Market characterization and assessment of the relationships/dynamics among market actors, including identification of the key barriers and opportunities to advance demand side management technologies and strategies: Successful market transformation programs first and foremost need to be designed specifically to address market transformation. main reason that (most) programs do “The not accomplish lasting market effects is because they are not designed specifically to address this goal (often because of regulatory policy directions given to program The Strategic Plan recognizes that regulatory policies are not yet in place to designers.)” support the success of market transformation efforts, but also reflects the CPUC’s directive to design energy efficiency programs that can lay the groundwork for either market transformation success or for codes and standards changes. Above all else, the hallmark of a successful market transformation program is in the coordination of efforts across many stakeholders. The most successful market transformation programs have involved multiple organizations, providing overlapping market interventions. The Strategic Plan calls for coordination and collaboration throughout, and in that spirit the utilities will continue to work with the CPUC and all stakeholders to help achieve market transformation while meeting the immediate energy, demand, and environmental needs. Provided that HVAC is allotted sufficient EM&V funds, the statewide team will build on the growing body of HVAC research in to ensure the relationships/dynamics among market actors, including identification of the key barriers and opportunities to advance demand side management technologies and strategies have been studied to inform future program decision-making. Key Barriers: Lack of value proposition awareness Performance uncertainties: Previous research has been conducted on the energy savings achievable through HVAC system maintenance measures such as RCA and Duct Sealing, but despite all this research many performance uncertainties still exist, and furthermore, this research has not been able to effectively demonstrate the full energy savings benefits of QI/QM; End-use customers do not clearly recognize the loss of energy efficiency performance benefits of a HVAC system if it is not properly installed and maintained, and do not recognize without assistance the value over time of purchasing a high-efficiency system versus a standard-efficiency one. Availability of higher-efficiency equipment Stocking patterns of equipment follow demand, and since customers do not yet well appreciate the value of energy efficiency, HVAC equipment stocking in local distribution centers tends toward lower price, standard-efficiency systems. Without
Market characterization and assessment of the relationships/dynamics among market actors, including identification of the key barriers and opportunities to advance demand side management technologies and strategies: Successful market transformation programs first and foremost need to be designed specifically to address market transformation. “The main reason that (most) programs do not accomplish lasting market effects is because they are not designed specifically to address this goal (often because of regulatory policy directions given to program designers.)” The Strategic Plan recognizes that regulatory policies are not yet in place to support the success of market transformation efforts, but also reflects the CPUC’s directive to design energy efficiency programs that can lay the groundwork for either market transformation success or for codes and standards changes. Above all else, the hallmark of a successful market transformation program is in the coordination of efforts across many stakeholders. The most successful market transformation programs have involved multiple organizations, providing overlapping market interventions. The Strategic Plan calls for coordination and collaboration throughout, and in that spirit the utilities will continue to work with the CPUC and all stakeholders to help achieve market transformation while meeting the immediate energy, demand, and environmental needs. Provided that HVAC is allotted sufficient EM&V funds, the statewide team will build on the growing body of HVAC research in to ensure the relationships/dynamics among market actors, including identification of the key barriers and opportunities to advance demand side management technologies and strategies have been studied to inform future program decision-making. Key Barriers: Lack of value proposition awareness Performance uncertainties: Previous research has been conducted on the energy savings achievable through HVAC system maintenance measures such as RCA and Duct Sealing, but despite all this research many performance uncertainties still exist, and furthermore, this research has not been able to effectively demonstrate the full energy savings benefits of QI/QM; End-use customers do not clearly recognize the loss of energy efficiency performance benefits of a HVAC system if it is not properly installed and maintained, and do not recognize without assistance the value over time of purchasing a high-efficiency system versus a standard-efficiency one. Availability of higher-efficiency equipment Stocking patterns of equipment follow demand, and since customers do not yet well appreciate the value of energy efficiency, HVAC equipment stocking in local distribution centers tends toward lower price, standard-efficiency systems. Without