Abstract
We argue that it is more appropriate to compare demand-side management (DSM) programs, rather than DSM technologies, with supply resources in electric utility integrated planning. To accomplish this, DSM technologies must be identified and screened for appropriateness in a given service territory. Then, the technologies must be converted into DSM programs and screened again for cost-effectiveness. The discussion of important features of this process in this paper is illustrated by the experiences of U.S. electric utilities. We conclude that not enough is known about 1. (1) mechanisms for effectively converting DSM technologies into DSM programs and 2. (2) the trade-offs between DSM program costs incurred by utilities and customer-participation rates.
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