Statewide 20092011 Energy Efficiency Portfolio: A resource for achieving Californias goals - PowerPoint PPT Presentation

Title: Statewide 20092011 Energy Efficiency Portfolio: A resource for achieving Californias goals


1
Statewide 2009-2011 Energy Efficiency Portfolio
A resource for achieving Californias goals

• March 13, 2009

2
Agenda

• Portfolio Development Strategies
• Policy Recommendations
• Mandated Scenario Implications
• DEER Adjustment Recommendations
• Portfolio Overviews
• SCE
• SDGE/SoCalGas
• PGE
• Statewide Programs Overview
• Local/Third-Party Programs Overview
• SDGE/SoCalGas
• SCE
• PGE

3
Portfolio Development Strategies

• Building Innovation
• Leveraging new technologies and smart meter
  information
• Comprehensive Solutions
• Utilizing whole building approaches and
  integrated DSM solutions
• Customer Demand
• Enhancing statewide outreach, education, and
  training
• Statewide Solutions
• Unprecedented consistency on statewide programs
• Financing
• Expanded on-bill financing and leveraging
  emerging sources (AB811)
• Codes and Standards
• Aggressive case studies, compliance efforts, and
  code enhancements

4
Extensive changes since first filing (Example)

• March Filing
• Agriculture
• Industrial
• Commercial
• Residential
• New Construction
• HVAC
• Government Partnerships
• Third Party
• Emerging Technologies
• Lighting Market Transformation
• Workforce Education and Training
• Zero Net Pilot Programs
• Codes and Standards
• Marketing Education and Outreach
• Statewide IDSM
• Local IDSM

• July Filing
• Agriculture
• Industrial
• Commercial
• Residential
• Crosscutting
• Integrated Audits
• Statewide Government Partners
• Local Government Partnerships
• Green Communities
• Innovator Pilots
• Third Party
• Emerging Technologies
• Workforce Education and Training
• Education and Training
• Zero Net Pilots
• Codes and Standards
• Marketing Education and Outreach

5
Policy Recommendations

• Portfolio success premised on adoption of
  requested policy changes
• Changes needed for a balanced portfolio that
  achieves CPUCs aggressive energy efficiency
  goals cost-effectively
• Use same assumptions to set goals, plan programs,
  and evaluate programs.
• Change some of the CPUC-approved assumptions
  based on alternative evaluation studies
• Use three-year goal, rather than cumulative since
  2004
• Do not include interactive effects on gas use

6
Policy Recommendations

• Changes needed to achieve short- and long-term
  goals of California and the CPUC
• Exempt Strategic Plan costs from the shareholder
  risk-reward incentive mechanism (RRIM).
• Assign IOUs credit for EE actions taken by
  customers who may be partially motivated by other
  influences.
• Extend maximum effective useful life to 30 years
  to encourage adoption of products with long-term
  savings.
• Changes needed to ensure a successful Portfolio
  (to be addressed in a separate proceeding)
• Utilize gross savings for calculating the Minimum
  Performance Standard and Performance Earnings
  Basis under the RRIM.
• Revise mid-cycle funding augmentation rules.

7
Implications of not adopting policy
recommendations

• Mandated scenario assumptions
• Use of cumulative goals and accounting
  methodologies
• Use of December 2008 Energy Division-approved
  ex-ante DEER values for 2009-2011 Planning
  Purposes
• Adjustments to 2004-2005 achievements based on
  the February 5, 2009 Energy Efficiency 2006-2007
  Verification Report (Verification Report),
  prepared by the Energy Division
• Adjustments to 2006-2007 achievements based on
  the Verification Report
• 2008 achievements adjusted by the average
  adjustment factor to its 2006-2007 achievements
  as shown in the Verification Report
• Adjustments to expected useful lives and other
  measures not covered by the Verification Report
  based on the December 2008 DEER
• Mandated scenario outcomes
• Impossible or nearly impossible to meet annual
  cumulative savings goals
• Requires abandonment of statewide consistency
• Significantly increases budget required to
  approach goal

8
Proposed Revisions to DEER 2008

• The IOU Proposed Program Plans presented several
  key changes to DEER 2008 that are essential to
  deliver a broad-based cost-effective portfolio of
  programs and measures.
• Other minor changes include slight NTG
  adjustmentsbased on CPUC-approved EMV
  studies--to varying measures and programs
  throughout the portfolio.

9
Overview SCE Portfolio
10
SCE Energy Efficiency Application March 2009
Budget and Savings
SCE 2009-2011 Budget 1,343
million TRC 1.82

• Notes
• Proposed Program Plans based on 3-year cumulative
  2009-2011 goal only.
• Includes impacts that SCE expects to be installed
  in 2009-2011 does not include impacts forecasted
  to be installed in 2012-2015.

11
Overview SDGE and SoCalGas Portfolios
12
July 2008 Application SDGE and SoCalGas
13
March 2009 Preferred Scenario SDGE and SoCalGas
14
March 2009 Mandated Scenario SDGE and SoCalGas
15
Overview PGE Portfolio
16
Changes from July filing
17
Mandated scenario Projected savings and goals
18
Proposed portfolio Projected savings and goals
19
Rebalanced portfolio Projected savings and goals

• Proposed rebalancing under mandated scenario
• To avoid residential interactive effects,
  significant reduction in residential activity,
  including refrigerator/freezer recycling, plug
  load, lighting, and low-income measures.
• To maintain portfolio Total Resource Cost ratio,
  50 reduction of ET budget and elimination of key
  programs aimed at Strategic Plan goals (New
  Construction, HVAC, Lighting Market
  Transformation, ZNE Pilots, Green Communities,
  and Innovator Pilots).

20
PGE 2009-2011 proposed portfolio budget (
millions)
21
Statewide Programs
22
Residential

• Guiding principles
• Offer specific and comprehensive energy
  solutions target consumers and market actors to
  encourage uptake of energy efficient equipment
  and encourage shift to whole house solutions.
• Sub-programs
• Home Energy Efficiency Survey Help participants
  understand their energy use, how use varies
  seasonally, and how use compares with other
  households provides information/referrals to EE
  programs, water conservation efforts, DR, and
  LIEE.
• Residential Lighting Incentives Provide
  incentives that greatly reduce the cost of basic
  CFL EE lighting. More than 370 retailers at over
  2,700 store locations expected to participate.
• Advanced Consumer Lighting Provide incentives
  that greatly reduce the cost of advanced EE
  lighting products, including specialty CFLs,
  LEDs, cold cathode, and high-efficiency
  incandescents.
• Home Energy Efficiency Rebates Offer education
  and rebates to encourage installation of EE
  household appliances and equipment. Guides
  customers to explore other DSM opportunities
  offers point-of sale (POS) rebates, and
  coordinates with water agencies when possible.
• Appliance Recycling Pick up inefficient
  appliances from residential dwellings and
  businesses and prevents their continued operation
  by recycling items in an environmentally safe
  manner.
• Business and Consumer Electronics Provide
  incentives and support to retailers to increase
  the stocking and promotion of high-efficient
  electronic products, including computers,
  computer monitors, cable and satellite set-top
  boxes, televisions, and smart power strips.
• Multifamily Energy Efficiency Rebates Provide
  equipment rebates to owners and tenants of
  multifamily properties, including apartment
  buildings, condominium complexes, and mobile home
  parks.
• Whole-House (local flavor at each utility)
• SCE Offer comprehensive improvement packages
  tailored to the needs of each home and its owner.
  Use DSM marketing approaches. Train various
  types of contractors how to use "house as a
  system" principles to diagnose and remediate
  homes.
• SDGE/SoCalGas See SDGE and SoCalGas local
  programs.
• PGE Pilot program expands incentives,
  marketing, contractor field support, and quality
  assurance to demonstrate the practicality of
  building the infrastructure and market for
  comprehensive home retrofits.

23
Residential links to the Strategic Plan

• Goal 1 Encourage a whole-house approach to
  energy consumption
• Present comprehensive solutions developed to
  reach energy consumers across Californias
  diverse climates, cultures, and demographic
  segments.
• Goal 2 Manage plug load energy use
• Through the Business and Consumer Electronics
  sub-program, incorporate measures that yield
  energy savings and several that enhance consumer
  ability to manage energy use.
• Goal 3 Transform the residential lighting
  industry
• Through Advanced Lighting sub-program, foster
  continued penetration of increasingly complex
  lighting solutions.
• Collaborate with Lighting Market Transformation
  to promote the development of ultra-high
  efficiency lighting technologies.

24
Commercial

• Guiding principles
• Offer a suite of products and services to
  overcome market barriers to adopting active
  energy management.
• Deliver products and services aimed at providing
  integrated energy management solutions.
• Target numerous sub-segments distribution
  warehouses, office buildings, hotels, motels,
  restaurants, schools, universities, colleges,
  healthcare, retail facilities, high technology
  (biotechnology and clean technology facilities),
  and entertainment centers, as well as smaller
  customers
• Sub-programs
• Non-Residential Audits Provide Basic,
  Integrated, and Retro Commissioning (RCx) Audits
  that yield technical and financial information on
  project opportunities to help customers develop
  short- and long-term energy plans.
• Calculated Provide standard incentives and
  comprehensive technical/design assistance for
  customized and integrated EE/DR projects in new
  construction, retrofit, and RCx projects. This is
  the preferred approach for supporting the
  integrated, whole system, and multi-resource
  management initiatives of the Strategic Plan.
• Deemed Provide deemed rebates (fixed incentive
  amounts per unit or measure) that offer an
  easy-to-use, cost-effective mechanism to
  encourage adoption of mass market efficiency
  measures.
• Continuous Energy Improvement (CEI) Provide a
  toolkit of planning and other resources,
  including analysis, benchmarking, goal setting,
  project implementation support, performance
  monitoring, and energy management certification
  to help highly motivated customers shift from a
  project-to-project approach toward continuous
  improvement. In support of the Strategic Plan,
  sets the stage for non-energy resource
  integration.
• Direct Install Offer free energy system
  retrofits to qualifying small business customers.

25
Commercial links to the Strategic Plan

• Goal Increase the uptake of integrated solutions
• Offer customers integrated solutions.
• Develop an active cooperation network among the
  different stakeholders, such as corporate and
  local managers, OSHPD, engineering firms, service
  companies, architects, and vendors.
• Goal Support new energy efficiency delivery
  methods
• Drive expanded involvement of the California
  Commissioning Collaborative in developing
  statewide measurement and verification protocols
  and professional training/accreditation programs
  for the RCx industry
• Publish baselines, best practices, and
  calculation tools to disseminate information and
  help customers select energy efficient solutions.
• Goal Develop financing and funds leveraging
• Offer on-bill financing.
• Create new incentives for on-peak demand
  reduction resulting from retrofits and RCx.
• Goal Increase the availability of advanced
  products
• Offer both financial incentives and technical
  assistance for advanced systems.
• Work closely with Emerging Technologies (ET) to
  bring new technologies through development to the
  market.
• Goal Create a green workforce
• Support the development of new and innovative
  programs for commercial trade schools.
• Engage various industry and energy-wise
  stakeholders to expand their current knowledge
  and coordinate education/training opportunities
  through the Workforce Education and Training
  (WET) program.
• Goal Make ZNE commercial buildings a reality
• Facilitate benchmarking and constant improvement
  by supporting the initiative recently launched by
  DOE and Lawrence Berkeley National Laboratory.
• Continue leadership position in the national
  Office of the Future Consortium.

26
Industrial

• Guiding principles
• Partner with industry, trade allies, and others
  to promote integrated IDSM solutions, including
  analysis of EE, DG, and DR opportunities.
• Focus on significant opportunities to improve EE
  of industrial process systems. Major electric
  equipment pumps, motor systems and compressed
  air systems. Major gas equipment industrial
  boilers and process heating.
• Target several customer types industrial
  manufacturing (industrial, fabrication and
  process) oil and gas extraction and refining
  and water supply, water treatment and wastewater
  treatment.
• Sub-programs
• Non-Residential Audits
• Calculated
• Deemed
• Continuous Energy Improvement

27
Industrial links to the Strategic Plan

• Goal Support industry adoption of EE by linking
  to other resource goals
• Develop an interagency framework that combines EE
  incentives with other resources to achieve
  measured performance improvements in management
  of multiple resources, including water, air
  quality, GHG emissions, and energy efficiency.
• Undertake an initiative with the food processing
  industry, under the Agriculture program.
• Goal Build market value and demand for
  continuous improvement in industrial efficiency
• Offer CEI, which helps companies meet GHG
  emission reductions targets through a supported,
  structured program based on best practices.
• Develop wide recognition for company CEI efforts
  through third-party certification.
• Goal Provide centralized EE technical and
  public policy guidance
• Create a clearinghouse of technical knowledge
  that provides industry personnel access to
  information on emerging technologies and
  industry-specific research.

28
Agricultural

• Guiding principles
• Partner with industry, trade allies, and others
  to promote IDSM solutions, including analysis of
  EE, DG and DR opportunities.
• For agriculture, target growers (crops, fruits,
  vegetable, and nuts), greenhouses, post-harvest
  processors (ginners, nut hullers, and associated
  refrigerated warehouses), and dairies.
• For food processing, target fruit and vegetable
  processors (canners, dryers, and freezers),
  prepared food manufacturers, wineries, and other
  beverage manufacturers.
• Sub-programs
• Non-Residential Audits
• Calculated
• Deemed
• Continuous Energy Improvement
• Pump Efficiency Services Offer pump tests,
  repair incentives, and targeted education,
  training, and technical support for customers and
  pump companies to overcome key informational,
  technical, and financial barriers to pump
  optimization.

29
Agriculture links to the Strategic Plan

• Goal Develop knowledge base of efficiency
  solutions
• Coordinate with others to develop statewide
  agricultural market characterization that
  considers integrated energy opportunities use
  the findings to support baseline data and metrics
  to set targets and show progress.
• Goal Collect data on key programs and measures,
  best practices
• Inventory technical information, best practices,
  CEI resources, emerging technologies data, tools,
  and programs for use on the statewide Energy
  Design Resources website and the EE agriculture
  clearinghouse.
• Goal Ensure workforce has information and
  training necessary to apply efficiency solutions
• Identify priority topics, resource needs, and
  industry partners for key WET initiatives and
  coordinate with the national ANSI Superior Energy
  Performance standards development towards
  workforce certification.
• Goal Set framework for agriculture to attain
  multi-resource management goals
• Work with agencies and industry to establish a
  task force empowered to coordinate strategies and
  goals assess the potential for integrated
  approaches conduct an initiative to support
  understanding of integration opportunities.
• Goal Coordinate technical assistance, funding,
  and incentive mechanisms
• Work with agencies, utilities, industry, and
  private banking to assemble a list of incentives,
  resources, funds, grants, loan products, and
  federal stimulus monies to support EE and other
  resource management objectives.
• Goal Resolve metrics for embedded energy in
  water savings
• Work with the CPUC, water resources boards, and
  others to resolve metrics around embedded energy
  in water conveyance and treatment.
• Explore opportunities for saving energy on-site
  related to water (heating, cooling, pumping, and
  treating water).

30
New Construction

• Guiding principle
• Continue to transform Californias residential
  and nonresidential new construction markets
  consistent with the Strategic Plan.
• Sub-programs
• Savings by Design
• Engage and partner with architects, engineers,
  designers, and building owners early in process
  to foster design of buildings with superior
  energy efficiency.
• Provide holistic design assistance for potential
  whole-building projects.
• Offer incentives to owners for installing EE
  measures and to design teams for incorporating EE
  into their building projects.
• Help build the foundation for the zero net energy
  buildings.
• Residential New Construction
• Encourage single- and multi-family builders to
  construct residences that exceed Californias
  T-24 energy efficiency standards by at least
  15 percent by providing incentives, technical
  education, design assistance, and verification.
• To align with the Strategic Plan, target an
  interim goal of helping bring 50 percent of
  residential new construction to Tier II by 2011
  and 100 percent of residential new construction
  to net zero by 2020.

31
New Construction links to Strategic Plan

• Goal Commercial new construction will
  increasingly embrace zero net energy
• Offer tools, expertise, and financial incentives
  to support long-term energy efficiency
  improvements.
• Provide training and education to design
  professionals and architects to accelerate design
  practices towards ZNE.
• Establish a Path To Zero campaign to create
  demand for high efficiency buildings.
• Support the voluntary portions of the Green
  Building Initiative, as well as the mandates in
  the government sector, through improved new
  construction in the commercial sector
• Support efforts to enhance public understanding
  of AB 32 by relating the carbon reduction effects
  of energy efficiency programs to program
  participants.
• Goal Residential new construction will deliver
  ZNE performance for all new single-family and
  multifamily homes by 2020
• Work with the ZNE Pilot program to raise plug
  load efficiency, focus on whole-house solutions,
  drive occupant behavior through in-home
  monitoring and visual display tools, and leverage
  market demand for green building standards.
• Coordinate with demand response programs, ET, and
  the New Solar Homes Partnership to achieve
  Strategic Plan goals.

32
Lighting Market Transformation

• Guiding principle
• Provide a central force for coordinating efforts
  and formalizing processes to speed the
  development, market introduction, and public
  acceptance of advanced and emerging lighting
  technologies.
• Sub-programs
• Lighting Technology Advancement Formalize the
  IOU process for rapidly introducing advanced
  solutions to the marketplace, continually improve
  current IOU lighting programs across all market
  sectors, and develop and test innovative new
  program strategies to advance market
  transformation.
• Lighting Education and Information Address the
  need for more accessible information on lighting
  technologies across all market sectors and among
  installation contractors and IOU staff.
• Lighting Market Transformation Enable IOUs to
  identify gaps in strategies for different
  technologies and create data-driven solutions
  that inform and leverage EE programs implementing
  transformation strategies for each lighting
  technology.

33
Lighting Market Transformation links to Strategic
Plan

• Goal Drive continual advances in lighting
  technology
• Work with equipment manufacturers to develop
  specifications for high-quality equipment.
• Raise public awareness and demand for advanced
  lighting technologies by providing access to
  information and educational resources.
• Goal Create demand for improved lighting
  products
• Develop appropriate incentive packages link to
  other EE programs for incentive delivery.
• Goal Continuously strengthen standards
• Encourage manufacturers to incorporate efficiency
  gains into equipment specifications.
• Goal Coordinated phase out of utility incentives
  for CFL purchases
• Through a market research component, clearly
  define an end-game for this technology while
  exploring opportunities to incorporate emerging
  lighting technologies into new and existing
  programs.
• Goal Ensure environmental safety of CFLs and
  other lighting solutions
• Include messaging on appropriate disposal methods
  for lighting technologies.

34
HVAC

• Guiding principles
• Help create sustained profitability for HVAC
  trade allies that provide the value-add of
  installing and maintaining EE heating and cooling
  systems by ensuring
• HVAC technology, equipment, installation, and
  maintenance are of the highest qualityand
  quality practices are requested by customers.
• The HVAC value chain is educated and understands
  their role in EE and peak load reduction.
• Sub-programs
• Upstream HVAC Equipment Incentive Offer
  incentives to distributors who sell qualifying
  high efficiency HVAC equipment.
• Technologies and System Diagnostics Advocacy
  Provide advocacy to optimize and speed market
  introduction of direct expansion
  (DX)/vapor-compressionbased cooling products.
• Commercial Quality Installation Offer incentives
  to contractors who complete installations
  according to industry standards (for packaged
  HVAC systems, with rated capacity up to
  760,000 Btu/h).
• ENERGY STAR Residential Quality Installation
  Offer incentives to homeowners with systems
  installed according to EPA guidelines (for
  central air conditioning and air-source heat pump
  systems with rated capacity up to 65,000 Btu/h).
• Residential Quality Maintenance and Commercial
  Quality Maintenance Development Pending analysis
  showing cost-effectiveness, develop a residential
  and a small commercial program to implement
  continuously improving OM that captures savings
  and provides a high ROI to customers, thus
  driving market transformation.
• HVAC Workforce Education and Training Deliver
  education and training opportunities at all
  levels of the HVAC value chain based on a needs
  assessment to determine industry skill gaps,
  identify opportunities for collaboration with
  existing HVAC education and training
  infrastructure, and implement recommendations
  needed to close gaps at all levels of the
  industry.

35
HVAC links to Strategic Plan

• Goal Create and launch a statewide quality
  installation and maintenance (QI/QM) brand
• Evaluate the viability of a California-specific
  brand leverage the ENERGY STAR brand equity as
  appropriate make branding materials available to
  contractors for promotion.
• Goal Provide expanded QI/QM training
• Support full training of HVAC service
  technicians use feedback mechanisms to
  continually evaluate technician performance.
• Goal Implement contractor accreditation program
• Support HVAC WET efforts to increasing the
  level of technician certification.
• Goal Accelerate whole-building educational
  opportunities
• Create pathways for HVAC contractors to evolve
  into whole-building contractors by partnering
  with private and public community colleges and/or
  universities to develop the appropriate
  curriculum.
• Goal Pursue regional climate-optimized equipment
  standards
• Work with WCEC/CEC and other appropriate parties
  to continue engagement in federal proceedings.
• Goal Accelerate market penetration of advanced
  technologies
• Partner with manufacturers to encourage
  development of climate-appropriate EE equipment.
• Goal Prioritize in-field diagnostic approaches
• Support PIER studies of existing diagnostic and
  verification approaches to obtain information to
  target future efforts based on quantifiable
  energy efficiency benefits.

36
Codes and Standards

• Guiding principle
• Adopt much more stringent and comprehensive
  energy codes and standards, especially for
  buildings, and encourage improved code compliance
  and enforcement to prevent the loss of gained
  ground over time.
• Sub-programs
• Building Codes Advocacy Save energy for
  customers by advocating changes to code-setting
  bodies to strengthen EE regulations and improve
  compliance with existing regulations.
• Appliance Standards Advocacy Save energy for
  customers by advocating changes to
  standards-setting bodies to strengthen EE
  regulations and improve compliance with existing
  regulations.
• Compliance Enhancement Support proactive
  building departments that seek general
  improvements to operations and compliance
  improvement processes.
• Reach Codes Develop and support reach codes
  (locally adopted ordinances that exceed statewide
  minimum requirements).

37
Codes and Standards links to Strategic Plan

• Goal Continually strengthen and expand building
  and appliance codes and standards as market
  experience reveals greater efficiency
  opportunities and compelling economic benefits.
• Continue to expand Title 24 building and Title 20
  appliance efficiency regulations through improved
  research to identify current code and compliance
  shortcomings, new technologies and processes, and
  latest thinking on breadth (scope) and depth
  (stringency) of possible standards.
• Develop aggressive proposals to accelerate
  regulations for both Title 20 appliance
  efficiency standards and Title 24 building
  standards.
• Support leading activities, such as statewide
  reach standards (e.g., codes that include
  California Green Building Standard) and the
  coordinated development and adoption of advanced
  local government ordinances.
• Coordinate with both internal and external
  organizations on an ongoing basis, including
  voluntary programs and national standards
  organizations.

38
Emerging Technologies

• Guiding principle
• Enhance customer participation in demand-side
  resources by undertaking activities to increase
  energy efficiency market demand and technology
  supply.
• Program Elements
• Technology Assessments Evaluate new or
  underused EE technologies (products, tools,
  services, etc.) to test performance claims and
  overall effectiveness in reducing energy
  consumption and peak demand.
• Scaled Field Placements Place an appropriate
  number of technologies at various customer sites
  to provide stakeholders positive first-hand
  experience leading to gaining market traction and
  potentially gain market information.
• Demonstration Showcases Initiate projects to
  expose stakeholders to various measures via
  real-world applications and installations,
  potentially leading to adoption.
• Market and Behavioral Studies Increase
  qualitative and quantitative understanding of
  customer perceptions, customer acceptance of new
  technologies, and market readiness and potential
  for new measures.
• Technology Development Support Identify
  targeted opportunities to develop forward looking
  product specifications, make lab testing
  facilities available to companies, or develop
  standard testing protocols to encourage private
  industry to develop emerging technologies.
• Business Incubation Support Offer training and
  networking for entrepreneurs and companies that
  provide energy-saving technologies to increase
  and improve technology supply over the mid- and
  long-term.

39
Emerging Technologies links to the Strategic Plan

• Goal Drive continual advances in technologies in
  the building envelope
• Scan, screen, and execute ET projects
  communicate findings to external stakeholders to
  advance EE technology adoption.
• Host input sessions to promote exchange of
  knowledge, perspectives, and ideas.
• Goal Progressively increase Title 24 building
  standards and Title 20 appliance standards
• Identify targeted opportunities to develop
  standard test protocols for energy efficient
  products.
• Expand IOU capabilities to include a laboratory
  dedicated to testing ZNE solutions.
• Goal Promote effective decision-making to create
  widespread demand for energy efficiency measures
• Perform primary IDSM-related market and behavior
  studies to enhance market intelligence of
  customer needs and decision triggers.
• Identify targeted opportunities to establish
  product baseline performance levels, including
  home labeling.
• Goal Manage research into new/advanced
  cost-effective innovations to reduce energy use,
  including research into plug loads and advanced
  lighting
• Scan sources for measures that could help IOUs
  meet customer needs and achieve energy savings,
  demand reduction, and other IDSM targets.
• Look for targeted opportunities to provide
  customer contacts for testing and focus groups.
• Look for targeted opportunities to make
  expertise/knowledgeable personnel available as
  resources to product developers.

40
Workforce Education and Training

• Guiding principles
• Expand important cross-cutting IOU function to
  not only educate and train current workers, but
  also prepare future workers toward performing
  jobs needed to help achieve Californias energy
  savings and clean energy goals.
• Continuously initiate and facilitate ongoing
  dialogue with market and education sector
  stakeholders to define, introduce, and drive
  long-term solutions to establish EE and DSM
  education and training at all levels of
  Californias educational system.
• Sub-programs
• Workforce Education and Training (WET)
  Centergies Facilitate WET appropriate to
  achieve energy savings, demand reductions, and
  related initiatives primarily through IOU Energy
  Centers. Support the Statewide Building Operator
  Certification Training Partnership, which
  improves and maintains Californias EE green
  collar building workforce.
• Workforce Education and Training Connections
  Work with the entry- and intro-level
  community-based training efforts to emphasize
  education curricula that inspire interest in
  energy careers and emerging technologies, and
  prepare a skilled energy workforce.
• Workforce Education and Training Planning Manage
  and execute several strategic statewide planning
  tasks and projects, such as needs assessment and
  DSM Web-portal, to deliver mechanisms that
  facilitate statewide coordination and synergies
  towards the achievement of long-term workforce
  development goals.

41
WET links to the Strategic Plan

• Goal Incorporate EE and DSM into traditional
  contractor and technician training and expand
  training resources to produce target numbers of
  trained workers
• Coordinate with partners to expand/establish and
  disseminate EE training curricula and related
  career development programs.
• Provide training of trainers and shared training
  curricula through established partnerships with
  community colleges, technical/trade schools, and
  apprenticeship programs.
• Goal Create or expand college and university
  programs with energy focus and foster green
  campus efforts
• Coordinate with partners to expand extension
  programs focused on EE, sustainability, and green
  technologies and facilitate expansion of green
  degree programs.
• Collaborate with UC/CSU and community colleges to
  bring expanded focus on EE to students and
  faculty.
• Goal Develop K-12 curriculum to include EE
  fundamentals and identify career options in
  energy-related fields
• Provide age-appropriate information/curricula on
  career paths and linkages between K-12 and
  community colleges in energy-related fields
• Coordinate with the Dept. of Education to discuss
  how curricula on EE fundamentals, GHG issues, and
  global climate change can reach students to
  identify green career options in energy-related
  fields.
• Goal Identify goals and strategies to build
  Californias EE workforce through 2020, focusing
  on increased participation from minority,
  low-income, and disadvantaged communities
• Continue 20-year partnership with Community
  Services Department to expand training. Expansion
  could include minor home repair skills, gas
  safety, building envelope diagnostics, and home
  energy audits.
• Work with city projects (e.g., Rising Sun in
  Berkeley, CACTUS in San Jose, Silicon Valley
  Power).
• Work with disadvantaged communities to do
  training programs that prepare workers for
  participation in energy and resource efficiency.

42
Marketing, Education, and Outreach

• Guiding principles
• Increase consumer awareness and participation in
  DSM activities and encourage behavior changes
  that save energy, reduce GHG emissions, and
  support clean energy solutions.
• Move consumers through a transitional process
  from awareness to attitude change to action.
• Sub-programs
• Statewide Marketing and Outreach Give ratepayers
  education, information, and tools needed to take
  action to improve EE. Provide information
  resources on purchasing EE products and services,
  as well as conservation and EE behavior changes.
• Strategic Plan Activities Create branding,
  segmentation, and social marketing activities to
  serve as key components of the assessment/creation
  of a statewide marketing and outreach plan, as
  envisioned in the Strategic Plan.

43
MEO links to the Strategic Plan

• Goal Establish a recognizable and trustworthy
  brand for Californias EE and DSM consumer
  products and services
• Enlist a branding expert to assess the equity in
  the current energy statewide brand and determine
  need for a new brand.
• Assess whether brand should encompass related
  initiatives, such as California Solar Initiative
  and the Global Warming Solutions Act.
• Goal Use statewide segmentation research to
  develop energy efficiency and DSM marketing
  messages that promote action
• Conduct statewide segmentation research to better
  understand the attitudinal, behavioral,
  demographic, and psychographic differences of
  Californias diverse population.
• Evaluate terminology commonly associated with
  energy efficiency/conservation to construct
  marketing messages that are simple, clear,
  relevant, and actionable.
• Goal Apply social marketing techniques to build
  awareness and change consumer attitudes
• Explore social and behavioral marketing
  approaches that provide consumers with an
  emotional reason to permanently adopt energy
  efficiency and conservation behavior.
• Goal Develop a web portal with information on
  EE, GHG reductions, and IDSM
• Develop a statewide EE/DSM web portal to engage
  private industry and business initial
  development will be geared to the energy
  efficiency/DSM industry and policy makers.

44
Statewide DSM Coordination and Integration

• Guiding principle
• Encourage programs that integrate the full range
  of DSM options, including EE, DR, and DG, as
  fundamental to achieving Californias strategic
  energy goals.
• Overview
• Working in full collaboration, Energy Division
  and IOUs will establish a Statewide IDSM Task
  Force to fashion two specific IDSM strategies
  identified in the Strategic Plan stakeholder
  coordination and new technologies.
• The IDSM Task Force will coordinate closely with
  local program teams, local utility integration
  and EMV teams, and the statewide MEO team to
  ensure a consistent approach and gain/share
  knowledge from statewide and local marketing and
  outreach efforts.

45
Statewide IDSM links to the Strategic Plan

• Goal Carry out integrated marketing of DSM
  opportunities across all customer classes
• Adopt marketing integration plans by sector,
  streamline IDSM outreach, coordinate integrated
  marketing with AMI deployment, and offer
  audit/assistance for IDSM.
• Goal Conduct integrated DSM deliver pilots
  across sectors
• Propose and launch program IDSM pilots, testing
  capabilities and effectiveness.
• Goal Develop IDSM programs across resources
• Establish the Statewide Task Force to develop and
  implement a blueprint for integration and
  associated metrics.
• Goal Promote development and support of
  technologies that enable/facilitate IDSM
• Assess integrating-enabling technology use
  findings to develop guidance document for further
  development and prioritize relevant technologies
  in RDD and ET programs.

46
SCEs 2009-2011 EE PortfolioLocal and
Third-Party Programs
47
SCE 2009-2011 EE Local 3rd Party Programs
Structure
48
Energy Leader PartnershipsSCE Local Programs
Crosscutting

• ELP will assist local governments to overcome
  barriers to energy efficiency and become leaders
  for DSM in their communities.
• Overview The Partnerships will help local
  governments lead by example by first addressing
  efficiency and DSM opportunities within their
  own facilities and then working together to
  effectively outreach to the broader community.
  The Partnerships will also assist LGs in
  responding to CLTEESP objectives, including
  improving code compliance, identifying financing
  options and supporting greenhouse gas reduction
  strategies.
• 2009-2011 Energy Leader Partnerships include

49
Institutional and Government Core EE
PartnershipsSCE Local Programs Crosscutting

• Institutional and Government Partnerships assist
  institutions to overcome barriers to energy
  efficiency and implement cost effective DSM
  programs that result in both short and long term
  energy savings.
• Overview These partnerships will address
  operational, technical, and financial barriers
  unique to these large, often complex,
  institutions. Partnership support will include
  incentives, technical support, education and
  policy support. The partnerships will include an
  integrated DSM delivery approach. In addition,
  the partnerships will be leveraged to share best
  practices statewide and will include education
  and training to key personnel in state or local
  governments and agencies or educational
  institutions.
• 2009-2011 Institutional and Government Core EE
  Partnerships include

50
On-Bill Financing for CustomersSCE Local
Programs Nonresidential

• Financial Solutions Program
• Provide unique financing solutions for
  non-residential customers, and explore financing
  options for residential energy efficiency.
• Overview
• On Bill Financing will be offered to small
  commercial customers, and Government and
  Institutional customers
• Residential financing mechanisms, including
  leveraging AB 811, will be explored
• The EE Loan program will seek to connect
  borrowers with lenders for mid- and large- sized
  commercial energy efficiency projects
• A Financial Task Force will be created to
  identify new avenues for using financing to move
  the residential and business energy efficiency
  market toward Californias ZNE goals

51
Integrated Demand Side Management PilotSCE Local
Programs Nonresidential

• IDSM Pilot for Food Processing Program
• Deliver integrated EE and DR solutions to the
  Food Processing and Refrigerated Warehouse
  customer segments.
• Overview
• Will combine traditional energy efficiency
  retrofits and upgrades with strategies to help
  customers manage their energy use during peak
  periods
• Approach will develop an integrated EE/DR
  application to enhance the customer experience
  and facilitate comprehensive DSM solutions

52
Marketing Outreach to CustomersSCE Local
Programs Residential Crosscutting

• On-line Buyers Guide Program
• The On-line Buyer's Guide is a new service to
  provide residential customers with one web-based
  source of information and tools to support energy
  efficiency practices and program participation.
  The guide will include technical information, a
  product database, a savings calculation tool, a
  shopping guide, rebate program information, and
  retailer information for products.
• Integrated Marketing Outreach Program
• Integrated Marketing Outreach focuses on
  providing integrated demand-side management
  solutions to customers. This program will
  generate awareness of its integrated DSM
  solutions through the use of ongoing seasonal
  marketing campaigns, the Mobile Energy Units,
  events outreach, and enhancements to sce.com.
  Market intelligence will provide an improved
  ability to customize and target marketing and
  outreach efforts.

53
Achieving Nonresidential Market PotentialSCE 3rd
Party Programs Nonresidential

• SCEs Nonresidential 3rd Party Programs will
  leverage 3rd party implementers to specifically
  target traditionally under-penetrated market
  segments and subsegments.
• Overview
• Targeted to Commercial, Industrial, or
  Agricultural customer segments and subsegments.
• 3rd parties will work with in-house delivery
  channels to maximize customer value.
• Programs will offer the same measures as the
  statewide Commercial, Industrial, and
  Agricultural programs to enhance consistency of
  savings, incentives, and application processing,
  thereby enhancing the customer experience and
  promoting more comprehensive solutions.

54
SCE 3rd Party Programs Nonresidential (cont.)
55
SCE 3rd Party Programs Crosscutting

• SCEs 3rd Party Crosscutting Programs include a
  suite of programs that will provide comprehensive
  packages of DSM solutions to maximize customer
  value and energy performance utilize innovative
  approaches towards the achievement of Zero Net
  Energy in residential and commercial buildings
  and continue SCEs fair and transparent
  solicitation process for 3rd party implementation
  and program support in 2009-2011.
• Overview
• Pilot innovative approaches to achieve ZNE goals.
• Continue to expand opportunities for early
  intervention in new construction.
• Leverage existing programs and incentives.
• Mainstream best practices into resource programs
  as applicable.

56
Comprehensive Delivery to CustomersSCE 3rd Party
Programs Residential

• SCEs Residential 3rd Party Programs provide a
  comprehensive suite of energy management
  solutions to residential customers. These
  programs tailor to meet the unique energy needs
  of homes and home owners.
• Overview
• Performance-based approach to encourage the
  owners of affordable housing properties to employ
  energy efficiency measures.
• Highly targeted residential energy efficiency
  marketing, outreach, education and training
  program specifically targeted to the low and
  middle income Vietnamese, Indian, Chinese and
  Korean speaking SCE customers.
• Provide incentives and other support to promote
  comprehensive improvement packages.
• Screen, and trains qualified residential repair,
  renovation and HVAC contractors.

57
SDGE and SoCalGas Local Programs
58
Partnership Programs

• Local Institutional Partnerships
• Objective is to reduce energy usage through
  facility and equipment improvements, share best
  practices, and provide education and training to
  key personnel in state or local governments and
  agencies or educational institutions.
• Local Government Partnerships
• Designed to reach local governments ranging from
  service provider to supporter to equal partner.
  Governments increasingly engage in strategic
  planning for GHG reduction not only in their
  facilities (represented in the municipal GHG
  inventory) but also in the community (analyzed in
  the community GHG emissions inventory).
• Palm Desert Energy Partnership Demonstration
  Program (SoCalGas)
• Designed to encourage residential and business
  customers to purchase energy efficient equipment
  and focus on activities based on a segmented
  market in conjunction with SoCalGas and SCE EE
  portfolio of programs.

59
Integrated DSM Programs

• Micro Grid Comprehensive Energy Efficiency
  Delivery Pilot (SDGE)
• Comprehensive pilot investigate improving the
  reliability of delivering electricity by
  providing local generation to select substation.
  This will be a concentrated effort on
  implementing all cost effective energy efficiency
  measures within the locus of customers served by
  the selected substation, cutting across the Low
  Income, Residential and Non-Residential sectors.
  In addition to energy efficiency (EE), there will
  be significant activity to increase penetration
  of our demand response (DR) programs, as well as
  supporting the placement of renewable sources of
  power and clean, efficient distributed
  generation.
• Sustainable Communities Case Studies Program
• Designed to enable market transformation
  resulting in measurable energy efficiency,
  integrated demand response, distributed
  generation, renewables and natural resource
  savings while optimizing long term ecological,
  social and economic health of California. It
  accomplishes this by comprehensively integrating
  the vertical development (buildings and their
  components) with the horizontal development
  (land and utility and transportation
  infrastructure) over the full planning horizon.
• Strategic Development and Integration
• Includes customer segmentation and targeted
  program development and the integration of EE/DSM
  and emerging high efficiency technologies coupled
  with innovative and comprehensive program design
  and theory.
• Customer Energy Network (component of Home Energy
  Efficiency SurveyResidential EE Program)
• SDGE is proposing a pilot project that will
  evaluate the latest developments in in-home
  automated control/monitoring technology that
  leverages our Smart Meter infrastructure and
  optimizes residential energy use. As part of
  this Smart Meter leveraging effort, we are
  proposing funding, through the Home Energy
  Efficiency Survey program, for a that will allow
  customers to release their energy usage data to a
  3rd party of their choice for display on-line on
  their computers homepage to better track and
  manage their energy use. An example of this
  service is Googles PowerMeter discussed at
  http//www.google.org/powermeter/

60
Other Local Programs

• On-Bill Financing Program and other financing
  options
• Available to participating customers who install
  comprehensive projects are eligible to receive a
  full rebate or incentive from the participating
  programs and to finance the balance of
  comprehensive, qualified energy efficiency and
  demand response measures. Features
  Interest-free, unsecured loans Non-Institutional
  customers Loans offered per meter from
  5,000-100,000 with a maximum five year loan
  term Institutional customers Loans offered per
  meter from 5,000- 250,000, with a maximum loan
  term of ten years or useful life of measure(s)
  (whichever is shorter) Monthly payment on a term
  loan is billed on the participating customers
  utility bill.
• Exploring potentially partnering with financial
  institutions to offer Energy Efficiency (Green)
  Loans and also Renewable Loans to small
  commercial businesses to supplement the on-bill
  financing option.
• SDGE proposes the development of a Green Energy
  Systems (GES) program to which SDGE would
  have the ability to own or finance these large
  energy systems for on behalf of customers who
  cannot finance the project.

61
Other Local Programs

• Comprehensive Home Performance Program
• Delivers comprehensive energy efficiency
  improvement packages tailored for both the home
  resale and home modeling markets.
• Solicits, screens, and trains qualified
  residential repair and renovation contractors to
  assemble capable contracting teams and perform
  whole-house diagnostics, propose a comprehensive
  energy efficiency improvement package, and
  complete the improvements. Contractors will
  receive an incentive for formal home diagnostics,
  post retrofit quality assurance testing and
  reporting data on all jobs.
• Includes marketing activities to help educate
  customers on whole-house improvements and will
  provide leads for trained and experienced
  contractors. Incentives and available financing
  options will be provided to help offset the
  initial homeowners cost for the energy efficiency
  improvements.
• Local Non-Residential Program (BID)
• Provides customized incentive program to fit the
  unique needs of non-residential customers.
  Includes customer pilot projects.
• Local Kitchen Learning Center (SDGE)
• Provides an opportunity to offer education and
  training services on various aspects of food
  service facility design, maintenance and
  operations (seminars, design consultations and EE
  site audits)

62
SDGE Third-Party Programs

• Appliance Recycling
• Business Energy Assessment (also known as Energy
  Challenger)
• 20 Cooler
• CHEERS New Construction Advanced Rating
• Comprehensive Industrial Energy Efficiency
• Comprehensive Manufactured and Mobile Home
• M2M Hot Water HVAC Controls for Restaurants
• Healthcare Energy Efficiency
• K-12 Energy Efficiency Education
• K-12 Private Schools and Colleges Audit and
  Retrofit
• Lodging Energy Efficiency Program
• Residential HVAC Tune-up/Quality Installation of
  New Equipment (also known as AC TIMe)
• Multi-Family Less than 39 Units Retrofit
• Mobile Energy Clinic for Furniture Stores,
  Restaurants, and Small Retail and Service
  Facilities
• Nonresidential Heating, Ventilating, and Air
  Conditioning (HVAC) Tune-up Quality Installation
  Program (Premium Efficiency Cooling)
• Portfolio of the Future
• Smart Controls for Pools and Spas
• Electric Resistant Heating
• Retrocommissioning (RCx)

• Hot Water Control with Continuous Commissioning
  (SaveGas)
• Energy Efficient Water Pumping
• California Sustainability Alliance
• Community Language Efficiency Outreach (CLEO)
• Energy Challenger
• PACE Energy Savings Project (PACE Energy
  Efficient Ethnic Outreach Program)
• Gas Cooling Retrofit
• HERS Rater Training Advancement
• LivingWiseTM
• Multi-Family Direct Therm Savings
• Multi-Family Solar Pool Heating