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Integrated resource planning differs from traditional utility planning practices primarily in its increased attention to demand-side management (DSM) programs and its integration of supply- and demand-side resources into a combined resource portfolio. This report details the findings from an Oak Ridge National Laboratory (ORNL) survey of 24 electric utilities that have well-developed integrated planning processes. These utilities account for roughly one-third of total capacity, electricity generation, and DSM-program expenditures nationwide. The ORNL survey was designed to obtain descriptive data on a national sample of utilities and to test a number of hypothesized relationships between selected utility characteristics and the mix of resources selected for the integrated plan, with an emphasis on the use of DSM resources and the processes by which they are chosen. The survey solicited information on each utility's current and projected resource mix, operating environment, procedures used to screen potential DSM resources, techniques used to obtain public input and to integrate supply- and demand-side options into a unified plan, and procedures used in the final selection of resources for the plan.
Integrated Resource Strategic Planning and Power Demand-Side Management elaborates two important methods - Integrated Resource Strategic Planning (IRSP) and Demand Side Management (DSM) - in terms of methodology modeling, case studies and lessons learned. This book introduces a prospective and realistic theory of the IRSP method and includes typical best practices of DSM for energy conservation and emission reduction in different countries. It can help energy providers and governmental decision-makers formulate policies and make plans for energy conservation and emission reduction, and can help power consumers reduce costs and participate in DSM projects. Zhaoguang Hu is the vice president and chief energy specialist at the State Grid Energy Research Institute, and the head of the Power Supply and Demand Research Laboratory in China.
Many utilities and nonutility parties (NUPs) across the country have tried a new approach to reaching agreement on Demand-Side Management (DSM) program design and policy issues. Through this, which is called the DSM collaborative process, parties who have often been adversaries in the past attempt to reach consensus rather than using traditional litigation to resolve differences. We examined nine cases of DSM collaboration involving 24 utilities and approximately 50 NUPs in 10 states. This is the first comprehensive, in-depth review and assessment of collaboratives and it allows conclusions to be drawn about the collaborative process and the factors that contribute to successful efforts of this type. Collaboratives are described in terms of four major contextual and organizational characteristics: regulatory and legal history, parties involved and parties excluded, collaborative scope, and the collaborative process itself.