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California Energy Efficiency Strategic Plan CEESP

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Title: California Energy Efficiency Strategic Plan CEESP


1
California Energy Efficiency Strategic Plan
(CEESP)
  • Workshops on Draft Plan
  • February 21 (San Diego)
  • February 22 (Los Angeles)
  • February 27 (San Francisco)

2
Energy Efficiency Strategic Planning Process
PROCESS
Nov 5
Nov/Dec 2007
Jan 2008
Feb/Mar/Apr 2008
May 2008
  • Workshops and webinars conducted
  • Groups develop content of sector plans and
    cross-cutting proposals
  • CPUC holds pre-hearing conference to launch
    Strategic Plan Process
  • 4 Sectors and 8 cross-cutting themes established
  • Writers receive input reports from sector groups
  • Conveners and IOU Leads present to writers
  • Writers create the Draft Strategic Plan
  • IOUs submit draft Strategic Plan on 2/8/08
  • IOUs hold public workshops in Feb.
  • IOUs collect comments on draft Strategic Plan
  • IOUs submit final Strategic Plan 5/15/08
  • IOUs submit individual 2009-2011 Energy
    Efficiency Portfolios on 5/15/08
  • COMMERCIAL
  • CPUC, IOUs, Conveners, Stakeholders

Public Workshop San Francisco
  • RESIDENTIAL
  • CPUC, IOUs, Conveners, Stakeholders

HVAC
Public Workshop Los Angeles
Revise Draft Plan
Marketing, Education and Outreach
Workforce Education Training
Low Income
Emerging Tech./Codes Standards
DSM Integration
Local Government
Integration / Writing
  • AGRICULTURE
  • CPUC, IOUs, Conveners, Stakeholders

Public Workshop San Diego
  • INDUSTRIAL
  • CPUC, IOUs, Conveners, Stakeholders

HVAC Big Bold Energy Efficiency Strategy spans
Residential and Small Commercial sectors
3
Background Plan upholds other key EE efforts in
California
  • Energy Action Plan Places energy efficiency
    first in the loading order of utility resources
  • Integrated Energy Policy Report (IEPR)
    Recommends California set out on a path to
    achieve all economic energy efficiency
  • 2006-2008 portfolio Will produce an estimated
    2.7 billion in net resource benefits a 2-to-1
    return on the efficiency investment
  • Current Legislation AB32, AB2021, Low Income,
    CSI, Energy Independence and Security Act of
    2007, and National Action Plan for Energy
    Efficiency
  • Decision (07-10-032) directs IOUs to develop this
    Draft California Energy Efficiency Strategic Plan

4
Statewide Energy Efficiency Strategic Plan
Objective
  • Everything is at www.californiaenergyefficiency.co
    m
  • Objective EE is Business as Usual in
    California by 2020
  • Integration EE, DR, CSI, Low Income, and other
    DSM offerings
  • Innovation Accelerate new efficient products
    and practices
  • Collaboration Expand collaboration across
    energy stakeholders across California and the
    Western U.S.
  • Directional Long-term focus on market
    transformation and codes standards with
    near-term EE policy rule changes Lead to next
    generation EE programs
  • Aspirational Strategic plan objectives are not
    goals utilities will not be held responsible for
    attainment
  • Todays Workshop
  • IOU team will introduce each sectors and issues
    vision and strategies of the draft Strategic Plan
  • We welcome your comments after this brief
    presentation

5
Fundamental change in energy efficiency is
required for California Permanent Market
Transformation
  • Push-pull strategies
  • Incentives include rebates, innovative or
    discounted financing, and/or non-financial
    support. Carrots that help pull consumers into
    EE.
  • Codes Standards mandate max. energy consumption
    levels for buildings, appliances /or equipment.
    Sticks that push builders manufacturers.
  • Education Information inform consumers others
    about energy use opportunities associated with
    energy efficiency. Including labeling,
    benchmarking, internet-based comparisons,
    professional and trade materials, school
    curricula, peer-to-peer exchanges and other
    resources.
  • Market Transformation is both a cross-cutting
    strategy and a desired end-point.
  • Price and Rate Design can incent or inhibit
    energy efficiency and demand-side management
    actions. It is often called getting prices
    right.
  • Emerging Technologies rely on research,
    development, demonstration and/or deployment to
    move energy-efficient products and developments
    from the lab bench into the commercial
    marketplace.

6
Relationships Between the Strategic Planning
Process
7
Long Term Planning
  • The Plan is a living document and will change
    based on market, policy, and technological
    conditions
  • The goals and vision of the Plan can only be
    achieved through continual incorporation of
    efficiency gains into Codes Standards and
    increasing commercialization of cost-effective
    energy efficiency services and collaboration/suppo
    rt from all stakeholders
  • The Long Term Planning Process will include
  • A screening and analysis process to fully address
    all the key actors and strategies
  • An annual Summit to review activities from the
    previous year, outline near-term actions and
    showcase exemplary accomplishments
  • The California Energy Efficiency Alliance (CEEA)
    as a forum to leverage national and statewide
    efforts

8
Long-Term Planning Vision and Approach
LONG-TERM PLANNING
  • Vision California will have a long-term energy
    efficiency planning process that includes all
    principal stakeholders and defines strategies and
    goals supported by each stakeholders short,
    medium and long-term plans and actions.
  • Approach
  • Enroll more key stakeholders prior to initiating
    the planning cycle.
  • Complete data development and collection efforts,
    including market assessment and potential.
  • Complete data analysis and modeling efforts
    including addressing costs, cost-effectiveness,
    rate and consumer cost impacts, and risk/benefits
    of strategies to properly select and prioritize
    activities and funding sources.
  • Conduct public workshops.
  • Discuss commitments with key participants
    responsible for funding or implementing
    strategies.
  • Prepare draft Plan for review by key stakeholders.

9
Commercial Vision and Goals
COMMERCIAL
  • Vision Commercial buildings will be put on a
    path to zero net energy by 2030 for all new
    buildings and for many existing ones. Innovative
    technologies and practices will dramatically grow
    in use in the coming years through a combination
    of technology development, financing and
    incentives, Codes Standards and market pull.
  • Goals
  • All new construction building starts and a
    significant number of existing buildings will be
    zero net energy by 2030.
  • The HVAC industry is transformed to yield optimal
    performance for systems used by commercial
    consumers.
  • Markets provide both demand pull and supply
    push for zero net, and ultra low, energy
    buildings.
  • Utility programs are integrated and provide price
    signals, financing mechanisms other incentives
    for owners/managers builders/producers of
    zero-energy buildings
  • CPUC, IOUs, CEC, et al use the vision statement
    as basis for long-term strategic planning
    actions, assuring other market participants of
    their goals and intents thru 2030.

10
Commercial Sector Overview
  • Commercial sector consumes 38 of California
    electricity and over 1/4 of natural gas
  • Major end uses lighting (35), space
    conditioning (29) and refrigeration (13) plug
    loads (e.g. copiers, printers) are fast-growing
    consumer
  • Diverse sector office buildings only 25 of
    sectors electricity use, retail is 15,
    restaurants and food stores at 9 each
  • Drivers for energy efficiency include
  • CPUC Big Bold initiative All new comml
    buildings to be zero net energy by 2030
  • CPUC Big Bold initiative small comml and
    resid. HVAC to be transformed
  • Most commercial buildings are regulated by Title
    24 building code
  • Key challenges to be overcome include
  • Getting builders/developers, owners, tenants to
    embrace zero net energy
  • Existing buildings, especially inland ones, are
    biggest challenge
  • Bringing new materials and technologies to bear
    on the challenge
  • Aligning state and local policies and regulations
    with the goals
  • Most of comml space is leased, and owners and
    tenants have different perspectives
  • Success will require coordination with other
    sectors in many cross-cutting areas

10
11
Commercial Actions and Strategies (1 of 2)
COMMERCIAL
12
Commercial Actions and Strategies (2 of 2)
COMMERCIAL
13
Residential Vision
RESIDENTIAL
  • Vision Residential energy use will be
    transformed by 2020. Current and new channels of
    energy delivery will be strongly leveraged.
    Demand-side management (DSM) services will be
    fully integrated. Consumers will demand and the
    market will provide highly efficient products and
    services that will dramatically reduce energy
    usewith no loss of comfort or equipment
    efficacycreating a win for the economy, the
    environment and society.

14
Residential Overview
  • Homes account for about one-third of California
    electricity and natural gas use
  • Electricity is used for lighting (22) and
    equipment including consumer electronics
  • Gas is used mostly for space and water heating
    (44 each)
  • Drivers for energy efficiency include
  • CPUC Big Bold initiative All new homes to be
    zero net energy by 2020
  • CPUC intermediate goal 50 of new homes to meet
    Tier II standards by 2011
  • Growing public awareness of the need to address
    climate change
  • Key challenges to be overcome include
  • Changing the mindset of home builders and buyers
    to embrace zero net energy
  • Bringing new materials and technologies to bear
    on the challenge
  • Aligning state and local policies and regulations
    with the goals
  • Addressing these and other challenges
    successfully in the short time available
  • Success will require coordination with other
    sectors in many areas including
  • Workforce, Education Training Marketing,
    Education Outreach
  • Emerging Technologies Codes Standards
  • DSM Coordination Integration Local Governments
  • Transformation of small HVAC

14
15
Residential Strategies and Actions (1 of 2)
RESIDENTIAL
Utilities refers to IOUs and POUs.
16
Residential Strategies and Actions (2 of 2)
RESIDENTIAL
17
Agriculture Vision
AGRICULTURE
  • Vision Energy efficiency and renewable energy
    resource development will support the long-term
    profitability and stability of California
    agriculture, including through increased
    profitability, support of AB32 compliance, and
    support of renewable energy goals.

18
Agriculture Sector Overview
  • Agriculture accounts for about seven percent (7)
    of California energy consumptionmore if
    embedded energy of irrigation water is counted
  • Consumption is concentrated in irrigation,
    process heat and refrigeration end uses
  • The CPUC excluded the water-energy nexus in
    agriculture from this Plan
  • Key drivers for agricultural energy efficiency
    are
  • Climate change, including AB 32 compliance
  • Increasing reliance on ground water resources
    with higher lifting costs
  • Increasing global competition, requiring lower
    production costs
  • Key challenges to energy planning in the sector
    include
  • Lack of consistency in energy data across utility
    and government sources
  • Increasing regulatory attention to energy, air
    and water implications of agriculture, leading to
    potential for conflict in policy goals, programs
    and outcomes
  • Planning for agricultural energy efficiency must
    be coordinated with other sectors in at least
    three areas
  • Workforce Education Training
  • Marketing, Outreach Education
  • Emerging Technologies

18
19
Agriculture Strategies and Actions
AGRICULTURE
19
20
Industrial Vision and Goals
INDUSTRIAL
  • Vision California industry will be vibrant,
    profitable and embrace resource efficiency as a
    competitive advantage.
  • Goal The primary goal for industry is to
    minimize the energy intensity of products
    produced in California.

20
21
Industrial Overview
INDUSTRIAL
  • Industry consumes approximately 51,000 GWh of
    electricity (4,700 MW) and 730,000 MCF of natural
    gas annually.
  • Drivers for energy efficiency include
  • AB32 Compliance Rules, in particular early
    actions.
  • Regulatory uncertainty
  • Growing public awareness of the need to address
    climate change
  • Key challenges to be overcome include
  • Production takes priority over energy efficiency
  • Resource limitations (people, capital)
  • Aligning state and local policies and regulations
    with the goals
  • Lack of qualified assistance and information
  • As multi-state/national, reducing production is
    an acceptable answer to regulation
  • Success will require coordination with other
    areas including
  • Workforce, Education Training
  • Emerging Technologies
  • DSM Coordination Integration

21
22
Industrial Strategies and Actions (1 of 2)
INDUSTRIAL
22
23
Industrial Strategies and Actions (2 of 2)
INDUSTRIAL
23
24
Heating, Ventilation, and Air Conditioning
(HVAC) Vision and Goals
HVAC
  • Vision Residential and small commercial HVAC
    will be transformed to ensure that technology,
    equipment, installation and maintenance are of
    the highest quality to promote energy efficiency
    and peak load reduction in Californias climate.
  • Goals
  • Higher quality installation and maintenance,
    resulting in part from increased consumer
    awareness and training for HVAC technicians
  • More consistent and effective compliance,
    enforcement and verification of existing building
    standards
  • Development and widespread deployment of new air
    conditioning technologies optimized for the needs
    of Californias climate, and of system
    diagnostics that can detect and report HVAC
    equipment problems, and
  • Shifting building industry design and
    construction to integrated building performance
    as a standard practice.

25
Heating, Ventilation and Air Conditioning
Overview
  • Major end use in California, but installation and
    maintenance are unsatisfactory
  • Central AC in 95 of new homes on hot summer
    days is 30 of peak power demand
  • 15-50 of central air conditioning systems were
    not being properly installed leading to 20-30
    increase in the peak energy needed and 30
    increase in carbon emissions
  • Drivers for energy efficiency include
  • CPUC Big Bold initiative small comml and
    resid. HVAC to be transformed
  • Meeting Calif.s peak demand becoming
    increasingly difficult and expensive
  • Climate change, peak/reliability
  • Key challenges to be overcome include
  • Developing and deploying technologies suited to
    Calif.s climate, esp. hot, dry areas
  • Federal regulations and national industry doesnt
    focus on hot, dry performance
  • Transforming practices of HVAC contractors and
    individual technicians
  • Consumers not aware of cost or importance of poor
    installation/maintenance
  • Pursuing peak reductions simultaneously with
    efficiency gains
  • Success will require coordination with other
    sectors areas including Residential, Comml,
    MEO, WET, Emerging Technology and Codes
    Standards

25
26
HVAC Actions and Strategies
HVAC
27
Codes and Standards Vision
CODES AND STANDARDS
  • Vision A broad range of aggressive and
    continually improving energy Codes Standards
    will be adopted to greatly accelerate the
    widespread deployment of zero-net and highly
    efficient buildings and equipment. The
    effectiveness of Codes Standards will be
    enhanced by improved code compliance as well as
    coordinated voluntary efficiency activities.
  • Several elements of better Codes Standards
    performance
  • Greater stringency in the underlying codes
  • More comprehensive coverage of end uses,
    including plug loads and building operations
  • Better enforcement and compliance
  • More sophisticated analytics regarding whole
    buildings and measures
  • Improved understanding of energy decision makers
    and their response to market interventions.

28
Codes Standards Overview
  • Probably the most effective and important EE
    policy tool
  • CEC Calif. CS saved consumers gt 56 billion in
    elec. natl gas costs since 78 averted 15
    large powerplants. Current ones to save another
    23B by 13. (2007 IEPR)
  • Buildings are primarily regulated at state level
    by Calif. Title 24 code appliances/equipment
    primarily regulated at federal level, but also by
    Calif. Title 20
  • CS more effective and used in resid. comml
    sectors and HVAC than in industry or ag.
  • Key considerations regarding Codes Standards
  • Major attribute CS are mandatory (but
    compliance varies) then become standard
    practice
  • Major limiters CS are better suited for
    eliminating worst performers than incenting best
    performers mandatory nature can create
    resistance
  • Part of the Market Transformation spectrum, along
    with voluntary EE programs policies
  • Key challenges to be overcome include
  • Multiple players inc. CEC, US DOE, plus
    legislature/Governor and Congress/Pres.
  • Compliance is already significant concern, and
    more so if/as CS ratchet up
  • Code will need re-aligning from reduction to
    zero-based to meet zero net energy goals
  • Optimally reconciling with other regulatory
    regimes (e.g. AB32)

28
29
Codes Standards Actions and Strategies (1 of 2)
CODES STANDARDS
30
Codes Standards Actions and Strategies (2 of 2)
CODES STANDARDS
31
Demand-Side Management (DSM) Coordination and
Integration Vision
DSM COORDINATION AND INTEGRATION
  • Vision All demand-side management programs are
    coordinated and, as appropriate, integrated to
    increase the penetration of energy efficiency and
    avoid lost opportunities.
  • Coordination/Integration can be pursued at two
    levels
  • Energy efficiency, conservation, demand response,
    demand reduction, and on-site generation.
  • Energy, water, regulated greenhouse gases.
  • Integration/Coordination offers generally
    accepted opportunities for greater benefits
    through synergy and by avoiding lost
    opportunities
  • Integrating across technologies and/or objectives
    is not easy
  • Administrative boundaries inhibit consistent
    goals and complicate funding
  • Knowledge and training gaps limit the number of
    people qualified to identify integrated measures
  • Differences among DSM objectives may lead to
    inconsistent/undesired results (e.g. increase
    electricity use to reduce waste to achieve water
    quality requirements).

31
32
DSM Coordination Integration Actions and
Strategies
DSM COORDINATION INTEGRATION
32
33
Workforce Education Training Vision
WORKFORCE EDUCATION TRAINING
  • Vision By 2020, Californias workforce is
    trained and engaged to provide the human capital
    necessary to achieve Californias economic energy
    efficiency and demand-side management potential.
  • WET focuses on workforce issueseducating and
    training people to perform the jobs needed to
    reach Californias clean energy goals.
  • A significant barrier to increased EE activity is
    a shortage of human resources trained and
    motivated to identify and implement EE technology
    and operations improvements.

33
34
Workforce Education Training Actions and
Strategies (1 of 2)
WORKFORCE EDUCATION TRAINING
34
35
Workforce Education Training Actions and
Strategies (2 of 2)
WORKFORCE EDUCATION TRAINING
35
36
Marketing, Education, and Outreach Vision
MARKETING, EDUCATION, AND OUTREACH
  • Vision Californians are engaged as partners in
    the states energy efficiency, demand-side
    management and clean energy efforts for 2009 and
    beyond with the dual goals of informing them of
    the importance of energy efficiency, and their
    opportunities to take action.
  • MEO actions create and maintain a consumer
    culture that understands, accepts and pursues the
    financial and environmental benefits of EE.
  • Motivating consumers to continue to engage in
    increasing levels of EE practices and purchases
    is limited by the belief of many consumers that
    they are already doing everything they can.
  • MEO must both motivate and inform on an ongoing
    basis to a consumer population that is diverse
    (and will continue to be diverse) in level of
    knowledge and level of motivation.

36
37
Marketing, Education Outreach Actions and
Strategies (1 of 2)
MARKETING, EDUCATION OUTREACH
37
38
Marketing, Education Outreach Actions and
Strategies (2 of 2)
MARKETING, EDUCATION OUTREACH
38
39
Emerging Technologies Vision
EMERGING TECHNOLOGIES
  • Vision Technology advancement related to energy
    use has matchedor even eclipsedthe consumer
    electronics industry in innovation, time to
    market and consumer acceptance.
  • In this plan, Emerging Technologies addresses
    technology at all points along the development
    continuum, from the lab to the market-- and
    includes operations.
  • In addition, it includes social science research
    as it affects market demand for technology,
    acceptance of new technology and operational
    practices.
  • To achieve the 2020 goals requires new technology
    as well as information and training to integrate
    and operate existing cutting edge technologies to
    maximize their EE benefits.
  • This requires clear, consistent and effective
    efforts to target the broad range of RDD
    activities to supporting EE goals.

39
40
Emerging Technologies Actions and Strategies (1
of 2)
EMERGING TECHNOLOGIES
40
41
Emerging Technologies Actions and Strategies (2
of 2)
EMERGING TECHNOLOGIES
41
42
Roles of Local Governments Vision and Goals
LOCAL GOVERNMENT
  • Vision By 2020, all of Californias local
    governments will be operating within an energy
    efficiency and renewable resource environment
    that is characterized by integrated state
    approaches, local engagement and cooperation, and
    informed energy action.
  • Local engagement and cooperation. Cities
    counties can actively engage EE GHG issues, and
    participate in local regional EE initiatives
  • Informed energy action. Cities counties can
    aggressively pursue EE goals and work w/ their
    utilities for community outreach to impact
    constituents energy usage
  • Best practices and education. Government
    buildings infrastructure can show-case EE best
    practices. Professional licensing examinations
    should include an energy component for inspectors
    contractors licensing.
  • Integrated state approaches. Cities counties
    can pursue their energy efficiency policies more
    effectively if state agencies actions become
    better integrated across demand-side options.

43
Roles of Local Governments Overview
  • Some 600 Local Governments in Calif. with great
    diversity
  • (local government refers primarily to cities
    and counties also there are also important roles
    for regional government, metropolitan planning
    organizations, school districts, special
    districts and MOUs.)
  • Key challenges to be overcome include
  • Changing the mindset of home builders and buyers
    to embrace zero net energy
  • Bringing new materials and technologies to bear
    on the challenge
  • Aligning state and local policies and regulations
    with the goals
  • Addressing these and other challenges
    successfully in the short time available
  • Many roles for Local Government re EE,
    including

43
44
Roles of Local Governments Actions and
Strategies (1 of 3)
LOCAL GOVERNMENT
45
Roles of Local Governments Actions and
Strategies (2 of 3)
LOCAL GOVERNMENT
46
Roles of Local Governments Actions and
Strategies (3 of 3)
LOCAL GOVERNMENT
47
Low Income Energy Efficiency (LIEE) Vision
LOW INCOME
  • Vision To provide all eligible consumers the
    opportunity to participate in the LIEE programs
    and to offer those who wish to participate all
    cost-effective energy efficiency measures in
    their residences by 2020.
  • (same as adopted by the CPUC)

48
Low Income Energy Efficiency Overview
  • The CPUC has adopted a vision for LIEE
  • To provide all eligible consumers the
    opportunity to participate in the LIEE programs
    and to offer those who wish to participate all
    cost-effective energy efficiency measures in
    their residences by 2020
  • The Commission also has directed a fresh look at
    LIEE to consider an expanded role as an energy
    resource
  • 30 (5.5 million) IOU residential customers
    qualify for LIEE programs
  • The LIEE strategies presented in this draft Plan
    are preliminary
  • Planning for LIEE started late due to timing of
    the CPUC LIEE Decision (12/24/07)
  • LIEE planning is ongoing and will catch up by
    filing of the final Plan (5/15/08)
  • Expanding the role of LIEE as an energy resource
    may have particular implications for certain
    strategies operating across sectors, including
  • Marketing, Education Outreach
  • DSM Coordination Integration
  • Local Governments

48
49
Low Income Energy Efficiency Actions and
Strategies
LOW INCOME
50
Energy Efficiency Policy Issues Key Policy
Challenges
POLICY CHALLENGES
51
Energy Efficiency Program Planning Process
PLANNING DEADLINES
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