This is a comprehensive list of all the assessment questions a user may encounter when completing an assessment within the Energy Management Assessment (EMA) Tool. The EMA Tool provides a strategic and confidential analysis of an organization’s current energy management business practices. The assessment consists of a series of binary questions related to 12 different components of energy management. Within each component, questions are organized in levels. Answering “Needs Improvement” sets the level of development for that component and moves the user on to questions in the next component. This full question set may be a helpful reference or offline backup for Facilitators working with customers to complete assessments within the EMA Tool.
This is the full evaluation report on Puget Sound Energy’s (PSE) Resource Conservation Manager (RCM) program for the 2015 and 2016 program years. Published July 2, 2018.
The Energy Management Assessment (EMA) Tool provides a strategic and confidential analysis of an organization’s current energy management business practices. Working with your customers, you can help them discover how well they are managing energy, and they will receive a prioritized implementation plan to help develop or improve SEM practices within their organizations.
A rapidly growing approach to energy efficiency, strategic energy management (SEM) programs realize savings by using capital in concert with operations and management improvements to facilities. By using various frameworks, evaluators of these programs can estimate reductions in energy consumption before and after program implementation.
In this study, the authors used a simulation approach to test different frameworks and model specifications.
This document was developed for the U.S. Department of Energy Uniform Methods Project (UMP). The UMP provides model protocols for determining energy and demand savings that result from specific energy-efficiency measures implemented through state and utility programs.
Many SEM programs are relatively new, and only a handful have reported—much less verified—energy savings due to the challenges in quantifying savings. Some program administrators considering SEM are hesitant to implement programs without more evidence that savings are verifiable and sustainable. This paper begins to address these barriers by outlining the variations in SEM program designs, identifying the challenges to quantifying energy savings, presenting evaluated savings for four SEM programs, proposing strategies for improving the likelihood that savings are quantifiable, and summarizing research in the pipeline.
In this paper, three challenging SEM evaluation areas are discussed: (1) statistically detecting energy savings, (2) designing a sampling strategy, and (3) accounting for equipment and custom measures that received rebates through other programs.
This report presents DNV GL’s impact evaluation of Energy Trust of Oregon’s Commercial Strategic Energy Management (SEM) offering, which is part of the Existing Buildings (EB) program. The impact evaluation is specific to the energy savings achieved by participants in 2013, 2014, and 2015.
The Bonneville Power Administration (BPA) began offering its Energy Management (EM) Program to industrial facilities in 2010. Through the program, BPA provides long-term energy management consulting services to educate and train industrial energy users for two primary purposes: (1) to develop and execute a long-term strategy for energy planning and (2) to permanently integrate energy management into their business planning.
For this assessment, the evaluation team (Cadmus and SBW) focused on the performance between 2010 and 2014 of HPEM and T&T facilities that had the longest history of participation in BPA’s EM Program.
Online-sem.com helps you implement Strategic Energy Management (SEM) at your facility and within your organization. On the website you can access online training modules, find tools and resources, and track your progress through the training.
This white paper summarizes current SEM program designs, key lessons learned and next steps. More broadly the paper comments on the strategic value of regional collaboration in the design and delivery of efficiency programs.
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