Final Report: California HVAC Action Plan Status Action Plan... · Final Report: California HVAC Action Plan Status 2 1. Report Summary Purpose & Method of the Report This report

Final Report: California HVAC Action Plan Status


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Table of Contents 1. Executive Summary ......................................................................................... 1

2. Report Summary .............................................................................................. 2 Purpose & Method of the Report ................................................................................... 2 Key Recommendations ..................................................................................................... 3 Goal-Level Summary Observations: Progress, Barriers and Needs ........................ 5 Systematic Observations on Goals Progress ....................................................... 9

3. Status of HVAC Action Plan Goals ........................................................... 10 Next Steps ....................................................................................................................... 10

Appendices

Appendix A: Progress Report: California HVAC Action Plan ........................................ A-1 Appendix B: HVAC Action Plan – Detailed Status Summary ......................................... B-1


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Executive Summary The success of California’s Energy Efficiency Strategic Plan depends on taking action to achieve long-term and sustainable changes in the way Californians use energy. The HVAC Action Plan is an important driver of this change, because air conditioning is the dominant end use contributing to California’s summer peak electric load and consequently has a significant impact in how much electricity is procured and transmitted across California’s power grid.

As authors of the Strategic Plan, the California Public Utilities Commission is interested in determining progress toward the Goals of the HVAC Action Plan, as are the state’s investor owned utilities (IOUs) and many HVAC industry stakeholders. That progress is the subject of this report. This report is intended primarily as a tool to assist stakeholders in accelerating progress towards “transforming” California’s HVAC market. For that reason, most attention in the report is directed at areas of the HVAC Action Plan where the researchers and writers believe there are needs and opportunities for improvement. At the same time, it is important to recognize that there has been great progress on many different fronts. Although the Plan is imperfect and in need of change, the report shows that many significant policy and technology improvements have been made. Among the most quantifiable developments are: simplification of certain Title 14 compliance forms; development of a Fault Detection and Diagnostics (FDD) Roadmap; the beginning of an ASHRAE Special Projects Committee focused on FDD; preparation of a whitepaper making specific recommendations on what is needed to achieve market transformation for quality HVAC installations; and the creation of an industry-wide inventory of available technician certifications and the Knowledge, Skills and Abilities (KSAs) that these certifications address. Many achievements discussed in this report were the result of a concerted effort of various committees within the Western HVAC Performance Alliance (WHPA) while others were the result of industry-led activities. In addition to the specific achievements identified herein, perhaps the greatest overall achievement is that there is now a more consistent and purposeful discussion about HVAC energy efficiency that can be traced to the leadership of the CPUC and its release of the California Energy Efficiency Strategic Plan which led to the creation of the WHPA and the HVAC Action Plan.


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1. Report Summary

Purpose & Method of the Report This report was written to provide information on progress toward the goals of the HVAC Action Plan, which is one of the sector-based Action Plans prepared under the overarching and aspirational California Energy Efficiency Strategic Plan (Strategic Plan). The anticipated audience for the report includes IOU HVAC program staff, California Public Utilities Commission staff, and potentially other informed and interested stakeholders. This report does not describe either the Strategic Plan or the HVAC Action Plan, assuming that the reader is familiar with those documents and/or can access them for reference at: http://www.performancealliance.org/. Practically, while most readers will want to use this report as a time-sensitive reference—a “2012 snapshot” of the progress on those particular Strategies and programs they are interested in—it is also important to scan the high-level summary conclusions in the front sections and consider these recommendations as a means to move forward with a more impactful HVAC Action Plan. Explanations of many of the Strategies and context for progress within those Strategies have not been provided; in many cases this report reads as a “status checklist” for which the authors beg the reader’s forgiveness. The information used to compile this report was tracked and recorded over much of 2012. The team collected and reported in on the status of HVAC Action Plan Goals, Strategies, Milestones, Champions, Key Actions, Timeline, and progress from the Strategy level to the Key Action level based on input from a variety of sources including the Western HVAC Performance Alliance Committees, Subcommittees and Working Groups, IOU program managers, and other active stakeholders (e.g. CEC, ASHRAE, etc.). The team maintained a list and status of Priorities for the Future for each Strategy and kept records of suggested changes to elements of the HVAC Action Plan. The tracking method and record system were reviewed and approved by PG&E.

For progress tracking, the HVAC Action Plan framework itself served as the reporting template. At the highest level, the Action Plan’s goals are:

1) Improve Code Compliance; 2) Quality HVAC installation and Maintenance; 3) Whole Building Design, and 4) New HVAC Technologies and System Diagnostics.


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Minimal reporting on the four Goals reflects the Action Plan’s almost exclusive focus at the Strategy level. Therefore, most of this report’s detail (see “Progress of HVAC Action Plan Goals – Detailed Report Sections” below) is contained in the summary progress reports provided for each of the 20 discrete strategies that make up the four primary goals. Each progress report includes, (1) a brief Strategy-level summary narrative; (2) a status review table with Milestone, Key Action, Timeline and Champion status compared with targets provided in the original report, and (3) comments on each of the Priorities for the Future.

Key Recommendations

Nine priority recommendations were developed based on many conversations with stakeholders queried for this report and through the experiences of the consulting team’s engagement as management staff for the WHPA – an organization that embraces the HVAC Action Plan as its guiding document. These priority recommendations were pulled from a larger list of 25 recommendations, which were summarized in an HVAC Action Plan Progress Report submitted to PG&E in November 2012. (The reader is referred to Section B: Observations/Recommendations for the HVAC Action Plan of this Progress Report, which is included in its entirety in Appendix A.) The nine recommendations below were determined by the WHPA staff team to be the most important actions needed to support forward movement of the HVAC Action Plan.

1. Definitively establish who/what entities truly ‘own’ the HVAC Action Plan and what authority that ownership carries1. 2. Design and facilitate an education and engagement process with the WHPA Council of Advisors (COA), preparing that group to oversee implementation of the HVAC Action Plan. As a part of this process, the COA should be engaged in the revision of the plan (next item), in order to secure their commitment to the Plan and that duty. 3. Determine what the process should be to update and revise or completely

overhaul the HVAC Action Plan. 4. WHPA Key Initiatives should be closely integrated with the HVAC Action Plan Strategies, Milestones and Key Actions. The WHPA Key Initiative process might be managed to address issues that come up in between Action Plan updates. This change could be added as part of a revision of the Action Plan.

1 A revision to the Charter document, which governs the WHPA, was recently adopted by the Executive Committee on April 17, 2013. This Charter assigns responsibility for oversight of the HVAC Action Plan to the Council of Advisors; however, the details of this oversight responsibility remain undefined as of the writing of this report.


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5. Determine who will evaluate whether progress is being made on the

HVAC Action Plan and specifically how that will be measured. Devise a better method for measuring, reporting and illustrating ‘Progress To Date’ in the HVAC Action Plan, focused on the higher-level goals of the CPUC Strategic Plan. 6. Establish objective means for determining whether progress is being made

on code compliance. As a first step, perform research to establish current compliance rate baselines so progress can be measured. 7. The 2013-2020 timeframe associated with Future Priorities listed in the

HVAC Action Plan is not useful given that a number of current Milestones and Key Actions will not be accomplished in 2012, 2013, or perhaps longer. Reframing Future Priorities into annual, mid-term (3-5 years) and long-term goals (+5 years) will provide a more effective framework to define the objectives that need to be accomplished and to track progress towards those objectives. New Future Priorities will naturally emerge, but continuously shifting goals and priorities are problematic when not managed. The HVAC Action Plan owner should move to a process that intentionally and periodically defines and sets goals; reviewing the current goals; deciding which goals to keep, which to update /revise, and which to abandon. Then, immediately assign or reassign resources to goals as a tool to implement the strategy. 8. Reopen discussions related to “QI and QM branding” with the purpose of

focusing additional attention on the original intent of this CEESP/HVAC Action Plan goal, which was to accentuate/draw attention to/increase the perceived market value of existing ANSI-accredited HVAC standards and/or other existing brands, e.g. “Energy Star Residential HVAC Installation”, in the minds of manufacturers, distributors, engineers, contractors, technicians and end users. The word “branding” and the sizable costs associated with any branding effort, e.g., “Energy Upgrade California,” appear to have distracted from the task at hand and opportunities for more strategic and impactful collaboration between HVAC industry groups who support these standards and IOUs marketing efforts have failed to materialize. 9. Document important HVAC developments and progress being made in

the private sector that are relevant to the Strategic Plan. Integrate them in the HVAC Action Plan.


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Goal-Level Summary Observations: Progress, Barriers and Needs In reviewing progress reports on the 20 Strategies that make up the HVAC Action plan, it is clear that significant progress has been made in some goals and strategies, but little progress in others. In the progress reports, a number of significant observations or outcomes stood out – including both progress and barriers. These observations and outcomes, as well as several significant needs are presented in summary form below. It is important to note that not all of the 20 Strategies had notable findings. Goal 1 - Improve Code Compliance - Strategy Highlights:

Strategy 1-1: Develop Streamlined Local Government HVAC Permitting Systems Including Online HVAC Replacement Permitting

• Progress: A statewide Codes & Standards Taskforce has been created. The CPUC is developing a Codes & Standards Action Plan.

• Progress: Private sector efforts have been made to streamline the permit process through pilot programs in the Imperial Valley.

Strategy 1-3: Replace Title 24 (T-24) Current Optional Quality Control Requirements with Mandatory Requirements

• Progress: The Compliance Committee reviewed CEC 45 day language and provided comments.

• Progress: There are ongoing discussions between the Compliance Committee and senior CEC codes and standards staff; Compliance Committee will review proposed T-24 HVAC forms.

• Barrier: T-24 options and requirements are not sufficient to ensure QI in the field without extensive code official and contractor workforce education and training (WE&T), far beyond what is currently being offered or planned in California.

• Barrier: Industry QI standards (e.g. ACCA and SMACNA) need to be reconciled with each other and with T-24 to ensure consistency.

Strategy 1-4: Develop Affordable Standards and Quality Compliance Solutions

• Barrier: Future Priority - Track Permit Activity: Serial number tracking has been addressed in the WHPA Compliance Committee and has been taken off the near term priority list for further Committee action, because it is opposed by HARDI, ACCA, AHRI, and others. No near term progress is expected on this. However, in order to quantify how activities are improving compliance rates, a statewide process/system to track permit activity is required. Currently there is no known baseline compliance rate nor is it fully understood how well systems installed without a permit are performing in comparison to code requirements.


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Goal 2 - Quality Installation And Maintenance - Strategy Highlights:

Strategy 2-1: Create a Statewide Quality Installation and Maintenance (QI/QM) Brand That Will Be Attached To Systems/Installations/Contractors That Meet Quality Standards

• Progress: The IOUs have launched QI and QM programs based upon ANSI-accredited HVAC Standards such as ACCA Standard 5, ACCA Standard 9, ACCA Standard 4, ASHRAE/ACCA Standard 180. Web-searches (Google, Bing, Yahoo, etc.) on such terms as “HVAC Standard 180”and “HVAC Quality Maintenance” position IOU programs among the top few results. Searches on these same terms also position the WHPA website among the top listings.

• Barrier: Each IOU has adopted its own name for these programs and the standards themselves (their histories, their significance of ANSI accreditation, their benefit to consumers, etc.) are of secondary importance at QI and QM program websites, in program marketing material, and in program training.

• Need: There is a need for a statewide champion for increasing market knowledge of and market power for ANSI accredited installation and maintenance standards, as well as prestigious and hard to earn HVAC industry credentials/certifications (also the intent of the QI/QM Branding goal). The WHPA Marketing Committee was to serve this purpose but has not been able to sustain momentum. It should be re-launched under new leadership and attempt to enlist the participation of one or more IOU marketing professionals who work in different divisions than HVAC program personnel.

Strategy 2-3: Develop and Provide Expanded QI/QM Training For Contractors, Technicians, and Sales Agents

• Progress: A statewide IOU Workforce, Education, and Training (WE&T) Task Force has been formed and the WE&T consultant has been hired.

• Progress: The WHPA Residential QI Committee prepared a Whitepaper that highlights many of the training needs required to realistically achieve QI as the market norm.

• Barrier: The debate on energy savings attributable to QI and QM continues five years after the first release of the Strategic Plan and there is no definitive answer as to the savings potential for these IOU programs.

• Barrier: The true effort (and cost) to train the estimated 40,000 HVAC technicians and 8,000 licensed contractors has not been quantified, but is likely orders of magnitude greater than the WE&T budgets available to the IOUs. Nor, can the State of California reasonably expect the private sector to absorb all of these costs without the potential for corresponding reward, e.g., growth and/or profits.

• Need: An open discussion about what is required to make QI and QM practices commonplace and an accelerated pace of implementation for the “HVAC WE&T Sector Strategy.”


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Strategy 2-4: Develop and Implement Comprehensive Contractor Accreditation Program

• Progress: A very active stakeholder group - formed through the merger of working groups in the HVAC Action Plan Goals 2 & 3 - includes all the key national HVAC contractor/technician credentialing programs and is discussing steps to review curriculum and determine needs specific to California codes and standards requirements. Volunteers in the working group are developing a national HVAC credentials database.

• Progress: Assessment of current accreditation programs and identification of priority programs is under way in the Certification Working Group of the Goal 2 WE&T subcommittee; a draft report is complete and awaits only a final vote of members.

Goal 3 - Whole Building Design - Strategy Highlights:

A general Goal consideration: In light of the tremendous resources being devoted to whole building performance in other collaborative forums, perhaps Goal 3 should be revisited in order to better leverage the subject matter expertise in the WHPA. Strategy 3-1: Aggressively Promote Whole Building Design Concepts That Improve the Overall Thermal Integrity of New Existing Structures Strategy 3-4: Accelerate Code-Based Solutions to Improving the Thermal Structural Integrity and Incorporating Alternative Cooling Methods Into Building Designs

• Progress: A significant statewide effort exists to implement a successful Whole House Retrofit program and create a viable Home Performance contracting industry. AB 758 (2009, Skinner) requires the Energy Commission to develop a comprehensive energy efficiency program for existing residential and nonresidential buildings. The CEC has scheduled workshops starting in June 2013 to discuss its draft plan.

• Barrier: The WHPA Subcommittee addressing this topic has been dissolved and has not been actively engaged in the current statewide efforts.

• Need: HVAC needs to become a more active part of the Whole House discussion. As a first step, Energy Division has recently sent summary information about AB 758 to the WHPA Executive Committee and the CEC has scheduled workshops to discuss its draft plan. The Executive Committee should schedule an immediate discussion to discuss its strategic engagement with these statewide efforts.

Goal 4 - New HVAC Technologies and System Diagnostics - Strategy Highlights:

Strategy 4-1: Pursue Regional Climate Optimized Equipment Standards Through DOE Rulemaking Process


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• Barrier: The AHRI filed a lawsuit against national residential climate optimized standards, an action that impacts California T-24; the outcome/timetable were not known at publication of this document.

• Progress: Future Priority - Advocate higher commercial standards: (1) California IOUs and the CEC were very active in the national DOE residential HVAC climate optimized standard setting, however that process is currently in a state of uncertainty due to the legal challenge described in the last bullet.

Strategy 4-4: Adopt a Progressive Set of Building Codes That Support the Deployment of Peak Efficient Equipment

• Progress: Stakeholder workshops were conducted on code change topics.

• Progress: Proposals were made for 2013 T-24 code.

• Barrier: 2013 Title 24 does not address codes for peak efficiency HVAC equipment in residential or light commercial markets. Solutions are being addressed through climate-optimized technology (primarily evaporative cooling HVAC).

• Barrier: Demand responsive HVAC controls are available, but not widely deployed and not yet addressed in T-24.

• Barrier: Although it has been expected that 'smart' meters would play a role in grid-scale demand management strategies, only research and proof-of-concept tech projects have been implemented.

Strategy 4-5: Develop Nationwide Standards and/or Guidelines for Onboard Diagnostic Functionality and Specification for Designated Sensor Mount Locations

• Progress: This is a successful PIER/CASE project requiring mandatory RTU economizer FDD for 2013 T-24. WHPA FDD Subcommittee members and HVAC OEM members negotiated the final T-24 measure as well as the establishment of an ASHRAE Special Projects Committee that will lead to national standards for laboratory RTU FDD test methods.

• Progress: A CEC PIER project with Purdue University has produced an evaluation tool that assesses the accuracy of refrigeration cycle, airflow, non-condensibles, liquid line restrictions and compressor valve leakage diagnostics provided by a given product. The evaluator can check the accuracy of a given diagnostic tool applied to both light commercial and residential HVAC systems.

Strategy 4-6: Prioritize In-Field Diagnostic and Maintenance Approaches Based On the Anticipated Size of Savings, Cost of Repairs, and the Frequency of Faults Occurring

• Progress: The Purdue FDD Protocol Evaluator Project described in Strategy 4-5 was initially developed to assess the performance of in-field diagnostics. The Evaluator is an important first step towards realizing Strategy 4-6 as it establishes a common performance metric upon which the prioritization of diagnostic and maintenance approaches can be based.


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• Barrier: The IOUs have been slow to adopt the FDD Evaluator as a tool to assess their QM Program protocols and Energy Division engineering consultants have thus far been dismissive of the Evaluator.

• Need: Continued dialog of the Evaluator is needed to assess its applicability for use in IOU program and EM&V protocols.

Systematic Observations on Goals Progress A few recurrent patterns became clear when compiling the reports on the Strategies. As systemic observations, these are important. An overarching theme was that the measures of progress and/or success were either inaccurate or unclear, or both. This is an area needing attention, because proper measures are essential to motivate and gauge progress. Specific observations include:

• Completion timelines for a variety of Key Actions were unrealistic and were not achieved in many cases. New timeframes for some Key Actions have now stretched into the 2013-2014 period with continued uncertainty.

• Making sense of the scoring shown in the HVAC Action Plan is difficult at best under the current percentage scoring system. The accuracy of the scoring approach is highly questionable given what has already changed or is not being implemented since the Action Plan adoption.

• A number of current Key Actions will not be realized in the expected 2012 time frame or have been deemphasized (statewide QI/QM branding as intended by the Strategic Plan) or recommended to be dropped/revised (several Goal 1 Key Actions). This will result in little or no progress to show for some of the progress bars for some Strategies.

• Champion turnover was not extensive. However, some subcommittees and working groups gained new chairs and some lost chairs that have not been replaced.

• Several Subcommittees were abandoned either because groups other than the WHPA were more appropriate to lead these initiatives, or due to the lack of time invested in and/or the absence of proactive leadership from the main WHPA Committee chairs to which they reported. (NOTE: The 2013 reorganization of the WHPA and Charter update should help remedy this condition. Subcommittees have become Committees and now report directly to the Executive Committee.)


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2. Status of HVAC Action Plan Goals A detailed status of all 20 Strategies that make up the HVAC Action Plan is included in Appendix B. The status information is presented in a format that closely follows the layout of the HVAC Action Plan. The data used to populate the tables in Appendix B was obtained through research and interviews of many involved within the WHPA Committee structure, IOU program management staff and other industry stakeholders.

Next Steps There are a number of important next steps in terms of the HVAC Action Plan. First, the WHPA Executive Committee approved that the Council of Advisors should be given oversight role of the HVAC Action Plan; however the COA has not been informed through any official means that they have been positioned to take on this role.

• Recommendation: Implement communication plan with COA members to inform them of this new role. WHPA staff has started work on such a strategy and can start aspects of implementation, but much of this work will likely need to be addressed through a new staff support contract, which should be in place in August 2013.

• Recommendation: Present a summary of this Status Report to the EC and COA via webinar.

Second, the logistics of future ownership needs to be resolved. The WHPA Executive Committee approved the Council of Advisors taking an oversight role of the HVAC Action Plan; however, the many details of what this oversight role means in practice are still to be determined.

• Recommendation: Initiate a joint planning process with the IOUs, Energy Division and the COA to determine the scope and authority of the COA’s role in overseeing the HVAC Action Plan. Part of this planning process is to address the nine recommendations made earlier in this report.

Third, Energy Division has indicated that they are in the process of updating the Strategic Plan. This creates a prime opportunity to update the HVAC Action Plan to address many of the issues identified in this report (see Appendix B). The key question to ask as part of this update process: is the Strategic Plan/HVAC Action Plan moving California in the right direction and at the right pace to achieve Big Bold energy savings?

• Recommendation: The next in-person meeting of the EC and COA is tentatively scheduled for November 2013. A full day should be devoted for the COA to take a deep dive into the HVAC Action Plan and update,


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revise and prioritize the 20 goals to 1) reflect an updated Strategic Plan and 2) address other important issues (see specifically Key Recommendation #7 above).

Finally, a more reliable method for updating the HVAC Action Plan and/or keeping it current is required to drive towards achieving the overarching goals of the Strategic Plan. This status update process clearly indicated that there are issues with objectively measuring progress of Goals, Key Actions and Future Priorities.

• Recommendation: Any update to the HVAC Action Plan should establish Goals and Actions that can be better measured and/or assessed to determine progress. Framed differently, how are stakeholders being measured against HVAC Action Plan goals and how is success determined?

Appendix A: Progress Report: California HVAC Action Plan


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Table of Contents: A. Summary of the Task 3 Scope of Work A-3 B. Observations/Recommendations for the HVAC Action Plan A-5 C. Progress Reporting Spreadsheets and Appendices Contents A-10


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A. Summary of the Task 3 Scope of Work Task 3: Enable and Facilitate WHPA as CA HVAC Action Plan Champion Network 3-1 Track Action Plan Progress

A progress tracking method and record system for progress was created with the HVAC Action Plan framework serving as the baseline reporting template. Progress reporting is provided in the accompanying spreadsheet (Progress Reporting Primary Workbook) documents and includes a Strategy-level summary, a Milestone and Key Action status review, and comments on each of the Priorities for the Future. Participants at all levels collaborated to reflect existing and emerging priorities in the ongoing work. Completion timelines for a variety of Key Actions were unrealistic and not achieved in many cases. New timeframes for some Key Actions have now stretched into the 2013-2014 period with continued uncertainty. Champion turnover was not extensive. Some subcommittees and working groups gained new chairs and some lost chairs that have not been replaced. Several Subcommittees were abandoned due to lack of leadership from the main committee chairs to which they report.

In July 2012, the Consultant submitted a ‘Snapshot’ Progress Report to all WHPA Committee Chairs for response. Responses were received from Goal 1 Chair and a partial response from Goal 4 Chair only.

Each Priority for the Future has been provided with a status comment. There were no timelines or Champions listed for the Future Priorities in the Action Plan.

Recommended changes to Action Plan elements are noted in the overall Progress Report at the Milestone level and in the Key Initiatives tab.

Task 3-2: Coordinate HVAC Action Plan Input and Enable WHPA to Facilitate HVAC Action Plan Implementation Discussions on progress were held with other WHPA support staff and with IOU SW staff and CPUC/ED staff on an irregular basis. The Task 3 Consultant thus far has made one brief presentation about the initial Progress Snapshot at one joint IOU/ED meeting. There was insufficient time at that meeting for additional discussion and therefore no specific notes were produced for review. An initial Progress Snapshot was provided to PG&E.

The Task 3 Consultant actively engaged the WHPA at the Committee, Subcommittee and Working Group level up through the Executive Committee. The Consultant attended all Committee meetings that were held from June 1-November 30, 2012.

• Goal 1 Committee held monthly meetings. • Goal 2 Committee did not meet. • Goal 3 Committee met once as part of a move to reorganize. • Goal 4 Committee did not meet in 2012.

Notes were taken at all meetings attended. Individual meeting minutes have been posted on line at the WHPA website. One meeting was organized and held with Committee Chairs although Goal 2 and Goal 3 Chairs were absent. The former IOU Marketing Committee Chair attended. The Compliance Committee conducted a prioritization exercise with Compliance Committee members on its seven goals for the coming year. Goals, objectives and priorities were not specifically set for the other three Committees. Aside from the Compliance Committee, all other ongoing Action Plan work


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was accomplished at the Subcommittee and Working Group levels. Task 3 Consultant collaborated with the Task 2 Consultant at several WHPA Subcommittee meetings to discuss Action Plan issues with participants.


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B. Observations/Recommendations for the HVAC Action Plan The following material is a compilation of WHPA staff observations, issues and recommendations in support of the HVAC Action Plan and the WHPA. A number of topics should be addressed early in 2013 with the startup of a new WHPA support contract and as part of any consideration of an Action Plan update. These topics are listed first below. B.1 Implementing recommendations from the WHPA Progress Report (EMI) is listed as one of the priority Key Initiatives approved by the WHPA Executive Committee. Appropriate recommendations should be formally addressed as soon as possible in 2013, as part of the new WHPA support contract. B.2 Definitively establish who/what entity it is that truly ‘owns’ the HVAC Action Plan. Determine who/what entity will determine whether progress is being made and, if so, how much. B.3 Determine what the process should be to update the HVAC Action Plan. Does there need to be a new round of strategic planning in the HVAC sector, akin to 2008, or should a consultant be hired to update it, or should Energy Division staff direct the work as part of the overall HVAC Sector Strategy that is still in development? What role do the WHPA Executive Committee and Council of Advisors play for an Action Plan update/revision? B.4 Devise a better methodology for measuring/reporting/illustrating ‘Progress To Date’ in the HVAC Action Plan, one that is focused on the higher-level goals of the CPUC Strategic Plan. The HVAC Action Plan along with other CPUC Action Plans, is described as a being a ‘living’ document that must be flexible enough to change with circumstances and shifts in priorities over time. The literal truth of this reality undermines the attempt to establish a statistically-based progress scoring system, especially when a number of Key Actions are dependent on the outcomes/results of research projects, regulatory venues at the state and national levels, HVAC industry stakeholders (individuals and representative associations), along with individual customer and utility choices and capacities, to implement Key Actions. A walk through of the HVAC Action Plan with this understanding makes the job of trying to update or in some cases even make sense of a particular score shown in the Action Plan difficult at best under the current percentage scoring system. The accuracy of the scoring approach is highly questionable given what has already changed or is not being implemented since the Action Plan adoption.


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A number of current Key Actions will not be realized in the expected 2012 time frame or have been dropped completely (statewide QI/QM branding) or recommended to be dropped/revised (several Goal 1 Key Actions). This will result in little or no progress to show for some of the progress bars for some Strategies. In addition, a handful of Key Actions were mistakenly labeled as complete (and have to be corrected in an Action Plan revision) and therefore the initial percentage progress score was not accurate. Effective overall leadership on Goal 3 Whole Building Integration and its five Subcommittees (with the exception of the Education Subcommittee) never emerged and therefore Key Actions were never addressed. By recommendation of PG&E WHPA program manager, the Goal 3 Committee structure has been reorganized into the main Committee with one Subcommittee remaining (absent a Chair or membership presently). There is no accounting mechanism for such a significant shift that would impact the current percentage scoring system. As a matter of policy setting, there is no guidance about how Committees are restructured within the WHPA and Action Plan frameworks and whether or not the Executive Committee would have to review and approve such restructuring, which in the Goal 3 restructuring, it has not. B.5 Update WHPA Charter including mapping of WHPA goals to Strategic Plan and vice versa.

B.5.1 Add clarity to Committee, Subcommittee, and Working Group “membership” definitions and voting rules. B.5.2 More clearly delineate duties/responsibilities/authorities of the Executive Committee and Council of Advisors.

B.6 A major development directly impacting the current Action Plan and the WHPA, was driven by the WHPA support contract Task 4 that has resulted in the development of 22 Key Initiatives (‘KIs’-see attached Tab in the Progress Report Workbook Appendices). The WHPA Executive Committee established six KI priorities in August 2012. Some KIs are process oriented, some have detailed technical and market transformation components. The priority KI being actively pursued at present is the ‘Economizer Consensus Project.’ Several KIs, addressing the benefit-costs of QI/QM, are being addressed through the HVAC Research Roadmap. Comments to the IOUs and CPUC have noted the need to have the benefit-cost studies completed in 2014 consistent with the 2015-2017 PIP development cycle, assuming that schedule remains intact. Additional efficiency measures for existing HVAC equipment under the QM program framework are under consideration by the IOUs.

A number of the KIs could be viewed as supplanting current HVAC Action Plan Strategies, Milestones and Key Actions and could be added as part of a revision of the Action Plan, when that is scheduled. If the Key Initiatives are to be pursued, progress reporting should be structured on an actual change point or on an outcome-basis, rather than a statistical scoring basis.


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B.7 A revision of the Action Plan should include updates with key successes or impacts expected or unexpected in codes and standards, WE&T, QI/QM and advanced technology. B.8 Consider assigning the five main Committee Chairs (Goals 1 – 4, plus Marketing-assuming this Committee can or should be re-energized) the task of ongoing oversight/coordination of Committee, Subcommittee, and Working Group activities. This may require that people serving as Committee Chairs have both subject matter expertise and available hours per week to devote to the task at hand. B.9 Add an EM&V project to assess the impact of the WHPA on HVAC market transformation. While the initial WHPA Progress report is useful, it does not more deeply assess the extent to which participation in the WHPA has increased the priority on HVAC efficiency among HVAC-related industry institutions, companies, and individuals. B.10 Establish some objective, statistically valid means of determining whether we are making progress on code compliance. B.11 The Goal 3 Education Subcommittee, which has essentially been dissolved in the Goal 3 restructuring, and the Goal 2 Credentialing Working Group need to be formally consolidated into the Goal 2 Certifications Working Group under the WE&T Subcommittee. B.12 Rephrase Strategy 2-1, replacing the word ‘branding’ with terminology that is more in line with the original intent of the HVAC Conveners Report and CLTEESP. That is, that programs should draw attention to, promote, and establish the value of ANSI accredited (and other appropriate national standards/guidelines) HVAC installation and maintenance standards among technicians, contractors, and customers. B.13 As had been discussed in the context of the CPUC Lighting Action Plan, Strategies/Milestones are being re-labeled as ‘Key Initiatives’ and Champions are being rebranded as ‘Initiative Leaders.’ The ‘Champion’ label has not really caught on with HVAC Action Plan ‘Champions.’ The ‘Key Initiatives’ framework label is consistent with the KI framework that was created for the HVAC Action Plan and should be considered for adoption in a revised Action Plan. B.14 The 2013-2020 timeframe associated with the Future Priorities is not useful given that a number of current Action Plan Milestones and Key Actions will not be accomplished in 2012, 2013, or perhaps longer. It is expected that new Future Priorities will emerge. An endlessly growing list of Future Priorities does not appear to be a useful approach unless the activities can be integrated into a Key Initiatives or specific research activities, transferred to an appropriate Research Roadmap, or incorporated into a complete Action Plan revision.


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B.15 Recommendations from several HVAC-related reports noted below, should be

1) Reviewed by WHPA support staff, IOU staff and by appropriate WHPA Committee/Subcommittee/Working Group participants.

2) Mapped to the HVAC Action Plan and Key Initiative priorities. 3) Compared to the 2013-2014 HVAC PIPs to assess points of emphasis and

reinforcement, overlapping and potential redundant objectives, crosscutting initiatives (key and otherwise), gaps, jurisdictional/organizational responsibilities, commitments and capacity. The reports include, but are not limited to:

• Energy Efficiency Maintenance Study/Davis Energy Group • California HVAC Contractor & Technician Behavior Study/EMI • WHPA RQI Subcommittee Whitepaper • Long Term HVAC Research Roadmap • Advanced HVAC Technology Roadmap • Draft Codes & Standards Action Plan • Research & Technology Roadmap and/or Action Plan • Emerging Technology Roadmap • California Workforce, Education, and Training Needs Assessment for Energy Efficiency,

Distributed Generation and Demand Response/Berkeley Labor Center • Forthcoming: Understanding Maintenance Behavior in Residential and Light

Commercial End Users/SCE-WCEC B.16 With its emphasis on EM&V for a variety of energy savings approaches and protocols as well as further understanding of market response, the Long Term HVAC Research Roadmap outcomes are critical to defining HVAC energy resource acquisition program activities for the 2015-2017 PIP period. B.17 The CEC and IOUs should initiate efforts toward light commercial HVAC climate optimized standards both regionally, including the northwest and southwest, and nationally as appropriate. B.18 Although a variety of HVAC technologies exist, are market ready, and some available through IOU programs, the overall pace of advanced technology deployment through utility programs is so slow that significant energy and peak savings benefits from these advanced technologies are years away. B.19 Identify new leadership for the WHPA Subcommittee on Climate Optimized Building Codes and Equipment, or identify a new channel for this work or terminate the Subcommittee. Regardless of the choice, the IOUs should initiate CASE project work on climate optimized peak efficient equipment codes/standards for the 2016 T24 revision.


A-7

B.20 Re-establish the WHPA Market Adoption Subcommittee with WHPA staff support, clear goals/objectives or terminate the Subcommittee. The previous Chair from an HVAC OEM is open to discussion about future involvement, but only if clear goals/objectives are set. B.21 Confirm a new IOU Chair for the Marketing Committee or find another appropriate channel for overall HVAC marketing priorities, or terminate the Committee. B.22 In Action Plan Strategy, 4-5, the sensor mount location issue needs further clarification. HVAC sensor quality, type (pressure/temp) and mounting location issues need to be formally addressed in the HVAC Research Roadmap, but have not yet been identified in the draft Roadmap. B.23 In the larger regulatory picture, with the introduction by the CPUC of the Electric Program Investment Charge (EPIC) framework, it is unclear how this program and funding component will be effectively and functionally linked to the various Action Plans (including HVAC), Research Roadmaps, PIPs for 2013-2014, and other key policy initiatives. The potential linkages, as they impact the HVAC Sector Strategy and the overall sector strategy, should be reviewed and understood by the WHPA Executive Committee and Council of Advisors, especially in light of an HVAC Action Plan update and the Key Initiative priorities. B.24 Establish an objective, statistically valid means of assessing the actual percentage of HVAC permits being pulled when they are required. B.25 Specific linkages should be established between and among the HVAC Action Plan, the commercial Zero Net Energy Action Plan, and a residential Zero Net Energy Action Plan current in development.


A-8

C. Progress Reporting Spreadsheets and Appendices Contents The attached two Progress Reporting spreadsheets provide a variety of summary-level and detailed information on activities related to the HVAC Action Plan as well as with the Western HVAC Performance Alliance. In addition, several reports accompany the overall Progress Report narrative and are attached as Appendices. Primary Progress Workbook The Progress Report Primary Workbook consists of three worksheet tabs for each of the four major Goals in the Action Plan:

• The Strategies Tab provides a status summary of the each Strategy.

• The Milestones & Key Actions Tab provides more detailed level reporting within the complete Action Plan template.

• The Priorities for the Future Tab lists the individual priorities along with WHPA staff Comments. There are no specific Champions or timelines (other than 2013-2020) linked to the Future Priorities.

Progress Appendices Workbook A second spreadsheet contains a several Appendices that show a variety of Action Plan and WHPA activity metrics.

• The IOU Program Summary August 2012 is a high level snapshot of current HVAC in-field program activity.

• The WHPA Meetings Summary lists all WHPA Committee/Subcommittee/Working Group Activity (July 2011 – October 2012).

• The Key Initiatives (KI) Tab describes 22 initiatives developed through Task 4 of the WHPA support scope of work. The WHPA Executive Committee identified six priorities for near term action as noted. The first KI is the Economizer Initiative that was endorsed following an HVAC Sector Strategy planning workshop.

• The HVAC Sector Strategy Overview Tab describes the elements of the Economizer Key Initiative that is being launched.

• The Compliance Committee Priorities Tab describes the Committee priorities for 2012-2013 ranked by vote. 10 members participated in the vote, a 17% rate of response.

• The SW Codes & Standards Working Group Tab provides a code compliance review by the statewide Codes & Standards Working Group including activities described in the 2013-2014 Program Implementation Plans. HVAC is included along with Lighting.


A-9

• The Task 3 Consultant Activities Tab is a list of a number of key Action Plan and WHPA meetings that were attended by the Consultant.

Additional Documents

• Residential Quality Installation (RQI) Subcommittee Whitepaper The Goal 2 RQI Subcommittee submitted a letter and Whitepaper to the WHPA Executive Committee in August 2012. The Whitepaper is a wide-ranging discussion of the challenges facing the industry and the IOU RQI program. A set of recommendations is included to transform this market and move toward higher quality standards. Subcommittee members expressed concern about how the report’s findings and recommendations would be addressed by various parties especially the IOUs. Some of the issues raised are being addressed by in the HVAC Research Roadmap.

• Certifications Working Group Draft Gap Report The Goal 2 Certifications Working Group has merged with the Goal 3 Education Subcommittee with key national training, certification and accreditation stakeholders actively participating. The draft Gaps Report is being finalized for presentation to the Executive Committee for review and response.

Appendix B: HVAC Action Plan – Detailed Status Summary


B-1

STRATEGY 1-1: Develop Streamlined Local Government HVAC Permitting Systems Including Online HVAC Replacement Permitting Summary: CEC does not have the authority to develop and deploy a statewide online permitting system in competition with products from private vendors. Some communities have local restrictions on accepting credit card payments through 3rd party vendors such as through online permitting. WHPA Compliance Committee is reviewing work underway that may lead to recommendations for local jurisdiction online permitting, possibly in 2013. Pilot stage activities are not far enough along to evaluate outcomes. Several larger (and relatively more sophisticated) CA jurisdictions have implemented online permitting software from Accela, Inc. A CA company, Enalysys, is working with an expedited (not necessarily online) system in 3 south central valley communities. CALBO is tracking online permitting activity statewide. A statewide Codes & Standards Taskforce has been created. A Codes & Standards Action Plan is in development. Milestones and Key Actions: 1-1-1 Convene an industry/local government stakeholder group; develop proposed new system; pilot test with local governments.

Status

Update

Update

Action Plan Key Actions Primary Source Has the action happened: yes or no; if no, describe

what has happened/changed?

Action PlanTimeline Has the timeline been met: yes or no; if no, provide new timeline

Action Plan Champs Are the Champions the same: yes or no? If no,

describe change

Identify key government officials, as well as industry representatives for group

Mark Cherniack observation

Compliance Committee in place however the

connections with local jurisdictions have unraveled.

Complete Complete WHPA Permitting

Committee; Eurlyne Geiszler/CEC

WHPA Compliance Committee, Eurlyne

Geiszler/CEC, CALBO, IOU Energy Centers and WE&T support channels.

Assess and review existing online permitting software options and permit options

Mark Cherniack

WHPA Compliance Committee reviewed and

software and discussed permit options.

Complete Complete

Identify local governments for pilot programs and launch permitting pilot

Tom Garcia, Goal 1 Committee Chair

2 local governments identified. Pilot explored. Stalled in pilot

stage. Complete Not yet complete. No

new timeline identified.

Review pilot program performance (including number permits filed, contract satisfaction)

Tom Garcia, Goal 1 Committee Chair Pilot not commenced Q4 2011 No timeline.

Share results and develop recommendations for local governments for online permit options

Mark Cherniack (Same as above) Q1 2012 (Same as above)

Promote value of permits to building owners Mark Cherniack

Underway and continuous through multiple market channels with direct IOU

support.

Q2 2012 Current and ongoing

Future Priorities: Develop a statewide online permitting system. Currently, the CEC has regulatory and financial constraints that limit its ability to establish such a statewide system. In addition to establishing consistency throughout all climate zones in the state, an online system could be a low-cost way to ensure the greatest permit use. These limits could be addressed in the future. Comment: A private sector pilot is underway involving three communities in the Central Valley for streamlined permitting. Private sector online permitting (along with other municipal service products) is already in use in CA. There is no driver for consistency outside of the CEC-required forms. Bulk purchase online permitting software. Currently, some online permitting software products are cost-prohibitive for cities and counties. Group or regional purchases, brokered appropriately, could dramatically reduce the purchase price of available products. Financial support may be necessary to enable some jurisdictions to implement online systems, and consideration should be given to providing financial support for implementing online permitting systems for cash strapped local governments.


B-2

STRATEGY 1-1 (Continued): Develop Streamlined Local Government HVAC Permitting Systems Including Online HVAC Replacement Permitting Future Priorities Continued: Comment: Communities (cities/counties) are on their own on this. CALBO is collecting local experiences with various permitting software products. The WHPA Compliance Committee is tracking community experience with new permitting options. The CEC is not in a position to provide financial support


B-3

STRATEGY 1-2: Streamline Process for Obtaining and Overseeing Contractor Business Licenses Summary: WHPA Compliance Committee Chair believes that CSLB is the appropriate channel for dealing with business licensing and is therefore not a topic for discussion for the Committee, which includes a CSLB representative. Milestones and Key Actions: 1-2-1 Pilot test streamlined process with local building departments

Status Update Update

Action Plan Key Actions Primary Source Has the action happened: yes or

no; if no, describe what has happened/changed?

Action Plan TimeLine Has the timeline been met: yes or no; if no, provide new timeline

Action Plan Champs Are the Champions

the same: yes or no? If no, describe change

Inventory the needs for an improved business license process


Did not make WHPA Compliance Committee priority list for 2012 Q1 2012 None

Individual jurisdictions statewide working with

CSLB

WHPA Compliance Committee and


CSLB

Develop a pilot program that would address needs

Tom Garcia, Goal 1 Committee Chair (Same as above) Q1 2012 None

Identify local building programs to run pilot


Review, compile and promulgate results


Milestones and Key Actions: 1-2-2 Explore possible common business licenses for multiple jurisdictions.


Action Plan Key Actions Primary Source

Has the action happened: yes or no; if no, describe



Action Plan Champs Are the Champions the

same: yes or no? If no, describe change

Identify key bodies to study multijurisdictional licenses


Did not make WHPA Compliance Committee

priority list for 2012 Q3 2012 None


CSLB

WHPA Compliance Committee and


CSLB Assess pros and cons of one license for multiple jurisdictions


Deliver recommendations to [bodies] identified above


Future Priorities: No future priorities described.


B-4

STRATEGY 1-3: Replace Title 24 Current Optional Quality Control Requirements with Mandatory Requirements Summary: T24 options and requirements are not sufficient to ensure QI/QM in the field without extensive code official and contractor WE&T, far beyond what is currently being offered or planned in CA. National ANSI standards with ACCA need to be reconciled with SMACNA HVAC guidelines that also promote QI/QM. Milestones and Key Actions: 1-3-1 Adopt ANSI standards into Title 24; integrate into existing utility program designs.








Develop recommendations for changes to T24 updates Mark Cherniack

ANSI/ACCA and ENERGY STAR standards have been adopted by the IOUs in RQI

and CQM programs.

Complete Complete

WHPA Workforce Education & Training

Committee; Sheet Metal Workers’ International

Association Representative (SMWIA)

WHPA Workforce Education & Training

Committee; Sheet Metal Workers’

International Association Representative (SMWIA)

and the WHPA Compliance Committee

Present recommendation to CEC and T24 working groups Mark Cherniack Complete Complete Complete

Review CEC 45 day language; provide comments Mark Cherniack Complete Q3 2011 Complete

Take necessary steps to align with ACCA and SMACNA standards; integrate into applicable IOU programs in other areas (e.g., WE&T)

Mark Cherniack

ANSI/ACCA and ENERGY STAR standards have been adopted by the IOUs in RQI and CQM programs. No up

to-date information on alignment.

Q1 2012 TBD

Develop simplified compliance options with key stakeholders in collaboration with the CEC

Mark Cherniack

Ongoing discussions with key stakeholders and Sr. CEC Codes and Standards staff in the Compliance Committee. CC will review proposed CEC 2013 Title 24 HVAC forms.

Q4 2012 Q4 2012

Future Priorities: Ensure T24 Load Calculations. Energy load calculations are required to right-size HVAC units, ducts, and the like—and are required for permitting. While ACCA manuals J (residential) and N (commercial), outline requirements, these are complex calculations that are not always understood or verified. Worse, calculations are often skipped by contractors and ignored by building officials. Ensuring correct load calculations before installation (perhaps by simplifying calculations) will help achieve HVAC’s energy efficiency potential. Comment: Load calculations are taught through a variety of WE&T and credentialing channels. Whether the calculations are used or not, is directly related to sophistication of the contractor. Regardless of the calculations, equipment is oversized (0.5-1.5 tons) more often than not, especially in residential HVAC systems. Right sizing of equipment is only one aspect of the problem. Installation and controls and can have a far greater negative impact on energy use than poor sizing. Further Align ACCA/ANSI, SMACNA and T24 Standards. With more focus on products than practices, T24 is lacking integration with industry-leading quality installation standards and specific quality installation measures. It unlikely that total alignment with ACCA and SMACNA standards and technical guidelines will be possible in the current T24 update process, but eventual alignment is one of California’s best hopes for improving HVAC installation and maintenance. In addition to integration in T24, workforce education and training initiatives (WE&T) should also integrate best practices from the available national standards and guidelines.


B-5

STRATEGY 1-3 (Continued): Replace Title 24 Current Optional Quality Control Requirements with Mandatory Requirements Future Priorities Continued: Comment: There are formal ANSI-certified standards and there are various professional trade or union-based guidelines. The nature of a given ANSI Standard and a given professional trade guidelines may be more or less detailed and/or prescriptive in nature. There are inherent differences that as noted in the Action Plan above, are not necessarily reconcilable in T24, but may be in a WE&T framework that defines the knowledge base. While all stakeholders should recognize ANSI Standards, other individual organizational interests are in play politically. There is no national authority that screens all Standards, Guidelines, credentialing or accreditation for completeness, accuracy and effectiveness. Most of the WE&T industry is self-certifying as far as its quality. Branding is also another channel for improving installation and maintenance quality although a statewide HVAC branding program is not being pursued.


B-6

STRATEGY 1-4: Develop Affordable Standards and Quality Compliance Solutions Summary: Significant discussions are underway with national credentialing standards organizations around training and quality. How this will impact industry standards and T24 compliance-related standards is not yet known. Milestones and Key Actions: 1-4-1 Convene stakeholder group; develop details of proposed (online) systems and determine whether to proceed.


Action Plan Key Actions Primary Source Has the action happened: yes or no;

if no, describe what has happened/changed?



the same: yes or no? If no, describe change

Assess the necessary measures to make standards and compliance more affordable related to permit filing


Compliance Committee and a related Working Group completed review of permit

forms and procedures from around the State; made recommendations to CEC

Complete Complete Institute of Heating & Air Conditioning Industries

(IHACI)

WHPA Compliance Committee

Review relevant approaches from other governments and associations

Tom Garcia, Goal 1 Committee Chair (Same as above) Complete Complete

Assess costs and benefits of alternatives; determine next steps

Tom Garcia, Goal 1 Committee Chair (Same as above) Q4 2012 Q4 2012

Develop simplified forms to replace all required forms for the 2013 version of T24 (for simple HVAC replacements)


On the Compliance Committee to-do list for 2012 Q4 2012 Q4 2012

WHPA Compliance Committee Working

Group and CEC Staff

Develop a searchable, publically-accessible database for key compliance form detail

Tom Garcia / Mark Cherniack

Would require large majority of jurisdictions in California and database hosts / support

for periodic revisions. Chair comment "Beyond the scope of this committee".

Q4 2012

No - no new timeline. WHPA Compliance Committee cannot

lead.

No Champion - Would need multiple champions

Milestones and Key Actions: 1-4-2 Consider developing an internet-based system that tracks the status of equipment, from the initial sale to final quality check in the field






Action Plan Champs Are the Champions the same: yes or no? If no,

describe change

Inventory needs of internet-based system to track equipment


This item will remain on hold until we have further buy-in from the Manufacturers and

Distributors

Q4 2012 N/A WHPA Compliance

Committee; WCEC Staff

No Changes

Research equipment tracking systems; assess costs and implementation factors

Tom Garcia, Goal 1 Committee Chair Same as Above Q1 2012 N/A

Create gap analysis between needs and existing solutions


Deliver recommendation on system development to WHPA for consideration



B-7

STRATEGY 1-4 (Continued): Develop Affordable Standards and Quality Compliance Solutions Future Priorities: Simple and enforceable standards. Based on the example of daylighting standards in T24, HVAC standards should become less complex over time even if more stringent. Standards must be enforceable and simple to assess (e.g., the “eyeball test”) and align with the limited time in the field that building officials have. Jurisdictions could require proof of permit and proof of insurance coverage before being allowed to sell HVAC equipment locally. Comment: 2013 T24 has increased the required residential compliance forms at least 100% primarily around HERS verification/inspection requirements. Thus far, there does not appear a mechanism to simplify the code given incremental increases in stringency, especially for prescriptive and mandatory measures. Searchable energy code online. California’s Energy Code is difficult for many in the HVAC industry to use. Not only does the Energy Code lack an index, but also it is not available online in a searchable format. Translating the code into HTML or web-based text with hyperlinks, would significantly increase contractor access and could increase the number of permits, and potentially improve the quality of installations. Comment: The 2008 T24 version is in a searchable PDF format and online. The draft 2012 CPUC Codes & Standards Action Plan notes the following: “IOUs to coordinate with Energy Commission to support the development of an electronic reference system that would link the Standards, Compliance Manuals, Appendices, and ACM Manuals, and ease navigation from one resource to another.” Track Permit Activity. Currently, California consumers are not required to register their equipment serial numbers with manufacturers for warranty purposes. This is a major barrier to tracking permit activity in all jurisdictions statewide; actions should be taken to (including potential legislation) changes this requirement, to add another tool to tracking and enforcement activity. Comment: Serial number tracking has been addressed in the WHPA Compliance Committee and has been taken off the near term priority list for further Committee action. Serial number tracking is opposed by HARDI, ACCA, and AHRI. No near term progress is expected on this.


B-8

STRATEGY 1-5: Enforce Penalties for Contractors Who Do Not Pull Permits or Operate Without the Appropriate License Summary: CSLB conducts ongoing contractor stings as part of its regular program. Contractors interviewed by WCEC staff believed that chances of bring caught are very low. Warnings by CSLB to contractors caught in stings are the most prevalent enforcement action. Local government has the authority to impose fines on contractor and owner permits non-compliance. Few local government have the resources to increase compliance enforcement. Local jurisdictions are encouraged to report non-compliance to CSLB for enforcement action.

Milestones and Key Actions: 1-5-1 Pilot test local government fines in lieu of contractor license suspension.







Identify project leads for research, investigation


Local jurisdictions already have authority to impose fines

for contractors and homeowners who do not

obtain permits. No pilot being developed.

Q1 2012 N/A WHPA Enforcement

Subcommittee; David Fog, CSLB

WHPA Compliance Committee,

Replacement CSLB representative

Scope research project/investigation Tom Garcia, Goal 1 Committee Chair (Same as above) Q2 2012 N/A

Conduct research; synthesize findings, recommendations

Tom Garcia, Goal 1 Committee Chair (Same as above) Q3 2012 N/A

Release results of study/investigation Tom Garcia, Goal 1 Committee Chair (Same as above) Q4 2012 N/A

Milestones and Key Actions: 1-5-2 Expand SMUD program to IOUs (proof of quality installation for rebate).








Develop detailed understanding of SMUD program Mark Cherniack Complete Complete Complete IOU Program Staff No Changes

Develop a SMUD-like program implementation plan (PIP) for IOUs Mark Cherniack Partially implemented Complete TBD

Include SMUD-like program in next program portfolio (2014-2016) Mark Cherniack Need more information Q2 2012 TBD


B-9

STRATEGY 1-5 (Continued): Enforce Penalties for Contractors Who Do Not Pull Permits or Operate Without the Appropriate License Milestones and Key Actions: 1-5-3 Identify local government resources needed for enforcement.







Assess the ability of local government to assist with near-term enforcement goals

Mark Cherniack Complete Complete Complete California Building Officials (CALBO)

Representative

WHPA Compliance Committee, CSLB

representative Recommend next steps for the WHPA to pursue with local governments

Mark Cherniack Complete Complete Complete

and California Building Officials (CALBO)

Representative Expand cooperative enforcement with CSLB, building officials, contractors and Attorney Generals.

Mark Cherniack Compliance Committee worked with

CSLB to expand enforcement activities. Still ongoing.

Q3 2012 Ongoing

Conduct a thorough study of permit rates over several years, and evaluate what factors affect compliance rates

Mark Cherniack

Short survey completed of recent permit rates and discussion of

factors affecting compliance rates was done by Compliance Committee

Q4 2012 Incorporated into HVAC

Research Roadmap timeline.

Milestones and Key Actions: 1-5-4 Establish action plan to phase-in mandatory enforcement.




Action Plan TimeLine

Has the timeline been met: yes or no; if no, provide

new timeline

Action Plan Champs Are the Champions the same:

yes or no? If no, describe change

Based on local government assessment (1-5-3 above), determine need for action

Mark Cherniack Complete - CSLB enforcement

procedures are in place and enforcement activities are ongoing.

Complete Complete WHPA Enforcement Committee

WHPA Compliance Committee (Enforcement Committee not

implemented) Create phase-in plan Mark Cherniack (Same as above) Complete Complete

Future Priorities: Create credible threat for noncompliance. Today, compliance is left to over-burdened and underfunded local governments; attention must be drawn by consumers to the actual downsides of noncompliance. In addition, data and research on the effect of enforcement is a critical need to the successful implementation of the Strategic Plan. Comment: CSLB is the statewide compliance enforcer with the most leverage on contractors although it is acknowledged that contractors don't believe there is much of a threat of being caught. Local governments have the authority to enforce compliance. Many communities prefer that CSLB conduct enforcement, not the local officials. Ratepayer funding is available for code official training that is expected to lead to increased local enforcement. 2012 legislation (AB 2237) addresses the issue of unlicensed individuals acting as construction 'consultants,' but actually doing licensed contractor work. AB 2554 allows CSLB to continue to pursue investigations and disciplinary actions against licensees who are already in trouble with the CSLB and gives CSLB the authority to issue a written notice to appear in court. In addition, other legislation is aimed at cleaning up contractors not providing State Compensation Insurance for employees.


B-10

STRATEGY 1-5 (Continued): Enforce Penalties for Contractors Who Do Not Pull Permits or Operate Without the Appropriate License Future Priorities Continued: Consider direct-to-owner rebates. Given the role that consumers play—and will increasingly play—in ensuring compliance and quality installation, expanding existing programs that require contractors to provide proof of permits in order to receive rebates to involved homeowners should be considered. In addition to providing a more direct incentive to building owners themselves, a direct HVAC rebate program could be a powerful educational tool. Comment: The direct-to-customer incentive model has been tried in the past and is used in some 3rd party HVAC projects funded by the utilities. IOUs are reviewing options on how to assure proof of permit as a condition for providing financial incentives to customers or contractors receiving ratepayer incentives. The contractors/installers who participate in the IOU upstream HVAC program are not required to meet quality installation guidelines or have a quality maintenance agreement in place with customers. The IOU RQI and CQM programs pick up some crossover with upstream participants. HVAC Specialty License. Discussions at the WHPA Compliance Committee indicated interest within the CSLB in exploring the option of a special license for HVAC contracting work that would require advanced training leading to higher level technical and customer education proficiency. Training would include the range of quality installation and maintenance approaches. Comment: CSLB dropped this discussion in 2011. It is an idea that needs a Champion or initiative leader.

Progress Report: California HVAC Action Plan

B-11

STRATEGY 2-1: Create a Statewide Quality Installation and Maintenance (QI/QM) Brand That Will Be Attached To Systems/Installations/Contractors That Meet Quality Standards Summary: There is no statewide activity specific to HVAC QI/QM branding. The IOUs have rejected a statewide brand, with each preferring its own brand for its HVAC-related programs. There is no commercial quality installation program. IOU RQI/RQM program activity is being capped until better energy savings results are available in 2014. SCE required contractor certification for its RQI program. The statewide residential whole house Energy Upgrade California program has quality guidelines, mandatory contractor orientation requirements, and permit requirements. Milestones and Key Actions: 2-1-1 Create and launch statewide quality brand and/or align with national brand.







Agree to standards of quality maintenance and key attributes of brand

Dale Gustavson

Appears to be a misunderstanding of intent of the word "Branding" by

IOUs. Marketing of industry standards inadequate to date.

Q3 2011 Needs attention

HVAC Manufacturers; HVAC Contractors

Associations; Labor Unions;

WHPA Marketing Committee

No Statewide Champion at this time

Assess existing brands for alignment opportunities Dale Gustavson Complete but not yet fully leveraged. Q3 2011

SCE RQI program is utilizing ACCA Standard

5, however cost-effectiveness being

challenged.

Develop brand guidelines and marketing campaign Dale Gustavson

Statewide guidelines not developed. IOU's developed separate

campaigns Q4 2011 TBD

Launch campaign Dale Gustavson Statewide guidelines not developed.

IOU's developed separate campaigns

Q1 2012 TBD

Milestones and Key Actions: 2-1-2 Develop operating and lifecycle data on economic and comfort benefits.





Action Plan TimeLine Has the timeline been met:

yes or no; if no, provide new timeline



Assess existing operating and lifecycle data on economic and comfort benefits of quality HVAC installations

Dale Gustavson

Economic benefit addressed in work papers and HVAC Research Roadmap. Non-

energy benefits not yet addressed.

Q3 2011 HVAC Research Roadmap Q4 2014 ; NEBs TBD

IOU HVAC Program Staff IOU HVAC Program and

WE&T Staff (HVAC Sector Strategy) Identify gaps in current

data Dale Gustavson (Same as above) Q3 2011 (Same as above)

Create work plan to fill data gaps Dale Gustavson (Same as above) Q4 2011 (Same as above)

Future Priorities: Brand management. To protect the value of the QI/QM brand and the ability to create predictable results from HVAC systems bearing the label, California must police use of the brand. Controlling against brand dilution requires both a policing mechanism and legal ramifications for inappropriate use.


B-12

STRATEGY 2-1 (Continued): Create a Statewide Quality Installation and Maintenance (QI/QM) Brand That Will Be Attached To Systems/Installations/Contractors That Meet Quality Standards Future Priorities Continued: Comment: This Priority was aimed at supporting a truly statewide, unified brand, rather than each IOU having its own QI/QM brand, as is currently the case. Naturally, each will protect its brand. There is not yet established a public or private sector mechanism to 'police use of the brand.' Test and track brand value. To ensure that branding efforts are achieving the desired results with consumers, focus group testing with key segments must be scheduled at regular intervals. Tests should include consumers as well as contractors. Value assessments should also take into consideration any logo confusion or brand devaluation from co-marketing. Comment: EM&V work is ongoing including market assessment. Incorporate maintenance study findings. The 2010 HVAC Energy Efficiency Maintenance Study detailed a number of areas for improving QM field practice via utility-sponsored QM programs for customers. Following up on findings—addressing complex human factors and fine-tuning measurement and verification approaches—will help achieve Plan goals. Comment: EM&V work in support of program development is ongoing including human factors assessment. WCEC has completed reports on residential and small commercial building owners maintenance values and behaviors, and HVAC technician skills-based field observation.


B-13

STRATEGY 2-2: Launch a Consumer Marketing and Education Campaign to Support the Brand and Stimulate Market Demand Summary: the IOUs rejected a statewide consumer marketing and education campaign. An attempt by the CPUC to launch a web-based portal that would have included consumer information was terminated by CPUC order in 2012. Milestones and Key Actions: 2-2-1 Develop and launch campaign.







Identify key bodies to reach targets Dale Gustavson

Individual IOU program branding launched. Standards promotion

underemphasized. Q1 2012

Programs continue through Q4 2014. Increased

Standards promotion TBD.

To Be Determined Needs a champion. Recommend WHPA

Marketing Committee

Develop high-leverage campaign strategy to secure commitments

Dale Gustavson (Same as above) Q1 2012 Thru Q4 2014

Secure campaign funding Dale Gustavson (Same as above) Q1 2012 (Same as above) Launch campaign via key associations and targeted media

Dale Gustavson Contractor and End User

Association communication appears "underemphasized"

Q2 2012 (Same as above)

Future Priorities: No Future Priorities described. Comment: Each IOU supports marketing and education initiatives for its own brands.


B-14

STRATEGY 2-3: Develop and Provide Expanded QI/QM Training For Contractors, Technicians, and Sales Agents Summary: QI/QM training is ongoing to varying degrees with utility and HVAC industry support. There is no utility program for commercial quality installation. Residential QI is being cut back until better savings estimates can be obtained as detailed in the proposed HVAC EM&V Research Roadmap. There is no magic bullet or timeline for transforming market practices among contractors, technicians, sales agents or consumers. The WHPA RQI Subcommittee developed a whitepaper with a series of action recommendations that was presented to the WHPA Exec Comma for response. Without a forthcoming response, members of the Subcommittee released the paper and may choose to disband absent proactive response from the EC, IOUs, CEC, other appropriate agencies, and industry stakeholders. CEC has proposed technician certification/qualification requirements for T24 non-residential HVAC acceptance testing. Too many HVAC installations are found to not meet T24 requirements and be of poor quality, issues which directly reduce energy efficiency. A statewide IOU Workforce, Education, and Training Task Force have been formed. A SCE-sponsored project is underway to measure the current operating efficiency of a commercial rooftop unit (RTU) "above the roofline" and to measure the efficiency of the air distribution being delivered into the conditioned space. Project key goals are to improve the operating efficiencies at the RTU and perform diagnostics and duct repairs to raise the "delivered efficiency" to the conditioned space. This is a promising holistic approach to improving the overall system efficiency. Milestones and Key Actions: 2-3-1 Conduct comprehensive training needs assessment to identify industry skill gaps; begin expanded training programs.


Action Plan Key Actions Primary Source Has the action happened: yes or no; if no, describe what

has happened/changed? Action Plan TimeLine

Has the timeline been met: yes or no; if no, provide new timeline



Participate in general workforce education and training (WE&T) needs assessment

Dale Gustavson Complete Complete Complete

IOU HVAC Program Staff;

IOU Education & Training Staff

No Change

Review WE&T needs assessment; determine gaps Dale Gustavson Complete Complete Complete

Create request for proposal (RFP) for HVAC-specific needs assessment

Dale Gustavson Complete Complete Complete

Launch needs assessment to identify industry skill gaps Dale Gustavson

HVAC Educational Needs Assessment by EMI in final

review. Q3 2011

HVAC Educational Needs Assessment by EMI will be

presented Nov 2, 2012. Review assessment; develop training program to address gaps

Dale Gustavson (Same as above) Q4 2011 Q4 2012 HVAC Sector Strategy Effort and WHPA WE&T

Subcommittee Launch expanded, ongoing training programs Dale Gustavson (Same as above) Q4 2012 Q2 2013

Future Priorities: Revisit quality standards regularly. HVAC is a dynamic industry and QI/QM standards must be revisited on a regular basis. Additional kinds of training may be needed due to changing products and circumstances. In addition, advances in electronic technology and diagnostic tools will change the training disciplines necessary to perform services associated with the standards. Comment: Research Roadmaps under development through the CPUC include HVAC, Emerging Technologies, Research & Technology, and others, all address HVAC in one way or another. Knowledge retention and application. The key to achieving the industry transformation envisioned by the Strategic Plan is to ensure that technicians in their daily work apply the principles taught in the QI/QM training programs. Methods to measure retention of technical knowledge and assess use in the field must be developed to gauge success and enhance training programs. Comment: The entire WE&T sector is under a range of stakeholder review and assessment including through the WHPA as well as statewide. Representatives from national HVAC organizations are an active part of the WHPA at the governance level and at Committee levels. WCEC will be conducting field HVAC diagnostic tools knowledge assessment work in 2013.


B-15

STRATEGY 2-4: Develop and Implement Comprehensive Contractor Accreditation Program Summary: A very active stakeholder group formed through the merger of working groups in HVAC Action Plan Goals 2 & 3, includes all the key national HVAC contractor/technician credentialing programs is discussing steps to review curriculum and determine needs specific to CA codes and standards requirements. Volunteers in the working group are developing a national HVAC credentials database. A statewide IOU Workforce, Education, and Training Task Force has been formed. Milestones and Key Actions: 2-4-1 Develop accreditation program requirements; begin implementation.







Inventory HVAC training programs nationally and in California


IOU HVAC Program Staff; SMWIA Representative

Cerfication WG of Goal 2 WE&T & Credentialing WG of Goal 3 HVAC in Whole

Bldg. Performance Committee (WGs have

merged).

Assess current accreditation programs; identify priority programs

Dale Gustavson

Underway in Certification Working Group of the Goal 2 WE&T

subcommittee. Draft Report complete.

Q3 2011 Q4 2012

Develop pilot activities to advance specific accreditation for California

Dale Gustavson

SCE's RES QI Program 2009-2012 was built on ACCA Standard 5,

ENERGY STAR, and NATE Certification Model of leveraging

existing credentials and brands has merit and should be pursued.

Q4 2011 TBD

Run pilot program with community colleges, trade schools and energy centers

Dale Gustavson Discussions may be underway - need information from IOUs. Q4 2011 TBD Needs Champion

Assess results from pilot; recommend programs for 2014-2016 program IOU cycle

Dale Gustavson

Res QI cost-effectiveness in question. Program budget reduced. Res QM and CQM program have not yet fully

leveraged existing HVAC Industry credentials

Q1 2012

SCE Res QI program continues thru Q4 2014.

QM alignment with existing industry credentials TBD

Certification WG of Goal 2 WE&T & Credentialing WG of Goal 3 HVAC in Whole

Bldg. Performance Committee (WGs have

merged). Future Priorities: Investigate energy savings for training. A regulatory mechanism to credit utility education and training programs with energy savings could help expand HVAC training for licensed contractors, for salespeople and building departments. Comment: No information on status of a regulatory mechanism. SCE Residential Quality Installation program was reduced due to uncertain energy savings attribution. Web-based resources. Consumers and contractors alike should increasingly leverage www.engage360.com (ratepayer-funded website dedicated to energy efficiency information exchange) to share information about HVAC companies and certified technicians. In addition to providing qualified contractors with leads, online resources can help consumers become more knowledgeable about (and likely to use) well-trained HVAC professionals. Comment: www.engage360.com development was terminated by CPUC order. Each IOU provides links to consumer and contractor resources as well as supporting the various utility-supported Energy Centers statewide that provide direct outreach to consumers and industry professionals. Create joint HVAC and whole building design programs. As the Strategic Plan shifts California to an integrated systems design approach, there is a greater need to integrate builders with mechanical engineers, architects and designers with facility managers. Specific cross-training opportunities need to be developed and promoted. Comment: IOU-operated whole house and integrated commercial building design assistance is available


B-16

STRATEGY 2-4 (Continued): Develop and Implement Comprehensive Contractor Accreditation Program Future Priorities Continued: Expand HVAC knowledge base. HVAC fundamentals need to be included in science curriculum potentially starting as early as 7th grade. Relationships need to be established between trade/vocational HVAC programs and university mechanical engineering programs with practical, in field hands on experience part of the higher education curriculum. The California State Department of Education should be formally brought into conversations about future initiatives. Comment: No current information is readily available on status of California State Department of Education involvement in cross-institutional science/vocational/engineering initiatives. Update and upgrade the HVAC skill base. As commercial HVAC equipment becomes more sophisticated (including ductless systems and radiant cooling) to address the goals of the Strategic Plan, workforce skills must keep pace. Commercial sector contractor training and accreditation development must expand alongside advanced technology and integrated design. Comment: Significant discussions on fundamental HVAC skills training issues, related bodies of knowledge, and state/national HVAC credentialing and accreditation programs are underway through the WHPA Goal 2 Working Group on Credentialing. The outcome of these discussions could have national significance as well as meet California QI/QM needs. Specific technology workforce training must be expanded to include more evaporative cooling technologies. Energy Upgrade California (being referred to as the 'Whole House Program') encourages integrated design/retrofit for existing homes. Work underway though Savings By Design and the ZNE Action Plan for commercial buildings inherently includes some advanced technologies, along with integrated design principles and practices.


B-17

Strategy 3-1: Aggressively Promote Whole Building Design Concepts That Improve the Overall Thermal Integrity of New Existing Structures2 Summary: SB758 calls for programmatic activation resulting in deep energy savings for existing residential/commercial buildings. Energy Upgrade California provides the option of comprehensive HVAC, lighting and envelope measures for residential retrofit. There is a statewide Savings By Design program for existing commercial building renovation projects (as well as new construction). There is a ZNE Action Plan for Commercial Buildings that is currently under review and revision by participants. The IOUs have funded ZNE training and pilot project activity for commercial buildings primarily. Educational and demonstration activities have been supported for residential ZNE. Private sector residential builders/developers have been developing ZNE homes and small developments. A Residential ZNE Action Plan is in discussion at CPUC. Milestones and Key Actions: 3-1-1 Pilot targeted programs.


Action Plan Key Actions Primary Source Has the action happened: yes or no; if

no, describe what has happened/changed?





Launch pilot programs (whole house, quality installation [QI/QM], emerging technologies)

Mark Cherniack Energy Upgrade California is a statewide

whole house program. Ongoing and current.

Ongoing Ongoing

IOU Whole House Team No Changes Evaluate pilot programs

(including field testing) Mark Cherniack Evaluation scheduled for Energy Upgrade California Ongoing Ongoing

Recommend program revisions as necessary for success in next program cycle (2014-2016)

Mark Cherniack Will be based on evaluation results of Energy Upgrade California. Q2 2012 Ongoing

2 NOTE: The WHPA Subcommittee addressing this topic has been dissolved


B-18

Strategy 3-1 (Continued): Aggressively Promote Whole Building Design Concepts That Improve the Overall Thermal Integrity of New Existing Structures Milestones and Key Actions: 3-1-2 incorporate radiant cooling, ductless systems, ground source heat pumps, and other alternatives into 5 percent of new and existing construction by 2012



Has the action happened: yes or no;






Identify options for prioritizing technologies and appropriate applications

Mark Cherniack There are multiple HVAC

programs underway in California.

Q3 2011 Ongoing

IOU Whole House Team

Statewide HVAC Program Staff and ET Program Staff and IOU

Whole House Team

Identify programs (e.g., whole house, zero net energy, Savings By Design) that can utilize HVAC whole building design

Mark Cherniack (Same as above) Q3 2011 Ongoing

Gather quantitative and qualitative data on 5 percent target

Mark Cherniack Target will not be met in 2012 Q4 2011 TBD

Distribute results/case studies broadly to public and private sectors

Mark Cherniack HVAC performance test

results are released to the public and private sectors

Q3 2012 Ongoing

Leverage IOU programs to bring HVAC whole building design to 5 percent of new and existing construction

Mark Cherniack Insufficient information Q4 2012 TBD

Milestones and Key Actions: 3-1-3 Identify priorities of CEC PIER and IOU emerging technologies program activities to further support newer HVAC technologies and systems.


Action Plan Key Actions Primary Source Has the action happened: yes or no; if no, describe what

has happened/changed? Action Plan TimeLine

Has the timeline been met: yes or no; if

no, provide new timeline Action Plan Champs

Are the Champions the same: yes or no?

If no, describe change Identify key HVAC programs and research bodies to track, including U.S. Department of Energy (DOE)

Mark Cherniack Ongoing stakeholder input on

CEC priorities and IOU ET program activities

Q3 2011 Ongoing

WHPA Advanced Technology Committee;

WCEC Staff; Chris Scrutiny, CEC/PIER

IOU HVAC Program Staff, WHPA Advanced Technology Committee;

WCEC Staff; CEC/PIER Staff

Inventory what activities are underway for “newer HVAC technologies”

Mark Cherniack Ongoing in ET Program Q3 2011 Ongoing

Align with national regulatory activity related to raising minimum Seasonal Energy Efficiency Ratio (SEER)

Mark Cherniack New SEER levels adopted for

several western states including California - currently in litigation

Q3 2011 Complete IOU Codes and Standards Staff, CEC Codes and

Standards Staff

Share updates quarterly Mark Cherniack Insufficient information Q4 2011 TBD IOU HVAC Program Staff and IOU ET Staff


B-19

Strategy 3-1 (Continued): Aggressively Promote Whole Building Design Concepts That Improve the Overall Thermal Integrity of New Existing Structures Future Priorities, Continued: Expand commercial rooftop unit alternatives. Technologies including ductless variable refrigerant flow equipment, advanced evaporative hybrid units, evaporative condenser pre-cooling retrofits, and thermal energy storage systems can be coupled with rooftop units for significant peak demand reduction. Further assessment of technology options for commercial rooftop units is needed, and suppliers and utilities will need to collaborate to increase market knowledge of these alternatives. Comment: IOUs are supporting all of the technologies listed through Emerging Technologies (ET) demonstrations, the Western Cooling Challenge (through WCEC), and through support of the TRIO initiative. Lessons learned in the California Advanced Lighting Controls Training Program are being considered for application in a similar HVAC controls training/credentialing program by directive from James Tuleya / PG&E. Engage the private sector. The private sector always needs answers as to the suitability, quality, costs, operating life and maintainability of new energy products. Key organizations (e.g. IOUs, CEC) should actively partner with equipment producers to ensure that useful information is provided in a timely manner to the market, and supported with specialized workforce training as needed. Comment: The WHPA Market Adoption Subcommittee was established to directly address this item. A senior OEM marketing representative headed the Subcommittee. The Subcommittee went dark after the change in WHPA support contracts, without WHPA staff support assigned to it.


B-20

Strategy 3-2: Accelerate Activities Related to HVAC Aspects of Whole Building Industry Design Standards3 Summary: Savings By Design, which promotes whole building integration, energy systems integration, and ZNE, as well as offering builder and design team incentives, is an important market driver for higher efficiency commercial buildings. The program supports new and renovation/remodel projects. The 20+ CA communities that have adopted the California Green (Reach) code are also driving energy efficient performance. Professional builder organizations and educational institutions are offering more integrated design for commercial and residential professionals. The USGBC LEED program is a key driver for integrated design for envelope and other efficiency components. Milestones and Key Actions: 3-2-1 Evaluate and update existing standards to include increased emphasis on HVAC aspects of whole building approaches.



Has the action happened: yes or no; if no, describe what

has happened/changed?





Inventory existing whole building industry standards Mark Cherniack

Increased policy and program emphasis on

whole building approaches including

HVAC.

Q3 2011 Ongoing

WHPA Subcommittee on Standards Integration

Goal 3 Whole Building Committees are being

reorganized.

Assess the role of HVAC aspects of whole building approaches

Mark Cherniack Addressed to an extent in Energy Upgrade CA Q3 2011 Ongoing

Identify gaps and opportunities to advance HVAC aspects

Mark Cherniack

Crosscutting through WE&T and ET.

Everyone is looking at this- ongoing.

Q4 2011 Ongoing

Approach key industry groups to change standards and elevate HVAC aspects

Mark Cherniack (Same as above) Q1 2012 Ongoing

Future Priorities: Elevate HVAC with rating systems. Even though it accounts for a majority energy use in many buildings, HVAC is too often addressed long after decisions about early design considerations—including load-bearing structures and ventilation requirements— are resolved. Leveraging the energy criteria of rating systems such as Leadership in Energy and Environmental Design (LEED) is a way to approach architects and engineers to keep HVAC from becoming an afterthought. Comment: CA has a relatively large number of LEED certified buildings already. ENERGY STAR successfully promotes its Target Finder and Portfolio Manager building rating and benchmarking program. CA SB1103 mandates commercial building benchmarking with some cities implementing their own commercial building benchmarking programs such as in San Francisco city and county. Outreach to project engineers and custom builders. Project engineers and structural engineers must focus on HVAC design and integration early in the design process. While structural engineering affect the “veins” of the systems, the project engineer is a crucial element to advanced HVAC-inclusive whole building design. Comment: For commercial buildings, Savings By Design and the IOU ZNE demonstration program clearly supports design integration. There is a growing amount of technical information from a variety of sources available to engineers and custom builders. A few residential builders are building ZNE residential dwellings and small developments. There is a ZNE complex (West Village) already built and being expanded at UC Davis. The Western Cooling Efficiency Center is now housed in this complex.

3 NOTE: The WHPA Subcommittee addressing this topic has been dissolved


B-21

Strategy 3-3: Accelerate HVAC Related Aspects of Whole Building Design in the Education and Professional Communities4 Summary: Educational activities around improved, integrated building design have increased through expanded course work offered in professional training institutions and through a variety of workshops, seminars and sustainable industry-related offerings. Milestones and Key Actions: 3-3-1 Develop continuing education programs; Begin curriculum use.









Identify educational and other training institutions/organizations (public, private) for HVAC whole building curriculum


WHPA (Sub) Committee on HVAC Acceleration;

IOU Education & Training Staff, SMWIA

Representative

Goal 3 Whole Building Committee being reorganized; IOU

Education & Training Staff, SMWIA

Representative

Assess HVAC and whole building education in existing curriculum

Mark Cherniack

UC Berkeley Labor Study Green Jobs Report; EMI Needs Assessment and

HVAC Maintenance Study

Ongoing Curriculum development is an ongoing process

Identify gaps in existing curriculum and HVAC whole building design instruction

Mark Cherniack (Same is above) Ongoing Curriculum development is an ongoing process

Revise curriculum to more accurately reflect HVAC role in whole building

Mark Cherniack Limited curriculum development underway Ongoing Curriculum development is an

ongoing process

Expand curriculum to target schools and other training institutions/organizations

Mark Cherniack (Same as above) Ongoing Curriculum development is an ongoing process

Future Priorities: Partnership development. Trade associations and industry groups are essential to expanding whole building design knowledge. The right marketing and education partnerships will ensure speed, depth and accuracy of training information. WHPA members are integral to partnership development and will be developing recommendations on priority activities to pursue. Comment: There is no active WHPA subcommittee on integrated design.

4 NOTE: The WHPA Subcommittee addressing this topic has been dissolved.


B-22

Strategy 3-4: Accelerate Code-Based Solutions to Improving the Thermal Structural Integrity and Incorporating Alternative Cooling Methods Into Building Designs5 Summary: Work is ongoing in the area of code-based solutions for structural thermal integrity. However, the concept of 'accelerating' solutions has multiple drivers and channels including T24 upgrade schedules, Emerging Technology projects, IOU CASE priorities for each T24 cycle and ongoing research and demonstration into alternative cooling methods. To a great extent, these multiple activates are not coordinated. Milestones and Key Actions: 3-4-1 Implement optional code improvements necessary to facilitate moves to whole building design approaches.


Action Plan Key Actions Primary Source Has the action happened: yes or no; if

no, describe what has happened/changed? Action Plan TimeLine

Has the timeline been met: yes or no;

if no, provide new timeline



Develop green building code with multiple voluntary levels; Part 11 of Title 24 (California Green Building Standards)

Mark Cherniack Complete - Will be revised in the future Complete Complete

WHPA (Sub) Committee on Code-

based Solutions; Eurlyne Geiszler, CEC

Codes & Standards Staff

Goal 3 Whole Building Committee being

reorganized; Eurlyne Geiszler, CEC Codes & Standards Staff, IOU Codes and Standards

Staff

Develop a reach energy code that cities can adopt or utilities can incent beyond Title 24; Part 6 of Title 24

Mark Cherniack Complete - Will be revised in the future Complete Complete

Review HVAC role in current reach codes; develop roadmap

Mark Cherniack Reach Code development is ongoing Q4 2012 Ongoing

Further develop HVAC in next reach codes Mark Cherniack (Same as above) Q4 2012 Ongoing

Future Priorities: Coordinate with Residential and Commercial ZNE. To ensure integration and leverage success, HVAC efforts in whole building design must be consistent with efforts in both the commercial (the Zero Net Energy ZNE Action Plan) and residential sectors (through Energy Upgrade California). Comment: A Residential ZNE Action Plan is in early development. There is no formal coordination yet between the HVAC Action Plan/WHPA and the commercial buildings ZNE Action Plan or Energy Upgrade California. Performance Monitoring. Regardless of the level of HVAC efficiency recommended or required, measuring performance of building and system energy use is the only credible method of knowing what level of energy performance is being reached. (Note: Commercial building energy measurement requirements are under review for potential submission in the 2013 T24 revisions currently underway.) Comment: Commercial building energy monitoring was adopted for the 2013 Title 24 Nonresidential Energy Standard. The mandatory measure details building size requirements related to the level of detail for metering from whole building to major end uses. The measure also requires publicly accessible reporting of building energy performance. 5 NOTE: The WHPA Subcommittee addressing this topic has been dissolved.


B-23

Strategy 3-4 (Continued): Accelerate Code-Based Solutions to Improving the Thermal Structural Integrity and Incorporating Alternative Cooling Methods Into Building Design Future Priorities Continued: Outcome-Based Approaches. While CALGreen specifies levels of increased efficiency, it does not prescribe how energy savings should be realized. In this outcome-based approach, building designers simply demonstrate how goals are achieved using an Alternative Calculation Method approved by the CEC. If the CEC continues to develop codes that focus on performance outcome rather than relying on prescriptive requirements, the state can advance integrated designs that rely on the appropriate matching of building components including HVAC systems. Comment: CEC is continuing development of performance outcome-based approaches for T24.


B-24

Strategy 3-5: Sponsor Design Competitions to Encourage Builders to Design and Build Gomes with Net Zero Peak Demand6 Summary: PG&E, AIA San Francisco, and UC Merced sponsored the Architecture at Zero design competition for ZNE student housing or administrative buildings on the UC Merced campus. Students as well as design firms were encouraged to enter. A few residential builders/developers are proceeding to demonstrate individual ZNE homes and small developments without specific utility ZNE incentives, but taking advantage of existing incentive programs. There is little widespread programmatic and professional design guidance to achieve zero peak demand specifically. Photovoltaics are the primary technology for substantially lowering or potentially zeroing peak demand in homes, assuming sufficient sun availability during peak load. Milestones and Key Actions: 3-5-1 Conduct first competition in 2010 and annually thereafter.









Develop entry form, rules and procedures for competition Mark Cherniack

IOUs supporting zero net energy Residential and

Commercial design training, standards and

demonstrations

Complete Complete

WHPA Committee on Design Competitions

Goal 3 Whole Building Committee being

reorganized

Launch first call for entries Mark Cherniack (Same as above) Complete Complete

National Lab testing (NREL, Oakridge) Mark Cherniack

WCEC sponsors Western Cooling Challenge -

Ongoing. 3 entries thus far.

Ongoing Ongoing

Field tests of winning technologies (Coolerado testing)

Mark Cherniack

Utilities (IOU and POU) and WCEC field tests of Cooling Challenge and additional technologies

ongoing. Significant scale-up in advanced

technology deployment is needed.

Ongoing Ongoing

Work with OEMs and entrepreneurs to encourage additional entries

Mark Cherniack

Energy Center at UC/Davis including

WCEC is working with prospective participants.

Ongoing Ongoing

Future Priorities: Integrate HVAC with other design competitions. Several energy efficiency competition programs exist, both in California (e.g., ZNE pilot programs) and nationally. The Cooling Challenge and its goals can gain traction more quickly through partnerships and potentially expanding HVAC in other competitions. Comment: ZNE residential activity with and without IOU financial support is already underway for single-family homes as well as some multi-tenant projects such as West Village at the UC Davis campus. A second evaporative-based / direct-expansion (DX) hybrid rooftop unit has met the WCEC Cooling Challenge minimum requirements.

6 NOTE: The WHPA Subcommittee addressing this topic was never formed (and will not be) due to design competition activity being initiated by the IOUs for residential and commercial ZNE projects.


B-25

Strategy 3-5 (Continued): Sponsor Design Competitions to Encourage Builders to Design and Build Gomes with Net Zero Peak Demand Future Priorities Continued: Expand Commercialization. In coordination with Goal 4’s focus on advanced technologies, the Cooling Challenge should work with the IOU’s Technology Research Incubator Program (TRIO) and other incubators to help encourage market expansion. Comment: WCEC, which manages the Cooling Challenge, is linked to the TRIO program through SCE TRIO management staff. WCEC Affiliate companies are also part of commercialization expansion efforts. In addition, the UC Davis Energy Center, of which WCEC is a part, also supports advanced HVAC commercialization efforts as part of its mission. The WHPA Market Adoption Subcommittee has been abandoned


B-26

Strategy 4-1: Pursue Regional Climate Optimized Equipment Standards Through DOE Rulemaking Process Summary: AHRI lawsuit filed against national residential climate optimized standards ruling that impacts CA T24; outcome/timetable not known. There is no activity nationally to address climate-optimized standards for light commercial HVAC (rooftop units). IOU ET in CA is just beginning to develop technology specification for IOU programs (not for T24) for evaporative pre-cooling equipment. Milestones and Key Actions: 4-1-1 Evaluate, revise and update as needed in state and federal applications.







Action Plan Champs

Are the Champions the same: yes or

no? If no, describe change

Assemble key stakeholders and parties to develop recommended standards

Mark Cherniack Standards were issued by DOE and temporarily challenged by Industry

stakeholders (legal injunction) Complete Complete

IOU Codes & Standards Staff No Change Draft standards Mark Cherniack (Same as above) Complete Complete

Develop consensus for standards Mark Cherniack (Same as above) Complete Complete

Submit standards to DOE for consideration Mark Cherniack (Same as above) Complete Complete

Future Priorities: Advocate higher commercial standards. Climate optimized standards for commercial cooling equipment are essential for meeting zero net energy goals in the commercial sector and should be actively pursued through collaborative regional and national efforts. Comment: The California IOUs and the CEC were very active in the national DOE residential HVAC climate-optimized standard-setting process that is currently on hold due to HVAC industry legal challenge on the heating standards. The regional air conditioning standards are intact with an implementation date set for January 2015. Baseline, component-level product manufacturing data was established in the PIER/SCE Hot Dry Air Conditioner Project, 2005-06. IOUs should conduct a cost-effectiveness analysis for climate optimized commercial HVAC equipment to determine policy options at the state, regional and national levels for both evaporative and DX-based cooling equipment. This work could be supported through the Codes and Standards Enhancement (CASE) program and assessed as proposed measures for 2016 T24. Establishing pathways for more efficient HVAC equipment. Advanced evaporative cooling technology (including hybrid units) and variable refrigerant flow cooling products largely exceed the energy efficiency performance of standard equipment. The manufacturers of these more efficient cooling products should be strongly supported in reach and green codes, utility programs and government purchasing programs. Comment: Several evaporative cooling products, including several manufactured in CA, are now being tested through WCEC, the IOUs and in the Pacific Northwest. Until whitepapers are submitted and reviewed and/or measured field results are available, market and peak load impacts will both remain limited. A condenser pre-cooling hybrid integrating the DualCool product (CA) with a Trane DX rooftop unit has passed the WCEC Western Cooling Challenge and is available but supported only as a custom measure (not as a mass-market program) by utility incentives. A residential evaporative cooling product (AquaChill) is available, but with the current, broader economic challenges limiting its market. Five (5) HVAC companies, including the CA-based manufacturer, are offering AquaChill in California. PG&E’s ET program initiated a key stakeholder process to develop a technical standard for evaporative condenser pre-cooling technology. Stakeholder discussions have broadened to include other evaporative approaches. This should lead to T24 proposals. WCEC is continuing research on water issues (efficiency/chemistry) related to evaporative cooling.


B-27

Strategy 4-2: Update “Total Avoided Cost Model” and Title 24 “Time Dependent Valuation” Calculations, Including Use of Peak Energy Values Summary: CEC and CPUC development of TDV including HVAC load impacts is ongoing. Not being addressed by WHPA. Milestones and Key Actions: 4-2-1 Evaluate, revise and update as needed in state and federal applications.




Action Plan TimeLine Has the timeline been

met: yes or no; if no, provide new

timeline


the same: yes or no? If no, describe

change

Evaluate existing computer applications for modeling (e.g., eQUEST, EnergyPlus, EnergyPro)

Mark Cherniack Ongoing in relation to revisions in State and

Federal Codes Complete

Being addressed in California within the Title

24 revisions

IOU Codes & Standards Staff

CEC, CPUC, IOU and Key Industry

Stakeholder Group Partners

Identify necessary revisions for relevant computer modeling applications

Mark Cherniack Ongoing in relation to revisions in State and



24 revisions

Provide recommendations to relevant organizations Mark Cherniack

Ongoing in relation to revisions in State and



24 revisions

Update all software per T24 implementation Mark Cherniack

Ongoing in relation to revisions in State and

Federal Codes Q4 2012

Title 24 Adopted 2013 - January 2014

implementation Future Priorities: TDV 2013 Revision. New TDV values related to climate zone weather data have been developed by the CEC for compliance calculations for the 2013 T24 code revision that is currently underway. In the updated 2013 TDV methodology, each climate zone’s peak weather data have been made coincident with the statewide peak regardless of when the local peak occurs. Using the CEC’s revised TDV weather files, residential peak demand reduction from efficiency measures including HVAC, could be up to 50 percent higher in TDV and nonresidential peak reduction could be up to 10 percent higher in TDV. Comment: The TDV calculation includes energy and peak values.


B-28

Strategy 4-3: Accelerate Market Penetration of Advanced Technologies by HVAC Industry Promotions and Updating/Expanding Current Utility Programs To Include the New Technologies as Appropriate Summary: IOUs are supporting multiple technology demonstrations (including kWh/kW savings benefits) currently in progress through ET and related projects on HVAC whole systems and control components. Measured savings results not yet available to inform work papers for pilots or programs. At least 1 commercial and 1 residential evaporative cooling-related products are deployment ready. WE&T for some new technologies and products is lacking, which could cause more harm than good in terms of market acceptance. WHPA Market Adoption Subcommittee is in suspension. AB 2339 legislation requires the CEC/CPUC in consultation to evaluate and recommend policies and implementation strategies to overcome market barriers to the use of geothermal heat pumps and geothermal ground loop technologies. Milestones and Key Actions: 4-3-1 Conduct a comprehensive cost-benefit analysis of leading and prospective advanced technologies and use to prioritize utility incentive offerings and HVAC industry deployment strategies.



Has the action happened: yes or no; if no, describe what has

happened/changed? Action Plan TimeLine



Action Plan Champs


no? If no, describe change

Identify prospective and advanced HVAC technologies Mark Cherniack

Wide variety of Emerging Technologies are being

reviewed Ongoing Ongoing

WHPA Advanced Technology Committee;

IOU HTDSA Program Staff

No Statewide champion identified -

effort fragmented. Other champions include: WHPA

AFDD subcommittee,

WHPA Executive Committee, WHPA

Staff, HVAC Industry, WCEC.

Conduct comprehensive cost-benefit analysis of technologies Mark Cherniack Ongoing based on

performance results Ongoing Ongoing

Prioritize and assess incentive options Mark Cherniack Ongoing based on cost-

benefit analysis. Q1 2012

Routinely submitted to ED by IOUs; analysis in

progress. Details evolving and progress not

transparent.

Assess HVAC industry deployment strategies; find high-leverage alignment between incentives and industry strategies

Mark Cherniack / KC Spivey

Several WHPA groups have identified market-

ready opportunities. Economizer Consensus Project and other priority key initiatives have been

identified. Not being addressed by IOUs in

2012`

Q2 2012

Economizer Consensus Project currently being incorporated in HVAC

Sector Strategy. Launch Q4 2012

Propose modifications to existing incentives or offer recommendations for next program cycle 2014-2016

KC Spivey Not being addressed by IOUs in 2012` Q4 2012

Dependent on HVAC Research Roadmap (2013-

2014 EM&V Plan) Q4 2013 - Q4 2014


B-29

Strategy 4-3 (Continued): Accelerate Market Penetration of Advanced Technologies by HVAC Industry Promotions and Updating/Expanding Current Utility Programs To Include the New Technologies as Appropriate Milestones and Key Actions: 4-3-2 Establish an incubator program to accelerate commercialization of most promising technologies.









Develop concept and program plan (TRIO)

Mark Cherniack / TRIO SCE Staff

Ongoing - At http://www.etcc-ca.com/ Complete Ongoing - At http://www.etcc-

ca.com/

IOU Trio Coordinator No Change

Identify entrepreneurs and venture capitalists as TRIO targets


Ongoing - At http://www.etcc-ca.com/ Complete Ongoing - At http://www.etcc-

ca.com/

Develop and hold forums in geographically diverse locations


Ongoing - At http://www.etcc-ca.com/ Ongoing Ongoing - At http://www.etcc-

ca.com/

Convene geographically diverse “open house” at IOUs for entrepreneurs to pitch ideas

KC Spivey Ongoing - At http://www.etcc-ca.com/ Ongoing Ongoing - At http://www.etcc-

ca.com/

Future Priorities: Expand relationships with emerging technology entrepreneurs. The cluster of energy efficiency related programs and initiatives in California—including the UC Davis Energy Efficiency Center that includes the Western Cooling Efficiency Center, California Lighting Technology Center, Plug-In Electric Vehicle Research Center, and Program for International Energy Technologies, the Center for Entrepreneurship and the California Clean Energy Fund (CalCEF)—can support entrepreneurs with new ideas and products with technical, engineering, testing, financing, and investment support services. These private/public partnerships should be maximized to further energy efficiency sector goals throughout the state. Comment: All of these programs and initiatives are active in promoting their objectives and opportunities with entrepreneurs, industry and markets. Primary accelerants include government/public agency purchasing policies supporting energy and natural resource efficiency (a number of which are in place) in addition to expanded resources for professional WE&T and customer training.


B-30

Strategy 4-4: Adopt a Progressive Set of Building Codes That Support the Deployment of Peak Efficient Equipment Summary: 2013 Title 24 does not address codes for peak efficient HVAC equipment for residential or light commercial markets. Solutions are being addressed through climate-optimized technology (primarily evaporative HVAC). ET project work on evaporative condenser pre-cooling and related evaporative cooling technology specifications is just underway. Demand responsive HVAC controls are available, but not widely deployed and not yet addressed in T24. Although it has been expected that 'smart' meters would play a role in grid-scale demand management strategies, only research and proof-of-concept tech projects have been tried. Milestones and Key Actions: 4-4-1 Enhance and accelerate the deployment of Title 20/24 codes.



Has the action happened: yes or no; if no, describe what has




Action Plan Champs


no? If no, describe

change Identify priority HVAC code change topics for T24 2013 revision


IOU Codes & Standards Enhancement Initiative; Eurlyne Geiszler, CEC

Codes & Standards Staff

No Significant Change / Increase HVAC Industry Partners

Conduct stakeholder workshops on code change topics as necessary

Mark Cherniack Completed 2011-2012 Ongoing Completed 2011-2012

Propose initial changes for 2013 T24 Mark Cherniack Completed Q1 2011 Q3 2011 Completed Q1 2011

State reach code and T24 improvements in effect Mark Cherniack `To be completed Q1 2013 Q4 2014 `To be completed Q1 2013

Future Priorities: Exemption from federal pre-emption. The federal government sets national energy efficiency standards for HVAC equipment, but uniform standards do not consider impacts of cooling energy performance due to climate conditions (like hotter, drier climate found in the West). There is an administrative mechanism to apply for exemptions from the DOE that should be explored in collaboration with western states that have similar interests in maximizing energy efficiency to limit climate change. Comment: Initial exploration of a California HVAC pre-emption request was discussed in a commercial ZNE Action Plan working group in 2010-11. IOU regulatory policy position at the time was to not challenge USDOE or go to Congress. There is no Champion identified, but CEC, CPUC and the IOUs have a direct interest in working around pre-emption to meet ZNE and deep savings goals. Advanced technology in code. New advanced evaporative HVAC equipment and thermal energy storage systems can provide substantial peak load reduction benefits. Approaches to codifying these benefits in T24 should be formally assessed collaboratively through CEC and the IOU Codes and Standards Enhancement program. Comment: New, advanced evaporative HVAC products are in testing in CA to establish cost-benefit for the design of utility-sponsored evaporative HVAC efficiency programs. As evaporative product performance data becomes available additional technology and market assessment will be required to take the next steps toward T24 with the CEC and CASE.


B-31

Strategy 4-5: Develop Nationwide Standards and/or Guidelines for Onboard Diagnostic Functionality and Specification for Designated Sensor Mount Locations Summary: Successful PIER/CASE project requiring mandatory RTU economizer FDD for 2013 T24. WHPA FDD Subcommittee members and HVAC OEM members negotiated the final T24 measure as well as the establishment of an ASHRAE Special Projects Committee that will lead to national standards for laboratory RTU FDD test methods. SCE is completing methods of test for T24 compliance requirements. T24 already has residential Charge Indicator Display (CID) fault detection option, but no products have been offered to the market yet. A CEC PIER project with Purdue University, has produced an evaluation tool that assesses the accuracy of refrigeration cycle, airflow, non-condensables, liquid line restrictions and compressor valve leakage diagnostic provided by a given product. The Purdue evaluation tool should be applied to all vendors bidding their diagnostic protocol into a ratepayer-funded HVAC maintenance/optimization programs. The evaluator can check the accuracy of a given diagnostic tool applied to both light commercial and residential HVAC systems. Milestones and Key Actions: 4-5-1 Establish an industry-wide task force to develop national standard diagnostic protocols.








Action Plan Champs

Are the Champions the

same: yes or no? If no, describe

change Create In-Field/Onboard FDD Subcommittee under the Advanced Technology Committee within WHPA


WHPA FDD Subcommittee; WCEC

Staff; IOU HTSDA Program Staff

No Change

Develop national technology standards including a standard evaluator or method of test; Collaborate with ASHRAE, ENERGY STAR, CEE, AHRI

Mark Cherniack Ongoing at National and State levels Q3 2011 Ongoing

Create a specification for designated sensor mount locations

Mark Cherniack Proposed in HVAC Research Roadmap Q4 2011

Proposed in HVAC Research Roadmap - 1st

Meeting 10-19-12 Propose FDD additions to ASHRAE Standard 90.1, 189.1 Mark Cherniack No additions have been

proposed thus far Q1 2012 No specific information on timeline

Milestones and Key Actions: 4-5-2 Begin implementation.


Action Plan Key Actions Primary Source Has the action happened:

yes or no; if no, describe what has

happened/changed?

Action Plan TimeLine Has the timeline been

met: yes or no; if no, provide new

timeline


the same: yes or no? If no, describe

change

Final RTU FDD 2013 T24 submission Mark Cherniack Final submission

completed Q3 2011 Final submission completed

WCEC Staff

WCEC Staff, IOU CASE Staff for Title

24 RTU/AFDD Submission

Inventory relevant reach codes; provide HVAC update Mark Cherniack

Number of communities in California have adopted

reach codes. Q4 2011 Adoption of reach codes is

ongoing. IOU Codes &

Standards Staff, CEC Promulgate reach code Mark Cherniack (Same as above) Q1 2012 `(Same as above)


B-32

Strategy 4-5 (Continued): Develop Nationwide Standards and/or Guidelines for Onboard Diagnostic Functionality and Specification for Designated Sensor Mount Locations Milestones and Key Actions: 4-5-3 Incorporate into HVAC industry and utility programs.


Action Plan Key Actions Primary Source Has the action happened: yes or no; if no, describe what has




Action Plan Champs

Are the Champions the same: yes or no?

If no, describe change

Identify most effective ways to integrate standards with HVAC industry

Mark Cherniack Ongoing discussion taking place in the FDD Subcommittee Q4 2011 Ongoing and parallel to

PIP Development IOU HTSDA Program Staff

IOU Codes & Standards Staff, AFDD

Subcommittee, IOU HTSDA Program Staff, IOU ET Program Staff

Develop recommendations to incorporate standards into next IOU program cycle 2014-2016

Mark Cherniack `Ongoing continuous

development - next full program cycle 2015-2017

Q1 2012 `Tied to the IOU PIP development schedule

Future Priorities: Expand diagnostic systems for all HVAC. Currently, the most fully featured onboard diagnostic systems are found in only the more expensive, high-end HVAC systems with the lowest market share. This is related to the HVAC industry’s business model of providing a range of products, features and prices commonly described as “good-better-best.” To achieve the Plan’s goals, manufacturers would have to upgrade all rooftop unit product lines to microprocessor control (now having about a 30% market share). Comment: A joint PIER/CASE project team supported a 2013 T24 RTU FDD measure for all equipment 4.5 tons or larger starting in Jan 21014. The HVAC industry did not object during the CEC hearings and has been working with the WHPA FDD Committee on details of the new mandatory measure. Future Priorities Continued: Advanced technology in code. New advanced evaporative HVAC equipment and thermal energy storage systems can provide substantial peak load reduction benefits. Approaches to codifying these benefits in T24 should be formally assessed collaboratively through CEC and the IOU Codes and Standards Enhancement program. Comment: New, advanced evaporative HVAC products are in testing in CA to establish cost-benefit for the design of utility-sponsored evaporative HVAC efficiency programs. As evaporator performance data becomes available additional technology and market assessment will be required to take the next steps toward T24 with the CEC and CASE.


B-33

Strategy 4-6: Prioritize In-Field Diagnostic and Maintenance Approaches Based On the Anticipated Size of Savings, Cost of Repairs, and the Frequency of Faults Occurring Summary: The proposed HVAC EM&V Research Roadmap details savings measurement activities for a variety of HVAC maintenance measures. Specific fault frequency is not being addressed at this time. In a small pilot project, SCE has established a project to measure the current operating efficiency of an RTU "above the roofline" and then to measure the efficiency of the air distribution being delivered into the conditioned space. The goals are to improve the operating efficiencies at the RTU and perform diagnostics and duct repairs to raise the delivered efficiency to the conditioned space. This is a promising approach to improving the overall system efficiency. Milestones and Key Actions: 4-6-1 Benchmark existing diagnostic, repairs and maintenance protocols and develop appropriate products.









“Benchmark” and assess existing protocols (including savings and cost-benefit/effectiveness)

Mark Cherniack Work underway through WCEC, the Program Coordination Group,PIER-

Purdue Univ. Complete Timelines vary with

Activity

WHPA Subcommittee on FDD

WHPA FDD Subcommittee and ASHRAE Special

Projects Committee 207 (Laboratory Methods of

Test for RTU FDD).

Create gap analysis of existing protocols and future needs Mark Cherniack Activities underway through WCEC

and PIER Complete Timelines vary with Activity

Recommend priority activities to impact human behavior elements and product development

Mark Cherniack

Some work underway through WCEC, UC Berkley Labor Center, EMI HVAC Contractor and Technician Behavior

Study

Q4 2011 WCEC Work - Q4 2012

Institute voluntary industry agreement to deliver priority changes Mark Cherniack Industry and IOU cooperation in CQM

Program design and delivery. Q1 2012

1) Adding FDD measure to CQM by

Q1 2013 and 2) January 2014

implement Title 24 RTU/ Economizer

FDD.

Work with OEMs to develop appropriate products and ensure product availability

Mark Cherniack

January 2014 implement Title 24 RTU/ Economizer FDD. In-field

diagnostic discussions scheduled in AFDD subcommittee.

Q2 2012 Q4 2012

Future Priorities: Collect and disseminate more field data and experience. As with many sectors in the Strategic Plan, the HVAC industry is in need of more information to assess appropriate next steps in product design and deployment and analysis of the highest value diagnostics, repairs and maintenance—as well as a repository of this information readily accessible to the HVAC industry and interested consumers. Additional dollars must be dedicated to data collection. The CPUC’s www.Engage360.com and the WHPA’s www.performancealliance.org websites are accessible places for posting this information. Comment: The Engage360 website was terminated by CPUC order. The WHPA website posts a wide range of HVAC-related information on its website and welcomes additional material to inform a wide range of industry members. A number of energy savings impact measurement projects are described in the Long Term HVAC Research Roadmap(v8) that will address energy savings and related topics. Fault frequency research is not specifically proposed.


B-34

Strategy 4-6 (Continued): Prioritize In-Field Diagnostic and Maintenance Approaches Based On the Anticipated Size of Savings, Cost of Repairs, and the Frequency of Faults Occurring Future Priorities Continued: Work with HVAC manufacturers to enhance rooftop unit maintainability. A number of recommendations to make it easier and less costly for HVAC service technicians to provide regular maintenance have been made through the CEC PIER Advanced Rooftop Unit project. WHPA Committees including QI/QM and FDD along with the IOU HTSDA program will work with manufacturers on the options identified. Comment: The WHPA RQI and CQM Subcommittees continue to discuss RTU maintainability issues, some involving manufacturers and others issues covering all aspects of the HVAC market. The RQI Subcommittee released a whitepaper addressing the entire market. The RQM and CQI Subcommittees have no Chairs and do not meet presently. Several FDD recommendations from the PIER Advanced Rooftop Unit (ARTU) project were incorporated into the 2013 T24 RTU FDD mandatory measure. The HTSDA program is being absorbed into the IOUs Emerging Technologies framework. At present, there is no specific ARTU follow up initiative to address additional manufacturing design issues.