Our annual budgets and two-year action plans are developed through a public process. Goals and activities are reviewed by the board of directors, advisory councils, Oregon Public Utility Commission, utilities and the public.
Our five-year Strategic Plan, market insights, each utility’s Integrated Resource Plan and other resource assessments serve as the primary building blocks.
An Integrated Resource Plan is how utilities plan for the energy supply their customers will need over the next 20 years. We work with the utilities to determine the amount of energy efficiency to achieve each year.
Additional information for the budget is drawn from renewable resource assessments and Northwest Power and Conservation Council studies.
Achieving the goals and strategies outlined in this year’s budget and action plan will result in:
Utility bill savings of $713 million for 2017 participants
Affordable energy at 3.0 cents/kWh and 31.3 cents/therm levelized
Jobs, wages and business income from bill savings recirculating in our local economy
Enough clean energy to power 46,000 homes and heat 14,000 homes with natural gas
Improved air quality by avoiding 4 million tons of carbon dioxide
Training and support for 2,400 local businesses, many of them small companies self-reporting they employ 12,400 people to work on Energy Trust projects
Revenues and Expenditures
In 2017, Energy Trust revenue sources are from a small charge on the utility bills of Portland General Electric, Pacific Power, NW Natural, Cascade Natural Gas and Avista customers:
2017 Expected Revenue
Our use of reserves in 2015 and 2016 enabled increased energy efficiency acquisition without significant new revenue. In 2017, the use of reserves is modest and revenues are on par with expected expenditures.
2017 Budgeted Expenditures
The budget and action plan are designed to meet annual energy-saving and renewable energy generation goals while effectively serving different customers ranging from small residential to large industrial. Annual energy-saving targets for each utility are also set during the budget process.
Increase outreach to eastern and southern Oregon, moderate-income households and small businesses, and recruit more business trade allies
Increase retail, direct installation and upstream approaches to serve more customers at lower costs
Expand informational resources for customers
Test and pilot new technologies and ideas:
Support new opportunities in irrigation modernization, wastewater treatment plants, the cannabis market and smart thermostats
Innovate for future savings through pilots and Northwest Energy Efficiency Alliance electric and gas market transformation activities
Identify any savings and generation opportunities in solar and storage, energy resilience, electric vehicles and other emerging areas
Roll-out full services to Avista natural gas customers, and respond to a rapidly changing LED market and any regulatory or policy shifts affecting solar incentives
Implement measure changes and modify approaches to serving residential customers
Continue stakeholder and customer outreach associated with the executive director transition
Improve our own operations:
Use data and analysis to improve program effectiveness, and enhance internal systems and processes to support positive customer experiences and cost savings
Take steps toward diversifying our workforce and staff development to serve a more diverse customer base
Maintain low staffing and administrative costs as a percentage of expenses