Task Archive

This Task focuses on identifying measures and instruments that support the creation and uptake of user-centered energy services and new energy business models.

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Phase 1 focused on identifying and creating effective business models providing viable DSM value propositions that lead to the growth of the demand market for energy efficiency. In addition, this Task  focused on identifying and supporting the creation of energy ecosystems in which these business models can succeed.

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Phase II of Task 24 takes the theory into practice. Building on the solid theoretical foundations of Phase I, we now look at the:

What?
Who?
How?
Why? and
So What?

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This Task focused on the complexities of human energy-using behaviour, looking at the individual, societal and whole-system perspective of energy use. Many global experts participate and help unravel these complexities in order to access the large end-user behaviour change potential for DSM programmes (estimated to be in the range of >30%).

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The current pace of change within the electricity supply industry worldwide is unprecedented. The wide ranging measures being implemented to reduce the emissions of greenhouse gas emissions, particularly the wide-scale deployment of time variable renewable generation, presents a number of challenges in relation to the balance of supply and demand.

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The primary objective of IEA DSM Task 22, Energy Efficiency Portfolio Standards, was to develop a best practice guide for the design, development, implementation and monitoring of Energy Efficiency Portfolio Standards (EEPS).

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During the period 2009-2014, Task 21 researched options for harmonising energy savings calculations, contributed to easier comparisons of international energy savings and researched next steps to further harmonise energy savings calculations.

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Task 20 built upon the results of IEA DSM Task 7: Market Transformation. While DSM Task 7 took the initial step towards developing a framework for market transformation, it was time to evolve a comprehensive framework that could be used by government and industry to develop the market for energy efficient products.

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Task 19 investigated the implementation of TOU pricing, remote/automatic demand switching and energy end use monitoring for SME and residential customers so as to quantify the costs, benefits and business viability of such measures from the System Operator, Demand Balancing and energy saving perspectives.

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The fourth IPCC Working Group III Report “Mitigation of Climate Change” identified demand side management programs as a mechanism that may be effective in reducing emissions.
Task 18 investigated the potential contribution to mitigating GHG emissions that can be made by demand side management measures. Task 18 also examined the extent to which GHG emissions mitigation measures can provide benefits to electricity systems.


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As countries implement energy policies that promote energy efficiency, distributed generation and renewable energy resources, the share of distributed energy increases, particularly the intermittent type such as wind, solar, small hydro and combined heat and power (small and micro-CHP). Due to the fact that intermittent types of electricity generation are difficult to predict, electrical networks— both local and transmission— are turning to integrated distributed energy resource.

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Energy Contracting – also labeled as ESCo or Energy Service (ES) – is a many times proven DSM instrument to implement performance-based energy efficiency measures for lighting, HVAC-technologies or even comprehensive refurbishment of buildings. An Energy Service Company (ESCo) takes over the technical and commercial implementation and operation risks and has to guarantee for it’s cost and results. ESCo services are also well suited to implement innovative energy technologies and renewable energy systems.

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Task 15 on ‘Network-driven’ demand-side management (DSM) was concerned with reducing demand on electricity networks (grids) in specific ways which maintain system reliability in the immediate term and over the longer term defer the need for network augmentation.

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The objective of the Task 14 work was to gather experiences gained in operating White Certificates or White Certificates-like schemes in countries where this policy is or will be practiced (as in Great Britain, France and Italy) or discussed (as in the Netherlands). To complement these schemes, knowledge gained through focused research projects was also included.

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The three main objectives of Task 13 work were to:
1) identify and develop the country-specific information needed to establish the potential for demand response;
2) perform the market and institutional assessment needed to set realistic goals for the contribution of DRR to sector objectives, and
3) mobilize technical and analytic resources needed to support the implementation of DRR programs and track their performance.


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Task 11 increased the motivation of smaller customers to save energy through energy end use presentation, modify their energy demand profile through time of use pricing and provide mechanisms for their bidding demand into competitive energy markets.

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Task 10, Performance Contracting, facilitated the greater use of Energy Performance Contracting (EPC) and other Energy Service Company (ESCO) financial options and services. This was a 3-year business-to-business Task, limited to efforts involving the performance contracting arrangements and other ESCO-related financial options and services between client, businesses and all types of companies offering these services.

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Task 9 investigated how the roles of local authorities in demand side management are affected by a liberalised market and in the light of these changes and examples of good practice, to prepare guidelines for improving the local authorities’ service delivery in this field.

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Task 8 evaluated and promoted Demand Side Bidding (DSB) as a means of improving the efficiency of the operation of the electricity supply chain. The characteristics, strengths and weaknesses of existing DSB schemes and creating guidelines for the development and enhancement of new schemes was fulfilled.

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The need to meet Kyoto targets and to reduce greenhouse gas emissions through greater energy efficiency provides the driving force behind the new Market Transformation Task. Utilising the forces of the market and transforming those markets to better respond to energy efficient products helps to contribute to a more sustainable path whilst still maintaining a future vision of economic prosperity.

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Thirteen countries and the European Commission participated in Task 6, which commenced in 1997 and was completed in 2000. The objective of the Task was to develop mechanisms for promoting the implementation of demand-side management (DSM) and energy efficiency in restructured electricity industries and competitive electricity markets.

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Participants developed a common methodology for implementing DSM technology with residential small commercial and small industrial customers. This methodology modelled small customer markets in basic units with objective characteristics such as kinds of end-use equipment, cost of network equipment, family or business types, socio-cultural values.

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This Task reviewed and documented utility structures and integrated planning approaches in IEA-member countries. Participants performed a review and comparative assessment of government and utility power sector planning priorities in IEA-member and non-member countries with a view to their implications for the integration of DSM options into resource planning. They also compiled information on the methods, techniques and models for demand forecasting and integrated planning being used in their respective countries by utilities and government.

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Task 3 was carried out between 1994 and 1999 with eight countries and the European Commission as participants. A procedure for collaborative procurement actions for the introduction of innovative, more energy efficient products was developed and tested in a number of pilot projects.

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Task 2 started in 1993 and was concluded in 2003. In consequence the Task carried out work over the whole period of transition of utility businesses in many countries from utilities with a single product offering to full commercial companies. New utility businesses are now competitive entities seeking to offer a range of products to meet customer and market requirements. Task 2 was initially conceived to study the issue of providing cost effective communication for energy management services in a utility environment.

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The work in this Task aimed at developing, testing, and promoting an evaluation guidebook for governmental and non-governmental Energy Efficiency Programmes and also for (utility) DSM programmes targeted towards energy end-users and focussed on GHG reductions to meet Kyoto’s targets.

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Task I – Subtask 8 focused on developing a database on DSM programmes (INDEEP database) and analysing the data. The Task developed a methodology to collect data and present it in order to aid utilities and governments to design EE-DSM programmes which reach more customers and save more energy at lower cost.

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