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If I Knew Then What I Know Now: How to Efficiently Organize, Integrate and Deliver Cost Effective DSM Services Given Ten Years of Hindsight
Lynn K. GoldfarbL.K. Goldfarb Associates 50 Portland Pier, P.O. Box 7980, Portland, ME 04112, USA Abstract In the mid-1908s, I joined Central Maine Power Company (CMP) as Vice President of Marketing and was charged with developing their fledgling demand side management (DSM) efforts into a world-class operation. At that time, CMP had a successful hot water wrap program and had just launched a loan program for commercial and industrial customers. Additionally, they offered federally-mandated residential audits and commercial audits. In 1983 CMP spent US$180.000 on Energy Management. Six years later the company had more than twenty different programs in its DSM arsenal and an annual expenditure of $22.000.000 or 4% of revenues. This paper will explore how, in retrospect, I would organize a start-up DSM operation given what I learned running CMP's demand side management organization for more than eight years. It is my hope that this presentation will be helpful to utilities, regulators and energy agencies that are beginning to explore DSM opportunities. I will illustrate my points with details of a multi-year program which CMP developed to transform the residential lighting market.
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