2. APLICACIONES DE UN SISTEMA DE MEDICIÓN DEL RIESGO DE CRÉDITO
2.1 APLICACIONES INTERNAS DE UN SISTEMA DE MEDICIÓN DEL RIESGO DE CRÉDITO
2.1.3 GESTIÓN DEL RIESGO DE CRÉDITO
2.1.3.3 CONTROL Y SUPERVISIÓN DEL RIESGO DE CRÉDITO
• 2299 low income customers participated in our once a year one month 100% credit on electric
charges. This allowed customers who received high bills especially during summer months to
not be burdened with a difficult to pay bill. $346,875 was spent with an average benefit of
$150 per customer.
• In 2010‐11, 94 customers were assisted by a refrigerator replacement program that provided a
new energy saving refrigerator and recycled the old refrigerator. $51,198 was spent for a 10
kW peak demand reduction and a lifecycle savings of 6,164,928 kWh.
City Facilities to date:
• All traffic signals were retrofitted with LED energy saving lights. The $245,000 project reduced
demand by 62 kilowatts and saved 550,000 kilowatt‐hours a year, saving $85,000 a year in
energy costs.
• All city facilities had high efficiency lighting installed and City Hall had extremely old air
conditioners replaced with high efficiency units.
• We did our first small demonstration LED project in the city by installing 58 recess can down
lights at the police department where reliability is as an important concern as energy saving.
Measurement and Verification Activities:
• Currently and in the future, E3 will be used to verify savings and benefits. Alternative
calculations may also be used for some measures.
Proposed CEU Energy Efficiency Programs: for 2010‐2012
Residential:
• Low‐income residential refrigerator replacement will spend $320 per customer. Expected
$32,000 annual budget will reduce peak demand by 24 kilowatts, save 155,680 kilowatt‐hours
annually and 2,802,240 kilowatt‐hours over the life of the refrigerator.
• Low income assistance will reach more customers, but will be capped at $150 per year to allow
more to participate
• We will complete the surveys of 1000 of the highest energy using residences and the results of
the study will be used to plan for programs in the following year to provide the most cost
effective energy solutions to customer problems.
Commercial:
• Specific measures for cooling and refrigeration with be funded some of the planned work is for
markets, restaurants, and large office and school buildings. We have found measures as simple
as tune‐ups and improved controls to evaporatively cooled condensors can be very effective in
reducing energy and peak demand loads.
Renewable Energy Development Plans:
The Photovoltaic Rebate Program, which began in 2005 and offered $4.00 per watt, had an exponential
increase in requests for incentives. In 2010‐2011 there were 15 more projects than in the previous 5
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564 kW. We spent $807,451 dollars on rebates and committed an estimated 1.5 million dollars for
future performance based incentives on two large projects.
Colton is no longer offering incentives for customer owned PV installations because we have fulfilled our
SB1 commitment to make up to four million dollars available for PV incentives between 2005 and 2015.
We are considering developing a program that would purchase the RECs from customers that have
installed PV or other renewable energy technologies in our service territory to help meet our RPS
standards.
Other renewable energy expenditures in 20010‐2011 were $185,000 for landfill gas electric and
wind energy. Colton is investigating investment and purchases from geothermal, Photovoltaic, solar
thermal, low head hydroelectric, wind, and bio‐fuel generation from various resources.
CEU Demand Reduction Programs:
CEU currently does not have any demand reduction programs in place. Demand reducing TOU rates are
available for customers with more than 200 kilowatts demand. Many customers have shifted peak
energy use to reduce charges and one 5 MW customer will be curtailing 4,900 kW between noon and six
PM on summer weekdays. Other demand reduction technologies are being investigated such as wireless
COLTON ELECTRIC UTILITY (CEU)
Time Period for Reporting Data: Fiscal Year ending 6/30/2011 Energy Savings Targets 2011‐2020 Program Sector (Used in CEC Report) Category Units Installed Net Demand Savings (kW) Net Peak kW Savings Gross Annual kWh Savings Net Annual kWh Savings Net Lifecycle kWh savings Net Lifecycle GHG Reductions (Tons) Utility Incentives Cost ($) Utility Mktg, EM&V, and Admin Cost ($) Total Utility Cost ($)Appliances Res Clothes Washers HVAC Res Cooling Appliances Res Dishwashers Consumer Electronic Res Electronics HVAC Res Heating Lighting Res Lighting Pool Pump Res Pool Pump
Refrigeration Res Refrigeration 94 10 10 71,158 43,691 218,455 123 $36,002 $10,000 $46,002 HVAC Res Shell
Water Heating Res Water Heating Comprehensive Res Comprehensive Process Non-Res Cooking HVAC Non-Res Cooling HVAC Non-Res Heating
Lighting Non-Res Lighting 1,522 10 10 46,430 38,913 454,619 269 $25,990 $4,955 $30,945 Process Non-Res Motors
Process Non-Res Pumps
Refrigeration Non-Res Refrigeration 1 1,695 1,441 5,763 3 $500 $45 $545 HVAC Non-Res Shell
Process Non Res Process Comprehensive Non Res Comprehensive Other Other
SubTotal 1,617 20 20 119,283 84,045 678,838 396 $62,492 $15,000 $77,492
T&D T&D
Total 1,617 20 20 119,283 84,045 678,838 396 $62,492 $15,000 $77,492
EE Program Portfolio TRC Test 0.67 Excluding T&D
Resource Savings Summary Cost Summary
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CORONA DEPARTMENT OF WATER AND POWER (CDWP)
• Electric utility established in 2001
• Consumption of energy: 99% commercial/industrial
• Peak Demand: 27.5 megawatts (15 megawatts of UDC Bundled Load subsumed within Corona’s
service territory and 12.5 megawatts of Direct Access Load)
• Annual energy use: 149 gigawatt‐hours
• CDWP’s self‐defined mission is to “protect public health”
CDWP Energy Efficiency Program Highlights
In FY10/11, Corona spent $27,300 in rebate incentives to increase energy efficiency for the community.
The High Efficiency Washer Rebate program reduced load through the use of Energy Star® appliances.
CDWP collaborates with the Metropolitan Water District of Southern California (MWD) who administers
a regional rebate program.
Current Commercial Customer Programs:
• Solar Rebate Program: The maximum commercial rebate amount in 2010 was $54,250
($2.19/kW) and the maximum commercial rebate amount in 2011 was $46,500 ($1.86/kW).
CDWP did not receive any requests for solar rebates in FY10/11.
• Energy Efficiency Technical Support Effort: CDWP offers technical support to facilitate
installation and operation of air conditioning and lighting controls for commercial customers.
CDWP performed three energy audits in FY10/11.
Current Residential Customer Programs:
• Solar Rebate Program: Maximum residential rebate amount in 2010 was $6,570 ($2.49/kW) and
$5,580 ($1.86/kW) in 2011. CDWP did not receive any requests for solar rebates in FY10/11.
• Residential High Efficiency Washer Rebate Program: Rebates are provided to customers who
purchase and install Energy Star® clothes washing machines. CDWP provided 546 rebates in
FY10/11.
• Energy Efficiency Technical Support Effort: CDWP offers technical support to identify energy
savings opportunities for residential customers. CDWP performed 2 energy audits in FY10/11. • Energy Efficiency Kits: CDWP offers energy efficiency kits to all residential customers. These kits
included a refrigerator thermometer, two 15 watt CFL bulbs, draft stoppers, air filter whistle,
low flow showerhead, low flow faucet aerators, toilet dye tabs, and energy conservation tips.
CDWP delivered 471 energy efficiency kits to residents in FY10/11.
Current Education Programs:
• Energy Usage and Demand Analysis Effort: Analyze commercial customer energy usage and
Proposed Corona Energy Efficiency Projects and Services: (2011‐2012)
• The City of Corona will continue to offer its existing programs at current funding levels. It will
also explore ways to expand and improve upon its existing energy efficiency programs.
CDWP Demand Reduction Programs:
The City of Corona does not currently have a rate‐based demand reduction program in place. However,
CDWP operates multiple municipal facilities that can be interrupted for several hours per day, when
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CORONA DEPARTMENT OF WATER AND POWER (CDWP)
Time Period for Reporting Data: Fiscal Year ending 6/30/2011 Energy Savings Targets 2011‐2020 Program Sector (Used in CEC Report) Category Units Installed Net Demand Savings (kW) Net Peak kW Savings Gross Annual kWh Savings Net Annual kWh Savings Net Lifecycle kWh savings Net Lifecycle GHG Reductions (Tons) Utility Incentives Cost ($) Utility Mktg, EM&V, and Admin Cost ($) Total Utility Cost ($)
Appliances Res Clothes Washers 546 74 74 33,852 28,774 345,290 206 $27,300 $15,264 $42,564 HVAC Res Cooling
Appliances Res Dishwashers Consumer Electronic Res Electronics HVAC Res Heating Lighting Res Lighting Pool Pump Res Pool Pump Refrigeration Res Refrigeration HVAC Res Shell Water Heating Res Water Heating Comprehensive Res Comprehensive Process Non-Res Cooking HVAC Non-Res Cooling HVAC Non-Res Heating Lighting Non-Res Lighting Process Non-Res Motors Process Non-Res Pumps Refrigeration Non-Res Refrigeration HVAC Non-Res Shell Process Non Res Process Comprehensive Non Res Comprehensive Other Other
SubTotal 546 74 74 33,852 28,774 345,290 206 $27,300 $15,264 $42,564
T&D T&D
Total 546 74 74 33,852 28,774 345,290 206 $27,300 $15,264 $42,564
EE Program Portfolio TRC Test 0.13 Excluding T&D
Resource Savings Summary Cost Summary
GLENDALE WATER AND POWER (GWP)
Utility Summary
GWP manages a service territory with over 85,000 customer meters and an all time peak load of 343
MW in September 2010. GWP owns a local natural gas and landfill gas fired generation plant with a
nameplate capacity of 287 MW. GWP also owns or has power purchase agreements for a 40 MW share
of Magnolia Power Plant, a 20 MW share of Hoover Dam generation, a 36 MW share of Intermountain
Power Project, a 10 MW share of Palo Verde Nuclear Generating Station, a 20 MW share of San Juan
Unit 3, a 10 MW share of Tieton Hydroelectric Plant, and approximately 80 MW from other power
sources, including renewable resources. Approximately 22 percent of GWP retail sales are supplied by
renewable resources. This diverse renewable resource mix includes wind, geothermal, local landfill gas,
solar and hydroelectric. In December 2011, the Glendale City Council called for GWP to set
procurement goals to meet 33 percent renewable by 2020 as required by California statute (SBX1 2).
GWP partially owns transmission and has long term contracts on various transmission lines in the
LADWP transmission grid. To reduce current load requirements and offset increased supply needs in
future, GWP has made significant investments in energy efficiency through its public benefit programs
and in customer owned photovoltaic generation through an incentive program.
Glendale City AMI‐SMART GRID Initiative
The CEC supports the adoption of new technologies to support automated load control, demand
response, dynamic rates, and other Smart Grid enabled programs to reduced electricity load in the
State. The adoption of these technologies is slow due to the high cost of entry and lack of successful
implementations to serve as models for others to follow. This is particularly true in municipal utility
service territories.
GWP was selected by the U.S. Department of Energy for a $20 million smart grid grant. GWP was 1 of 33
public power utilities to be selected. Additionally, GWP was selected by the CEC to receive a $1 million
Public Interest Energy and Research (PIER) grant. The total value of the Glendale City AMI‐Smart Grid
Initiative is over $70 million. GWP began the project in August 2009 and completed the installation of