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Demand-Side Management
Demand-side management (DSM) refers to any policy that seeks to influence the demand for a good or service. DSM is practiced in both the public and private sectors, and can be used to either increase or reduce demand through direct or indirect methods. The use of DSM is most associated with regulated utility companies, most of which adopted tiered-pricing schemes during the 1980s to encourage energy conservation, but DSM is increasingly being used to address a wide range of capacity issues associated with sustainability. Building standards that require installation of dual-pane windows; purchase rebate programs for energy-efficient water heaters; moral suasion campaigns to reduce, reuse, and recycle; gasoline taxes; and turnpike tolls are all examples of DSM in practice.
Prior to the energy crisis of the 1980s, DSM policies were mainly associated with wartime rationing. Since that time, highly industrialized nations have all bumped up against capacity constraints either because demand increased faster than facilities could be built or because natural systems were being overtaxed, and as a result the use of DSM has become an increasingly common tool in the battle for sustainability.
DSM and Electric Utilities
Electric utilities were among the first to use DSM techniques to address capacity issues. Electric systems are expensive both to build and maintain. For much of the time, they operate below capacity, but to ensure reliability they are sized for those brief periods in the day and season when the network load is at its highest (peak). Depending on the geographic area, peak times may occur in summer or winter. Influencing the peak demand has proven an effective way for operators to manage the rate of network expansion and contain construction and operations costs while keeping electricity prices at affordable levels. Through DSM, utilities could avoid building what would be excess capacity for all but a few hours a day.
In their simplest forms, DSM programs are conservation campaigns exhorting consumers to switch off unnecessary lights and appliances, or to lower their thermostats. During the energy crisis of the 1970s when fuel prices were high, such programs proved effective in reining in consumer demand, but when oil prices began to fall, so did consumer resolve to conserve.
Incentive-based DSMs featuring tiered pricing were first introduced in the 1980s. Under these schemes (modified versions of which are still in use), residential and industrial consumers are charged a relatively low rate for the first tier of kilowatt hours they use. If they exceed this base usage, they pay an incrementally higher rate for the next tier and each successive tier. The increment may also increase—for instance, the difference between the first and second tiers may be an additional 1 cent per kWh, but the difference between the second and third tiers may be 3 cents per kWh. The tier rate may also be higher during one time of day as opposed to another, with rates typically being the highest during weekday business hours when demand tends to peak.
Some providers offer incentives for consumers to relinquish control of their thermostats to the utility during peak hours. Others offer incentives for consumers to install alternative energy systems. In some cases, utilities will reward consumers using alternative energy sources that can feed power to the grid by offering them discounted rates when they are using energy from the grid.
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