cost effectiveness and/or program participation.

 Cost effective measures developed during Plan implementation may be added2015 to 2019 EE/PDR Plan 82



### and mea sures currently on the list may be changed or removed depending on both cost effectiveness and customer participation.
Participation 

### The following participation levels have been used for planning purposes. However,

AEP Ohio may adjust qualifying energy e fficiency measures and anticipated participation levels as necessary in accordance with current market conditions, EM&V results, and program implementation experience.2015 to 2019 EE/PDR Plan 83

Budget



### The following budget has been used for planning purposes. However, AEP Ohi o may adjust program budgets as necessary in accordance with current market conditions, EM&V results, and program implementation experience . Participant electricity cost savings result in negative participant costs.
Incremental Annual Budget

201 5 201 6 201 7 2018 2019 Total

2015

– 201 9

Administrative $899,572 $976,970 $914,815 $1,009,631 $956,232 $4,757,221

Incentive $6,510,515 $7,065,550 $7,218,647 $6,912,691 $6,895,147 $34,602,550

Total $7,410,086 $8,042,520 $8,133,462 $7,922,322 $7,851,379 $39,359,7 70

Incremental Annual

201 5 201 6 201 7 2018 2019 Total

2015

– 2019 Participant

Costs - $1,579,983

- $1,687,211

- $1,719,238

- $1,850,152

- $1,915,230

- $8,751,815

Savings Targets
Incremental Annual Savings

– at Meter

201 5 201 6 201 7 20 18 2019 Cumulative Total

2015

– 201 9

Energy (MWh) 8

, 377 9

, 103 8

, 579 9

, 543 9 ,0 06 42
, 800

Summer Peak Demand (kW) 1,0 87 1, 191 1,154 1, 325 1,18 1 5, 559

Benefit

- Cost Test Results

Benefit

- Cost Test 201 5

- 201 9

Benefit

- Cost Test Ratio

Total Resourc e Cost (TRC) 0. 8

Utility System Resource Cost (UCT) 0.6

Participant Cost (PCT) 3

. 0

Rate Impact Measure (RIM) 0. 32015 to 2019 EE/PDR Plan 84



## 4.2 Business Programs

For the complete program plan for each ongoing business program, please reference the Business Program Plans section (pages 81

- 126 ) of Volume 1: AEP Ohio 2 012 to

2014 Energy Efficiency/Peak Demand Reduction (EE/PDR) Action Plan , dated November 29, 2011 (PUCO Docket 11

- 5568

- EL

- POR and 11

- 5569

- EL

- POR .) Included in each program description below are material program change s as well as participation levels, budget, savings targets and benefit

- cost test results

. For the new programs, complete program descriptions are included.



## 4.2.1 Efficient Products for Business (P reviously

Prescriptive) (O n

- G oing P rogram)

All business (non

- resid ential) customers in AEP Ohio’s service territory are eligible to participate in this program. The program provides a simple and easy way to help fund

common energy efficiency projects in existing facilities and new construction projects. A

standard menu o f incentives , updated annually based on customer participation levels, competitive incentive pricing and market conditions, includes lighting, heating, ventilation, and air conditioning (HVAC), motor drives, refrigeration, and food preparation and storage equipment. Three primary objectives will focus on increasing: market share, installation rates, and operating efficiency. Incentives typically rang ing from 20 percent to 50 percent of the incremental cost to purchase energy efficient product s will be offer ed to customers.

Adjustments and Enhancements



### AEP Ohio modifications to the Efficient Products for Business Program as shown below:



##  Add a midstream component for specific lighting and equipment measures to
make efficiency available for small projects whe re an application is a barrier to
participation and also to encourage energy efficiency choices at the point of sale
with lighting and equipment distributors.

 Deliver a motor rewind component through an Implementation Contractor that

enlists motor rewind s hops to be trained and certified in efficient motor rewind and enrolled in the AEP Ohio EMotor Rewind approach.

 Incentives not included in the measure mix from previous plan(s) have been deemed either not cost effective or had low participation.

 Customer incentives may be adjusted to increase cost effectiveness and/or program participation.

 

### Cost effective measures developed during Plan implementation may be added
and measures currently on the list may be changed or removed depending on2015 to 2019 EE/PDR Plan 85



### both cost effective ness and customer participation.

Participation 

### The following participation levels have been used for planning purposes. However, AEP Ohio may adjust qualifying energy efficiency measures and anticipated participation levels as necessary in accordance wit h current market conditions, EM&V results, and program implementation experience.2015 to 2019 EE/PDR Plan 862015 to 2019 EE/PDR Plan 872015 to 2019 EE/PDR Plan 882015 to 2019 EE/PDR Plan 89

Budget



### The following budget has been used for planning purposes. However, AEP Ohio may adjust program budgets as necessary in accordance with current market con ditions, EM&V results, and program implementation experience.
Incremental Annual Budget

201 5 201 6 201 7 2018 2019 Total

2015

– 2019

Administrative $4,563,376 $4,616,148 $4,820,158 $5,105,582 $5,291,578 $24,396,842

Incentive $9,946,207 $9,940,784 $10,3 72,676 $11,001,108 $11,603,318 $52,864,094

Total $14,509,583 $14,556,932 $15,192,834 $16,106,690 $16,894,896 $77,260,935

Incremental Annual

201 5 201 6 201 7 2018 2019 Total

2015

– 2019 Participant

Costs $30,333,361 $30,806,907 $32,040,6 40 $34,628,611 $35,064,900 $162,874,419
Savings Targets
Incremental Annual Savings

– at Meter

201 5 201 6 201 7 2018 2019 Cumulative Total

2015

– 201 9

Energy (MWh) 

### 99,158 100,349 104,975 111,265 117,691 515,534

Summer Peak Demand (kW) 

### 18,42 2 18,263 18,740 19,755 20,833 92,945

Benefit

- Cost Test Results

Benefit

- Cost Test 201 5

- 201 9

Benefit

- Cost Test Ratio

Total Resource Cost (TRC) 1.7

Utility System Resource Cost (UCT) 5.4

Participant Cost (PCT) 2

. 6

Rate Impact Measure (RIM) 0

. 7



## 4.2.2 Process Efficiency (P reviously Custom) (O n

- G oing

P rogram)

All business (non

- residential) customers in AEP Ohio’s service territory are eligible to participate. The Process Efficiency program is for cost

- effective energy efficiency improvements that reduce energy consumption and peak demand not already covered by other AEP Ohio programs. All technologies are subject to eligibility and verification of2015 to 2019 EE/PDR Plan 90



### savings. Customers receive an incentive customized to the specific results of the energy savings technologies implemented. The program assist s larger commercial and industrial customers with the analysis and selection of high

- efficiency equipment or processes not covered under the Efficient Products program or other program offerings.

Th is program approach identi f ies more complex energy savings projects, provide s economic analysis and aid s in the completion of the incentive application. Incentives are based on energy savings on a per kWh basis for installed measures.

Adjustments and Enhancements



### AEP Ohio modifi cations to the Process Efficiency Program as shown below:

 Eliminate the $100/kW demand savings incentive as ancillary to the energy incentive and not seen as a market driver for participation.

 Adjust incentive levels annually as appropriate with considerat ion of Bid to Win

auction results.

 Incentives not included in the measure mix from previous plan(s) have been deemed either not cost effective or had low participation.

 Customer incentives may be adjusted to increase cost effectiveness and/or

program par ticipation.

 Cost effective measures developed during Plan implementation may be added
and measures currently on the list may be changed or removed depending on
both cost effectiveness and customer participation.

Participation 

### The following participation levels have been used for planning purposes. However, AEP Ohio may adjust qualifying energy efficiency measures and anticipated participation levels as necessary in accordance with current market conditions, EM&V results, and program implementation experie nce.2015 to 2019 EE/PDR Plan 912015 to 2019 EE/PDR Plan 92

Budget



### The following budget has been used for planning purposes. However, AEP Ohio may adjust program budgets as necessary in accordance with current market conditions, EM&V results, and program implementation experience.

Incremental Annual Bud get

201 5 201 6 201 7 2018 2019 Total

2015

– 201 9

Administrative $3,560,626 $3,463,556 $3,649,464 $3,566,800 $3,545,691 $17,786,136

Incentive $4,384,980 $4,012,505 $3,891,486 $3,506,678 $3,259,249 $19,054,898

Total $7,945,606 $7,476,061 $7,540,950 $7,07 3,478 $6,804,940 $36,841,034

Incremental Annual

201 5 201 6 201 7 2018 2019 Total

2015

– 2019 Participant

Costs $13,512,091 $12,604,641 $12,614,240 $11,660,318 $10,925,630 $61,316,921

Savings Targets
Incremental Annual Savings

– at M eter

201 5 201 6 201 7 2018 2019 Cumulative Total

2015

– 201 9

Energy (MWh) 65,016 63,308 66,787 65,351 65,218 

### 324,711

Summer Peak Demand (kW) 14,280 13,554 13,859 13,144 12,809 

### 66,784

Benefit

- Cost Test Results

Benefit

- Cost Test 20 15

- 20 1 9

Benefit

- Cost Test Ratio

Total Resource Cost (TRC) 2.8

Utility System Resource Cost (UCT) 7.6

Participant Cost (PCT) 3. 6

Rate Impact Measure (RIM) 0 .9



## 4.2.3 New Construction (O n

- G oing P rogram)

All business (non

- residential) customers in AEP Ohio’s service territory are eligible to participate in this program. This program is for new construction and major renovation projects to encourage building owners, designers, and architects to exceed standard building practices to achieve efficiency above current bui lding energy code requirements. The program provides interactive design assistance to the architects and engineers that are designing new buildings. The key design assistance tool is building2015 to 2019 EE/PDR Plan 93



### simulation modeling of more efficient building designs. The prog ram provides incentives to new facility owners for the installation of high

- efficiency lighting, HVAC, building envelope, refrigeration and other equipment and controls. The program provides a marketing mechanism for architects and engineers to promote ene rgy efficient new buildings and equipment to end users. This whole building approach requires fully

executable energy models for evaluation and therefore has incentives for the design

team as well as the owner. Efficient Business Products and Process Effic iency incentives

are available for individual energy efficiency measures that exceed then current code requirements.

Adjustments and Enhancements



### AEP Ohio modifications to the New Construction Program as shown:

 Master metered apartment buildings are met ered for non

- residential tariffs. As such, these facilities are eligible for this program.

 Incentives not included in the measure mix from previous plan(s) have been deemed either not cost effective or had low participation.

 Incentives may be adjusted to increase cost effectiveness and/or program participation.

 

### Cost effective measures developed during Plan implementation may be added
and measures currently on the list may be changed or removed depending on
both cost effectiveness and customer participatio n.

Participation 

### The following participation levels have been used for planning purposes. However,

AEP Ohio may adjust qualifying energy efficiency measures and anticipated participation levels as necessary in accordance with current market conditions, E M&V results, and program implementation experience.2015 to 2019 EE/PDR Plan 94

Budget



### The following budget has been used for planning purposes. However, AEP Ohio may adjust program budgets as necessary in accordance with current market conditions, EM&V results, and program imple mentation experience.2015 to 2019 EE/PDR Plan 95 Incremental Annual Budget

201 5 201 6 201 7 2018 2019 Total

2015

– 201 9

Administrative $1,137,156 $1,283,678 $1,284,144 $1,287,567 $1,294,944 $6,287,488

Incentive $2,665,879 $3,006,654 $3,005,011 $3,010,206 $3,024,577 $14,712,326

Total $3,803,035 $4,290,332 $4,289,155 $4,297,772 $4,319,520 $20,999,814

Incremental Annual

201 5 201 6 201 7 2018 2019 Total

2015

– 2019 Participant

Costs 

### $4,570,611 $5,157,106 $5,159,204 $5,174,363 $5,206,929 $25,268,213

Savings Targ ets Incremental Annual Savings

– at Meter

201 5 201 6 201 7 2018 2019 Cumulative

Total



### 2015

– 2019

Energy (MWh) 31,588 35,658 35,671 35,766 35,971 173,106

Summer Peak Demand (kW) 2,854 3,224 3,231 3,246 3,273 15,704

Benefit

- Cost Test Resul ts

Benefit

- Cost Test 201 5

- 201 9

Benefit

- Cost Test Ratio
Total Resource Cost (TRC) 2.6
Utility System Resource Cost (UCT) 5.8
Participant Cost (PCT) 4 .4 Rate Impact Measure (RIM) 0.7



## 4.2.4 Express (O n

- G oing P rogram)

Program 

### Express Program Objective



### The Express Program provides a streamlined, one

- stop, turn

- key energy efficiency service delivered through a program implementer. The program generates energy savings through program services and incentives to help qualifying customers reduce

energy usag e and lower energy costs. Incentives for energy efficiency retrofit projects are generally higher than the Efficient Products and Process Efficiency Programs, with an initial cap of 70 percent of the project costs.

The Express Program targets small busines s customers, generally indicated as customers with demands of less than 100 kW or with annual energy consumption of 200,000 kWh2015 to 2019 EE/PDR Plan 96



### or less, based on the last 12 months of billing history. Either the demand or energy consumption limits could be lowered during implementation to focus more on smaller customers during the Plan period. Corporate

- owned national accounts are excluded from participation. Funding for large franchisee

- owned national accounts customers are eligible but may be limited to ensure local smal l business participation. As with residential low income customers, small non

- profit customers may need additional incentives to afford energy efficiency improvements, and these opportunities will be considered to remove barriers to this group’s participat ion

. Adjustments and Enhancements

AEP Ohio modifications to the Express Program as shown below:



##  The Express Program is designed to operate with marketing and installations
provided by a single Implementation Contractor , but may operate with multiple

tr ade allies providing marketing and installation services or, a hybrid of the two
models as AEP Ohio deems best to increase participation and improve customer

satisfaction.



##  Implementation contractors or other partners may offer financing to reduce

barriers to small business installation of measures.



##  In the 2015

- 2019 Plan customers with an initial demand limit of 100 kW will also
be eligible to participate. A study of customers with demands of 100 kW or less,
even when energy usage is greater than 200,000 k Wh showed that most shared
characteristics of other small business Express participants and would benefit by
participation in the program.



##  Incentives not included in the measure mix from previous plan(s) have been

deemed either not cost effective or had l ow participation.



##  Incentives may be adjusted to increase cost effectiveness and/or program participation.



##  Cost effective measures developed during Plan implementation may be added
and measures currently on the list may be changed or removed depending on

b oth cost effectiveness and customer participation.

Participation The following participation levels have been used for planning purposes. However, AEP Ohio may adjust qualifying energy efficiency measures and anticipated participation

levels as necessar y in accordance with current market conditions, EM&V results, and program implementation experience.2015 to 2019 EE/PDR Plan 972015 to 2019 EE/PDR Plan 98

Budget

The following budget has been used for planning purposes. However, AEP Ohio may adjust program budgets as necessary in accordance with current market conditions, EM&V results, and program implementation experience.
Incremental Annual Budget

201 5 201 6 201 7 2018 2019 Total

2015

– 201 9

Administrative $1,466,072 $1,602,879 $1,535,021 $1,500,296 $1,493,335 $7,597,604

Incentive $3,082,840 $3,344 ,094 $3,143,774 $3,069,750 $3,078,098 $15,718,556

Total $4,548,913 $4,946,973 $4,678,795 $4,570,046 $4,571,434 

### $23,316,160

Incremental Annual

201 5 201 6 201 7 2018 2019 Total

2015

– 2019 Participant

Costs 

### $5,889,876 $6,444,986 $6,191,58 7 $6,019,720 $5,801,178 $30,347,347

Savings Targets
Incremental Annual Savings

– at Meter

201 5 201 6 201 7 2018 2019 Cumulative

Total

2015

– 201 9

Energy (MWh) 20,315 22,248 21,371 20,923 21,008 103,680

Summer Peak Demand (kW) 3,982 4,244 3 ,944 3,747 3,647 18,917

Benefit

- Cost Test Results

Benefit

- Cost Test 201 5

- 201 9

Benefit

- Cost Test Ratio
Total Resource Cost (TRC) 1.5 Utility System Resource Cost (UCT) 3.5 Participant Cost (PCT) 3 .3 Rate Impact Measure (RIM) 0.5



## 4.2.5 Self

- Direct ( O n

- G oing P rogram)

AEP Ohio commercial and industrial “mercantile” customers that consume more than 700,000 kWh/y ea r or customers that are part of a national account can participate. Projects must be cost effective. The program is designed to capture energy savings and demand reduction from large customers with the capability to administer internal energy management efforts of their own. To participate, customers submit an application, calculation spreadsheets and supporting documentation. The application is2015 to 2019 EE/PDR Plan 99



### reviewed and if approved by AEP Ohio and by the PUCO, a one

- time payment is made or an EE/PDR rider exemption is applied. Customers accepting an exemption from the rider for a specified number of months are not allowed to participate in any other

AEP Ohio EE/PDR programs during the period of exemption. The program allows

customers to submit energy efficiency projects that are up to three years old

. The standard percentage of 75 percent of the calculated incentive under the Efficient Products for Business, Process Efficiency Program , or Data Center Program for customers applies.

Adjustments and Enhancements

AEP Ohio modifications to the Self

- Direct Program as shown below:



##  Incentives may be adjusted to increase cost effectiveness and/or program participa tion.
Participation 

### The following participation levels have been used for planning purposes. However,

AEP Ohio may adjust qualifying energy efficiency measures and anticipated participation levels as necessary in accordance with current market conditions , EM&V results, and program implementation experience. These measures are a proxy for the b road variety

of measures that will generate the savings expected.

Budget



### The following budget has been used for planning purposes. However, AEP Ohio may adjust program budgets as necessary in accordance with current market conditions, EM&V results, and program im plementation experience.
Incremental Annual Budget

201 5 201 6 201 7 2018 2019 Total

2015

– 201 9

Administrative $466,288 $447,773 $505,691 $548,386 $525,148 $2,493,286

Incentive $638,934 $670,320 $809,253 $932,305 $918,944 $3,969,755

Total $1,105,222 $ 1,118,093 $1,314,944 $1,480,691 $1,444,092 $6,463,041

Incremental Annual

201 5 201 6 201 7 2018 2019 Total

2015

– 2019
Participant 

### $1,051,785 $1,107,375 $1,352,736 $1,566,643 $1,349,411 $6,427,9502015 to 2019 EE/PDR Plan 100

Costs

Savings Targets Program impact assessment is performed beginning with the first year of EE/PDR program implementation, in 2009. The reason to do so is to e nsure that the effects of consumer actions

at the end of measure life are accounted for . The analysis assumes that a certain percen tage of program first life participants do not maintain the higher efficiency level but rather return to the baseline condition. This return to the baseline condition causes a loss to cumulative potential

, but does not a ffect incremental potential. Normall y these e ffects are not large. However, in some cases, when a measure has high participation in an early year, relative to later years, the

effect can be noticeable. This is the case with the Self Direct P rogram. In its first year, 2009, savings were 142,1 01 MWh. This compares to the average annual incremental impacts between 2015 and 2019 of about 12,500 MWh. The original savings in 2009 is over a factor of 10 larger. The average measure life for the program is about 10 years. This means that in about 2019 , a certain percentage of this large 142,101 MWh savings will be reverting back to the base technology and thus this saving s is effectively lost on a cumulative basis. This loss of savings is not taken from incremental new savings but rather from cumulative potential.
Incremental Annual Savings

– at Meter

201 5 201 6 201 7 2018 2019 Cumulative

Total

2015

– 201 9

Energy (MWh) 11,006 10,559 11,915 12,911 12,868 26,081

Summer Peak Demand (kW) 1,264 1,180 1,297 1,371 1,372 2,678

Benefit

- Cost Test Results

Benefit

- Cost Test 20 15 2

- 20 1 9

Benefit

- Cost Test Ratio 

### Total Resource Cost (TRC) 3

. 3 

### Utility System Resource Cost (UCT) 6

. 7 

### Participant Cost (PCT) 5

. 1 

### Rate Impact Measure (RIM) 0.8



## 4.2.6 Retro

- Commissioning (O n

- G oing P rogram)

The Retro

- Commissi oning program obtains energy savings through the identification and implementation of low

- cost, operational adjustments that improve the efficiency of existing buildings’ operating systems by optimizing the systems to meet the building’s requirements, with a focus on building controls and HVAC systems.

The Retro

- commissioning (RCx) Program target s 125 KW or gr eater

, med ium to large

business customers

. Eligible measures will vary depending on the business sector served, but should inclu de

at least:

 HVAC systems and controls : Economizers, d emand c ontrol v entilation,2015 to 2019 EE/PDR Plan 101



### h eat/ e nergy r ecovery v entilators, fan and pump controls, head

- pressure controls, setback controls, night venting controls.

 Lighting controls : Occupancy/vacancy controls, photo

- sensors, timer controls.

 Motor controls : Variable f requency/ s peed d rives, timer controls.

 Process controls : Where applicable

.

 Distribution transformers : Harmonic filtering and harmonic mitigating.

Adjustments and Enhancements

AEP Ohio modifications to t he Retro

- commissioning Program as shown below:



##  The program changes from a requirement for customers with a peak demand of 500 kW to a peak demand of 125 kW to avoid eliminating schools which are

excellent candidates.



##  Incentives not included in the measure mix from previous plan(s) have been deemed either not cost effective or had low participation.



##  Customer incentives may be adjusted to increase cost effectiveness and/or program participation.



##  Cost effective measures developed during Plan implementation ma y be added
and measures currently on the list may be changed or removed depending on
both cost effectiveness and customer participation.

Participation

The following participation levels have been used for planning purposes. However, AEP Ohio may adjust q ualifying energy efficiency measures and anticipated participation levels as necessary in accordance with current market conditions, EM&V results and program implementation experience.

Budget



### The following budget has been used for planning purposes. Ho wever, AEP Ohio may adjust program budgets as necessary in accordance with current market conditions, EM&V results, and program implementation experience.

Incremental Annual Budget

201 5 201 6 201 7 201 8 201 9 Total

2015

– 201 92015 to 2019 EE/PDR Plan 102

Administrative $69,433 $76 ,864 $84,314 $93,698 $99,957 $424,266

Incentive $472,819 $511,200 $560,296 $622,164 $687,169 $2,853,649

Total $542,252 $588,065 $644,610 $715,862 $787,126 $3,277,916

Incremental Annual

201 5 201 6 201 7 201 8 201 9 Total

2015

– 201 9
Participant

Costs $1,457,600 $1,624,129 $1,780,111 $1,976,671 $1,983,389 $8,821,901

Savings Targets
Incremental Annual Savings

– at Meter

201 5 201 6 201 7 201 8 201 9 Cumulative

Total

201 5

– 201 9 Energy (MWh) 3,298 3,651 4,005 4,451 4,920 

### 19

, 736

Summer Peak

De mand (kW) 550 609 667 742 820 

### 3, 289

Benefit

- Cost Test Results

Benefit

- Cost Test 201 5

- 201 9

Benefit

- Cost Test Ratio

Total Resource Cost (TRC) 1.2

Utility System Resource Cost (UCT) 4. 5

Participant Cost (PCT) 1

. 7

Rate Impact Measure (RIM) 0 .7



## 4. 2. 7 Continuous Energy Improvement (O n

- G oing

P rogram)

This program f acilitate s a comprehensive and ongoing strategic approach to energy reduction at key customer facilities. The Continuous Energy Improvement Program (C E I) realize s widespread, substantial en ergy savings for participants willing to participate in and partner with the program. The CEI program utilizes low cost/no cost measures to deliver productivity improvements that reduce the energy intensity of those customers. The program targets low cost and no cost operational savings opportunities.

The target participants are:

 Transmission, sub

- transmission and self

- assessor customers.2015 to 2019 EE/PDR Plan 103



###  Large, account managed business customers with site electric energy expenditures exceeding $500,000 per annum or with annual consumption greater than 10 GWh

.

 

### Mid

- range industrial accounts with energy expenditures ranging from $100,000 to $500,000 per annum.

 

### Institutional facilities

.

Adjustments and Enhancements

AEP Ohio modifications to the Continuous Energy Improve ment Program as shown:

 A streamlined option to baseline and model productivity improvements and energy density reductions through the program for transmission, sub

- transmission and self

assessor customers.

 Measurement of facility productivity, energy densi ty per product/service reductions and streamlined processes focused efforts are enhanced for this program to increase economic development, retain and enhance manufacturing and increase customer competitiveness.



##  Incentives not included in the measure mix f rom previous plan(s) have been deemed either not cost effective or had low participation.



##  Customer incentives may be adjusted to increase cost effectiveness and/or program participation.



##  Cost effective measures developed during Plan implementation may be added and measures currently included may be changed or removed depending on both cost effectiveness and customer participation. Participation

The following participation levels have been used for planning purposes. However, AEP Ohio may adjust qualifyi ng energy efficiency measures and anticipated participation levels as necessary in accordance with current market conditions, EM&V results and program implementation experience. These measures are a proxy for the types of low cost, no cost

activities that will generate the savings expected.

Budget



### The following budget has been used for planning purposes. However, AEP Ohio may adjust program budgets as necessary in accordance with current market conditions, EM&V results, and program implementation experience.2015 to 2019 EE/PDR Plan 104 Incremental Annual Budget

201 5 201 6 201 7 201 8 201 9 Total

2015

– 201 9

Administrative $304,636 $367,367 $372,645 $342,284 $292,992 

### $1,679,924

Incentive $2,635,535 $3,105,281 $3,148,662 $2,890,969 $2,563,007 

### $14,343,454

Total $2,940,171 $3,472,648 $3,521,307 $3,233,252 $2,855,999 

### $16,023,379

Incremental Annual

201 5 201 6 201 7 201 8 201 9 Total

201 5

– 201 9
Participant

Costs 

### $5,974,516 $7,273,597 $7,375,141 $6,771,545 $5,407,466 $32,802,265

Savings Targets

Incremental Annual Savings

– at Meter

201 5 201 6 201 7 201 8 201 9 Cumulative Total

201 5

– 201 9

Energy (MWh) 13,568 16,362 16,597 15,245 1 3,521 7 3

, 638

Summer Peak Demand (kW) 2,885 3,479 3,529 3,242 2,875 1 5

, 660

Benefit

- Cost Test Results

Benefit

- Cost Test 201 5

- 201 9

Benefit

- Cost Test Ratio

Total Resource Cost (TRC) 1. 2

Utility System Resource Cost (UCT) 3

. 7

Participant Cost (PCT) 2

. 3

Rate Impact Measure (RIM) 0.5



## 4.2.8 Bid to Win (O n

- G oing P rogram)

The program p roduce s long

- term electric energy savings in the business sector by introducing a competitive bidding approach to EE/PDR. In addition, typical EE/PDR programs don’t match up effectively with customers’ capital planning schedules. This program provides an opportunity to competitively bid for EE/PDR projects and reserve funds won in a timeframe that fits the individual customer’s capital planning needs. The target market con sists primarily of larger customers and customer groups that may include industrial and manufacturing facilities, healthcare, government and education. Auction timeframes are planned for fall of each year for future year(s) projects. The

auction will also inform AEP Ohio in the process of setting incentives for most of its other major Business programs in the following year.

The Bid to Win Program concept involves the following steps:2015 to 2019 EE/PDR Plan 105



### 1) Customers or project sponsors develop projects with significant savings p otential and prepare their projects for pre

- qualification.

2) Bidders submit their projects for pre

- qualification and qualified bidders are approved to bid their projected energy savings in cost per annual energy sav ed ($/kWh).

3) Once bidding process is compl ete, AEP Ohio selects winning applicants based on specified criteria set prior to the scheduled Bid

- to

- Win auction event

.

Adjustments and Enhancements

AEP Ohio modifications to the Bid

- to

- Win Program as shown below:



##  Requires a useful life of 10 years or greater.



##  Expansion of the program to provide input to business incentives across multiple
programs. Anticipate an annual auction event, ideally in the fall, to gain large
projects for the following year at cost competitive incentive rates and where

result s will provide information to AEP Ohio for setting incentive levels on all
major programs in the following year, where appropriate.



##  Projects to receive payment based on verified energy savings following project
completion and final project application appr oval.



##  Projects and measures eligible for incentive bidding may be added or removed to increase cost effectiveness and/or program participation.



##  The number of available auctions may be increased, decreased or eliminated
based on customer participation level s.

Participation

The following participation levels have been used for planning purposes. However,

AEP Ohio may adjust qualifying energy efficiency measures and anticipated participation levels as necessary in accordance with current market conditions, EM&V results and program implementation experience.

Budget

The following participation levels have been used for planning purposes. However, AEP Ohio may adjust qualifying energy efficiency measures and anticipated participation levels as necessary in accordance with current market conditions, EM&V results and program2015 to 2019 EE/PDR Plan 106

implementation experience.

Incremental Annual Budget

201 5 201 6 201 7 201 8 201 9 Total

2015

– 2019

Administrative $750,117 $779,498 $775,029 $774,576 $746,461 $3,825,680

Incentive $2, 477,647 $2,571,614 $2,553,816 $2,549,278 $2,561,908 $12,714,263

Total $3,227,765 $3,351,112 $3,328,845 $3,323,854 $3,308,368 $16,539,944

Incremental Annual

201 5 201 6 201 7 201 8 2019 Total

2015

– 201 9
Participant

Costs $25,340,419 $26,301,470 $26,119,446 $26,073,033 $23,144,764 $126,979,133

Savings Targets
Incremental Annual Savings

– at Meter

201 5 201 6 201 7 201 8 201 9 Cumulative

Total

201 5

– 201 9 Energy (MWh) 

### 43,083 44,771 44,514 44,488 44,762 221,619

Summer Peak Demand (kW) 

### 7,181 7,462 7,419 7,415 7,460 36,936

Benefit

- Cost Test Results

Benefit

- Cost Test 201 5

- 201 9

Benefit

- Cost Test Ratio

Total Resource Cost (TRC) 1. 2

Utility System Resource Cost (UCT) 1 0

. 6

Participant Cost (PCT) 1

. 5

Rate Impact Measure (RIM) 0.8



## 4.2.9 Data Cen ter (On

- Going Program)

T he program provides energy efficiency opportunities for both new and existing data centers that lead to energy savings. Incentives are provided to qualifying measures, as well as to offset the cost of a preliminary study. The study will be utilized in identifying current and new energy efficiency opportunities.

The Data Center Program is designed for data centers seeking to improve the efficiency of new and existing facilities. Special attention is given to meet the specific needs of

e ach of the three sizes of data centers as defined by the E nvironmental Protection2015 to 2019 EE/PDR Plan 107



### Agency, which include: Localized Data Centers (500

- 1,000 sq. ft.), Mid

- tier Data Centers (1,000

- 5,000 sq. ft.), and Enterprise

- class Data Centers (5,000+ sq. ft.)

.

The f ollowing energy efficient opportunities are eligible for the Data Center Program:

 Server Virtualization

 E NERGY S TAR ® 

### Servers

 High Efficiency UPS

– Power Distribution Optimization

 Distribution Power Transformer Optimization

 Storage Optimization

– Row

- Orie nted Cooling Systems

 Efficient Floor Layout Properly Located Vented Floor Tiles

 Optimize Temperature and Humidity Set Points

– Economizers PC Power Management

– Desktop Virtualization VoIP

 Airflow Optimization

 Variable Flow D evices

 Integrated Controls

 Ener gy Recovery Devices and Strategies

 Emerging Technologies (Power Management)

 Optimize Data Center Cooling Technology

Adjustments and Enhancements AEP Ohio modifications to the Data Center program as shown below:

 Incentives not included in the measure mix f rom previous plan(s) have been deemed either not cost effective or had low participation.

 Customer incentives may be adjusted to increase cost effectiveness and/or program participation.

 Cost effective measures developed during Plan implementation may be added
and measures currently on the list may be changed or removed depending on
both cost effectiveness and customer participation.

Participation

The following participation levels have been used for planning purposes. However, AEP Ohio may adjust qualif

ying energy efficiency measures and anticipated participation levels as necessary in accordance with current market conditions, EM&V results and program implementation experience.2015 to 2019 EE/PDR Plan 1082015 to 2019 EE/PDR Plan 109

Budget



### The following budget has been used for planning purposes. Howev er, AEP Ohio may adjust program budgets as necessary in accordance with current market conditions, EM&V results, and program implementation experience.

Incremental Annual Budget

201 5 201 6 201 7 201 8 201 9 Total

2015

– 201 9

Administra

tive $349,910 $311, 761 $285,848 $272,592 $256,517 $1,476,627

Incentive $1,552,725 $1,351,578 $1,238,602 $1,180,565 $1,150,340 $6,473,810

Total $1,902,635 $1,663,340 $1,524,450 $1,453,156 $1,406,856 $7,950,437

Incremental Annual

201 5 201 6 201 7 201 8 201 9 Total

2 015

– 201 9
Participant

Costs $2,485,933 $2,244,289 $2,056,143 $1,959,265 $1,696,771 $10,442,402

Savings Targets
Incremental Annual Savings

– at Meter

201 5 201 6 201 7 201 8 201 9 Cumulative

Total

201 5

– 201 9 Energy (MWh) 8,318 7,412 6,798 6,484 6,3 22 3 3,868

Summer Peak Demand (kW) 750 668 613 585 570 3, 054

Benefit

- Cost Test Results

Benefit

- Cost Test 201 5

- 201 9
Benefit

- Cost Test Ratio
Total Resource Cost (TRC) 1. 2
Utility System Resource Cost (UCT) 2. 8 Participant Cost (PCT) 2

. 8
Rate Impa ct Measure (RIM) 0.5



## 4.2.10 Demand Response (On

- Going Program)

The Demand Response P rogram is available to non

- residential customers only and may be used to supplement the peak demand reductions achieved from EE/PDR programs in order to ensure the peak demand reduction benchmark requirements of SB 221 are met. The program includes monitoring, participation and compliance with any then in effect Commercial and Industrial Interruptible Rates offered in the AEP Ohio service territory. In addition, PJM Demand Respo nse Program participation may be utilized, provided mercantile customers commit that resource to AEP Ohio. Program funding is2015 to 2019 EE/PDR Plan 110



### primarily limited to gaining customer commitments for the supplemental peak demand reduction needed by AEP Ohio that could include interruptible tariffs, special arrangements, a standard offer or a bid process. No savings for the program are estimated since the program may not be needed during the five

- year period.
Adjustments and Enhancements

AEP Ohio modifications to the Demand Re sponse program as shown below:

 

### Incentives may be adjusted to increase cost effectiveness and/or program

participation.

Budget
Incremental Annual Budget

201 5 201 6 201 7 2018 2019 Total

2015

– 201 9

Administrative $0 $0 $0 $0 $0 

### $0

Incentive $100,000 $1 00,000 $100,000 $100,000 $100,000 $500,000

Total $100,000 $100,000 $100,000 $100,000 $100,000 $500,000



## 4.3 Cross

- Sector Programs and Other Activities

AEP Ohio new cross

- sector programs and activities that provide measurable savings:

 Multifamily

 Com bined Heat and Power (CHP)/Waste Energy Resources (WER)

 Customer Power Factor

 T&D Customer Efficiency

Cross

- sector programs for which energy savings are counted from other AEP Ohio

activities :

 gridSMART Enabled EE/PDR Savings

 T&D Loss Reduction (formerly T&D and Internal System Efficiency Improvements)

AEP Ohio continuing cross

- sector activities for 201 5 to 201 9 :

 Education and Training

 Targeted Advertising

 Research and Development2015 to 2019 EE/PDR Plan 111



## 4.3.1 Multifamily Program (N ew P rogram)

Program 

### Multifamily P rogram

Objective



### To produce long

- term electric energy savings in both Consumer and Business sectors for multifamily buildings. The Consumer and Business components are difficult to service separately and maximize savings from a multifamily location. The program may inclu de new construction, retrofit complexes, walk

- through audits, direct install measures and recommendations for next level energy efficiency measures.

Target Market



### The target market consists of multifamily structures, typically up to three floors,

conta ining three or more dwelling units. Investigation of Multifamily structures such as mid (4

- 6 floors) rise units may also be considered during the Plan.

Program Duration



### The Multifamily Program will be an ongoing component of the AEP Ohio EE/PDR Plan.

P rogram Description



### Working with property owners and managers may allow for an all

- in

- one program to conduct audits of both individual units and common areas. Consumers may receive direct install measures, recommendations for additional measures and oppor tunity to apply for additional incentives through other programs such as the Efficient Products and Efficient Products for Business Programs. The savings and cost associated with the Consumer measures will be allocated to the Consumer program and budget. B usiness sector measures will explore common areas such as hallway lighting, exterior lighting and exit sign lighting. Common area measures will be funded and energy savings attributed to the

C&I sector. Incentive Strategy



### Customers may be eligible for d irect install measures, incentives for next level implementation measures and may choose from a list of pre

- qualified contractors to have

energy

- saving improvements installed. Incentives may be adjusted to increase cost effectiveness and/or program partici pation.

El igible Measu res



### Eligible measures will vary depending on whether retrofit or new housing and the opportunities presented:

 Cost effective measures developed during Plan implementation may be added and measures currently on the list may be ch anged or removed depending on both cost effectiveness and customer participation.2015 to 2019 EE/PDR Plan 112

Implementation Strategy



### An implementation contractor will oversee the de velopment and delivery of the Multifamily program. The main focus of the implementation strategy is designed to lower the cost of delivery with combining both consumer and business portions of the

multi

- family facility into one visit. Property Managers and Owners will be engaged prior

to the on

- site visit and possibly incentivized to participate for com mon areas and engage the majority of tenants if not all. Additionally, recommendations for home and

common areas will promote the use of the Efficient Products program rebates for

consumer and business sectors.

Marketing Strategy



### Engage property manage rs and owners at the onset and encourage and secure full capacity participation from tenants.

Milestones

Tasks Timeframe

Program Implementation Contractor selected 3 months

Program materials developed 5 months

Program launch

– marketing begins 6 mo nths

EM&V Strategy 

### All evaluation activities will be conducted by AEP Ohio’s evaluation contractor. An integrated evaluation approach will be taken t hat includes the following components:

 

### Addressing evaluation needs at the onset of program design and collecting evaluation data as part of program administration.

 

### Assessing and documenting baseline conditions.

 

### Establishing tracking metrics.

 

### Conducting primary and secondary research as part of the impact and process

evaluations.

The overall goal of the imp act evaluation will be to validate/calibrate savings values and determine program cost

- effectiveness. The participant and nonparticipant surveys will also address program awareness, barriers to participation, participant satisfaction, and process

efficienc y. These surveys will be enhanced by collecting market data and assessing trends

as well as interviews with program staff, the implementation contractor, collaborating program administrators, and participating manufacturers.

The process evaluation will be conducted during the first program year and then

coordinated with follow

- up impact evaluation work to be performed once program

approved measures have been installed and operating for a sufficient time to enable a robust impact evaluation.2015 to 2019 EE/PDR Plan 113



### AEP Ohio Adm inistrative Requirements

Initial program administration will be conduct ed by AEP Ohio EE/PDR personnel . To develop and manage the third

- party implementation, it is estimated that 0. 2 5 FTE equivalent will be required for program oversight. Key oversight fu nctions include:

 Recruitment, selection, and management of the implementation contractor(s)

 Customer , Property Owner/Managers recruitment

 Coordination of marketing strategy/public relations among programs and market

sectors

 Coordination of all education an d training

 Data warehousing

 Management of the evaluation contractor

 Goal achievement within budget

AEP Ohio and its implementation contractor will follow industry best practices during final program design and start

- up to ensure success, including:

 Follow ing an integrated evaluation approach as described above

 Account manager and customer service training

 Establishing requirements for supporting documentation, analysis methods, and reporting requirements on technical studies

 Completing all program procedur es from marketing through verification and payment and conducting a dry

- run prior to launch

 Preparing for stronger or weaker than expected participant response Participation

The following participation levels have been used for planning purposes. However , AEP Ohio may adjust qualifying energy efficiency measures and anticipated participation levels as necessary in accordance with current market conditions, EM&V results and program implementation experience.2015 to 2019 EE/PDR Plan 114

Budget



### The following budget has been used fo r planning purposes. However, AEP Ohio may adjust program budgets as necessary in accordance with current market conditions, EM&V results, and program implementation experience.

Incremental Annual Budget

201 5 201 6 201 7 201 8 201 9 Total

2015

– 2019

Adm inistrative $1,437,239 $1,893,286 $1,744,086 $1,623,662 $1,518,455 $8,216,729

Incentive $463,445 $598,212 $531,100 $486,765 $453,448 $2,532,970

Total $1,900,684 $2,491,499 $2,275,186 $2,110,427 $1,971,903 $10,749,699

Incremental Annual

201 5 201 6 201 7 201 8 201 9 Total

2015

– 201 9
Participant

Costs 

### $882,059 $1,154,793 $1,048,345 $961,168 $855,187 $4,901,552

Savings Targets
Incremental Annual Savings

– at Meter

201 5 201 6 201 7 201 8 201 9 Cumulative

Total

201 5

– 201 92015 to 2019 EE/PDR Plan 115

Energy (MWh) 3,920 5 ,165 4,769 4,444 4,184 

### 2 2

, 338

Summer Peak Demand (kW) 958 1,240 1,104 995 910 

### 5, 077

Benefit

- Cost Test Results

Benefit

- Cost Test 201 5

- 201 9

Benefit

- Cost Test Ratio
Total Resource Cost (TRC) 1.2 Utility System Resource Cost (UCT) 1.7 Participant Co st (PCT) 4

. 4 Rate Impact Measure (RIM) 0. 5



## 4.3.2 Combined Heat and Power and Waste Energy Recovery

– CHP/WER (New Program)

Program Objective 

### Combined Heat and Power and Waste Energy Recovery (CHP /WER )

The objective of this program is to support the ins tallation of high efficiency, sustainable and cost effective CHP/WER projects in AEP Ohio’s service territory as allowed by SB 315 and supported by the PUCO and state of Ohio.

Target Market The primary targets for CHP/WER will be large users of steam for ongoing processes and could include industrial, institutional and healthcare facilities. Other types of CHP/WER projects can be considered if they meet minimum efficiency requirements. Program Duration The program will operate while funds are availa ble through the Plan period. Filed and approved reasonable arrangements will have their own individual terms. Program Description

CHP/WER projects can be treated similarly to other energy efficiency projects, but this requires looking at efficiency for this type of application in a different way than the typical upfront incentive

. CHP/WER projects , as distributed generation, should be subject to the same cost effectiveness analyses and performance based incentives as any other supply

- side generation reso urce must face . A distributed generation project is not comparable to any other energy efficiency (EE) project due to the surety and permanence of the EE measures installed. It is highly likely that the normal EE measures installed will remain permanent an d be a true offset to supply

- side options. It is highly unlikely that a customer will install less efficient lighting, air conditioning or production equipment after the end of their ten or twenty year life. On the other hand, it is a complete unknown whet her the CHP/WER system will operate two, three, five

, ten or twen ty years of its expected life. CHP/WER operational longevity will all depend on the price of electricity, price of natural gas and/or availability of waste heat recovery source. Natural gas p ricing has always been highly volatile. CHP/WER longevity will2015 to 2019 EE/PDR Plan 116



### further depend on the operation, maintenance and ongoing efficiency of the system. For those reasons, CHP/WER should be directly comparable to supply

- side generation in its viability, where th e ongoing efficiency and fuel price of the generation unit is critical

to whether the generator can run profitably or not and the generator receives payment for energy only when it is delivered. A reasonable proxy for cost effectiveness based on

TRC is a s even year simple payback without incentives. It is important that CHP/WER projects have some reasonable expectation of longevity in order to be cost effective.

The efficiency with CHP/WER projects is commonly referred to as total system efficiency, conv ersion efficiency or Lower Heating Value ( LHV). AEP Ohio will utilize LHV

until such time as the Commission determine s a uniform calculation methodology for measuring total system efficiency for CHP/WER systems. Simply, LHV is the sum of the

electrical eff iciency plus the thermal efficiency of the system. A higher LHV means greater value and cost effectiveness of the system for the customer and the utility. The

minimum total system efficiency required is 60% with a minimum 20% useful thermal

energy

. AEP Ohi o will pay incentives on utility grade metering for the production kWhs generated and will tier the payments based on CHP/WER total system efficiency to encourage the highest efficiency systems that have the greatest chance of long term viability

. This met hod reduc es financial risk for all cu stomers by requiring both certainty in production kWhs generated and total system efficiency obtained

. CHP/WER projects can be very large and funding requests can be significant. Exemption from the EE/PDR rider isn’t an effective option in some cases. Approved utility program portfolio plan budgets provide programs for all customers, so a balance is provided in this program design to encourage customer participation in CHP/WER while also preserving funds for all other customers to participate in programs. Further, AEP Ohio supports flexibility due to the wide variety and complexity of projects. AEP Ohio recommends joint filing of reasonable arrangements for CHP/WER of significant

size. The PUCO standard mercantile comm itment form should provide opportunities for

smaller customer projects that need funding, either filed jointly and individually. AEP Ohio encourages joint filing to ensure that funding is available from the Plan. The PUCO

standard mercantile commitment fo rm should cover every customer that prefers an exemption from the EE/PDR rider. Incentive Strategy 

### All incentive payments are subject to AEP Ohio approval and are based on measured production kWhs generated by the CHP/WER project, subject to the follow ing

conditions:

For projects up to 2.5 MW:

 Incentive payments on production kWhs cannot exceed $0.01/kWh for five

years.

 Total incentive p ayments are limited to the l ower of 25% of the cost of the project or $250,000.2015 to 2019 EE/PDR Plan 117



###  Incentive payments will be made annua lly, beginning twelve months following full commissioning date of the project.

For projects greater than 1 MW:

 Project requests will be reviewed by AEP Ohio

 If agreement on project terms can be reached, a joint arrangement between AEP

Ohio and the custom er will be filed for approval with the PUCO.

 Subject to budget limitations for CHP/WER.

 Incentive payments will be made annually, beginning twelve months following full commissioning date of the project.

For all CHP/WER projects:

 LHV = 80% or more: 1 00% of the calculated payment.

 LHV = 70% up to 80%: 75% of the calculated payment.

 LHV = 60% up to 70%: 50% of the calculated payment.

Any projects that have payments that extend past December 31, 2019 are required to be jointly filed with the PUCO for ap proval. In addition to AEP Ohio incentives, ensure that customers are aware of Ohio and Federal incentives and educational opportunities

. Eligible Measures 

### The minimum total CHP/WER system efficiency required is 60% with a minimum 20%

useful thermal ene rgy. Implementation Strategy 

### AEP Ohio has received significant requests and is working with a number of customers to develop joint applications for projects. Upon filing and approval of this Plan, it is expected that project activity will increase signi ficantly with a likely backlog of projects available for limited funding. AEP Ohio intends to reach out to large customer groups for potential opportunities as well as work with CHP/WER developers who may be interested, if customer interest is insufficient

. Marketing Strategy Develop promotional material, utilizing readily available information from the state of Ohio, Department of Energy, the Environmental Protection Agency and the Midwest CHP Application Center, among others.

Milestones

Tasks Timefra me

Develop promotional material 1st qtr. 2015

Conduct o utreach to large customers and segments Ongoing
Hold periodic education/training on CHP/WER in conjunction with state, regional and federal efforts Min. 1 per year

EM&V Strategy



###  Measure and val idate production kWh and total system efficiency measurements for LHV prior to payments on an annual basis.2015 to 2019 EE/PDR Plan 118



###  Develop effective measurement strategy for average total system efficiencies over the annual period to determine payment eligibility.

 Reach out to C HP/WER experts to develop appropriate LHV, or other methodology to calculate ongoing total system efficiencies. Participation The following participation levels have been used for planning purposes. However, AEP Ohio may adjust qualifying energy efficien cy measures and anticipated participation levels as necessary in accordance with current market conditions, EM&V results and program implementation experience.
Incremental Annual Participants

Measure 201 5 201 6 201 7 201 8 201 9 Total

2015

– 2019

Pro ject n ot present ed 65 Budget 

### The following budget has been used for planning purposes. However, AEP Ohio may adjust program budgets as necessary in accordance with current market conditions, EM&V results, and program implementation experience.

Increme ntal Annual Budget

201 5 201 6 201 7 2018 2019 Total

2015

– 201 9

Administrative n ot presented

Incentive n ot presented

Total n ot presented $13,034,128

Incremental Annual

201 5 201 6 201 7 2018 2019 Total

2015

– 2019 Participant

Costs no t presented $189,985,148

Savings Targets
Incremental Annual Savings

– at Meter

201 5 201 6 201 7 2018 2019 Cumulative

Total

2015

– 201 9

Energy (MWh) not presented 600,000

Summer Peak Demand (kW) not presented 

### 81,9302015 to 2019 EE/PDR Plan 119

Benefit

- Cost Test R esults

Benefit

- Cost Test 201 5

- 201 9
Benefit

- Cost Test Ratio
Total Resource Cost (TRC) 1. 2 Utility System Resource Cost (UCT) 1 8

. 1 Participant Cost (PCT) 1. 2 Rate Impact Measure (RIM) 1

. 0



## 4.3.3 Customer Power Factor Correction

Program 

### Customer Power Factor Correction Objective 

### Power Factor Correction provides customers with specific technology measures that can be implemented to improve power quality and to produce energy and demand savings
within the customers’ facilities or the AEP Ohio Distribu tion System. Target Market

Power Factor Correction

– large industrial customers (>700,000 kWh/12 month average) with process equipment. Program Duration 5 years
Program Description 

### Power Factor Correction. Certain production intensive Manufacturin g Industries have production equipment and facilities that contribute to low power factors that affect their equipment and reflect losses back to the Distribution system limiting the ability to use this energy for useful purposes. The power factor correcti on at the customer delivery point reduces losses to provide small levels of energy savings to the customer. It also reduces KVA, which is equivalent to KW at unity power factor. This is a program under development and any required funding will come from th e Process Efficiency program.

Incentive Strategy

Power Factor Correction

– Power factor correction at the customer delivery point does not provide energy savings to the customer, but does reduce losses on the distribution and transmission system, which can be converted to energy savings. It does provide KVA savings. Incentives will be paid for energy and KVA reduced. Eligible Measures Power Factor Correction Capacitors Implementation Strategy AEP Ohio Program Management Marketing Strategy

Pow er Factor Correction Capacitors. The marketing of this measure is by direct communication by the account managers to the customer and through their industry

associations.2015 to 2019 EE/PDR Plan 12 0



### EM&V Strategy Power Factor Correction Capacitors. Pre and post metering to determi ne power factor

values for evaluation with deemed values. The Commission has indicated that a simplified methodology (deemed value) for capacitors has some merit and that setting a standard ratio of energy savings per kVAR of capacitance does not appear fe asible, since energy savings depends on the line loading in kVA (which depends on kW and kVAR loads). It also is required that the methodology be consistent with the Protocol

formulas in the Ohio TRM.

For Power factor capacitors added at distribution volt ages: kW = kV x I x pf, so the initial current (I i 

### ) before power factor correction is I i 

### = kW/ (kV x pf i 

### ), after capacitors are added kW does not change and the final current (I f 

### ) is I f 

### = kW/ (kV x pf f 

### ). The reduced current (I
r 

### ) is I
r 

### = I i 

### – I f 

### . The base k W saved is I 2 

### R.

Following the Commission’s recommendation, the deemed value for R is the resistance of typical conductor used to connect large industrial facilities with the high kW usage multiplied by the typical distance from the substation to customer connection point. The final system loss reduction = base kW loss x average loss factor (used in T&D loss studies) x 8760 (for fixed power factor correction capacitors), or base kW loss x average loss factor (used in T&D studies) x hours of operation (for switched power factor correction capacitors).



## 4.3.4 Transmission and Distribution (T&D) Customer

Efficiency Projects (New Program)

Program T&D Customer Efficiency Projects Objective 

### AEP Ohio has opportunities to improve efficiency for customers on its distr ibution facilities through the installation of EE/PDR measures that can provide long term savings. Utility distribution side energy efficiency programs are elective programs not loss reductions as covered in the T&D Loss Reduction Projects. Capital and O&M cost recovery for T&D Customer Efficiency Projects can be managed in the EE/PDR rider just as other EE/PDR programs. The objective of this program is to describe those opportunities for implementation in a similar manner as other customer efficiency

progr ams and/or complete further investigation. One difference from other programs due to the capital investment required could be to treat any earnings from T&D Customer Efficiency Projects using an enhanced return on investment instead of shared savings. Two of these programs are Volt Var Optimization (VVO) and LED Street/Outdoor Lighting.
Program Description 

### Volt Var Optimization (VVO). End

- of

- line monitoring allows the utility to determine where AEP can maintain the voltage on the circuit through automa ting regulators and capacitors to reduce energy consumption and peak demand. In addition, it helps2015 to 2019 EE/PDR Plan 121



### maintain unity power factor.

The VVO system that AEP Ohio piloted in its gridSMART phase 1 allows a reduction in voltage while remaining within acceptable r anges. This reduction in voltage yields a reduction in energy and demand that is measurable and consistent as long as the system is operational. In the initial pilot, the average savings in demand and energy was 3%. While this level of savings will vary by circuit, a key advantage of this program is that every customer on the circuits implemented will receive the savings. The non

participants in AEP Ohio’s other EE/PDR programs that reside or have businesses on these circuits will become participants in AE P Ohio’s EE/PDR programs.

An 80 circuit VVO proposal was filed in the gridSMART Phase 2 expansion that will be removed from that rate mechanism and added to the EE/PDR rider. The build out will be spread over the five year Plan period. Capital and O&M co sts for this program will be requested in the EE/PDR rider for this customer efficiency program.

LED Street/Outdoor Lighting. AEP Ohio has been considering LED Street/Outdoor lighting for a period of time; however, pricing and utility grade LED technolo gy concerns have not been conducive to moving forward. Even with the light and O&M savings, the capital costs offset those savings requiring a significant increase in the SL and OL rates. As pricing comes down and quality improves, it is expected that dur ing this Plan period, LED Street/Outdoor lighting conversions may be justified. This program would investigate the opportunity further, and if successful, would develop an implementation plan to move forward. Ideally, the energy and O&M savings would offs et the capital

costs. At that point, AEP Ohio would file for Commission approval, start the conversion process and complete it over several years.

Capital and O&M costs for this program may be requested in the EE/PDR rider for this
customer program, or through another rate mechanism.



## 4.3.5 gridSMART ® 

## Enabled EE/PDR Savings

Program gridSMART Enabled EE/PDR Savings Objective The gridSMART project is funded under a separate rider and no cost recovery is proposed under the EE/PDR rider. The project is list ed here to note that any peak demand reduction and energy efficiency savings results from this effort will be reported toward AEP Ohio’s EE/PDR achievements during the respective year in which those results occur. Program Description 

### The current progra ms that could produce reportable savings include programs designed to reduce the growing demand for electricity, especially at times when demand is high :



###  Energy Portal. Programs designed to produce energy and demand savings through greater access to energy information

 Home Energy Report. An option was filed for Phase 2 AMI

- Smart Meter2015 to 2019 EE/PDR Plan 122 

### Deployment.

Enhancements/Adjustments AEP Ohio has filed a plan to broaden the company’s gridSMART program with Advanced Metering Infrastructure (AMI) and Distribution Autom ation Circuit Reconfiguration (DACR) expansion. Upon approval of the plan by the Public Utilities Commission of Ohio, gridSMART Phase 2 installations are planned to begin in 2015.

 AMI deployment in more than 31 communities.

 DACR on approximately 250 dist ribution circuits serving more than 300,000

customers.

 Home Energy Reports

o Savings from gridSMART Phase 1 web portal and reports

o Savings from gridSMART Phase 2 web portal



## 4.3.6 Transmission and Distribution (T&D) Loss

Reduction Projects (formerly T&D and Inter nal Efficiency Improvements)

Program T&D Loss Reduction Projects Objective



### AEP Ohio T&D are funded through FERC and PUCO approved rates and no cost recovery is proposed under the EE/PDR rider in this Plan. This program captures loss reductions from pro

jects AEP Ohio undertakes to improve the efficiency of its transmission and distribution facilities. These loss reductions will be reported in the annual Plan Status Report.
Program Description 

### The operation of a T&D power system includes a loss of the portion of the power being transmitted due to the electrical resistance of the power system elements (conductors, transformers and regulators). The transmission of power at different voltage levels throughout the power system yields different losses durin g the delivery of Power. The farther the delivery through the system from the generation point, the greater the loss component associated with the transfer through the voltage transformations.

There are various system improvements that, if made, will red uce the T&D losses, including:

 Re

- conductoring of lines, substation improvements and the replacement of regulators.

 Re

- conductoring projects involve the replacement of existing wires with larger wires and wires designed for lower losses at transmission a nd distribution voltages. Re

- conductoring projects reduce line losses by lowering the resistance of the system through which energy is provided, such that the power lost during2015 to 2019 EE/PDR Plan 123



### transmission is lowered.

 

### Substation projects typically include connecting previ ously unconnected T&D lines, and/or the addition or upgrade of transformers and circuits in new or existing locations. These projects can improve efficiency and reduce line losses by providing additional transformation points closer to customers’ loads. As a result, a greater portion of the energy is transmitted in the lower resistance transmission lines instead of the higher resistance distribution lines.



## 4.3.7 Education and Training

Program Education and Training Objective



### To raise awareness about the ben efits of energy efficiency, to promote adoption of energy efficient behaviors and technologies, and to continue to build demand for AEP Ohio EE/PDR programs. Target Market The Education and Training Program is targeted to customers, customer groups,

con tractors, trade associations, civic associations and employees. Program Description This program will continue to coordinate AEP Ohio’s efforts to provide education, training and direct outreach for customers, customer groups, contractors, trade

associa tions, civic associations and employees. Activities and materials will be tailored to specific audiences: facilities managers, building operators, financial decision makers, builders, contractors, trade associations, civic organizations, workforce developm ent practitioners and students, and AEP Ohio employees whose work brings them in contact

with customers.

Education and training participants will be surveyed for feedback on relevance, quality

and satisfaction with activities. Pre

- and post

- learning will be evaluated. Customer Services employees will be surveyed annually in order to help direct training and development focus. Third

- party implementers may be selected via competitive bids to assist with education and training activities. Audiences for train ing and education

activities include:

 Commercial & Industrial (C&I) Customers: Customer education events will

continue to be offered via webinar and face

- to

- face seminars at multiple sites throughout the service area as needed to permit customers to parti cipate while minimizing travel. Seminars will continue to feature subject

- matter experts, trade allies, and hands

- on demonstrations of high efficiency technologies eligible for C&I programs.

Content and outreach will be designed to increase participation by key decision makers, plant managers, finance managers, treasurers, energy managers and2015 to 2019 EE/PDR Plan 124



### sustainability coordinators. Technical, in

- depth training will be offered for building operators, facilities managers, designers, engineers and others whose day

- to

- d ay practices influence energy use. Ongoing customer education programs will be marketed to appropriate customer segments across the 61 counties served by AEP Ohio. Marketing may include contact by customer service account representatives, direct mail, E

- ma il, and/or telephone. Overall objectives will be to develop knowledgeable and informed customers and EE/PDR providers to identify energy saving opportunities and take action to achieve long

- term efficiency gains.

 Customer Service Employees: AEP Ohio C&I c ustomers have account representatives who assist them with new service, changes, power quality, billing inquiries and more. Whether power engineers or representatives with more business than engineering training, all customer service employees are expected to assist customers with EE/PDR. Accordingly, they have participated in training on every one of AEP Ohio's programs as they have launched. Customer service employee training will continue through webinars, face

- to

- face meetings, and E

mail to continue to build staff knowledge about EE/PDR programs, to help them identify customers' energy efficiency opportunities, and to assist customers in applying for, monitoring and re

- investing incentives in ongoing energy efficiency practices and equipment. Training w ill cover programs, technologies, decision

making support, financing and the benefits of energy efficiency to customers,

their communities and AEP Ohio. The 2015

- 2019 Plan will focus on more efficient delivery through the development of more on

- line, on

- de mand education and training resources. Objectives for training will be to raise awareness of the benefits of energy efficiency and to increase customer participation in AEP Ohio

programs.

 Customer

- Facing Employees: Meter readers, line crews, field technic ians, and community affairs representatives are among the many AEP Ohio employees who interact with customers daily

- though they are not identified strictly as "customer service" employees. To date, many of these customer

- facing employees, or their superv isors, have participated in briefings about AEP Ohio's EE/PDR programs. All have received printed materials for them to share with customers when opportunity and safety permit. Education activities will continue to help customer

- facing employees understand the benefits energy efficiency can bring to communities, customers and AEP Ohio, to increase their awareness and understanding of programs to help business and residential customers save energy and money, and to encourage them to share information about t hese programs with the customers they encounter and with others in their

communities.

 Trade Associations, Civic and Other External organizations: AEP Ohio will expand outreach activities tailored for trade associations, civic and other external2015 to 2019 EE/PDR Plan 125



### organizat ions whose members may be customers, and/or may provide services to customers. These activities will be coordinated with, and marketed through customer service employees, third

- party implementers, direct mail, E

- mail, and/or telephone. This outreach effort will develop targeted presentations, recruit and train presenters, and deliver presentations to help trade associations' members understand the benefits energy efficiency brings to customers and to their members, to raise awareness of AEP Ohio programs, t o help them participate in these programs as contractors and/or as customers, and to help them provide feedback to AEP Ohio.
Implementation Strategy 

### Education and training participants will be surveyed for feedback on relevance, quality

and satisfactio n with activities. Pre and post

- learning will be evaluated. Customer Services employees will be surveyed annually with results compared to survey baseline.

Third

- party implementers may be selected via competitive bids to assist with education and training activities.



## 4.3.8 Targeted Advertising

4.3.2 Program Targeted Advertising Objective 

### The Targeted Advertising program builds customer awareness and program participation of energy efficiency in support of AEP Ohio EE/PDR programs and also encourages market transformation in support of AEP Ohio’s commitment and key goals

of this Plan.
Target Market 

### This program will target the mass market, as well as business customers.
Program Duration 

### This program is expected to be ongoing.
Program Description


### Med ia outreach and advertising primarily is for the mass market, but outreach also will target small commercial and industrial customer participation. The program is designed to increase customer adoption of EE/PDR programs as well as bringing AEP Ohio’s

comm itment to energy efficiency to its customers.

There are several barriers to the adoption of energy efficiency. In some cases, it is simple lack of customer awareness or customers’ misperception. In other cases, it is a lack of contractor awareness or sup port to make efficiency a realistic decision choice for customers. For other cases, many technology choices are made spur of the moment or in a fail and replace scenario, where the person or contractor contacted are aware of the Plan programs and make the efficient decision. In all cases, these programs should further AEP Ohio’s commitment to efficiency and bridge the Plan program goals and the consumer lack of adoption.

The Targeted Advertising program will focus on improving customer awareness and2015 to 2019 EE/PDR Plan 126



### adopti on of EE/PDR programs specifically, as well as encourage market transformation and adoption of energy efficiency in general through the following activities:

 Market research and market segmentation for target marketing

 Emphasis on customer satisfaction

 Adv ertising development

 Advertising campaigns

 Program promotional materials and displays

 Event marketing and outreach campaigns

 Increased social and mobile device media efforts

 Customer testimonials

 More emphasis on customer touch points and cross selling and promotion

 Customer surveys to identify market transformation opportunities and impacts2015 to 2019 EE/PDR Plan 127

Adjustments and Enhancements



### AEP Ohio modifications to Targeted Advertising will increase customer awareness and participation in AEP Ohio programs and gain cost effective energy savings. Outreach will be customized to strengthen relevance and increase program participation in some hard to reach customer groups. Other customer groups may be identified and added to the following:

Customized Customer Outreach: Agr iculture. AEP Ohio will bring energy savings and demand reduction to the specialized needs of the agricultural sector by continuing to offer facility audits, assistance identifying additional funding sources

, and installation support services of energy eff icient measures incentivized through AEP Ohio’s energy efficiency programs. A griculture farms that produce poultry, livestock, dairy and/or edible crops in AEP Ohio’s service territory will be eligible, whether their

electric service tariff is classified as residen tial or non

- residential. All measures demonstrating energy savings and capable of measurement and verification are eligible for the Agriculture initiative. Typically, measures are those in existing programs such as Efficient Residential Products, Efficient Business Products, and Process Efficiency

. AEP Ohio will cover some or all of the cost of agriculture audits for those customers that install a significant portion of the recommended

measures identified in the audit. AEP Ohio will continue to work closel y with the extended agricultural community including the Ohio Farm Bureau, Extension Service, United States Department of Agriculture’s (USDA) Natural Resources Conservation Services, (N R C S), and other market actors. Outreach will help

demonstrate how ener gy efficiency contributes to increased competitiveness and/or profitability while promoting compliance with environmental requirements through successful implementation of the program measures.

 Chain Stores (National Accounts). AEP Ohio will develop a c omprehensive and ongoing outreach strategy to achieve energy reduction at National Accounts

and Chain Stores. These accounts typically act on a regional or national basis with decision makers that are outside the AEP Ohio footprint and h ard to engage. The differing designs, incentives, and terms and conditions of efficiency programs offered by individual utilities across regions or the nation present a barrier to participation by National Accounts. The outreach program will

overcome this barrier with a succ essfully demonstrated outreach and engagement strategy to enlist participation and facilitate program adoption. Incentives will generally be offered to customers by way of existing programs such as Efficient Business Products, Process Efficiency, Retro

- com missioning, Data Centers, and New Construction (and major renovation). However, unique incentive mechanisms which match National Accounts business strategies will be

considered. All measures demonstrating energy savings and capable of

measurement and ver ification are eligible for the National Accounts initiative.2015 to 2019 EE/PDR Plan 128

 

### Commercial Real Estate. AEP Ohio will develop a c omprehensive and ongoing outreach strategy to achieve energy reduction at key managed real estate

facilities. The commercial real estate market is hard to reach since real estate management seldom is responsible for energy cost and it does not always fully comprehend the importance of building asset improvement as a business driver. The outreach program will address these obstacles with a successf ully demonstrated program design to enlist participation of commercial real estate

customers. Incentives will generally be offered to customers by way of existing programs such as Efficient Business Products, Process Efficiency, Retro

commissioning, Data C enters, and New Construction (and major renovation). However, unique program designs with incentives designed to attract both owners and tenants could be offered through this effort without going through existing programs. All measures demonstrating energy savings and capable of measurement and verification are eligible.

 

### Community Energy Savers. AEP Ohio will establish p artnerships with communities to engage their communication channels and relationships towards mutually shared goals of increasing the perc entage of their residents and businesses that participate in and benefit from energy efficiency programs. AEP Ohio will provide supporting resources and communities will earn awards for projects they choose to encourage local support for meeting those goal s. AEP

Ohio believes that these partnerships will lower the costs of acquiring participation in energy efficiency programs, will link energy efficiency programs to community

- based sustainability efforts, will recruit hard

- to

- reach populations and will deep en the understanding of the value of energy efficiency within Ohio’s

communities.



## 4.3.9 Research and Development

Objective Research and Development 

### Key objectives of Research and Development include:

 Provide support to the implementation team for testi ng and making mid

- stream adjustments to the current Plan as needed.

 

### Prepare for the new and modified cost effective programs needed to achieve EE/PDR targets in future plans.

 

### Support market transformation.2015 to 2019 EE/PDR Plan 129



### Description

AEP Ohio believes that a system atic research and development (R&D) process to test new and innovative technologies, program concepts, implementation methods and marketing techniques is critical to finding opportunities to drive down EE/PDR Plan costs, increase customer opportunities for participation and satisfaction with the programs. AEP Ohio will manage that R&D capacity and function with the flexibility and analytical rigor to assess changes in the market and alternative approaches to energy efficiency delivery for inclusion in the P lan.

AEP Ohio proposes that any kWh savings realized from R&D pilot activities count towards the annual kWh goal. AEP Ohio also intends to work with the AEP Ohio Collaborative on the new concepts for consideration.

Given the ongoing rapid pace of change, AEP Ohio does not attempt to identify every project that could potentially be funded over the course of the Plan. Instead, AEP Ohio intends to continually monitor the energy efficiency space and identify opportunities when they arrive in partnership with the AEP Ohio Collaborative. Implementation Strategy

For this Plan, AEP Ohio intends to continue the screening process that identifies opportunities, ranks them, pilots the most promising, evaluates them for kWh savings

and cost

- effectiveness, and recom mends appropriateness for Plan inclusion and application to the annual kWh goal.

 Scan & Screen Options: This initial screen involves reviewing other utility programs, contacting various associations and communicating with key

stakeholders to determine su itability, and expected savings. Next, the remaining technologies/programs are assessed for market opportunity, estimated costs, risks and barriers, proposed pilot strategies, targeted customers, and non

- energy benefits (e.g., improved performance, water e fficiency) to identify the most promising options for further development.

 Define Pilots: In this step, AEP Ohio completes a work plan including target market, measurement and verification, budget and timeline and then launches a pilot implementation strat egy.

 Evaluate Results: AEP Ohio evaluates the pilot results to determine the kWh savings, the cost

- effectiveness and whether the emerging technology or program strategy tested is suitable for inclusion in AEP Ohio’s Plan.

 

### Transfer to Programs: AEP Ohio determines whether or not the technology or strategy should be incorporated into the Plan, whether as a new measure within an existing program or as an entirely new program, the determination of incentive levels and articulation of the value proposition. Planned R&D Programs2015 to 2019 EE/PDR Plan 130



### AEP Ohio is considering R&D and pilot programs for the following technologies and/or

programs:

Energy ABCs

- Auditing, Benchmarking, and Capturing Savings. AEP Ohio’s Energy ABCs Pilot expands beyond the offers of financial assistance for energy efficiency audits under the AEP Ohio Business Incentives program. In addition to incentives for energy audits to non

- residential (commercial and industrial) customers, AEP Ohio will provide the technical platform and the customer services suppo rt to help customers establish a monthly automatic upload of their electricity usage data to ENERGY STAR® Portfolio Manager to help them make informed electrical energy decisions and implement strategies to capture energy savings. Portfolio Manager is an

i nteractive, online energy management tool developed by the U.S. Environmental Protection Agency that allows building owners and managers to track and assess energy and water consumption within individual buildings as well as across an entire portfolio of b uildings in a secure online environment. Portfolio Manager can help set investment priorities, identify under

- performing buildings, verify efficiency improvements and receive EPA recognition for superior energy performance. Benchmarking will help non

- resid ential customers set priorities for the facilities where energy audits will further identify economically viable improvements to yield annual energy savings by participating in the AEP Ohio Business incentives program. AEP Ohio began implementing the C/I A udit Pilot Program in early 2011 and plans to test this expanded program offering through this planning cycle.

Energy Efficiency Advisor. This pilot will explore offering a service to business customers, and possibly consumers, that may require a more one on one in depth approach in understanding energy efficiency and savings opportunities. The goal is to make it easier and less time intensive for customers to participate in energy efficiency programs. The Energy Efficiency Advisor could provide an opportu nity for customers to make informed decisions, optimize their energy consumption and efficiency. The Advisor may provide a variety of services, including audits, energy efficiency recommendations, program management, completing applications and measurement and verification. The Advisor aims also to provide guidance on other energy efficiency programs, processes and incentive opportunities that are available. In addition, the relationship with consumer and business customers may improve with the assistance o f the Energy Efficiency Advisor. Incentives may be available for engineering and design costs, in depth facility audits and per kwh saved for retrofits and financing options.

Energy Efficiency Financing and Funding. AEP Ohio has had initial discussions wi th lending institutions to encourage financing, a streamlined process, and alternative financing mechanisms to support capital investment in EE/PDR, with the goal of reducing incentives in favor of financing or funding alternatives. In addition, AEP Ohio

h opes to work collaboratively with customers to tie their sustainability activities and emission reduction activities to energy efficiency and increase the total available funding for investment. Also, AEP Ohio will continue to actively seek out state and2015 to 2019 EE/PDR Plan 131



### f ederal funding opportunities for EE/PDR projects that will enable customers to save

energy.

Business Behavior/Intelligent Prospecting. Business Behavior programs w ill continue to be investigated as pilot program s

. Analytics

, also known as Intelligent Prospecting

, may be used to identify potential participants in more effective ways

. Additi onal Intelligent Prospecting pilots targeting small to medium business customers and possibly large business customers are planned. In addition, AEP Ohio may co nduct auditing of facilities and provide business behavioral recommendations. Candidates may also be funneled directly to our other Business programs where appropriate. The following planned programs require additional R&D prior to full scale launch:

 Ad vanced Lighting. The pilot will investigate opportunities to incentivize advanced lighting techniques for business sector customers. This lighting and intelligent controls initiative will encourage early adoption of innovative, commercially available techn ologies that drive deeper energy savings. Customers may receive enhanced administrative, technical and financial offerings and services. AEP Ohio may offer this program to its business sector customers. This is an opportunity to introduce enhanced energy s avings to customers as they advance in their energy efficiency knowledge and as new technologies continue to enter the marketplace.

 

### Com mercial New Construction Code Support. AEP Ohio will research approaches to overcome the barriers to the effective imple mentation of improved commercial building energy codes to capture all the energy savings available.

AEP Ohio will consider a pproaches including but not limited to measuring

commercial energy code compliance, providing training and technical support to impr ove compliance and capture the energy savings available from the code, providing funding and/or other resources to better equip local code agencies to enforce and improve energy code compliance over time, and promoting market awareness of the value of comp liant construction. A calculation methodology to apportion energy savings attribution from energy codes will be developed and approved by the PUCO.

 Programmable Communicating Thermostat. AEP Ohio will research various thermostats; if proven , AEP Ohio will add respective measures and incentives to

Efficient Products.

 Remodeling. Energy codes for residential and non

- residential construction apply when certain thresholds such as change in use, percentage of affected area are exceeded. Code compliance prac titioners generally agree that substantial energy savings may be gained by improving remodelers’ understanding of energy code, when it applies, and how to comply. This pilot will assess the potential for savings, identify the activities with greatest likel ihood for2015 to 2019 EE/PDR Plan 132



### improving compliance, and test those with the estimated greatest cost

effectiveness. Benefits will include increased awareness by remodelers and the opportunity to promote installation of energy efficient lighting, appliances, and HVAC equipment and controls at the time that residential and commercial property owners are making investment decisions.

 Water/Energy Nexus. AEP Ohio will research water/energy pilot programs for business customers. By focusing in a few target sectors, AEP Ohio will dev elop relationships with customers and become a trusted advisor for customers’ industry challenges. The program may include detailed energy audits, recommendations, project management assistance and financial incentives for implementations. Successful case studies could be developed to demonstrate the energy savings and market achievements.

Additional Research Under Consideration 

### New technologies enter the market every year. As a result, energy efficiency options are likely to be different from those bein g promoted today. AEP Ohio believes continuing to screen and research new technologies and program concepts will aid in developing future program plans.2015 to 2019 EE/PDR Plan 133 

# 5 G LOSSARY OF 

# T ERMS

Achievable Potential: the amount of energy use that efficiency can realistically be expected to displace assuming the most aggressive program scenario possible (such as providing end

- users with payments for the entire incremental cost of more efficient equipment). This is often referred to as maximum achievable potential. Achievable

po tential takes into account real

- world barriers to convincing end

- users to adopt efficiency measures, the non

- measure costs of delivering programs (for administration, marketing, tracking systems, monitoring and evaluation, etc.), and the capability of

prog rams and administrators to ramp up program activity over time.

Applicability Factor: the fraction of the applicable dwelling units that are technically feasible for conversion to the efficient technology from an engineering perspective (e.g., it may not b e possible to install CFL bulbs in all light sockets in a home because

the CFL bulbs may not fit in every socket in a home).

Base Case Equipment End Use Intensity: the electricity used per customer per year by each base

- case technology in each market segm ent. This is the consumption of the electric energy using equipment that the efficient technology replaces or affects. For example purposes only, if the efficient measure were a high efficiency lamp (CFL), the base end use intensity would be the annual kWh use per bulb per household associated with an incandescent light bulb that provides equivalent lumens to the CFL.

Base Case Factor: the fraction of the end use electric energy that is applicable for the efficient technology in a given market segment. Fo r example, for residential lighting, this would be the fraction of all residential electric customers that have electric lighting

in their household.

Coincidence Factor: the fraction of connected load expected to be “on” and using electricity coincident w ith the system peak period.

Cost

- E ffectiveness: a measure of the relevant economic effects resulting from the implementation of an energy efficiency measure. If the benefits outweigh the cost, the

measure is said to be cost

- effective.

Cumulative Annual: refers to the overall savings occurring in a given year from both new participants and savings continuing to result from past participation with measures that are still in place. Cumulative annual does not always equal the sum of all prior year

incrementa l values as some measures have relatively short measure lives and, as a result, their savings drop off over time.2015 to 2019 EE/PDR Plan 134



### Demand Response : the ability to provide peak load capacity through demand management (load control) programs. This methodology focuses on cur tailment of loads during peak demand times thus avoiding the requirement to find new sources of generation capacity.

Dispatchable: refers to generation technologies such as coal, natural gas, nuclear, geothermal and biomass whose output can be varied to follow demand. For non

dispatchable technologies such as wind, solar and hydro, operation is tied to the availability of an intermittent resource.

Early Replacement : refers to an efficiency measure or efficiency program that seeks to encourage the replace ment of functional equipment before the end of its operating life with higher

- efficiency units

Economic Potential: the subset of the technical potential screen that is economically

cost

- effective as compared to conventional supply

- side energy resources. B oth technical and economic potential screens are theoretical numbers that assume immediate implementation of efficiency measures, with no regard for the gradual “ramping up” process of real

- life programs. In addition, they ignore market barriers to ensurin g actual implementation of efficiency. Finally, they only consider the costs of efficiency measures themselves, ignoring any programmatic costs (such as marketing, analysis, administration) that would be necessary to capture them.

Effective Useful Life ( EUL): the number of years (or hours) that the new energy efficient equipment is expected to function. Useful life is also commonly referred to as

“measure life.”

End

- U se: a category of equipment or service that consumes energy (e.g., lighting, refrigerati on, cooling, mechanical ventilation, heating, process heat , pumping, conveyance, compressed air ).

Energy Efficiency: the practice of using less energy to provide the same or an improved level of output or service to the energy user . Sometimes “conservat ion” is used as a synonym, but that term is usually taken to mean using less of a resource even if this results in a lower service level (e.g., setting a thermostat lower or reducing lighting levels). This definition recognizes that energy efficiency inclu des using less energy at any time, including at times of peak demand through demand response and peak shaving efforts.

Ex

- Ante: refers to the “claimed” savings values reported by an implementer or

administrator and often referred to in “deemed savings” or engineering calculations to estimate savings

.2015 to 2019 EE/PDR Plan 135



### Ex

- Post: refers to the “evaluated” or “verified” savings values reported by an independent, third

- party evaluator after the subject energy efficiency activities have been implemented and an impact evaluation has been completed.

Free Driver s : the individuals or businesses that adopt an energy efficient product or service because of an EE/PDR program, but are difficult to identify either because they do not receive an incentive or are not aware of exposure to t he program.

Free Rider s : the participants in an EE/PDR program who would have adopted an EE/PDR technology or improvement in the absence of a program o r financial incentive.

Incremental: refers to savings or costs in a given year associated only with new installations happening in that year.

Impact Evaluation: the estimation of effects from the implementation of one or more EE/PDR programs. Most program impact projections contain ex

- ante estimates of

energy savings and demand reductions e xpected from pr ogram implementation efforts often used for program planning and contracting purposes and for setting program funding priorities . In contrast, the impact evaluation focuses on identifying and estimating the amount of energy and demand the program actuall y provides.

Integrated Data Collection (IDC): an approach in which surveys of key market

actors and end

- use customers (EUCs) are conducted in “real time” as close to the key intervention points as possible; usually integrated as part of the standard progr am implementation or other program paperwork process.

Lost

- opportunity: refers to an efficiency measure or efficiency program that seeks to encourage the selection of higher

- efficiency equipment or building practices than would typically be chosen at the time of a purchase or design decision.

Market Characterization: refers to evaluations focused on the evaluation of

program

- induced market effects when the program being evaluated has a goal of making longer

- term lasting changes in the way a market operat es. These evaluations examine changes within a market that are caused, at least in part, by the EE/PDR programs attempting to change that market.

Market Transformation: an approach in which a program attempts to influence “upstream” service and equipment provider market channels and what they offer end customers, along with educating and informing end customers directly. The emphasis is on influencing market channels and key market actors other than end customers.

Measure: any action taken to increase eff iciency, whether through changes in construction, equipment, control strategies, or behavior. Examples are above

- code buildings, higher

- efficiency central air conditioners, occupancy sensor control of lighting,2015 to 2019 EE/PDR Plan 136



### and retro

- commissioning. In some cases, bundl es of technologies or practices may be modeled as single measures. For example, an ENERGY STARTM home package may be treated as a single measure.

MegaWatt (MW): a unit of electrical output, equal to one million watts or one thousand kilowatts. It is typic ally used to refer to the output of a power plant.

MegaWatt

- hour (MWh): one thousand kilowatt

- hours, or one million watt

- hours. One MWh is equal to the use of 1,000,000 watts of power in one hour.

Net

- to

- G ross (NTG) Ratio : a factor representing net prog ram savings divided by gross program savings that is applied to gross program impacts to convert them into net program load impacts

Plan : either a collection of similar programs addressing the same market, technology, or mechanisms; or the set of all prog rams conducted by one organization.

Process Evaluation: a systematic assessment of an EE/PDR program for the purposes of documenting program operations at the time of the examination and identifying improvements that can be made to increase the program’s efficiency or effectiveness for acquiring energy resources.

Program: a mechanism for encouraging EE/PDR . May be funded by a variety of sources and pursued by a wide range of approaches. Typically includes multiple

measures.

Program Potential: the efficie ncy potential possible given specific program funding levels and designs. Often, program potential studies are referred to as “achievable” in

contrast to “maximum achievable.”

Remaining Factor: the fraction of applicable units that have not yet been conve rted

to the electric EE/PDR measure; that is, one minus the fraction of units that already

have the EE/PDR measure installed.

Replace on Burnout (ROB): a n EE/PDR measure that is not implemented until the existing technology it is replacing fails. An examp le would be an energy efficient water heater being purchased after the failure of the existing water heater.

Resource Acquisition: an approach in which end customers are the primary target of program offerings (e.g., using rebates to influence customers’ purchases of end use equipment).

Retrofit: refers to an efficiency measure or efficiency program that seeks to encourage the replacement of functional equipment before the end of its operating life with2015 to 2019 EE/PDR Plan 137



### higher

- efficiency units (also called “early retireme nt”) or the installation of additional controls, equipment, or materials in existing facilities for purposes of reducing energy consumption (e.g., increased insulation, low flow devices, lighting occupancy controls, economizer ventilation systems).

Savin gs Factor: the percentage reduction in electricity consumption resulting from application of the efficient technology used in the formulas for technical potential

screens.

Technical Potential: the theoretical maximum amount of energy use that could be

dis placed by efficiency, disregarding all non

- engineering constraints such as cost

effectiveness and the willingness of end

- users to adopt the efficiency measures. It is often estimated as a “snapshot” in time assuming immediate implementation of all

technolo gically feasible energy saving measures, with additional efficiency opportunities assumed as they arise from activities such as new construction.