Regional Portfolio Advisory Committee

Northwest Energy Efficiency Alliance 421 SW Sixth Avenue, Suite 600, Portland, OR 97204

503.688.5400 | Fax 503.688.5447 neea.org | info@neea.org

DATE: February 7, 2017 LOCATION: NEEA – 421 SW 6th Ave, Portland OR 97204 (Cedar Conference Room) TIME: 10:00 am – 4:30 pm, Pacific WEBINAR: http://neea.adobeconnect.com/rpacfeb2017/ (includes phone option) DIAL-IN: 1-877-890-9502, Participant Code: 0094737 (for those dialing in directly) Packet

AGENDA (All Times Pacific) Page #

10:00-10:25 am

Welcome, Introductions and Administrative Items

Packet, Informational Updates

2017 RPAC Work Plan Desired Outcome: Level-set on agenda, informational updates, and agenda topics on horizon

BJ Moghadam

1-4

10:25-11:00 am

Coraggio Group Review of RPAC Vote Process

Overview of results

Action Plan

Desired Outcome: RPAC awareness of evaluation results and alignment on proposed next steps

Lis Saunders 5-7

11:00-noon

Complementary Approach to Program Implementation

Formalizing explicit roles and responsibilities in the program milestone documentation

Desired Outcome: Understanding of key findings from individual funder conversations and agreed approach to formalize expectations and roles

Julia Harper 8

Noon-12:45 pm LUNCH (provided) ALL

12:45-2:00 pm

Regional Strategic Market Planning

Progress review: Outcomes and learnings o C+I Lighting status: 1st review and update o Consumer Products status: HPWH

prioritization

Direction for regional strategy work going forward

Desired Outcomes: Shared understanding of current progress and learnings, Agreement on next steps for C+I Lighting and Consumer Products

Emily Moore 9-14

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Northwest Energy Efficiency Alliance - 2 -

2:00-2:10 pm BREAK ALL

2:10-3:15 pm

RPAC Round Robin

Updates since November 2016

Desired Outcome: Awareness of regional happenings, priorities, challenges, and opportunities for collaboration

RPAC members --

3:15-4:25 pm

Emerging Technology

Program strategies and RPAC review for new technologies

o Low-e Storm Windows o Split System Water Heaters o Extended Motor Products o Air Saver Unit

RETAC 2.0 Update Desired Outcome: Guidance on program strategy proposals and on RPAC votes for these technologies.

Mark Rehley 15-16

4:25-4:30 pm Public Comment, meeting debrief and wrap up BJ Moghadam --

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Memorandum – Agenda item (Tier 1) January 31, 2017 TO: Regional Portfolio Advisory Committee (RPAC) FROM: BJ Moghadam, Stakeholder Relations SUBJECT: Packet format and Informational Updates

MEETING PACKET APPROACH

This packet continues the “tiered” approach, to keep packets concise and digestible.

Tier-1 memos – Active agenda items (see agenda)

Tier-2 memos – Informational updates on items not currently requiring agenda time:

o Page 17-18: Codes & Standards update

o Page 19: Bradford White Purchase of GE GeoSpring HPWH Product/Production line

o Page 20-22: RPAC Charter Review

Additional materials and previous meeting notes:

o Q1 2017 Emerging Technology Report

o November 15, 2016 RPAC meeting notes (previously shared with RPAC on 11/30/2016)

o The Industrial, Commercial and Residential Advisory Committees met on January 12, 17 and 19, respectively. Meeting notes for all three committees are still draft form and not yet available, but will be shared with RPAC during its Q2-2017 meeting.

ASK: Is this format still working? Room for improvement?

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Memorandum – Agenda item (Tier 1) January 31, 2017 TO: Regional Portfolio Advisory Committee (RPAC) FROM: BJ Moghadam, Stakeholder Relations SUBJECT: Proposed Content for 2017 RPAC Agendas The following table is a DRAFT plan for RPAC’s meeting agendas through 2017, including timing of major Initiative milestones that require touch-points with RPAC in order to advance. Our Ask of You

What additional topics would you like to focus on during this period?

Q1 2017

Feb 7

Q2 2017

May 17

Q3 2017

Aug 21

Q4 2017

Nov 8

PORTFOLIO REVIEW

Portfolio Review Portfolio Review

PROGRAM REVIEWS

Split-System HPWH -

IS VOTE (?)

Retail Product Portfolio -

SA VOTE (?)

RETA CRES -

SA VOTE / TC

Residential Window Attachments -

IS VOTE (?)

Next Step Homes -

SA VOTE

Efficient Air Nozzles -

IS VOTE

Manufactured Homes -

SA VOTE

Extended Motor Product (XMP) -

IS VOTE

Commercial Code Enhancement -

SA VOTE

REGIONAL MARKET STRATEGIES

C&I Lighting - Progress review,

proposed revisions

Commercial New Construction -

Needs assessment Consumer Products - Progress review

ANNUAL OPERATIONS PLANNING

2018 Ops Plan - RPAC input/direction

for 2018

2018 Ops Plan update on process.

Review/input for RPAC/Board.

EMERGING TECH

Emerging Tech updates Emerging Tech updates Emerging Tech updates Emerging Tech updates

CODES & STANDARDS

GOVERNANCE/OTHER

Workplan update Workplan update Workplan update Workplan update

RPAC Roundtable RPAC Roundtable RPAC Roundtable RPAC Roundtable

Annual RPAC Charter Review

MISC TOPICS

Action Plan - 3rd party evaluation of

RPAC vote process

Dual-fuel funded initiatives discussion

(continued)

IS = Initiative Start Milestone

SA = Scale-up Approval Milestone

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Memorandum – Agenda item (Tier 1) January 31, 2017 TO: Regional Portfolio Advisory Committee (RPAC) FROM: Lis Saunders, Senior Manager, Stakeholder Relations SUBJECT: Action Plan in response to 2016 Sector Advisory Committee and RPAC Process Review report Ask of RPAC: Review the Board-approved action plan and come prepared to engage in a discussion with staff regarding implementation and RPAC’s role, specifically related to Findings #3, #4 and #6. Context for Discussion Attached is the memo summarizing the action plan to address concerns raised in the 2016 Sector Advisory Committee and RPAC process review that the NEEA Board approved at its December 1, 2016 meeting. A full copy of the report submitted by Coraggio Group is available here, along with a more detailed action plan. We’d like to discuss activities associated with Findings #3, #4, and #6, the proposed timeline, RPAC’s role, and consider the convening of a small group of funder reps to guide NEEA staff with several of the activities in the plan.

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Memorandum December 1, 2016 TO: NEEA Board of Directors

FROM: Jeremy Litow, Director - Stakeholder Engagement and Communication SUBJECT: Action Plan in response to 2016 Sector Advisory and RPAC Process Review report OUTCOME: SPC input and alignment on proposed action plan, commitment to lead change at home

organization Our Ask: Review proposed action plan and identify needed revisions or additions Background As part of the 2015-2019 NEEA Business Plan, the Board requested a review of the Advisory Committee process a full year after revised stakeholder engagement practices were in operation. The review by the Coraggio Group resulted in six key findings and nine recommendations. These were presented to the Board in August 2016. In response to the review, this memo proposes specific actions for process improvement and a plan for communicating these actions to stakeholders. Of note is that many of the report’s findings are continuous-improvement in nature and are consistent with those of the 2016 Board and Funder satisfaction survey, which resulted in activities that will complement those proposed below. Summary of Proposed Actions (see Action Plan for details) Coraggio Finding #1: “Initiative Life Cycle Transparency – You heard us and it’s making a difference. Thank you.”

Proposed Action (Owner: NEEA staff) Continue seeking feedback on stakeholder engagement and the Initiative Life Cycle process via annual satisfaction survey, advisory committee meeting wrap-ups and 1:1 meetings.

Coraggio Finding #2: “Understanding and Communication is a Two Way Street”

Proposed Action (Owner: NEEA and Funder staffs) Leverage sector advisory committees, annual meetings to share forward-looking one and two-year portfolio perspectives to avoid baking overlap into long-term plans, 1:1 check-ins, and forthcoming Emerging Technology tracking tool to ensure understanding of opportunities for synergy/coordination on emerging technologies. Solicit funder input on NEEA’s current program-exit criteria.

Proposed Action (Owner: NEEA staff) Support funder staff ability to bring insights about alliance activities to funder home organizations for consideration. NEEA staff to provide highly shareable and consumable materials to support efficient dissemination about activities within funder organizations. Materials to include actual and proposed decisions made at collaborative events to help funders evaluate the intersection of funder and alliance activities. Ensure collaborative forums proactively solicit funder findings about perceived, forecast or actual intersections, including

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overlap or synergies, and provide these findings to stakeholders and NEEA staff to capture synergies or course correct.

Coraggio Finding #3: “The Capacity to Keep Up”

Proposed Action (Owner: NEEA staff) Solicit funder input on current Initiative Life Cycle Milestone Documentation to ensure materials meet funder needs for streamlined communications.

Coraggio Finding #4: “Roles and Responsibilities Clarity”

Proposed Action (Owner: NEEA staff) Solicit input from RPAC to ensure Work Group Statement of Purpose template clearly addresses roles, responsibility, and any decision-making authority. Employ presentation and memo templates and consistent use of Market Transformation language to optimize communications.

Coraggio Finding #5: “Energy Efficiency Market Evolution & NEEA’s Role in Market Transformation”

Proposed Action (Owner: Strategic Planning Committee) The question of energy efficiency in the Northwest and role for Market Transformation will be considered by the Strategic Planning Committee as it prepares NEEA’s 2020-2024 Strategic Plan.

Coraggio Finding #6: “The Challenge Flag, a Good Tool in its Adolescence”

Proposed Action (Owner: NEEA staff) Develop clear framework/guidelines for the documentation/process of raising a challenge flag.

Coraggio Finding on Optional Programs: “Too early to be evaluated”

Proposed Action (Owner: NEEA Staff) Conduct independent evaluation of Optional Programs by end of Q3 2017

Communicating these Actions Upon the review and improvement by the Strategic Planning Committee, these proposed action items and communications plan will be shared for approval with the Board during its December 2016 meeting. NEEA staff will then post the action plan to the Conduit Strategic Planning Forum, followed by an email to survey respondents thanking them for their participation and linking to the posted action plan. NEEA staff will share the Coraggio Group report and approved action plan with the Advisory Committees in Q1 2017 and begin operationalizing its roll-out with NEEA staff in parallel where work has not already begun. NEEA staff will rely on the annual funder satisfaction survey to identify opportunities for continuous improvement with the advisory committee process. Future process refinements will continue to be vetted with the Strategic Planning Committee, Board, and advisory committee members.

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Memorandum – Agenda item (Tier 1) January 31, 2017 TO: Regional Portfolio Advisory Committee (RPAC) FROM: Julia Harper, Director of Market Strategy and Execution SUBJECT: Complementary Approach to Program Implementation

NEEA’s 2015-2019 Business Plan included an evolutionary change in how we work together across the region, with NEEA staff focusing on upstream activities and funders driving downstream, customer-facing activities. Our November 15, 2016 meeting included a discussion about clarifying expectations for funder actions that are critical for the success of regional NEEA market transformation programs. We also discussed the idea of formalizing a process to better capture and document expectations and commitments. I have had one-on-one conversations about this topic with most RPAC members and will be sharing some general observations and themes for contemplation as we consider how to address this challenge. One observation is that we do not have consistent interpretation and enrollment across the region regarding the purpose and interrelationships of market transformation activities and critical success factors. I will be providing some context to clarify interrelationships and success factors and looking for your ideas and input on the following: 1. How to better clarify these interrelationships and align on roles and responsibilities for regional

programs in general.

2. How to capture the specific requirements, roles and responsibilities for market transformation success for each new regional program and ensure that we will achieve critical mass for achieving market adoption and ultimate transformation of the market.

Thanks for your engagement and direct, honest feedback in the discussions so far on this topic and look forward to continuing the dialogue and reaching agreement on how to operationalize a solution. Please don’t hesitate to reach out in advance of the meeting if you have questions or concerns.

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Memorandum – Agenda item (Tier 1) January 31, 2017 TO: Regional Portfolio Advisory Committee (RPAC) FROM: Emily Moore, Senior Manager, Strategic Markets SUBJECT: Progress Review and Direction Setting for Regional Strategic Market Planning Ask of RPAC and Context for Discussion In 2015, RPAC leadership supported and launched regional strategic market planning and developed the Commercial & Industrial Lighting Regional Strategic Market Plan. A similar process was implemented in 2016 to establish a Consumer Products Regional Strategic Market Plan. With these two plans in implementation, and the first review and update underway for C+I Lighting, it is a good time and opportunity for RPAC to reflect on:

What did we set out to accomplish?

What are we accomplishing?

What are we learning?

What is the value you expect from this work going forward? In the February 7th meeting, we’ll take this look back and forward, and seek further RPAC direction on the regional strategy work. Below are brief updates on each of the regional strategic market plans, and asks of RPAC that will be coming later in Q1. C+I Lighting: First Review and Update Current Status After the first year of regional strategy implementation, the C+I Lighting Steering Committee is leading the process to review Plan progress and identify next steps. Steering Committee members, strategy leads and other key contributors convened on January 6th to identify outstanding long-term needs that could best be addressed through regional collaboration. The Commercial Lighting Program Manager Work Group and Steering Committee then refined and confirmed the three regional needs identified in the work session (summarized in the attached document). The draft 2017 C+I Lighting RSMP (attached) summarizes the existing and new actions identified for the strategies, as well as goals and strategies that can be removed from the original Plan at this time. Of the nine 2017 Actions shown in the Plan, five will move forward through existing work or NEEA initiatives, and without additional lift. The remaining four need some further consideration, particularly on the level of effort required and level to which there is interest in the region to commit time and resources. These four actions include:

Refine & implement the midstream coordination concept (strategy b)

Develop common understanding of the supply chain and alignment on the most effective market interventions, including influence and relationships needed within the supply chain (strategy b)

Begin implementing the regional data plan (strategy i), focusing on:

o Timely product sales and price trends

o “Easy wins” that help us build valuable long-term tools and infrastructure

o Data that will inform program strategy and evaluation

Coordinate on good, better and best options for common use cases, and offer a consistent regional

message to customers and allies (strategy e)

At this point, most interest has been expressed in coming to conclusion on midstream coordination and developing messaging for good, better and best options for common use cases. The Steering Committee is

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considering priorities and how each of these actions can be carried forward with minimal incremental effort and through existing forums, such as the Lighting Program Manager Work Group and CAC. Next Steps The Steering Committee will continue to refine and scope the 2017 Actions, taking into account RPAC’s input on the value expected from this work. They will share the outcomes and recommendations with RPAC later in Q1. To the extent that regional commitment or resources are needed to move any of the prioritized actions forward, the Steering Committee will ask RPAC for response and indication of interest and commitment from their organization at that time. Consumer Products: HPWH Prioritization Outcomes and Current Status Since launching in Q3 2016, the Consumer Products Steering Committee agreed upon three product priorities for the regional strategic market plan: Heat Pump Water Heaters (HPWHs), Smart Thermostats, and Lighting. In the interest of providing further focus for the strategy and the region’s limited resources, the Steering Committee agreed the first product focus in 2017 is HPWHs. In their last meeting, held January 26th, the Steering Committee established the following regional goal for HPWHs: By 2023, 30% of all electric water heaters in the region are HPWH. It is believed that this is the timeframe and market share that will be necessary to sustain manufacturer interest in the product and influence the national standard. The Steering Committee suggested a more immediate imperative, however, for the region to ramp up its efforts this year and work collaboratively to build market awareness and confidence in the product. As such, annual targets towards the regional goal will be set, and each organization will be asked for their commitment to the regional goal and what specifically they are willing to do to help and on what timeline. Next Steps To help ensure that there is regional commitment and sufficient support to advance towards the regional goal, the Steering Committee agreed upon the following next steps in the coming quarter:

1. Set a baseline and annual targets for the regional goal, and establish process to track and report progress (led by staff from NEEA, BPA and Council)

2. Outline the request for organization-level commitment towards supporting the regional goal (led by strategy a group)

3. Obtain organizational commitments, via RPAC, in Q2 2017 (led by Steering Committee) 4. Complete implementation of a HPWH consumer decision guide (led by strategy e group) 5. Develop “unified voice” messaging, a communication plan, and marketing resources to support regional

goal (led by strategy e group, or similar group with marketing expertise) 6. Develop strategy to optimize DR opportunity through increased uptake of connected HPWHs (led by

strategy i group) 7. Launch the next prioritized strategy, Strategy g: Leverage key partnerships and influence EE product

availability in the market through improved understanding of key supply chain drivers and decision-making (led by NEEA)

Later in Q1, RPAC members will receive a request from the Steering Committee to respond with their organization’s commitment to the regional HPWH goal and ways in which their organization intends to support it. Examples of support may include, but are not limited to: specific program targets for units installed; percent increase in target or budget over prior year; supporting market efforts or campaigns to help build market awareness; collaborating regionally to streamline program participation or address barriers; and staff time and participation in strategy-level work identified to achieve the goal.

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Northwest Regional Strategic Market Plan | C+I Lighting

Regional Strategy: Proposed Regional Needs

Below is the synthesis from a work session held January 6, 2017 with C+I Lighting Regional Strategy Steering

Committee members and several strategy leads and contributors. The primary aim of the work session was to

identify key regional issues and provide more specificity to the Regional Plan by clearly defining long-term problems

the region seeks to address. The result of the work session were three top regional needs that could be addressed

through regional collaboration. Each is summarized briefly below, and incorporates feedback gathered from the

Lighting Program Managers Work Group.

1. Informed Customer Choices

Problem statement:

There is not a cohesive guide for decision makers and key decision influencers (tenants, building owners,

property managers, designers and contractors) to understand the full range of options to meet their needs. As a

result, they may choose the most readily available option rather than the option that best meets their needs.

Currently, efficiency organizations have not aligned on good, better and best options for common use cases, and

do not coordinate to deliver a consistent, informed message to customers and allies.

Regional goal it supports: Customers choose the most appropriate, efficient lighting system solution for their

needs.

Ideas on measurable results we want to achieve: Greater market adoption of “better” and “best” options.

Consistent guidance for trade allies that cross utility territories. Utilities viewed as a valued resource for customers

in choosing the most appropriate, efficient lighting system solution for their needs.

Proposed solutions: Develop guidance for trade allies and customers on “good, better and best” options for

common types of lighting retrofits (messaging and marketing documents that can be branded by individual

utilities and incorporated into customer communications). Document and quantify NEBs for advanced lighting

systems for business decision-making.

2. Data to Inform Program Strategy

Problem statement: Current product sales and price trends are important for informing program strategy and

evaluating market progress, yet timely updates on these trends are not consistently or widely available

throughout the region; current efforts are fragmented.

Regional goal it supports: Efficient, quality products and services dominate the market.

Ideas on measurable results we want to achieve: Programs benefit from increased understanding of market

conditions, product flow, and price data. Timely product pricing data is available to accurately inform appropriate

incentive levels.

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Northwest Regional Strategic Market Plan | C+I Lighting

Ideas on possible solutions: Increase outreach and accessibility of existing

market data. Obtain more granular and timely pricing and sales data in order to

inform program strategy. Develop regionally-available lamp pricing database. Identify a team that reviews

research periodically and identifies gaps and needs.

3. Supply Chain Leverage

Problem statement: The region lacks common understanding of and influence on the supply chain, and lacks

alignment on the most effective market interventions. Greater understanding is needed for both for the lighting

market in general and for the rapidly evolving market for connected lighting systems.

Regional goal it supports: Efficient, quality products and services dominate the market.

Ideas on measurable results we want to achieve: Identification of who in the supply chain the region is

engaging with / wants to engage with. Clarity on when / how to aggregate regional influence. Number and

strength of market partnerships. Market share of efficient products available, possibly focused on a target

technology or market segment. Programs or pilots leveraging the supply chain in new ways.

Ideas on proposed solutions: More effectively communicate insights from existing research – how it’s changing,

what changes are coming. Quantitatively demonstrate the results of various types of market interventions.

Develop better understanding of key supply chain actors and drivers, and how the supply chain is changing or

planning to adapt. Consider and differentiate ‘typical’ lighting supply chain, and IOT supply chain. Convene

midstream governing body or similar to focus on better coordination between programs and supply chain.

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Commercial + Industrial Lighting Northwest Regional Strategic Market Plan

DRAFT Update for 2017 1/31/2017

Green = Action has owner and implementation plan. No additional effort is needed.

Black = Continued effort needed to refine and define implementation plan and ownership.

Bold = Newly-proposed action for 2017.

Vision

Our customers choose quality, adaptable lighting that uses every kWh to its best advantage

Mission

As a result of our collaboration, we maximize cost effective, long-term commercial and industrial lighting energy efficiency opportunities, prevent conflicting overlap of roles and improve coordination in the NW

Goals

1. Efficient, quality lighting products and services dominate the market

Strategies

a. Coordinate efforts to prioritize, advance and promote emerging technologies (ET)

2017 Actions

RETAC to implement new ET coordination process.

b. Identify synergies and complementary approaches to align upstream and coordinate midstream and downstream interventions

Refine & implement midstream coordination concept (midstream programs connect regularly to coordinate and align where appropriate).*

Develop common understanding of the supply chain and alignment on the most effective market interventions, including influence and relationships needed within the supply chain. Applies to both the lighting market in general and the rapidly evolving market for connected lighting systems.

c. Increase adoption of advanced lighting control systems that meet the open standards identified as most important

LLLC initiative to coordinate advanced lighting system adoption efforts, including identifying and addressing barriers to adoption (such as open standards).

d. Coordinate advancement of codes, including development, adoption and compliance

NEEA Codes & Standards to: o Continue implementing improved communications process. o Convene WA and OR code contacts, respectively, for a

pending state code updates.

i. Create and begin implementing a data plan for the region.

Begin implementing the regional data plan, focusing on: o Timely product sales and price trends. o “Easy wins” that help us build valuable long-term tools and

infrastructure. o Data that will inform program strategy and evaluation.

2. Customers choose the most appropriate, efficient lighting system solution for their needs

e. Create and leverage tools and resources to build customer demand

Coordinate on good, better and best options for common use cases, and offer a consistent message to customers and allies.

Promote and collectively contribute to The Lighting Resource Exchange and Customer Facing Guides; assess utilization and desired for continued support in late 2017.

f. Develop pool of committed, highly trained market actors to meet demand

NXT Level program to coordinate advanced training for trade allies. 13

3. Define and maintain NW interests around open standards for advanced lighting control systems

g. Establish utility priorities for open standards (consolidated into Goal 1, Strategy c)

4. Influence the direction, development and upstream adoption of those standards

h. Influence open standards through a regionally coordinated effort (consolidated into Goal 1, Strategy c)

5. Support success of the lighting regional strategic market plan and individual implementers with useful data

i. Create and begin implementing a data plan for the region. (moved to Goal 1)

* Independent of the Regional Strategic Market Plan, interested parties to explore paths to collaboratively introduce a midstream offering.

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Memorandum – Agenda item (Tier 1) January 31, 2017 TO: Regional Portfolio Advisory Committee (RPAC) FROM: Mark Rehley, Senior Manager Emerging Technology & Product Management mrehley@neea.org 503.688.5499 SUBJECT: Emerging Technologies Update Program Strategies for Emerging Technologies NEEA staff is preparing several technologies for RPAC to consider adding to NEEA’s portfolio. In the Q3 2016 emerging technology update, I presented all four technologies. I also shared our thinking at the time about program strategies for best managing the technologies. At the Q1 RPAC meeting, I’m going to present our recommended program strategies for each technology. I’m looking for approval to develop the concepts for these technologies using the recommended program strategies. Our goals are to maintain total transparency on the technologies and the program development while streamlining the approval process to match the technical potential of each technology. Our ask of you: Please share your thoughts on the program strategies and especially consider your preferred method of tracking the progress of these technologies.

Technology Program Strategy Recommendation and Voting Implication

Reasoning

Residential Low-e(emissivity) Storm Windows

Incorporate into the Commercial Window Attachments Program as a second product. No RPAC vote

The Attachment Energy Rating Council (AERC) is planning to rate both secondary glazing systems for commercial and low-e storm windows for residential. These products are similar and there is some cross over between residential and commercial applications. As a starting point, the main market intervention is to have a nationally recognized energy rating applied to these products so that the market can tell good products from bad. Since AERC is going to rate these and several other commercial and residential products, NEEA staff believes a single program would be best to manage this.

Split System Heat Pump Water Heater

Incorporate into the existing Heat Pump Water Heater (HPWH) program. No RPAC vote

NEEA staff recommends adding split system water heaters to the existing HPWH program because this product compliments the programs market transformation goal. In order to strengthen efforts to extend the Federal water heating standard to require HPWHs for tanks larger than 45 gallons, NEEA has been pursuing alternatives to supplement integrated HPWHs. By separating the compressor unit from the tank, the Split-system HPWH provides an answer for “hard to install” locations where there may not be enough space, or where the cold air exhaust of a standard HPWH is problematic.

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Extended Motor Products – Clear water pumps

Start a new program to support ACEEE’s program to develop test methods and ratings for several types of motor products (motor, control, pump / blower/ compressor) RPAC votes for Initiative Start and Scale-up Approval

Hydraulic Institute’s test method and rating for clear water pump motor systems is the first of potential several motor system ratings. NEEA staff believes that a single program would make best use of resources as we participate in the development and rating approaches for this and other extended motor products.

Air Saver Unit Start a simple market transformation program aimed at testing and rating this product category and collecting regional sales data. RPAC votes on one milestone

The air saver unit (ASU) is a product that lowers the use of compressed air in open flow compressed air applications. It pulses the flow to improve its function and efficiency. The savings are modest (8 aMW), but the technology has barriers to adoption that NEEA could help remove. NEEA staff would like to test a simplified program approach that is similar to the infrastructure approach with a single RPAC milestone followed by regular updates to any scope change and annual operational plans to be approved by RPAC and NEEA’s board.

RETAC 2.0 The 7th Power Plan identifies nearly 4300 aMW of cost effective energy efficiency savings over the next twenty years. However, the Northwest Power and Conservation Council (“the Council”) anticipates that a significant percentage of these savings will come from emerging technologies. Recognizing the increased reliance on emerging technologies for the region to meet its energy efficiency goals, the Council requested an increased role for the Regional Emerging Technology Advisory Committee (RETAC) to coordinate efforts to realize the potential for these and other technologies. This request is detailed in action plan item MCS-4. The members of RETAC agreed to consider the Council’s recommendation, and for the past several months have worked on defining how to best meet the region’s needs for emerging technologies. This effort has been affectionately named RETAC 2.0. Emerging Technology Activities Report You can find our complete list of emerging technologies we are researching here. Our ask of you: Please let us know if you have questions or comments on our emerging technology activities and any ideas for other technologies we should consider.

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Memorandum – Informational (Tier 2) January 31, 2017 To: Regional Portfolio Advisory Committee From: Ken Baker Subject: Codes & Standards Update Please contact me if you would like to know more detail on the following Q4 accomplishments. Regional and National Code Highlights:

1. Prepared a multi task work plan, scope and budget for a five-year DOE umbrella contract. 2. Met with DOE contract managers in D.C. to negotiate funding for a new DOE 2017 to 2021

umbrella contract. The current contract has funded development and implementation of the Community Building Renewal benchmarking and building portfolio analysis process.

3. Ecotope is finalizing work on the Next Step Homes and residential code savings model. Codes & Standards contracted for this work during 2016 to create more accurate reporting of residential code savings and to identify better the split between NSH and codes.

4. Assisted contractor Energy 350 in development of a code market characterization study that will be used to guide the Commercial Code Enhancement Initiative interface with four-state energy code stakeholders.

5. Presented a regional code overview at the annual Washington D.C. Building Codes Assistance Project conference.

6. Final comments and advocacy for the 2018 IECC. Thirteen proposals were submitted and five were approved including: 1) LLLC; 2) low flow shower heads; 3) two new option packages; and, 4) assurance that documentation and training are provided for all HVAC systems installed. In addition, the NEEA contractors and allies, CADMUS, PNNL and NBI, were able to keep the code from falling back to previous code levels.

7. Continued negotiation on the Oregon Residential Specialty Code upgrade proposal that we submitted in September 2016.

8. Begin development of an Oregon Commercial Specialty Code proposal due January 13, 2017. 9. Implemented the onsite phase of the Idaho quality assurance pilot. NEEA contractors are

working with select builders and jurisdictions to pilot what will be a regional quality assurance program for residential and commercial codes.

10. Worked closely with the CCE initiative on development of all technical documents and processes and developed a first set of definitions for Initiative to Code criteria.

11. NEEA contractors continued to work with the Cities of Tacoma and Boise on building portfolio management, benchmarking and planning.

12. Contracted with Maalka to develop geographical accurate Northwest weather files into their building analysis database. The goal is to provide cities with a tool for building energy use diagnostics, and prioritization of renewal.

13. Coordinated meetings and discussion between NEEC and PNNL regarding development of the Washington online commercial database.

14. Set up a contract to provide a webinar on 2018 IECC code changes for utility staff. 15. Worked closely with NEEA Market Research, Ecotope and ETO on development of the

commercial compliance evaluation.

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Northwest Energy Efficiency Alliance - 2 -

National Standard Highlights: (The big ones only)

1) Published a Final Rule for Uninterruptible Power Supply Standards (12/28/16) 2) Published a Notice of Data Availability III for Fans and Blowers (11/1/16) 3) Published a Final Rule for Commercial Water Heater Test Procedures (11/10/16) 4) Published a NODA for Commercial Water Heater Standards (12/23/16) 5) Published a Final Rule for Walk-in Cooler & Freezer Standards (12/28/16) 6) Published a Final Rule for Walk-in Cooler & Freezer Test Procedure (12/28/16) 7) Published a Final Rule for Dedicated-Purpose Pool Pump Test Procedures 12/22/16) 8) Published a Final Rule for Dedicated-Purpose Pool Pump Standards (12/23/16) 9) Published a Final Rule for Commercial Boiler Test Procedure (12/9/16) 10) Published a NODA for Commercial Boiler Standards (12/23/16)

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Memorandum – Informational (Tier 2) January 31, 2017 TO: Regional Portfolio Advisory Committee (RPAC) FROM: Jill Reynolds, Program Manager SUBJECT: HPWH | Bradford White Purchase of GE GeoSpring Product/Production line On January 30, 2017, Bradford White announced purchase of the GE GeoSpring heat pump water heater

(HPWH) product and production line. Specifically, Bradford White acquired the assets of GE’s HPWH

manufacturing and will build HPWHs in the United States using its Michigan plant. The announcement

follows GE’s August 2016 news that the company would cease manufacturing the GeoSpring at the end of

2016. After this announcement, NEEA organized and helped facilitate conversations between Bradford

White and various regional and national HPWH utility stakeholders, assisting Bradford White’s decision to

increase their commitment to the HPWH market. As of today, all three major water heater manufacturers,

representing approximately 96% of the water heater market have Tier 2+ HPWHs available in the market.

Bradford White provides GE’s Tier 2/3 HPWH as a Bradford White AeroTherm HPWH product exclusively to

their wholesale partners through distribution. As part of the agreement, Bradford White will extend its 24/7

customer support services to existing GeoSpring water heater owners. This announcement is a significant

win for the HPWH market from several dimensions:

Bradford White is a premium distributor-only brand and will build confidence with the

wholesale/installer channel which is influential in the emergency replacement market

Installers have experience installing and selling GE’s GeoSpring product – meaning easy installer

adoption and familiarity

Reinforcement to the market the GeoSpring is a solid product and GE’s exit was not due to

product-related problems, but due to profitability

Over time, increased competition will likely lead to advancing product features and decreasing

product costs

2017 is poised to be a promising year for HPWHs in the Northwest and beyond, and NEEA will continue

working with our stakeholders and market partners to drive HPWH adoption.

Please direct any questions to Jill Reynolds at NEEA.

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Memorandum – Informational (Tier 2) January 31, 2017 TO: Regional Portfolio Advisory Committee (RPAC) FROM: BJ Moghadam, Stakeholder Relations Manager SUBJECT: Annual RPAC Charter Review BACKGROUND: During its August 2016 meeting, RPAC discussed and agreed upon revisions to the RPAC Charter that reflect the committee’s role on the Regional Strategic Market Planning Collaborative effort. The charter, with red-lined edits, follows this memo (sans voting-rules addendum). The revised charter will go next to the NEEA Board’s Governance Committee and then the full Board for review and approval. ASK OF YOU: Please review the charter and advise NEEA Staff (bjmoghadam@neea.org) if you feel any further revisions are warranted at this time. RPAC will continue to review its charter at least annually. However, given our recent review and update to the charter, we felt a full review during the Q1-2017 RPAC meeting may be unnecessary.

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REGIONAL PORTFOLIO ADVISORY COMMITTEE CHARTER

Review process:

HISTORY

Source Date Action/Notes Next Review Date

RPAC Q1, 2015 Reviewed, no changes Q1, 2016 Board Approved June 2, 2015 Approved 2020 Governance Committee

November 3, 2015

Recommended Board approval.

2020

Executive Committee

November 19, 2015

Recommended Board approval.

Q2 2020

Board Decision December 3, 2015

Board approval. Q2 2020

RPAC August 11, 2016 Revised Q1 2017

Purpose

The purpose of the Regional Portfolio Advisory Committee (Advisory Committee) is to provide NEEA with broad based advice, experience and guidance on electric market transformation programs and supporting activities. The Advisory Committee will work to reach consensus on the prioritization and advancement of market transformation programs to help steer NEEA’s work toward achievement of the organization’s strategic goals, priorities and objectives. This Advisory Committee is a management advisory committee, providing support to the work of NEEA managers and other staff in its program development and implementation responsibilities. As such, it ultimately reports to NEEA’s Executive Director. Responsibilities

1. Review the portfolio of NEEA electric programs to: monitor movement through NEEA’s Initiative Life Cycle process; monitor changes in energy savings estimates including those due to changes in assumptions or methodology vetted by the Cost Effectiveness Advisory Committee; evaluate the appropriate balance of the portfolio; and monitor developments in the Emerging Technology efforts at NEEA.

2. Review Portfolio Operations plan and budget on an annual basis. 3. Work as a committee to reach full consent to advance NEEA programs at the

Initiative Start and Scale-up Approval milestones of NEEA’s Initiative Lifecycle 4. Exercise the “challenge flag” process, whereby members may call for a temporary

suspension of efforts on a NEEA program if the member believes NEEA has violated the Standard Rules of Engagement (defined on p32 of the 2015-2019 Electric Business Plan) or if NEEA activities go beyond the scope of effort agreed upon by the Advisory Committee. Under such circumstances, NEEA agrees to convene an immediate meeting of the Advisory Committee to resolve the issue and to halt any activities where the issue cannot be resolved to the Advisory Committee’s satisfaction.

5. Coordinate information-sharing within and among member organizations in advance of Portfolio Consent Voting at Initiative Start and Scale-up Approval milestones for NEEA programs.

Advisory Committee Governance Executive Board

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6. Share experiences and advance understanding of how NEEA and utilities/public benefits administrators and key stakeholders can best work together on the market programs to leverage resources and results.

7. Provide a forum for information exchange within the region on market program activities and interests, and opportunities for collaboration.

8. Define criteria and weighting for the portfolio assessment tool. 9. Recommend allocation of resources between sectors. 10. Inform the members’ organizations and key stakeholders on the activities and

decisions of the Committee. 11. Review Committee Charter at least annually and route substantive revisions to the

NEEA Board Strategic Planning Committee for review. 12. Provide direction and oversight for the Regional Strategic Market Plans identified in

NEEA’s current Business Plan. The Collaborative Charter, available here1, details its roles and responsibilities, membership and governance, purpose, and other information.

Committee Membership

Each electric direct funder will appoint a representative with voting authority on the Advisory Committee. The Executive Director may appoint additional voting member(s) as needed to support or enhance the effectiveness of the Advisory Committee.

Portfolio Consent Voting

Full consent must be reached by all Advisory Committee voting members in attendance, in person or electronically, in order for a NEEA program to advance through the Initiative Start and Scale-up Approval milestones (refer to Addendum A – Program Advancement Process for voting rules). To conduct a vote, a quorum of Advisory Committee members must participate. A quorum is a simple majority of eligible participants. Open Meetings and Closed Sessions

All Advisory Committee meetings shall be open to in-person participation by members of the public. With the exception of sensitive information not appropriate for public dissemination, meeting materials (including but not limited to meeting packets, slide presentations, summary notes and Portfolio Consent Voting records) will be posted for public access. A closed session for part or all of any committee meeting may be called at any time to discuss sensitive information such as competitive or proprietary information that should not be publically shared. Any member of the Advisory Committee can request a closed session.

Meeting Schedule

The Advisory Committee will conduct standing meetings quarterly and conduct additional meetings and/or webinars as needed. Shared Commitment

Advisory Committee members and NEEA Staff share a commitment to communicate and coordinate with the intent of operating with no surprises.

1 https://conduitnw.org/_layouts/Conduit/FileHandler.ashx?RID=2872

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