pr e pa r i n g f o r co n n e c t i c u t e f · 2009-01-23 · vi c o n n e c t i c u t a c a d e...

PreParing for ConneCtiCut’s

energy future

deCemBeR 2008

A RepoRt By

the ConneCtiCut ACAdemy of SCienCe

And engineeRing

foR

ConneCtiCut geneRAl ASSemBly

eneRgy And teChnology Committee

PreParing for

ConneCtiCut’s energy future

A RepoRt By

the ConneCtiCut ACAdemy of SCienCe And engineeRing

Origin Of inquiry: COnneCtiCut general assembly

energy and teChnOlOgy COmmittee

date inquiry established: July 23, 2008

date respOnse released: deCember 27, 2008

© Copyright, 2008. Connecticut Academy of Science and Engineering, Inc. All rights reserved

preparing fOr COnneCtiCut’s energy future

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This study was initiated at the request of the Connecticut General Assembly on July 23, 2008. The project was conducted by an Academy Study Committee with the Connecticut Economic Resource Center serving as the project’s Study Management Team. The content of this report lies within the province of the Academy’s Energy Production, Use and Conservation Technical Board, as well as its Economic Development, Environment, and Transportation Technical Boards. The report has been reviewed by Academy Members John. P. Cagnetta, PhD and Herbert S. Levinson, PE, and Malcolm Woolf, Director, Maryland Energy Administration. Martha Sherman, the Academy’s Managing Editor, edited the report. The report is hereby released with the approval of the Academy Council.

Richard H. Strauss Executive Director


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MEMBERS OF THE

CONNECTICUT ACADEMY OF SCIENCE AND ENGINEERING STUDY COMMITTEE ON

pREpARING FOR CONNECTICUT’S ENERGY FUTURE

ReSeARCh teAm

STUDY MANAGEMENT TEAM

Connecticut Economic Resource Center, Inc.Jeffrey Blodgett, Vice President / Research

Alissa K. DeJonge, Economist Robert Santy, President & CEO

ACADEMY pROJECT STAFF

Richard H. Strauss, Executive DirectorAnn G. Bertini, Assistant Director for Programs

Douglas J. Cooper, phD (Academy Member) Professor of Chemical Engineering University of Connecticut

Donald M. Engelman, phD (Academy Member)Professor of Molecular Biophysics and BiochemistryYale University

Michael W. FreimuthDirector, Office of Economic DevelopmentCity of Stamford

Jeffrey C. Genzer, JDGeneral CounselNational Association of State Energy Officials Partner - Duncan, Weinberg, Genzer & Pembroke, P.C.

Stewart J. HudsonPresidentEmily Hall Tremaine Foundation

John A. “Skip” LaitnerDirector, Economic AnalysisAmerican Council for an Energy-Efficient Economy

Harris Marcus, phD (Academy Member)Director, Institute of Materials ScienceUniversity of Connecticut

Matthew S. Mashikian, phD (Academy Member)Emeritus Professor of Electrical Engineering University of Connecticut President and CEO, IMCORP

Darcy SaasDeputy Director, New England Public Policy CenterFederal Reserve Bank of Boston

Mark SinclairDeputy DirectorClean Energy States Alliance

Mitchell D. Smooke, phD (Academy Member)Strathcona Professor of Mechanical EngineeringYale University

Gary Yohe, phD (Academy Member)Chairman, Study CommitteeProfessor of EconomicsWesleyan University


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preparing fOr COnneCtiCut’s energy futureexeCutive summary

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EXECUTIVE SUMMARY

BACKGROUNDThe Connecticut Clean Energy Fund (CCEF), on behalf of the Renewable Energy Investment Board (REIB), contracted with the Connecticut Academy of Science and Engineering (CASE) to conduct this study as directed by Public Act 08-168, An Act Concerning Energy Scarcity and Security, Renewable and Clean Energy and a State Solar Strategy. PA 08-168 called for a study of how other states promote and increase the use and supply of renewable and clean energy and whether a department of renewable or clean energy in Connecticut is the best way to organize to address these issues.

SCOpEThe scope outlined in the legislation (see page 1) served as a guideline to develop, with input from the CCEF and the Study Committee, a project scope of work outlined in the CASE contract with CCEF as follows:

Determine the best way for the state to plan, oversee, develop, implement and manage energy issues and programs in the form of a state agency and/or other alternative organizational structure(s) that would best achieve the energy policy goals of Connecticut, while fostering the state’s economic competitiveness. This will include approaches that the state should consider in creating an environment favorable to innovation and investment and reducing dependence on fossil fuels in Connecticut and the United States. The study will take into consideration the following state energy responsibilities: planning, regulatory matters, efficiency, renewables/clean energy, transportation, education programs, and other issues. To accomplish this task, the best practices of other selected states/countries will be studied and will serve as a reference point for considering approaches and alternatives for Connecticut’s consideration.

BRIEF STATEMENT OF pRIMARY CONCLUSIONThe Study Committee recommends that Connecticut restructure its energy leadership structure by reorganizing and combining existing entities, in particular the ones that already involve many of the same key representatives. The recommendations include the creation, through legislation, of an independent Connecticut Energy Office, to be headed by a Secretary of Energy, a Connecticut Energy Coordinating Council and a Connecticut Energy Stakeholders Advisory Group (see Figure E-2). The proposed new energy leadership structure would address comprehensive policy and planning for all energy sectors (electricity, space heating and cooling, transportation) as well as environmental aspects of energy issues, such as climate change.

STUDY DESCRIpTIONThe study includes the following research elements to address the parameters of the scope:

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A summary of highlights from Connecticut’s energy policy history, from 1974 to the • present (see also Appendix B).

An overview of Connecticut’s current energy leadership structure. This includes a brief • description of many of the state’s government and quasi-public agencies and other programs that are energy stakeholders. Figure E-1 provides an overview of the complexity of various selected components of Connecticut’s current energy leadership structure.

figuRe e-1: SeleCted ConneCtiCut entitieS involved with eneRgy poliCy

Arrows denote representation on the board of the corresponding agency, or the authority to appoint a member to the board. Dashed lines denote the areas of cognizance of the committees of the General Assembly. Although not presented in the figure, please note that the governor appoints all of the department commissioners.

Further research elements of this study include the following:

A best practices summary review of energy organizational and program • implementation structures of several states is provided in Appendix D. The Study Committee recommended focusing additional attention on several of these states based on their geographical proximity and similar climate to Connecticut, and/or structures


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that have been well-known examples in the country for decades. The identified states are California, Massachusetts, New York, Oregon, and Pennsylvania.

Input from Connecticut’s energy stakeholders (state agencies, quasi-public energy-related • organizations, utility companies, the General Assembly, business/industry and other relevant nonprofit organizations) was gathered through a series of focus group sessions.

Concurrent Energy-Related Studies

The CASE Study Management Team also met with representatives conducting concurrent related studies (see Appendix A) to gain a better understanding of how the individual studies might inform each other. Those concurrent studies are

“Various Energy Issues in Connecticut,” being conducted by the Connecticut Energy • Advisory Board (CEAB) in accordance with Public Act 07-242; and

“Connecticut’s Energy Efficiency and Conservation Programs,” being conducted by the • Program Review and Investigations (PRI) Committee as directed by the General Assembly.

SUMMARY OF FINDINGS, RECOMMENDATIONS AND CONCLUDING REMARKS

Findings

The Study Committee based its recommendations on the following key findings from the study process:

Energy is a major organizing principle on which governmental and supporting • agencies/entities can focus and around which they coordinate activities to protect and assure the economic well-being of the state and its citizens and businesses.

Policies, regulations and programs that provide for energy production, distribution and • use must be consistent with state environmental laws and regulations, broader state environmental goals and objectives, and the overarching need to reduce greenhouse gas emissions.

Connecticut utilizes a variety of agencies, boards and committees in order to implement • programs and react to specific energy issues and related environmental concerns. There is a lack of clarity, long-term vision and strategic planning, interagency communication and coordination, and a designated focal point for overall accountability regarding the effective achievement of defined goals and benchmarks.

Connecticut’s energy stakeholders believe that improved coordination and cooperation • are necessary for energy policy and planning to be most effective, and that the status quo is not sufficient.

Connecticut is missing out on interactions with the federal government related • to additional funding to support state energy initiatives and national networking opportunities to learn more about best practices.

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Connecticut would benefit from a comprehensive energy policy plan that articulates • the state’s long-term vision and goals and includes all energy sectors (i.e. electricity, space heating and cooling, and transportation).

Alternative energy leadership structures exist that could take advantage of the energy-• related expertise of existing agencies and entities to oversee and address comprehensive issues and thereby improve effectiveness without imposing significant cost on the state’s budget or imposing an additional layer of bureaucracy on a decentralized system of programs and responsibilities.

Recommendations

The Study Committee’s recommendations describe a new energy leadership structure that is intended to put in place a system that provides for coordinated and functional relationships among energy-related entities to address comprehensive energy policy, planning, research and development, and program implementation while taking into consideration energy-related environmental concerns. The following represents a summary of the study recommendations:

The creation, through legislation, of an independent Connecticut Energy Office ²(Energy Office) to be headed by a Secretary of Energy (secretary), a Connecticut Energy Coordinating Council (Coordinating Council) and a Connecticut Energy Stakeholders Advisory Group (Advisory Group) (see Figure E-2).

The secretary will serve as chairperson of the Coordinating Council; direct the Energy ²Office; and serve as liaison with and provide support to the Advisory Group.

The CEAB and Governor’s Steering Committee on Climate Change (GSC) would �be combined and restructured to form the new Coordinating Council.

The staff of the OPM Energy Management Unit would be reassigned to and �serve as staff for the new Energy Office.

It is suggested that the secretary serve a five-year term and be appointed through a ²process typical to the appointment of executive branch commissioners—either as a direct gubernatorial appointment or by a method similar to that for commissioners of Education or Higher Education, with confirmation by the General Assembly. The secretary would formally report to the governor, and as chairperson of the Coordinating Council, would have a working relationship with, and direct access to, the leadership of all agencies represented on the Council as well as ongoing input from the Advisory Group.


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(Arrows denote flows of information, dashed lines denote members in group.)

figure e-2: prOpOsed energy leadership struCture fOr COnneCtiCut

At the center of the new energy leadership structure is the secretary, who facilitates the flow of information between the staff of the Energy Office, the Coordinating Council and the Advisory Group. The secretary serves as chairperson of the Coordinating Council and provides support to the Advisory Group. This proposed structure streamlines the flow of information to the governor and General Assembly, as well as the organizations and entities that implement programs.

The Energy Office, under the direction of the secretary and with support and guidance from the Coordinating Council, would have a larger mandate than either of the two existing entities, including the following responsibilities:

In keeping with Connecticut’s social, economic, and environmental goals, identify and • prioritize state energy goals and actions by establishing a vision and mission, as well as evaluate the effectiveness of the state’s energy programs and agency responsibilities.

Establish broad, long-term energy goals and ensure that comprehensive energy plans • will be developed and routinely updated.

Restructure and streamline the existing multiplicity of entities that have energy-related • responsibilities, clearly delineating the responsibilities, goals and expected performance standards of each of them.

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Cause coordination among the energy-related entities in the state that set policies and • implement programs.

Ensure that all state agencies have incorporated energy planning and state energy • objectives as a top priority in their agency mission, practices and activities consistent with Connecticut’s social, economic and environmental goals.

Ensure that energy emergency preparedness plans are developed and routinely • updated.

Provide objective and policy relevant research.•

Establish a Connecticut energy information service to provide accurate information for • informed policy making.

Develop initiatives to create “green collar jobs” to promote Connecticut’s transition to a • new energy economy.

The secretary, with the Energy Office, will be responsible for developing policies, plans and programs in consultation with the Coordinating Council, while benefiting from guidance and input from the Advisory Group. The secretary will also provide leadership for the coordination and facilitation of actions of the various agencies to assure the implementation of policy and plans, and accountability for the various energy-related programs. The secretary should, in accordance with enabling legislation, report regularly, at least annually to the General Assembly, about the work of the Energy Office and the Coordinating Council and about challenges and opportunities that have emerged for short- and long-term consideration. The secretary should also stand ready to report to the General Assembly or its designees on an as-needed basis when necessary as determined by the secretary, or when requested by the General Assembly, about specific issues that arise between scheduled briefings.

The comprehensive energy plan that is developed and adopted by the state will provide a framework for the allocation of resources to support the various energy-related programs and activities of all appropriate entities. Coordination of the allocation of resources will be critically important for achieving state goals and action plans. It is worth considering total energy-related budget needs in a consolidated manner to easily identify total annual investment in energy-related activities. It is likely that new energy-related programs could be most efficiently funded through the Energy Office once it is established, since it has the responsibility for program implementation and accountability. The appropriate implementing agency or board would be determined by the Secretary of Energy and the Coordinating Council. The General Assembly is encouraged to place the responsibility for program implementation with the secretary and the Coordinating Council, while providing for program accountability with a requirement for regular reporting to the General Assembly at least annually. Also, the secretary should be expected routinely to review and comment on all energy-related budget items of all state agencies and energy-related programs.

It is also suggested that legislation be adopted to guarantee that program funding provided through ratepayer charges must be used to support such programs and not diverted to offset state deficits or for any other purposes.

Consideration should also be given to expanding and enhancing the state’s commitment to advance private/public partnerships, investment, technology innovation, and market building


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to complement state agency energy planning and regulatory efforts. It is suggested that the secretary and the Coordinating Council should oversee the establishment and activities of a Clean Energy Technology Center (Center) that preferably would be developed through expansion of an existing energy-related public benefit, quasi-public corporation. The Center would coordinate and oversee clean and renewable energy research and development efforts taking place throughout the state on behalf of the secretary and the Coordinating Council.

Concluding Remarks

This recommended new energy leadership structure would fill the need for comprehensive energy planning in the state while utilizing existing resources. There would be a reduction in the duplication of efforts, which can be costly, while providing more focus and clarity with centralized policy making and decentralized program implementation. Productivity, through streamlined government processes and energy efficiency innovations, would provide for net positive economic benefits, and energy efficiency should be seen in the context of larger productivity gain for Connecticut. In addition, the potential gains in acquiring federal funding through a more focused effort of the secretary and the Coordinating Council has the potential to outweigh any added costs for the establishment and operation of the proposed energy leadership structure

The new energy leadership structure would also:

have the flexibility and authority to coordinate and evaluate short and long term energy • polices, planning, programs, and their implementation;

react to and anticipate change within Connecticut’s broader external environment, • paying close attention to initiatives and opportunities that might be forthcoming from the federal government and from other states;

provide that the secretary serve as the state’s principal point person for effective • communication in dealing with the governor and General Assembly, as well as the federal government and other states, on energy-related issues.

The recommended structure would allow Connecticut to reduce its reliance on fossil fuels and create jobs through a new energy economy in a coordinated way. It will help Connecticut to become a leader in streamlined effective comprehensive energy policy, planning and implementation, with a focus on one- to two-year short-term planning, five-year plans and 10 to 20-year long-term goals. Long-term meaningful planning coupled with ongoing accountability will provide the best opportunity for success.

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TABLE OF CONTENTS

EXECUTIVE SUMMARY ................................................................................................. v

TABLE OF CONTENTS ................................................................................................. xiii

I. INTRODUCTION ........................................................................................................1

II. CONCURRENT STUDIES ..........................................................................................3

III. CONNECTICUT’S ENERGY POLICY HISTORY ..................................................... 5

IV. CONNECTICUT’S CURRENT ENERGY LEADERSHIP STRUCTURE ..............11

V. SUMMARY OF FOCUS GROUP SESSIONS ............................................................19

VI. COMPARISON STATES ................................................................................................ 23

VII. SUMMARY OF FINDINGS, RECOMMENDATIONS AND CONCLUDING REMARKS ............................................................................. 31

APPENDICES

APPENDIX A: RELATED STUDIES .................................................................................. 43

APPENDIX B: SUMMARY OF CONNECTICUT ENERGY LEGISLATION HISTORY: SELECTED PUBLIC ACTS (1976-2003) .................... 46

APPENDIX C: PA 78-262: An Act Establishing a State Energy Policy ....................... 53

APPENDIX D: OVERVIEW OF SELECTED STATE ENERGY ORGANIZATIONS . 54

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COnneCtiCut aCademy Of sCienCe and engineering 1

I. INTRODUCTION On March 7, 2008 the Energy and Technology Committee of the General Assembly held a public hearing to discuss Raised Bill 5787, An Act Concerning Connecticut’s Economic, Energy and Climate Security, which sought to establish a Department of Clean Energy for the state. Subsequently, a Joint Favorable Substitute Bill 5787, An Act Concerning A Study of Connecticut’s Economic, Energy and Climate Security was proposed. That substitute bill was later included in House Bill 5724 and adopted as legislation by the General Assembly as Section 3 of Public Act 08-168, An Act Concerning Energy Scarcity and Security, Renewable and Clean Energy and a State Solar Strategy. This legislation directs the Renewable Energy Investment Board (REIB) to contract with the Connecticut Academy of Science and Engineering (CASE) to study:

…how other states promote and increase the use and supply of renewable energy and clean energy, including, but not limited to, an examination of the funding for and mission of renewable energy and clean energy funds and departments in other states. Said study shall also include, but not be limited to, an analysis of the extent to which creating a department of renewable energy or clean energy (1) ensures that future oil shortages and price increases do not jeopardize the living standards and food security of state residents and farms; (2) maximizes economic opportunities for state workers in emerging clean energy industries; (3) reduces carbon emissions through greater reliance on renewable energy and clean energy sources; and (4) promotes energy independence, local energy production and distributed generation.

The REIB is required by this legislation to report the findings of the CASE study on or before January 1, 2009 to the joint standing committee of the General Assembly having cognizance of matters relating to energy (Energy and Technology Committee).

CASE entered into a contract to conduct the study effective July 23, 2008 with the Connecticut Clean Energy Fund (CCEF) on behalf of the REIB. CASE convened a Study Committee for overseeing the study and the work effort of the Study Management Team from the Connecticut Economic Resource Center, Inc. (CERC).

The legislation served as a guideline to develop, with input and guidance from the CCEF and the Study Committee, the project scope of work that is included in CASE’s contract with the CCEF, as follows:

Determine the best way for the state to plan, oversee, develop, implement and manage energy issues and programs in the form of a state agency and/or other alternative organizational structure(s) that would best achieve the energy policy goals of Connecticut, while fostering the state’s economic competitiveness. This will include approaches that the state should consider in creating an environment favorable to innovation and investment and reducing dependence on fossil fuels in Connecticut and the U.S. The study will take into consideration the following state energy responsibilities: planning, regulatory matters, efficiency, renewables/clean energy, transportation, education programs, and other issues. To accomplish this task, the best practices of other selected

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states/countries will be studied and will serve as a reference point for considering approaches and alternatives for Connecticut’s consideration.

The Study Committee oversaw the Study Management Team’s work effort, and reviewed work products and reports. The Study Committee developed the study’s findings and suggestions based on meetings; discussions, including input from energy stakeholders; and analyses conducted during the study process.

The report includes the following sections:

• Concurrent Studies: provides an overview of two energy-related studies, with additional information provided in Appendix A: Related Studies

• Connecticut’s Energy Policy History: provides a summary of highlights from Connecticut’s energy policy history, from 1974 to the present. Additional information is provided in Appendix B: Summary of Connecticut Energy Legislation History: Selected Public Acts (1976 – 2003); and Appendix C: Connecticut General Statutes Title 16a: Planning and Energy Policy, Chapter 298: Energy Utilization and Conservation, Section 16a-35k: Legislative Findings and Policy

• Connecticut’s Current Energy Leadership Structure

• Summary of Focus Group Sessions: provides a summary of information from energy stakeholders gathered through a series of focus group sessions

• Comparison States: a best practices review of several selected states’ energy organizational and program implementation structures. Additional information is provided in Appendix D: Overview of Selected State Energy Organizations

• Summary of Findings, Recommendations and Concluding Remarks


preparing fOr COnneCtiCut’s energy futureCOnCurrent studies

II. CONCURRENT STUDIES

Other energy-related studies are currently being conducted that are related to this project. They include the following:

The Connecticut Energy Advisory Board (CEAB) in accordance with Public Act 07-242, An Act Concerning Electricity and Energy Efficiency, is conducting a study, “Various Energy Issues in Connecticut,” to identify recommendations on how to coordinate and integrate the state’s energy entities; achieve the state’s goals pursuant to the Regional Greenhouse Gas Initiative (RGGI) and the reduction of emissions of greenhouse gas; and promote indigenous alternative fuel resources.

The General Assembly directed the Program Review and Investigations (PRI) Committee to examine, “Connecticut’s Energy Efficiency and Conservation Programs,” in May 2008 to assess Connecticut’s progress in achieving two of the eight broad goals of the state’s current energy policy, established by statute in 1978, including assisting citizens and businesses in implementing measures to reduce energy consumption and costs, and ensuring that low-income households can meet essential energy needs. The General Assembly’s Office of Program Review conducted this study on behalf of the PRI and presented its findings and recommendations to the committee in December 2008. A copy of the final study report is available at: http://www.cga.ct.gov/pri/year2008studies.htm. See Appendix A for a more detailed scope and overview of the PRI and CEAB studies.

Public Act 08-168 also required the REIB, in consultation with the Department of Public Utility Control (DPUC), to convene a working group to develop a plan to maximize the use of solar power and create a self-sustaining solar industry in Connecticut that will help meet renewable portfolio standard requirements and the greenhouse gas emissions limits of RGGI. This study is anticipated to be completed in February 2009.

The Study Management Team held a meeting with representatives from both the PRI and CEAB studies to gain a better understanding of how the individual studies might inform one another.


preparing fOr COnneCtiCut’s energy futureCOnCurrent studies


preparing fOr COnneCtiCut’s energy futureCOnneCtiCut’s energy pOliCy histOry

III. CONNECTICUT’S ENERGY pOLICY HISTORY

The issues of energy policy and conservation have been on the minds of Connecticut legislators with varying degrees of intensity for the past few decades. The 1970s brought the questions of energy supply and prices to the forefront when oil-rich Middle Eastern countries stopped petroleum exports to a number of Western nations. The panic that ensued in the United States, particularly in 1973, fueled the price increases and led to long lines at gasoline stations. The uncertain times during the 1970s emphasized the world’s dependence on Middle Eastern oil and motivated the development of new energy sources not tied to any specific geographic region. Following are some highlights of Connecticut’s energy policy history.

The Connecticut Energy Agency was established in 1974 per Public Act (PA) 74-285,1 most likely the result of legislators’ efforts to better understand how the state could affect energy issues. The agency issued three major documents, including:

Preliminary Analysis of Economic Effects of a Refinery in Connecticut (1974);•

Energy Emergency Plan for Connecticut: Submitted to the General Assembly January • 15, 1975 (as required by Public Act no. 74-285) (1975); and

Connecticut’s Energy Outlook, 1975-1994: First Annual Report to the Governor and • General Assembly (1975).2

In 1975, the Connecticut Energy Agency was eliminated and all of its functions transferred to the new Department of Planning and Energy Policy.3 The Department of Planning and Energy Policy, established by PA 75-537, consolidated the Planning and Budget Division of the Department of Finance and Control with the Connecticut Energy Agency. In addition to annual reports, the department issued several key reports:

A Selected Compilation of Connecticut Statutes and Public Acts Pertaining to Regional • Planning and Other Related Matters (1976);

Regional Planning Agency Publications in Connecticut (1976);•

Population Projections for Connecticut Planning Regions and Towns, 1980-2000 (1976);•

Proposal for an Energy Extension Service Pilot Program to the Energy Research and • Development Administration (1977); and

Proposed Conservation & Development Policies Plan (1977).• 4

The department and its predecessor agency were in charge of developing the state’s policies regarding energy issues based on demographic and energy usage trends. In 1977, the department was eliminated, with all of its functions transferred to the new Office of Policy and

1 http://www.cslib.org/agencies/ConnecticutEnergyAgency.htm 2 Connecticut State Library Catalog, CONSULS3 http://www.cslib.org/agencies/ConnecticutEnergyAgency.htm 4 Connecticut State Library Catalog, CONSULS



Management (OPM).5 Other functions transferred to the new OPM included

Budget and Management Division of the Department of Finance and Control;•

Local Government Bureau of the Department of Community Affairs;•

Municipal audit and finance functions of the Tax Department; and•

Office of Municipal Assistance and Federal-State Relations from the Lieutenant • Governor’s Office.6

The Energy Management Unit at OPM had a staff of 86 when it was created in 1977.

In the 1970s and early 1980s, some public acts were brought forward with renewable energy as a focus (see Appendix B for a summary of selected legislative history). PA 76-109 allowed municipalities to offer 15-year tax exemptions for solar collectors, windmills and watermills used for water heating, and space heating or cooling; PA 79-547 expanded the exemptions to all parts of the solar energy system; and PA 80-406 exempted alternative energy products from almost all tax forms. PA 78-314, An Act Concerning the Inclusion of Energy Considerations in Local Planning and Zoning Functions, encouraged energy-efficient development patterns, and the use of solar and other renewable energy sources. PA 79-520, An Act Concerning Industrial Loans for Renewable Energy and Energy Conservation Projects, recognized that financial assistance from the Connecticut Development Authority would be an incentive for business and industry to construct industrial facilities that utilize renewable energy. The public act also noted that renewable energy sources were not at risk for rapid price increases or supply decreases by foreign governments. PA 79-462 stated that renewable energy should be used wherever possible in new state buildings, and efficiency should be maximized in all state-owned and leased buildings, while PA 79-496 called for energy performance goals in state buildings. PA 79-225 required that a municipal water pollution control authority, when planning to construct or operate a new system, understand the feasibility of using the collected sewage as an energy source.7

Past Connecticut energy legislation also includes PA 78-262 (Title 16, Section 16a-35k of the general statutes), An Act Establishing a State Energy Policy (Appendix C). This legislation established objectives that included conservation and efficiency, diversification of the energy supply mix, and use of renewable resources. The 1978 legislation also states that “it is the continuing responsibility of the state to use all means consistent with other essential considerations of state policy to improve and coordinate the plans, functions, programs and resources of the state” to attain the legislated objectives.8 It is worth noting that although this section of the general statutes declares the provisions therein to be “the policy of the State of Connecticut,” the energy-related responsibilities of various state agencies are specified under different titles in the general statutes. Consequently, some state agencies may either not be aware of the content of Section 16a-35k or may not consider the provisions of this section a focus of their mandated missions.

5 http://www.cslib.org/agencies/PlanningandEnergyPolicyDept.htm 6 http://www.cslib.org/agencies/PolicyManage.htm 7 Joel N. Gordes, Environmental Energy Solutions, Legislative History Table 1976-2003.8 Connecticut General Assembly



PA 80-70 authorized a study to determine whether a Connecticut Energy Authority would be useful for developing and implementing new energy technologies, as well as encouraging energy efficiency; a new authority was not created after the study was released. In 1981, two public acts were authorized that focused again on solar energy, one regarding passive solar design for subdivisions and one concerning solar energy devices installed within historic districts.9

PA 88-57 provided a payment incentive of 1-5% on investments made by electric or gas utilities that operate conservation and load management programs. In the early 1990s, public acts acknowledged global warming and climate change. PA 90-219 required state buildings to reduce energy use, and set goals for 1995, 2000 and 2010. The state was required to purchase energy efficient vehicles. The OPM was required to develop a comprehensive energy plan designed to decrease dependency on fossil fuels; and to conduct a study of the effects of telecommuting. PA 91-395, An Act Concerning Global Climate Change, included requirements to limit suburban sprawl. Another legislative item, PA 91-248, authorized a study, to be conducted by the DPUC to look at the feasibility of decoupling utility profits from sales, so that a performance metric other than kilowatt hours sold could be measured.10

PA 95-288 authorized an economic development program to provide financing for Connecticut-built products that were renewable energy sources, including advanced aeroderivative gas turbines and fuel cells. Electric restructuring was authorized through 98-28, which also allowed for an Energy Conservation and Load Management Fund (currently known as the Connecticut Energy Efficiency Fund) and CCEF. While the Energy Conservation and Load Management Fund was established through legislation in 1998, it should be noted that Connecticut has a solid history of energy conservation and load management, with the electric utilities having implemented extensive programs in the 1980s. PA 03-135 provided revisions to the legislation, expanding the definition of Class I renewable energy sources and changing some of the measures of the renewable portfolio standard (RPS).

PA 06-187 required that new construction of state facilities or schools expected to cost at least $5 million must meet certain energy efficiency criteria. Also, OPM, in consultation with other selected state agencies, was required to adopt regulations for building construction that meet or exceed the silver rating of the Leadership in Energy and Environmental Design’s (LEED) system.11

More recent legislation12 regarding energy issues has been enacted by the General Assembly.

Highlights include

PA 04-85, • An Act Concerning Energy Efficiency Standards, updated previous legislation regarding energy efficiency, particularly with respect to appliances.

PA 04-180, • An Act Concerning Use of Electric Rate Reduction Bonds for General Fund Purposes and the Gross Earnings Tax on the Sale of Natural Gas stated that “an electric company or electric distribution company shall submit … an application for a

9 Joel N. Gordes, Environmental Energy Solutions, Legislative History Table 1976-2003.10 Ibid.11 Ibid.12 Connecticut General Assembly



financing order with respect to any proposal to sustain funding of conservation and load management and renewable energy investment programs by substituting disbursements to the General Fund from proceeds of rate reduction bonds for such disbursements from the Energy Conservation and Load Management Fund ...and from the REIB … and may submit … an application for a financing order with respect to …stranded costs….”

PA 04-231, • An Act Concerning Clean and Alternative Fuel Vehicles, required the state to purchase fuel-efficient vehicles (obtaining greater than 35 miles per gallon)

PA 04-252, • An Act Concerning Climate Change, set forth greenhouse gas reduction goals for the state and required the commissioner of the Department of Environmental Protection (DEP) to work with the Conference of New England Governors and Eastern Canadian Premiers to set reduction goals for the region.

June Special Session, PA 05-1, • An Act Concerning Energy Independence, stated that “...receipts from such charge shall be disbursed to the resources of the General Fund during the period from July 1, 2003, to June 30, 2005, unless the department shall, on or before October 30, 2003, issue a financing order for each affected electric distribution company in accordance with sections 16-245e to 16-245k, inclusive, to sustain funding of conservation and load management programs by substituting an equivalent amount, as determined by the department in such financing order, of proceeds of rate reduction bonds for disbursement to the resources of the General Fund...” This legislation also made provisions for the Energy Conservation Management Board, and created a Renewable Energy Investments Fund and a Municipal Energy Conservation and Load Management Fund in each municipal electric energy cooperative.

PA 06-17, • An Act Concerning Municipal Plans of Conservation and Development, required the consideration of issues including energy-efficient patterns of development and the use of solar and other renewable energy and conservation in developing plans of conservation and development.

PA 06-83, • An Act Concerning Jobs for the Twenty-First Century, supported economic development by accelerating the pace of applied research and development. Although energy was not a target in the legislation, the act provided $4 million in state funding to establish a public-private partnership called the Eminent Faculty program, which enabled the University of Connecticut to hire national experts in alternative energy technology and purchase laboratory equipment.13

PA 06-74, • An Act Concerning Biomass, considered biomass facilities as Class I renewable energy sources.

2006 Senate Bill 48, • An Act Creating a State Department of Energy, proposed legislation that was considered but not adopted.

PA 07-64, • An Act Concerning the Consolidation of Energy Conservation Loan Program Statutes, provided incentives for residents who purchased select energy efficient equipment.

PA 07-152, • An Act Concerning the Renewable Energy Investment Fund, authorized a ratepayer charge to support the Renewable Energy Investment Fund administered

13 http://www.senatedems.state.ct.us/pr/williams-081209.html



by Connecticut Innovations, and provided details regarding the REIB and Energy Conservation and Load Management Funds.

PA 07-239, • An Act Concerning Responsible Growth, provided that energy-efficient patterns of development, the use of solar and other renewable forms of energy, and energy conservation must be considered in preparing a state plan of responsible growth.

PA 07-242, • An Act Concerning Electricity and Energy Efficiency, offered rebates to residents who replaced residential heating or cooling systems with select efficient items, and required the Energy Conservation Management Board to provide a report estimating the cost of a comprehensive residential conservation program. The bill also allows municipalities to establish energy independence districts. The district’s affairs must be administered by a board, which must develop a comprehensive plan for developing and financing district resources. District resources may include power plants with a capacity of 65 MW or less, combined heat and power systems, and conservation programs in commercial and industrial facilities.

PA 08-98, • An Act Concerning Connecticut Global Warming Solutions, required the Governor’s Steering Committee on Climate Change to submit a report by January 2010 (and biannually thereafter) identifying activities to help meet energy savings goals for state agencies established by the governor and to reduce greenhouse gas emissions.

PA 08-168, • An Act Concerning Energy Scarcity and Security, Renewable and Clean Energy and a State Solar Strategy, established a task force to study energy scarcity and sustainability and authorized this report.14

This brief summary of some of the public acts related to energy issues illustrates how the General Assembly has historically been involved in the management of specific programs rather than with the development and oversight of a comprehensive policy for the state. It is difficult to determine the progress made as a result of the public acts, and doing such is beyond the scope of this study. However, it is important to note that a number of legislative acts were typically enacted after crises, starting in the early 1970s up to the current day.

14 Connecticut General Assembly


preparing fOr COnneCtiCut’s energy futureCOnneCtiCut’s Current energy leadership struCture

IV. CONNECTICUT’S CURRENT ENERGY LEADERSHIp STRUCTURE

Today, the Energy Management Unit of the OPM, with a staff of 10, has the following general goal:

The Energy Management Unit provides general oversight regarding energy usage and management of energy costs in State facilities. In addition, the staff provides analytical support regarding energy market activities and issues. The Energy Management Unit also oversees the implementation of federally-funded energy programs in Connecticut.15

On energy policy, the Energy Management Unit of the OPM has the following specific functions:

The Energy Management Unit works to analyze, assess and propose new energy policy initiatives that will help provide and sustain a reliable, clean and affordable supply of energy for Connecticut’s residents, businesses and state government. The cost and supply of energy has far-reaching impacts on the economy and quality of life we enjoy in Connecticut. The Energy Management Unit works to improve and streamline energy regulation to ensure that Connecticut’s energy-related policies are coordinated and consistent with sound environmental and economic policy and Connecticut’s Climate Change activities. In addition, the Energy Management Unit works to promote and implement greater efficiency in all energy uses and promulgates regulations that mandate building and product energy efficiency standards.16

In terms of policy, the OPM works with the Departments of Transportation, Environmental Protection, Public Utility Control, and Administrative Services, as well as the CCEF, to update the state’s Climate Change Action Plan. OPM is also working with state agencies to implement the plan’s recommendations and to collect data on how the state is meeting greenhouse gas reduction goals.17 OPM provides energy policy and analyses to the governor and general energy information to the public; oversees energy use in state facilities; administers federal energy grant programs; and is a statutory party to the DPUC utility revenue requirement proceedings regarding equipment and facilities expansions.

In 1994, the OPM updated the Connecticut Energy Emergency Plan, originally created in 1975 by the Connecticut Energy Agency and amended in 1980, with a “view of current trends in the energy industries since many changes in supply distribution and marketing practices have taken place during the past few years.”18 The plan describes pre-emergency preparedness activities, offers scenarios of past energy supply disruptions, and provides options for the governor and the secretary of the OPM in responding to a crisis. A crisis could arise from an oil

15 http://www.ct.gov/opm/cwp/view.asp?a=2994&q=386250&opmNav_GID=1808 16 http://www.ct.gov/opm/cwp/view.asp?a=2994&Q=386264&opmNav_GID=1808&opmNav=| 17 http://www.ct.gov/opm/cwp/view.asp?a=2994&q=389830&opmNav_GID=1808 18 Connecticut Energy Emergency Preparedness Plan Update of 1994, State of Connecticut Office of Policy and

Management Policy Development and Planning Division, October 1994



embargo, a drop in suppliers or reserves because of international conflicts or natural disasters, unexpected or severe weather conditions, or a disruption of energy distribution or generation facilities. The plan details five emergency response phases and actions for each phase.

Major programs overseen by the OPM include

New Energy Technology (NET) Program—provides $10,000 grants each for up to five • small firms annually. These grants have been awarded since the mid-1990s to help companies commercialize new energy-related technologies;

Rebuild America-Heating System Efficiency Grants—grants of up to 50% match are • available for K-12 schools to upgrade to more efficient heating systems or for a required engineering analysis of the heating/distribution system;

Building Operator Certification—a course was offered in 2007 that trained • approximately 30 facility managers, and another course was offered in 2008.19

Since the fall of 2005, OPM staff has supported the Low Income Energy Advisory Board (LIEAB), which was established by the General Assembly. The Board advises and assists OPM and the Department of Social Services (DSS) in the “planning, development, implementation and coordination of energy assistance and weatherization assistance programs and policies”20 and advises the DPUC on the impact of utility rates and policies. LIEAB also provides recommendations to the General Assembly on ways to ensure that low-income residents have affordable access to residential energy services. LIEAB members include representatives from the OPM, DSS, the Commission on Aging, the DPUC, the Office of Consumer Counsel (OCC), Operation Fuel, 2-1-1, Connecticut Local Administrators of Social Services, Legal Assistance Resource Center of Connecticut, Connecticut AARP, Norwich Public Utility, Connecticut Petroleum Dealers Association, Northeast Utilities Service Company, Yankee Gas Company, Connecticut Natural Gas Company, Southern Connecticut Gas Company, United Illuminating and the Connecticut Association for Community Action Agencies.

In addition to the OPM, there are a number of stakeholders who make energy decisions in Connecticut. The governor has the authority to create policies to guide the energy direction of the state, while the General Assembly codifies the state’s energy policy and directs agencies to implement programs that meet objectives.

Starting in 2005, the Connecticut Governor’s Steering Committee on Climate Change has met quarterly to lead Connecticut’s climate change initiative. The committee includes the commissioners of the Departments of Environmental Protection, Administrative Services, and Public Utility Control; the chair of the Renewable Energy Investment Board (which oversees the CCEF); and the undersecretary of the OPM. The Climate Change Coordinating Committee serves as the staff for the steering committee, and includes members from the Departments of Environmental Protection, Administrative Services, Public Utility Control, Revenue Services, Social Services and Transportation, as well as CCEF, and OPM.21

19 http://www.ct.gov/opm/cwp/view.asp?a=2994&q=389832&opmNav_GID=1808 20 http://www.ct.gov/opm/cwp/view.asp?a=2994&Q=386262&opmNav_GID=1808 21 http://www.ctclimatechange.com/



DPUC is the public utility commission that regulates rates and operations of gas and electric public utilities, oversees competitive suppliers, administers the renewable portfolio standards (RPS) program, participates in federal proceedings affecting utility service, oversees procurement for standard offer electric service, and provides customer education. Five commissioners are appointed to the DPUC.22

The DEP sets standards for and regulates air emissions, water discharges and diversions, waste management, and certain land uses and remediation. It also implements the Regional Greenhouse Gas Initiative (RGGI) and administers allowance auction proceeds.23 The commissioner of the DEP is currently the chair of the Governor’s Steering Committee on Climate Change.24

The Connecticut Siting Council (CSC) has siting authority over certain electric transmission lines, fuel transmission facilities and electric generating facilities; prepares annual forecasts of loads and resources; prepares a life-cycle cost analysis of transmission line alternatives every five years; and calculates long-range power projections. Council members include DEP and DPUC representatives, one representative each from the General Assembly’s House and Senate, and five members of the public.25

The Connecticut Energy Advisory Board (CEAB) consists of 15 members representing a number of agencies; they include the commissioner of DEP, the chair of the DPUC, the commissioner of Transportation, the consumer counsel, the commissioner of Agriculture, and the secretary of the OPM, or their respective designees. The governor, the president pro tempore of the Senate and the speaker of the House of Representatives appoint three members each. The board is responsible for representing the state in regional energy planning, approving the utilities’ integrated resource plan (IRP) for the DPUC’s consideration, participating in the CSC’s load forecast and lifecycle cost proceedings, and conducting studies required by statutes.26

The CCEF administers programs that promote renewable resource development, funded by a ratepayer surcharge, and participates in a joint committee with the Energy Conservation Management Board (ECMB). The fund was created in 2000 by the legislature and is administered by Connecticut Innovations (CI), with the fund overseen by the 15-member REIB, which approves the overall Comprehensive Plan, policies, programs and funding. The fund is required to develop a comprehensive plan that outlines strategies to support renewable energy sources and to stimulate demand for renewable energy that must be approved by the DPUC.27

The ECMB assists utilities in the development and implementation of an annual comprehensive plan for conservation programs that are funded by ratepayer surcharges. Board members represent utilities, business and environmental groups, residential customers, the attorney general, DEP staff, and Office of Consumer Council (OCC). The ECMB participates in a joint committee with CCEF.

22 http://www.ct.gov/dpuc/cwp/view.asp?a=3157&q=404410 23 A Report on Various Energy Issues for Connecticut: Phase I; La Capra Associates, Inc., Heather Hunt,

LLC, Jane Stahl; May 200824 http://www.ctclimatechange.com/25 A Report on Various Energy Issues for Connecticut: Phase I; La Capra Associates, Inc., Heather Hunt,

LLC, Jane Stahl; May 200826 http://www.ctenergy.org/about.html 27 http://www.ctcleanenergy.com/Default.aspx?tabid=62



The OCC is the statutory consumer and ratepayer advocate in DPUC proceedings and participates in federal proceedings that may affect utility service and ratepayers in Connecticut. The OCC is a member of energy boards including (but not limited to) the CEAB, CCEF, ECMB, and the Low Income Advisory Board.28

The Fuel Oil Conservation Board (FOCB) was created in 2007 and funded in July 2008. The FOCB created a plan for fuel oil conservation and oversees the Connecticut Fuel Oil Conservation Fund, which is responsible for administering conservation programs, including ones that benefit low-income persons; research, development and commercialization of energy efficient products; development of markets for the products; fuel conservation initiatives; and public education. There are ten members on the board, all appointed by either the governor or the leadership of the General Assembly.29

There are a number of General Assembly committees that may have an impact on energy issues, including the following:

The Appropriations Committee has cognizance of matters related to appropriations and • the budgets of state agencies.

The Commerce Committee has cognizance of matters related to the Department of • Economic and Community Development (DECD) and CI, which administers the CCEF.

The Energy and Technology Committee has cognizance of matters related to the DPUC • and energy planning.

The Environment Committee has cognizance of matters related to the DEP and the • Department of Agriculture.

The Human Services Committee has cognizance of matters related to DSS.•

The Planning and Development Committee has cognizance of matters related (but • not limited to) to housing, planning and zoning, the State Plan of Conservation and Development, and economic development programs that impact local governments.

The Legislative Program Review and Investigations Committee evaluates the efficiency, • effectiveness, and statutory compliance of state agencies and programs. The Committee is assisted by the Office of Program Review

The Transportation Committee has cognizance of matters related to the Connecticut • Department of Transportation (ConnDOT). 30

Figure 1 provides a visual display of the state’s energy policy decision makers. The arrows denote representation on the board of the corresponding agency, or the authority to appoint a member to the board. Dashed lines denote the areas of cognizance of the committees of the General Assembly. Although not presented in the figure, please note that the governor appoints all of the department commissioners.

28 A Report on Various Energy Issues for Connecticut: Phase I; La Capra Associates, Inc., Heather Hunt, LLC, Jane Stahl; May 2008

29 http://www.ctfocb.com/ 30 http://www.cga.ct.gov/asp/menu/Committees.asp



(Arrows denote representation, dashed lines denote areas of cognizance)

figuRe 1: SeleCted ConneCtiCut entitieS involved with eneRgy poliCy

In addition to the entities and departments that play a role in energy policy, there are departments that have an impact on energy use for the state. The Department of Administrative Services (DAS) purchases, leases and contracts for all the supplies and equipment needed by state agencies, and implements the state’s energy use strategies by purchasing products that meet conservation standards. The Department of Public Works (DPW), with the OPM, establishes life-cycle cost analyses for buildings owned or leased by the state; performs energy audits of the buildings owned by the state; establishes criteria for state agencies when selecting equipment; ensures that state building construction complies with the Leadership in Energy and Environmental Design (LEED) rating system; and establishes energy-efficient lighting standards for public buildings. The Department of Transportation (ConnDOT) creates a statewide master transportation plan that considers (but is not limited to) federal air quality standards, conservation and cost of energy supplies, land use, environmental impacts, energy impacts and economic development patterns. The Department of Economic and Community Development (DECD) establishes energy performance standards for state-owned and financed housing projects, and makes loans to residents for purchase and installation of insulation, alternative energy devices, energy conservation materials and replacement furnaces and boilers,as approved by the OPM.31

31 A Report on Various Energy Issues for Connecticut: Phase I; La Capra Associates, Inc., Heather Hunt, LLC, Jane Stahl; May 2008



Other organizations have impacts on energy issues in Connecticut. At the national level, the US Department of Energy advances the national, economic, and energy security of the United States, promotes scientific and technological innovation, and ensures the environmental cleanup of the nation’s nuclear weapons complex. Strategic goals to promote the mission include energy security, nuclear security, scientific discovery and innovation and environmental responsibility.32 The US Environmental Protection Agency (EPA) administers funds and programs that promote clean, renewable energy use and educates the public about renewable energies.33 The Federal Energy Regulatory Commission (FERC) is an independent agency that regulates the interstate transmission of electricity, natural gas, and oil. FERC also reviews proposals to build liquefied natural gas (LNG) terminals, interstate natural gas pipelines, and licenses hydropower projects. The Energy Policy Act of 2005 gave FERC these additional responsibilities:

Regulates transmission and sale of natural gas for resale in interstate commerce •

Regulates transmission of oil by pipeline in interstate commerce •

Regulates transmission and wholesale sales of electricity in interstate commerce •

Licenses and inspects private, municipal, and state hydroelectric projects •

Approves siting and abandonment of interstate natural gas pipelines and storage, and • ensures safe operation and reliability of proposed and operating LNG terminals

Ensures reliability of high-voltage interstate transmission system•

Monitors and investigates energy markets•

Uses civil penalties against energy organizations and individuals who violate FERC • rules in energy markets

Oversees environmental matters related to natural gas and hydroelectric projects and • electricity policy initiatives

Administers accounting and financial reporting regulations and conduct of regulated • companies34

At the regional level, ISO-New England is an independent, not-for-profit, regional transmission organization (RTO) serving the six New England states. Its three primary responsibilities include reliable operation of New England’s bulk electric power system; development, oversight and fair administration of New England’s wholesale electricity marketplace; and management of bulk electric power system and wholesale markets’ planning processes that address New England’s future electricity needs.35

The Institute for Sustainable Energy at Eastern Connecticut State University is funded and supported by the Connecticut Energy Efficiency Fund through the ECMB and the CCEF. Its mission is “to identify, develop and become an objective energy and educational resource regarding the means for achieving a sustainable energy future for Connecticut.” Activities

32 http://www.energy.gov/about/index.htm 33 http://www.epa.gov/epahome/aboutepa.htm 34 http://www.ferc.gov/about/ferc-does.asp 35 http://www.iso-ne.com/aboutiso/co_profile/history/index.html



include providing educational outreach through K-12 curriculum development, professional development workshops, and certification programs for energy industry preparedness; becoming a clearinghouse for energy sustainability information; assisting in public policy development through conducting public information forums on energy and sustainability issues and studies around energy sustainability; and developing energy solutions by assisting communities in developing sustainable energy plans and developing a model for university energy and environmental sustainability.36

The Connecticut Center for Advanced Technology, Inc. (CCAT) has an energy initiative with a mission of improving “the economic competitiveness of the region through community-supported solutions that lower energy costs and increase energy reliability.”37 CCAT was incorporated in 2004 as a non-stock, tax-exempt corporation and is funded by federal and state grants. The CCAT Energy Initiative focuses on developing methods and regional models for sustainable and reliable energy use; engaging in energy planning and policy initiatives that will support partnerships with industry, government and academia; and facilitating solutions with advanced energy technologies. CCAT administers Connecticut’s Biodiesel Production and Distribution Grant Program, funded by DECD, to promote the production and distribution of biodiesel in the state. CCAT also administers the Fuel Diversification Grant Program, also funded by DECD, which supports research in biofuels production as well as biofuels quality testing in Connecticut for eligible applicants that are Connecticut institutions of higher education or Connecticut institutions of agricultural research. In addition, CCAT administers the Connecticut Hydrogen-Fuel Cell Coalition that focuses on the development, manufacture, and deployment of fuel cell and hydrogen technologies and fueling systems.38

Created in 2004, the Department of Emergency Management and Homeland Security focuses on emergency planning including natural disasters and terrorism. A member of this department sits on the REIB that oversees the CCEF.39

Operation Fuel is a partnership with communities, businesses, government and individuals to ensure that people in need have access to energy assistance; it is a member of the REIB.40 In addition to Operation Fuel, there are a number of conservation and energy-efficiency programs available to residents and businesses through the utility companies, quasi-public agencies and other entities. These programs are a part of Connecticut’s energy resources, although they are not all mentioned in this report. For more information about energy efficiency and conservation programs in Connecticut, please refer to Appendix A, which has information about the Program Review and Investigations Committee study.

36 http://www.easternct.edu/depts/sustainenergy/about_us/mission_statement.html 37 http://www.ccat.us/energy/?page_request=energy38 http://www.ccat.us/energy/about/who 39 http://www.ct.gov/demhs/cwp/view.asp?a=1939&q=308364&demhsNav=| 40 http://www.operationfuel.org/about_us.html


preparing fOr COnneCtiCut’s energy futuresummary Of fOCus grOup sessiOns

V. SUMMARY OF FOCUS GROUp SESSIONS

OVERVIEWFour one-hour focus group sessions with Connecticut energy stakeholders, with 7-10 participants per session, were held to gather input and ideas from participants regarding the broad issue of how Connecticut should best organize to address energy issues in the future. The Academy’s Study Committee and Study Management Team developed the principal and follow-up questions to guide the discussion. Participants included representatives from several state agencies, the General Assembly and quasi-public entities that deal with energy issues and economic development; utility companies; business and industry; and other nonprofit organizations. Although participants expressed a variety of views, several common themes emerged from this process.

Functions to be Addressed

There was general consensus among participants as to which functions the state needs to consider in developing an energy entity or entities to address energy in a comprehensive manner. These include

policy & planning;•

program development and implementation;•

regulatory matters, including siting; •

monitoring and evaluation;•

funding;•

incentives; and •

innovation. •

Identifying Current Issues/Needs

LONG-TERM pLANNING, INFORMED pOLICY LEADERSHIp

Participants identified the state’s lack of big-picture planning and a lack of vision for the future with regard to a comprehensive energy policy. Participants stressed the need for coordination between those existing agencies and organizations involved in various aspects of energy policy and program implementation. It was noted that the state’s various energy-related programs essentially “operate in silos,” with each addressing its specific mission and goals without an overall umbrella leadership based on comprehensive energy policy with resulting accountability for achieving results.

The need for policy leadership was reiterated and, within that, a need for time and thought leadership devoted to carefully examining today’s energy landscape and planning for



Connecticut’s energy future. Several participants voiced the need for the state to address and answer questions like: Where is Connecticut now in terms of energy? Where does it need to be? How will we get there?

A MORE COMpREHENSIVE AppROACH

There was a good deal of discussion of the perception that energy equals electricity. Throughout the focus group sessions, a more comprehensive definition of energy emerged. Energy encompasses not only the electricity sector, but the space heating/cooling and transportation sectors as well. Several attendees indicated that due to the inherent complexity of energy issues, policies and programs appear to be managed and developed using a silo approach, as compared to addressing these matters in a comprehensive manner.

Holistic View: Economic Development, Smart Growth, Conservation/Efficiency

In identifying Connecticut’s need for strategy and long-term planning, attendees discussed the idea of linking economic development, smart growth and energy conservation programming and renewable energy to all sectors of energy policy and planning. In particular, transportation issues were identified as an area that needs to be considered for the purpose of encouraging energy conservation and its importance relative to economic development in the state.

Participants also identified a need for the state’s leadership to understand both the energy market and the concept of energy as an open market commodity. The state’s role in helping to encourage and develop energy-related industries and business activity was identified as a component of a comprehensive energy policy and plan that should be considered from an economic development perspective. Focus group participants also identified the state’s current lack of an entity that addresses energy from this more holistic approach.

The Legislature’s Role

Focus group members noted that the General Assembly needs to be guided by solid research and data in creating energy policy and programs. Participants voiced a concern that the General Assembly has made reactive energy policy and program decisions instead of taking a broader approach and making proactive policy decisions based on a holistic and comprehensive vision for energy, which may be the result of the lack of overall, comprehensive energy planning.

Ideas on Leadership Structure

Focus group participants expressed concern over the creation of a new state department of energy as an agency within state government. There was apprehension over establishment of another layer of bureaucracy in the state’s already decentralized system of agencies and organizations with energy-related responsibilities.

Concerns were also raised about funding a new agency in the current economic environment, along with the possibility that funding such an entity would result in costs being transferred to the consumer. However, there was overall agreement that any new entity would need an adequate staff and an adequate level of funding in order to succeed.



One of the possible leadership structures discussed by many attendees was the concept of an oversight board or cabinet model with cross-functional responsibilities and the ability and authority to cause the efficient and effective implementation of programs. The importance of preserving what is already working well was underscored during these discussions. However, there was overall agreement about the need to organize, unify and consolidate energy-related programs to the extent possible where appropriate.

Additional organizational concepts that were discussed included

an energy cabinet• with centralized policy responsibilities and decentralized implementation oversight;

a quasi-public agency• with a professional staff to support assigned responsibilities with a long-term focus. This model was also suggested based on the concern that some of the responsibilities of a comprehensive energy agency with regard to investment in research as well as business development activities may not be best suited for implementation through a state agency.

Further discussion highlighted certain key points:

Whether energy-related regulatory responsibilities should be maintained as �currently structured with the DPUC and Siting Council, separate from any new energy agency/organization entity. Discussion also involved whether implementation and oversight of energy conservation and clean energy programs should be separate from agencies with regulatory responsibilities.

Whether energy conservation programs should continue to be managed by the �public utilities or others.

The need to prepare for more energy commodity, market-based mechanisms. �

The need for the state’s leadership to have solid knowledge of the energy �marketplace and investment strategies.

The issue of whether energy policy and planning responsibilities are �best executed under the specific direction of OPM. Currently, OPM has responsibilities for state policy and budgeting and, specifically, energy planning.

Leadership• : Participants emphasized the need for energy policy and planning continuity, and suggested that having leadership that is focused on a long-term vision and mission for the state’s energy policy and planning responsibilities—and somewhat removed from 2-year and 4-year state election cycles—would be beneficial. However, others believed that important energy leadership should be connected to the governor’s policy objectives.

Regionalization:• Attendees identified the need to collaborate with other states in the Northeast and to benefit from the best practices across the United States and the world. In addition, with respect to achieving state energy policy goals, they noted the importance of being actively informed about, and influencing the development of, federal policies and programs. Also, attendees noted that, due to reliance on fuel sources that are not indigenous to the state, it was unrealistic to expect that the state can be completely energy “independent.”



Many participants suggested the concept of keeping what works, plugging into existing structures instead of “reinventing the wheel.” It was also noted that none of the existing energy-related oversight bodies is expressly charged with looking at energy policy and planning on a comprehensive basis, that is, all sectors—electricity, space heating/cooling, and transportation. The Integrated Resource Plan (IRP) that is being developed through the CEAB was mentioned several times as a model process that could have potential to inform the development of a comprehensive energy plan and/or entity.

Many attendees stressed that no matter what organizational structure is put into place to guide energy policy development and program implementation, there is a need for accountability and ownership, with a means for implementing on-going improvements when actions fall short of intended goals.

MINIMIzE USE OF FOSSIL FUELS, FUEL DIVERSIFICATION

In a Yes/No poll of participants, there was overwhelming agreement that the state should make minimizing the use of fossil fuels a top priority. However, clean-coal was brought up as a potential fossil fuel source that should be explored further. Also, participants emphasized the importance of diversifying fuel sources.

SUMMARYA majority of participants agreed that Connecticut does need to act in order to be prepared for a healthy energy future. Based on these focus group discussions in summary, action should center around big-picture, long-term policy and planning with coordinated and effective program implementation and accountability.


preparing fOr COnneCtiCut’s energy futureCOmparisOn states

VI. COMpARISON STATES

The Study Management Team identified a number of states that had adopted some practices for developing general or renewable energy policies or long-term energy planning. These states included California, Colorado, Hawaii, Illinois, Iowa, Maryland, Massachusetts, New Jersey, New Mexico, New York, Oregon, Pennsylvania, and Vermont. The team collected initial information about the states’ organizing structures and programs for review by the Study Committee, as seen in Appendix D. It is interesting to note the variety of structures used by these states. Some have formal energy departments that were set up in the 1970s, while others have an office within an agency. One department, the Department of Energy Resources in Massachusetts, was just set up last year. Many of the departments focus on renewable energy, but depending on how the states’ households and businesses have historically used energy, there are some that concentrate on energy efficiency and providing cleaner options.

The Study Committee recommended focusing more closely on a few states based on their geographical proximity to Connecticut (and similar climate), and/or the fact that they use structures that have been well-known examples in the country for decades. The additional information, gleaned from a combination of online research and conference calls with contacts working within the specified organizations, is presented below.

CALIFORNIAThe California Energy Commission (CEC) is the state’s primary energy policy and planning agency. The CEC employs more than 400 workers and is funded primarily through ratepayers and federal funding. The CEC has five major responsibilities:

Forecasting future energy needs and keeping historical energy data1.

Licensing thermal power plants of 50 megawatts or larger2.

Promoting energy efficiency through appliance and building standards3.

Developing energy technologies and supporting renewable energy4.

Planning for and directing state response to energy emergency5.

An interesting aspect of the CEC is that is has a dedicated applied research and innovation program to advance commercialization of new technologies: the PIER program. It also has a variety of programs involved in energy efficiency and renewable energy, energy facilities siting, and fuels and transportation.41

The California Energy Commission’s Renewable Energy Program (REP), which began in 1998 to increase the amount of renewable energy used, offers a range of market-based incentives.

41 http://www.energy.ca.gov/



The REP implements the state’s Renewable Portfolio Standard (RPS), which requests that 20% of electricity retail sales be served by renewable energy sources by 2010. Notable programs include the New Renewable Facilities Program (incentives to support new renewable electricity generation projects), the Emerging Renewables Program (rebate incentives for eligible distributed generation renewable energy systems), the Existing Renewable Facilities Program (incentives for biomass, solar thermal and wind production facilities), and the Consumer Education Program (distributes information about renewable energy in order to further develop consumer markets).42

The REP reports renewable energy programming funding of $135 million annually from 2002 – 2007. For 2008 - 2011, REP funding for its renewable energy programs will be $65.5 million annually, and the California Energy Commission funding for energy efficiency programming will be $228 million annually.

MASSACHUSETTSThe Department of Energy Resources (DoER) is a division of the Executive Office of Energy and Environmental Affairs (EEA), which is a cabinet-level office that oversees both environmental and energy agencies. During the last decade, the coordination of energy and environment issues has become a priority in Massachusetts. The agencies and offices of the EEA preserve land and open space, enforce pollution laws, review the environmental impact of major real estate and infrastructure developments, and provide opportunities for outdoor recreation. The DoER more specifically has a mission to create a greener energy future for the commonwealth—both economically and environmentally—by achieving cost-effective energy efficiencies, maximizing development of greener energy resources, creating and leading implementation of energy strategies for reliable supplies and improving relative cost, and supporting clean tech companies and clean energy employment.43

The department has a staff of approximately 30 employees and is funded through a ratepayer surcharge and federal support from the US Department of Energy (DoE), mostly through competitive grants, and RGGI funding. Obtaining DoE funding is becoming increasingly difficult because the grant money is quite competitive, but state funding has been stable because the previous and current governors have seen energy as an important issue for Massachusetts. According to Phil Giudice, commissioner of the Department of Energy Resources, energy issues have been dealt with at the state cabinet or lower level since the 1970s. Recently, Governor Deval Patrick combined environment and energy into one cabinet position, which was enacted through legislation. An advantage of this current structure is that it brings those who implement policy and those who make policy together for easier coordination. The DoER is responsible for long-term planning, efficiency policies and implementation. The DoER oversees individual programs but does not focus on delivery, nor does it handle regulation issues (those are handled by the Department of Public Utilities). The program priorities focus on renewable energies; measures of progress include finding technologies and jobs that are energy efficient, lowering energy dependency (defined by consumption as a share of output), and measuring energy

42 Clean Energy States Alliance, A Report on State Clean Energy Funds, Investment and Deployment in the U.S., 2005-2006.

43 http://www.mass.gov/?pageID=eoeeaagencylanding&L=5&L0=Home&L1=Grants+%26+Technical+Assistance&L2=Guidance+%26+Technical+Assistance&L3=Agencies+and+Divisions&L4=Department+of+Energy+Resources+(DOER)&sid=Eoeea



saved. The DoER strives to deliver policies and programs as quickly as possible, which can at times be a challenge given the nature of state governments. The DoER has a FY09 budget of $2,458,000, with approximately $200,000 going to a residential conservation program and approximately $440,000 going to energy resources assessment, and federal grant funding of $1.8 million which is divided among sustainability, energy efficiency and renewable energy and other programs.44

The Massachusetts Renewable Energy Trust, part of the Massachusetts Technology Collaborative (MTC), is an important program that provides financial assistance to individuals and businesses for solar panels and wind turbines at their homes and facilities, works with communities to incorporate green design into schools, and helps emerging clean energy businesses flourish in the Commonwealth. The trust was established in 1998 and is funded through a charge to electricity ratepayers. The trust works through a variety of programs geared towards different groups, including individuals, businesses, nonprofits, communities, clean energy entrepreneurs, energy generation project developers, affordable housing developers, educators, and activists/outreach groups. The MTC is the state’s development agency for renewable energy and the innovation economy. It brings together leaders from industry, academia, and government to advance technology-based solutions that lead to economic growth and a cleaner environment in Massachusetts.45 The trust has more than 20 initiatives that are related to either clean energy, green buildings and infrastructure, industry investment and development or policy. According to the trust’s FY09 operational plan, funding is allocated to existing programs as follows: $18 million for Industry Investment and Development/Wind Technology Testing Center; approximately $11 million for Clean Energy and approximately $27 million for Green Buildings and Infrastructure. New program funding allocations include $37 million for renewable energy (wind and solar); $4 million for Sustainable BioEnergy; and approximately $16 million for hydropower and other electric renewable energy technologies.46

NEW YORKThe New York State Energy Research and Development Authority (NYSERDA) is a public benefit corporation created in 1975 as an organization to advance energy and energy efficiency planning, projects, markets, technology commercialization, and industry development. During the early 1990s, the state’s energy office was combined with NYSERDA to better facilitate R&D with deployment. NYSERDA is governed by a board consisting of 13 members, including the commissioner of New York’s Department of Transportation, the commissioner of the Department of Environmental Conservation, the chair of the Public Service Commission, and the chair of the Power Authority of the State of New York, who serve ex officio. The remaining nine members are appointed by the governor with the advice and consent of the Senate and include, as required by statute, an engineer or research scientist, an economist, an environmentalist, a consumer advocate, an officer of a gas utility, an officer of an electric utility, and three at-large members. The board’s chair is designated by the governor. NYSERDA’s portfolio of programs – research, development and demonstration (RD&D); energy efficiency; low-income services; and environmental protection – are designed to help New York meet its energy needs, create jobs, and help consumers save money. The energy planning board coordinates energy and environment issues. NYSERDA supports emerging energy technologies and equipment, and provides grants and loans for a myriad of energy services and systems

44 http://www.mass.gov/bb/gaa/fy2009/app_09/sect_09/h200.htm45 http://www.masstech.org/renewableenergy/index.html 46 http://masstech.org/renewableenergy/reports/TrustStrategicPlan.pdf



including distributed and renewable electric power generation, energy services companies, and training and certification of building performance professionals.47 NYSERDA is funded by ratepayers, state appropriations, and federal grants and funding.

NYSERDA is the administrator of the Renewable Portfolio Standard (RPS) program and the System Benefits Charge (SBC) program that supports continued investment in programs that encourage energy efficiency, promote a clean environment, and reduce the financial burden of energy costs on low-income consumers. Total funding from SBC revenue for the period of 2006 – 2011 is estimated to be approximately $896 million. NYSERDA also administers additional programs, including competitive grant monies, that it receives from the DoE, as well as state funding. Funding for all energy-related programs and activities for FY09 is approximately $456 million, with $172 million coming from SBC revenue. A significant portion of the FY09 budget, approximately $185 million, is being provided to support energy efficiency and renewable energy initiatives of the New York Energy SmartSM Program.48 NYSERDA, originally established as a reaction to the first energy crisis in the early 1970s, focuses on promoting innovation and long-term planning, not regulation. Representatives from various state agencies sit on the board, which oversees general activities and approves the nomination of a CEO submitted by the governor.

The New York model also includes an assistant secretary of energy who serves as a liaison to the governor and is responsible for facilitating coordination among the various agencies and organizations with energy-related responsibilities. There is an inter-agency task force that is given the authority and responsibility for planning and is held accountable. There is a requirement for other organizations to participate in the process.

NYSERDA’s current strategic plan, “Toward a Sustainable Future: A Three-Year Strategic Outlook 2009 – 2011” provides a framework and vision for state’s energy future (http://www.nyserda.org/publications/Strategic%20Plan-complete-web.pdf).

OREGON Several states use a new model for advancing clean energy—employing a nonprofit, third-party administrator. Oregon is a good example, with its Energy Trust of Oregon, which develops state goals for energy efficiency and renewable energy deployment and supporting projects through a system benefit charge that is authorized through 2025.

The Energy Trust works to achieve energy efficiency savings to help meet the power resource needs of the state. Additionally, the Energy Trust is funded by the electric ratepayers to increase the generation from small-medium (<20 MW) renewable energy projects in Oregon. For both renewable energy and efficiency, the Energy Trust offers technical assistance, marketing and incentives, and works with others to build an effective market infrastructure. Many Energy Trust programs are complemented by state and federal tax credits. State loans are also available for many products, along with various types of assistance from the Oregon Department of Energy. The Energy Trust works to coordinate and bundle these services for project developers and consumers.

47 http://www.nyserda.org/ 48 Ibid.



For 2009 - 2010, the Energy Trust budget will be approximately $65.6 million per year for energy efficiency programming and $12.6 million per year for renewable energy programming. While the Energy Trust has achievement goals for both renewable and efficiency programs, programs focus on transforming markets where this is feasible, better establishing products and the infrastructure to deliver them in the market and ideally making them the preferred choice. This is particularly true of the <20 MW renewables markets which are the focus of the Energy Trust’s renewable efforts. The Energy Trust realizes that many aspects of renewables markets are national or global. It focuses on the pieces of market transformation that can be locally influenced, and tracks progress in other aspects of market maturation that are driven by other factors.

To ensure apolitical, independent governance, the State Energy Office and the Public Utility Commission (PUC) each have an ex officio member on the board of directors of the Energy Trust. The PUC does not approve the nonprofit strategic plan or budget, or individual project expenditures; that is the role of the nonprofit independent board. The nonprofit does have contractual requirements with PUC regarding annual financial audits, fiduciary controls, and administrative costs. Every two years, the PUC conducts a management audit. The Energy Trust of Oregon also has performance benchmarks from the PUC regarding savings and generation, and cost per unit of savings.49

pENNSYLVANIAPennsylvania does not have one overriding agency or person making all of the state’s energy policy and planning decisions. The Office of Energy and Technology Deployment (OETD) is housed within the Department of Environmental Protection, with approximately 30 staff and one full-time equivalent at each of the six regional offices. The OETD tracks energy prices, helps establish policy and deals with energy emergency preparedness, working with the Pennsylvania Emergency Management Agency. There is a high level of coordination between the office, the Department of Community and Economic Development (DCED) and the Governor’s Action Team (GAT) in order to pull resources together to help businesses. DCED and GAT focus on funding resources and allocations rather than policy development. A stand-alone agency dedicated to energy issues once existed in Pennsylvania; however, a previous administration integrated that agency into DEP. It was the forerunner of the current OETD. The current administration considers energy issues as high priorities, therefore OETD, DCED and GAT often work together in assisting the development of clean tech industries and the deployment of alternative energy technologies into the marketplace.

The OETD has several grant programs that it oversees and implements, some in coordination with other agencies. The office is not responsible for regulatory decisions which fall to the Public Utility Commission (PUC). The PUC and the Office of Consumer Advocate also provide policy advice. The current priorities at the OETD include getting programs into operation from the Energy Independence Strategy issued two years ago; developing policies that will encourage energy conservation and demand side management in order to help stabilize and reduce load growth and, ultimately, help reduce electricity rates; and developing a strategy and initiating programs to help local governments and the business community reduce greenhouse gas emissions.

In 2008, Pennsylvania passed the Alternative Energy Investment Act -- a $650 million initiative to support research and development of alternative energy technologies, promote energy

49 http://www.oregon.gov/ENERGY/



efficiency and boost low-income energy assistance. The funds will come from a number of sources and are being allocated in several different directions across state agencies to address the various energy priorities. DEP will receive $192.5 million to focus on residential and small-business solar energy and energy efficiency programs. Additionally the state has allocated $50 million for a tax credit program to encourage deployment of alternative energy, alternative fuel and energy efficiency projects. The act also includes the following allocations: $165 million for loans to businesses and loans or grants to counties, municipalities and school districts for clean energy projects, as well as loans and grants to businesses that support alternative energy production through the Commonwealth Financing Authority; $80 million for loans and grants for alternative energy production projects related to solar energy; $40 million for research and development of alternative energy technologies through the Ben Franklin Technology Development Authority; $40 million to boost funding of the Low-Income Home Energy Assistance Program (LIHEAP); $25 million for loans and grants for geothermal and wind energy projects; $25 million for loans and grants for high-performance buildings; $25 million for pollution control technology grants for small coal-fired power plants; $5 million in loans through the PA Housing Agency for energy efficiency projects; $2.5 million for a data center consolidation project.50

Pennsylvania also has several regional funds with their own funding sources that were set up by the public utilities after deregulation. They are: the Pennsylvania Electric Company Sustainable Energy Fund of the Community Foundation for the Alleghenies, the Sustainable Development Fund of the Reinvestment Fund, the West Penn Power Sustainable Energy Fund and the Metropolitan Edison Company Sustainable Energy Fund of the Berks County Community Foundation. Each fund represents a region of Pennsylvania and provides education and financing programs.51 Another recent law requires utilities to offer energy efficiency programs for their customers.

National Networking Opportunities

National organizations provide an opportunity for Connecticut’s energy leadership to benefit from the efforts of other states and countries. Active participation in these types of organizations can bring best practices and lessons learned from others to Connecticut, as well as our accomplishments to others to accomplish both our state, as well as national energy-related goals.

National Association of State and Energy Officials (NASEO)—NASEO is a professional organization made up of individuals, appointed by the governors of each state, who can join and attend events. The organization provides a way to network and learn how other states are implementing organizational structures and programs. Figure 2 presents a list of the agencies represented at the NASEO conference in Summer 2008. Officials who are responsible for energy issues are part of a number of different organizations, which varies from state to state. All states (except Connecticut), territories and the District of Columbia are members of NASEO.

50 http://www.senatormjwhite.com/press-2008/070408.htm 51 http://www.cleanenergystates.org/Funds/



State AgencyAlabama Dept of Economic and Community AffairsAlaska Dept of CommerceArizona Energy Programs (Commerce)Arkansas Energy Office (part of EDC)California California Energy CommissionDelaware Energy OfficeDistrict of Columbia Dept of EnvironmentIllinois Dept of Commerce and Economic OpportunityIowa Office of Energy Independence (Dept Nat Res)Kansas Kansas Corporation Commission (like DPUC)Louisiana Dept of Natural ResourcesMaryland Energy AdministrationMichigan Energy Office (Dept of Labor & Econ Growth)Minnesota Dept of CommerceMississippi Energy Division (MS Development Authority)Missouri Energy Center (Dept of Natural Resources)Montana Dept of Environ QualityNebraska Dept of EnergyNew Mexico Energy Conservation & MgmtNorth Carolina State Energy Office (DAS)Oklahoma Dept of Commerce (Community Dev.)Oregon Department of EnergyPennsylvania Office of Energy (DEP)South Carolina Energy Office (Budget & Control Board)Tennessee Energy Policy (DECD)Texas Energy Office (Comptrollers office)Washington State University Extension ProgramWest Virginia WV Division of EnergyWyoming WY Business Council16 state collaborative Southern States Energy Board

figure 2: naseO member representatiOn, summer 2008 COnferenCe

Clean Energy States Alliance (CESA)—CESA is a nonprofit coalition of state clean energy funds and programs working together to develop and promote clean energy technologies, projects, and markets. CESA provides information sharing, technical assistance services, and a collaborative network for its state members. CESA assists states to identify innovation and best practices for advancing the clean energy sector. CESA also assists states to partner with federal agencies such as the Department of Energy and to identify opportunities for federal support for state clean energy development efforts. The Connecticut Clean Energy Fund is one of 20 states that participate as a member of CESA.



SUMMARY OF COMpARISON STATESThere is a variety of possible structures in which to organize energy issues, as seen by the examples from other states around the country. Some states have separate energy offices, others have energy grouped with complementary issues such as environment and/or transportation, and others have less formal structures but organized ways to facilitate coordination. Formal energy offices, either at the cabinet or agency level, were typically created as a result of gubernatorial priorities. In most states, there is some kind of existing structure or individual to serve as a primary point of contact in dealing with energy issues affecting the state.

California, New York and Oregon have recognized the importance of maintaining continuity in addressing energy issues. Although their energy-related organizational structures have changed over time, they have been able to adapt to changing market conditions with energy being a consistent priority of the leadership of these states.

Even though Connecticut does not have a formal structure for coordinating energy planning, policymaking and advocacy for federal funding, some executives involved in other state energy organizations regard Connecticut as having a reputation as a regional leader in energy conservation. The recently completed Program Review and Investigations report (see Appendix A) provides details regarding the state’s progress regarding its existing energy efficiency and conservation programs.

preparing fOr COnneCtiCut’s energy futuresummary Of findings, reCOmmendatiOns and COnCluding remarks


VI. SUMMARY OF FINDINGS, RECOMMENDATIONS AND CONCLUDING REMARKS

The Study Committee’s review of Connecticut’s past and current energy policy structure, findings of the focus groups, and a summary of models in other states, formed the basis for the findings and recommendations that follow.

FINDINGSThe Study Committee based its recommendations on the following key findings from the study process:

Energy is a major organizing principle around which governmental and supporting • agencies/entities can focus and coordinate activities to protect and assure the economic well-being of the state and its citizens and businesses.

Connecticut utilizes a variety of agencies, boards and committees to implement • programs and react to specific energy issues. This does not necessarily mean that duplication exists or that certain programs would operate in conflict with each other. However, there is a lack of clarity, long-term vision and strategic planning, inter-agency communication and coordination, and a designated focal point for overall accountability and effective achievement of defined goals and benchmarks.

A number of energy stakeholders in Connecticut believe that improved coordination • and cooperation is necessary for energy policy and planning to be most effective. In addition, there is general agreement that the status quo is not sufficient.

Connecticut is missing out on interactions with the federal government related to • additional funding opportunities and national networking occasions to learn more about best practices because no entity has been tasked with pursuing these directions. The state must position itself so that its industries can effectively collaborate in resolving national energy challenges. Energy issues are also a focus of the new presidential administration, and Connecticut must be poised to take full advantage of anticipated federal funding to the states.

Connecticut would benefit from a comprehensive energy policy plan that articulates the • state’s long-term vision and goals and includes all energy sectors, including electricity, space heating and cooling, and transportation. Such a plan, if continually updated, would result in better coordination among the agencies, boards and committees that are responsible for developing policies and implementing programs.

Alternative energy leadership structures exist that could take advantage of the energy-• related expertise of existing agencies and entities to oversee and address comprehensive issues and thereby improve effectiveness without imposing significant cost on the state’s budget or imposing an additional layer of bureaucracy on a decentralized system of programs and responsibilities.



RECOMMENDATIONSBased on the research findings, the Study Committee discussed how best to improve the way in which Connecticut develops energy policies and ensures accountability of programs. An efficient approach would be to combine existing entities, in particular the ones that already involve many of the same key representatives. To that end, the Study Committee recommends a new energy leadership structure, created through legislation, that includes an independent Connecticut Energy Office (Energy Office) to be headed by a Secretary of Energy (secretary), a Connecticut Energy Coordinating Council (Coordinating Council) and a Connecticut Energy Stakeholders Advisory Group (Advisory Group).

The CEAB and Governor’s Steering Committee on Climate Change (GSC) would be combined and restructured to form the new Coordinating Council. The Energy Office, under the direction of the secretary with support and guidance from the Coordinating Council, would have a larger mandate than either of the two existing entities; specifically, to address comprehensive policy and planning for all energy sectors (electricity, space heating and cooling, transportation) as well as climate change and energy efficiency programs.

Goals for the Energy Office and the Coordinating Council should include, but are not limited to, coordinating the following activities:

• Maximizing energy efficiency

• Favoring environmentally friendly solutions

• Maximizing use of renewable and clean energy

• Diversifying fuel source mix for electricity production

• Reducing the dependence on fossil fuels and exploring the potential for clean coal technologies

• Investing in innovation of clean energy technologies through grants, loans, technical assistance and business development, as well as development of a research-based program that is linked to market deployment, and continued funding for operational demonstration programs

• Fostering energy interdependence by collaborating with states and regions to acquire energy rather than striving to be independent by producing all energy within a state, as well as supporting fuel sources indigenous to Connecticut.

• Encouraging the development and growth of industries in the renewable energy, energy efficiency, and transportation alternatives sectors, as well as job creation

• Helping the state to account for the environmental ramifications of energy-related deliberations and external interactions by recognizing the implications of environmental initiatives on energy policy, planning and programs

• Identifying, seeking, procuring and utilizing federal dollars by having a mechanism in place to aggressively pursue clean and renewable energy research grants and related required matching funds, and program implementation funding



• Establishing effective working interfaces with the federal government to facilitate access to resources and to contribute to state and national energy goals

• Working with other states regarding regional planning to expand upon what is happening with current regional initiatives

• Promoting regional transmission and electricity planning, which is a significant regional challenge for meeting regional renewable objectives

• Working with the Connecticut Congressional delegation to advance state energy priorities at the federal level

• Informing the public about energy initiatives and encouraging education initiatives in the K-12 and higher education systems

Responsibilities of this new leadership structure would include the following:

Identify and prioritize state energy goals and actions by establishing a vision and • mission, and evaluate the effectiveness of the state’s energy programs and agency responsibilities and assure accountability for all activities and programs.

Establish broad, long-term energy goals and ensure that comprehensive energy plans • would be developed and routinely updated. Require preparation of biennial state energy plans to anticipate and address future energy challenges, with a focus on one- to two-year planning, five-year plans, and 10-20 year goals.

Restructure and streamline the existing multiplicity of energy-related entities, clearly • delineating the responsibilities, goals and expected performance standards for each reorganized entity.

Cause coordination among the energy entities in the state that set policies and • implement programs and create a climate in Connecticut conducive to comprehensive and clean energy progress.

Ensure that all state agencies have incorporated energy planning and state energy • objectives as a top priority in their agency mission, practices and activities.

Ensure that energy emergency preparedness plans are developed and routinely updated. •

Provide objective and policy-relevant research; identify best state policies and programs • from across the country to advance clean energy innovation; and evaluate and recommend energy policy, technology and finance programs for adoption by the state that serve the state’s energy, economic, and environmental goals.

Establish a Connecticut energy information service to provide accurate information for • informed policy making. A central repository should be created that can gather data on energy issues and trends and then publicly disseminate the information to interested parties.

Develop initiatives to create “green collar jobs” to promote Connecticut’s transition to • a new energy economy. This initiative would involve an inter-agency effort to develop policies to drive green energy job creation in the state.



Consideration should be given to expanding and enhancing the state’s commitment to advance private/public partnerships, investment, technology innovation, and market building to complement state agency energy planning and regulatory efforts. Currently, the CCEF, the University of Connecticut’s Global Fuel Cell Center, CCAT, the newly created Connecticut Clean Tech Fund administered by Connecticut Innovations, the Research Development and Demonstration Program of the Connecticut Energy Efficiency Fund, and others, are all involved in a variety of programs and initiatives that support energy related research, development and innovation. While Connecticut is clearly active in this area, its efforts should be coordinated to ensure efficient use of funds, prevent duplication, and increase accountability of results. It is suggested that the secretary and the Coordinating Council oversee the establishment and activities of a Clean Energy Technology Center (Center) that ideally would be both housed in and developed through expansion of an existing energy-related, public benefit/quasi-public corporation. The Center would coordinate and oversee clean and renewable energy research and development efforts taking place throughout the state on behalf of the secretary and the Coordinating Council.

The Center’s mission would be to support clean energy-related research, development, and demonstration efforts not adequately addressed by markets. The Center is intended to expand upon the state’s current efforts as the coordinating entity for these initiatives. The Center would

foster and implement “distributed” strategies for clean energy technology innovation • with involvement of, and linkages to, the private sector, universities, federal agencies, and other states;

seek to advance the clean energy industry in Connecticut, serve as a clean energy industry • incubator, and provide outreach and technical support to further Connecticut’s green industry;

provide technical, project, and business planning assistance to municipalities that are • interested in advancing local clean energy projects but lack know-how;

administer a comprehensive strategic energy investment fund, possibly through an • expansion of the recently created Clean Tech Fund. The fund would

utilize revenues from a variety of sources such as system benefit charges, RGGI �carbon revenues, future federal carbon revenues, federal stimulus grants related to clean energy infrastructure, state bonds, RPS penalty revenues, and federal grants;

administer and invest in a comprehensive portfolio of energy efficiency and �renewable energy programs that are designed to complement, not replace, existing programs.

The Center should also be allowed to receive private donations to support initiatives.

The comprehensive energy plan that is developed and adopted by the state will provide a framework for the allocation of resources to support the various programs and activities of all energy-related entities. Coordination of the allocation of resources will be critically important for achieving state goals and action plans. It is worthwhile to consider identifying total energy-related budget needs in a consolidated manner to easily identify total annual investment in energy-related activities. It is suggested that funding for energy-related programs and



activities be provided through the Energy Office, with funding decisions made in the context of addressing plan priorities and goals with a requirement for reporting to the General Assembly and the governor at least on an annual basis to assure accountability. Also, the secretary should be expected routinely to review and comment on all energy-related budget items of all state agencies and energy-related programs.

It is also suggested that legislation be adopted to guarantee that program funding provided through ratepayer charges must be used to support such programs and not diverted to offset state deficits or for any other purposes.

A function of the Energy Office and Coordinating Council would be to ensure that the state is taking full advantage of national networking opportunities in order to learn from the success and failures of structures and programs in other states. For example, the CCEF is a member of the Clean Energy States Alliance (CESA), a national, nonprofit coalition of the leading clean energy programs in the country. Through CESA, CCEF networks and works with many states to identify program best practices and address clean energy market development challenges. The secretary and the Coordinating Council should make certain that Connecticut participates in similar multi-state efforts to foster state energy innovation. For example, it is worth noting that Connecticut is the only state that is not a member of the National Association of State Energy Officials (NASEO), a nonprofit organization that represents governor-designated energy officials across the country. NASEO was established “to improve the effectiveness and quality of state energy programs and policies, provide policy input and analysis, share successes among the states, and be a repository of information on energy issues of concern to the states and their citizens.”52

Combining the CEAB and GSC into the new Coordinating Council would streamline the energy planning process while utilizing existing resources and expertise. Membership on the Coordinating Council should be specified and articulated in legislation. The Coordinating Council would avoid the duplications in membership that currently exist with separate CEAB and GSC entities. As seen in Figure 3, the members from DEP, ConnDOT, DPUC and OPM would only sit on the one Coordinating Council rather than two separate entities. Also, it is suggested that the commissioners of DECD and Homeland Security, as well as the executive director of the Connecticut Siting Council, should be added to the Council, since energy issues would impact planning in their respective areas as well. It is also suggested that the CCEF/REIB be represented by the CCEF president, as compared to the REIB chairman. Currently, two separate representatives from the DPUC serve on the CEAB and GSC, whereas the Coordinating Council would include one DPUC representative.

The Advisory Group of 12 to 15 members would be formed for the purpose of maintaining mutual awareness of energy activities, planning and policy within the state. It would serve as a mechanism for the secretary and the Coordinating Council to garner input and feedback from stakeholders. Appointments to the Advisory Group would be made by the governor and legislative leadership. It is intended that the group would principally comprise energy stakeholders. Legislators and other state government staff, if any, would comprise less than 50% percent of the Advisory Group’s membership. Also, gubernatorial and legislative leadership appointments currently included on the CEAB would not be included in the new Coordinating Council, but could be named to serve on the Advisory Group.

52 http://www.naseo.org/



The Coordinating Council is designed to include leadership of executive branch agencies and the CCEF to secure comprehensive representation for developing and continually updating the state’s energy vision, policy and planning as well as to maximize accountability. This structure would provide a framework for implementing organizations to be connected to state government and to work within a framework of common goals while working independently to achieve those goals. Linking the various agencies together in this manner is the best hope for achieving a common purpose, while also allowing for independent action for each branch of government to fulfill its responsibilities.

Current Affiliation(s) RepresentativeSecretary of Energy, Chairperson (new position)

CEAB Agriculture CommissionerGSC CCEF President

GSC & CEAB ConnDOT CommissionerGSC DAS Commissioner

DECD CommissionerGSC & CEAB DEP CommissionerGSC & CEAB DPUC Chairperson

Homeland Security CommissionerCEAB Office of Consumer Counsel

GSC & CEAB OPM Secretary Siting Council Executive Director

figure 3: prOpOsed membership Of COnneCtiCut energy COOrdinating COunCil

The Coordinating Council would be chaired by a Secretary of Energy, who would also head the Energy Office. Existing staff from the OPM Energy Management Unit would be transferred to the independent Energy Office reporting to the Secretary of Energy. The Energy Office would provide staff support for the work of the Coordinating Council.

The GSC also has staff support through the Climate Change Coordinating Committee,53 which was formed with staff from various agencies that assist the GSC when needed. Once the new leadership structure is in place, a long-term assessment of staff requirements should be completed to determine if and when action committees/working groups could be formed to assist with initiatives and projects or when new issues arise. By utilizing staff effectively without creating a new department, this would create a model for interagency coordination and support.

With this leadership structure, energy policy and planning functions can be more effective because they would be separate from budget planning functions of OPM. For administrative purposes, however, the Energy Office could be co-located with OPM. Utilizing existing staff with area expertise will be less costly than creating a new department, and staff support will provide a mechanism for reporting and accountability for the policies created by the state and implemented by other existing entities.

All energy regulatory matters of the DPUC, Siting Council and any other agencies with regulatory responsibilities would remain independent. However, it is expected that the practices

53 Staff for GSC: http://ctclimatechange.com/GSC.html



and rules of agencies with regulatory responsibilities will evolve to be supportive of and take into consideration the state’s long-term energy plans and goals. Existing rules and regulatory practices should be given time to work in an effort to assure stability in energy markets, with changes being made only with due consideration of all factors.

Consideration should be given to transferring responsibility for existing programmatic implementation activities currently operated by the OPM Energy Management Unit to other entities that have programmatic responsibilities, thereby enabling that staff to assume new responsibilities as the staff for the Energy Office under the direction of the secretary. A review of the OPM programs may reveal that they could be as, or more, efficiently implemented by another existing entity.

As one of their first tasks, the secretary and the Coordinating Council should undertake an analysis of all energy-related programs to determine the best way to provide services to program recipients and to achieve program goals and objectives. Since many of the current programs have been established by legislation, changes in these cases would need to be adopted by legislation. An important goal of the Coordinating Council should be to deliver and provide for all energy-related programs in the most efficient and effective manner. This will be accomplished by establishing program goals and reviewing the performance of each of those programs and the organizations and agencies that oversee, manage and operate them.

A mechanism should be created to inform and report to the General Assembly. There are a number of committees of cognizance regarding energy issues, including Appropriations, Commerce, Energy and Technology, Environment, Human Services, Planning and Development, Program Review and Investigations, and Transportation. In addition, the leadership of the General Assembly and the governor should be made aware of energy issues, since they impact a number of facets of Connecticut’s economy. It is important for the secretary to routinely report the progress and short-term and long-term goals of the coordinated entities regarding energy issues and programs to the General Assembly and administration. An annual report and conference regarding the issues would facilitate the dissemination of this information, and provide awareness of progress in achieving existing goals, identifying ways to improve existing programs, and for the purpose of amending future plans. The secretary should, in accordance with enabling legislation, report regularly, at least annually to the General Assembly about the work of the Energy Office and the Coordinating Council and about challenges and opportunities that have emerged for short and long-term consideration. The secretary should, as well, stand ready to report to the General Assembly or its designees on an as needed basis when necessary as determined by the secretary, or when requested by the General Assembly about specific issues that arise between scheduled briefings.

As noted above, the recommended leadership structure proposes that the secretary serve as chairperson of the Coordinating Council; direct the Energy Office; and serve as liaison with, and provide support to the Advisory Group.

Although there are a variety of ways in which the secretary could be appointed, it is suggested that this appointment be made through a process typical to the appointment of executive branch commissioners, either as a direct gubernatorial appointment, or with a method similar to those used for the appointment of the commissioners of Education or Higher Education, with confirmation by the General Assembly. It is also suggested that a five-year term be established



for the secretary; this would promote policy stability and continuity while providing a newly-elected governor an opportunity to either re-appoint or name a new secretary, in most cases, during a first term. The secretary would formally report to the governor, and as chairperson of the Coordinating Council, would have a working relationship with, and direct access to, the leadership of all agencies represented on the Council as well as ongoing input from the Advisory Group. The secretary would be the focal point and the state’s principal regional and federal government liaison for energy issues.

Figure 4 represents the first step in implementing a revised energy leadership structure in Connecticut. At the center of this new structure is the secretary, who facilitates the flow of information between the staff of the Energy Office, the Coordinating Council and the Advisory Group. This proposed structure streamlines the flow of information to the governor and General Assembly, as well as to the organizations and entities that implement programs.



(Arrows denote flows of information, dashed lines denote members in group)

figure 4: prOpOsed energy leadership struCture fOr COnneCtiCut

On the basis of the information gathered during the study process, the Study Committee determined that creation of a new energy department or a department of clean or renewable energy was not the best option for the state at this time because

such a department adds an additional layer of bureaucracy to a decentralized system • of programs and responsibilities, whereas the suggested model could take advantage of and benefit from expertise in the various agencies and entities, each with specialized responsibilities.

creating a new energy department could be costly, whereas the suggested leadership • structure for overseeing and addressing comprehensive energy issues could improve effectiveness without the significant cost of creating a new department.

there are ways to utilize existing resources in order to create new programs. For • example, Governor Rell announced the launch of the Connecticut Clean Tech Fund on November 13, 2008; the fund will invest in seed- and early-stage companies working on innovations that conserve energy and protect the environment. Administered by Connecticut Innovations (CI), the fund will include $3 million each from CI, DECD, and CCEF.54 In this case, the capacity and expertise of existing organizations was utilized to support a new program, as compared to creating a new entity and administrative

54 “Governor Rell Announces Launch of $9Million Clean Tech Fund,” 11/13/08: http://www.ct.gov/GovernorRell/cwp/view.asp?A=3293&Q=428002



structure to direct and manage a new program. However, new programs would best be developed in the context of established and periodically updated short- and long-term plans designed to achieve long-term goals through the effective utilization of limited resources.

CONCLUDING REMARKSThe next steps required to make this new energy leadership structure a reality in Connecticut include implementing legislation.

Establish a new leadership structure that includes the position of Secretary of Energy • and the Connecticut Energy Office, the Connecticut Energy Coordinating Council, and the Energy Stakeholders Advisory Group; with accompanying legislation that provides for the dissolution of the CEAB and the Governor’s Steering Committee on Climate Change.

Provide for the transfer of responsibility for energy-related programs (with the • exception of regulatory matters) from existing boards and agencies to the Energy Office. These programs would all report to the Energy Office. Pending further review by the Secretary of Energy and the Coordinating Council, programs may be consolidated, with overseeing boards or committees then being dissolved through subsequent legislation or by administrative action, if allowed.

The secretary, with the Energy Office, will be responsible for developing policies, plans and programs in consultation with the Coordinating Council while benefiting from guidance and input from the Advisory Group. The secretary will also provide leadership for the coordination and facilitation of actions of the various agencies to assure the implementation of policy and plans, and the accountability for the various energy-related programs.

It is likely that new energy-related programs could be most efficiently funded through the Energy Office since it would have responsibility for program implementation and accountability. The appropriate implementing agency or board would be determined by the Secretary of Energy and the Coordinating Council. The General Assembly is encouraged to place the responsibility for program implementation with the secretary and the Coordinating Council, while also providing them with the responsibility for program accountability with a requirement for regular reporting to the General Assembly at least on an annual basis.

This recommended leadership structure would fill the need for comprehensive energy planning in the state while utilizing existing resources. There would be a reduction in the sometimes costly duplication of efforts, while providing more focus and clarity with centralized policymaking and decentralized implementation. Streamlined government processes and energy efficiency innovations would provide for net positive economic benefits, with energy efficiency seen in the context of larger productivity gains for Connecticut. In addition, the potential gains in acquiring federal funding through a more focused effort by the secretary and the Coordinating Council could outweigh any added costs for the establishment and operation of the proposed energy leadership structure.

The necessary tension between the regulation and planning entities would be maintained, although streamlining the implementation of programs will provide potential efficiencies, with a



goal of improving the delivery of services to program recipients. This coordinated effort should increase flexibility to deal quickly with issues if and when they arise. The new energy leadership structure, as recommended, would be cognizant of the goals of an energy entity stated in Public Act 08-168, An Act Concerning Energy Scarcity and Security, Renewable and Clean Energy and a State Solar Strategy. Those goals, somewhat revised to better reflect current market conditions, are

review the impacts of oil shortages, long-term availability, and price increases on the • living standards and food security of residents and farms;

maximize the economic opportunities for workers in clean energy industries;•

reduce carbon emissions by increasing reliance on renewable and clean energy sources; • and

promote energy interdependence, local energy production and distributed generation.•

The new leadership structure would also have the flexibility and authority to

coordinate and evaluate short- and long-term energy polices, planning, programs, and • their implementation;

react and anticipate change within Connecticut’s broader external environment, paying • close attention to initiatives and opportunities that might be forthcoming from the federal government and from other states;

provide that the secretary serve as the state’s principal point person for effective • communication in dealing with the governor, General Assembly, as well as the federal government and other states on energy related issues.

The recommended leadership structure would allow Connecticut to reduce its reliance on fossil fuels in a coordinated way, and strive to become a leader in streamlined, effective, comprehensive energy policy, planning and implementation with a focus on one- to two- year planning, five-year plans and 10-20 year long-term goals. Long-term meaningful planning coupled with ongoing accountability will provide the best opportunity for success.

preparing for connecticut’s energy futureappendices

connecticut academy of science and engineering 43

Appendix A

ReLATed STUdieS

CEAB Study, “Various Energy Issues for Connecticut”

Public Act 07-242, An Act Concerning Electricity and Energy Efficiency, requires the Connecticut Energy Advisory Board (“CEAB”) to conduct a study and develop recommendations on how to coordinate and integrate the state’s energy entities; achieve the state’s goals pursuant to the Regional Greenhouse Gas Initiative (“RGGI”) and the reduction of emissions of greenhouse gas; and promote indigenous alternative fuel resources. This study focuses on those energy entities with jurisdiction over electric and natural gas service provided to Connecticut customers. Its emphasis is the functional interrelationship of the three study elements: energy entities, RGGI and indigenous alternative fuel resources.

The study has two phases. This first phase is background research on Connecticut and a comparison of Connecticut entities and processes with other select states. The second phase provided related recommendations as required by statute.

phASe i ObjecTiveS:

Develop an understanding of how various Connecticut energy entities, and entities with • energy- related roles, currently function and interact with one another in energy-related planning and implementation processes. Within the descriptions is how RGGI and indigenous alternative fuels are integrated into these energy-related processes.

Review how other select states are organized to address these issues, with a focus on • states that have similar market structures and environmental goals as Connecticut.

Provide a brief history, purpose, and current status of the RGGI process including • Connecticut’s current regulations, and a discussion of other states’ approach to RGGI.

Review activities that promote indigenous alternative fuels in Connecticut. The focus is on • demand side management (DSM) and renewable energy that will advance RGGI goals.

Phase II of the CEAB study is in process. A subcommittee of CEAB prepared draft findings and recommendations which can be found at the bottom link below. The draft findings and recommendations are the subject of a public hearing and comment period. The subcommittee will assess the public comments and report to the CEAB. Any final recommendations will be available on the CEAB’s Web site (www.ctenergy.org).

The Phase I Report and Appendices as prepared by La Capra Associates, Inc.; Heather Hunt, LLC; and Jane Stahl, are available at the following URLS:

http://www.ctenergy.org/pdf/CEAB_VEI_Phase_I_FINAL.pdf http://www.ctenergy.org/pdf/CEAB_VEI_Phase_I_App.pdf

The Phase II DRAFT Findings and Recommendations of the CEAB subcommittee are available at: http://www.ctenergy.org/pdf/VEI2Draft.pdf


preparing fOr COnneCtiCut’s energy futureappendiCes

Program Review and Investigations Study, “Energy Conservation and Efficiency programs in Connecticut”

In 1978, the Connecticut General Assembly passed legislation (codified in C.G.S. Sec.16a-35k) setting forth eight goals that provide a broad energy policy for the state. Two of those goals are: to assist citizens and businesses in implementing measures to reduce energy consumption and costs; and to ensure that low-income households can meet essential energy needs. In the ensuing 30 years since those goals were established, there have been many changes to the landscape for providing energy. Many of these were tied to the deregulation of the electric industry in 1998, which also established a number of programs aimed at promoting and implementing energy conservation and efficiency.

Most recently, the legislature enacted P.A. 07-242, An Act Concerning Electricity and Energy Efficiency, that made a number of substantive changes to the state’s energy laws. For example, the act restored funding for the electric conservation and clean energy funds in addition to establishing new energy efficiency programs and tax incentives for energy efficiency and renewable energy.

AREA OF FOCUS

This study will focus on assessing progress made in achieving the two broad goals of reducing energy consumption and assisting low-income households. It will also examine efforts currently underway to educate and assist residential and commercial consumers in these areas, and determine whether state energy efficiency and conservation programs are established and implemented in an effective and efficient way.

AREAS OF ANALYSIS

Identify and describe all programs and organizations that promote and implement 1. energy conservation and efficiency policies in the areas of electricity, natural gas, and home heating oil; the extent of coordination among programs; and any gaps that may exist.

Identify and describe all programs aimed at assisting low-income residents pay their 2. heating and electric bills, and the coordination of the programs.

Examine the trends in capacity and demand for the programs and the timeliness of 3. assistance provided.

Identify and analyze the distribution and utilization of all funds intended to improve 4. conservation and efficiency of residential and commercial use of energy, and/or provide financial assistance to eligible consumers.

Describe programs and financial incentives currently offered, including how residents 5. and businesses are informed, and how accessible the programs are to relevant consumers.

Review the status of implementation of P.A. 07-242 (An Act Concerning Electricity and 6. Energy Efficiency) related to energy conservation and efficiency.



Examine surrounding states’ structures to determine whether a particular structure 7. facilitates the implementation of energy efficiency and conservation policies and programs and also identify any model structures nationwide.

Identify opportunities to improve the structure and delivery of Connecticut’s state 8. energy conservation, efficiency, and financial assistance efforts for residents and businesses.

AREAS EXCLUDED FROM SCOpE

The scope would not examine energy conservation and efficiency programs in the transportation area.

View the full PRI report at http://www.cga.ct.gov/pri/year2008studies.htm.



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rati

on

th

at t

hey

hav

e co

nsi

der

ed t

ech

niq

ues

th

at w

ill

incl

ud

e b

ut

no

t b

e li

mit

ed t

o:

1

) H

ou

se o

rien

tati

on

,

2)

Str

eet

and

lo

t la

yo

ut,

3)

Veg

etat

ion

,

4)

Nat

ura

l an

d m

an-m

ade

top

og

rap

hic

al f

eatu

res

and

5)

Pro

tect

ion

of

sola

r ac

cess

wit

hin

th

e d

evel

op

men

t.

In r

etu

rn t

he

dev

elo

per

s w

ou

ld b

e al

low

ed d

ensi

ty b

on

use

s o

r le

sser

per

form

ance

sta

nd

ard

s o

n r

oad

s

wit

hin

th

e su

bd

ivis

ion

s as

wel

l as

all

ow

ance

or

clu

ster

dev

elo

pm

ent.

Rea

ffir

med

an

d m

ade

it e

xp

lici

t th

at t

he

req

uir

emen

t to

co

nsi

der

was

man

dat

ory

in

Pu

bli

c A

ct 8

8-2

63.



AP

PE

ND

IX B

L

EG

ISL

AT

ION

H

IGH

LIG

HT

S

Sta

te B

uil

din

gs

PA

79

-46

2. A

n A

ct c

on

cern

ing

th

e U

se o

f R

enew

ab

le

En

erg

y i

n N

ew S

tate

Bu

ild

ing

s a

nd

Est

ab

lish

ing

a

Pro

gra

m t

o M

ax

imiz

e E

ffic

ien

cy o

f E

nerg

y U

se i

n S

tate

Ow

ned

an

d L

ease

d B

uil

din

gs

Pro

vid

es t

hat

ren

ewab

le e

ner

gy

res

ou

rces

sh

all

be

use

d i

n n

ew s

tate

bu

ild

ing

wh

ich

are

pla

nn

ed i

n t

he

stat

ewid

e b

ank

cap

ital

fac

ilit

y p

lan

.

Fo

r th

e fi

rst

yea

r, i

t m

ust

be

ensu

red

th

at 5

% o

f al

l n

ew f

loo

r sp

ace

shal

l b

e ei

ther

hea

ted

, co

ole

d o

r

pro

vid

ed w

ith

do

mes

tic

ho

t w

ater

by

th

e u

se o

f re

new

able

res

ou

rces

.

An

y o

f th

ese

app

lica

tio

ns

mu

st p

rov

ide

at l

east

30

% o

f th

e to

tal

load

s t

o s

atis

fy t

he

act.

Eac

h s

ub

seq

uen

t y

ear

for

the

nex

t n

ine

yea

rs,

the

per

cen

tag

e o

f fl

oo

r sp

ace

serv

ed b

y r

enew

able

s sh

all

incr

ease

by

5 %

un

til

50

% o

f al

l n

ew f

loo

r sp

ace

is p

lan

ned

fo

r u

se o

f re

new

able

so

urc

es.

Sy

stem

sel

ecti

on

is

sub

ject

to

lif

e cy

cle

cost

an

aly

sis

pro

ced

ure

s (r

efer

red

to

PA

79-4

96

). S

elec

tio

n o

f

the

syst

em m

ay b

e o

ver

wri

tten

if

it s

elec

tio

n w

ill

cau

se a

n u

nd

ue

eco

no

mic

har

dsh

ip t

o t

he

stat

e.

P

A 7

9-4

96

. A

n A

ct t

o E

sta

bli

sh a

nd

Att

ain

En

erg

y

Per

form

an

ce G

oa

ls i

n S

tate

Bu

ild

ing

s

Co

nst

ruct

ion

of

any

new

or

ren

ov

atio

n o

f an

y e

xis

tin

g s

tru

ctu

re o

ver

10

,00

0 s

qu

are

feet

wh

ich

is

use

d b

y

or

fun

ded

by

th

e st

ate

shal

l b

e ce

rtai

n e

ner

gy

per

form

ance

go

als

to b

e fo

rmu

late

d b

y t

he

off

ice

of

po

licy

and

man

agem

ent/

ener

gy

div

isio

n.

Th

ese

go

als

shal

l b

e th

e m

inim

um

pra

ctic

al o

nly

ach

iev

able

on

a l

ife

cycl

e co

st b

asis

an

d s

hal

l m

ake

max

imu

m u

se o

f re

new

able

en

erg

y r

eso

urc

es.

Eac

h d

esig

n p

rop

osa

l sh

all

incl

ud

e at

lea

st t

wo

alt

ern

ate

ener

gy

sy

stem

s fo

r h

eati

ng

, co

oli

ng

an

d

do

mes

tic

ho

t w

ater

an

d a

t le

ast

on

e al

tern

ate

shal

l b

e su

pp

lied

by

a r

enew

able

en

erg

y s

ou

rce.

Co

nsi

der

atio

n w

as t

o b

e g

iven

to

max

imiz

e ex

po

sure

to

th

e su

n f

or

use

of

acti

ve

and

pas

siv

e so

lar

ener

gy

syst

ems.

Th

e re

tro

fit

pro

gra

m w

as t

o h

ave

beg

un

in

19

82

wit

h t

he

imp

lem

enta

tio

n t

o b

e ac

com

pli

shed

by

th

e

Dep

artm

ent

Of

Ad

min

istr

ativ

e S

erv

ices

.

Cal

led

fo

r d

evel

op

men

t an

d p

ub

lica

tio

n o

f g

uid

elin

es a

pp

lica

ble

to

all

sta

te a

gen

cies

fo

r an

en

erg

y

effi

cien

cy m

ain

ten

ance

pro

gra

m

Rep

ort

ing

to

th

e g

ov

ern

or

and

th

e g

ener

al a

ssem

bly

was

req

uir

ed o

n t

he

acti

vit

ies

in t

he

pre

ced

ing

yea

r

to m

eet

the

ener

gy

per

form

ance

go

als.



AP

PE

ND

IX B

L

EG

ISL

AT

ION

H

IGH

LIG

HT

S

Sta

te B

uil

din

gs

(Con

tin

ued

)

PA

90

-13

0. A

n A

ct E

sta

bli

shin

g a

Sh

are

d E

nerg

y S

av

ing

s

Pro

gra

m

Fo

rmu

late

d t

o o

ver

com

e b

arri

ers

pre

sen

ted

by

th

e C

on

nec

ticu

t b

ud

get

ing

pro

cess

wh

erei

n a

ny

sav

ings

real

ized

by

a s

tate

ag

ency

th

rou

gh

en

erg

y p

roje

cts.

Man

dat

es t

hat

no

t le

ss t

han

50

% o

f th

e en

erg

y s

avin

gs

wo

uld

rem

ain

wit

h t

he

agen

cy a

nd

co

uld

be

is f

or

futu

re e

ner

gy

rel

ated

act

ivit

ies.

PA

90

-22

1. A

AC

Va

rio

us

Ad

min

istr

ati

ve

Pro

vis

ion

s a

nd

Rep

ort

ing

Req

uir

em

ents

of

the

DP

UC

; T

he

All

oca

tio

n o

f

Eco

no

mic

Ben

efit

s o

f W

ate

r C

om

pa

ny

La

nd

So

ld f

or

Op

en S

pa

ce

an

d R

ecr

eati

on

al

Pu

rpo

ses,

an

d E

ner

gy

Eff

icie

nt

Lig

hti

ng

in

Sta

te B

uil

din

gs

Sec

tio

n 1

1 o

f th

is l

aw m

and

ates

th

e re

-lam

pin

g o

f b

ulb

s, l

igh

tin

g f

ixtu

res

and

oth

er r

etro

fits

in

all

Sta

te

ow

ned

or

leas

ed b

uil

din

gs

in o

rder

to

ach

iev

e a

[fir

st y

ear]

sav

ing

s o

f $

4 m

illi

on

do

llar

s to

be

dep

osi

ted

in t

he

gen

eral

fu

nd

fo

r p

urp

ose

s o

f d

efic

it r

edu

ctio

n.

Pro

ject

ed t

o s

ave

up

to

$1

30

mil

lio

n o

ver

th

e li

fe o

f th

e m

easu

res

inst

alle

d.

Pu

bli

c A

ct 0

6-1

87

. A

AC

Gen

era

l B

ud

get

An

d R

even

ue

Imp

lem

en

tati

on

Pro

vis

ion

[S

tate

Bu

ild

ing

to

mee

t L

EE

D

Sil

ver

des

ign

ati

on

or

equ

al]

.

Sec

. 7

0 (

a) A

ny

new

co

nst

ruct

ion

of

a st

ate

faci

lity

, ex

cep

t sa

lt s

hed

s, p

ark

ing

gar

ages

, m

ain

ten

ance

faci

liti

es o

r sc

ho

ol

con

stru

ctio

n,

that

is

pro

ject

ed t

o c

ost

fiv

e m

illi

on

do

llar

s o

r m

ore

, an

d i

s ap

pro

ved

and

fu

nd

ed o

n o

r af

ter

Jan

uar

y 1

, 2

00

7,

shal

l co

mp

ly w

ith

th

e re

gu

lati

on

s ad

op

ted

pu

rsu

ant

to s

ub

sect

ion

(b)

of

this

sec

tio

n.

Th

e S

ecre

tary

of

the

Off

ice

of

Po

licy

an

d M

anag

emen

t, i

n c

on

sult

atio

n w

ith

th

e

Co

mm

issi

on

er o

f P

ub

lic

Wo

rks

and

th

e In

stit

ute

fo

r S

ust

ain

able

En

erg

y,

shal

l ex

emp

t an

y f

acil

ity

fro

m

com

ply

ing

wit

h s

aid

reg

ula

tio

ns

if s

aid

sec

reta

ry f

ind

s, i

n a

wri

tten

an

aly

sis,

th

at t

he

cost

of

such

com

pli

ance

sig

nif

ican

tly

ou

twei

gh

s th

e b

enef

its.

(b)

No

t la

ter

than

Jan

uar

y 1

, 2

00

7,

the

Sec

reta

ry o

f O

PM

, in

co

nsu

ltat

ion

wit

h D

PW

, D

EP

an

d D

PS

sh

all

ado

pt

reg

ula

tio

ns

for

bu

ild

ing

co

nst

ruct

ion

sta

nd

ard

s th

at a

re c

on

sist

ent

wit

h o

r ex

ceed

th

e si

lver

b

uil

din

g r

atin

g o

f th

e L

ead

ersh

ip i

n E

ner

gy

an

d E

nv

iro

nm

enta

l D

esig

n's

rat

ing

sy

stem

fo

r n

ew

com

mer

cial

co

nst

ruct

ion

an

d m

ajo

r re

no

vat

ion

pro

ject

s o

r an

eq

uiv

alen

t st

and

ard

, in

clu

din

g,

bu

t n

ot

lim

ited

to

, a

two

-glo

be

rati

ng

in

th

e G

reen

Glo

bes

US

A d

esig

n p

rog

ram

. E

ffec

tiv

e O

cto

ber

1, 2

00

6

Res

tru

ctu

rin

g

PA

98

-28

. A

n A

ct C

on

cer

nin

g E

lect

ric

Res

tru

ctu

rin

g

Sec

. 2

5.

Pro

vid

ed f

or

a re

new

able

po

rtfo

lio

sta

nd

ard

(R

PS

) th

at r

equ

ired

po

wer

mar

ket

ers

op

erat

ing

in

Co

nn

ecti

cut

to p

rov

ide

an i

ncr

easi

ng

per

cen

tag

e o

f p

ow

er t

o c

om

e fr

om

Cla

ss I

an

d C

lass

II

ren

ewab

le

ener

gy

res

ou

rces

. T

his

beg

ins

wit

h .

5%

Cla

ss I

an

d 5

.5%

Cla

ss I

I in

th

e fi

rst

yea

r u

p t

o a

max

imu

m o

f

6%

Cla

ss I

an

d 7

% C

lass

II

by

20

09

.



AP

PE

ND

IX B

L

EG

ISL

AT

ION

H

IGH

LIG

HT

S

Res

tru

ctu

rin

g (

Con

tin

ued

)

PA

98

-28

. A

n A

ct C

on

cer

nin

g E

lect

ric

Res

tru

ctu

rin

g

(Co

nti

nu

ed)

S

ec. 3

3.

En

erg

y C

on

serv

atio

n a

nd

Lo

ad M

anag

emen

t F

un

d.

Mad

e p

rov

isio

ns

for

an E

ner

gy

Co

nse

rvat

ion

& L

oad

Man

agem

ent

Fu

nd

to

be

adm

inis

tere

d b

y t

he

uti

liti

es w

ith

ov

ersi

gh

t b

y a

n e

lev

en

mem

ber

Bo

ard

co

mp

ose

d o

f b

usi

nes

s, p

ub

lic

sect

or

and

no

n-p

rofi

t in

tere

sts.

A

su

rch

arg

e o

f 3

mil

ls p

er

kil

ow

att-

ho

ur

is a

sses

sed

to

fu

nd

th

e p

rog

ram

s. T

his

eq

uat

es t

o a

pp

rox

imat

ely

$8

5 m

illi

on

. P

rog

ram

s

may

use

bu

y-d

ow

ns,

lo

ans,

RD

&D

gra

nts

an

d e

qu

ity

po

siti

on

s an

d e

nco

mp

ass

com

mer

cial

, in

du

stri

al,

resi

den

tial

an

d g

ov

ern

men

tal

sect

ors

. P

rog

ram

s m

ust

pas

s co

st-e

ffec

tiv

enes

s te

sts

and

are

su

bje

ct t

o

DP

UC

fin

al a

pp

rov

al.

S

ec. 4

4.

Ren

ewab

le E

ner

gy

In

ves

tmen

t F

un

d.

Est

abli

shes

wh

at i

s n

ow

cal

led

th

e C

on

nec

ticu

t C

lean

En

erg

y F

un

d a

dm

inis

tere

d b

y C

on

nec

ticu

t In

no

vat

ion

s In

c. a

nd

fu

nd

ed i

nit

iall

y b

y a

.5

mil

l su

rch

arg

e

per

kil

ow

att-

ho

ur

and

ris

ing

in

crem

enta

lly

to

1 m

ill

ov

er f

ou

r y

ears

. T

he

fun

d m

ay e

mp

loy

gra

nts

, d

irec

t

or

equ

ity

in

ves

tmen

ts,

con

trac

ts a

nd

oth

er a

ctio

ns

to s

up

po

rt R

&D

, m

anu

fact

ure

, co

mm

erci

aliz

atio

n,

dep

loy

men

t an

d i

nst

alla

tio

n o

f re

new

able

en

erg

y s

ou

rces

. T

ech

no

log

ies

may

in

clu

de

sola

r en

erg

y,

win

d,

oce

an t

her

mal

, w

ave

and

tid

al e

ner

gy

, fu

el c

ells

, lo

w e

mis

sio

n a

dv

ance

d b

iom

ass

con

ver

sio

n a

nd

oth

er

emer

gin

g t

ech

no

log

ies

no

t in

vo

lvin

g t

he

com

bu

stio

n o

f fo

ssil

fu

els

or

use

of

nu

clea

r o

r m

un

icip

al s

oli

d

was

te.

S

ec 5

2 (

e) E

mp

ow

ers

the

DP

UC

to

dec

ide

wh

eth

er d

eman

d s

ide

man

agem

ent

or

new

co

nv

enti

on

al

dis

trib

uti

on

cap

acit

y w

ou

ld b

e m

ore

co

st-e

ffec

tiv

e in

mee

tin

g a

ny

dem

and

fo

r el

ectr

icit

y f

or

wh

ich

su

ch

incr

ease

d d

istr

ibu

tio

n c

apac

ity

is

pro

po

sed

.

PA

03

-13

5. A

n A

ct C

on

cer

nin

g R

evis

ion

s T

o T

he

Ele

ctri

c R

estr

uct

uri

ng

Leg

isla

tio

n

Ex

pan

ds

the

def

init

ion

of

Cla

ss I

ren

ewab

les

to i

ncl

ud

e o

cean

th

erm

al p

ow

er,

wav

e o

r ti

dal

po

wer

, lo

w-

emis

sio

n a

dv

ance

d r

enew

able

en

erg

y c

on

ver

sio

n t

ech

no

log

ies,

an

d d

istr

ibu

ted

gen

erat

ion

(D

G).

DG

g

ener

ates

ele

ctri

city

on

a c

ust

om

er's

pre

mis

es u

sin

g t

ech

no

log

ies

such

as

fuel

cel

ls,

ph

oto

vo

ltai

c

syst

ems,

an

d s

mal

l w

ind

tu

rbin

es

Rea

ffir

ms

the

"ren

ewab

le p

ort

foli

o s

tan

dar

d"

(RP

S)

bu

t (1

) re

du

ces

the

tota

l am

ou

nt

of

ren

ewab

le p

ow

er

sup

pli

ers

mu

st o

bta

in, (2

) m

od

ifie

s w

hat

co

un

ts a

s re

new

able

res

ou

rces

an

d w

her

e it

can

be

pro

du

ced

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AppENDIX C

(Extracted from the Connecticut General Statutes Pursuant to PA 78-262: An Act Establishing a State Energy Policy)

Connecticut General StatutesTitle 16a: policy and Energy policy

Chapter 298: Energy Utilization and Conservation

Sec. 16a-35k. Legislative findings and policy. The general assembly finds that the state of Connecticut is severely disadvantaged by its lack of primary energy resources; that primarily as a result of past policies and tendencies, the state has become dependent upon petroleum as an energy source; that national energy policies do not preclude the recurrence of serious problems arising from this dependence during petroleum shortages; that the increase in oil prices since the 1973 oil embargo has had a major impact on the state; that the economy has suffered directly because of our dependence on petroleum and constraints upon the rate of conversion to alternatives; that other conventional sources of energy are subject to constraints involving supply, transportation, cost and environmental, health and safety considerations; and that the state must address these problems by conserving energy, increasing the efficiency of energy utilization and developing renewable energy sources. The general assembly further finds that energy use has a profound impact on the society, economy and environment of the state, particularly in its impact on low and moderate-income households and inter-relationship with population growth, high density urbanization, industrial well-being, resource utilization, technological development and social advancement, and that energy is critically important to the overall welfare and development of our society. Therefore, the general assembly declares that it is the policy of the state of Connecticut to (1) conserve energy resources by avoiding unnecessary and wasteful consumption; (2) consume energy resources in the most efficient manner feasible; (3) develop and utilize renewable energy resources, such as solar and wind energy, to the maximum practicable extent; (4) diversify the state’s energy supply mix; (5) where practicable, replace energy resources vulnerable to interruption due to circumstances beyond the state’s control with those less vulnerable; (6) assist citizens and businesses in implementing measures to reduce energy consumption and costs; (7) ensure that low-income households can meet essential energy needs; (8) maintain planning and preparedness capabilities necessary to deal effectively with future energy supply interruptions and (9) when available energy alternatives are equivalent, give preference for capacity additions first to conservation and load management. The state shall seek all possible ways to implement this policy through public education and cooperative efforts involving the federal government, regional organizations, municipal governments, other public and private organizations and concerned individuals, using all practical means and measures, including financial and technical assistance, in a manner calculated to promote the general welfare by creating and maintaining conditions under which energy can be utilized effectively and efficiently. The general assembly further declares that it is the continuing responsibility of the state to use all means consistent with other essential considerations of state policy to improve and coordinate the plans, functions, programs and resources of the state to attain the objectives stated herein without harm to the environment, risk to health or safety or other undesirable or unintended consequences, to preserve wherever possible a society which supports a diversity and variety of individual choice, to achieve a balance between population and resource use which will permit the maintenance of adequate living standards and a sharing of life’s amenities among all citizens, and to enhance the utilization of renewable resources so that the availability of nonrenewable resources can be extended to future generations. The general assembly declares that the energy policy is essential to the preservation and enhancement of the health, safety and general welfare of the people of the state and that its implementation therefore constitutes a significant and valid public purpose for all state actions.

(P.A. 78-262, S. 1, 2; P.A. 79-449, S. 1, 7; P.A. 82-222, S. 1, 7; P.A. 92-106, S. 1.)

History: P.A. 79-449 amended section to point out constraints on conversion to alternative forms of energy, includingconventional sources of energy and to include consideration of development of renewable forms of energy; P.A. 92-222 applied



AppENDIX D

Overview of Selected State Energy Organizations

CaliforniaI. California Energy Commission (CEC)a.

Establishedi. : 1974Missionii. : It is the California Energy Commission’s mission to assess, advocate and act through public/private partnerships to improve energy systems that promote a strong economy and a healthy environment.Responsibilitiesiii. : The California Energy Commission is the state’s primary energy policy and planning agency. Created by the Legislature in 1974 and located in Sacramento, the Commission has five major responsibilities:

Forecasting future energy needs and keeping historical energy 1. data.

Licensing thermal power plants 50 megawatts or larger. 2.

Promoting energy efficiency through appliance and building 3. standards.

Developing energy technologies and supporting renewable 4. energy.

Planning for and directing state response to energy emergency.5.

Energy Emphasisiv. : biomass, biofuels, hydroelectric, wind, solar, geothermal, ocean energyprogramsv. :

Energy Efficiency & Renewables1. :Efficiencya. : Agriculture Program, Building Efficiency Standards, Green Building Initiative, Home Energy Rating System, Revenue Bond Programpublic Sectorb. : Bright Schools Program (K-12), Energy Partnership Program, Efficiency Financing Program for Local Government, Hospitals, Schools and Colleges

Energy Facilities Siting2. : PLACE3SFuels & Transportation3. : Bioenergy Action Plan, Alternative and Renewable Fuel & Vehicle Technology Program, California Fuel-Efficient Tire Program, State Alternative Fuels ProgrampIER program4.

Structurevi. :Executive Office1. General Counsel’s Office2. Hearing Office3.



Media & Public Communications Office4. Office of Governmental Affairs (OGA)5. : The OGA is the staff liaison between the Energy Commission, Resources Agency, Office of the Governor and the Legislature. A few responsibilities of the OGA are: providing lawful and timely information to the Legislature in the context of the Energy Commission’s policy objectives, providing accurate and timely analyses and fiscal assessments on legislation affecting the Energy Commission, and handling sensitive legislative requests concerning Energy Commission staff and stakeholders.Administrative Services Branches6. Electricity Supply Analysis Division7. : The mission of the Energy Commission’s analytical division is to conduct assessments of California’s electricity and natural gas systems and trends providing information for decision-makers and the public resulting in policies that balance the need for adequate resources with economic, public health, safety, and environmental goals. The Electricity Supply Analysis Division was created in July 2006 combining two offices from other Energy Commission divisions into one integrated division. The Electricity Assessment Office was moved from the Systems Assessment and Facilities Siting Division. The Demand Analysis Office was moved from the Energy Efficiency and Renewable Energy Division.Energy Efficiency & Renewables Division8. : The Division is committed to making California’s businesses, homes, and appliances more energy efficient. This commitment is achieved by: developing and implementing energy efficiency building standards that help ensure comfort and affordability, identifying and developing ways to streamline energy use in agriculture, manufacturing, water systems, and processing functions, letting Californians know that using energy wisely is a good investment in the economy and the environment, and assisting schools (K-12), public colleges and hospitals, local government, and others to identify and implement energy efficiency measures.Energy Facilities Siting Division9. : The mission of the Energy Facilities Siting Division is to ensure that needed energy facilities are authorized in an expeditious, safe and environmentally acceptable manner. In addition, the division prepares environmental documentation for the Commission as required by the California Environmental Quality Act (CEQA). To attain its objectives, the division maintains a staff of experts in more than 20 environmental and engineering disciplines. The Division is organized into six sectors: 1) Power Plant Siting and Compliance Office, 2) Environmental Protection Office, 3) Engineering and Corridor Designation Office, 4) Strategic Transmission Planning Office, 5) Administration and Special Projects Office, and 6) Dockets Unit.



Fuels & Transportation Division10. : The Fuels & Transportation Division was created to focus on transportation energy and alternatives to conventional fossil fuels. The Division’s mission is to ensure that adequate and reliable transportation energy is provided to the California transportation sector while balancing economic, public health, safety, and environmental consequences. The Division is organized into three offices: 1) Emerging Fuels & Technology Office, 2) Fossil Fuels Office, and 3) Special Projects Office.

Organizational Chartvii. : Appendix AWebsiteviii. : http://www.energy.ca.gov/

Legislationb. : Appendix B

ColoradoII. Governor’s Energy Office (GEO)a.

Establishedi. : April 16, 2007Missionii. : The GEO’s mission is to lead Colorado to a New Energy Economy by advancing energy efficiency and renewable, clean energy resources.Responsibilitiesiii. : The GEO works with communities, utilities, private and public organizations, and individuals to promote renewable energy such as wind, solar, and geothermal, and energy efficiency technologies in commercial and residential buildings.Energy Emphasisiv. : solar, wind, biomassprogramsv. :

Commercial & Public Buildings Programs1. K-12 Schools Energy Programa. High Performance Design Programb. Performance Contracting Programc.

Residential Building programs2. Income-Based Energy Program: Energy $aving Partnersa. Colorado ENERGY STAR New Homes Programb. Insulate Colorado Program for Existing Homesc.

Greening Government program3. Renewable Energy program4. s

Solar Rebate Programa. Small Wind Incentive Programb. The Governor’s Biofuels Coalition Infrastructure c. Development ProgramAnaerobic Digestion Feasibility Programd. Community Woody Biomass for Thermal Usage Programe.

The Colorado Carbon Fund program5. : The Colorado Carbon Fund has the following main objectives: 1) Develop a funding source for community-based clean energy and climate mitigation projects, 2) direct investment monies towards CO-based projects, 3) Support Colorado’s climate change mitigation objectives, and 4) Provide high-quality, credible offsets for individuals, businesses and government agencies interested in mitigating their carbon footprint.Electric & Gas Utilities Program6.



Structurevi. : The head of the office is the director. The director is assisted by a deputy director and a staff. The staff includes regional representatives that help engage municipalities, consumers, businesses, and others with the energy programs of the office. Though the website does not specifically lay out the detail of the office structure, there are many different working groups and authorities that fall within five main categories: commercial & public buildings, electric utilities, greening government, renewable energy, and residential buildings. An important group is the Clean Energy Development Authority, which has an interest and role in ensuring that renewable energy and transmission projects in Colorado progress in a timely manner.Organizational Chartvii. : Not AvailableWebsiteviii. : http://www.colorado.gov/energy/


HawaiiIII. Strategic Industries Division (SID)a.

Establishedi. : UnknownMissionii. : Strategic Industries Division’s mission is to support statewide economic efficiency, productivity, development and diversification by promoting, attracting and facilitating the development of Hawaii Technology-based industries which engage in the sustainable development of Hawaii’s energy, environmental, ocean, recyclable, and technological resources.Responsibilitiesiii. :

Renewable Energy1. : The objectives in the area of Alternate and Renewable Energy are to promote commercialization of Hawaii’s sustainable energy resources and technologies to reduce the state’s high dependence on imported oil, increase local economic development, and reduce the potential negative economic impacts of oil price fluctuations. Activities include providing resource data; technical and economic analyses; support for research, demonstration, development, and application of renewable energy technologies; partnerships and technology transfer; and public outreach.Energy Efficiency and Conservation2. : The objectives in the area of Energy Conservation and Efficiency are to reduce the amount of energy and resources lost through inefficiency.Energy Data, Forecasting and Modeling3. : Energy data, information, and recommendations are constantly gathered, analyzed, and communicated to the public, decision-makers, and Hawaii’s energy community.Further development and refinement of the State’s energy 4. policies and programsEnergy Emergency preparedness5. : The Hawaii State Energy Council is a government and industry partnership working together to be prepared to effectively contend with energy emergencies and threats to Hawaii’s energy security.



Energy Emphasisiv. : biomass, geothermal, hydroelectric, ocean thermal energy conversionprogramsv. :

“Energy for Tomorrow”1. Bioenergy Master plan2. Clean Energy Initiative3. : The goal is to decrease energy demand and accelerate use of renewable, indigenous energy resources in Hawaii in residential, building, industrial, utility, and transportation end-use sectors, so that renewable energy resources will be sufficient to meet 70% of Hawaii’s energy demand by 2030.Green Business project4. State Income Tax Credits5. Rebuild Hawaii6. Clean Hawaii Center7.

Structurevi. : Division of the Department of Business, Economic Development & Tourism. The Director of Business, Economic Development, and Tourism serves as Hawaii’s statewide Energy Resources Coordinator. The SID supports the Energy Resources Coordinator and serves as the Hawaii State Energy Office. The SID is composed of three branches: the Energy Efficiency Branch, the Science & Technology Branch, and the Energy Planning & Policy Branch.Organizational Chartvii. : Appendix AWebsiteviii. : http://hawaii.gov/dbedt/info/energy/


IllinoisIV. The Bureau of Energy and Recyclinga.

Establishedi. : Missionii. : The Bureau of Energy and Recycling seeks to demonstrate the economic development benefits, including job creation, of energy efficiency, renewable energy, and recycling through a variety of programs and services. Further, Bureau programs will demonstrate that economic development, sustainable energy, recycling practices, and environmental protection go hand in hand.Responsibilitiesiii. : As part of the Department of Commerce and Economic Opportunity, the Bureau of Energy and Recycling serves to fulfill the DCEO’s mission. The Department of Commerce & Economic Opportunity (DCEO) is the lead state agency responsible for improving Illinois’ competitiveness in the global economy. Guided by an innovative regional approach, DCEO administers a wide range of economic and workforce development programs, services and initiatives designed to create and retain high quality jobs and build strong communities. DCEO leads the Illinois economic development process in partnership with businesses, local governments, workers and families.Energy Emphasisiv. : biofuels/renewable fuel, solar, windprogramsv. :

Renewable Fuels Development Program1.



Illinois Clean Energy Community Trust2. Illinois Sustainable Education Project3. Illinois Sustainable Energy Plan4. New Construction Program5. Solar Energy Rebate Program6. Solar Energy Incentive Program7. Renewable Energy Business Development Grant Program8. Illinois Energy Efficient Affordable Housing Construction 9. ProgramEnergy Performance Contracting Program10.

Structurevi. : Division of the Department of Commerce and Economic Opportunity.Organizational Chartvii. : Not AvailableWebsiteviii. : http://www.commerce.state.il.us/dceo/Bureaus/Energy_Recycling/


IowaV. Office of Energy Independence (OEI)a.

Establishedi. : 2007Missionii. : To achieve a clean and sustainable energy future by providing leadership through education, research, planning, and investment, and developing policies and resources to produce market transformation.Responsibilitiesiii. : Sets the strategic direction for Iowa’s clean energy future. The office aligns state government efforts for achieving energy independence through partnerships with business and industry, community leaders, government and public agencies, and other stakeholders. The activities of the OEI in the first year of operation are focused on implementation of the Energy Independence Plan, and continuing to collect baseline data and complete projections that will inform planning and activities of the OEI and the Power Fund.Energy Emphasisiv. : biomass, wind, solarprogramsv. :

Iowa power Fund1. : The Power Fund was created to be a tool for OEI, the Power Fund Board, and the Due Diligence Committee to use to promote the goals of Iowa energy independence. Power Fund money is appropriated to the office to be used in providing financial assistance to entities conducting business, research, or programs in Iowa: 1) to accelerate research and development, knowledge transfer, technology innovation, and improve the economic competitiveness of efforts, and 2) to increase the demand for and educate the public about technologies and approaches.Energy Independence plan2. : There are many aspects of the plan including strategies for reducing the state’s consumption of energy, dependence on foreign sources of energy, use of fossil fuels, and greenhouse gas emissions. The initial Energy Independence Plan was submitted to the Governor and members of the general assembly on December 14, 2007.



Structurevi. :Office of Energy Independence1. : The director is appointed by the Governor and confirmed by the state Senate. The director can appoint advisory committees as necessary. The OEI staff currently consists of five members: the director, deputy director, policy director, program planner and executive secretary.power Fund Board2. : Consists of seven voting members appointed by the Governor and approved by the Senate, four state agency directors and seven ex-officio non-voting members.Due Diligence Committee3. : Consists of seven members, appointed as provided in Iowa Code Supplement section 469.9, and the Director of the OEI, who serves as the chair.

Organizational Chartvii. : Not AvailableWebsiteviii. : http://www.energy.iowa.gov/


MarylandVI. Maryland Energy Administration (MEA)a.

Establishedi. : 1991Missionii. : The mission of the Maryland Energy Administration is to maximize energy efficiency while promotion economic development, reducing reliance on foreign energy supplies, and improving the environment.Responsibilitiesiii. : MEA advises the Governor on directions, policies and changes in the various segments of the energy market. It prepares State government to respond to the changing dynamics of the energy industry. The strategic goals of the MEA are: 1) to make the State of Maryland a leader in energy efficiency, 2) to reduce energy costs for Maryland’s citizens, 3) to reduce greenhouse gas emissions from energy, 4) to increase the use of renewable energy, 5) to leverage public/private partnerships in order to improve the competitive position of Maryland industry, and 6) to lower the operating expenses of State and local governments while contributing to the improvement of air and water quality in Maryland.Energy Emphasisiv. : solar, wind, geothermal, biomassprogramsv. :

Empower Maryland1. : Under Governor Martin O’Malley’s “EmPOWER Maryland” initiative, the State of Maryland plans to reduce energy consumption by 15 percent by the year 2015. Seven steps to achieve the goal of the EmPower Maryland Program are: 1) improve building operations, 2) significantly expand use of energy performance contracting, 3) increase the State Agency Loan Program, 4) require energy efficient buildings, 5) purchase Energy Star products, 6) expand Community Energy Loan Program, and 7) ensure accountability.Strategic Electricity plan2. :partner programs3. :

Energy Star Partnera.



Clean Energy States Allianceb. Maryland Home Performance with Energy Starc.

Structurevi. : See organizational chart. Overall structure has changed over the years. A brief history is as follows:

1973-1975: Office of Energy Policy1. 1975-1979: Department of Natural Resources, Energy and Coastal 2. Zone Administration1979-1982: Department of Natural Resources, Energy 3. Administration 1982-1987: Department of Natural Resources, Energy Office4. 1987-1991: Department of Housing and Community Development, 5. Energy Office1991-Present: Maryland Energy Administration6.

Organizational Chartvii. : Appendix AWebsiteviii. : http://www.energy.state.md.us/


MassachusettsVII. Department of Energy Resourcesa.

Establishedi. : April 11, 2007Missionii. : Creating a Greener Energy Future for the Commonwealth – economically and environmentally, including: achieving all cost-effective energy efficiencies, maximizing development of greener energy resources, creating and leading implementation of energy strategies to assure reliable supplies and improve relative cost, and supporting clean tech companies and spurring clean energy employment.Responsibilitiesiii. : The Executive Office of Energy and Environmental Affairs (EEA) is the only Cabinet-level office in the country that oversees both environmental and energy agencies. The agencies and offices of the EEA preserve land and open space, enforce pollution laws, review the environmental impact of major real estate and infrastructure developments, and provide opportunities for outdoor recreation.Energy Emphasisiv. : wind, biomass, solarprogramsv. :

Green Communities Act1. Renewable Portfolio Standard2. Regional Greenhouse Gas Initiative Auction3. Moving the Commonwealth to Biofuels4. MA Sustainable Forest Bioenergy Initiative5. Assistance for Business6. Clean Cities Coalition7. Rebuild Massachusetts8. Energy Grants for Municipalities9. Energy Management Services10. Commonwealth Solar11. Clean Energy Biofuels Act12.

Structurevi. : Division of the Executive Office of Energy and Environmental Affairs. The office has seven main administrative sectors: 1) Office of



the Secretary of Energy and Environmental Affairs, 2) Department of Environmental Protection, 3) Department of Fish and Game, 4) Department of Agricultural Resources, 5) Department of Conservation and Recreation, 6) Department of Public Utilities, and 7) Department of Energy Resources. Organizational Chartvii. : http://www.mass.gov/bb/gaa/fy2009/app_09/sect_09/hc200.htmWebsiteviii. : http://www.mass.gov/?pageID=eoeeaagencylanding&L=5&L0=Home&L1=Grants+%26+Technical+Assistance&L2=Guidance+%26+Technical+Assistance&L3=Agencies+and+Divisions&L4=Department+of+Energy+Resources+(DOER)&sid=Eoeea

Massachusetts Renewable Energy Trust (MRET)b. Establishedi. : 1998Missionii. : It is the mission of the Trust to increase the supply and demand for renewable energy while stimulation economic growth in the alternative energy industry with the primary goal of generating maximum environmental and economic benefits to Massachusetts ratepayers.Responsibilitiesiii. : The Renewable Energy Trust seeks to maximize environmental and economic benefits for the Commonwealth’s citizens by pioneering and promoting clean energy technologies and fostering the emergence of sustainable markets for electricity generated from renewable sources. The Trust provides financial assistance to individuals and businesses for solar panels and wind turbines at their homes and facilities, works with communities to incorporate green design into schools, helps emerging clean energy businesses flourish in the Commonwealth, and much more. The Trust works through a variety of programs geared towards different groups, including: individuals, businesses, non-profits, communities, clean energy entrepreneurs, energy generation project developers, affordable housing developers, educators, and activists/outreach groups.Energy Emphasisiv. : solar, wind, ocean energy, hydropowerprogramsv. :

Clean Energy Choice: The program has three goals: 1) To educate 1. consumers and help them make informed decisions about their electricity choices, 2) To provide consumer protection by certifying clean power suppliers, and 3) To provide funding for local clean energy initiatives and for low-income energy projects.Commonwealth Solar2. Community Wind Collaborative3. Small Renewables Initiative4. Small Hydropower Initiative5. Green Schools Initiative6.

Structurevi. : The Massachusetts Renewable Energy Trust is a main program for the Massachusetts Technology Collaborative (MTC). The MTC is the state’s development agency for renewable energy and the innovation economy. It brings together leaders from industry, academia, and government to advance technology-based solutions that lead to



economic growth and a cleaner environment in Massachusetts. The MTC is composed of three sectors: the John Adams Innovation Institute, the Renewable Energy Trust, and Finance & Administration. In terms of governance, the MTC has a Board of Directors. Senior management from some of the Commonwealth’s most prominent technology companies, and academic and research communities are represented on MTC’s Board of Directors. The Collaborative’s Board also includes the state’s leading economic development officials.Organizational Chartvii. : Not AvailableWebsiteviii. : http://www.masstech.org/renewableenergy/index.html

Legislationc. : Appendix B

New JerseyVIII. New Jersey Clean Energy Program (NJCEP)a.

Establishedi. : 2003Missionii. : See “Responsibilities.”(No Mission Statement Available)Responsibilitiesiii. : The NJCEP promotes increased energy efficiency and the use of clean, renewable sources of energy including solar, wind, geothermal, and sustainable biomass. NJCEP offers financial incentives, programs, and services for residential, commercial, and municipal customers.Energy Emphasisiv. : solar, wind, geothermal, biomassprogramsv. :

Residential1. : COOLAdvantage and WARMAdvantage Programs, Home Energy Analysis, New Jersey for ENERGY STAR, New Jersey ENERGY STAR Homes, New Jersey Home Performance with ENERGY STAR, New Jersey Comfort PartnersCommercial & Industrial2. : NJ SmartStart Buildings, Combined Heat & Power, Municipal Energy Audit, Alternative Fuel VehiclesRenewable Energy3. : CORE (Customer On-Site Renewable Energy) Rebate Program, Solar Renewable Energy Certificates (SRECs), NJ CleanPower Choice Program, Clean Energy Financing, SREC-Only Pilot Program

Structurevi. : The program is administered by the Board of Public Utilities. In 2003, the BPU established a Clean Energy Council (CEC) comprised of a cross section of government and industry representatives, energy experts, public interest groups, and academicians to engage stakeholders in the New Jersey Clean Energy Program’s development and to advise the BPU on its administration. The Council provides input to the BPU regarding the design, budgets, objectives, goals, administration, and evaluation of New Jersey’s Clean Energy Program. The Council is organized into three committees; Renewable Energy, Energy Efficiency, and Outreach and Education, that meet regularly and are open to all interested parties.Organizational Chartvii. : Appendix AWebsiteviii. : http://www.njcleanenergy.com/

Office of Clean Energy (OCE)b. Establishedi. : 2003Missionii. : (Board of Public Utilities) To ensure the provision of safe,



adequate and proper utility and regulated service at reasonable rates, while enhancing the quality of life for the citizens of New Jersey and performing these public duties with integrity, responsiveness and efficiency.Responsibilitiesiii. : (Board of Public Utilities) The Board of Public Utilities is a regulatory authority with a statutory mandate to ensure safe, adequate, and proper utility services at reasonable rates for customers in New Jersey. Accordingly, the NJBPU regulates critical services such as natural gas, electricity, water and telecommunications and cable television. The Board addresses issues of consumer protection, energy reform, deregulation of energy and telecommunications services and the restructuring of utility rates to encourage energy conservation and competitive pricing in the industry. The Board also has responsibility for monitoring utility service and responding to consumer complaints.Energy Emphasisiv. : See New Jersey Clean Energy Programprogramsv. :

New Jersey Clean Energy Program1. New Jersey Energy Master Plan2. Energy Assistance Program3.

Structurevi. : Division of the Board of Public Utilities. The New Jersey Board of Public Utilities is made up of five commissioners. The Governor appoints the five Commissioners, who must be confirmed by the Senate, for six year staggered terms. The Governor appoints one of the five to serve as Commission President. The Office of Clean Energy primarily consists of the New Jersey Clean Energy Program. The OCE’s Clean Energy Council consists of three committees: Renewable Energy, Energy Efficiency, and Marketing and Communications. It is also supported by Market Managers for the Residential, Commercial & Industrial, and Renewable Energy programs of the NJCEP.Organizational Chartvii. : Not AvailableWebsiteviii. : http://www.bpu.state.nj.us/


New MexicoIX. Energy Conservation and Management Division (ECMD) (Primary Energy a. Organization in NM)

Establishedi. : 1978Missionii. : The Energy Conservation and Management Division develops and implements effective clean energy programs – renewable energy, energy efficiency and conservation, clean fuels and efficient transportation – to promote environmental and economic sustainability for New Mexico and its citizens.Responsibilitiesiii. : By statute (Sections 9-5A-1 through 7, NMSA 1978), the New Mexico Energy Conservation and Management Division (ECMD) is responsible for planning and administering energy efficiency and renewable energy technology programs. Included are programs related to the development and use of solar, wind, geothermal, and biomass resources as well as alternative fuels and transportation. In addition, this



division provides technical assistance and information in these areas to government agencies, Indian tribes and pueblos, educational institutions, and the general public. ECMD receives U.S. Department of Energy funding support through its State Energy Program (SEP) to accomplish the division’s clean energy goals.Energy Emphasisiv. : solar, wind, geothermal, biomassprogramsv. :

Energy Innovation Fund1. Clean Energy Projects: The CEP provides grants on a competitive 2. basis for clean energy projects to public entities including municipalities, counties, state agencies, colleges/universities, tribal and pueblo governments, and public schools (K-12).Solar Market Development Tax Credit3. Wind Power Plants4.

Structurevi. : Division of the New Mexico Energy, Minerals and Natural Resources Department.Organizational Chartvii. : Appendix AWebsiteviii. : http://www.emnrd.state.nm.us/ecmd/index.htm

New Mexico Environment Department (Secondary Organization in NM)b. Establishedi. : July 1, 1991Missionii. : The department’s mission is to provide the highest quality of life throughout the state by promoting a safe, clean and productive environment.Responsibilitiesiii. : The New Mexico Environment Department (NMED) is committed to protecting New Mexico’s environment and the health of its citizens. Every day, the approximately 650 employees are working toward this goal, whether by interacting with citizens, regulating industry or running scientific tests on environmental samples. All of these efforts reflect the Department’s comprehensive, integrated program of outreach, permitting, inspection and enforcement. This approach is outlined in the Department’s strategic plan.Energy Emphasisiv. : not specific about energy emphasisprogramsv. :

Pollution Prevention Program1. Green Zia Program2.

Structurevi. : The New Mexico Environment Department is comprised of boards and commissions in five main areas of focus: 1) climate change initiatives, 2) environmental improvement, 3) occupational health & safety, 4) storage tank committee, and 5) water quality control. Important groups relating to the environment and energy are the Environmental Improvement Board, the New Mexico Climate Change Advisory Group and the DOE Oversight Bureau.Organizational Chartvii. : Appendix AWebsiteviii. : http://www.nmenv.state.nm.us/




New YorkX. New York State Energy Research and Development Authority (NYSERDA)a.

Establishedi. : 1975Missionii. : Use innovation and technology to solve some of New York’s most difficult energy and environmental problems in ways that improve the State’s economy.Responsibilitiesiii. : NYSERDA’s programs and services provide a vehicle for the State to work collaboratively with businesses, academia, industry, the federal government, environmental community, public interest groups, and energy market participants. Through these collaborations, NYSERDA seeks to develop a diversified energy supply portfolio, improve market mechanisms, and facilitate the introduction and adoption of advanced technologies that will help New Yorkers plan for and respond to uncertainties in the energy markets.Energy Emphasisiv. : solar, wind, geothermal, biomassprogramsv. :

New York Energy $mart1. : The initial policy goals of the program were to promote competitive markets for energy efficiency services, and to provide direct benefits to electricity ratepayers and/or to be of clear economic benefit to the people of New York. The New York Energy $martSM Program portfolio was designed to meet the diverse needs of the State’s energy consumers by stimulating the demand for energy-efficient products and services, and renewable resource technologies. Under NYSERDA’s current operating plan, the five-year $750 million SBC II allocation has been specified for the following goals: $436.3 million for energy efficiency programs, including $16.5 million for special consumer education and outreach programs; $113.7 million for low-income energy affordability programs; and nearly $200 million for research and development projects, with a focus on promoting renewable resources, distributed electric generation, and combined heat and power installations.Incentives for2. different sectors: Agricultural, Commercial Real Estate, Health Care, Hospitality, Con Edison Gas, National Fuel Customers, Municipalities, Residential, Schools, and State Government

Structurevi. : NYSERDA is a public benefit corporation created in 1975 under Article 8, Title 9 of the State Public Authorities Law. NYSERDA is governed by a board consisting of 13 members, including the Commissioner of the Department of Transportation, the Commissioner of the Department of Environmental Conservation, the Chair of the Public Service Commission, and the Chair of the Power Authority of the State of New York, who serve ex officio. The remaining nine members are appointed by the Governor of the State of New York with the advice and consent of the Senate and include, as required by statute, an engineer or research scientist, an economist, an environmentalist, a consumer advocate, an officer of a gas utility, an officer of an electric utility, and three at-large members.



Organizational Chartvii. : Appendix AWebsiteviii. : http://www.nyserda.org/


OregonXI. Energy Trust of Oregona. : See word document containing summaries on CA, MA, NY and OR.Oregon Department of Energyb.

Establishedi. : 1975Missionii. : The mission of the Oregon Department of Energy is to ensure Oregon has an adequate Supply of reliable and affordable energy and is safe from nuclear contamination, by helping Oregonians save energy, develop clean energy resources, promote renewable energy, and clean up nuclear waste.Responsibilitiesiii. : The department protects Oregon’s environment by saving energy, developing clean energy resources and cleaning up nuclear waste. To encourage investments in energy efficiency and conservation, the office offers loans, tax credits, information, and technical expertise to households, businesses, schools and governments. The office aims to ensure that Oregon’s mix of energy resources minimizes harm to the environment and reliably meets the state’s needs. To meet this commitment, the office formulates energy policies, advances the development of renewable energy resources, and evaluates whether proposed energy facilities are economically and environmentally sound. The office also oversees the cleanup and transport of radioactive waste and develops and implements emergency plans for accidents involving radioactive materials. A major focus is the cleanup of radioactive waste at the Hanford nuclear site on the Columbia River in eastern Washington and the Trojan nuclear plant in Columbia County.Energy Emphasisiv. : solar, wind, geothermal, biomass, biofuels/alternative fuels, hydro and ocean wave technologyprogramsv. :

Encouraging investments in conservation and renewable 1. resources by offering tax credits, loans, rebates, and grants.Providing information and assistance to households, businesses, 2. schools, and government agencies on ways to save energy.Demonstrating the workability of new energy-saving equipment, 3. appliances, materials, manufacturing processes and building practices.Regulating the cleanup and transportation of radioactive wastes 4. through the state.Ensuring that the state is prepared to respond to accidents 5. involving radioactive materials.Advocating the cleanup of radioactive wastes at the Hanford 6. Nuclear Reservation.Providing technical help and financial incentives to promote the 7. use of renewable resources.Siting prudent, safe and environmentally sound energy facilities.8.



Structurevi. :Climate Change Integration Group1. : The Governor established the Climate Change Integration Group in May 2006 to continue and expand on the work of the Governor’s Advisory Group on Global Warming, which prepared the Oregon Strategy for Greenhouse Gas Reductions in 2004. The Governor’s charge to group is to continue and expand on the work of the Global Warming Advisory Group to develop a climate change strategy for Oregon that provides long-term sustainability for the environment, protect public health, consider social equity, create economic opportunity, and expand public awareness.Energy Efficiency Working Group2. : This group is charged with developing concepts related to energy efficiency in the built environment, specifically in the residential, non-residential and industrial sectors. The group is expected to complete its work by the end of August.Renewable Energy Working Group (REWG)3. : The REWG has been formed through a collaborative process involving the Oregon Department of Energy and the Governor’s Office. The primary mission of the REWG is to guide implementation of the Renewable Energy Action Plan (REAP). At least four key areas will need to be addressed by the REWG directly: 1) prioritization of the numerous tasks in the REAP, and monitoring of those tasks, 2) discussion of and action taken on crosscutting issues affecting constraints, interconnection, and Bonneville Power Administration policies, 3) renewable energy production policy and the potential role of production incentives, a renewable portfolio standard, and/or the public purpose charge to achieve REAP goals, and 4) identification, coordination, and packaging of legislative concepts as appropriate.Solar Energy Working Group (SEWG)4. : The Oregon Department of Energy is established the SEWG. This group will bring together stakeholders to develop a strategic plan for solar energy. This policy document will identify the opportunities for advancement in four main areas of focus: 1) policy infrastructure (laws, licenses, utility issues), 2) workforce development (training), 3) manufacturing (supply side recruitment and business development), and 4) local market and public education (new and existing construction, marketing, incentives, schools).Small Scale Hydroelectric Working Group5. Oregon Wind Working Group (OWWG)6. : Established in July 2002, it includes representatives of utilities, government agencies, environmental groups, farming and rural interests and wind industry developers. The OWWG is funded by the U.S. Department of Energy as part of its Wind Powering America Program. Oregon Geothermal Working Group (OGWG)7. : Formed in November 2004, the OGWG includes representatives of utilities,



government agencies, environmental groups, farming and rural interests, and geothermal industry developers. It is funded by the U.S. Department of Energy as part of GeoPowering the West.Oregon Biomass Coordinating Group (OBCG)8. : The OBCG is an interagency group formed in July 2005 to coordinate agency roles in biomass market development and electricity generation detailed in Oregon’s Renewable Energy Action Plan.Energy Facility Siting Council9. : a board of citizens that determines whether energy facilities may be built in Oregon.Hanford Waste Board10. : represents Oregon’s interests related to the Hanford site.

Organizational Chartvii. : Appendix AWebsiteviii. : http://www.oregon.gov/ENERGY/


pennsylvaniaXII. Office of Energy and Technology Deployment (OETD)a.

Establishedi. : UnknownMissionii. : The OETD’s goal is to effectively work with citizen’s groups, businesses, trade organizations, local governments and communities to help them reduce pollution and save energy. Part of that effort includes encouraging the deployment and use of innovative environmental and advanced energy technologies, including renewable energy.Responsibilitiesiii. : The OETD serves the needs of the Pennsylvania Department of Environmental Protection in regards to energy matters and energy technologies. Each sector of the OETD serves a different purpose, as is described in the “Structure” section below.Energy Emphasisiv. : solar, windprogramsv. :

PA Energy Independence Strategy1. Landfill Methane Outreach Program2. Energy Use Reduction Grants3. State Energy Grant Program4. Growing Greener5. Tax Incentives Assistance Project6. Small Business Loan Program7. Home Energy Audits8.

Structurevi. : Division of the Department of Environmental Protection (DEP). The Energy & Technology Deployment team is made up of the Bureau of Energy Innovations and Technology Deployment, Governor’s Green Government Council, Pennsylvania energy Development Authority and Small Business Ombudsman’s Office.

Bureau of Energy, Innovations and Technology Deployment1. : The Bureau’s mission is to provide Central Office oversight and management of DEP’s programs that are focused on development of Pennsylvania’s indigenous energy resources, pollution prevention and environmental sustainability in PA. It is comprised of the Division of Pollution Prevention and Energy



Promotion, and the Division of Energy Policy and Technology Department.Governor’s Green Government Council (GGGC)2. : The Governor established the Council to help state government embed environmental sustainability throughout its policymaking and operational processes. The council works in partnership with agencies throughout the Commonwealth and by extension with their constituencies, as a catalyst to stimulate the development and continuous improvement of environmentally sustainable practices in planning, policymaking and regulatory operations. It is chaired jointly by the secretaries of the Departments of Environmental Protection and General Services. The GGGC supports green teams within each agency. Teams comprise at a minimum the agency head or a deputy level alternate as the GGGC member, responsible for leadership, policy coordination and management facilitation and a middle management green team leader, responsible for managing implementation of the agency’s greening initiatives and involving relevant staff as green team members.Pennsylvania Energy Development Authority (PEDA)3. : The PEDA is an independent public financing authority. The Authority’s mission is to finance clean, advanced energy projects in Pennsylvania. The Authority presently can award grants, loans, and loan guarantees. Tax-exempt and taxable bond financing for clean, advanced energy projects are also available through the Pennsylvania Economic Development Financing Authority (PEDFA). The PEDA has a Board of Directors and an Energy Development Plan.Small Business Ombudsman’s Office4. : Serves as the primary advocate for small businesses within the PA Department of Environmental Protection.

Organizational Chartvii. : http://www.depweb.state.pa.us/dep/cwp/view.asp?a=3&q=461268Websiteviii. : http://www.depweb.state.pa.us/energy/cwp/view.asp?a=3&q=482723


VermontXIII. Energy Efficiency Division (EED)a.

Establishedi. : UnknownMissionii. : The mission of the Department of Public Service is to serve all citizens of Vermont through public advocacy, planning, programs, and other actions that meet the public’s need for least cost, environmentally sound, efficient, reliable, secure, sustainable, and safe energy, telecommunications, and regulated utility systems in the state for the short and long term.Responsibilitiesiii. : The EED develops programs and policies that promote energy efficiency, energy conservation, and the use of renewable energy



in Vermont. The EED initiates, coordinates, implements, monitors, and evaluates a wide variety of policies, programs and initiatives. The EED also serves as the Vermont State Energy Office under the U.S. Department of Energy State Energy Program. The EED’s primary responsibilities are:

In cooperation with the Public Service Board (PSB), the EED 1. oversees the operation of Vermont’s Energy Efficiency Utility-Efficiency Vermont and Burlington Electric Department’s energy efficiency activities.Coordinate with the other DPS divisions to oversee the 2. implementation of least cost distribution planning by Vermont electric utilities.Work with the DOE and the Environmental Protection Agency 3. (EPA) on the management and implementation of federal programs.Review energy usage and efficiency features of Act 250 permit 4. applications.Update and implement energy efficiency building codes for the 5. residential and commercial sectors.Develop proposals for improved fuel supply and efficiency 6. including: transportation efficiency, alternatives to motor vehicle travel, and increased use of alternative-fueled vehicles. EED also monitors fuel supplies and prices. Coordinate with other state agencies on reducing the cost and 7. environmental impact of State government energy use.Develop programs and policies to encourage renewable energy 8. development (including wind, solar, and biomass) in Vermont.Work with Vermont utilities, other state and federal agencies, 9. businesses, institutions, non-profit organizations, and advocacy groups to further the development and use of energy efficiency conservation measures and renewable energy generation. Also serve as an advocate for energy efficiency and renewable energy in local, state, regional and national forums.

Energy Emphasisiv. : wind, solar, biomassprogramsv. :

Solar & Small Wind Incentive Program: The goal of this program 1. is to accelerate market demand for high-quality solar and wind systems in Vermont. Nearly $1 million in incentives is now available.Farm Methane Project2. Clean Energy Development Fund: The goal of the Fund is to 3. increase the development and deployment of cost-effective and environmentally sustainable electric power resources – primarily with respect to renewable energy resources, and the use of combined heat and power technologies – in Vermont.Tax Incentives Assistance Project4.

Structurevi. : Division of the Vermont Department of Public Service (DPS)Organizational Chartvii. : Not AvailableWebsiteviii. : http://publicservice.vermont.gov/divisions/energy-efficiency.html



Renewable Energy Vermont (REV)b. Establishedi. : UnknownMissionii. : REV is working to bring about an intelligent transformation from a foreign fossil fuel based economy to an economy increasingly based on our own renewable energy.Responsibilitiesiii. : REV achieves its mission by: working to see that Vermont enacts policies and legislation that promote renewable energy, working to ensure that the VT Public Service Board enacts public energy policy that supports local renewable energy, raising public consciousness about the many benefits of the hydro, wind, biomass, solar and geothermal energy produced in Vermont, and serving as a resource for the citizens of Vermont.Energy Emphasisiv. : solar, wind, biomass, geothermal, hydroprogramsv. : REV is currently promoting many state and local incentives, such as:

Clean Energy Development Fund1. Small Solar & Wind Incentive Program2. Commercial Solar Tax Credit3. Net Metering4. Sales Tax Exemption5. Vermont Anemometer Loan Program6. Vermont Energy Investment Corporation7. Vermont Energy Star Homes Service8. USDA Rural Development Grants and Loans9.

Structurevi. : REV is comprised of renewable energy companies, institutional and academic partners and concerned citizens of Vermont. REV member businesses are leading experts in helping homes and businesses generate their own clean power and heat.Organizational Chartvii. : Not AvailableWebsiteviii. : http://www.revermont.org/




Appendix D

19

businesses are leading experts in helping homes and businesses generate their own clean power and heat.

vii. Organizational Chart: Not Available viii. Website: http://www.revermont.org/

c. Legislation: Appendix B

Appendix A: Organizational Charts

I. California

a. California Energy Commission

II. Colorado

a. Not Available



Appendix D

21

III. Hawaii a. Department of Business, Economic Development & Tourism



Appendix D

22

IV. Illinois a. Not Available

V. Iowa a. Not Available

VI. Maryland a. Maryland Energy Administration

VII. Massachusetts a. State Agencies – Energy and Environmental Affairs: http://www.mass.gov/bb/gaa/fy2009/app_09/sect_09/hc200.htm

Governor

Director

Chief of Staff

Energy Efficiency Clean Energy

Commercial & Industrial

Residential & Industrial

State Government

Research & Development

(BIOMASS)

Renewable Energy Grant

Programs

Solar & Wind Grants Program

Transportation



Appendix D

23

VIII. New Jersey a. New Jersey Clean Energy Program



Appendix D

24

IX. New Mexico a. New Mexico Energy, Minerals and Natural Resources Department



Appendix D

25

b. New Mexico Environment Department



26

X. New York a. New York State Energy Research and Development Authority



Appendix D

27

XI. Oregon a. Oregon Biomass Coordinating Group

XII. Pennsylvania a. Department of Environmental Protection:

http://www.depweb.state.pa.us/dep/cwp/view.asp?a=3&q=461268

XIII. Vermont a. Not Available

Appendix B: Legislation I. California

a. California Environmental Quality Act (CEQA) b. Assembly Bill 1007 – State Alternative Fuel Plan

c. Senate Bill 1 – Eligibility Criteria and Conditions for Solar Energy System Incentives d. Assembly Bill 1632 – Nuclear Power Plant Assessment e. Warren-Alquist Act f. Assembly Bill 2076 – California Strategy to Reduce Petroleum Dependence

g. Senate Bill 704 – Agricultural Biomass-to-Energy Program h. Assembly Bill 549 – Strategies to Reduce Energy Consumption in Existing Buildings i. Assembly Bill 1890 – Electric Industry Deregulation Law j. Assembly Bill 32 – California Global Warming Solutions Act of 2006



Appendix D

28

II. Colorado a. 2008

i. Senate Bill 147 – Increase Energy Efficiency State Buildings ii. Senate Bill 184 – Colorado Clean Energy Finance Program

iii. House Bill 1025 – Governor’s Energy Office iv. House Bill 1164 – New Solar Energy Technologies

v. House Bill 1350 – Financing Renewable Energy vi. House Bill 1387 – Low-Income Energy Assistance Funding

b. 2007 i. Senate Bill 246 – Clean Energy Fund

ii. House Bill 1060 – Bioscience Grants iii. House Bill 1087 – Wind for Schools iv. House Bill 1145 – Renewable Resource Development on Public Lands v. House Bill 1150 – Clean Energy Authority

III. Hawaii a. SB2991 – Energy Resources; Power Generation Utilities, Transportation Fuels; State

Energy Resources Coordinator b. HB3237 – Renewable Energy

c. HB2636 – Renewable Energy Opportunity Zones d. HB2101 – Hawaii Energy Loan Program e. HB3444 – Energy; Taxation; Special Fund f. SB2932 – Establishes the Energy Security Special Fund

g. HB2863 – Renewable Energy Facility Siting Process h. HB3068 – Renewable Energy; Electricity i. SB2455 – Renewable Energy Technologies; Tax Credit; Hydrogen Energy Systems j. Chapter 226-18 – Objectives and policy for facility systems – energy

k. Act 234 – Session Laws of Hawaii 2007 IV. Illinois

a. Power Agency Act b. Energy Efficient Commercial Building Act c. HB 5932 - Amends the Renewable Energy, Energy Efficiency, and Coal Resources

Development Law of 1997. Provides that the Department of Commerce and Economic Opportunity must develop a program to promote renewable energy and net metering options in the State.

V. Iowa a. House File 918 – An act establishing the Office of Energy Independence and the

Iowa Power Fund and related provisions b. House File 927 – An act making appropriations for specified energy-related

purposes VI. Maryland

a. HB 23 – Maryland Green Building Standards Act of 2008 b. HB 71 – Condominiums-Solar Panels-Restrictive Covenants

c. HB 82 – Public Service Companies-Electric Companies and Electricity Suppliers-Regulation

d. HB 84 – Homeowners Associations and Municipalities-Solar Collection Panels e. HB 117 – Real Property-Installation of Solar Panels-Clarification and Solar Easment f. HB 140 – Income Tax-Credit for Cellulosic Ethanol Technology Research and

Development


preparing fOr COnneCtiCut’s energy futureappendiCesAppendix D

29

g. HB 240 – Natural Resources-Environmental Trust Fund-Uses h. HB 339 – Energy Efficiency Tax Credit and Surcharge Act i. HB 368 – Regional Greenhouse Gas Initiative-Maryland Strategic Energy

Investment Fund j. HB 374 – EmPOWER Maryland Energy Efficiency Act of 2008 k. HB 375 – Renewable Portfolio Standard Percentage Requirements-Acceleration

l. HB 376 – High Performance Buildings Act m. HB 377 – Solar and Geothermal Tax Incentive and Grant Program n. HB 596 – County Boards of Education-Procurement of Green Product Cleaning

Supplies

o. HB 608 – Public Service Commission-Energy Efficiency and Conservation Programs and Services-Prohibition of Surcharge without Customer Consent

p. HB 624 – Energy Consumer Protection Act VII. Massachusetts

a. Massachusetts Clean Air Act b. Environmental Results Program Regulations & Standards c. Electricity Restructuring Act (Energy Deregulation) d. Renewable Portfolio Standard

e. Renewable Energy Credits f. Air Emission Regulations g. Climate Change Initiatives

VIII. New Jersey

a. Chapter 23 – Electric Discount and Energy Competition Act b. Sales and Use Tax Exemptions

IX. New Mexico a. Solar Rights Act (1978) b. 2007 Legislative Amendments to the Solar Rights Act of 1978 c. Amendments to the Efficient Use of Energy Act (2008) d. Energy Policy Act of 1992 (EPACT) e. Geothermal Resources Conservation Act (1978) f. Clean Energy Legislation 2007

i. Renewable Energy Transmission Authority Act ii. Enhancing the Renewable Portfolio Standard

iii. Biodiesel Fuel Production Tax Incentives

iv. Energy Efficiency and Renewable Energy Bonding Act v. Require Biodiesel in Motor Vehicle Fuel

vi. Sustainable Building Tax Credits X. New York

a. State Public Authorities Law b. Green Building Tax Credit c. Fuel Set-Aside Act d. State Energy Conservation Construction Code Act e. Solar Energy Products Warranty Act f. State Green Building Construction Act g. Appliance and Equipment Energy Efficiency Standards (effective 03/24/09)

XI. Oregon

a. House Bill 3612 – 20% Energy Use Reduction for State Agencies b. State of Oregon Energy Plan 2007-2009



Appendix D

30

c. Governor Kulongoski’s Action Plan for Energy d. Senate Bill 838 – Renewable Portfolio Standard

e. House Bill 2210 – Biofuels Fuels Package f. House Bill 2211 – Business Energy Tax Credit g. House Bill 2212 – Residential Energy Tax Credit h. Senate Joint Memorial 1 – Hanford Resolution

i. Senate Bill 118 – Abnormal Market Disruptions j. Senate Bill 375 – Appliance Efficiency Standards k. Senate Bill 461 – Low Income Energy Assistance l. Senate Bill 479 – School Light Fixture Bill m. Senate Bill – 790 – Off-Shore Leasing n. Senate Bill 879 – Ocean Energy Rules o. House Bill 3488 – Solar Incentives p. House bill 3543 – Global Warming Actions

q. House Joint Memorial 22 – Wave Energy r. House Resolution 1 – Hydrogen Resolution

XII. Pennsylvania a. DEP Alternative Energy Portfolio Standards Act

XIII. Vermont a. S.209 – The Vermont Energy Efficiency and Affordability Act b. S.350 – Energy Independence and Economic Prosperity c. H.850 – An act relating to providing that net-metered power that reverts to an

electric company shall be entitled to receive wholesale power rates d. H.793 – An act relating to establishing the Vermont Carbon Offset Fund e. H.759 – An act relating to encouraging biomass energy f. H.675 – Facilitating the development of electricity from small hydroelectric projects

g. H.667 – Electric Generating Facility Kilowatt Hour Tax h. S.331 – Workforce Development for Green Industries

ConneCtiCut ACAdemy of SCienCe And engineering179 Allyn Street, Suite 512, Hartford, CT 06103

Phone or Fax: 860-527-2161e-mail: [email protected]

web: www.ctcase.org

MAjor STudieS oF THe ACAdeMy

2008• ApplyingTransportationAssetManagement

inConnecticut

• AStudyofWeighandInspectionStationTechnologies

• ANeeds-BasedAnalysisoftheUniversityofConnecticutHealthCenterFacilitiesPlan

2007• AStudyoftheFeasibilityofUtilizingFuel

CellstoGeneratePowerfortheNewHavenRailLine

• GuidelinesforDevelopingaStrategicPlanforConnecticut’sStemCellResearchProgram

2006• EnergyAlternativesandConservation• EvaluatingtheImpactofSupplementary

Science,Technology,EngineeringandMathematicsEducationalPrograms

• AdvancedCommunicationsTechnologies• PreparingfortheHydrogenEconomy:

Transportation• ImprovingWinterHighwayMaintenance:

CaseStudiesforConnecticut’sConsideration

• InformationTechnologySystemsforUseinIncidentManagementandWorkZones

• AnEvaluationoftheGeotechnicalEngineeringandLimitedEnvironmentalAssessmentoftheBeverlyHillsDevelopment,NewHaven,Connecticut

2005• AssessmentofaConnecticutTechnology

SeedCapitalFund/Program• DemonstrationandEvaluationofHybrid

Diesel-ElectricTransitBuses

• AnEvaluationofAsbestosExposuresinOccupiedSpaces

2004• LongIslandSoundSymposium:AStudyof

BenthicHabitats• AStudyofRailcarLavatoriesandWaste

ManagementSystems

2003• AnAnalysisofEnergyAvailablefrom

AgriculturalByproducts,PhaseII:AssessingtheEnergyProductionProcesses

• StudyUpdate:BusPropulsionTechnologiesAvailableinConnecticut

2002

• AStudyofFuelCellSystems• TransportationInvestmentEvaluation

MethodsandTools• AnAnalysisofEnergyAvailablefrom

AgriculturalByproducts,Phase1:DefiningtheLatentEnergyAvailable

2001• AStudyofBusPropulsionTechnologiesin

Connecticut

2000• EfficacyoftheConnecticutMotorVehicle

EmissionsTestingProgram• IndoorAirQualityinConnecticutSchools• StudyofRadiationExposurefromthe

ConnecticutYankeeNuclearPowerPlant

1999• EvaluationofMTBEasaGasolineAdditive• StrategicPlanforCASE

ConneCtiCut ACAdemy of SCienCe And engineering

The Connecticut Academy is a non-profit institution patterned after the National Academy of Sciences to identify and study issues and technological advancements that are or should be of concern to the state of Connecticut. It was founded in 1976 by Special Act of the Connecticut General Assembly.

ViSion

The Connecticut Academy will foster an environment in Connecticut where scientific and technological creativity can thrive and contribute to Connecticut becoming a leading place in the country to live, work and produce for all its citizens, who will continue to enjoy economic well- being and a high quality of life.

miSSion StAtement

The Connecticut Academy will provide expert guidance on science and technology to the people and to the State of Connecticut, and promote its application to human welfare and economic well being.

goAlS

• Provide information and advice on science and technology to the government, industry and people of Connecticut.

• Initiate activities that foster science and engineering education of the highest quality, and promote interest in science and engineering on the part of the public, especially young people.

• Provide opportunities for both specialized and interdisciplinary discourse among its own members, members of the broader technical community, and the community at large.

ConneCtiCut ACAdemy of SCienCe And engineering179 Allyn Street, Suite 512, Hartford, CT 06103

Phone or Fax: 860-527-2161e-mail: [email protected]

web: www.ctcase.org

pr e pa r i n g f o r co n n e c t i c u t e f · 2009-01-23 · vi c o n n e c t i c u t a c a d e...

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