1. Residential Advisory Committee – Q4
October 16, 2014

2. Welcome
What was your favorite Halloween costume and how old were you when you wore it?

3. Follow up from Q3 RAC meeting
Field Service matrix – page 3
Retail Map
Sears/DHP update – Jill

4. Advisory Committee Revamp (Packet pg. 8)
Current Status
Under Governance Committee review
Board to consider for approval December 3
Key Points
Areas for improvement:
better communication and coordination
clarity on roles and responsibilities
clarity on decision points are in NEEA’s process
more transparency and better information sharing
Business Case (funders need it!)
Process Clarity and Formalization (including Work Group template, RPAC voting rules, Advisory Committee membership clarity, etc.)
Single Source of Truth for Advisory Committee materials

5. Single Source of Truth - CONDUIT

6. Live link…..

7. 2015 RAC meeting dates
Page 9

8. NW RPP compared to EnergyStar (ES) National RPP
Pros of supporting a National program
NW at table to discuss standards with EPA
ES assistance in data collection and matching
ES recruiting additional utility partners
ES is most recognized brand for efficient products
National program provides scale with retailers
Leverage in contract negotiations
Cost sharing across a wider group
Potential to reduce NW incentives
Region benefits from quicker MT
NW continues to have direct influence/input on national program development
Cons of supporting a National program
Potential to exceed 2015 RPP incentive budget
Individual products/widgets may not be cost effective
The NW RPP product assortment and retailer partnerships will continue in Supporting a national program would require adding freezers and dryers at selected retailers.

9. Funder Coordination Plans

10. RAC members on the project team:
Shout Out!
RAC members on the project team:
DIANE FERINGTON
and
DENNIS ROMINGER
THANK YOU!!
Page 14 of the CAC packet.
Summary memo, team.

11. Overview
Page 15
Common Touchpoints identified by team that needed coordination
For each phase of the lifecycle shows which touchpoints require coordination, and who NEEA intends to coordinate with for each
This is intended as a guide.
1 – Business Case – will be vetted with the Advisory Committee & Work Group at each of the 4 active phases of a NEEA program.  Additionally we will be sharing the business case with RPAC at the end the Concept Opportunity Assessment and Strategy Testing & Finalization phases for the IS & SA votes.
2 – Sunset Savings Decision (1/2 way down the page) – will only be reviewed at the end of the Long-term Monitoring Phase, and will only be coordinated through discussions with the Sector and Cost Effectiveness Advisory Committees
3 – The program specific Funder Coordination Plan is also a Touchpoint that requires coordination to assure we are engaging the right people in your organizations to address any overlap concerns (3 up from the bottom) – The Sector Advisory Committee will review and provide input on the program specific TouchPoints planned for the upcoming phase during each of the 4 active phases of the program

12. A Funder Coordination Plan Summary
SAMPLE
CAC – page 16 – SAMPLE – to give you idea of what you would see in the Business Case document.

13. ….and here’s the details
SAMPLE
This is a snapshot of the sausage making and what ACs and WGs will review/discuss/provide input on as part of the Touch point: Funder Coordination Plan
This document will be linked in the appendices of the Business Case document.
FAQs – if there is something you’d like to add/clarification needed – let me know.

14. Conflict Resolution Process
(Reviewed and agreed upon by the RPAC, July 2014)
Consensus among NEEA and stakeholders is highly desirable. Coordination is planned and decisions are made through a consensus-intention process, in which the consent of all parties is actively sought. In the course of doing business, there may be times when NEEA and stakeholder(s) are not in agreement. In these instances, NEEA agrees to:
Summarize areas of dissension and make these available to all parties involved.
In the event that a consensus to move forward cannot be reached, both NEEA and a representative from the dissenting stakeholder(s) will draft a position statement that will be presented to the Regional Portfolio Advisory Committee for further discussion.
Page 17 of your packet.
Conflict resolution process: I like to think of this as insurance – hope you won’t need it but have it in case you do.

15. Your feedback….
Did we miss something big in defining the Touchpoints for coordination?
Are you able to support the Funder Coordination Plan from a resource perspective?
Are you willing to support the conflict resolution process agreed to by RPAC in July?

16. Milestone Progress: 20-Year Savings Potential
Status – September Red indicates movement from prior month. Upcoming milestone date and 20 year aMW savings potential are noted in parentheses in green next to each initiative. Conservatively reflects Infrastructure values at 0.
Combined Space & Water Heating (2015)
Windows 2.0
Home Energy Management
Manufactured Homes (2015)
Advanced Water Heating Systems
Advanced RTU
Business IT
Net Zero New Construction
Secondary Glazing Systems (2015)
Occupancy Building Mgmt
Extended Pump Products
Efficient Power Supplies
Industrial SEM Infrastructure
(2015)
Super Efficient Dryers (Q4 2015,
183)
Retail Product Portfolio (Q4 2015, 50)
Next Step Home (Q4, 68)
Lum. Lighting Controls (2015, 40)
Comm.Lighting - Top Tier Trade Ally (2015, 0)
Heat Pump Water Heaters (190)
Homes (137)
Building Operator Certification-Expansion (25)
Ductless Heat Pumps (120)
Codes (130)
Standards (210)
Healthcare (Q4, 4)
Food Processors
TVs
80 Plus
Verdiem
Dishwashers
Clothes washers
Refrigerators
Windows, CFLs
Commissioning
Grocery, Building Operations, BOC, Energy Mngmt Cert, Drive Power,
VFD, BacGen, DEI,
AM400, Magna Drive, SAV-Air
Reduced Wattage Lamp Replacement (Q4, )
Comm. RE (Q3, 10-15)
RETA CRES (Q1 2015, 10-17)
TRS estimates in green represent 6th Power Plan 20-year technical achievable potential
TRS estimates in blue are NEEA savings ests.
Total Regional Savings (TRS) (aMW)2
Initiatives

17. Residential Milestone Progress: 20-Year Savings Potential
Status – September Red indicates movement from prior quarter. Upcoming milestone date and 20 year aMW savings potential are noted in parentheses in green next to each initiative.
Combined Space & Water Heating (2015)
Windows 2.0
Home Energy Management
Manufactured Homes (2015)
Advanced Water Heating Systems
Super Efficient Dryers
(Q4 2015,183)
Retail Product Portfolio
(Q2 2015, 50)
Next Step Home
(Q4 2014, 60)
Heat Pump Water Heaters (190)
Homes (137)
Ductless Heat Pumps (120)
Codes (40)
Standards (135)
TRS estimates in green represent 6th Power Plan 20-year technical achievable potential
TRS estimates in blue are NEEA savings ests.
Total Regional Savings (TRS) (aMW)2
TVs
Dishwashers
Clothes washers
Refrigerators
Windows
CFLs
Initiatives

18. Dryers Work Group? Looking for input on:
The formation of a Super-Efficient Dryers work group?
Which organizations want to participate?

19. Residential/Mass Markets
This template is intended to be an outline for your plan. Some content may be n/a for your area and there may be some additional content that is relevant to your area that should be included. In particular, there may be some metrics charts or tables that summarize the story for market ops or emerging technologies.
You may need more than one slide to address some of these topics but overall you should keep the slide count low and keep the information at an “outline” level.
2015 Operations Plan
Residential/Mass Markets

20. Desired Outcome
Residential Advisory Committee understands and supports 2015 plans for the residential/mass markets sector.

21. Focus Areas for 2015-2019 Business Plan
Driving the advancement and success of programs within NEEA’s Consumer Products and Residential New Construction Strategic Markets
As laid out in the business plan Residential/Mass Markets supports two strategic markets:
Consumer Products
New Construction
Our work within these markets is focused on helping to fill the energy efficiency pipeline while creating market conditions that accelerate and sustain market adoption of energy efficient products practices and services

22. 2015 Objectives Consumer Products: New Construction:
Heat Pump Water Heaters – Build regional uptake and market demand while accelerating consumer and supply chain adoption of northern climate heat pump water heaters.
Ductless Heat Pumps – Build and increase market availability and demand while increasing consumer adoption of ductless heat pump technology.
Super-Efficient Dryers – Validate energy savings and product potential for super-efficient dryers.
Retail Product Portfolio – Increase the sale and presence of energy-efficient products in the retail channel.
New Construction:
Homes – Accelerate market adoption of energy-efficient residential building practices and technologies to pave the way for future code adoption.
Objectives for 2015 – that are on your screen and in the packet that was sent out
New Construction:
Our new construction work continues to be focused on capitalizing on voluntary programs that pave the way to advance building code. The team continues to support the transition of NWESH to the market while leveraging that infastructure to build the Next Step Home initiative.
Consumer Products:
Within the consumer products market we plan to support 4 initiatives (HPWH, DHP, Super Efficient Dryers and the Retail Product Portfolio)

23. 2015 Dependencies and Interactions
Utility Partners
Buy-in and support of key initiatives through
Advisory Committee meetings & monthly reports/updates
Initiative working groups
Face to face meetings
BCE & California Partnerships
Leverage West Coast market power with retailers and lay foundation for Retail Product Portfolio success
ENERGY STAR, EPA, and CEE
Regular meetings to influence specs, share learnings
To accomplish our work there are a number of dependencies and interactions to be mindful of.
Utility Partners:
Heavy work with New Construction as we look to a performance rating tool – and integrating how this would manifest itself in New Construction programs
RPP – digging deep and understanding the concern surrounding working on products that may be duplicative of local utility programs (Initiative team – sees this as a benefit)
Laying foundation for utility programs in dryers – Exploring a work group for dryers with the Residential Advisory Committee in October
DHP – engaging that work group as we start tackling the next phase of market barriers, looking for increasingly innovative ways to decrease overall equipment cost etc.
Our work continues with the BCE (Previous Business Consumer Electronics group that the Television initiative was a part of) the California partnership remains a critical piece in RPP success to create economies of scale and increase leverage with national retailers for RPP but also other initiatives where we have common goals (ex. Dryers team leveraging partnership to cost share on some testing)

24. Critical Success Factors & Challenges
Delivery channel diversification
Manufacturer product performance & delivery to market
RTF measure development
Resource availability
Challenges
Staff capacity
Incentive variance (35% of budget)
Stakeholder perception & management
Early phased initiatives result in greater variance
Growing residential portfolio
Major risks inherent in the plan
Product availability & performance
Ductless Heat Pump, retailer & EPA relationships
Next Step Homes does not produce expected savings
Critical Success Factors: Identify critical success factors for achieving your 2015 goals and discuss how you will manage or influence those factors
RTF – Performance based savings methodology, Dryers (A LOT ON RTF plate)
Dyers need to come to market – hoping for some advancements with HPWH technology
Diversification in DHPs outside of the standard HVAC channel
Challenges: Identify challenges and issues – both internal and external
Staff
Time in the markets
Early Phased Initiatives
Dryers – manufacturer delivering product (timing)
RPP – large swings in product incentives
Next Step Home -
Some of our more mature initaitves DHPs – entering a new phase of MT (will retailers pick up and when…manufacturers)
Major Risks:
Contingent on market delivery – dryers and HPWH
NWESH – potentially longer term support of specifications (maintaining and updating)
This should include any areas where you have concerns about your ability to achieve any pieces of your plan:
Are there concerns related to staffing capacity, stability, levels or skills?
Are there elements beyond your control with regard to external forces? (such as seasonality)
Are your timelines or schedules aggressive?
Are there capacity or capability concerns re critical contractor resources?
Are there concerns about ability to measure progress or results?
Are there concerns about internal infrastructure, process or support that create risk?
What actions are you planning to mitigate risks or provide for contingencies?

25. 2014 Forecast vs. 2015 Budget Summary

26. Residential New Construction
Northwest ENERGYSTAR Homes & Next Step Home

27. Efficient Homes Overview – Current state
Launched Quality Oversight (QO) for Providers to ensure all requirements for Northwest ENERGY STAR Homes (NWESH) are met.
Performance Path became the sole method for certifying NWESH after Prescriptive Builder Option Packages expired on 7/1/2014.
Identified Advanced Energy to take over Northwest HVAC oversight for NWESH and began transition planning.
Re-engaged with the EPA to define the national oversight role and timeline for transition.
This overview should set the stage for 2013 planning in your respective areas
and provide a very high level summary of your key focus items for next year.
Are there significant market changes occurring now or expected to occur?
Is your spending increasing or decreasing and why?

28. Next Step Home Overview – Current state
Recruited 30 additional pilot projects, ensuring regional builders and home spec diversity.
Analyzed 12 months of performance data from 8 of the first 12 pilot homes.
Completed project reports that summarize: builder challenges and best practices; homeowner/builder interviews; and, cost and performance data.
Held kick-off meeting with RTF to begin exploring an energy savings methodology based on performance ratings.
This overview should set the stage for 2013 planning in your respective areas
and provide a very high level summary of your key focus items for next year.
Are there significant market changes occurring now or expected to occur?
Is your spending increasing or decreasing and why?

29. Homes - 2015 Objectives & Goals
Leverage the New Construction platform to develop and increase market adoption of energy-efficient advanced building practices for single-family homes aimed at influencing and accelerating code adoption over the next 3-4 code cycles.
2015 Objectives:
Begin data collection and analysis on Phase II projects to inform savings estimates and best practice pathways.
Outreach to 5 green building programs to potentially adopt Next Step Home Specification
Align Northwest performance path homes with national oversight
Develop Northwest ENERGY STAR specification for states that adopt 2012 IECC (WA completed)
Establish an RTF-approved performance rating based energy savings methodology
Note: this may be multiple slides to adequately address the content
For Market Transformation, this is where you would share your initiative level information about progress measures, milestones, savings and other metrics.
For Emerging Technology, you would share details on your scanning activities, initiatives and pipeline measurement.

30. 2015 Homes Marketing Focus Areas
Support communication of NWESH alignment with National EPA ENERGY STAR program
Transition NWESH website to support Next Step Home pilot projects and advanced building practices and technologies
Develop market partner value propositions and messaging
Work with utilities to identify opportunities to support Next Step Home builders

31. Challenges, Major risks & Contingencies
Challenges & Risks:
National Oversight – timelines and alignment
Builders drop NWESH due to increased cost/complexity
Next Step Home specification fails to achieve estimated savings targets
Performance rating challenges
Contingencies:
Continue investment in tech support; work with Verifiers/ Raters to resolve pain points
Increase builder flexibility in meeting NWESH spec; provide Verifiers/ Raters assistance to establish cost-effective best practice
Revise NSH spec and identify alternate efficiency measures; Add additional NSH pilot with different mixes of measures
Prepare measure packages within the NSH spec for RTF savings approval
What actions are you planning to mitigate risks or provide for contingencies?
Channel Diversification - Approach new partners and crack open additional delivery channels (i.e. electric suppliers, plumbing, etc.)
Product Commoditization - Drive partners to educate customers and communicate value, quality, comfort rather than cost and potential savings
Provide market intelligence, resources and tools to supply chain to help them position and expand their ductless business
This should include any areas where you have concerns about your ability to achieve any pieces of your plan:
Are there concerns related to staffing stability, levels or skills? No
Are there elements beyond your control with regard to external forces? Yes, products are evolving and inevitable commoditization of the product is accelerating with increased competition, but perhaps at the expense of quality/performance?
Are your timelines or schedules aggressive? The timelines and schedules are aggressive and achievable.
Are there capacity or capability concerns re critical contractor resources? No
Are there concerns about ability to measure progress or results? Yes, there are many market partners, new delivery channels, data sharing sensitivities and general tracking challenges given varying purchasing tools/methodologies. This is an area of focus for utilities and the Project to capture metrics. Consider upstream incentive programs and advanced tracking/data systems
Are there concerns about internal infrastructure, process or support that create risk? Regional platform level efficiencies may be compromised by local utility specific needs/requirements. This can be addressed through proactive planning, effective communication and developing activities with insight into utility specific plans/programs

32. Residential Consumer Products
Heat Pump Water Heaters

33. Heat Pump Water Heaters Overview – Current state
Expanded rebate dollars to the region by influencing 14 additional utilities to offer Northern Climate Specification-specific HPWH rebates
Designed and completed 3 promotions driving over 1500 Tier 1 and Tier 2 HPWH installations
25 utilities boosted sales by leveraging manufacturer/retail promotions
Leveraged over $600,000 in marketing and product markdown funds from supply chain
2014 Top accomplishments – additional details
Expanded rebate dollars to the region by influencing 14 additional utilities to offer NCS-specific HPWH rebates
Expect to add more utilities to this list by the end of the
Current total utilities with NCS-specific rebates is 34 - this is up from 20 at the beginning of the year
Designed and completed 3 manufacturer/retail promotions driving over 1500 Tier 1 and Tier 2 HPWH installations
25 utilities leveraging manufacturer/retail promotions show this as biggest factor in increased sales
Leveraged over $600,000 in marketing and product markdown funds from supply chain expanding the impact of NEEAs activities
Developed a framework for marketing segmentation in the region
Developed and enhanced marketing tools and resources
Added cold climate references
Best practices installation sheet
Increased cross-initiative collaboration
Are there significant market changes occurring now or expected to occur?
There are currently performance issues with existing Tier 2 product. Due to a potential degradation of efficiency in several AirGenerate HPWH units, they no longer meet Tier 2 requirements of the NCS and have been removed from the Qualified Products List. Electrolux HPWH units were also be removed from the list.
A major manufacturer has indicated they will launch a unit in 2015 that will qualify for Tier 2 or 3. We look forward to adding these new Tier 2 or 3 models to the Qualified Products List. – expect to support with promotions
The 2015 DOE Rule energy efficiency mandates will (among other things) require higher Energy Factor (EF) ratings on electric water heaters over 55 gallons. The only currently available technology able to meet the EF requirement is a heat pump water heater. 
We also expect additional manufacturers to begin participating with the initiative
Is your spending increasing or decreasing and why?
It is expected that spending will increase due to:
More promotions and longer running promotions requiring increased levels of complex coordination and in-field promotional reconnaissance activity
Increased Quality Assurance activity due to AirGenerate performance issues
Increased ad-hoc reporting requests
Exceeding promotion sales volume expectations
Addition of segmentation A/B testing – collaborative partnership between NEEA, utilities, and major manufacturer to perform customer segmentation analysis and targeted marketing

34. Heat Pump Water Heaters - 2015 Objectives & Goals
Influence the passage of a federal standard requiring HPWH for all electric storage tanks greater than 45 gallons by 2025.
2015 Objectives:
Support the introduction of a new Tier 2 or 3 product into retail and wholesale market.
Leverage market research to enhance marketing tools.
Ensure 50 utilities offer incentives that reference the Northern Climate Specification.
Drive product sales through 6 supply chain partnerships and promotions.
Laboratory test 4 Heat Pump Water Heaters
Note: this may be multiple slides to adequately address the content
For Market Transformation, this is where you would share your initiative level information about progress measures, milestones, savings and other metrics.
For Emerging Technology, you would share details on your scanning activities, initiatives and pipeline measurement.

35. Breaking News!
GE is submitting a Tier 3 unit for NCS testing in November
NEEA has supported development of this product for the past 18 months
GE anticipates the unit will be available early January
Stay tuned!

36. 2015 HPWH Marketing Focus Areas
Aware
Familiar
Willing to consider
Purchase intention
Emphasis to fill/ expand top of funnel while also driving sales lower in funnel

37. 2015 HPWH Marketing Focus Areas
▪ Increase consumer awareness of HPWHs
▪ Support plumber/contractor promotion of HPWHs
▪ Facilitate, amplify or support upstream and utility promotions
▪ Leverage market research to develop tools and templates to support utility & market partner marketing
▪ Develop propensity models and other resources to support targeted promotions in the market

38. Challenges, Major risks & Contingencies
Challenges & Risks:
Product performance and availability issues
Stakeholder consensus building can delay activity development or ability to react to quickly developing situations
Contingencies:
Work closely with major manufacturers to bring Tier 2 product to market
Continue to provide opportunities for stakeholder input and build timelines accordingly
What actions are you planning to mitigate risks or provide for contingencies?
Work closely with major manufacturers to bring Tier 2 product to market
Continue to provide opportunities for stakeholder input and build timelines accordingly
Continued QA to monitor product performance
This should include any areas where you have concerns about your ability to achieve any pieces of your plan:
Are there concerns related to staffing stability, levels or skills? No.
Are there elements beyond your control with regard to external forces? Yes - Product performance and availability issues. Limited Tier 2 product. Some manufacturers are having challenges getting retailers to buy into Tier 2 products
Are your timelines or schedules aggressive? – Yes
Are there capacity or capability concerns re critical contractor resources? No.
Are there concerns about ability to measure progress or results? –
Are there concerns about internal infrastructure, process or support that create risk? Stakeholder consensus building can delay development of activities or reaction to quickly developing situations

39. Residential Consumer Products
Ductless Heat Pumps

40. Ductless Heat Pumps Overview – Current state
Supported 5 cooperative promotions with 5 utilities, 4 distributors and 4 manufacturers
Trained 16 Sears installers and placed utility rebate messaging/logos in 18 stores
Expanded partnerships and impact in manufactured homes segment (new and existing)
Secured manufacturer commitments to co- develop and deliver market-driven ductless business training
2014 Top accomplishments - additional details:
Cooperative Promotions –
Leveraged distributor/manufacturer partnerships to facilitate cooperative promotions to support utility programs – results pending
The Project is in various stages of development for additional cooperative promotions with market partners and the following utilities: Chelan, Flathead, Pierce County (multiple utilities) and Tri-cities (multiple utilities)
Retail –
Facilitated manufacturer and Project training for Sears installers to develop skills and capacity to meet utility installation requirements
Secured rebate messaging/logo approvals from 19 utilities for system displays in 18 Sears stores
Achieved 5 (Q2) installs through Sears and 100 (Q1-2) through The Home Depot
Manufactured Homes –
Achieved 56* ductless installs in manufactured homes through July (*25 utilities reporting – total is likely more than 100, which is a significant increase over 30 total units in 2013)
Transition activity –
Secured commitments from partners to enhance existing manufacturer trainings with plug and play module focusing on ductless marketing and sales tactics
Developing training in coordination with partners to be handed off directly to the market, rather than owned and delivered by the Project
Additional accomplishments for reference:
Installer diversification –
Delivered multiple presentations/recruitment activities to deliver DHP value proposition for non-traditional HVAC installers
Collecting background/experience data through Project trainings and seeing multiple trades; manufacturer and distributors are reporting similar experiences through their recruitment and trainings
Coop Marketing Program –
Leveraged $43,000 in media dollars through the cooperative marketing program
This number will increase throughout the year as we receive applications for reimbursement
Cross-program Coordination –
DHP and HPWH Projects continue to collaborate on communications to utilities and promotions. Currently, we are working together on a promotion with Chelan PUD
Are there significant market changes occurring now or expected to occur?
BPA’s incentive amount for ductless was decreased by almost 50% for the most common installation type
New and increased market competition
Online purchase options
expanded minisplit, inverter driven options/solutions for any customer in any type of home with any type of fuel (e.g. ducted minisplits, ceiling units, fan coils, furnace replacements, etc.)
Product commoditization will drive a flood of low cost equipment into the market and potentially impact quality, durability and performance of product/technology
Is your spending increasing or decreasing and why?
Spending should remain flat to support effective transition activity around training, QA and marketing.
Supply chain diversification may require significant resources, but Project will leverage market to support the bulk of this cost
Plan for some upstream incentive programs to mitigate utility rebate reductions

41. Ductless Heat Pumps - 2015 Objectives & Goals
Accelerate the adoption of inverter-driven ductless heat pumps (DHP) in electrically heated homes by building distribution channels, market capacity and consumer demand for DHPs.
2015 Objectives:
Develop retail channel product road map.
Leverage market research to enhance marketing tools and activities.
Partner with manufacturers to develop 3 DHP promotions.
Complete DIY testing research (includes field testing, research into DIY products and processes).
Achieve 20% increase in residential ductless heat pumps sold in Northwest region.
Note: this may be multiple slides to adequately address the content
For Market Transformation, this is where you would share your initiative level information about progress measures, milestones, savings and other metrics.
For Emerging Technology, you would share details on your scanning activities, initiatives and pipeline measurement.

42. 2015 DHP Marketing Focus Areas
Aware
Familiar
Willing to consider
Purchase intention
Emphasis to reduce leakage lower in funnel while maintaining top of funnel awareness

43. 2015 DHP Marketing Focus Areas
Facilitate and amplify upstream promotions
Leverage market research to develop tools, messaging & templates to support partner marketing
Develop propensity models and other resources to support targeted market-driven promotions
Maintain product awareness in the market
Support contractor skill development to sell DHPs with 1:1 displacement

44. Challenges, Major risks & Contingencies
Challenges & Risks:
Delivery channel diversification seen as disruptive by some key partners
Product commoditization
New HVAC technology competition
Contingencies:
Communicate value of channel diversification
Drive partners to educate consumers
Influence ductless product diversity/availability
What actions are you planning to mitigate risks or provide for contingencies?
Channel Diversification - Approach new partners and crack open additional delivery channels (i.e. electric suppliers, plumbing, etc.)
Product Commoditization - Drive partners to educate customers and communicate value, quality, comfort rather than cost and potential savings
Provide market intelligence, resources and tools to supply chain to help them position and expand their ductless business
This should include any areas where you have concerns about your ability to achieve any pieces of your plan:
Are there concerns related to staffing stability, levels or skills? No
Are there elements beyond your control with regard to external forces? Yes, products are evolving and inevitable commoditization of the product is accelerating with increased competition, but perhaps at the expense of quality/performance?
Are your timelines or schedules aggressive? The timelines and schedules are aggressive and achievable.
Are there capacity or capability concerns re critical contractor resources? No
Are there concerns about ability to measure progress or results? Yes, there are many market partners, new delivery channels, data sharing sensitivities and general tracking challenges given varying purchasing tools/methodologies. This is an area of focus for utilities and the Project to capture metrics. Consider upstream incentive programs and advanced tracking/data systems
Are there concerns about internal infrastructure, process or support that create risk? Regional platform level efficiencies may be compromised by local utility specific needs/requirements. This can be addressed through proactive planning, effective communication and developing activities with insight into utility specific plans/programs

45. Residential Consumer Products
Super-Efficient Dryers

46. Dryers Overview – Current State
Field & Lab Testing
Stakeholder Outreach
Standards and Specifications Work
Manufacturer Engagement
Field and Lab Testing
Drafted Supplemental Lab Test Procedure to more closely match dryer performance as found in NEEA’s 50-unit field study (final expected August 2014)
Conducted initial lab testing (using Supplemental Lab Test Procedure) on heat pump hybrid products from two manufacturers to evaluate performance of first units likely to launch in the US (May 2014)
Developed draft field test procedure to collect data for product validation, market support and standards development (adopted by SEDI) (June 2014)
Stakeholder Engagement
Delivered Emerging Technology Dryers webinar to provide a baseline of information about the technology and share NEEA’s initial strategy (September 2013)
Met with utility staff in early target markets (ETO, PSE, Snohomish PUD, BPA, Tacoma Power, SCL) to gauge interest in participating and appetite for extending utility rebates during a Q soft launch (Q1 2014)
Led Dryers roundtable at 2014 Efficiency Exchange to share updates and solicit feedback (May 2014)
Residential Advisory Committee (RAC)
Updates as part of the “Emerging Tech” team report to keep RAC members informed of dryers activity
Review 2014 Operations Plan, draft initiative strategy, manufacturer engagement, lab test results, initiative timeline to keep RAC members informed of dryers activity (October 2013, April 2014, June 2014)
Regional Portfolio Advisory Committee (RPAC). Reviewed draft initiative strategy, high-level initiative timeline and lab testing results to solicit input/comment from RPAC members (May 2014)
Standards and Specifications
Developed draft dryer specification to aide in product differentiation and provide manufacturer guidance (July 2014)
Aggregated data and developed comments for EPA’s ENERGY STAR® and Emerging Technology Award specifications for dryers providing a unified voice for regional and national stakeholders who are in alignment with NEEA’s goals of influencing federal standards evolution (September 2013 and March 2014)
Manufacturer Engagement
Discussed initial lab test results and need for product refinement to achieve improved efficiency required by specification
Ongoing manufacturer engagement to influence product development and launch

47. Super-Efficient Dryers - 2015 Objectives & Goals
Influence the enactment of more stringent federal efficiency standards for clothes dryers.
2015 Objectives:
Support super-efficient dryer placement in one big-box retailer – Q4
Support heat pump dryer product launch with 2 major manufacturers – Q4
2 utilities offer incentives on super-efficient dryers meeting NEEA specification, supporting early manufacturer launch – Q2
Complete performance baseline, research plan and lab testing results to inform RTF provisional unit energy savings – Q2
Note: this may be multiple slides to adequately address the content
For Market Transformation, this is where you would share your initiative level information about progress measures, milestones, savings and other metrics.
For Emerging Technology, you would share details on your scanning activities, initiatives and pipeline measurement.

48. 2015 Dryer Marketing Focus Areas
Marketing will be very limited for this initiative since the product is in very early market testing.
Support manufacturer go-to-market promotions
Coordinate manufacturer promotions with utility partners
Analyze market uptake of manufacturer promotions identifying gaps, opportunities and leverage points

49. Challenges, Major Risks & Contingencies
Manufacturers delay product launch
Products fail to meet dryer specification
Regional/national partners unwilling to collaborate on costs for performance baseline, etc.
Closure of Lab Testing facility
This should include any areas where you have concerns about your ability to achieve any pieces of your plan:
Are there concerns related to staffing stability, levels or skills?
Christopher Dymond has a lot of contract ownership on his plate next year – may be too much
Are there elements beyond your control with regard to external forces?
Are your timelines or schedules aggressive?
Performance Baseline timeline is aggressive, especially if we are looking for someone else to lead
Are there capacity or capability concerns re critical contractor resources?
Chris Calwell is leaving Ecova – concern about future of Durango lab and though leadership
Ecova is shutting down its Durango lab
Are there concerns about ability to measure progress or results?
Cost-effectiveness is dependent on Performance Baseline
Are there concerns about internal infrastructure, process or support that create risk?
What actions are you planning to mitigate risks or provide for contingencies?

50. Residential Consumer Products
Retail Product Portfolio

51. Retail Product Portfolio Overview – Current State
Introduced RPP concept to national retailers participating in the TV initiative and secured their participation in the RPP pilot.
Developed and refined a product selection process in collaboration with the work group and introduced new product categories to retail partners, providing access to new corporate buying groups.
Introduced RPP concept to two new national retailers and secured participation from one (Home Depot).
Deepened strategic partnership with California (PG&E and SMUD).

52. Retail Product Portfolio - 2015 Objectives & Goals
Leverage mid-stream incentives to influence retail stocking practices, ultimately driving manufacturing and standards for a portfolio of energy-efficient products sold through the retail channel.
2015 Objectives:
Develop product roadmap for market transformation portfolio development.
Launch automated data processing solution.
Expand extra-regional partnerships to increase initiative scale.
Manage and strengthen retailer engagement; adding one additional retailer in 2015.
Note: this may be multiple slides to adequately address the content
For Market Transformation, this is where you would share your initiative level information about progress measures, milestones, savings and other metrics.
For Emerging Technology, you would share details on your scanning activities, initiatives and pipeline measurement.

53. Challenges, Major risks & Contingencies
ENERGY STAR unwilling to share/collaborate on specification schedule.
Mitigation Plan: Series of collaboration meetings with ENERGY STAR – starting in Sept. leveraging publicly available data.
Automated data solution not identified or implemented in a timely fashion. Could delay being able to add new product categories or require additional investment in current tool.
Mitigation Plan: RFI/RFP timeline being developed now in conjunction with CA. Contract departments involved.
Work with retailers to design.

54. Challenges, Major risks Cont…
Corporate buyers do not participate in evaluation efforts.
Mitigation Plan: Working with evaluation contractor to identify alternate methodologies. Retailer contractual changes as necessary. Exploring collaboration with partners to ease evaluation strain on retailers.
No new utility partners join, reducing ability to bring scale and delaying retailer influence.
Mitigation Plan: NEEA engages in partner recruitment efforts.

55. Challenges, Major risks Cont…
Maintaining market transformation lens as more utility programs join. Need for alignment forces too much compromise around products.
Mitigation Plan: Roadmap with MT focus identified as key area of focus for Continued engagement with CA to incorporate MT into their programs. NEEA is an active and committed participant in national design.

56. Residential Consumer Products
Long Term Monitoring & Tracking (LTMT)

57. LTMT Overview – Current state
TV initiative transitioned to long-term monitoring and tracking (LTMT)
Regional Residential Lighting Summit
LTMT teams identified
Need to evaluate alternatives for monitoring residential lighting market
This overview should set the stage for 2013 planning in your respective areas
and provide a very high level summary of your key focus items for next year.
Are there significant market changes occurring now or expected to occur?
Is your spending increasing or decreasing and why?

58. LTMT - 2015 Objectives & Goals
Ensure long-term sustainability of the energy- efficiency gains stemming from the region’s market transformation investments.
2015 Objectives:
ENERGY STAR TV 5.3 penetration reaches 92 percent
Evaluate lighting market progress indicators
Discontinue white goods and windows initiatives
Note: this may be multiple slides to adequately address the content
For Market Transformation, this is where you would share your initiative level information about progress measures, milestones, savings and other metrics.
For Emerging Technology, you would share details on your scanning activities, initiatives and pipeline measurement.

59. Questions & Discussion

60. Emerging Technology – Product Management - 40029
This template is intended to be an outline for your plan. Some content may be n/a for your area and there may be some additional content that is relevant to your area that should be included. In particular, there may be some metrics charts or tables that summarize the story for market ops or emerging technologies.
You may need more than one slide to address some of these topics but overall you should keep the slide count low and keep the information at an “outline” level.
2015 Operations Plan
Emerging Technology – Product Management

61. Pipeline Metrics Cycle 4 to Cycle 5
Metric (aMW)
Cycle 4 Goal
2014 Year End
Cycle 5 Goals
Scanning -
~1700
1400
In Process
1200
~500*
1000
Readied for Market
300
~270
175
5 year TRS Savings
200
~220
145
20 Year TRS Savings
* Reduction of ~ 500 aMW when EBR, CRE and TTTA moved to infrastructure. Includes 183aMW added by dryers program

62. Filling the Pipeline in 2015 – Portfolio Ready
Technology
Description
Savings Potential
Status
Ready for Portfolio
SGS – Secondary glazing system
Interior window insert attachment for commercial buildings
aMW (Market Potential)
Developing test method with LBNL. Working with NFRC to include SGS in their new “attachments” standard. Working with Solarc and estimator to determine estimate of cost/savings (ROI).
Early Products are available. Test method will be ready. Market characterization will be needed.
High Performance Manufactured Homes
Updated standard for manufactured homes with shell and HVAC upgrades
10-20 aMW (Market Potential) Upside potential if early retirement included
Coordinated field testing with BPA to prove savings and understand manufacturer barriers. Federal standard process underway
Could be ready in 2015 to help meet pipeline metric.
Combo system space and water
Split system HP with single outside unit that supports residential space and hot water
394 aMW (Technical Potential) Assume aMW market potential
Lab and field testing. Products are not yet available for sale in the NW. Expected availability Q2 2015
Initiative start likely in May be incorporated into DHP program.
Commercial New Construction
Integrated design for commercial buildings
57 aMW (Technical Potential)
Program planning will start in 2015.
Initiative start likely in Q
Note: this may be multiple slides to adequately address the content
For Market Transformation, this is where you would share your initiative level information about progress measures, milestones, savings and other metrics.
For Emerging Technology, you would share details on your scanning activities, initiatives and pipeline measurement.

63. Filling the Pipeline in 2015 – Scanning Themes
Technology
Sector
Description
Status
Ready for Portfolio
Automated M&V
All
Negawatt meter for residential, commercial and industrial. Supports financial transactions.
Inventory of available products complete. Exploring ways to validate tools and test capabilities insitu
This technology is not likely to be ready for 2-4 years.
CO2 Heat Pumps
CO2 as a refrigerant for heat pumps. Useful for water heating and space conditioning.
Products are currently available for industrial. Commercial and residential are coming.
First product for res likely in mid Commercial later.
Internet of Things
What happens when everything is web connected? Load growth is a possibility. Also enables zonal controls for energy savings. Includes home energy management.
Standards are emerging IVP6, ANSI/CEA-2045, others. Testing needed to understand impact and to find ways to reduce negative impact.
Sometime in cycle 5
Lighting
Efficient lighting and controls
Lots of changes happening in lighting. Controls, more efficient products, etc. Test procedures and product validation needed to understand energy impact
Likely to be incorporated into RWLR, TTTA or LLLC programs.
Advanced HVAC
Com
Separation of conditioned air from ventilation air. Proven to yield savings.
Waiting for product options to field test.
Likely 2016.
Ag Irrigation Ag
Explore irrigation technologies that offer energy savings for large and small farms.
Completing finally report on current ag program. Learnings will be applied to new effort.
Likely 2016
Existing Building Operation
Commercial
Exploring tools, controls, and training as options for improving building operations.
Very difficult to define the skill set, market opportunity, and MT approach. Automated M&V may help support this.
Note: this may be multiple slides to adequately address the content
For Market Transformation, this is where you would share your initiative level information about progress measures, milestones, savings and other metrics.
For Emerging Technology, you would share details on your scanning activities, initiatives and pipeline measurement.

64. Lower Priority Scanning Projects
Technology
Sector
Description
Status
Windows
Residential
High performance <0.25 U value double and triple glazed windows.
Market appears to be moving on its own. Lower priority unless new data becomes available.
Efficient Power Supplies
Industrial
DIN mounted power supplies typically run at <20% load and at this level they are not efficient.
Efficient product is available but not common in the market. 80 plus like program may be needed, but market may move on it is own.
Extended Products for Motor Driven Systems
Industrial / Commercial
Product labeling for systems of pump, motor and controls that maximize efficiency within the required operating conditions.
NEEA is participating in national workgroup, but not leading the effort. If an MT opportunity emerges, this may move up in priority.
Home Energy Management
Home displays and feedback that lead to lower energy use by home owners.
We are focusing our efforts on automated M&V instead of the display approach for now.
Refrigeration Optimization
Defrost system design and operations for maximum efficiency
Limited savings for a complex problem
Business IT
Commercial
Closet data center energy management
No clear MT opportunity yet.
Evaporative RTUs
Indirect / direct evaporative RTUs for replacement of DX systems.
No new low cost product options to test.
Building Operations Engineering Assessor
BOC+, Bill Clumpner clone for assessing, planning and implementing building operation changes
Very difficult to define the skill set, market opportunity, and MT approach. Automated M&V may help support this.
Note: this may be multiple slides to adequately address the content
For Market Transformation, this is where you would share your initiative level information about progress measures, milestones, savings and other metrics.
For Emerging Technology, you would share details on your scanning activities, initiatives and pipeline measurement.

65. Other Scanning Options
Technology
Sector
Description
Status
Smart Thermostats
Residential and Commercial
Thermostats with occupancy sensing and control approaches that improve efficiency
Lots of movement in the market. It isn’t clear the savings and MT opportunity. Automated M&V could support savings assessment.
RTU Controls
Commercial
Control optimization for RTUS
The advanced HVAC project looking at the separation of ventilation from condition air is our priority.
Air Distribution Systems
Industrial and open Commercial Space
Fans and other methods of removing stratification of air within large, open and high bay spaces
There may be an opportunity, but the savings and MT opportunity are not clear.
Compressed Air Improvements
Industrial
Leak detection, best practices and other technologies for improving the efficiency of compressed air systems.
No one technology seems to be the solution. Small savings and complex approach.
Note: this may be multiple slides to adequately address the content
For Market Transformation, this is where you would share your initiative level information about progress measures, milestones, savings and other metrics.
For Emerging Technology, you would share details on your scanning activities, initiatives and pipeline measurement.

66. Residential Initiative Marketing

67. Discussion topics DHP & HPWH Marketing Strategic Plans
2015 Marketing Plan Development & Coordination
DHP & HPWH Marketing Work Group

68. NEEA Marketing Process
NEEA Program Business Case
(Marketing Strategic Plan included as documentation)
Utility & Market Partner Input & Coordination
Utility RPAC members
Utility advisory committees
Utility program work groups
Utility marketing teams
Other utility staff
Supply chain & industry partners
Insights
Market research, evaluation & analysis
Annual marketing report
Annual marketing plans
Marketing and campaign results
Deliverables & activities

69. DHP & HPWH Marketing Strategic Plans
Desired outcome from discussion:
Gain feedback on these plans to inform 2015 annual tactical marketing plans
Identify areas of concern/overlap and way to address these

70. DHPs Barriers Marketing Addresses
Slow consumer progress through purchase funnel
High total cost
Weak DHP marketing & training throughout the supply chain
Supply-chain lack of 1:1 displacement approach
Aware
Familiar
Willing to Consider
Purchase Intention

71. DHP Marketing Goals
Amplify and support targeted partner promotions in the market
Increase consumer conversion/purchase, reduce funnel leakage

72. DHP Marketing Strategies
Key Changes:
Less NEEA-led awareness building activities
More focus supporting upstream promotions
Emphasis on targeting consumers lower in funnel
NEEA will support partners awareness building activities, but will significantly reduce broad awareness building activities. Propose keeping PSAs since that’s low hanging fruit

73. DHP Marketing Strategies
Ongoing:
Utility and market support (templates, tools & educational resources)
Help facilitate market-led reduced pricing promotions
Low-level awareness activities (i.e. PSAs)
Support retail product presence
NEEA will support partners awareness building activities, but will significantly reduce broad awareness building activities. Propose keeping PSAs since that’s low hanging fruit

74. Discussion Any questions or feedback?
What opportunities or concerns do you see?

75. HPWHs Barriers Marketing Addresses High total cost
Product not integrated into standard water heater supply chain
Lack of consumer awareness
Challenging consumer buying experience
Aware
Familiar
Willing to Consider
Purchase Intention

76. HPWH Marketing Goals
Increase supply chain engagement with and promotion of HPWH
Amplify and support targeted partner promotions in the market
Increase consumer awareness of HPWHs

77. HPWH Marketing Strategies
Key Changes:
More awareness-building in market (top of funnel)
More focus on plumber/contractor base
NEEA will support partners awareness building activities, but will significantly reduce broad awareness building activities. Propose keeping PSAs since that’s low hanging fruit

78. HPWH Marketing Strategies
Ongoing:
Help facilitate market-led reduced pricing promotions
Utility and market support (templates, tools, educational resources)
Targeting likely to purchase consumers (i.e. propensity models)
NEEA will support partners awareness building activities, but will significantly reduce broad awareness building activities. Propose keeping PSAs since that’s low hanging fruit

79. Discussion Any questions or feedback?
What opportunities or concerns do you see?

80. 2015 Marketing Plan Development
Meeting with marketing counterparts between now and mid-December to discuss:
What’s worked/not worked in 2014
2015 marketing focus areas (for both)
2015 marketing coordination focus areas

81. 2015 Marketing Plan Development
Any questions or feedback?
Would you like to be included in these meetings?

82. DHP & HPWH Marketing Workgroup
Focus in 2014 mainly on DHP & HPWH marketing templates & collateral development
2015 focus mainly on DHP & HPWH website updates

83. Utility Share Outs

84. Meeting Wrap-up Public Comment? Feedback on any of the following?
Meeting overall?
Agenda?
Packet materials?
What was missing?
Anything else?

85. Thank you all for your time and much appreciated guidance!