2013

Energy Efficiency

Annual Report

 Summary Report

2012 Program Overview & Strategies

 Technical Appendix

2012 Results

June 2013
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I. EXECUTIVE SUMMARY ...............................................................................1

II. 2012 ENERGY EFFICIENCY PROGRAM OVERVIEW ...............................4

A. Statewide Program For Residential Energy Efficiency .........................4

1. Home Energy Efficiency Survey Program ................................4

2. Residential Lighting Incentive Program For Basic 

CFLs...........................................................................................6

3. Advanced Consumer Lighting Program ....................................6

4. Home Energy Efficiency Rebate Program.................................7

5. Appliance Recycling Program ...................................................8

6. Business And Consumer Electronics Program 

(BCE).........................................................................................9

7. Multifamily Energy Efficiency Rebate Program .....................10

8. Prescriptive Whole House Retrofit Program 

(PWHRP)Energy Upgrade California (EUC)..........................11

B. Statewide Commercial Energy Efficiency (EE) Program ...................12

1. Nonresidential Audit Program .................................................12

2. Calculated Incentives Program ................................................13

3. Deemed Incentives Program....................................................14

4. Direct Install Program..............................................................14

5. Continuous Energy Improvement Program .............................14

C. Statewide Industrial Energy Efficiency Program ................................15

1. Energy Audit Program .............................................................16

2. Calculated Energy Efficiency Program ...................................17

3. Deemed Energy Efficiency Program .......................................17

4. Continuous Energy Improvement (CEI) Program ...................18

D. Statewide Agricultural Energy Efficiency Program ............................18
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1. Energy Audit Program .............................................................19

2. Calculated Energy Efficiency Program ...................................20

3. Deemed Energy Efficiency Program .......................................20

4. Continuous Energy Improvement (CEI) Program ...................21

5. Pump Test Services Program...................................................21

E. Statewide New Construction Program.................................................22

1. Savings By Design...................................................................22

2. California Advanced Homes....................................................23

3. ENERGY STAR Manufactured Housing ................................23

F. Statewide Lighting Market Transformation (LMT) Program..............24

G. Statewide Residential And Commercial HVAC Program...................30

1. Upstream HVAC Equipment Incentive ...................................30

2. HVAC Technologies And System Diagnostics 

Advocacy .................................................................................31

3. Commercial Quality Installation..............................................32

4. Energy Star Residential Quality Installation 

Program....................................................................................32

5. Residential Quality Maintenance And Commercial 

Quality Maintenance Development .........................................33

6. HVAC Workforce Education & Training................................35

H. Statewide Codes & Standards Program ...............................................35

1. Building Codes And Compliance Advocacy ...........................36

2. Appliance Standards Advocacy ...............................................37

3. Compliance Enhancement .......................................................37

4. Reach Codes.............................................................................38

I. Statewide Emerging Technologies Program........................................39
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1. Technology Assessments.........................................................40

2. Scaled Field Placements ..........................................................40

3. Demonstration Showcases.......................................................41

4. Market And Behavioral Studies...............................................41

5. Technology Development Support ..........................................42

6. Business Incubation Support....................................................42

7. Technology Test Centers .........................................................44

J. Statewide Workforce Education & Training Program.........................45

1. WE&T Centergies....................................................................45

2. WE&T Connections.................................................................48

3. WE&T Strategic Planning And Implementation .....................50

K. Statewide Marketing, Education & Outreach Program .......................52

1. Statewide ME&O.....................................................................52

2. ME&O Strategic Plan ..............................................................53

L. Statewide Integrated Demand Side Management Program .................54

M. Local Programs....................................................................................58

1. Online Buyer’s Guide ..............................................................58

2. Financial Solutions...................................................................59

3. Integrated Demand Side Management (IDSM) Pilot 

For Food Processing ................................................................60

4. Integrated Marketing & Outreach............................................61

N. Energy Leader Partnership Program....................................................66

1. City Of Beaumont Partnership Energy Leader 

Partnership ...............................................................................66

2. City Of Long Beach Energy Leader Partnership .....................67

3. City Of Redlands Energy Leader Partnership..........................68
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4. City Of Ridgecrest Energy Leader Partnership .......................69

5. City of Santa Ana Energy Leader Partnership.........................69

6. City Of Simi Valley Energy Leader Partnership .....................70

7. City Of South Gate Energy Leader Partnership.......................71

8. Community Energy Leader Partnership...................................72

9. Desert Cities Energy Leader Partnership.................................74

10. Eastern Sierra Energy Leader Partnership ...............................75

11. Partnership Strategic Support ..................................................76

12. Kern County Energy Leader Partnership.................................77

13. Orange County Cities Energy Leader Partnership...................79

14. Palm Desert Demonstration Partnership..................................80

15. San Gabriel Valley Energy Leader Partnership 

Program....................................................................................83

16. San Joaquin Valley Energy Leader Partnership.......................84

17. South Bay Energy Leader Partnership.....................................86

18. South Santa Barbara County Energy Leader 

Partnership ...............................................................................87

19. Ventura County Energy Leader Partnership ............................88

20. Local Government Strategic Planning Pilot Program 

(Solicitation) ............................................................................90

21. Western Riverside Energy Leader Partnership ........................91

22. City Of Adelanto Partnership Energy Leader 

Partnership ...............................................................................92

23. West Side Energy Leader Parnership Program 

Description...............................................................................93

O. Institutional And Government Energy Efficiency 

Partnership Program (IGPP)................................................................95
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1. California Community Colleges Energy Efficiency 

Partnership ...............................................................................96

2. California Department Of Corrections And 

Rehabilitation Energy Efficiency Partnership 

(CDCR)....................................................................................98

3. County Of Los Angeles Energy Efficiency 

Partnership ...............................................................................99

4. County Of Riverside Energy Efficiency Partnership.............101

5. County Of San Bernardino Energy Efficiency 

Partnership .............................................................................103

6. State Of California Energy Efficiency Partnership................104

7. UC/CSU Partnership Energy Efficiency Partnership ............106

P. Third Party Programs.........................................................................108

1. Efficient Affordable Housing ................................................108

2. Comprehensive Manufactured Home Program .....................108

3. Comprehensive Home Performance ......................................109

4. Community Language Efficiency Outreach ..........................110

5. Cool Planet.............................................................................111

6. Healthcare EE Program..........................................................112

7. Livestock Industry Resource Advantage ...............................112

8. Comprehensive Beverage Manufacturing And 

Resource Efficiency...............................................................113

9. Solid Waste Energy Efficiency Program ...............................113

10. Data Center Energy Efficiency ..............................................113

11. Data Center Optimization ......................................................114

12. Lodging EE Program .............................................................114

13. Food & Kindred Products......................................................114

14. Primary And Fabricated Metals.............................................115
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15. Industrial Gases......................................................................115

16. Nonmetallic Minerals And Products......................................116

17. Comprehensive Chemical Products.......................................116

18. Chemical Products Efficiency Program.................................117

19. Comprehensive Petroleum Refining......................................117

20. Oil Production........................................................................118

21. Refinery Energy Efficiency Program.....................................118

22. Cool Schools..........................................................................119

23. Public Pre-Schools, Elementary Schools And High 

Schools...................................................................................119

24. Retail Energy Action Program...............................................120

25. Commercial Utility Building Efficiency................................120

26. Monitoring-Based Commissioning........................................121

27. Monitoring-Based Persistence Commissioning 

Program..................................................................................122

28. Sustainable Portfolios............................................................122

29. Management Affiliates Program............................................122

30. Private College Campus Housing ..........................................122

31. Automatic Energy Review For Schools.................................123

32. Sustainable Communities.......................................................123

33. Energy Efficiency For Entertainment Centers.......................123

34. Private Schools And Colleges Program.................................124

35. California Preschools Program ..............................................124

III. SECTION 1: ENERGY SAVINGS...............................................................126

IV. SECTION 2: EMISSION REDUCTIONS ...................................................130

V. SECTION 3: EXPENDITURES...................................................................133
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VI. SECTION 4: COST-EFFECTIVENESS ......................................................136

VII. SECTION 5: BILL PAYER IMPACTS .......................................................141

VIII. SECTION 6: GREEN BUILDING INITIATIVE.........................................143

IX. SECTION 7: SHAREHOLDER PERFORMANCE INCENTIVES ............145

X. SECTION 8: SAVINGS BY END-USE.......................................................146

XI. SECTION 9: COMMITMENTS...................................................................148

Appendix A Southern California Edison Programs for 2012 ........................................1

Appendix B SCE’s Final December Monthly Report for 2012.....................................1
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I.

EXECUTIVE SUMMARY 

During 2012, Southern California Edison Company (SCE) continued to successfully deliver a 

diverse portfolio of energy efficiency (EE) programs, providing cost-effective resource benefits to its 

ratepayers and the state of California. The United States Environmental Protection Agency (EPA)

recognized SCE’s 2012 EE portfolio with the 2013 Energy Star® Sustained Excellence Award, its 

highest honor for exemplary work in partnering with customers to save energy. Collectively achieving

over 1.7 billion kilowatt-hours (kWh) of annualized energy savings and 316 megawatts (MW) of peak 

demand reduction, the portfolio also produced nearly $657 million of net resource benefits in 2012. In 

addition to helping customers save money, save energy, and live more comfortably, SCE’s EE programs 

continued to significantly contribute to the State’s goal of reducing greenhouse gas emissions, with 

avoided emissions of nearly 819,000 tons of carbon dioxide in 2012. 

SCE increased focus on integrated demand side management (IDSM) in 2012 through the launch 

of a statewide, online, integrated residential and small business audit tool, the development of integrated 

marketing collateral and campaigns, outreach events, and website efforts, and continued implementation 

of integrated pilots, including Sustainable Communities and the development of 33 zero net energy 

(ZNE) homes through SCE’s ZNE offerings.

SCE’s local government partners demonstrated increasing levels of commitment to EE 

throughout the year. Twenty-three cities participating in SCE’s Energy Leader Partnership Program 

moved up to a higher program tier by achieving superior levels of EE and demand response (DR) in 

their own facilities, as well as promoting EE in their communities. Additionally, SCE continued the 

Local Government Strategic Plan Pilot Program, which included numerous activities such as the 

development of over 50 energy action plans designed to develop long-term local government vision and 

to identify specific EE projects for implementation. SCE also focused efforts on improved 

communication with local governments, by establishing open forums for communication, and 

conducting needs assessments and gap analysis with partners. These activities resulted in changes to the 
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Energy Leader Partnership program design and the development of the 2013-2014 Local Government 

Strategic Plan Pilot Program solicitation.

SCE also continued to draw upon the strengths of the EE community, including third party 

implementers which provided EE services to a wide array of customer segments including businesses, 

industrial customers, health care facilities, universities, and schools.

SCE’s successful statewide programs, including the statewide Commercial, Industrial, and 

Agricultural EE Programs provided nonresidential audits, deemed and customized incentives, and 

continuous energy improvement offerings. These programs alone delivered EE to nearly 8,000 

nonresidential customers in 2012. SCE’s Commercial EE Program also exceeded its 2010-2012 

benchmarking goal, providing over 52,000 buildings information on their energy usage and educating 

customers about programs available to increase the efficiency of their facilities. 

The statewide Lighting Program completed its three-year plan to increase the quantity of 

Advanced Consumer Lighting products in the market and ramp down the number of incentives available 

for Basic CFL lighting products, while also aligning its offerings with changes in California’s Title 20 

lighting code efficiency standards. Additionally, the program conducted a robust trial study of LED 

lighting, testing price elasticities, consumer preferences, and promotional approaches to promote 

additional growth in advanced lighting. 

Within the California Statewide Programs for Residential Energy Efficiency (CalSPREE), the 

Energy Upgrade California (EUC) Program completed over 620 home retrofit projects in 2012, and 

improved customer and contractor satisfaction through the launch of a new database, which significantly 

reduced project cycle time. CalSPREE’s Home Energy Efficiency Rebate (HEER) Program increased 

its efficiency standards in 2012 by adopting the EPA's Most Efficient ENERGY STAR® tier, while the 

HEER and Applicance Recycling Programs also worked with retail partners to develop point-of-sale 

marketing materials that effectively engaged customers and helped the program successfully achieve its 

energy savings goals.

In 2012, the IOU statewide Codes and Standards (C&S) team, with the California Energy 

Commission (CEC), and the California Public Utilities Commission (CPUC), was awarded the 
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American Council for an Energy-Efficient Economy (ACEEE) Champion of EE Award for their 

assistance in advancement of EE codes and standards in California and their work in spurring action 

throughout the United States. The C&S team also played a significant role in the development, 

adoption, and implementation of the new Title 24, building energy standards, and played a major role in 

the adoption of the first-in-the-nation efficiency standards for battery chargers.

The Technology Resource Incubator Outreach (TRIO) Program, a sub-program of the statewide 

Emerging Technologies Program, also continued engaging EE and DR entrepreneurs, investors, and 

universities through outreach and forums. TRIO issued a new competitive solicitation to encourage 

innovative technologies and approaches, resulting in nearly 20 new proposals, three of which were 

selected for implementation. 

SCE’s 2012 On-Bill Financing Program funded nearly 100 projects in 2012, representing $4.7 

million in loans, enabling businesses, local governments, and institutional customers to pursue 

increasing levels of EE. SCE also worked with the other investor-owned utilities (IOUs) and the CPUC 

throughout 2012 to develop broader finance options for the future, including On-Bill Repayment and 

other pilots that are expected to launch in 2013 and will increasingly leverage third party capital to 

finance EE upgrades.

SCE continues to work closely with the CPUC, state, regional, and other stakeholders to achieve 

the State’s strategic vision and goals to ensure that: (1) all cost-effective, reliable and feasible EE 

measures and actions are implemented in an integrated approach, (2) strategies, programs, measures and 

institutional structures provide long-term energy savings, and (3) EE will generate significant reductions 

in greenhouse gas emissions, as adopted in the California Long Term Energy Efficiency Strategic Plan

(Strategic Plan). 

This report describes the successful EE program activities SCE administered and implemented 

during 2012.
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II.

2012 ENERGY EFFICIENCY PROGRAM OVERVIEW

A. Statewide Program For Residential Energy Efficiency 

California’s ambitious goal of reaching 13 million existing homes with comprehensive EE

improvements by 2020 requires increasingly integrated, coordinated, and scaled efforts. In 2012, SCE 

continued to work with California’s other IOUs, publicly owned utilities (POUs), water agencies, and 

other organizations in the State to meet these goals. The IOUs also continued to offer comprehensive 

activities to reach California’s diverse population, climate zones and socio-economic classes to tap the 

economic potential available while advancing the initiatives of the Strategic Plan.

The 2010-2012 CalSPREE offered and promoted specific and comprehensive energy solutions 

within the residential market sector. The residential portfolio employs various strategies and tactics to 

overcome market barriers and to deliver programs and services aligned to support the Strategic Plan by 

encouraging adoption of economically viable EE technologies, practices and services. The ultimate 

focus of the program is: 

 To facilitate, sustain and transform the long-term delivery and adoption of EE products 

and services for single and multi-family dwellings. 

 To cultivate, promote and sustain lasting energy-efficient behaviors by residential 

customers through a collaborative statewide education and outreach mechanism. 

 To meet consumers’ EE adoption preferences through a range of offerings including 

single-measure incentives and more comprehensive approaches. 

1. Home Energy Efficiency Survey Program

Program Description

Home Energy Efficiency Survey (HEES) program is a continuation of the existing HEES 

program. This program works in collaboration with the On-Line Buyer Guide and Community 

Language Energy Outreach programs to provide comprehensive and integrated outreach efforts to use

energy audits to promote comprehensive retrofits to achieve deep energy reduction in the residential 

sector. This program goal is consistent with the Strategic Plan and IDSM (Intergrated Demand Side 
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Management Program) implementation strategies. The HEES Program is used to reach out to customers 

in multiple languages through different delivery channels to perform a variety of energy surveys. The 

program provides survey results to enable participants to understand how their energy use varies 

throughout the year and how their household compares with other similar households. A multi-language 

approach enhances the program’s ability to reach California’s diverse cultures and provides efficiency 

recommendations based on a whole-house system approach. Additionally, HEES provides information 

and referrals to other EE programs, solar, water conservation efforts, demand response and low income 

programs, as applicable.

Strategies Implemented in 2012

 Launched the mail-in and on-line campaign to overcome barriers to 

practicing EE in the residential population.

 Delivered the Universal Audit Tool (UAT) / Phase one CPUC 

requirements by March 31, 2012.

 Delivered the UAT Phase two and three to meet the Business Critical 

Requirements by December 15, 2012.

 Launched the Home Energy Report program to SCE customers.

 Engaged six water agencies to participate at the HEES mail-in survey and 

provide the water usage analysis and recommendations to the SCE, 

Southern California Gas (SCG) and Water Agency customers.

 Engaged 58 schools to participate in the HEES mail-in and On-line 

survey.

 Provided an EE and water-saving kit (Energy Kit) through SCG to 

customers who completed the HEES survey during the promotion period. 

 Provided customized EE reports and recommendations to all customers 

who completed the HEES survey.
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2. Residential Lighting Incentive Program For Basic CFLs

Program Description

The Residential Lighting Incentive Program for Basic CFLs provides customers with 

incentives in the form of discounts that reduce the cost of energy efficient lighting products. An 

upstream delivery mechanism is used in which lighting manufacturers work with retailers across utility 

service territories to stock and sell the products. Manufacturers and retailers reduce the regular retail 

price by at least the amount of the utility incentive so 100% of the incentive goes to the consumer. SCE 

then reimburses the manufacturer for the incentives that were passed on to their customers. 

Strategies Implemented in 2012

 Allowed manufacturers to request lower per-unit incentives than the maximum to

optimize energy impacts per dollar spent.

 Developed messaging on in-store signage and promotional campaign materials 

urging customers to install new CFLs before burnout of incandescent light bulbs.

 Eliminated incentives for shipment of basic bare spiral CFLs 1,099 lummens or 

greater. This action reinforced the Strategic Plan’s intent to ramp down basic 

CFL incentives and maximize energy impacts of lower lumen products, while 

aligning with the Title 20 Code change for lumen-equivalent incandescent bulbs.

 Reduced incentive budgets in 2012 to ramp down bare spiral CFLs.

 Reduced the ratio of basic to advanced CFLs at big box retailers, in alignment 

with the Strategic Plan.

3. Advanced Consumer Lighting Program

Program Description

The Advanced Consumer Lighting Program provides customers with incentives in the 

form of discounts that significantly reduce the cost of energy efficient lighting products and introduces 

energy efficient lighting products to the market. Furthermore, the program strives to influence future 

purchasing behaviors of customers. A broad array of product types, models, and technologies are 

available for this program's incentives. Typical technologies include specialty CFLs, LEDs, and high-
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efficiency incandescents. The program coordinates with the Lighting Market Transformation Program 

to explore new advancements and technologies for potential inclusion. With the Torchiere and Plug-in 

Lamp Exchange sub-component, SCE customers brought inefficient plug-in lighting products to local 

events to exchange for more efficient products at no cost. The Advanced Ambient LED Trial Study sub 

component tests sales rates at various price ranges in large retailers, conducts surveys and focus groups, 

tests promotional/educational messaging, and explores program delivery options. The Lighting 

Showroom Trial Study tests display more efficient display approaches in showroom environments. The

Web/Catalog/Phone Sales Trial Study tests the effectiveness of online sales for efficient lighting. The 

Super Lamp sub component asks manufacturers to submit products they believe meet the advanced 

specification published by the IOUs.

Strategies Implemented in 2012

 Modified program requirements to allow manufacturers to request lower per unit 

incentives than the maximum in order to increase energy impacts per dollar spent.

 Developed messaging on in-store signage and promotional campaign materials to 

educate customers on availability of CFL variations. The materials included 

photos and explanations of each major type of specialty bulb and its best 

application.

 Developed messaging on in-store signage and promotional campaign materials 

urging customers to install new CFLs before burnout of incandescent light bulbs.

 Held lighting exchange events targeting income-qualified neighborhoods.

 Implemented Lighting Showroom, Advanced Ambient LED, and 

Web/Catalog/Phone trials.

4. Home Energy Efficiency Rebate Program

Program Description

The statewide Home Energy Efficiency Reports (HEER) program offers rebates to 

residential end-use customers to cover some of the incremental costs of purchasing EE appliances. 

Some products are rebated through an on-line or mail-in application process while others provide 
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immediate point-of-sale (POS) rebates. This prescriptive program offers rebates from a specific list of 

energy-efficient products. The measure list includes items such as Energy Star Qualified® 

Refrigerators, Portable Room Air Conditioners, Water Heaters, Whole House Fans and Variable Speed 

Pool Pumps. The statewide HEER program is traditionally supported by various marketing initiatives 

that may be funded by the program or other indirect impact marketing programs such as statewide 

Marketing Education Outreach (ME&O) Program and local marketing program such as SCE’s 

Integrated Marketing Outreach Program (IMO). 

Strategies Implemented in 2012

 Disseminated a wide-reaching Summer Readiness marketing campaign. As part of this 

campaign, SCE distributed information about available HEER program rebates through print, 

online, community events, newspaper media and email.

 Continuead ongoing and implemented additional marketing efforts such as: 

o Retail - Point of Purchase materials were placed in all HEER (POS) participating 

stores. Retail associates also received training from SCE regarding the HEER 

program and the available rebates. 

o Events - HEER measures were promoted at a variety of trade shows and community 

events throughout the year, including the Los Angeles and Orange County fairs. 

SCE representatives provided information on the HEER programs, including 

brochures and fact cards.

o Launched a “Trigger” Marketing Outbound Calling pilot program, which delivered 

SCE customers relevant marketing communications after they set off a "trigger", by 

signing up for Budget Assistant or completing a HEES survey. 

5. Appliance Recycling Program

Program Description

The Appliance Recycling Program (ARP) picks up operable but inefficient appliances

from residential dwellings and businesses and prevents their continued operation by recycling them in an 

environmentally safe manner. The statewide ARP program is designed to incentivize customers to 
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permanently remove and recycle inefficient refrigerators and freezers from the utilities’ electrical 

system. The program intervention is designed to: (1) promote permanently removing and recycling 

inefficiently operating units and associated energy savings, (2) offer an incentive along with free pick-up 

as a convenient option for participants to recycle their inefficient appliances, and (3) embrace the EPA’s 

Responsible Appliance Disposal practice so all appliances can be decomposed and recycled in the most 

environmentally friendly manner possible, including effective reuse of raw materials.

Strategies Implemented in 2012

 Recycling service contractors and ARP support staff continued utilizing Personal 

Digital Assistant (PDAs) with real-time software supplied to keep operational costs 

low and to maintain enhanced inspection processes.

 Continued to operate cost-effectively and achieve high customer satisfaction levels.

 Offered program participants the opportunity to donate all or a portion of their ARP 

monetary incentives to SCE’s Energy Assistance Fund (EAF), which helps customers 

in financial need to pay their electric bill, resulting in cumulative donations of over 

$180,000 by the end of 2012 (since the inception of this donation concept in 2009).

 Successfully concluded the ARP/Retailer Trial program, which allowed retailers to 

collect SCE-qualified units when delivering new unit.

 Continued to target spare refrigerators to slow the rate of growth for secondary

refrigerators in the household. 

6. Business And Consumer Electronics Program (BCE)

Program Description

The BCE program provides midstream offered incentives to retailers to encourage 

increased stocking, promotion, and sales of the highest-efficiency electronic products including 

computers, computer monitors, and televisions. The program provides incentives to market actors best 

positioned to influence purchasing, stocking, and specification decisions. The program provided field 

training support services to install BCE marketing materials in retail stores and provide education to the 

retail sales force about the qualified energy efficient products.
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Strategies Implemented in 2012

 Educated participating retailers through educational information and point-of-sale

marketing material on the energy benefits of efficient televisions. 

 Provided in-store associate training to 171 participating big box retailers.

 Promoted highest energy efficient televisions through customized specialized 

marketing signage to help customers quickly distinguish energy efficient televisions.

7. Multifamily Energy Efficiency Rebate Program

Program Description 

The Multifamily Energy Efficiency Rebate (MFEER) Program offers prescriptive rebates 

for energy efficient products to motivate multifamily property owners and managers to install energy 

efficient products. These products could be installed in both common and dwelling areas of multifamily 

complexes in addition to common areas of mobile home parks and condominiums. An additional 

objective of the program is to heighten the EE awareness of property owners, property managers, and 

tenants.

The MFEER must address the ongoing concern with “split incentives,” where the 

residents lack incentive to improve their energy usage because they are not the owners of the property. 

Similarly, the property owners lack incentive to upgrade because they do not live on-site and thus do not

pay the higher utility that result from inefficient appliances. MFEER was designed to drive this 

customer segment toward participation by offering property owners a variety of EE measures and 

services.

Strategies Implemented in 2012

 To increase exposure, the IOUs increased advertisements in various apartment 

industry trade publications and participation in trade shows promoting MFEER, as 

well as other related programs. As a result, customer participation increased with the

engagement of energy specialists and large property management firms.

 SCE continued to work with retailers to leverage existing relationships with 

multifamily property owners/managers to promote energy efficient appliances such as
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clothes washers, refrigerators, water heaters, packaged terminal air conditioners and 

heat pumps.

 SCE worked with the California Housing Partnership Corporation (CHPC), LINC 

Housing Corporation, and SoCalGas to pilot the Single Point of Contact approach,

which incorporated multiple IDSM and income-qualified programs.

8. Prescriptive Whole House Retrofit Program (PWHRP)Energy Upgrade California

(EUC)

Program Description

The Prescriptive Whole House Retrofit Program (PWHRP) or Energy Upgrade California 

(EUC) was launched in conjunction with the Whole House Performance Program. The whole house 

approach treats all aspects of the entire home, and will be promoted through the statewide PWHRP in 

close coordination with the IOUs’ local Comprehensive Home Performance Program (CHPP), to 

promote comprehensive improvement packages tailored to the unique needs of homes and homeowners.

Strategies Implemented in 2012

 Treated over 30 homes in the Basic Program.

 Held Participation Workshop throughout SCE service territory to recruit additional 

contractors into the program.

 Conducted Basic and Advanced trainings to teach contractors about the “whole 

house” approach.

 Continued a variety and targeted marketing (bill on-serts, e-mail blasts) reaching out 

to customers who would most likely participate in the program while leveraging the 

mass marketing implemented by American Recovery Reinvestment Act (ARRA) 

awardees, including the Energy Upgrade California website and media campaign 

(radio, television, billboard, etc).

 Implemented new policies which allowed customers to switch contractors during the 

project construction phase.

 Launched program database system which streamlined the project submittal process.
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B. Statewide Commercial Energy Efficiency (EE) Program

The 2010-2012 statewide Commercial Energy Efficiency Program offers strategic energy 

planning support, technical support (e.g., facility audits, calculation and design assistance), and financial 

support through rebates and incentives aimed at providing a demand side management (DSM) solution

to help commercial customers save money and energy. Targeted segments include distribution 

warehouses, office buildings, hotels, motels, restaurants, schools, universities, colleges, hospitals, high 

tech facilities, biotechnology facilities, retail facilities, entertainment centers, and smaller customers that 

have similar buying characteristics.

The five statewide subprograms described below - Nonresidential Audits, Calculated Incentives, 

Deemed Incentives, Direct Install, and Continuous Energy Improvement - comprise the core product and 

service offerings for the Commercial Energy Efficiency Program. Each utility also offers local program 

elements such as Third Party and Local Government Partnership programs that complement and 

enhance these core offerings in their region.

1. Nonresidential Audit Program

Program Description

The Nonresidential Audit Program provides customers with basic, integrated, and retro

commissioning audits (RCx). These audits provide an inventory of technical project opportunities and 

financial analysis information designed to educate customers about DSM opportunities and encourage 

action.

Strategies Implemented in 2012

 Successfully concluded Commercial RCx projects and met established energy savings 

targets. 

 Continued aligning statewide commercial audit team through quarterly joint meetings

focused on IDSM implementation progress and best practices, and coordination of the 

Universal Audit Tool development and implementation.
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 Led statewide effort, including quarterly meetings, to coordinate program managers 

and field engineering teams to share approaches and best practices associated with 

onsite audits.

 Continued development of Energy Assessment Reporting tool (EAR) to provide costeffective IDSM audit assessments and to act as a screening mechanism to determine 

the need for a more in-depth integrated audit. Conducted beta testing of the tool with 

various account representatives to solicit feedback to improve the tool to meet the 

needs of customer facing personnel. 

 Continued improvements to integrated onsite auditing and reporting efforts by 

coordinating with internal Demand Response and California Solar Initiative (CSI), 

and Self Generation Incentive Program (SGIP) staff on report content.

 Continued development of an all encompassing Onsite/Online Audit Services 

Information System (OASIS). OASIS is a unified integrated tool which provides 

customer facility audit assessments and IDSM audits and captures the data in an 

integrated comprehensive tracking system. It will provide enhanced customer energy 

need opportunities analysis and improved customer tracking abilities.

 Tracked and reported integrated audit efforts through the Joint IOU IDSM Quarterly 

Summary and Compliance Tracking Report.

2. Calculated Incentives Program

Program Description

The Calculated Incentives Program offers incentives for customized retrofit and retrocommissioning EE projects. The program also provides comprehensive technical and design assistance. 

Strategies Implemented in 2012

 Educated delivery channels on custom program participation requirements (i.e., dual 

baseline requirements, industry standard practice guidelines, energy review process).

 Focused efforts on streamlining and improving processing times for the Calculated 

Incentives Program.
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 Promoted SCE’s online application tool to streamline application process.

 Updated online calculation tools to improve efficiency of determining DSM savings.

3. Deemed Incentives Program

Program Description

The Deemed Incentives Program offers rebates to customers in an easy-to-use 

mechanism to cost-effectively encourage adoption of mass market efficiency measures through fixed 

incentives amounts per unit/measure.

Strategies Implemented in 2012

 Promoted advanced lighting technologies.

 Targeted high potential markets to increase DSM adoption.

4. Direct Install Program

Program Description

The Commercial Direct Install Program is designed to deliver free or low cost EE

hardware retrofits through installation contractors, to reduce peak demand and increase energy savings 

for commercial customers with monthly demand of less than 100 kW.

Strategies Implemented in 2012

 Continued implementation of a marketing plan that emphasized a collaborative 

outreach effort involving various internal and external stakeholders to stimulate 

greater participation.

 Served customers using a district approach.

 Evaluated and added new measures to the program.

5. Continuous Energy Improvement Program

Program Description

The Commercial Continuous Energy Improvement (CEI) Program is a non-resource subprogram that describes the strategic planning tools and resources which lay the groundwork for longterm integrated energy planning and serve as a launching platform for other utility and non-utility 

programs and services. Through analysis, benchmarking, long-term goal setting, project implementation 
15

support, performance monitoring, and ultimately energy management certification, CEI aims to 

transform the market from a “project-to-project” approach to a continuous improvement pathway. In 

support of the California Long Term Energy Efficiency Strategic Plan (CLTEESP), a CEI approach also 

sets the stage for non-energy resource integration, such as greenhouse gas reduction, water conservation 

strategies, and regulatory compliance.

Strategies Implemented in 2012

 Assisted customers in implementing long-term strategic and holistic energymanagement plans that extend beyond the traditional project-oriented approach to EE. 

 Transitioned ongoing coaching to the utility account managers. This approach will 

ensure the necessary tools and resources are in place for future energy management 

planning and accountability to sustain CEI plans over the long term.

 Increased communication between the CEI advisors, account managers, and 

customers to facilitate customer participation in SCE’s EE rebate and incentive 

programs.

C. Statewide Industrial Energy Efficiency Program

The Statewide Industrial Energy Efficiency Program partners with industry stakeholders to 

promote integrated energy management solutions to industrial end-use customers such as printing plants, 

petroleum refineries, chemical industries, and water and waste water treatment plants. The program is 

designed to overcome the traditional market barriers to EE, while also advancing distributed generation 

and demand response opportunities. The four statewide sub-programs described below — Industrial 

Energy Audits, Calculated Incentives, Deemed Incentives, and Continuous Energy Improvement —

comprise the core product and service offerings for the industrial market. The program also coordinated 

with SCE’s third party programs, government partnerships, and the statewide Industrial Program team, 

which aligned program offerings across the IOU service territories. A statewide Industrial Program 

team has been created and has met bi-monthly to align outreach strategies and offerings across 

California.

SCE has executed a series of strategies to address the needs of its industrial customers in 2012
16

including the introduction of redesign of measures, mainly for system optimization to align with 

customer budget constraints. Where feasible, integrated offerings have systematically been presented to 

customers in coordination, with their sustainability plans.

1. Energy Audit Program

Program Description

The Industrial Energy Audit Program includes basic, integrated, and retro-commissioning 

audits, which provide an inventory of technical project opportunities and financial analysis information.

Strategies Implemented in 2012

 Successfully concluded Industrial RCx projects and met established energy savings 

targets. 

 Continued aligning statewide commercial audit team through quarterly joint meetings

focused on IDSM implementation progress and best practices, and coordination of the 

Universal Audit Tool development and implementation.

 Led statewide effort, including quarterly meetings, to coordinate program managers 

and field engineering teams to share approaches and best practices associated with 

onsite audits.

 Continued development of EAR tool to provide cost-effective IDSM audit 

assessments and to act as a screening mechanism to determine the need for a more indepth integrated audit. Conducted beta testing of the tool with various account 

representatives to solicit feedback to improve the tool to meet the needs of customer 

facing personnel. 

 Continued improvements to integrated onsite auditing and reporting efforts by 

coordinating with internal Demand Response and CSI/SGIP staff on report content 

internal field engineering teams. 

 Continued development of an all-encompassing OASIS. OASIS is a unified 

integrated tool which provides customer facility audit assessments and IDSM audits 

and captures the data in an integrated comprehensive tracking system. It will provide 
17

enhanced customer energy need opportunities analysis and improved customer 

tracking abilities.

 Tracked and reported integrated audit efforts through the Joint IOU IDSM Quarterly 

Summary and Compliance Tracking Report.

2. Calculated Energy Efficiency Program

Program Description

The Industrial Calculated Energy Efficiency Program offers incentives for customized 

retrofit and retrocommissioning EE projects. The program also provides comprehensive technical and 

design assistance. 

Strategies Implemented in 2012

 Educated delivery channels on custom program participation requirements (i.e., dual 

baseline requirements, industry standard practice guidelines, energy review process).

 Focused efforts on streamlining and improving processing times for the Calculated 

Incentives Program.

 Promoted SCE’s online application tool to streamline application process.

 Updated to online calculation tools to improve efficiency of determining DSM 

savings.

3. Deemed Energy Efficiency Program

Program Description

The Industrial Deemed Energy Efficiency Program offers rebates to customers in an 

easy-to-use mechanism to cost-effectively encourage adoption of mass market efficiency measures 

through fixed incentives amounts per unit/measure.

Strategies Implemented in 2012

 Launched measures transitioned from the Calculated Incentives Program.
18

4. Continuous Energy Improvement (CEI) Program

Program Description

The Industrial CEI Program is a non-resource sub-program that describes the strategic 

planning tools and resources which lay the groundwork for long-term integrated energy planning and 

serve as a launching platform for other utility and non-utility programs and services. Through analysis, 

benchmarking, long-term goal setting, project implementation support, performance monitoring, and 

ultimately energy management certification, CEI aims to transform the market from a “project-toproject” approach to a continuous improvement pathway. In support of the Strategic Plan, a CEI 

approach also sets the stage for non-energy resource integration, such as greenhouse gas reduction, 

water conservation strategies, and regulatory compliance. 

Strategies Implemented in 2012

 Moved 12 CEI projects from the implementation phase into the evaluation and 

modification phases.

 Conducted “One-2-Five” assessments, to identify critical elements or barriers that 

needed to be addressed to successfully implement an energy management system.

 Utilized benchmarking tools that were especially useful in providing energy 

performance comparisons to similar type industries, thus allowing a better 

understanding of a facility’s overall performance, and helping set performance 

improvement targets.

 All 12 industrial customers completed a full cycle of the CEI program. Each 

participant has indicated that they intend to continue with CEI upon ending their 

formal CEI engagements with the utility providing the one-on-one consultative 

services. 

D. Statewide Agricultural Energy Efficiency Program

The 2010-2012 statewide Agriculture Energy Efficiency Program offers strategic energy 

planning support, technical support (e.g., facility audits, calculation and design assistance), and financial 

support through rebates and incentives aimed at providing a DSM solution to help agricultural customers 
19

save money and energy. Targeted segments from the agriculture sector may include agricultural 

growers (crops, fruits, vegetable and nuts), greenhouses, post-harvest processors (ginners, nut hullers 

and associated refrigerated warehouses), dairies, water and irrigation districts/agencies, and food 

processing customers. 

The Statewide Agriculture Energy Efficiency Program includes five statewide subprograms: 

Energy Audits, Calculated Incentives, Deemed Incentives, Continuous Energy Improvement, and Pump 

Test Services.

Each utility also offers local program elements such as third party and local government 

Partnership programs that complement and enhance these core offerings in their region.

1. Energy Audit Program

Program Description

The Agricultural Energy Audit Program includes basic, integrated, and retrocommissioning audits, which provide an inventory of technical project opportunities and financial 

analysis information.

Strategies Implemented in 2012

 Screened a customer site to follow through on the water-leak detection offering in 

RCx (Retrocommissioning).

 Continued aligning statewide commercial audit team through quarterly joint meetings

focused on IDSM implementation progress and best practices, and coordination of the 

Universal Audit Tool development and implementation.

 Led statewide effort, including quarterly meetings, to coordinate program managers 

and field engineering teams to share approaches and best practices associated with 

onsite audits.

 Continued development of EAR tool to provide cost-effective IDSM audit 

assessments and to act as a screening mechanism to determine the need for a more indepth integrated audit. Conducted beta testing of the tool with various account 
20

representatives to solicit feedback to improve the tool to meet the needs of customer 

facing personnel. 

 Continued improvements to integrated onsite auditing and reporting efforts by 

coordinating with internal Demand Response and CSI/SGIP staff on report content 

internal field engineering teams. 

 Continued development OASIS. OASIS is a unified integrated tool which provides 

customer facility audit assessments and IDSM audits and captures the data in an 

integrated comprehensive tracking system. It will provide enhanced customer energy 

need opportunities analysis and improved customer tracking abilities.

 Tracked and reported integrated audit efforts through the Joint IOU IDSM Quarterly 

Summary and Compliance Tracking Report.

2. Calculated Energy Efficiency Program

Program Description

The Agricultural Calculated Energy Efficiency Program offers incentives for customized 

retrofit and retro-commissioning EE projects. The program also provides comprehensive technical and 

design assistance. 

Strategies Implemented in 2012

 Promoted SCE’s online application tool to streamline application process.

 Updated to online calculation tools to improve efficiency of determining DSM 

savings.

3. Deemed Energy Efficiency Program

Program Description

The Agricultural Deemed Energy Efficiency Program offers rebates to customers in an 

easy-to-use mechanism to offset the cost of off-the-shelf energy saving equipment.

Strategies Implemented in 2012

 Launched measures transitioned from Calculated Incentive Program.

 Promoted DSM participation in conjunction with agricultural pump tests.
21

4. Continuous Energy Improvement (CEI) Program

Program Description

The Agricultural CEI Program is a non-resource sub-program that describes the strategic 

planning tools and resources which lay the groundwork for long-term integrated energy planning and 

serve as a launching platform for other utility and non-utility programs and services. Through analysis, 

benchmarking, long-term goal setting, project implementation support, performance monitoring, and 

ultimately energy management certification, CEI aims to transform the market from a “project-toproject” approach to a continuous improvement pathway. In support of the California Long Term 

Energy Efficiency Strategic Plan (CLTEESP), a CEI approach also sets the stage for non-energy 

resource integration, such as greenhouse gas reduction, water conservation strategies, and regulatory 

compliance. 

Strategies Implemented in 2012

 Concluded Ag CEI recruitment.

5. Pump Test Services Program

Program Description

The Pump Test Services Program is designed to help customers and pump companies 

make informed decisions about improving inefficient pumping systems through pump tests, repair 

incentives, and targeted education, training and technical support. 

Strategies Implemented in 2012

 Developed a study with the Irrigation Training and Resource Center (California 

Polytechnic State University, San Luis Obispo) to investigate the potential for 

operating plant efficiency industry/application baselines.

 Initiated work paper to establish deemed incentive and energy savings values for 

pumping systems less than 25 horsepower.

 Continued piloting pump testing of industrial pumping systems with excellent 

outcomes.
22

 Held various marketing and outreach events to educate customers on the value of 

operating efficient pumping systems.

E. Statewide New Construction Program

The IOUs’ statewide New Construction program promotes EE and use of energy efficient 

measures by consumers. Statewide New Construction programs include: Savings by Design (nonresidential), California Advanced Homes (residential site-built) and Energy Star Manufactured Homes 

(residential factory-built). The new construction program focuses on the maximization of EE as an 

energy resource and toward a more sustainable energy efficient future.

1. Savings By Design

Program Description

Savings By Design (SBD) is an EE program developed for the Nonresidential New 

Construction industry. Since 1999, SBD has provided statewide consistency, program stability, and 

savings to the IOU customers of California. SBD seeks to protect and preserve natural resources by 

advancing the design and construction of sustainable communities and promoting green building 

practices. The program is designed to overcome customer, market and economic barriers to continue 

designing and building high-performance, energy efficient facilities.

Strategies Implemented in 2012

 Continued to offer an incentive of $100/kW for peak reduction.

 Offered kickers for green building certification, end-use monitoring, and 

commissioning.

 Offered $5,000 stipend for design teams that held charrettes (workshops) to 

encourage deeper energy reductions.

 Continued improvements to the Energy Design Resources (EDR) web site, including 

publication of monthly newsletters, and website resource enhancements, to include 

updating design briefs and case studies.

 Rolled out and completed Demand Response Pilot in support of Integrated Demand 

Side Management (IDSM) implementation.
23

2. California Advanced Homes 

Program Description

California Advanced Homes Program (CAHP) is part of the statewide Residential New 

Construction program offering. CAHP encourages single- and multi-family builders of all production 

volumes to construct homes that exceed California’s Title 24 EE standards by a minimum of 15 percent. 

This goal will be achieved through a combination of incentives, technical education, design assistance,

and verification. Through this plan, multi-family and single-family projects are approached identically 

for program purposes except where explicitly noted.

Strategies Implemented in 2012

 Switched to performance-based incentives

 Implementing a “fast track” for qualifying new construction projects. This incentive 

structure will further promote meeting zero net energy (ZNE)-related goals

 Due to market conditions, limited strategies were implemented in 2012.

3. ENERGY STAR Manufactured Housing

Program Description

The ENERGY STAR Manufactured Housing Program (ESMH) is part of the statewide 

Residential New Construction program offering and addresses new factory-built housing not covered 

under the State’s Title 24 (T-24) energy codes. ESMH is designed to promote the construction of new 

manufactured homes that comply with the ENERGY STAR energy-efficient standards and targets 

manufacturers, retailers and homebuyers of manufactured homes. The key objectives of the program are 

to capture cost effective energy savings, demand reduction opportunities and to move the industry 

towards net zero energy.

Strategies Implemented in 2012

 Market demand for this type of construction was minimal, therefore no new strategies 

were implemented in 2012.
24

F. Statewide Lighting Market Transformation (LMT) Program

Program Description

The Statewide LMT Program establishes processes through which the IOUs develop and test 

market transformation strategies for emerging lighting technologies (products, systems and design 

strategies), as well as for technologies already incorporated into their EE programs. The LMT will 

address lighting opportunities across residential, commercial, and industrial market segments for both 

replacement and new construction activities. These LMT activities augment and leverage the existing 

IOU programs for evaluating and testing the market transformation needs for short- and long-term 

activities to acheive the ZNE goals in the Strategic Plan. LMT includes market research and 

coordination activities, as well as an educational component aimed toward improving the information 

available to consumers, contractors, and other market actors regarding new and existing lighting 

technologies. The program also formalizes a process by which the IOUs can rapidly introduce advanced 

lighting solutions and emerging technologies to the marketplace, continually improve the IOUs’ current 

lighting programs across all market sectors, and develop innovative new program strategies to 

continually advance the lighting market.

Strategies Implemented in 2012

 The LMT program planning tools were completed and implemented 2012. These tools 

consist of the Lighting Solution Workbook, Lighting Activity Workbook, and Lighting 

Solution Pipeline Plans. The LMT program also continued to provide direction and guidance 

to many other activities across the IOU portfolio.

 Lighting Solutions Workbook

o The LMT Lighting Solutions Workbook was completed in January 2012. The 

IOU LMT team, represented by program managers, measurement and evaluation, 

and the Cadmus Group presented the results of the project to CPUC ED staff on 

January 30, 2012. The workbook was also shared at the West Coast Utility 

Lighting Team Meeting on March 1 and at the Evaluation, Measurement, and 

Verification (EM&V) Stakeholder Meeting on March 13. An update of the 
25

workbook was reported in the LMT Program Annual Report on June 1, 2012. The 

Lighting Solutions Workbook was presented at the ACEEE Summer Study on 

Energy Efficiency in Buildings on August 14, 2012 with positive reception. Many 

interested parties have asked for a copy of the workbook from each of the 

presentations. The Lighting Solutions Workbook and its accompanying report are 

available for download at: http://www.lightingmarkettransformation.com/.

o Throughout the year, the workbook data was used to inform project activities in 

programs such as Emerging Technologies, Energy Efficiency incentive programs, 

and Codes and Standards. For example, the workbook informed the Advanced 

Lighting Controls Application Certification effort on the energy savings potential 

and market barriers associated with the controls education and training.

 Lighting Activity Workbook

o The LMT Lighting Activity Workbook was completed at the end of 2012 with a 

total of 394 lighting activities tracked across 17 EE organizations, including 

utilities, government, and universities. Through coordination among the LMT 

partners involved in the effort, many aspects were applied to the activities to 

enhance future collaboration and coordination. These aspects include project 

type, target sector, technology, application, and lead organization. Of the 394 

lighting activities tracked, the breakdown of project types were:

 102 Emerging Technologies activities

 79 Education and Training activities

 71 Workpaper Development activities

 45 Codes and Standards activities

 44 Incentive Program activities

 31 Marketing activities

 12 EM&V activities

 9 Innovative Pilot activities
26

 1 Market Transformation activity

o The workbook is intended to work side-by-side with the Lighting Solutions 

Workbook. A single Lighting Solutions Workbook, by itself, does not show the 

dynamic nature of market transformation as it provides a snapshot of data 

concerning potentials and barriers. The Lighting Activity workbook, on the other 

hand, shows dynamic activities that all have an influence on the lighting market in 

various ways. Having a comprehensive dataset on these more dynamic activities 

helps reduce duplication of efforts, increase visibility and communication of these 

activities, and provides a vehicle for increased collaboration and coordination 

among LMT partners. This is essential to leveraging the resources available for 

lighting market transformation. The Lighting Activity Workbook and its 

accompanying report are available for download at 

http://www.lightingmarkettransformation.com/.

 Initiated Residential & Exterior Pipeline Plans

o The LMT Lighting Solutions Pipeline Plans for Residential Lighting and Exterior

Lighting market sectors were completed at the end of 2012. The plans leverage 

information from the LMT workbooks to characterize the lighting market and 

relevant trends, describe the market transformation process for pushing the more 

efficient lighting solutions and reducing support for transformed solutions. The 

pipeline plans help IOUs meet the lighting needs of customers as well as help 

meet the IOUs’ and California’s EE goals by identifying strategic lighting 

solutions to add and remove from various utility market transformation efforts. 

The Pipeline Plans are available for download at 

http://www.lightingmarkettransformation.com/.

 Communication, Collaboration, Coordination Events:

o The LMT Program continues to collaborate and coordinate lighting activities with 

other IOU programs, such as Emerging Technologies, residential and non-
27

residential EE incentive programs, Codes and Standards, and Marketing 

Education & Outreach programs. LMT has also worked closely with government 

and industry partners to share, collaborate, and coordinate lighting EE activities.

These organizations include: the CPUC Energy Division, CEC, California 

Lighting Technology Center, the U.S. Department of Energy (DOE), New 

Buildings Institute, and other non-IOU utilities concerned with EE such as the 

Sacramento Municipal Utility District (SMUD) and Bonneville Power 

Administration.

o The LMT Program hosted the West Coast Utility Lighting Team meeting held at 

the Radisson hotel in Ontario, California on February 29 and March 1, 2012. The 

meeting was instrumental in initiating a few large scale multi-utility efforts, such 

as the Advanced Lighting Controls Application Certification, Back-Lit Menu 

Board, and Exterior Occupancy Controls Study. Other presentations shared at the 

meeting included:

 Proposed incentive for California Advanced Lighting Controls Training 

Program (CALCTP) certified contractors by SCE.

 Advanced Lighting Controls Rebate Program by SMUD.

 Lighting Incremental Cost Study by BC Hydro.

 Multi-Tenant Light Commercial by CLTC.

 TopTen by PG&E.

 LMT Lighting Solutions Workbook.

 LMT Lighting Activity Workbook.

o The LMT Team, comprised of program managers from PG&E, SDG&E, and 

SCE, participated at a DOE Utility Roundtable held April 11 and 12, 2012. The 

team, among others, provided valuable insights to the DOE pertaining to the 

needs of utility program planners and implementers. The shared information was 

used to update the DOE’s Solid State Lighting program to better serve utilities 
28

across the nation. Additionally, LMT served as a speaker at the DOE Solid-State 

Lighting Market Introduction Workshop where SCE presented information about 

the role of EE programs in helping to transform the lighting market towards more 

efficient lighting products. More information about the DOE Utility Roundtable is 

available at: 

https://www1.eere.energy.gov/buildings/ssl/pittsburgh2012_highlights.html

o The LMT program hosted a Back-Lit Signs Industry Brainstorming session on 

August 22, 2012 in Ontario, California. The meeting had 40 attendees from 

utilities and industry to share the market potential of energy-efficient back-lit 

signs, to discuss the barriers and challenges of the market, and to gather industry 

feedback and ideas about how to best address those challenges. The information 

shared at the meeting was provided by a Codes and Standards study (CS 09.19 –

Backlit Sign Market Assessment Report) and a recently-completed Technology 

Development Support project (ET11SCE1011 – Backlit Signs and Menu Boards 

Field Evaluation) as a part of the Emerging Technologies program. The meeting 

provided insights about the best approach for a utility incentive program.

o The LMT Program supported the Emerging Technologies Coordinating Council’s 

Emerging Technology Summit (ET Summit) by providing a speaker on “Lamp 

Replacements: A Turning Point for LEDs?” SCE explained that utilities

incentive programs are very interested in the benefits from the improved 

performance and lighting quality of LED lamp replacements. The session focused 

on where the technology stands, where it is going and the program challenges in 

making large-scale incentive programs for LEDs a reality. More information 

about the ET Summit can be found here: 

http://www.etsummit.com/2012/files/ET_Summit_Program.pdf

o The LMT program participated in a meeting on September 20, 2012 with 

California State University (CSU) staff to discuss the development of CSU-wide 
29

lighting performance specifications for all the CSU campuses in the State. 

Another meeting was held at the Chancellor’s Office in Long Beach, California 

on October 24 to further discuss collaboration on the approach. It was planned 

that the Chancellor’s Office may be used as the showcase building that all the 

CSU campuses must follow. LMT supported the investment-grade audit of the 

facility to evaluate the cost and savings potential of such an approach. Follow-up 

meetings are planned to continue in 2013 with CSU staff, as well as other utilities 

for co-funding support potential.

o The LMT Program collaborates with the CPUC ED in support of the Lighting 

Action Plan (LAP). The LMT Team has participated at all LAP workshops. The 

LMT Teams also individually shared critical feedback with ED staff on possible 

improvements to the LAP to enhance the implementation strategies as well as 

attended a meeting with ED to provide feedback to the baseline numbers.

o The LMT Program, in coordination with CPUC ED staff, planned for the LMT 

Stakeholder Meeting near the end of 2012 to be held in conjunction with the 

Lighting Action Plan meeting. However, due to the reschedule of the Lighting 

Action Plan meeting, the LMT Stakeholder Meeting was also rescheduled to 

February 7, 2013.

o The LMT Program supported the CEC LED Quality Standards implementation by 

holding weekly coordination meetings with the CEC, CPUC ED staff, and IOU lighting 

managers immediately after the approval of the CEC Quality Standard Programs on 

December 12, 2012. This coordination is critical to the successful implementation of the 

CEC LED Quality Standard by the IOU residential upstream incentive program. The 

calls continue through the first quarter of 2013 and will continue to ensure alignment of 

implementation strategies.
30

G. Statewide Residential And Commercial HVAC Program

SCE’s Statewide Residential and Commercial HVAC Program delivers a comprehensive set of 

downstream, midstream, and upstream strategies that build on existing program, education, and 

marketing efforts and leverage relationships within the HVAC industry to transform the market towards 

a sustainable, quality driven market. Market transformation and direct energy savings and demand 

reductions are achieved through a series of six sub-programs that make up the comprehensive program 

approach.

1. Upstream HVAC Equipment Incentive

Program Description

The Upstream HVAC Equipment Incentive Program offers incentives to distributors who 

sell qualifying high-efficiency HVAC equipment to increase the regional stocking and promotion of 

such equipment.

Strategies Implemented in 2012

 Continued to actively promote the program to build on 2011 distributor and 

manufacturer participation and engage those who have not yet participated much or at 

all resulting in the addition of new distributor participants and marked growth in 

overall program participation.

 Continued to promote new technologies and/or related equipment categories such as 

variable refrigerant flow, ductless equipment, evaporatively-cooled condensing units, 

and water-cooled packaged chillers. 

 Added higher equipment efficiency tiers to many product categories (air-cooled 

chillers and small unitary air-cooled RTUs) to push HVAC market to highest 

efficiency and explored market opportunities to enhance performance tiers for watercooled equipment.

 Developed enhanced metrics to benchmark distributor performance relative to their 

peers and engaged distributors with quarterly performance reports and annual 

performance summaries resulting in 100% growth in program participation.
31

2. HVAC Technologies And System Diagnostics Advocacy

Program Description

The HVAC Technologies and System Diagnostics Advocacy Program is a coordination 

and advocacy program that addresses the technical elements critical to increasing the market 

introduction of advanced cooling and fault detection and diagnostic technologies.

Strategies Implemented in 2012

 Automated Fault Detection and Diagnostics (AFDD) committee of the Western 

HVAC Performance Alliance finalized the “Onboard and In-Field Fault Detection 

and Diagnostics—Industry Roadmap.”

 Continued work with American Society of Heating, Refrigeration and AirConditioning Engineers (ASHRAE) staff and committees towards the establishment 

of a national standard for AFDD. ASHRAE has established a standards project 

committee, SPC 207P, for “Laboratory Method of Test of Fault Detection and 

Diagnostics Applied to Commercial Air-Cooled Packaged Systems.” 

 Completed a series of AFDD projects for residential applications in support of the 

roadmap including impacts of common HVAC cooling faults, commercially available 

AFDD technologies, develop test procedures for evaluating AFDD technologies, and 

understanding HVAC maintenance behaviour, and leveraging Home Area Networks. 

Commercial AFDD testing is ongoing.

 Several activities in support of “Climate Appropriate HVAC technologies,” including 

Western Cooling Challenge, Roof Top Unit Retrofits, and development of laboratory 

test protocols for evaporative pre-coolers.

 Held executive level discussions with several manufacturers to explore partnership 

opportunities for testing and deploying emerging and/or “climate appropriate” 

technologies.

 Completed Codes & Standards Enhancement studies, which recommended provisions 

to the CEC for adoption into the Title 24 EE Standards.
32

3. Commercial Quality Installation

Program Description

The HVAC Commercial Quality Installation Program addresses commercial installation 

practices to ensure that equipment is installed and commissioned per industry standards.

Strategies Implemented in 2012

 Initiated a pilot Commercial QI Program with NCI who is currently under contract to 

implement SCE’s Residential Quality Maintenance (QM) program. Estimates show 

potential savings of eight to 13 percent of the HVAC energy used by the building 

resulting from proper air balancing.1

 Established contractor forum (similar that established during development of 

commercial QM program) to provide guidance during detailed program design phase.

 Initiated conversations with the accepted certifying bodies to ensure that the final 

program design concept complements their standards and processes.

 Presented overall program approach to commercial contractors, Statewide IOU Team, 

CPUC ED Staff, and Western HVAC Performance Alliance (WHPA) Executive 

Committee in public workshops.

4. Energy Star Residential Quality Installation Program

Program Description

The Residential Energy Star Quality Inspection HVAC Program addresses residential 

installation practices to ensure that equipment is installed and commissioned per industry standards.

Strategies Implemented in 2012

 Conducted multiple Manual J, D, and S software training sessions to ensure 

contractors were prepared to take the advanced training sessions for Manual J, D, and 

 

1 How does Air Balancing Save Energy? Contracting Business, June 2010.
33

S sizing. In the past, contractors were arriving to the advanced class with no prior 

knowledge of the software.

 Conducted multiple training sessions on Manual J, D, and S to ensure that systems are 

designed and specified in accordance with industry norms.

 Conducted multiple training sessions on system commissioning to ensure that 

participating contractors/technicians have the skills necessary to install systems per 

industry standards.

 Performed contractor outreach to over 243 contractors in the SCE service territory 

informing them of training schedules and program requirements.

 Engaged manufacturers to develop and offer equipment selection calculators and/or 

expanded capacity tables to provide contractors with the necessary tools needed to 

properly select equipment at design conditions.

 Supported contractors with marketing materials and outreach efforts to educate 

customers on the value of quality installation and utilizing certified technicians.

 Participated in the national committee to update ANSI/ACCA Standard 5.

5. Residential Quality Maintenance And Commercial Quality Maintenance 

Development

Program Description

The HVAC Quality Maintenance Development Program addresses residential and 

commercial maintenance practices to ensure that equipment is serviced per industry standards and that 

the maintenance effort supports the long term strategic goal of transforming the trade from commoditybased to quality-based.

Strategies Implemented in 2012

Residential Quality Maintenance:

 The Quality Maintenance Program provides measures for system assessment, system 

optimization, and one-year preventive maintenance agreements modeled after ACCA 

4, system air flow improvements, and Brushless Fan Motor installation.
34

 Conducted multiple training sessions on Advanced Diagnostics to ensure that 

participating contractors/technicians have the skills necessary to assess, maintain, and 

optimize systems per industry standards.

 Supported contractors with marketing materials and outreach efforts to educate 

customers about the value of quality maintenance and utilizing certified technicians.

 Established a committee of the Western HVAC Performance Alliance to develop the 

specific tasking required of ANSI/ASHRAE/ACCA Standard 180.

 Conducted a technician task analysis to understand how Standard 180 could be 

deployed effectively in the field.

 Held multiple contractor forums to solicit direct input into program design.

 Held multiple customer focus groups to better understand the market barriers to 

quality maintenance.

Commercial Quality Maintenance:

 Continued working in collaboration with committee of the Western HVAC 

Performance Alliance to continuously improve program productivity and lower cost.

 Held multiple contractor forums to solicit direct input into program design 

improvements and to better understand barriers to customers and contractors of 

quality maintenance.

 Continued measure development to the commercial program, including advanced 

economizer controls and program-to-program interaction with Commercial Quality 

Installation/Quality Maintenance (QI/QM) development.

 Increased profile of commercial and residential program through participation in 

conferences and Industry Summits.

 Launched enhanced question bank into Maintenance Planning System, to increase 

productivity by reducing amount of entry requirements.

 Participated in monthly Western HVAC Performance Alliance committee meetings, 

discussing the operationalization of ANSI/ASHRAE/ACCA Standard 180.
35

6. HVAC Workforce Education & Training

Program Description

The HVAC Workforce Education and Training (WE&T) Program offers education and 

training opportunities targeted at all levels of the HVAC value chain to close training gaps at all levels 

of the industry. 

Strategies Implemented in 2012

 Continued partnerships with training organizations to greatly expand technician 

training opportunities in both classroom and lab settings.

 Program staff continued to work collaboratively with other IOU partners and industry 

stakeholders (largely through the WHPA) to pursue CLTEESP objectives.

 Program staff worked closely with program implementation providers to ensure 

succinct, applicable, and measurable training that was built on industry standards and 

supported program goals.

 WE&T staff cultivated partnerships with industry stakeholders (i.e., WE&T providers 

and Certification Bodies) to elevate skills of existing workforce and collaborated with 

workforce development organizations provide outreach opportunities to K-12, underrepresented groups, and veteran organizations.

 Continued to expand training offerings in the central valley region of SCE’s territory.

 Continued partnering with web-based training resources to greatly expand the 

outreach of such efforts within California. Training portal enhanced with offerings 

geared towards contractor/business owners and equipment wholesalers.

 Continued focus on HVAC training needs for the next program cycle, utilizing work 

of previous needs assessment.

H. Statewide Codes & Standards Program

The Codes and Standards (C&S) Program saves energy on behalf of ratepayers by influencing 

improvements in EE regulations, improving compliance with existing codes and standards, and working 

with local governments to develop ordinances that exceed statewide minimum requirements. C&S 
36

Program activities extend to all buildings and potentially any appliance in California, for both advocacy 

and compliance improvement. The C&S program aggressively supports the goals of the Strategic Plan 

which highlights the role of C&S in meeting Assembly Bill (AB) 32 objectives. 

The C&S Program consists of four subprograms: Building Codes Advocacy, Appliance 

Standards Advocacy, Compliance Enhancement, and Reach Codes. 

SCE’s C&S Program team coordinates internally with other IOU EE programs to ensure 

alignment. Additonally, coordination between IOUs is conducted through quarterly meetings and 

various weekly calls. C&S IOU staff also share information with other internal groups to support 

collaboration and assist with integrated portfolio planning.

1. Building Codes And Compliance Advocacy

Program Description

The Building Codes Advocacy subprogram primarily targets improvements to Title 24 

Building Efficiency Regulations that are periodically updated by the CEC. The subprogram also seeks 

changes to national building codes that impact California building codes. Advocacy activities 

includedevelopment of code enhancement proposals and participation in public rulemaking processes. 

The program may also coordinate with or intervene in ratings organizations that are referenced in Title 

24, such as the National Fenestration Rating Council, and the Cool Roof Rating Council.

Strategies Implemented in 2012

 In 2012, the statewide IOU team finalized and docketed 56 CASE studies for the 

2013 rulemaking Title 24 proceedings.

 In 2012, the statewide team continued its advocacy for the changes proposed in these 

CASE studies during the rulemaking period. As a result of these efforts, many code 

changes proposed by the statewide team were adopted by the CEC in May 2012. The 

statewide IOU team provided extensive support to CEC for post-adoption 

implementation: including development of compliance manuals, software, repository, 

and related implementation resources.
37

2. Appliance Standards Advocacy

Program Description

The Appliance Standards Advocacy subprogram targets both state and federal standards 

and test methods: improvements to Title 20 Appliance Efficiency Regulations by the CEC, and 

improvements to Federal appliance regulations by the DOE. Advocacy activities include, development 

of code enhancement proposals and participation in the public rulemaking process (Title 20), 

development of comment letters based on IOU research and analysis (USDOE), and participation in 

direct negotiations with industry. Additionally, the program monitors, and, as appropriate, intervenes in, 

state and federal legislation.

Strategies Implemented in 2012

 The statewide team supported CEC efforts which adopted standards for battery 

charger systems in January 2012, and conducted research and analysis in support of 

future CEC rulemakings. Additionally, the statewide team conducted research and 

analysis and submitted comments on numerous federal standards, including:

o Seventeen letters to DOE on 16 rulemakings.

o Five letters to EPA on four ENERGY STAR specification processes. 

o Two letters (ASHRAE and FTC) on 2 standards development activities.

3. Compliance Enhancement

Program Description

Compliance Enhancement includes Extension of Advocacy (EOA) elements of building 

and appliance standards subprograms and the Compliance Enhancement sub-program. While EOA 

targets improvements in compliance with building or appliance efficiency regulations and development 

of compliance infrastructure, Compliance Enhancement supports local government process 

improvement. Compliance improvement in buildings is achieved through education, training, and other 

activities targeting building departments and other building industry actors responsible for compliance.

Activities may include development of tools and other elements of infrastructure that serve multiple 

compliance enhancement objectives. Improvements in compliance with appliance efficiency regulations 
38

are achieved through communications, outreach, and other activities targeting manufacturers, retailers, 

and other California suppliers. 

Strategies Implemented in 2012

 The statewide C&S team delivered 79 role-based training sessions, continued a 

compliance improvement advisory group (CIAG) to provide industry guidance to 

IOUs, and supported improvements to certified energy analyst (CEA) examinations.

The C&S team also completed the statewide building department Title 24 energy 

code compliance best practices program this activity explored in depth the 

enforcement barriers faced by seven representative local building departments and 

developed, implemented, and evaluated customized tools and processes to help 

improve code compliance.

4. Reach Codes

Program Description

The Reach Codes subprogram provides technical support to local governments that seek 

to adopt ordinances that surpass statewide Title 24 minimum EE requirements for new buildings, 

additions, or alterations. Support for local governments includes research and analysis for establishing 

performance levels relative to T-24 and cost-effectiveness per climate zone, drafting of model ordinance 

templates for regional consistency, and assistance for completing and expediting the application process 

required for approval by the CEC. The subprogram also supports local governments that seek to 

establish residential or commercial energy conservation ordinances for existing buildings.

Strategies Implemented in 2012

 The IOUs continued to provide support for local governments through cost 

effectiveness studies, review of ordinances, and process support. By the end of the 

program cycle, 34 local governments adopted Reach Codes and completed the 

required CEC approval process. Local government reach codes were typically based 

on a percent above state building code.
39

I. Statewide Emerging Technologies Program

Program Description

The statewide Emerging Technologies Program (ETP) is designed to support increased EE

market demand and technology supply (the term supply encompassing breadth, depth, and efficacy of 

product offerings) by contributing to development and deployment of new and under-utilized 

measures—including technologies, practices, and tools—and by facilitating their adoption as measures 

supporting California’s aggressive energy and demand savings goals.

ET programs include the following elements or sub-programs: Technology Assessments, 

Demonstration Showcases, Scaled Field Placements, Market & Behavioral Studies, Technology 

Development Support, Technology Resource Incubation & Outreach, and Technology Test Centers.

Strategies Implemented in 2012

 Accelerated the introduction of EE technologies and analysis tools not widely adopted in 

various California markets.

 Verified the performance of the technologies in the laboratory under control conditions, as 

well as in the field.

 Developed computer simulation tools to calculate the energy savings and demand reduction 

for various energy measures.

 Transferred assessment results to EE Programs for use in creating energy measures.

 Transferred acquired knowledge to stakeholders as well as engineering and design 

communities.

 Conducted workshops for both internal and external customers.

 Coordinated with other IOUs and external entities through the Emerging Technology 

Coordinating Council.

 Continued to use the statewide database for tracking and reporting ET projects.

 Continued hosting the bi-annual ET Open Forum to solicit technologies from the technology 

development community.

 Organized successful 2012 ET Summit in Pasadena, California.
40

1. Technology Assessments

Program Description

Through the Technology Assessment (TA) element of ETP, energy efficient measures 

that are new to the market (or underutilized for a given application) are evaluated for performance 

claims and overall effectiveness in reducing energy consumption and peak demand. A key objective of 

these assessments is the adoption of new measures into SCE's portfolio.

Strategies Implemented in 2012

 Collaborated with many IOU and non-IOU partners and scanned a wide variety of 

sources to identify suitable assessment candidates. 

 Used the statewide database to report project activities on a quarterly basis.

 Actively engaged the EE Program and other program stakeholders. 

o Transferred acquired knowledge to customers as well as engineering and 

design communities.

o Transferred assessment results to EE programs via SCE’s Idea 

Management Team (IMT) for adoption as EE measures.

 Provided information to internal stakeholders from assessments that can help IOUs’ 

IDSM resource acquisition programs as they develop new measures or 

revise/integrate existing measures.

 Used a screening and scoring system to identify the most appropriate TA candidates.

 Produced reports describing TA results, conclusions, and recommendations.

2. Scaled Field Placements

Program Description

The Scaled Field Placement (SFP) projects consist of placing a measure at a number of 

customer sites as a key step to gain market traction and feedback. Typically, these measures have 

already undergone an assessment or similar evaluation to reduce risk of failure. Monitoring activities on 

each scaled field placement will be determined as appropriate.

Strategies Implemented in 2012
41

 Scanned, screened, and prioritized a wide variety of sources and coordinated closely 

with EE Programs for measures suitable for SFPs.

 Began developing a communication plan to promote project exposure, stakeholder 

awareness, and public information dissemination.

 Launched SFP efforts.

3. Demonstration Showcases

Program Description

The Demonstration Showcase (DS) element is designed to provide key stakeholders the 

opportunity to "kick the tires" on proven combinations of measures that advance ZNE goals. DS 

introduces measures to stakeholders at a systems level, whether they be the general public or a targeted 

audience, in real-world settings, thus creating broad public and technical community exposure and 

increased market knowledge. These potentially large-scale projects expose measures to various 

stakeholders using real-world applications and installations. Key attributes of a DS are that it is open to 

the stakeholders and highlights a systems approach rather than an individual approach. 

Strategies Implemented in 2012

 Scanned, screened, and prioritized a wide variety of sources and coordinated closely 

with EE programs for measures suitable for DS.

 Began developing a communication plan to promote project exposure, stakeholder 

awareness, and public information dissemination.

 Demonstrated the technologies in actual field conditions.

4. Market And Behavioral Studies

Program Description

The Market and Behavioral Studies Program is designed to perform targeted research on 

customer behavior, decision making, and market behavior to gain a qualitative and quantitative 

understanding of customer perceptions, customer acceptance of new measures, and market readiness and 

potential for new measures. 

Strategies Implemented in 2012
42

 Performed primary or secondary research, as necessary, to gain market insight. 

 Coordinated with the statewide Emerging Technologies Coordinating Council 

stakeholders.

5. Technology Development Support

Program Description

Technology Development Support (TDS) provides assistance to private industry in the 

development or improvement of technologies. Although product development is the domain of private 

industry, there are opportunities where IOUs are well qualified (or in a strong position) to undertake 

targeted, cost-effective activities that provide value in support of private industry product development 

efforts. This support increases market readiness, decreases innovator uncertainties, and allows the ETP 

to have input. ETP looks for targeted opportunities to support EE product development. Product 

development is the process of taking an early-stage technology, or concept, and transforming it into a 

saleable product. 

Strategies Implemented in 2012

 Reviewed TAs and other element projects.

 Stayed abreast of statewide lighting and HVAC initiatives.

 Collaborated with industry directly and through partners, such as the Western Cooling 

Efficiency Center (WCEC) and the California Lighting Technology Center (CLTC), 

to provide targeted support for technology development.

 Conducted TDS projects.

6. Business Incubation Support 

Program Description

The Technology Resource Incubator Outreach (TRIO) Program is a statewide program 

that provides support and networking for EE and DR entrepreneurs, investors, and universities with the 

goal of providing participants the necessary perspective and tools to work with IOUs and ultimately 

introduce new EE measures to the marketplace. TRIO accelerates the successful development of 
43

technologies through engineering support, resources, and services, all of which are developed and 

orchestrated by TRIO and offered both through TRIO and its network of contacts.
44

Strategies Implemented in 2012

 Collaborated and educated innovators from universities and other research 

institutions.

 Collaborated with the Emerging Technologies Coordinating Council (ETCC) and 

IOUs on various activities. Continued on-going business relationships with investors 

who were interested in funding cost-effective EE measures.

 Provided symposiums on “how to do business with utilities.” These workshops 

helped to educate the investor and technology communities on the requirements 

necessary to do business with utilities.

 Issued a new competitive request for proposal to encourage innovative technologies 

or approaches to be implemented as a new third party program.

o Provided proposal and technical training to 412 attendees. 

o Received 19 proposals, three have been selected for implementation and 

anticipate awarding purchase orders in 2013.

7. Technology Test Centers 

Program Description

The Technology Test Centers (TTC) element is comprised of multiple test facilities 

focused on distinct end uses: Refrigeration, HVAC, Lighting, and Plug Loads. The TTC is primarily 

focused on leveraging core competencies in technology testing to provide test capabilities to the ETP 

and other interested programs. The TTC will also focus on activities that reduce concerns about 

performance uncertainties and lack of reliable information as market barriers for customers interested in 

installing energy-efficient equipment in their businesses.

Strategies Implemented in 2012

 Provided state-of-the-art testing of EE technologies.

 Provided unique capabilities to evaluate performance of technologies and systems 

under realistic operating conditions.
45

 Performed independent, unbiased lab testing of existing products, new technologies, 

and control schemes in support oflong-term Strategic Plan goals.

 Contributed to the Strategic Plan goal of ZNE residential construction by 2020, and 

commercial ZNE, including existing buildings, by 2030.

 Contributed to increased EE awareness of California residents.

 Maintained specialized testing capability for HVAC, lighting, refrigeration, and plug 

loads. 

J. Statewide Workforce Education & Training Program 

The Statewide IOU Workforce Education and Training (WE&T) Program represents a portfolio 

of education, training, and workforce development planning and implementation funded by or 

coordinated with the IOUs. The program includes three subprograms: WE&T Centergies, WE&T 

Connections, and WE&T Strategic Planning and Implementation.

1. WE&T Centergies

Program Description

This subprogram is organized around market sectors and cross-cutting segments to 

facilitate workforce education and training. Energy Centers represent the largest component of this subprogram. Included in this program are educational seminars, tool loans, consultations and events. These

activities allow potential green workforce candidates to explore EE, integrated demand-side

management technologies and resource management techniques. 

In 2012, the Energy Education Center Irwindale (formerly CTAC) and the Energy 

Education Center Tulare (formerly AgTAC) exceeded their filed goals while making strategic changes 

to best align with the CPUC Long Term Energy Efficiency Strategic Plan and pending Program 

Performance Metrics. SCE’s Energy Centers continued to evaluate and implement programs to align 

with the Needs Assessment described in the Strategic Planning and Implementation Subprogram section 

below. This realignment includes collaborating with partners in the DSM programs area.
46

Strategies Implemented in 2012

 Energy Education Centers (Irwindale & Tulare) hosted 404 EE seminars that 

garnered attendance of over 11,127 people.

 The Tool Lending Library Program had 1,321 tools loaned out across the state of 

California. 

 Energy Education Centers continued a partnership with the Institute of Heating and 

Air Conditioning Industries (IHACI) to deliver a series of courses designed to teach 

participants comprehensive skill sets required to understand and evaluate whole 

HVAC systems. These skill sets train contractors to install and service HVAC 

systems that are safe, reliable, and operate at the highest capacity and EE possible. 

The EECs delivered 72 IHACI classes with 4,218 customers in attendance. 

 Energy Education Centers in conjunction with IHACI co-sponsored a series of 

seminars specifically designed to help participants prepare for successfully 

completing the NATE Certification Exam. For the convenience of working 

professionals, these classes were offered on weekday evenings followed by an 

opportunity to complete the exam on a Saturday. 

 The Building Operator Certification program accomplished Level I and Level II 

course goals for the 2012 program year. There were 28 Level I and 3 Level II 

courses, with 693 participants.

 The Energy Education Centers Foodservice Technology Program delivered 11 EE

classes, with 238 attendees; held 71 equipment demonstrations and consultations, 

with 1,155 attendees; tested 12 pieces of equipment; and completed three field 

projects.

 The Energy Education Centers continued offering the Lighting Academy in 2012. 

Lighting Academy classes are designed to provide an overview of the latest 

technologies and most energy-efficient designs in the lighting industry today. Classes 

are conducted by nationally recognized experts in lighting design, illuminating 
47

engineering, lighting research, and educational awareness. There were 17 customers 

that successfully completed the program in 2012.

 The Energy Education Centers continued to offer The California Advanced Lighting 

Controls Training Program (CALCTP). CALCTP is a statewide initiative aimed at 

increasing the use of lighting controls in commercial buildings. This series educated, 

trained and certified state-certified general electricians in the proper design, 

installation and commissioning of advanced lighting control systems. In 2012, there 

were 24 CALCTP trainings.

 Energy Education Centers continued to deliver HERS Raters and Energy Code 

Enforcement training. These offerings are designed to educate HERS raters about 

how to train their local building departments and to understand and utilize the HERS 

process for energy code enforcement. In 2012, 18 classes were offered with total 

attendance of 156.

 In 2012, SCE Energy Education Centers continued the development and delivery of 

an Automation Academy, where attendees learn about IDSM (Integrated Demand 

Side Management) applications and receive “hands-on training” of program logic 

controllers. There were five series of Intro to PLC, Level 1 and Level 2. There was 

one series of Intro and Level 1 that was a joint utility partnership between SCE and 

PG&E. SCE offered these classes in four parts in the evenings which made it more 

accessible for maintenance professionals to attend.

 Energy Education Centers partnered with CalCERTs in offering 16 multi-level HERS 

trainings including hands on labs in 2012. One hundred fifty four people attended 

CalCERTS classes at EEC-Irwindale.

2012 Energy Education Centers Performance:

Deliverable Tulare Irwindale Total

Seminars 151 253 404
48

Total EE Attendance 3,420 7,707 11,127

Total On-location 

seminars 22 38 60

EE Consultations or 

EE Equipment 

Demonstration 37 103 140

2. WE&T Connections

Program Description

The WE&T Connections Subprogram focuses on EE curriculum and related activities 

that inspire interest in energy careers, new and emerging technology, as well as skills to advance the 

energy initiatives and goals within the K-12 educational sector and provide information to increase 

awareness of introductory-level, community-based training efforts. 

Strategies Implemented/Continued in 2012

 The Green Campus program, which is currently funded by the IOUs at 16 universities 

and colleges with nearly 100 participating interns, is a student-driven EE workforce 

education and training program that generates actual energy savings, and trains the 

next generation of EE professionals.

 Developing Energy Efficiency Professionals (DEEP) was created and implemented in 

response to the CA Needs Assessment study. DEEP is an employment development 

program that trains and educates California community college students in the areas 

of EE and demand side reduction through classroom learning, projects, and outreach 

within the campus community. Along with preparing students for green careers, the 

program will produce reductions in operational costs for California community 

colleges by promoting the understanding of demand response, resource conservation, 

and carbon emission reduction through work with on-campus projects.
49

 Promoting Energy Action & Knowledge (PEAK) Program responded quickly to the 

CA Needs Assessment by strengthening IDSM (Integrated Demand Side 

Management) language in curriculum, as well as career awareness and exploration. 

PEAK is a K-12 student training program providing education curriculum on the 

science of energy use and how to manage energy use. Program curriculum currently 

includes green career awareness and exploration as well as the impacts of EE, energy 

generation and demand response on the environment including greenhouse gas 

emissions. PEAK is also focused on strengthening recruitment efforts in minority, 

low income Title I school districts. The IOUs are working together to develop high 

school level student connections and also learning more about how social media and 

related technologies can assist in tracking student matriculation into energy careers.

 Green Schools responded quickly to the CA Needs Assessment by strengthening its 

IDSM language in curriculum, as well as including career awareness and exploration. 

Green Schools is a comprehensive program for K-12 schools that educates students 

about energy and its link to the environment, promotes energy-conserving habits, 

encourages green careers, and helps promote behavioral changes within schools to 

help save school districts money on energy costs. Through integrative, hands-on 

learning activities, the Green Schools program influences students, teachers, and 

school staff, who then become energy educators and efficiency advocates, spreading 

the EE and conservation message throughout their school, homes, and community.

 LivingWise responded quickly to the CA Needs Assessment by strengthening its 

IDSM (Integrated Demand Side Management) language and career exploration in its

lessons/activity books. The LivingWise program provides eligible sixth-grade 

teachers with a complete set of classroom materials featuring individual take-home 

kits of efficiency measures and supplies for each student. Classroom activities are 

combined with homework assignments using the kits where students work with their 

families on home audit and retrofit activities.
50

 During 2012, the K-12 Connections portfolio achieved its goals of making these 

programs available to more than 50% of students in low income, minority and low 

income communities. In addition, the 2010-2012 WE&T Process Evaluation findings 

has showed that programs responded quickly to Strategic Plan goals and objectives,

and the Needs Assessment recommendations, included design elements in support of 

market transformation, and developed new program/s (i.e., DEEP) designed to fill 

gaps identified in the Needs Assessment.

 Though there were no plans to shift attention from K-8 WE&T implementation, the 

statewide IOUs worked together to develop high school-level student connections. 

By creating a better connection at the secondary level of the education system, the 

IOUs should be able to promote energy and EE as career options for students

uncertain of their futures. The IOUs planned to leverage their current WE&T 

Connection strategies to design and develop ways to support the statewide Green 

Career Academies.

3. WE&T Strategic Planning And Implementation

Program Description

This subprogram involves management and execution of several strategic statewide 

planning tasks identified in the Strategic Plan: a) form an IOU/CPUC WE&T Task Force, b) conduct a 

needs assessment study, c) facilitate Annual WE&T Public Meetings, and d) create a WE&T-specific 

web portal.

Strategies Implemented/Continued in 2012

 The IOUs continued their efforts to implement recommendations set forth in the CA 

Needs Assessment study while working through a new study looking at two areas:

1) How the IOUs performed their implementation of the Statewide Plan of 2009, and 

2) How the IOUs performed their implementation of CA Needs Assessment 

recommendations. The 2010-2012 WE&T Process Evaluation’searly findings noted 
51

that Connections moved quickly in their implementation of the Strategic Plan 

strategies, as well as the CA Needs Assessment recommendations.

 IOUs developed an Age Appropriate Sector Strategies Initiative in compliance with 

the October 2011 WE&T Advice Letters (SCE Advice 2588-E-B). As part of this 

Sector Strategies Initiative, the IOUs convened a cross section of groups from the 

educational community to discuss Age Appropriate Sector Strategies for K-12 and 

college. The IOUs held a summit in San Francisco and follow-up conference calls

with new K-12 and college Sector Strategy Taskforce. 

 The WE&T Taskforce meetings were expanded to evaluate existing cross-cutting 

training implementations across industry trade, educational, public agency and 

community-based sectors. The taskforce also provides a venue for sharing with 

stakeholders, IOU progress with collaborative training relationships, as well as IOU 

inter-organizational departments.

 The IOUs expanded implementation activities for its Centergies and Connections 

subprograms in 2012 to more effectively support objectives of increasing workforce 

interest in specific Industry Sectors, knowledge and growth in the EE industry sector. 

IOUs continued work toward collaboratively creating training for post- secondary 

education institutions to build stronger linkages for those with EE careers. 

 Additional strategies/collaborations being employed for achieving CLTEESP goals 

and CA Needs Assessment recommendations are:

o California Department of Education on Energy (CDE) and Utility Sector 

curriculum standards: SCE is working with the CDE in an advisory capacity 

to affect change in near future curriculum standards. We are currently 

working with CDE on Energy and Utility Sector standards. Affecting the 

standards will ensure that our utility green awareness and green career 

awareness initiatives are included with California Curriculum Standards and 

that our programs are in line with school and teacher activities.
52

o CEC: SCE is working closely with the CEC to develop guidelines for clean 

energy partnership academies. An academy is a multi-year program for high 

school students structured as a school within a school. Partnership academies 

combine career technical education with academic courses to prepare students 

for graduation and future employment or schooling. The academies serve 

primarily at-risk students. The criteria used for student eligibility include 

irregular attendance, record of underachievement, low motivation or 

disinterest in the regular academic program, and economic disadvantages. 

Each curriculum focuses on a career theme, such as health, energy, or 

information technology, and is coordinated with related academic courses. 

The career technical focus for an academy is determined by an analysis of the 

local labor market and fields that have companies willing to support the 

program. Expanding our collaboration with academies is one goal within the 

Needs Assessment findings.

K. Statewide Marketing, Education & Outreach Program 

SCE’s statewide Marketing, Education & Outreach (ME&O) program is comprised of the 

following subprograms:

1. Statewide ME&O

Program Description

The purpose of Statewide Marketing, Education and Outreach (ME&O) was to increase 

utility consumer awareness and participation in cost-effective energy saving activities offered by the 

utilities. Additionally, the program promoted behavior changes resulting in energy management efforts 

that save energy and reduce greenhouse gas emissions, executed in coordination with demand response 

and renewable self-generation options. To be successful, the ME&O would move consumers through a 

transitional process from awareness and knowledge of EE to action and advocacy.

Following the introduction of the new Statewide ME&O brand and web site, Engage 360, 

in late 2010, the brand was launched in 2011 with emphasis on grassroots efforts, including the 
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following activities: Influencer Outreach; Community Outreach; Events; Social Media; and Public 

Relations.

Strategies Implemented in 2012

 An Assigned Commissioner Ruling Regarding the Statewide ME&O Program was 

issued October 13, 2011, which officially suspended all ME&O activities until CPUC 

Staff could provide Commissioner Ferron with recommendations on how to restrategize the program. Parties were asked to provide their recommendations about 

program design, which each utility did. No additional program activities took place 

between September and December 2011. 

 On May 10, 2012, the CPUC issued a guidance decision directing the utilities to 

discontinue the use of the Engage 360 brand and develop a strategy and budget for 

transitioning toward the use of Energy Upgrade California as a statewide umbrella 

brand for energy information and encouraging demand-side management actions by 

residential and small business consumers.

 SCE filed A.12-08-007 on August 3, 2012 to propose the objectives and program 

performance metrics of the program going forward for the 2013-2014 period.

2. ME&O Strategic Plan

Program Description

The ME&O strategic plan sub-program is a non-resource initiative, based on collective 

input and ratepayer funding from California’s IOUs. The goal of the ME&O strategic planning effort is 

to create a culture in California that practices EE and other demand-side management options as a way 

of life resulting in both short-and long-term behavior changes. Because many consumers believe that 

they are already doing everything they can to save energy, a concerted effort must be made to convince 

them that they, in fact, can do more.

Strategies Implemented in 2012

 See “Statewide ME&O,” above.
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L. Statewide Integrated Demand Side Management Program

Program Description

The California Long Term Energy Efficiency Strategic Plan (Strategic Plan) recognizes the 

integration of demand-side management options, including EE, demand response, and distributed 

generation, as fundamental to achieving California’s strategic energy goals. To support this initiative, 

the IOUs have identified integrated demand-side management (IDSM) as an important strategic DSM 

policy priority and have proposed a series of activities, pilots and other programs in response to the 

Strategic Plan DSM Coordination and Integration Strategy. 

Strategies Implemented in 2012

 An IOU and Energy Division Statewide IDSM Task Force was formed in 2010 and has 

continued coordinating activities that promote, in a statewide-coordinated fashion, the 

strategies identified in the Strategic Plan and the eight integration directives described in the 

EE decision as follows:

1. Development of a proposed method to measure cost-effectiveness for integrated 

projects and programs including quantification and attribution methods that includes 

GHG and water reductions benefits and the potential long-term economic and 

electric/gas hedging benefits.

2. Development of proposed measurement and evaluation protocols for IDSM programs 

and projects.

3. Review IDSM-enabling emerging technologies for potential inclusion in integrated 

programs.

4. Development of cross-utility standardized integrated audit tools using PG&E’s 

developed audits as a starting point.

5. Track integration pilot programs to estimate energy savings and lessons learned and 

develop standard integration best practices that can be applied to all IOU programs 

based on pilot program evaluations and the results of additional integration promoting

activities (i.e., EM&V and cost-benefit results).
55

6. Develop regular reports on progress and recommendations to the CPUC.

7. Organize and oversee internal utility IDSM strategies by establishing internal 

Integration Teams with staff from EE, DR, DG, marketing, and delivery channels.

8. Provide feedback and recommendations for the utilities’ integrated marketing 

campaigns including how the working group will ensure that demand response 

marketing programs approved as Category 9 programs are coordinated with EE 

integrated marketing efforts.

Strategies Implemented in 2012

 Further efforts on developing integrated cost effectiveness and EM&V methodologies are on 

hold pending direction from the Energy Division. 

 The Task Force tracked multiple integrated emerging technologies and reviewed various 

programs, projects, IDSM Pilots and activities to identify integration efforts and 

opportunities, as well as to develop best practices.

 The IOUs submitted four, joint quarterly reports for 2012, including an Executive Summary 

section, to provide Energy Division staff with updates on the eight IDSM directives. All 

2010 -2012 quarterly reports were uploaded and available for viewing on Energy Efficiency 

Groupware Application (EEGA).

 The statewide IDSM Task Force held regular coordination phone calls and met in person on 

a quarterly basis to review the status of the various support activities for this IDSM initiative.

 The IOUs have delivered about 475 integrated collateral pieces, outreach events, and website 

efforts to residential and business customers that promote multiple programs across EE, DR, 

DG and/or AMI.

 In addition to the meetings described above, the IOUs have coordinated on a Statewide basis 

in several areas:

o The SW Online Integrated Audits team coordinated to deliver a consistent online 

integrated audit tool that works with each IOU interface and educates customers on 
56

managing their energy use costs. The IOUs also enhanced existing tools to include 

solar requirements. 

o The Onsite Integrated Audits team is collaborating to share approaches and best 

practices and to discuss ongoing collaboration. The IOUs continue to offer onsite 

integrated audits to small, medium and large customers.

o The SW Integrated Marketing team meets on a regular basis to discuss integrated 

efforts, best practices and to identify opportunities for coordination.

 SCE’s IDSM efforts included:

o External classes and curriculum with IDSM content offered through the Energy 

Centers.

o Coordination on a statewide basis to deliver an integrated audit tool with consistent 

business requirements. SCE contracted with a vendor to develop tools and in March 

2012 launched a residential Small Medium Business (SMB) tool that meets the 

CPUC’s business requirements.

o Collaborative efforts between program and field engineering staff to develop an 

integrated audit template to be used for customer audits that includes EE, DR and DG 

recommendations.

o Delivered Integrated marketing collateral pieces, campaigns, outreach events, and

website efforts – 55 for business customers and 51 residential / smaller business 

customers.

o Organization and hosting of the Emerging Technologies (ET) Summit to discuss EE, 

demand response, customer-facing smart grid, and related topics with thought-leaders 

in ET. 
57

o Identification of best practices for delivering integrated projects in the field that 

include (but are not limited to) knowing the customer, program participation history 

and their industry to offer the right solutions, meeting the customer in person so other 

measures can be identified and recommended from visual inspection, and creating a 

team approach that includes the appropriate subject matter experts, along with 

customer decision makers and corporate representatives as appropriate.

o Continued efforts on Integrated Pilots that are underway through the Energy 

Efficiency Application and described briefly below:

 New Construction Efforts (SCE/BITA Demo house, SBD, CA Advanced 

Homes Program (CAHP/NSHP)) – A streamlined modeling/standard 

engineering methodology for DR measures in New Construction has been 

developed. Integrated technical hands-on training for Designers, Engineers 

and Commissioning Contractors has been ongoing and will continue in 2013.

 Sustainable Communities –Projects vary from large-scale master planned 

projects to unique, smaller scale, zero net energy projects. New efforts being 

undertaken to include sustainability are single and multi-family masterplanned communities, office campuses, and retail space. This program also 

includes SCE’s Zero Net Energy (ZNE) offerings. The ZNE element has 

achieved implementation of 33 ZNE homes. 

 Sustainable Communities Program worked with the California Advanced 

Home Program, to design, develop, and build the ABC ZNE demonstration 

house. ABC stands for Affordable, Buildable, and Certified, and is targeted at 

overcoming the barriers to production that builders implementing ZNE have 

in their designs. The project was built in collaboration with the Building 

Industry Technology Academies (BITAs), which train the next generation of 

trade people in green collar jobs. Construction has concluded and the home 
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was opened to the public in Q4 2012 for one year of tours. Once the home 

closes for touring it will be donated to Habitat for Humanity, or a similar 

organization, and monitored under real-world circumstances for one year. 

Funding has been reallocated to partner with homebuilders rather than to 

continue building individual homes. Thus the project has become more cost 

effective and increases the number of homes as the builders fund the home 

construction and SCE funds the sustainability aspects. The homebuilders are 

implementing sustainability upgrades, offering EE and DR technologies to 

new homebuyers and building ZNE models.

M. Local Programs

1. Online Buyer’s Guide

Program Description

The Online Buyer’s Guide Program (OBG), aka “Home Energy Guide” (HEG) is a 

continuation of the existing OBG Program. In accordance with goals of the Strategic Plan, it will 

provide SCE residential customers with an integrated guide, where they can find information and tools 

to overcome the market barriers that prevent them from purchasing all types of energy efficient 

products. The program will increase participation in EE programs, customer satisfaction, SCE’s web 

presence, customer self-service and empowerment, customer action, knowledge and awareness, and 

address customer needs based on their knowledge level. The Online Buyers Guide will include: 

Technology Overviews, Incentive Program Information, Shoppers Guide, Savings Information, Product 

Database and Retailer/ Supplier Locator.

Strategies Implemented in 2012

 Developed the performance tracking metrics against Program Implementation Plan 

and customer objective.

 Enhanced the specification based on the performance evaluation.

 Promoted the Buyer's Guide at the statewide level.
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 Leveraged all available opportunities within programs at SCE and at other IOUs to 

integrate the offerings of the product to better serve customers.

 Enhanced the HEG content using the sce.com re-platform process.

 Conducted the usability study and customer survey.

2. Financial Solutions

Program Description

The Financial Solutions Program is designed to provide customers additional options for 

financing EE projects. The program is offered in conjunction with other core SCE programs to 

stimulate and enable higher levels of customer participation. 

The Nonresidential On-Bill Financing (OBF) Program offers zero-interest financing for 

the installation of qualifying energy efficient lighting, refrigeration, and air conditioning measures. 

Loans are available to qualifying nonresidential customers, including commercial, industrial, 

government, and institutional customers, and are repaid through the customer’s electric bill. This nonresource program supports the Strategic Plan’s commercial sector goals and strategies and builds upon 

the experience of SCE’s 2006-2008 pilot program, which provided incentives and loans for the direct 

installation of EE measures for small commercial customers (convenience and small grocery stores). 

OBF is offered through other SCE programs, including statewide, third party, and local government 

partnership offerings.

The Financial Services Working Group is a statewide effort to assess future options for 

financing, as well as addressing other financing issues to help transform the market in California. 

Strategies Implemented in 2012

 Due to high demand for the program, the Commission authorized2 SCE to increase 

the OBF budget by $16 million in March 2012 for commercial, industrial, and nonpartner government/institutional customers, and authorized SCE to shift unspent, 

 

2 Resolution E-4473.
60

uncommitted local government partnership funds to the OBF Program to fund loans 

for local government partners as needed for the remainder of 2012. 

 SCE funded a total of 96 OBF projects, representing $4.7 million in loans during 

2012.

 SCE actively participated in ongoing statewide team activities to assess, improve, and 

streamline the On-Bill Financing Program during 2012. In addition, pursuant to 

CPUC direction in May 20123, the IOUs jointly hired a consulting team to provide 

expertise on the next steps for utility finance programs, including recommendations 

for the new finance pilots ordered by the CPUC for implementation in 2013-2014. In 

alignment with CPUC guidance, the IOUs also coordinated in 2012 on the 

development of consistent OBF policies to more closely align OBF programs. This 

effort will continue into 2013.

3. Integrated Demand Side Management (IDSM) Pilot For Food Processing

Program Description

The Integrated Demand Side Management (IDSM) Pilot for Food Processing Program is 

a non-resource program. Industry, trade allies, and other partners promote integrated energy 

management solutions to end-use customers in the food processing and refrigerated warehouse 

segments.

The program’s integrated approach combines audits for traditional measures such as EE

retrofits and upgrades with strategies to assist customers in managing or reducing their energy demand 

during peak periods. By combining these approaches, the customer receives a comprehensive solution 

for managing energy costs. This helps SCE respond to peak energy demand.

While the program implementation focuses on EE, it also emphasizes integrated solutions 

in proper sequence (EE solutions followed by demand response solutions) to support the most cost-

 

3 D.12-05-015.
61

effective and satisfactory energy and financial solutions for all customers. Each project receives a 

comprehensive DSM audit that provides recommendations on how to implement DSM, the channels, 

trade allies, and specific SCE programs through which the measures will be installed.

Strategies Implemented in 2012

 Engaged in weekly conference calls with contractor.

 Contractor participated in trade show, 2012 California League of Food Processors 

Expo.

 Implemented e-mail campaigns.

 Utilized SCE Account Managers to promote pilot program. 

 Reached out to industry equipment vendors and installers.

4. Integrated Marketing & Outreach 

Program Description

SCE’s Integrated Marketing and Outreach (IMO) Program was designed to generate 

awareness of Demand Side Management (DSM) solutions through the use of activities such as ongoing 

seasonal marketing campaigns, Community Outreach, Mobile Energy Unit (MEU), and supporting 

market intelligence activities. The IMO program will carry out integrated marketing activities that will 

complement, not duplicate, SCE’s targeted marketing efforts. This program will help SCE move 

customers through an ongoing continuum of awareness, action, and engagement or behavior change. 

Strategies Implemented in 2012

 Integrated marketing efforts evolved to an engagement model by moving from an 

episodic or seasonal campaign approach, to a more relevant program and services 

customer engagement approach. In 2012, SCE completed the development of a 

sophisticated triggered marketing platform and messaging logic that created a series 

of targeted, holistic and integrated marketing communications designed to costeffectively delivers the right message at the right time to the right customer. This 

approach leveraged market intelligence data to define customers and identify the 

proper engagement path, trigger marketing delivered personalized and relevant 
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communications that were meaningful to customers. Triggered marketing activities 

included:

 Development of modular creative templates (letters, postcard, self-mailer, 

email, call center scripts) for three engagement paths that included 

offerings on various programs and services such as Pool Pump, 

MyAccount, Home Energy Efficiency Survey (HEES), Online Bill Pay, 

Appliance Recycling Program, and Energy Upgrade California.

 Triggered engagement paths include: Welcome Path, High Bill 

Path and Edison SmartConnect Path.

 Triggered campaigns were implemented between the third and 

fourth quarter of 2012, and utilized direct mail, email, and phone 

call communication channels.

 SCE’s Community Outreach Marketing consisted of a mix of small to large scale 

(500+ attendees) events over the course of 2012. SCE conducted 55 outreach events 

in 2012, which aligned with ongoing Seasonal Campaigns and targeted business 

communications. In late Q2 of 2012, the Events Marketing group implemented a new 

customer favorability survey in order to gauge our effectiveness at events. The 

survey was conducted with willing customers upon exiting our SCE booth and 

measured both pre and post interaction responses to questions such as how favorable 

they view SCE, how knowledgeable they are about our programs and services, and 

how likely customers would be participate in SCE’s programs and services in the 

future. After implementing the survey, we found that, on average, SCE customers left 

our events with an increase of 6% in customer favorability, a 31% increase of 

customers who were “Very Familiar” with our programs, and an 11% increase in 

those who reported that they “Definitely Would” participate in SCE programs in the 

future.
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1. World Agricultural Expo convened February 14 –16, 2012 in Tulare, CA: 

The World Ag Expo is the world’s largest annual agricultural exposition, 

attracting over 100,000 attendees from the agricultural community. This year, 

SCE’s presence was centralized to a single, larger booth near the front 

entrance of the event as opposed to two separate booths targeting different 

audiences. This new layout was redesigned to portray more of an outdoors 

environment (which is generally preferred by our agricultural based 

customers), and reduced the appearance of a corporate trade show booth. The 

larger space also allowed us to invite our Transmission and Distribution 

Organization Unit in to present various electrical safety demonstrations 

including the hurt-man rescue and downed power line scenarios. Because of 

this change, SCE was able to speak to over 3,500 attendees (a 40% increase 

from 2011) over the three-day event about both EE and DR programs such as: 

Pumping, Food Processing, Water/Wastewater, Low Income Programs, 

SmartConnect, Plug-In Ready, California Solar Initiative, and the Home 

Energy Efficiency Survey. 

2. Orange County Fair took place from July 13 – August 12, 2012 in Costa 

Mesa, CA: The Orange County Fair is a large, 23 day county fair attracting 

over one million attendees from the Orange County Area. SCE’s presence at 

the event included a 20’ x 20’ exhibit space and featured various interactive 

technologies, promoting our range of SmartConnect-enabled self-service tools 

as well as summer readiness tips to help our customers reduce their usage 

during the hottest time of the year. Moving to a more focused and targeted 

messaging platform, SCE was able to interact with over 5,400 customers (a 

288% increase over 2011) and receive over 890 program signups. 

Additionally, our presence also contributed towards our SONGs mitigation 
64

efforts by allowing us to encourage lower energy usage over the summer 

while addressing customer concerns face-to-face.

3. Los Angeles County Fair occurred from August 31 – September 30, 2012 in 

Pomona, CA: The Los Angeles County Fair is the largest national county fair, 

attracting over 1.4 million attendees from the Southern California regional 

area. SCE’s presence at the event consisted of a large 20’ x 40’ exhibit space 

promoting the same focused and targeted messaging platform as the Orange 

County Fair. Maintaining a consistent message platform and booth structure 

with our presence at neighboring county fairs allowed us to achieve our event 

objectives while realizing significant cost efficiencies. As with the Orange 

County Fair, our primary focus included promoting adoption of our range of 

SmartConnect-enabled self-service tools as well as summer readiness tips to 

help our customers reduce their usage during the hottest time of the year. Our 

presence resulted in over 7,400 customer interactions (an 11% increase over 

2011) and over 1,900 program signups.

4. Customer Outreach to Underserved Audiences – Throughout the year, SCE 

participated in sixteen (16) community outreach events specifically targeted to 

underserved audiences. Our presence at these events was able to better

connect us with those customers requiring a tailored communication approach, 

and educate them on programs to help them reduce their energy usage. Events 

attended include: The 13th Annual Cinco De Mayo Festival in Santa Ana, the 

Catalina Earth Day in Avalon, the Cherry Blossom Festival in Monterey Park, 

the City of Alhambra Eco Fair, The Deaf Nation Expo in Pomona, Fiestas 

Patrias in Santa Ana, the Filipino-American Chamber of Commerce Green 

Expo in Anaheim, The Golden Future 50+ Senior Event in Inglewood, the LA 

Korean Festival in Los Angeles, the Ridgecrest Desert Wildflower Festival, 

the Spice of Life event in Victorville, the Spring Street Festival in Blythe, 
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Verde Exchange in Los Angeles, the Victorville Cinco De Mayo Festival, 

WeConnect in Santa Ana, and the Yucca Valley Earth Day Event. Our 

attendance at these particular events resulted in over 4,900 interactions with 

SCE customers in underserved audiences.

 In 2012, the Mobile Energy Unit (MEU) attended a total 85 events, made 23,316 

customer contracts, and generated 2,495 leads for SCE’s diverse programs and services, 

including EE and DR. Construction of the new MEU vehicle, or Hybrid-powered Mobile 

Learning Center (HpMLC), was completed. The HpMLC is a commercial tractor-trailer 

vehicle comprised of an electric-diesel hybrid-powered tractor; and a trailer retrofitted to 

simulate an energy-efficient home with solar panels, home energy storage system, and the 

latest energy efficient lighting, HVAC, and appliances. The HpMLC was launched at the 

end of the year and received positive feedback from the attendees.

 Website enhancement efforts in 2012 included the translation of 110 sce.com pages into 

four different languages (Spanish, Korean, Vietnamese and Chinese). The translated web 

pages provided greater visibility to our customers and reached a broader audience. Web 

pages consisted of both EE and DR programs and services such as Home Energy Guide 

and Save Power Day.

Program Targets

 The IMO program met program targets for:

o Seasonal Campaign 

 Year 3 Target – Conduct up to three campaigns 

 Actual – Conducted triggered marketing campaigns which included 

various mailings, emails, and phone calls from April – December 

2012.

o Website Enhancements

 Year 3 Target – Develop interactive tools and services.
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 Actual – Translated 110 web pages containing DSM related content 

into four languages on sce.com. 

o Market Intelligence

 Year 3 Target – Implement centralized data warehouse.

 Actual – Purchased Nielsen PRIZM Segmentation license for market 

intelligence. The IMO program did not conduct any further market 

intelligence activities.

o Mobile Energy Units 

 Year 3 Target – Attend up to 100 outreach events per year.

 Actual – Attended 85 events.

o Events Outreach Group

 Year 3 Target – Attend up to 100 events per year.

 Actual – Attended 55 events.

N. Energy Leader Partnership Program

The Energy Leader Partnership (ELP) Program provides support to local governments to identify 

and address EE opportunities in municipal facilities, take actions supporting the Strategic Plan, and 

increase community awareness and participation in demand side management opportunities. A key goal 

in SCE's local government partnerships is helping cities and counties lead by example in addressing EE

first in their own municipal facilities. In addition, the program strives to expand the policies and the 

energy management capacity at local governments to maintain a long term sustainability focus. During 

2012, 23 cities moved up a tier in SCE’s ELP model, through demonstrated EE achievements, and 

commitment to the partnerships.

1. City Of Beaumont Partnership Energy Leader Partnership

Program Description

The Beaumont Energy Leader Partnership Program is a local government partnership 

comprised of the City of Beaumont (the “City” or “Partner”) and SCE, which launched in 2009 under 
67

the Local Government Energy Action Resources Partnership. The Partnership focuses on municipal 

retrofits, ME&O, and strategic plan development. 

Strategies Implemented in 2012

 SCE and the City of Beaumont held monthly meetings to discuss initial contract 

formats, Energy Leader program goals, milestones for marketing, training, and EE

projects.

 During the fourth quarter of 2012, the City of Beaumont achieved platinum tier status

in the ELP model,which represents a 20% reduction in energy consumptions for both 

the municipality and the community.

 The City completed its new police department building lighting retrofit project.

 The City continues to publish an “Energy Efficiency Tip of the Week” via the City’s 

social media channel to promote SCE’s various programs. 

 The Partnership coordinated an Energy Walk Campaign for Direct Install Program for 

commercial customers which resulted in a higher participation rate.

 The Partnership published a success story on Demand Response program 

participation.

 The Partnership coordinated Home Energy Efficiency Survey Program Outreach to

the City’s residents, which resulted in higher participation rate.

2. City Of Long Beach Energy Leader Partnership 

Program Description

The Long Beach Energy Leader Partnership Program is a local government partnership 

comprised of the City of Long Beach and SCE. Partnership activities in 2012 focused on implementing 

EE in municipal facilities specifically and promoting EE community. The Partnership also funded

community education, marketing and outreach efforts to create awareness and connect residents and 

businesses with information and opportunities to take energy actions. Another key element of the 

partnership is the strategic plan activities, which included climate action planning, code compliance, 

reach codes and other strategic plan initiatives. 
68

Strategies Implemented in 2012

 The City appointed a new Energy Champion to the Partnership in early 2012, along 

with an additional representative to make more personnel available to pursue the 

partnership goals.

 The City completed nine major EE projects including plug load occupancy sensors at 

city hall, lighting upgrades, and variable frequency drives. The City also initiated 

three new Savings By Design projects and conducted the initial scoping of a large 

project RCx. 

 The city completed three On-Bill Financing (OBF) projects, demonstrating that this 

new method of financing can be successful for local governments.

 The Partnership promoted SCE’s core EE programs and other energy offerings at the 

city’s annual Earth Week event.

 The city conducted EE education at its Long Beach Neighborhood Center.

 In addition to its own information booths, the city scheduled and used SCE’s Mobile 

Energy Unit (MEU) to promote EE. 

3. City Of Redlands Energy Leader Partnership

Program Description

The Redlands Energy Leader Partnership Program is a local government partnership 

comprised of the City of Redlands (the “City” or “Partner”) and SCE. The City of Redlands Partnership 

Program delivers energy savings through retrofits of municipal facilities. The Partnership includes 

marketing, education, and outreach to local governments and their communities, coordinates with core 

utility EE and demand response programs, implants strategic planning activities.

Strategies Implemented in 2012

 SCE and the City of Redlands held monthly meetings to discuss its core objectives, 

Energy Leader program goals, milestones for marketing, training, and EE projects.

 The City completed a pump retrofit project.
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 The Partnership coordinated an outreach campaign for the Home Energy Efficiency 

Survey Program to the City’s residents.

 The City conducted numerous community events which included information about 

EE for both commercial and residential customers. 

4. City Of Ridgecrest Energy Leader Partnership

Program Description

The Ridgecrest Energy Leader Partnership Program is a local government partnership 

comprised of the City of Ridgecrest and SCE. The City of Ridgecrest Partnership Program delivers 

energy savings through retrofits of municipal facilities. The Partnership includes marketing, education, 

and outreach to local governments and their communities, coordinates with core utility EE and demand 

response programs, implants strategic planning activities.

Strategies Implemented in 2012

 Due to significant city staff reductions, the City of Ridgecrest was not able to provide 

a resource to work with the Ridgecrest Partnership in 2012. As such, beginning in 

2013, the City of Ridgecrest has joined the Kern Energy Watch Partnership (KEWP), 

where it now enjoys the benefits and support of a third party implementer (Kern 

COG) and a consolidated Partnership comprised of Kern County and its cities.

5. City of Santa Ana Energy Leader Partnership

Program Description

The Santa Ana Energy Leader Partnership Program is a local government partnership 

comprised of the City of Santa Ana and SCE. Partnership activities focus on implementing EE in 

municipal facilities specifically and promoting EE in the community. The Partnership establishes 

energy savings goals for EE retrofit of city-owned facilities, identifies, scopes, and implement projects. 

The Partnership also funds community education, marketing, and outreach efforts to create awareness 

and connect residents and businesses with information and opportunities to take actions to reduce energy 

consumption. The partnership also includes strategic plan activities such as climate action planning, 

code compliance and reach codes.
70

Strategies Implemented in 2012

 SCE and the City of Santa Ana met monthly to discuss Energy Leader program goals, 

milestones for marketing, training, and EE projects.

 The Partnership team received a new Energy Champion for the city with the 

retirement of its previous Energy Champion.

 The City engaged its Finance Department in partnership meetings and processes 

during 2012.

 The City completed six major EE projects including two LED streetlight projects and 

two water pumping projects. 

 The City completed two OBF projects, demonstrating that this new method of 

financing projects can work well for local governments. 

 The City featured EE and other SCE programs in each of its quarterly newsletters. 

 The Partnership was successful in identifying hard-to-reach multi-family units to be 

served by SCE’s Mobile Home Program. Twenty nine mobile home parks 

participated in the program.

 The City completed outreach to approximately 40,000 multi-family dwellings, 

providing them with general EE information and awareness of the partnership with 

SCE and the City’s environmental stewardship. 

6. City Of Simi Valley Energy Leader Partnership

Program Description

The Simi Valley Energy Leader Partnership Program is a local government partnership 

comprised of the City of Simi Valley and SCE. Partnership activities focus on implementing EE in 

municipal facilities and promoting EE in the community. The Partnership establishes energy savings 

goals for EE retrofit of city-owned facilities, and identifies, scopes and implements EE projects. The 

Partnership also funds community education, marketing and outreach efforts to create awareness and 

connect residents and businesses with information and opportunities to take energy actions. 
71

Additionally, the Partnership includes strategic plan activities, such as climate action planning, code 

compliance, and reach codes. 

Strategies Implemented in 2012

 The SCE and City of Simi Valley Partnership team met monthly to review program 

goals and discuss plans. 

 Completed lighting project and a waste water treatment plan system controls retrofit

during 2012.

 Continued coordination with the Energy Upgrade California Program for outreach 

efforts within the City of Simi Valley. 

 Utilized SCE’s Mobile Educational Unit to provide energy information and 

demonstrations at Simi Valley’s Living Green Expo. Over 2,000 people attended the 

event. 

 Conducted HVAC training seminar for members of community at the city library. 

Held an EE workshop for the realtor business community.

7. City Of South Gate Energy Leader Partnership 

Program Description

The South Gate Energy Leader Partnership Program is a local government partnership 

comprised of the City of South Gate and SCE. Partnership activities focus on implementing EE in 

municipal facilities and promoting EE in the community. The Partnership establishes energy savings 

goals for EE retrofits of city-owned facilities, and identifies, scopes, and implements EE projects. The 

Partnership also funds community education, marketing, and outreach efforts to create awareness and 

connect residents and businesses with information and opportunities to take energy actions. 

Additionally, the partnership includes strategic plan activities, such as climate action planning, code 

compliance, and reach codes. 

Strategies Implemented in 2012

 SCE and the City of South Gate met monthly to discuss Energy Leader program 

goals, milestones for marketing, training, and EE projects.
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 The Partnership added the cities of Downey and Norwalk in 2012.

 Completed one EE lighting project, and identified, scoped, and launched EE projects 

in 2012 that are expected to be completed in 2013.

 Included information on SCE’s core programs and other energy offerings in its 

monthly newsletter and on its website.

 Conducted workshops on benchmarking and Demand Response during the Annual 

Maintenance Superintendents Association (MSA) conference.

 Conducted four major community events promoting EE and utilizing SCE’s Mobile 

Educational Unit, including:

 Annual Azalea Festival,

 Family Day in the Park, 

 Tweedy Street Fair; and

 Annual (MSA) conference

8. Community Energy Leader Partnership 

Program Description

The Community Energy Partnership (CEP) program is a unique local government 

partnership comprised of the cities of Brea, Corona, Irvine, Moreno Valley, San Bernardino, Santa 

Clarita and Santa Monica, and SCE, SCG, and the Energy Coalition (TEC) as the implementing partner. 

The CEP members work in collaboration to deliver energy savings in municipal facilities and create EE 

awareness among multiple market segments, including municipal, residential, and non-residential. The 

program initiatives also include an emphasis on activities that support the Strategic Plan, and 

coordination of utility core programs to Partner city communities. 

Strategies Implemented in 2012

 Continued to hold monthly Efficiency Now! Team meetings with City Team Leaders 

and facility-related city staff; Utility Account Representatives and Public Affairs 

Managers; and TEC staff. The purpose of these team meetings is to further cement 

new working relationships among Partner Cities, the utilities, and TEC that are 
73

essential in successfully reaching all program goals in 2012 and maintain a focus on 

EE and sustainability.

 Created process guides to assist cities through utility programs.

 Benchmarked major facilities to identify under-performing facilities.

 Assisted cities in offering trainings for city staff on EE.

 Continued to promote IDSM audits and DR programs to partner cities during team 

meetings.

 Encouraged cities to move up through SCE’s Energy Leader Partnership Model to 

obtain higher incentives.

 Identified a strong pipeline of EE projects with a majority of those installation dates 

targeted for 2012 and 2013.

 Based on feedback collected from partner cities during the first quarter of 2010, the 

CEP supported implementation of the following strategic planning goals in 2012:

 Six partner cities trained appropriate staff in the latest EE and code 

compliance standards for sustainability.

 Six partner cities successfully benchmarked major government facilities and 

are conducting ongoing tracking.

 Four partner cities have ability to properly manage energy usage in municipal 

facilities.

 One partner city adopted a climate policy with a focus on EE in their general 

plan.

 Coordinated with SCE on outreach efforts for the Nonresidential Direct Install 

program in several partner cities.

 Distributed information regarding the following programs: HEES Surveys, Operation 

Light Exchange Events, CSI (California Solar Intitiative), and the Appliance 

Recycling Program. 
74

 In addition to EE, the CEP supported SCE’s efforts to promote DR to reduce peak 

demand energy load. These efforts included: 

 Organizing IDSM forums in Moreno Valley and Brea;

 Drafting and coordinating the distribution of DR awareness fliers at 

community events; and

 Drafting and coordinating the publication of DR information and tips, 

primarily in city newsletters and on city websites.

 Developed E-blasts and NewsFlash for Local Government e-newsletters to keep 

them informed about utility core programs and incentives, professional development 

opportunities, partner city accomplishments, and other pertinent information.

9. Desert Cities Energy Leader Partnership

Program Description

The Desert Cities Energy Leader Partnership Program is a local government partnership 

comprised of the cities of Blythe, Cathedral City, Desert Hot Springs, Indian Wells, Palm Springs, 

Rancho Mirage, and the Agua Caliente tribe, as well as SCG, Imperial irrigation District (IID), and SCE. 

The program is designed to assist local governments to effectively lead their communities to increase 

EE, reduce greenhouse gas emissions, and promote other demand side management and sustainability 

goals. 

The Partnership also funds community education, marketing, and outreach efforts to 

create awareness and connect residents and businesses with information and opportunities to take energy 

actions. Additionally, the partnership includes strategic plan activities, such as climate action planning, 

code compliance, and reach codes. 

Strategies Implemented in 2012

 The team met monthly to discuss program goals, milestones, and marketing, training, 

and EE projects.

 The Partnership also held working group meetings every other month with the cities 

to discuss their ongoing projects.
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 The Partnership cities completed lighting projects at Cathedral City and Rancho 

Mirage.

 The Partnership worked with all cities in the Coachella valley to install about 800 

units of plug load occupancy sensor.

 The Partnership assisted Cathedral City with the installation of server virtualization 

system.

 The Partnership was able to increase the member cities’ EE participation, which 

resulted in one city reaching gold level and two cities achieving silver level.

 The cities participated in SCE’s Direct Install program for small businesses and 

enjoyed high participation levels due to a coordinated effort.

 The Partnership conducted trainings to cities on Reach Code and Climate Action 

Plans to promote Strategic Planning activities. The Partnership worked with the 

Coachella Valley Association of Governors (CVAG) to educate the cities on the 

benefits of reach code and the effect the code can have on the cities.

10. Eastern Sierra Energy Leader Partnership

Program Description

The Eastern Sierra Energy Leader Partnership is a partnership between SCE and the 

jurisdictions in the Eastern Sierra region. The partnership identifies opportunities for improving EE for 

Eastern Sierra jurisdictions, offers customized incentives for municipal projects, and conducts EE

training and outreach events to drive participation in the core programs. 

Strategies Implemented in 2012

 SCE and the High Sierra Energy Foundation held monthly meetings to discuss 

Partnership core objectives, program goals, and milestones for marketing, training, 

and EE projects. Quarterly updates were distributed to jurisdiction administrative 

executives. 

 The Partnership participated at Statewide Energy Efficiency Forum in Los Angeles in 

July 2012.
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 The Partnership worked with Public Works to complete an On-Bill Financing project

for the Town of Mammoth Lakes yards project. The Town of Mammoth installed 

plug load sensors in their applicable facilities. 

 Mono County installed plug load sensors in their applicable facilities.

 City of Bishop Public Works scoped street light savings opportunities.

 Inyo County installed plug load sensors in their applicable facilities.

 The Partnership launched the Comprehensive Mobile Home Program promoting EE.

 The Partnership conducted numerous community events, which included information 

on EE for commercial and residential customers, such as Home Show, Earth Day, and 

the Fourth of July Parade.

11. Partnership Strategic Support

Program Description

SCE, PG&E, SCG, and SDG&E contracted with the International Council for Local 

Environmental Initiatives (ICLEI), the Institute for Local Government (ILG), and the Local Government 

Commission (LGC) to implement the Statewide Energy Efficiency Collaborative (SEEC). SEEC

provides a coordinated statewide program of workshops, technical assistance, a recognition program, 

and other means to allow local governments to share best practices associated with energy management. 

The statewide local government EE best practices coordinator, also funded by the four IOUs, 

coordinates this work. 

Strategies Implemented in 2012

 The Beacon Award, implemented by the Institute for Local Government, has 

accepted 44 local governments into the program. The Program has provided interim 

recognition to 32 cities for their sustainability accomplishments made to date. ILG 

has presented the Beacon Award and general EE information at several conferences 

and meetings to create further awareness to local governments. 

 ILG promoted EE opportunities for local agencies to increase awareness through a 

number of activities including:
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o A series of articles and advertisements in Western City magazine;

o Written case stories disseminated through a variety of distribution channels; 

o Videos highlighting local EE and sustainability activities; and

o Presentations at statewide and regional meetings and conferences of local agency 

staff and officials.

 ILG also updated the first three areas of its Sustainability Best Practices Framework 

which reflect activities undertaken by cities and counties participating in the Beacon 

recognition program, technological advancements and policy changes at the state 

level. Like the original Best Practices Framework, updates have been peer-reviewed 

and reflect input from local and state officials, technical experts and others. The first 

three updated best practice areas are EE and Conservation, Green Building and 

Renewable Energy and Low-Carbon Fuels.

12. Kern County Energy Leader Partnership

Program Description

The Kern Energy Watch Partnership program brings together three utilities, Pacific Gas 

and Electric (PG&E), Southern California Edison (SCE), and Southern California Gas (SCG) Company, 

with eleven local governments to improve EE throughout Kern County. Kern Council of Governments 

coordinates the EE efforts of the County of Kern, and the cities of Arvin, Bakersfield, California City, 

Delano, Maricopa, McFarland, Shafter, Taft, Tehachapi, and Wasco. The Kern Economic Development 

Corporation (KEDC), Staples Energy, and the San Joaquin Valley Clean Energy Organization also 

participate with Kern Energy Watch Partnership in joint project, outreach, and training efforts. 

Strategies Implemented in 2012

 SCE, SCG, PG&E, the Kern Council of Governments, and the participating 

jurisdiction met monthly to discuss Energy Leader program goals, milestones for 

marketing, training, and EE projects.

 The Partnership installed 691 plug load occupancy sensors in various facilities in the 

partner jurisdictions.
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 California City implemented EE upgrades at several wells and pumps.

 The City of Tehachapi upgraded its Waste Water Treatment Plant.

 The City of Delano and Kern County both submitted incentive applications for 

Savings by Design projects.

 The Partnership is driving residents and small businesses to SCE’s core programs 

through its website (www.kernenergywatch.com). 

 The Partnership coordinated efforts to deliver the Living Wise Program in several 

partners’ jurisdictions. 

 The Partnership facilitated SCE Cool Centers in the cities of California City and 

Delano.

 The Take 5 for Energy Effiency! campaign continued to encourage local government 

employees and the public to participate in energy saving activities. 

 Take 5 for Energy Efficiency! outreach materials (Trade Show Bag, Shower 

Timers, LED Nightlights) were bid; artwork was approved, ordered and 

received. They will be distributed in the 2013-2014 program cycle.

 A Take 5 for Energy Efficiency! success story was developed for the City of 

Tehachapi. In 2012, Kern Energy Watch participated in several events including the 

Kern County Fair, Desert Empire Fair, Greater Bakersfield Chamber of Commerce 

(GBCOC) Business Expo, Kern Economic Development Corporation Sixth Annual 

Energy Summit, the City of Tehachapi’s ribbon cutting for their Waste Water 

Treatment Plant, and the Bike Bakersfield for Ugly Sweater Challenge.

 Facebook ads were created to target Kern County residents and were linked to the 

Kern Energy Watch website. An article was placed in the Kern Council of 

Governments (COG) Quarterly and emails were sent to Kern COG list serve 

members.

 Fliers were printed and distributed (via mail and in-person visits) at the Kern Energy 

Summit.
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13. Orange County Cities Energy Leader Partnership

Program Description

The Orange County Cities Energy Leader Partnership Program includes the cities of 

Huntington Beach, Westminster, Fountain Valley, Costa Mesa, and Newport Beach as well as SCE and 

SCG. In addition to identifying and implementing EE retrofits for municipal facilities, the Partnership 

also funds community education, marketing, and outreach efforts to create awareness and connect 

residents and businesses with information and opportunities to take energy actions. In addition, the 

partnership includes strategic plan activities, such as climate action planning, code compliance, and 

reach codes. 

Strategies Implemented in 2012

 The cities of Huntington Beach, Westminster, Fountain Valley, Costa Mesa, and 

Newport Beach met monthly with SCE and SCG to discuss Energy Leader program 

goals, milestones for marketing, training, and EE projects.

 The City of Fountain Valley reached the Silver status in the Energy Leader 

Partnership Model.

 The Partnership completed lighting projects in the cities of Westminster, Newport 

Beach, and Huntington Beach.

 The Partnership completed HVAC retrofits projects in the City of Fountain Valley.

 The Partnership completed chiller retrofits in the City of Huntington Beach.

 The Partnership provided technical assistance to the cities for project identification.

 The Partnership conducted a best practices event to share IDSM strategies with other 

partners in SCE’s territory.

 Direct Install (DI) program activities were implemented for small business in all 

Orange County partner cities. The Partnership collaborated with the cities and 

chambers of commerce for the cities of Fountain Valley, Huntington Beach, and 

Westminster to conduct energy walks to provide information and increase 

participation in the DI Program.
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 The Partnership conducted community events which emphasized EE through 

brochures and the use of SCE’s Mobile Energy Unit (MEU). 

 In addition to the Partnership information booths, the cities used SCE’s MEU at city

events.

14. Palm Desert Demonstration Partnership

Program Description

The purpose of the Palm Desert Demonstration Partnership project is to achieve energy 

savings while testing innovative program design for replication in broader applications. The first two 

years of program funding were authorized in December of 2006, and the project launched in January of 

2007. The program’s objective was to garner community and municipal participation in an EE ethic to 

achieve 30% savings and 30% demand reduction of the community over a 6-year span. The program 

offered innovative approaches, design, incentives, marketing and outreach and emerging technologies.

In 2012, the Palm Desert Demonstration Partnership further strengthened its relationship 

with the Palm Desert community through focused outreach activities and leveraged that relationship to 

educate residents and business owners about the benefits and importance of EE. The Partnership 

continued with an ambitious residential initiative that strived to reach all Palm Desert residents with 

Energy Upgrade California Whole-House Energy Efficiency (EUCA) program’s customer facing 

outreach survey and a unique Palm Desert Energy Efficiency Recommendations Checklist. 

In the commercial sector, the Partnership launched the Palm Desert Commercial Energy 

Solutions program that utilized the Partnership’s innovative one-stop-shop approach to provide Palm 

Desert mid-size commercial customers with comprehensive, customized EE upgrades in a convenient

offering.

Strategies Implemented in 2012

Energy Efficiency Upgrade 

 Educated Palm Desert residents about their energy consumption and savings 

opportunities via EUCA’s customer facing outreach survey
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 Offered recommendations during in-person discussions to increase participation in 

major EE equipment upgrades

 Tested a follow-up re-contact and cross-program referral strategy based on 

customers’ expressed interests as a means to motivate customers to take retrofit 

action.

 Created targeted marketing strategies based on aggregated customer 

recommendations and customer interest.

 Surveyed over 690 households in 2012 .

Commercial Strategy (multiple sectors)

 A new Palm Desert Commercial Energy Solutions customer co-pay program targeting 

mid-sized commercial customers (with electrical demand greater than 100 kW) was 

launched in March of 2012. Within six months, the program was completely 

subscribed, capturing one third of the mid-sized commercial customer market with 

comprehensive EE upgrades .

One-Stop-Shop for Pool Pumps

 The Partnership continued the One-Stop-Shop Pool Pump Program, utilizing a freemarket approach to leverage a wider variety of local pool maintenance contractors.

 Installed over 230 pool pumps in 2012 .

 Installed LED Pool Lights.

 This emerging technology, now a non-residential core program offering, continued to 

be adopted by commercial customers.

Administrative Successes

 The program’s working group, led by SCE, met formally each week to address 

operational matters and to develop marketing approaches. This collaborative effort 

helped ensure that the interests and contributions of each partner were integrated with 

program delivery.
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Core Program Coordination 

 Over 400 business participated in the Small Business Direct Install Program, 

 The Partnership continued an aggressive marketing and promotional campaign 

including a “Set To Save” branded website and marketing collateral to support 

Partnership specific programs.

 The Partnership integrated and featured Energy Upgrade California into its residential 

EE upgrade offering. 

Education and Outreach

 The Partnership reached out to the entire community through various marketing and 

outreach channels including the “Set To Save” branded website, the Desert Sun 

newspaper, the Bright Side newsletter, the Chamber of Commerce newsletter, HOA 

newsletters, letters from the city, various rack cards and flyers, and a presence at 100 

targeted local events.

 In 2012, the Energy Efficiency Upgrade Program offered free residential Home 

Energy Surveys to all Palm Desert residents. 

 The Palm Desert Commercial Energy Solutions program utilized the following 

marketing channels to successfully engage 30% the city’s 165 potential mid-sized 

commercial customers (with 100 kW demand or higher):

o Leveraged SCE’s Business Customer Division Account Representatives to 

reach out to the city’s 165 potential mid-sized commercial customers.

o Sent a letter from the City of Palm Desert announcing project and encouraging 

businesses to take part.

o Enabled contractor coordination with SCE’s Account Represenatives to more 

effectively engage customers.
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 The One Stop Shop Pool Pump Program focused its final year’s marketing efforts 

on the Set To Save program’s most effective marketing channels:

o Residential Home Energy Survey

o January/February Brightside community newsletter

 The Partnership sent a targeted letter from the City of Palm Desert to 1,000 

identified pool owners.

15. San Gabriel Valley Energy Leader Partnership Program

Program Description

The San Gabriel Valley Energy Leader Partnership Program (SGVEWP) is a partnership 

between the SCE and the San Gabriel Valley Council of Governments. The partnership identifies 

opportunities for improving EE in the 29 cities of the San Gabriel Valley. The program offers 

customized incentives for municipal projects, conducts EE training and outreach events to drive 

participation in the core programs, and provides Strategic Plan for long term goals such as climate action 

planning, code compliance, reach codes and other strategic plan initiatives.

Strategies Implemented in 2012

 Monthly regular meetings to discuss program administration, marketing, and 

implementation efforts.

 Provided assistance to several Partnership cities in completing DR and Energy Action 

Plan efforts to help them move up the Energy Leader tier levels. 

o The City of West Covina became the first platinum city in SCE territory

o The City of El Monte reached the Gold level in the Energy Leader Model

o Six other cities reached the Silver level

 The Partnership exceeded its annual goal by 120% by completing several municipal 

projects.
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 The cities of Alhambra and El Monte were the largest contributors to the program’s 

success by completing well retrofits and HVAC upgrade projects.

 The Partnership developed the following documents to assist cities with the 

development of EE procurement policies: EE Procurement Policy Instructions, 

Sample EE Procurement Policy, and EE Procurement Policy Resource Guide. 

 The Partnership participated in community outreach events in Pomona, Baldwin Park, 

Alhambra, and South El Monte to assist those cities in meeting the Gold Level 

Demand Response requirement for co-branded marketing and outreach.

 The Partnership targeted outreach in multiple cities, which included distribution of 

flyers at community events, outreach to local business and participation in a lamp 

exchange event.

 The Partnership hosted an Energy Upgrade California Contractor Expo in the City of 

West Covina.

 The Partnership hosted six Toolbox Trainings for city staff on various EE topics 

including: SCE LED Streetlighting Standards, Plug load occupancy sensors, SCE’s 

New Construction Services, Energy Leader Model, SCE-incentive eligible EE 

technologies, Demand Response Programs, LA County Regional Energy Assistance, 

and ESCOs.

 The Partnership participated in 50 outreach events.

 The Partnership hosted six Energy Working Group meetings, comprised of city staff 

responsible for managing municipal and community-wide energy programs.

16. San Joaquin Valley Energy Leader Partnership

Program Description

The San Joaquin Valley Partnership is a partnership between SCE and the cities of 

Hanford, Lindsay, Porterville, Tulare, Visalia, and Woodlake, as well as King and Tulare Counties. The 

partnership identifies opportunities for improving EE in municipal facilities, offers customized 
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incentives for municipal projects, and conducts EE training and outreach events to drive participation in 

the core programs. 

Strategies Implemented in 2012

 SCE, SCG, the San Joaquin Valley Clean Energy Organization, and all partnership 

member cities met monthly to discuss Energy Leader program goals, milestones for 

marketing, training, and EE projects.

 The Partnership promoted utility programs such as SCE Small Business Direct Install, 

Energy Upgrade California, Cool Centers, Demand Response, and On-Bill Financing.

 The Partnership presented community engagement opportunities at Partnership 

meetings such as Regional Home Energy Tune-Up (regional comprehensive 

residential retrofit program) and Summer Savings program for businesses.

 The Partnership utilized the Mobile Education Unit at eight community events in 

2012.

 The Partnership sponsored one city block of holiday LED lights in the City of 

Hanford and provided educational information on LEDs to the community, 

encouraging residents to switch out old light strands for new, energy efficient lights.

 The Partnership distributed co-branded ‘React with Impact’ Demand Response flyers 

featuring simple, no-cost tips on how to save energy in every jurisdiction that held an 

event.

 The Partnership cities performed several EE retrofits. For example: 

o The City of Hanford replaced inefficient Downtown Hanford street and 

parking lot lights with more efficient induction lights. The City also 

replaced 17 older HVAC units at City Hall and the Longfield Recreation 

Center and completed a solar project at its wastewater treatment plant 

which will supply approximately one-half of the energy consumed at the 

plant.
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o The City of Porterville completed one project in 2012 that is expected to 

save the city more than $15,000 in annual energy costs.

o The City of Visalia completed lighting and HVAC retrofits, including 

LED traffic signal and pedestrian module upgrades, and lighting and 

lighting controls upgrades to Visalia’s Exhibit Hall. Visalia also 

completed comprehensive energy audits to identify future EE 

opportunities.

o The City of Woodlake completed several projects including a major 

renovation of their wastewater treatment plant.

o The County of Kings conducted a comprehensive energy analysis, and 

installed T-8 lighting and energy saving switches throughout the county 

replacing outdated HVAC units and pump replacements.

o The County of Tulare completed lighting projects at Tulare’s Government 

Plaza and the Tulare County Court House.

The City of Lindsay completed two projects expected to provide almost 

$1,000 in annual energy cost savings.

17. South Bay Energy Leader Partnership 

Program Description

The South Bay Partnership provides an energy resource center, the South Bay Energy 

Savings Center (SBESC), and supports fifteen local governments of the South Bay and their respective 

communities. SCG and The West Basin Municipal Water District are also part of this Partnership. The 

program provides energy information, workshops, and community outreach. The Energy Efficiency 

Plus (“EE+”) element of the program provides technical assistance to cities and businesses to help 

identify EE opportunities and provide access to statewide and local EE incentives and rebates. South 

Bay is also engaged in strategic planning activities that include Climate Action Plans, Enterprise Energy 

Management Information Systems, and online permitting.
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Strategies Implemented in 2012

 The Partnership conducted monthly partnership meetings with all four partners and 

weekly conference calls, which focused on EE projects. 

 The Partnership completed 16 major EE projects.

 The Partnership also identified an additional 17 projects expected to be completed in

2013.

 The Partnership continued work in supporting the member cities to: Adopt Climate 

Action Plan (CAP), Energy Action Plan (EAP) or adopt EE language into another 

policy document, such as a General Plan, to reduce community greenhouse gas 

emissions with a focus on EE.

 The South Bay ESC continued to promote the Energy Upgrade California program in 

the South Bay region.

 The Partnership conducted multiple educational events monthly throughout the 15 

member cities.

18. South Santa Barbara County Energy Leader Partnership

Program Description

The South Santa Barbara County Energy Efficiency Partnership includes SCE and 

municipal governments within the County of Santa Barbara, including Santa Barbara County and the 

cities of Santa Barbara, Goleta, and Carpinteria. The program generates energy savings through 

identification of municipal EE projects, and also provides education and training and marketing and 

outreach. Cities complete retrofits of their own facilities and conduct community sweeps as well as 

outreach to residential and business communities to increase participation in core programs. The 

partnership acts as a portal for other demand sid management offerings including Low Income, CARE, 

Demand Response, Self-Generation and California Solar Initiative programs. The Partnership provides 

energy information to all market segments, identifies projects for municipal retrofits, and funnels 

customers to existing SCE core EE programs. Additionally, the Partnership includes strategic plan 
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activities, such as climate action planning, code compliance, reach codes and other strategic plan 

initiatives.

Strategies Implemented in 2012

 The Partners continue to meet monthly to effectively share information about the 

program’s upcoming events and to discuss community needs and program 

implementation.

 The Partnership completed several retrofit projects.

 The Partnership identified and scoped numerous EE opportunities with the city of 

Santa Barbara for well and pumps retrofits; applications were submitted in 2012.

 The Partnership started development of a retrocommissioning protocol.

 The Partnership held coordinated events including the Refrigerator and Freezer pick 

up event and the Earth Day Festival to promote community home EE.

 Continued to partner with the Green Business Santa Barbara County (GBPSBC) 

program, which encourages businesses to implement actions to protect, preserve, and 

improve the environment above and beyond what is required by law. The voluntary 

certification program offers assistance and incentives– connecting dozens of regional 

businesses with utility rebates and programs, such as the Business Direct Install 

program. The partners identified potential energy auditors through SCE, which are 

required for businesses. 

 Coordinated and organized the South County Energy Summit at UCSB 

19. Ventura County Energy Leader Partnership

Program Description

The Ventura County Regional Energy Alliance (VCREA), in partnership with the SCG 

and SCE builds on progress to date towards implementing a targeted Public Sector Program of energy 

savings for public agencies throughout the Ventura County region. VCREA supports efforts for nine 

cities (Camarillo, Fillmore, Moorpark, Ojai, Oxnard, Port Hueneme, Santa Paula, Thousand Oaks, and 

Ventura) and the county of Ventura to engage in the Energy Leader Model program and utilizes the 
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strengths of the VCREA and its utility partners to jointly assist public agencies in leading their 

communities to greater participation in EE programs.

Strategies Implemented in 2012

 SCE, SCG and Ventura Partners continue to meet monthly to discuss initial contract 

formats, Energy Leader program goals, milestones for marketing, training, and EE

projects.

 The nine cities and county achieved an energy savings of nearly 2 million kWh in 

2012.

 Technical audits were provided by Partnership technical assistance funds, which 

resulted in a significant pipeline built for the remaining program cycle.

 Continued to provide support for Title 24 documentation training for plans examiners 

and building inspectors. The County of Ventura’s Building and Safety Division 

helped host this regional session, and shared the opportunity with all of the cities in 

the region. VCREA continues to provide a Title 24 Energy Code Updated for City of 

Ventura, Thousand Oaks, and Moorpark Building and Safety Division staff at the 

request of the cities to allow more direct understanding of the new energy codes and 

lends support to growing local capacity.

 Continued compiling relevant documents from partnership cities/county to create the 

basis for their Energy Action Plans and in support of the partnerships Strategic Plan 

goals.

 The Partnership has been involved with the development of the Whole House/Energy 

Upgrade California program in order to provide updates to their region. 

 The Partnership continues to distribute a bi-monthly training schedule, the 

partnership newsletters, training seminar information and utility brochures throughout 

the county in conjunction with its kiosk program, the chambers of commerce 

memberships and public agencies. At present, VCREA has eight kiosks located 
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throughout the region; is a member of nine Chambers of Commerce and has provided 

information to the County of Ventura as well as all nine cities in the county. 

 Promotes website to increase visibility, connection to EE information and links to 

other agencies and organizations. 

20. Local Government Strategic Planning Pilot Program (Solicitation)

Program Description

The Local Government Strategic Planning Pilots (Solicitation) is designed to provide 

increased funding and support for city, county, and regional governments to pilot activities that directly 

support the LGP Strategic Plan goals and strategies. These pilot programs are a result of a solicitation 

process whereby local governments were solicited to propose activities above and beyond normal 

partnership work that would directly align with the California Long Term Energy efficiency Strategic 

Plan.

Strategies Implemented in 2012

 Final negotiations culminated with the execution of 22 Phase 1 and eight (8) Phase 2 

pilot contracts. Three (3) contracts were executed in 2012. 

 In 2012, through the LGP Strategic Planning Pilot Program, local governments 

adopted two reach codes and three green building programs, completed five 

educational programs for city officials, adopted 17 benchmarking and five retrocommissioning policies for municipal facilities, completed eight Energy Action Plans 

or EE-chapters of Climate Action Plans and five energy savings analyses for GHG 

inventories, and adopted one revolving EE fund. 

Energy Efficiency Chapters in Climate Action Plans or Energy Action Plans

 Fifty nine local governments are producing the EE chapter of their Municipal Climate 

Action Plans or Energy Action Plans (3.2.1) while 25 are developing Energy chapters 

of a Community CAP or EAP (4.1.1). The action plans will define goals and actions 

to increase EE for municipal facilities and/or the community.
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Utility Manager System and Benchmarking Policies and Procedures

 LGs are taking steps to better understand how they use energy and how their energy 

use compares with other similar facilities. Seventy nine LGs are pursuing the 

installation of utility manager systems that collect, organize and help analyze energy 

use data for the local government, while 24 LGs are establishing Benchmarking 

Policies and Procedures to ensure the energy use at their facilities is being analyzed 

systematically. 

Codes and Standards

 22 LGs are developing Reach Codes and/or Green Building Codes that increase EE

and green building practices in their communities. 

 Over 30 LGs are seeking to improve code compliance by receiving training on how to 

enforce energy codes more effectively.

21. Western Riverside Energy Leader Partnership

Program Description

The Western Riverside Energy Leader Partnership (WRELP) program delivers energy 

savings by implementing EE measure to municipal facilities. The Partnership offers marketing 

education and outreach to local governments and their communities, coordinates with core utility EE

and demand response programs as well as Strategic Planning assistance provide to participating cities.

WRELP covers an area of over 2,100 square miles in one of the fastest growing areas in 

the United States. Western Riverside County is a large geographical area in Southern California, 

generally located east of Orange County, south of San Bernardino County, and north of San Diego 

County. 

Strategies Implemented in 2012

Administrative Successes

 SCE monthly and quarterly meetings to discuss Energy Leader program goals, 

milestones for marketing, training, and EE projects.
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 The 9 Cities out of total 11 participating Cities have achieved Silver Tier Status in 

Energy Leader Model.

 The cities of of Temecula, Canyon Lake, and Norco completed EE projects in their 

municipal facilities.

 The Partnership continued to identify potential projects by reviewing the investment 

grade audits for each participating city and looking into a financing option.

 The Partnership coordinated an outreach campaign for Home Energy Efficiency 

Survey Program which resulted in higher participation rate. 

 The Partnership continues to promote SCE’s Demand Response Program and 

encourages participation to partner cities.

 The Partnership conducted numerous community events at various cities and included 

SCE’s MEU.

 The Partnership hosted a Benchmarking Workshop to develop the Benchmarking 

Policies and Procedures.

 The Partnership leveraged bill insert for promoting Demand Response Key Messages 

to the communities.

22. City Of Adelanto Partnership Energy Leader Partnership

Program Description

The City of Adelanto Energy Leader Partnership is a partnership between the Southern 

California Edison (SCE) and the City of Adelanto. This partnership set EE goals and generates

measurable, verifiable energy savings through identification of specific EE projects and also conducts 

community outreach activities. Projects are referred to SCE’s core programs and can be residential or 

non-residential, including: small, commercial and industrial businesses, municipal and other 

governmental agencies, and non-profit organizations. Low income and demand response program

referrals will also be included. The program offers customized incentives for municipal projects; and 

conducts EE training and outreach events to drive participation in the core programs. 
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Strategies Implemented in 2012

 SCE and the City of Adelanto held monthly meetings to discuss Energy Leader 

program goals, milestones for marketing, training, and EE projects.

 The partnership facilitated installation of plug load sensors into various city facilities. 

Furthermore, energy management software, server virtualization and comprehensive 

lighting upgrades were performed at various City facilities.

 The Partnership continues to identify potential projects with water optimization and 

waste water treatment plant’s upgrades.

 The Partnership continues to promote SCE’s Demand Response Programs to the City 

and encourage enhanced participation.

 The cities conducted several community events which emphasized EE through 

brochures and the use of SCE’s MEU. These events included:

 The City sponsored conservation fair

 The City sponsored career fairs.

 High desert home show

23. West Side Energy Leader Parnership

Program Description 

The West Side Energy Leader Partnership Program is a local government partnership 

comprised of the City of Culver City (the “City” or “Partner”) and SCE. Partnership activities focus on 

implementing EE in municipal facilities and promoting EE in the community. The Partnership 

establishes energy savings goals for EE retrofit of city-owned facilities, and identifies, scopes and 

implements EE projects. The Partnership also funds community education, marketing and outreach 

efforts to create awareness and connect residents and businesses with information and opportunities to 

take energy actions. Additionally, the Partnership includes strategic plan activities, such as climate 

action planning, code compliance, and reach codes.
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Strategies Implemented in 2012

 Continued to hold monthly Efficiency Now! Team meetings with City Energy 

Champions and facility-related city staff; Utility Account Representatives and Public 

Affairs Managers; and The Energy Coalition (TEC) staff. The purpose of these Team 

meetings is to further cement new working relationships and maintain a focus on EE

and sustainability which is essential to program success.

 Created process guides to assist the City through Utility programs

 Benchmarked major facilities to identify under-performing facilities

 Continued to promote IDSM audits and Demand Response programs

 Supported City efforts to move up through SCE’s Energy Leader Partnership Model 

and obtain higher incentives to support deeper retrofits

 Identified a strong pipeline of EE projects with a majority of those installation dates 

targeted for 2013

 Based on feedback collected from the City in 2011, the partnership completed 

implementation of the following strategic planning goal in 2012:

 Utilizing LA County’s EEMIS, the City has the ability to properly 

manage energy usage in municipal facilities

 City staff attended HERS Rater Trainings

 Distributed information regarding the following programs: HEES Surveys, Operation 

Light Exchange Events, CSI, and the Appliance Recycling Program. 

 In addition to EE, the partnership supported SCE’s efforts to promote Demand 

Response (DR) to reduce peak demand energy load. These efforts included: 

 Drafting and coordinating the distribution of DR awareness fliers at 

community events 

 Drafting and coordinating the publication of DR information and tips, 

primarily in City newsletters and on City websites 
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 Coordinated a Low-Income Utility Programs presentation to City 

Housing Staff

 Drafted and created original utility-approved content and templates for use by the 

city.

 Partnership produced, designed, and coordinated distribution of branded pamphlets, a 

comprehensive list and description of residential utility EEand demand response 

programs and resources, and other materials promoting EE and demand response.

 Partnership maintained current information on the partner website for use by other 

partner cities and their community members.

 Assisted in the setup for an MEU at various community events.

O. Institutional And Government Energy Efficiency Partnership Program (IGPP)

The Institutional and Government Core Energy Efficiency Partnership Program is an umbrella 

program comprising seven sub-programs and incorporates two distinct program types: Statewide 

Institutional Programs and County Local Government Programs. 

Statewide Institutional programs include partnerships with California Community Colleges 

(CCC), California University Systems (UC/CSU), the California Department of Corrections and 

Rehabilitation (CDCR), and the California State Government (State of California). County Local 

Government programs include partnerships with Riverside, San Bernardino and Los Angeles County 

governments located in SCE territory. 

The mutual program objective is to reduce energy usage through facility and equipment 

improvements, shared best practices, education and training. The IGPP model raises awareness 

regarding energy consumption and efficiency, builds resources and skills, and delivers energy services 

for deep energy savings. To reduce peak demand and create energy savings in existing facilities, the 

IGPP team provides core program coordination to integrate available SCE programs and services and 

works with our Partners’ staff to develop a pool of retrofit, New Construction, and 

RCx(Retrocommissioning)/MBCx (Monitoring Based Commissioning) projects for implementation.
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1. California Community Colleges Energy Efficiency Partnership

Program Description

The California Community Colleges and Investor-Owned Utility (IOU) EE Partnership 

is a statewide coordinated program with the California Community Colleges (CCC) to share EE best 

practices and implement EE projects for immediate and long-term energy savings and peak demand 

reduction. Working directly with the Chancellor’s office, SCE and the other IOU identify EE

opportunities, Retro-Commissioning (RCx), Monitoring-Based Commissioning (MBCx), New 

Construction and Emerging Technologies for implementation at California Community Colleges 

throughout the State of California, with 46 CCC campuses in the SCE service territory.

Strategies Implemented in 2012

Administrative Successes

 Held quarterly Executive Team meetings to discuss overall program status and 

policy issues.

 Held monthly Management Team meetings to discuss program status, project 

tracking and overall program implementation and coordination issues 

 Held regular Outreach Team meetings with representation from all IOUs and 

CCC campuses and vendors. 

 Worked with campuses to enroll projects in the IOU’s On Bill Financing 

programs.

 Worked with each IOU’s Savings By Design representatives to further integrate 

the new construction element into existing program management processes and 

identified eligible projects.

 Actively tracked project savings data in online tracking tool, and continued to 

create regular reports to show overall status of program or forecasts relative to 

goals.
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 Continued with bi-weekly project status meetings with representation from IOUs 

to document implementation progress, identify and resolve issues, and drive 

project completion.

 Held follow-up meetings at campuses to discuss long-term energy goals and 

develop a series of projects to achieve these goals.

 Supported the CCC with the implementation and roll out of the Sustainability 

Template, and participated in conferences with campuses to integrate the 

Template into EE decisions.

Retrofit/Projects

 Worked with Management Team to develop a streamlined MBCx process that 

was more likely to be successfully implemented in the community college 

environment.

 Completed 51 retrofit, new construction, and MBCx projects at multiple CCC 

campuses such as College of the Sequoias, Barstow, Chaffey, Mount San 

Antonio, Long Beach, and others.

Education and Outreach

 Evaluation of emerging project technologies (possible new measures) for 

implementation in the Community College market.

 Participated in CCC conferences such as Green Technology Summit to provide 

outreach to campuses and facilities staff. Presented RCx initiatives and pilot 

information at the Green Technology Summit in Pasadena. 

 Used IOU Energy Resource Centers to conduct training for CCC staff and EE

vendor.

 Campus meetings with Facilities and O&M staff to review project opportunities 

and manage project development efforts both on site at the colleges and while 

participating in the Facilities Task Force. 
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 Continued successful “Developing Energy Efficiency Professionals: DEEP” 

program to advance EE curriculum and develop future energy leaders.

 An EE/DR integrated audit was completed for Mt. Sac College and results 

presented to the campus in 2012. Technical Assistance/Technical Incentive 

applications were submitted for the recommended measures and will follow up 

with the campus in 2013 on implementation strategies to realize full EE/DR 

potential.

2. California Department Of Corrections And Rehabilitation Energy Efficiency 

Partnership (CDCR)

Program Description

The CDCR Partnership is a Statewide program designed to achieve immediate and longterm peak energy demand savings and establish a permanent framework for sustainable, comprehensive 

energy management programs at CDCR institutions served by the IOUs. Through a statewide 

coordination, the four IOUs work with the Energy, Sustainability and Infrastructure Section under the 

Facility Planning, Construction and Management (FPCM) Division of CDCR and their contracted 

ESCOs to ensure implementation of projects that maximize energy savings opportunities in a cost 

effective manner. Complementing this are education and outreach efforts to prison facilities operations 

and maintenance staff to adopt best EE and demand response practices and support CDCR’s pursuit of 

all types of financing to fund a robust pipeline of projects with deep energy savings.

Strategies Implemented in 2012

Administrative Successes

 Met every three weeks with the respective Institutional Partnership teams and 

stakeholders (internal and external) to discuss project opportunities, legislative 

issues related to EE and demand response issues. In addition to regularly 

scheduled team meetings, prison site outreach and audits are performed to identify 

additional opportunities to integrate EE strategies. 
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 The IOUs successfully negotiated the On-Bill Financing Program terms and 

conditions that were accepted by CDCR. This is an important milestone for the 

partnership as it opens up additional funding opportunities for larger projects with 

deep energy savings that were not possible before.

Retrofit/Projects

 Completed the North Kern State Prison interior and exterior lighting project using 

rollover incentives from prior projects. This supports CDCR’s continued effort to 

re-invest incentives and turn it into more EE opportunities.

 Continue to work with CDCR to develop more EE projects to add to the current 

pipeline to ensure long term sustainability of CDCR’s effort to reduce their 

energy use by conducting site audits to help identify opportunities and issues RFP 

to CDCR’s ESCO pool to develop project proposals.

Education and Outreach

 Additional new construction workshops were conducted to educate project 

directors on the CDCR/IOU new construction incentives process.

3. County Of Los Angeles Energy Efficiency Partnership

Program Description

The County of Los Angeles Partnership supports the energy reduction and environmental 

initiatives described in the Los Angeles County Energy and Environmental Plan, adopted in 2008, and 

the objectives of the California Long Term Energy Efficiency Strategic Plan. EE projects are focused on 

County owned, Municipal buildings, and consisted of lighting, HVAC, Retro-Commissioning, and 

Savings-By-Design new construction projects at each of the 38 County departments served by Energy 

Management (County Internal Services Department). Additional efforts with the County Office of 

Sustainability include program support and coordination for Energy Upgrade California, and Strategic 

Plan Solicitation activities that expand the County’s Enterprise Energy Management Information 

System, allowing LA County to receive participating City data for analysis to help the city to better 

manage their energy usage and support the identification of EE opportunities.
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Strategies Implemented in 2012

Administrative Successes

 Collaborated with LA County Internal Services Department (ISD) to capitalize on 

EE opportunities by working with representatives from the 38 County 

Departments served by ISD for energy management services. The Partnership 

team met with the Department of Public Works Senior Management team and 

developed a strong relationship with them. The team worked on strategies to 

develop energy savings opportunities and strategic implementation forecasts.

 Developed Geographic Information System (GIS) data tool which compiled 

energy usage, heat index and census data for the County to use in support of their 

activities with Energy Upgrade California and REN activities. 

Municipal Retrofits:

 Completed multiple EE and Retro-Commissioning projects in 2012.

Strategic Planning Support

 Worked with the County to continue the efforts started in 2011 for the Strategic 

Plan 5.6 Solicitation efforts. Two efforts were approved, one was to expand LA 

County Enterprise Energy Management Information System (EEMIS) to other 

local governments, and supported SoCalRec with development of Guidebooks 

and Case Studies to disseminate information to local governments to enhance 

knowledge and provide reference materials in support of EE activities (e.g. 

Financing, Program Management)

Core Program Coordination

 LA County Partnership is working very closely with the SCE Residential 

Programs and the County Office of Sustainability to continue the Energy Upgrade 

California program for the statewide coordinated efforts, and those of the County. 

Contractor training seminars were held throughout various cities within the 

County to promote this program. 
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Education and Outreach

 Made presentations at the county’s energy users group sessions which had 

representatives from all 38 county departments to increase participation in 

partnership activities and to look for EE projects with deeper savings 

opportunities..

4. County Of Riverside Energy Efficiency Partnership

Program Description

The County of Riverside Partnership is a collaboration with the Riverside County 

Economic and Development Agency and other County organizations, such as the Sheriff’s Department, 

County Libraries and the Riverside Regional Medical Center, in efforts to build an infrastructure that 

will deliver cost-effective EE projects, and provides comprehensive outreach and EE education element 

to the personnel of County departments and agencies. The County is leading by example by being one of 

the first to establish a revolving EE loan fund as a mechanism to turn EE incentives into additional 

project opportunities. The Partnership has also worked to expand program offering by looking into 

innovative approaches to implement Persistence Monitoring- Based Commissioning.

Strategies Implemented in 2012

Administrative Successes

 The County was able to provide seed funding into the Energy Revolving Loan 

fund that was established in 2011 from emergency repair surplus. Additional 

funding EE incentives are being deposited into the account as well. This 

mechanism is the County’s primary funding source for EE retrofit and retrocommissioning projects. This enables the County to find ways to have a 

sustainable EE plan considering its continued fiscal challenges.

 The Riverside County Regional Center Facilities Director issued a directive to 

implement identified EE projects with a payback period of one year or less. As a 

result, the hospital is undergoing a lighting retrofit using SCE’s recommendation 

of lower wattage lamps. The demonstration of the energy savings and financial 
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benefit from the incentives motivated the hospital to look for more opportunities 

to implement EE measures and best practices.

Municipal Retrofits

 Successfully completed the Riverside County Regional Center lighting retrofit 

project for the hospital wings A and B. The County is working with SCE to audit 

the rest of the hospital and to complete the retrofit effort.

 Additional plug load occupancy sensors are performed in libraries, sheriff’s 

facility and the Riverside County Regional Medical Center.

 Project approval was received to implement monitor-based commissioning 

projects at the Southwest Justice county facility using funds from the energy 

revolving loan fund.

 Two additional monitoring-based commissioning projects are being developed for 

County approval.

 An audit of the Riverside Regional Medical Center was authorized by the County 

in order to identify more EE opportunities in addition to the existing lighting 

projects.

Strategic Planning Support

 The County added a menu item to implement their EnergyCAP system to help 

capture and consolidate all county facility usage and billing. This menu item was 

completed and the county will start ranking the facilities to help identify sites with 

greatest energy usage. From this ranking system, facilities with high usage will 

be evaluated for energy savings potential.

Core Program Coordination

 Continued to integrate the Savings by Design program into the Partnership 

umbrella. Several new construction projects are completed and claimed in 2012.
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Education and Outreach

 Met with County project managers in one-on-one meetings to discuss project 

opportunities and made presentations at two county steering team meetings.

 Outreach to special districts was planned for 2013. These special districts are 

under County jurisdiction but have their own operating budgets.

5. County Of San Bernardino Energy Efficiency Partnership

Program Description

The County of San Bernardino Partnership is a collaborative effort with the County’s 

Architectural and Engineering Department and other internal organizations to build an infrastructure that 

will effectively deliver cost-effective EE projects and to provide comprehensive outreach and education 

to facility managers. The program team works closely with nine different departments within the 

County to learn their needs and develop strategies to address EE and demand response concerns for each 

department.

Strategies Implemented in 2012

Administrative Successes

 Held monthly Management Team meetings to discuss program status, project 

tracking and overall program implementation and coordination issues 

 Held regular Outreach Team meetings with project managers from various 

County departments to identify opportunities and provide information available 

SCE resources and other core program offerings. 

 Utilized technical support to get better understand the operations of County 

facilities and worked with County Facility Management division to develop 

strategies to operate their buildings more efficiently. Identified simple EE 

measures such as parking lot lamps that can be easily implemented across all 

departments. The County continued to evaluate their needs to reduce their 

operating costs.
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 Met with Project team to discuss project status and reviewed EE opportunities 

with other departments such as Facilities Management, Special District, Sheriff, 

IT, Library, and Fire.

 Met quarterly with County’s PMs to get project update and assisted them in 

identifying EE opportunities.

Municipal Retrofits

 Completed lighting projects at 10 fire stations and Superintendent of Schools 

Installed 3,300 units of plug load occupancy sensors for the County 

 Completed new construction projects at Transitional Age Youth (TAY) Center 

and Joshua Tree Government Center. 

 Audited West Valley Detention Center which led to HVAC upgrades. The 

County planned to retrofit this project in 2013.

Strategic Planning Support

 Assisted the County of San Bernardino on the implementation of utility manager 

for strategic planning initiative.

Core Program Coordination

 Continued to integrate the Savings by Design program and where applicable, 

demand response opportunities into the Partnership umbrella.

Education and Outreach 

 Educated the County of San Bernardino project managers and staff on the 

importance and value of EE. This motivated the county’s staff to look for 

opportunities to reduce their operating costs by implementing EE projects and 

conservation practices.

6. State Of California Energy Efficiency Partnership

Program Description

The State of California/IOU Partnership is a Statewide program designed to achieve 

immediate and long-term peak energy demand savings and establish a permanent framework for 
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sustainable, comprehensive energy management programs at state facilities served by California’s four 

large IOUs. This is accomplished by collaborating with the Department of General Services in 

establishing and ESCO pool to help facilitate implementation of EE projects. In addition, the revival of 

the Department of Finance Energy $Mart program will provide financing for project opportunities. This 

level of engagement and establishment of infrastructure are important successes in achieving immediate 

results along with long term sustainability.

Strategies Implemented in 2012

Administrative Successes

 The IOUs supported the Department of General Services in their energy services 

company (ESCO) pool procurement by advising them on EE program 

opportunities and guidelines that they need to incorporate into the solicitation.

 The Department of General Services is creating an ESCO pool in preparation for 

the re-opening of the Energy $Mart loan program. This ESCO pool will be used 

to implement EE projects. The Energy $Mart re-opened to help fund energy 

projects. This is significant as there is a renewed effort to reduce energy purchase 

from the Governor’s Order.

 The IOUs successfully negotiated the On-Bill Financing for future program 

opportunities. The Governor’s Office of Planning and Resources championed the 

efforts along with the IOUs in order to increase project adoption from state 

agencies by making another option available to fund EE projects.

 Plans to further engage the Administrative Office of the Courts (AOC) to tap into 

county courthouses that have been transitioned to the state. The courthouses have 

great potential for retro-commissioning or monitor-based commissioning. The 

Department of Finance’s acceptance of the On-Bill Financing program offering 

should provide additional source for financing retrofit projects. The AOC is 

interested in reviewing the new negotiated language.
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Retrofit/Projects

 Identified two large lighting and HVAC retrofit projects at the Department of 

Developmental Services sites at Fairview and Porterville.

 Retrofit project at the Department of Water Resources at Pyramid Lake.

 Numerous lighting retrofit projects for the California State Teacher’s Retirement 

Services facilities.

 Future plans to expand partnership reach by working closely with the Department 

of General Services to implement projects at the Department of Motor Vehicles, 

California Highway Patrol, Department of Parks and Recreation, Department of 

Food and Agriculture and Department of Fish and Game.

Education and Outreach

 The IOUs are planning on hosting a training class for the Department of General 

Services’ ESCO pool. The training class is to educate ESCOs on IOU’s EE

calculation methodologies and incentive program participation to maximize 

benefit for the state.

 The partnership team will be reaching out to the Department of General Services’ 

Sustainability Task Force and the Sustainable Building Working Group to support 

the Governor’s Executive Order by offering outreach and education support to the 

agencies and to ensure there is a sustainable effort behind the State of California’s 

effort.

7. UC/CSU Partnership Energy Efficiency Partnership

Program Description

The University of California (UC), California State University (CSU), and InvestorOwned Utility (IOU) Energy Efficiency Partnership is a unique, statewide EE program achieving costeffective immediate and persistent peak energy and demand savings. Moreover, it establishes a 

permanent framework for a sustainable, long-term, comprehensive energy management program at the 

thirty three (33) UC and CSU campuses served by California's four large IOUs (PG&E, SDG&E, SCE 
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and SoCalGas). The program employs four key strategies to meet its goals: EE retrofits, monitoring 

based commissioning (MBCx), emerging technology demonstrations, and training and education. This 

multifaceted approach delivers comprehensive savings, fulfills key elements in UC and CSU 

sustainability policies, and contributes to California’s national leadership in EE and climate change.

Strategies Implemented in 2012

Administrative Successes

 Continued to hold Partnership Management Team meetings every three weeks to 

conduct the business of the Partnership at the management level.

 Held quarterly Executive Team meeting to discuss overall program status and 

policy issues.

 Continued planning for the 2013-14 Partnership cycle, with a focus on 2012 goal 

achievement. 

 Meet with individual UC and CSU campuses to investigate opportunities that 

could be developed into projects for 2013-2014 implementations.

 Worked with campuses to enroll projects in the IOU’s On Bill Financing 

programs.

 Worked with each IOU’s Savings By Design representatives to further integrate 

the new construction element into existing program management processes.

Retrofit/Projects

 Continued work to UC and CSU to develop a comprehensive pool of EE projects 

and integrated new construction projects into Partnership programs by identifying 

eligible projects and working with individual campus architects and designers to 

help facilitate the application and approval processes.

 Continued to implement an enhanced project tracking and scheduling approach 

giving campuses more direct control and responsibility for project tracking.
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Education and Outreach 

Continue to maintain “Stakeholder Communications” page to public website with up-todate program documentation (“Program Information Package”) and announcements area.

 UC/CSU Joint Energy Managers meeting held as part of the Higher Education 

Sustainability Conference.

 Worked with Campus auxiliaries (housing, dining, etc.) and Medical Centers to 

educate on Partnership processes and incentive opportunities.

 Offered food service facility audits to all campuses.

 Held LEED Existing Building Operations & Maintenance courses at UC 

campuses.

 Held C.E.M certification courses for campus facility and staff members 

 Continued planning for an educational seminar on the benefits of EE investments 

and demonstration of successful technologies for campus chancellors and other 

executive decision makers.

 Held workshops on Deep Energy Efficiency Strategies at UC Irvine and UC 

Davis.

P. Third Party Programs

1. Efficient Affordable Housing

Program Description

SCE's request to cancel this program was approved in Resolution E-4474.

2. Comprehensive Manufactured Home Program

Program Description

The Comprehensive Manufactured Homes (CMHP) Program is a direct install program 

designed to provide a comprehensive EE program to mobile home customers in collaboration with local 

communities to maximize service to the citizens of their cities and towns. The program is implemented 

in coordination with SoCalGas. The program provides installation of energy efficient products in the 

mobile home dwellings and common areas of mobile home parks at no charge to the customer. 
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The target customers for this program are mobile homes and mobile home parks that are 

difficult to reach by other EE programs. These mobile home customers are typically of moderate or 

fixed income, elderly, retired, and disabled individuals. The program is designed to enhance the EE

knowledge and program participation within this market segment.

Strategies Implemented in 2012

 Successfully leveraged SCE Local Government Partnerships to promote the 

program resulting in high customer participation levels.

 Added new HVAC Quality Maintenance and Brushless Fan Motor measures to 

the program. As a result, program comprehensiveness was improved. 

3. Comprehensive Home Performance 

Program Description

The Comprehensive Home Performance Program (CHPP) is a new addition to the 2010-

2012 residential EE portfolio. The program delivers comprehensive improvement packages tailored to 

the needs of each existing home and its owner.

The program solicits, screens, and trains qualified residential repair, renovation and 

HVAC contractors so it can assemble a capable contracting team to perform whole-house diagnostics, 

develop a comprehensive improvement package, complete the recommended improvements, and verify 

and report overall results. The program also includes marketing activities to help educate customers to 

motivate homeowners toward deeper energy savings. Incentives are available to offset the homeowners 

cost for home performance improvements. The whole house approach will be promoted through the 

statewide Prescriptive Whole House Retrofit Program in close coordination with CHPP.

Strategies Implemented in 2012

 Held Participation Workshops to recruit new contractors into the programand 

conducted Basic and Advanced trainings to educate contractors about the “whole 

house” approach. 

 Conducted targeted marketing (bill on-serts, e-mail blast) to reach out to 

customers who would most likely participate in the program while leveraging the 
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mass marketing implemented by American Recovery Reinvestment Act (ARRA) 

awardees, including the Energy Upgrade California website and media campaign 

(radio, television, billboard, etc).

 Implemented a variance policy to reduce processing times for projects whose test 

values are within the acceptable variance range.

 Implemented witness Quality Control pilot.

 Released version 2 of EnergyPro handbook to all participating contractors.

 Implemented the Emergency Equipment Replacement policy in the program

 Implemented the sampling rates for contractors who meet the minimum eligibility 

criteria.

 Launched program database system to streamline projects submittal process.

 Collaborated with LA County.

4. Community Language Efficiency Outreach

Program Description

The Community Language Energy Outreach (CLEO) Program is a continuation of the 

existing CLEO Program. In accordance with goals of the Strategic Plan, the CLEO Program will 

support the Home Energy Efficiency Survey (HEES), whole-house energy solutions and other EE

programs. The CLEO Program is used particularly to reach out to customers in multiple languages 

through seminars and community booths and offers EE education and training. The CLEO program 

markets EE programs using local ethnic media, business organizations and community events. The 

intent of the program’s marketing efforts is to increase EE interest and awareness in hard-to-reach 

customer segments. The program also features an in-language outreach pilot targeting small business 

customers.

Strategies Implemented in 2012

 Hosted over 30 seminars and 40 booths in local communities within SCE’s 

territory

 Placed 104 radio ads and 28 newspaper ads using ethnic media agencies
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 Collected close to 2,500 completed 5-Minute Home Energy Efficiency Surveys 

from various seminars and community booths

 Created a Green City Partnership with 3 cities in SCE’s territory; Chino, 

Rosemead and South El Monte.

 Reached over 9,000 customers through seminars, community booths and various 

outreach events

5. Cool Planet

Program Description

The Cool Planet program is an education, marketing, and outreach program geared 

towards SCE business customers, implemented by SCE and The Climate Registry (Registry). The 

program’s main objective is to promote EE as the most immediate and cost-effective means to reduce 

greenhouse gas emissions, and to help SCE, and the state of California, meet its EE goals by adding 

climate change mitigation to the marketing tool kit, which has traditionally focused on saving energy, 

saving money.

The program incentivizes and rewards business customers who participate in EE 

programs with an energy and carbon management benefits package, which includes Registry 

membership (to help measure and manage GHG emissions), a publicity campaign to communicate 

environmental leadership and share successes with the public, and a Climate Efficient certificate. The 

assistance provided to help customers complete a high quality GHG inventory captures those energy and 

carbon reductions already made and further identifies new inefficiencies found within a customer’s 

complete, operational GHG profile. 

The Registry is a non-profit organization which represents California’s (and most North 

America’s) official voluntary GHG Registry. The Registry assists its member organizations with 

measuring an accurate, comprehensive GHG inventory, offering technical help to do so, GHG 

accounting software, a best practices database, and a recognition program for members who set carbon 

reduction goals and achieve those targets. 
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Strategies Implemented in 2012

 Continued 2011 strategies (listed below) in addition to some new.

 Recognized Cool Planet award program winners in Q4.

 Internal Awareness Campaign – Cool Planet (CP) continues to educate staff and 

SCE customers on climate policies and mitigation strategies and best practices 

through presentations, distributed collateral, and monthly news alerts. CP 

continues to include SCE’s Local Government Partnerships. Local Governments 

who attained Gold/Silver/Platinum status were awarded the benefits of the CP.

 The Marketing Collateral – CP program updated website materials and continued 

Cool Planet Awards which worksg with trade groups and associations, to 

presents quarterly awards to customers in specific segments (chemical), who 

demonstrate leadership in carbon management.

6. Healthcare EE Program 

Program Description

The Healthcare Energy Efficiency Program (HEEP) addresses the complex issue of this 

industry’s hesitancy to adopt EE behaviors, initiate facility upgrades, and achieve significant energy 

savings cost-effectively. HEEP is a retrofit program that provides comprehensive EE services and 

establishes a permanent framework for a sustainable, long-term, comprehensive energy management 

program at healthcare facilities served by SCE. 

Strategies Implemented in 2012

 Engaged key SCE Business Customer Division Account managers to identify data 

center customers in SCE territory. 

 Engaged industry professionals, contractors, and other local industry trade groups and 

contacts in other WES managed healthcare programs in other utility service 

territories. 

7. Livestock Industry Resource Advantage

SCE's request to cancel this program was approved in Resolution E-4474.
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8. Comprehensive Beverage Manufacturing And Resource Efficiency

Program Description

The Comprehensive Beverage Manufacturing and Resource Efficiency Program is a new 

turnkey program for the 2010-2012 program cycle. It will deliver electric energy savings and demand 

reduction opportunities for the beverage manufacturing industry throughout SCE’s service territory. 

The program will offer facility audits and incentives for the installation of EE measures that address 

major electric end-uses in beverage manufacturing facilities. Each beverage manufacturing facility is 

examined to deliver electricity savings and provides the customer with step by-step assistance through 

the program process. The program includes a comprehensive approach including both low-cost 

improvements and capital investments to systems at beverage manufacturing facilities.

Strategies Implemented in 2012

 Continued to reach out to targeted trade associations, industry functions and 

conferences that serve the local manufacturers.

 Continued implementing actions from six-sigma kaizan work session, improving 

project processes.

 Established strong relationship with Coca-Cola in Downey, which resulted in 

successful projects in Northern California.

9. Solid Waste Energy Efficiency Program

SCE's request to cancel this program was approved in Resolution E-4474.

10. Data Center Energy Efficiency

Program Description

The Data Center Energy Efficiency Program (DCEEP) addresses the complex issues of 

this industry’s hesitancy to adopt EE behaviors and initiate facility upgrades, and achieve significant 

energy savings cost-effectively. DCEEP is a comprehensive retrofit program targeting small, medium, 

and large data center and IT related facilities. The Program provides an integrated approach by 

delivering EE upgrades to IT equipment, optimizing cooling related systems, and finding opportunities 

for Demand Response (DR) within the data center sector. 
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Strategies Implemented in 2012

 DCEEP engaged with key SCE Business Customer Division Account managers to 

identify data center customers in SCE territory. 

 DCEEP provided a wide range of support services to data centers including energy 

audits, engineering analysis, project implementation consulting, financial incentives, 

and coordination of other demand reduction activities (with SCE) to comprehensively 

address the needs of the targeted data center facilities.

 DCEEP was highly involved in local industry data center trade groups and leveraged 

industry contacts with data centers in other utility service territories who also operate 

data centers in SCE’s service territory.

11. Data Center Optimization

SCE's request to cancel this program was approved in Resolution E-4474.

12. Lodging EE Program

Program Description

The Lodging Energy Efficiency Program (LEEP) is a comprehensive EE retrofit program 

that delivers multi-measure retrofits and Retro-commissioning (RCx) to small, medium, and large 

lodging facilities. The Program provides an integrated approach to EE specifically tailored to the hotel 

and motel market segment as well as spas and resorts within the SCE service territory. 

Strategies Implemented in 2012

 Engaged with key SCE Business Customer Division Account managers to identify 

data center customers in SCE territory. 

 Engaged industry professionals through local industry groups and contacts in other 

WES managed lodging programs in other utility service territories. 

13. Food & Kindred Products

Program Description

The Food & Kindred Products program plans to deliver energy savings and demand 

reduction by offering facility audits, design and technical assistance, and incentives for the installation 
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of EE measures to qualifying customers served by SCE. The program targets facility owners in the food 

& kindred products industry, ranging from small food companies to large food companies. The 

customers represent a broad spectrum of food producers, from bread and breakfast cereals to starch and 

sugar producers. 

Strategies Implemented in 2012

 Participated in trade shows such as Ag Tech, Con Edison Summit, and Young 

Professional Engineers. 

 Increased goals due to higher levels of participation. 

14. Primary And Fabricated Metals

Program Description

The Primary and Fabricated Metals Program plans to deliver energy savings and demand 

reduction by offering facility audits, design and technical assistance, and incentives for the installation 

of EE measures to qualifying customers served by SCE. Target customers for the program include 

facilities in the primary and fabricated metals industry. There are many facilities in the primary and 

fabricated metals industry in SCE’s service territory.

Strategies Implemented in 2012

 Participated in trade shows such as Ag Tech, Con Edison Summit, and Young 

Professional Engineers.

15. Industrial Gases

Program Description

Customers served through the Industrial Gases program are industrial gas manufacturing 

facilities located throughout SCE’s service territory. Industrial gas is a group of gases that are 

commercially manufactured and sold for uses in other applications. These gases are mainly used in 

industrial processes, such as steelmaking, oil refining, medical applications, fertilizer, and 

semiconductors. They may be both organic and inorganic, are produced by extraction from the air by a 

process of separation or are produced by chemical synthesis, and will take various forms such as 

compressed, liquid, or solid.
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Strategies Implemented in 2012

 Participated in trade shows such as Ag Tech, Con Edison Summit, and Young 

Professional Engineers.

 Reduced goals due to lower levels of participation.

16. Nonmetallic Minerals And Products

Program Description

The Nonmetallic Minerals and Products (NMMP) program provides EE and demand 

reduction services to cement reduction plants, primary cement distribution terminals and large readymix plants throughout SCE’s service territory. Cement plants are part of the classification of 

manufacturers producing non-metallic minerals and products. This also includes bricks, ceramics, glass, 

and glass products. 

Strategies Implemented in 2012

 Outreach continued with presentations to trade groups, industry functions, and 

conferences serving local manufacturers.

17. Comprehensive Chemical Products

Program Description

The Comprehensive Chemical Products Program delivers reliable electric energy savings 

and demand reduction for the chemical and allied products and transportation equipment manufacturing 

industries throughout SCE’s service territory. The Program will oversee all program activities from 

marketing and recruitment to installation verification of EE measures and incentive/rebate payment 

documentation. The program will coordinate efforts of industrial end-users, vendors, trade associations 

and utility personnel to overcome market barriers and maximize savings; and apply a comprehensive 

approach that optimizes energy savings and peak demand reduction, while helping customers identify 

opportunities for demand response, reduced air pollutant and greenhouse gas emission, efficient water 

use, and distributed renewable generation.
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Strategies Implemented in 2012

 Continued to reach out to targeted trade Associations, industry functions, and 

conferences that serve the local manufacturers.

 Continued implementing actions from six-sigma kaizan work session, improving 

project processes.

 Added Demand Response to the portfolio of savings, which realized 230 KW of 

savings in 2012. 

18. Chemical Products Efficiency Program 

Program Description

The Chemical Products Efficiency Program (CPEP) helps industrial chemical production 

customers achieve long-term, cost-effective electrical energy savings by promoting comprehensive 

retrofits and new construction projects for all industrial processes and process support systems. The 

program also provides energy audits services to identify EE opportunities within a facility, and provides 

design assistance and financial incentives to customers.

Strategies Implemented in 2012

 Continued to reach out to targeted trade associations, industry functions, and 

conferences that serve the local manufacturers.

 Engaged in conference calls with implementers and reviewers.

 Continued working closely with technology companys ( e.g., compressed air, 

water/wastewater groups), to develop partnerships to support customer project 

needs. 

19. Comprehensive Petroleum Refining

Program Description

The Comprehensive Petroleum Refining program (CPR) targets all the major petroleum 

refineries in SCE’s service territory to produce long-term, cost-effective electrical energy savings. The 

program achieves this goal by implementing a comprehensive set of calculated and deemed approaches 

to address every major electric operation within the oil refining industry.
118

Strategies Implemented in 2012

 Continued to reach out to targeted trade Associations, industry functions, and 

conferences that serve the local manufacturers.

 Continued implementation actions from six-sigma kaizan work session, 

improving project processes.

20. Oil Production

Program Description

The Oil Production (OP) program targets oil production facilities in SCE’s service 

territory with the goal of producing long-term, cost-effective electrical energy savings. The target 

market consists of independent oil producers and their production wells to replace existing motor and 

pumping systems with more efficient systems.

Strategies Implemented in 2012

 Continued reaching out to target trade associations, industry functions, and 

conferences that serve the local manufacturers.

 Continued implementing actions from six-sigma kaizan work session, improving 

project processes.

21. Refinery Energy Efficiency Program

Program Description

The Refinery Energy Efficiency Program (REEP) targets all the major petroleum 

refineries in SCE’s service territory. The purpose of the program is to provide services to achieve longterm, cost-effective electrical energy savings and demand management in the petroleum industry. The 

program will target both new and existing facilities and include comprehensive re-commissioning.

Strategies Implemented in 2012

 Continued outreach consisted of attending trade associations, industry functions, 

and conferences serving local manufacturers.

 Continued ‘relationship-building’ with key refinery personnel which resulted in 

additional opportunities within the refineries.
119

22. Cool Schools

Program Description

The Cool Schools Program is designed to overcome cost constraints and trade-offs that 

would otherwise halt EE upgrades at public schools. In general, public schools considering EE

measures face the dilemma of trading off between consuming a higher proportion of capital budgets on 

energy efficient but more expensive equipment versus using more energy to power less efficient 

equipment that has a smaller purchase price. The Cool Schools Program will target schools that present 

the greatest potential for energy savings resulting from the purchase and installation of highly efficient 

cooling equipment. A key value of the program is the penetration of a difficult hard to reach market 

sector for the installation of EE measures.

Strategies Implemented in 2012

 SCE customer account representatives collaborated with the implementer’s Account 

Managers to discuss potential EE projects among K-12 schools and private colleges. 

The goal was to identify new customer’s EE goals and discuss viable EE measures.

 Trane completed energy audits to present to school and district personnel to increase 

participation of Cool Schools programs.

23. Public Pre-Schools, Elementary Schools And High Schools

Program Description

The Public Pre-schools, Elementary Schools and High Schools Program brings EE

retrofits to public school districts. The program delivers subsidized implementation of low-cost/no-cost 

lighting retrofit measures and performs energy audits to identify all EE and demand response 

opportunities.

Strategies Implemented in 2012

 Continued to build relationships with public districts to create interest in program 

participation. 

 Contracted with additional vendors to implement the program due to increased 

program funding issued in Resolution E-4474.
120

24. Retail Energy Action Program 

Program Description

The Retail Energy Action Program (REAP) is designed to provide services that increase 

EE and demand management in retail facilities. Targeted customers will be owners of retail buildings, 

including tenant-occupied buldings. REAP will delivered through a corrdinated effort with professional 

property managers and real estates companies. 

REAP is a multi-source cooperative approach designed to pinpoint privately owned 

commercial retail buildings for an equipment-incentive-centric plan enabling consultants to introduce 

both EE and demand response measures that have traditionally had a low degree of commercial office 

market penetrationREAP is a complete turnkey program, overseeing all program activities from 

comprehensive energy services to marketing and recruitment to installation, verification of EE and DR 

measures and incentive/rebate payment documentation.

Strategies Implemented in 2012

 Trane continued partnership with Energy Solutions to identify and qualify 

opportunities for Advanced Lighting measures.

 SCE Direct and Indirect sales force and Trane Energy Team leveraged relationships 

to begin marketing SCE EE programs to existing Trane Customers/Building Owners, 

Consulting Engineers and Mechanical Contractors. 

 Conducted presentations to customers on LED technology and advantages of SCE 

Advanced Lighting program.

25. Commercial Utility Building Efficiency 

Program Description

The Commercial Utility Building Efficiency (CUBE) Program is a multi-source 

cooperative approach designed to pinpoint privately owned commercial office buildings for an 

equipment-incentive-centric plan enabling the program to introduce both EE and demand response 

measures that have traditionally had a low degree of commercial office market penetration. The 

program provides comprehensive energy audits and financial projections from in-house engineering 
121

staff, and the internal and external funding sources of the Energy Services Company model to a market 

where lack of capital has traditionally been a significant barrier to the upgrading of capital equipment. 

This allows for extended repayment periods, positive cash flows, and low-to-no net up-front cost. The 

program will provide comprehensive EE services to commercial multi-story, single story office 

buildings on a first-come-first-served basis. The program will provide a complete turnkey program, 

overseeing all program activities from marketing and recruitment to installation, verification of EE and 

DR measures and Incentive/Rebate payment documentation.

Strategies Implemented in 2012

 SCE account representatives and implementers’ account managers collaborated to 

identify customers. 

 SCE account representatives and the implementer leveraged relationships to begin 

marketing SCE’s EE programs to existing implementer customers, owners, 

consulting engineers and mechanical contractors. 

 The implementer partnered with a DR Aggregator to identify and increase DR 

participation. 

 Implementer provided quarterly technical training to SCE account representatives and 

conducted an EE presentation to San Gabriel Valley Cities and other municipalities to 

inform them of program availability and qualifying measures.

 Developed marketing plan for evaporate pre-cooling and marketed to various 

commercial building owners to promote EE.

26. Monitoring-Based Commissioning

Program Description

The Monitoring-Based Commissioning Program (MBCx) is designed to combine 

retrocommissioning and continuous commissioning activities with ongoing, technology-based 

monitoring to ensure persistent savings.

Strategies Implemented in 2012

 Prepared marketing collateral and program agreements to be used in the program.
122

27. Monitoring-Based Persistence Commissioning Program

Program Description

The Monitoring-Based Persistence Commissioning Program (MBPCx) is designed to 

provide marketing, technical assistance, and financial incentives to customers for the implementation of 

traditional retrocommissioning and monitoring-based persistent commissioning measures. It will also 

provide comprehensive energy-efficiency upgrades and retrofits for HVAC and lighting systems that 

result in energy savings. The program will target facilities that have a modern Direct Digital Control 

Building Automation System and that are at least 100,000 square feet.

Strategies Implemented in 2012

 Finalized program agreements and marketing collaterals for use in the program.

 Initiated marketing and outreach to large commercial and institutional facilities.

28. Sustainable Portfolios

SCE's request to cancel this program was approved in Resolution E-4474.

29. Management Affiliates Program

Program Description

The Map Affiliates Program (MAP) provides services to improve the EE of business 

buildings operated by property management companies. The program employs a comprehensive 

approach by promoting retrofits and other demand side management alternatives. MAP also provides 

assistance to cities with specific EE program managment reaquirments, collaborates wth other 

organizations and coordiantes with SCE’s local government partnerships. The MAP Program provides 

the unique opportunity by providing a no-cost, turnkey opportunity for SCE customers to upgrade EE

through the installation of a broad list of SCE determined eligible measures. 

Strategies Implemented in 2012

 Program enrollments were closed due to funding exhausted.

30. Private College Campus Housing

SCE's request to cancel this program was approved in Resolution E-4474.
123

31. Automatic Energy Review For Schools

SCE's request to cancel this program was approved in Resolution E-4474.

32. Sustainable Communities

Program Description

The Sustainable Communities Program (SCP) is a non-resource program that provides 

design/technical assistance, training, and other professional resources to new construction projects. The 

program intervenes to incorporate sustainable/green building practices on large scale master planned 

projects and unique, smaller scale, zero net energy projects. The program offerings are tailored to large 

mixed use projects that may potentially include single and multi-family master-planned communities, 

office campuses, and retail space. As a new pilot program for PY2006-2008, SCP was designed to assist 

the developers of these large projects to achieve energy savings beyond the core new construction 

program requirements and incorporate sustainable building practices beyond EE. Renewed for 2010-

2012, Sustainable Communities is continuing promotion of sustainable development for communityscale projects and places a new emphasis on the goal of pursuing zero net energy.

Strategies Implemented in 2012

 Met target of implementing 12 community projects. 

 Continued to include representatives from SBD and CAHP in projects, as 

appropriate, projecting a smooth transition from the SCP to these resource 

programs.

 Continued to include the creation and refinement of tools to support project 

teams.

33. Energy Efficiency For Entertainment Centers

Program Description

The Energy Efficiency for Entertainment Centers Program brings EE retrofits to movie 

theaters, movie companies, dinner theaters, arcades, bowling alleys, casinos, fitness centers, golf courses 

and country clubs, marinas and skiing facilities. The Program delivers subsidized implementation of 
124

low-cost/no-cost HVAC, lighting, plug load and refrigeration measures and performs energy audits to 

identify all EE and demand response opportunities.

Strategies Implemented in 2012

 Conducted targeted marketing to movie theater, fitness center, country club and 

bowling center customers.

 Implemented new measures, Fitness Center DCV, and revised measures for 

Economizer Repair for 24-Hour Fitness Centers.

 Proposed new measure for SCE, Fan Cycling for Fitness Centers.

34. Private Schools And Colleges Program

Program Description

The Private Schools and Colleges Program brings EE retrofits to private schools and 

private colleges. The Program delivers subsidized implementation of low-cost/no-cost lighting retrofit 

measures and performs energy audits to identify all EE and demand response opportunities.

Strategies Implemented in 2012

 Continued to participate in weekly progress meetings with SCE representatives.

 Revised program measure offering to facilitate more cost effective projects for the 

schools.

 Targeted private educational customers in South Orange County and in climate 

zone 8.

 Contracted with new vendor to implement the program.

 Strengthened partnership with SCE sales representatives to enhance program 

marketing.

35. California Preschools Program

Program Description

California Preschool Energy Efficiency Program (CPEEP) is a unique and innovative 

program that brings EE retrofits to existing preschool facilities as well as new construction and 

remodels. The program’s educational component develops age and language-appropriate curriculum 
125

and information about EE for thousands of preschool children and their families served by the centers. 

CPEEP coordinates activities with SCE’s WE&T Connections Program to ensure that all possible EE

options are used to avoid missed opportunities.

Strategies Implemented in 2012

 Hosted workshops on EE and CPEEP at local conferences.

 Outreached to local Resource and Referral Agencies and LPCs and provided 

brochures to distribute to centers.

 Presented CPEEP information to child care center councils in the SCE territory and 

participated as an exhibitor at conferences targeting center directors.

 Distributed communications about CPEEP to SCE representatives to educate and 

facilitate partnership to increase customer referrals for the Program.

 Maintained web page and link to register online for the program.
126

III.

SECTION 1: ENERGY SAVINGS

Table 1

Footnote 4

Programs and program strategies that were successfully implemented during the past year that 

contributed to the portfolio energy savings results.

In 2012, the following programs and program strategies were successfully implemented during 

the past year, and contributed greatly to the portfolio energy savings results:

Residential Lighting Incentive Program for Basic CFLs 

In 2012, the program surpassed its three-year gross adjusted targets while staying within the 

original budget. The program’s success relied heavily on staying the course that had been so successful 

in 2010-2011. In 2012 additional processing improvements were implemented that increased 

throughput of incentive applications. The program continued to widen the participating retailer base to 

improve inventory control. In-store signage stated: "Don't wait for your old incandescent light bulbs to 

burn out. Install your new CFLs today and save!" The program featured 13 to 15 watt bare spiral CFLs 

 

4 The data shown in this Annual Report is based on SCE’s ex ante savings, adjusted for actual installations, consistent with 

the ex ante values and processes adopted by the CPUC in D.11-07-030.

Table 1:

Electricity and Natural Gas Savings and Demand Reduction

Annual Results Installed Savings [1]

CPUC Goal Adopted 

in D.09-09-047 % of Goal

% of 3-Year 

Portfolio Goal Balance

2012 Energy Savings (GWh) – Annual [2][3] 1,744 1,093 160% 53% - 651

2012 Energy Savings (GWh) – Lifecycle [4] 11,211 -

2012 Natural Gas Savings (MMth) – Annual - -

2012 Natural Gas Savings (MMth) – Annual - -

2012 Peak Demand savings (MW) [2][3] 316 239 132% 44% - 77

[1] Results from activity installed in 2012 only. 

[2] Includes savings associated with Low Income Energy Efficiency and Codes and Standards programs.

[3] Includes savings associated with 2006-2009 program cycle Upstream CFL carryover bulbs per Energy Division Memo of May 16, 2013.

[4] Does not include lifecycle savings associated with Low Income Energy Efficiency and Codes and Standards programs.

[5] In D.11-07-030, the CPUC adopted the final 2010-2012 ex ante assumptions retroactively to January 1, 2010. As a result, installed savings for 2010 and 

2011 have been adjusted.
127

as part of a phase down strategy coinciding with code changes. This approach fit with long-term 

strategic plans envisioned by California regulators and lawmakers. 

Advanced Consumer Lighting Program

In 2012, the program surpassed its three-year adjusted gross kW demand targets. It did this by 

granting manufacturer allocations early and focusing on products that resulted in the most demand 

reduction per dollar spent. Signage on in-store displays featured photos of various specialty bulbs and 

explanations as to their uses. This reinforced the message appearing on the signs that CFLs now come 

in many shapes to fit more sockets. Consumer education of this type helped accelerate product sales by 

increasing choice awareness. The incentive discounts proved most effective because they addressed the 

strong market barrier of high initial price. 

Commercial Deemed Incentives Program

In 2012, the Commercial Deemed Incentive Program made substantial contributions to energy 

savings goals. Program strategies included the “deemification” of measures. Transitioning to a 

paperless payment process also contributed to the program success. The program continued expanding 

outreach to trade professionals with dedicated resources. All strategies contributed to increased 

participation and helped exceed the goals.

Commecial Customized Deemed Incentive

In 2012, the Commercial Customized Incentive Program focused on efforts to improve the 

process as the means to achieve it’s goals. Despite some continuing challenges that reduced claimable 

energy savings, goals were met. Some strategies included streamlining application processing. 

Transitioning to a paperless payment process also contributed to the program success. The program also 

benefitted from the continued expanding outreach to trade professionals with dedicated resources. 

These strategies contributed to meeting program goals.

Commercial Direct Install Program 

In 2012, the program achieved significant energy savings and made a substantial contribution to 

the portfolio’s total energy savings by retrofitting nearly 10,000 small business customers customers. 

Commercial Direct Install continued with the implementation of the collaborative outreach effort with 
128

Business Customer Division (BCD), Customer Experience Management (CEM), Local Public Affairs 

(LPA), and Partnerships to maximize program awareness and to stimulate greater participation. This 

collaborative effort continues to be a significant element in the success of the program with its energy 

walks, direct mailers, banners, public service announcements, and a telemarketing effort. The program’s 

marketing plan also included providing language appropriate letters, brochures and flyers where 

applicable.

Programs that were ultimately dropped from the portfolio program during the past year and why.

On September 12, 2011 SCE submitted Advice Letter 2627-E seeking approval for the 

cancellation of seven 2010-2012 EE programs and fundshifting approval for required portfolio 

reblanacing. The purpose of these program cancellations and related fundshifts was to rebalance the 

2010-2012 EE portfolio, taking into account: (1) reduced energy savings resulting from adoption of 

modified ex ante values; (2) reduced energy savings resulting from the modified customized project 

process; and (3) the overperformance or underperformance of certain programs compared to original 

forecasts, due to a number of factors, including the economy. On March 8, 2012, the Commission 

issued Resolution E-4474 approving SCE’s request to cancel the following programs:

Program Name

1. Efficient Affordable Housing

2. Livestock Industry Resource Advantage Program

3. Solid Waste Energy Efficiency Program

4. Data Centers Optimization Program

5. Sustainable Portfolios

6. Automated Energy Review for Schools Program

7. Private College Campus Housing

How the utility plans to meet the Commission’s portfolio goals in the coming year. 
129

In D.09-09-047, the Commission adopted the EE goals for the 2010-2012 program cycle. SCE’s 

portfolio is designed not only to meet the Commission’s portfolio goals for the 2010-2012 program 

cycle, but also to make significant progress towards the Commission’s long-term aspirational goals 

outlined in the California Long-Term Energy Efficiency Strategic Plan.
130

IV.

SECTION 2: EMISSION REDUCTIONS

Table 2

Footnote5

Programs and program strategies that were successfully implemented during the past year that 

contributed to the emissions reductions reported in the table above. 

SCE embraces the fact that EE is the utility sector’s first and most cost-effective response to 

global climate change, and SCE is firmly committed to make major contributions to California’s climate 

change commitments. As a result of such a commitment, SCE’s programs are designed to maximize 

energy savings results and therefore are maximized to reduce greenhouse gas emissions. SCE’s most 

successful programs and program strategies are described in detail in Section 1 above. 

The Commission has mandated that the utilities report their results using the E3 Calculator tool. 

This tool includes many imbedded calculations, such as avoided costs and emission factors, all of which 

have been approved by the Commission. Pursuant to the Commission’s authorization to use the E3 

Calculator tool, SCE entered its results into the E3 Calculator tool and determined the amount of 

emission reductions attributed to the successful implementation of the 2012 portfolio of EE programs. 

These results are shown in the table above. 

 

5 The data shown in this Annual Report is based on SCE’s ex ante savings, adjusted for actual installations, consistent with 

the ex ante values and processes adopted by the CPUC in D.11-07-030.

Table 2:

Environmental Impacts

Annual Results [1][2]

Annual tons of 

CO2 avoided

Lifecycle tons of 

CO2 avoided

Annual tons of 

NOx avoided

Lifecycle tons of 

NOx avoided

Annual tons of 

SOx avoided [3]

Lifecycle tons of 

SOx avoided [3]

Annual tons of 

PM10 avoided

Lifecycle tons of 

PM10 avoided

2012 Portfolio Targets [4] 930,138 9,743,644 252,034 2,649,559 N/A N/A 119,409 1,249,686

2012 Total 818,871 7,289,451 220,008 1,964,347 - - 105,361 937,169

[1] Results from activity installed in 2012 only. 

[2] Environmental impacts do not include any associated with Low Income Energy Efficiency or Codes and Standards programs.

[3] The avoided SOX reductions are not calculated in the E3 calculator. It was determined by E3 that none of the IOUs use coal power on the margin and the energy efficiency 

savings have impact on the margin only. This is the basis for the E3 analysis as reviewed by all interested parties and approved by the Commission.

[4] SCE's Compliance Advice Letter 2410-E, filed November 23, 2009 and approved by the Commission on April 8, 2010 establishes SCE's electric emission reduction targets 

for the 2010-2012 program cycle.
131

Brief explanation of the assumptions used in the calculation, i.e., the emission rate used, gas 

combustion type, net-to-gross.

The environmental benefits (annual and lifecycle CO2, NOx, and PM10 reductions) in this 

document are pursuant to the values adopted in D.05-04-024, as developed by Energy and 

Environmental Economics, Inc. (E3) and produced in their 2004 Report. In April 2010, the Commission 

issued D.10-04-029 which updated the price of CO2 to $30 per tonne.

E3 calculated the avoided environmental cost, or emissions costs, as the sum of NOx, PM10, and 

carbon emission (CO2) costs, increased by marginal energy losses for each TOU period. E3 estimated 

the emissions avoided cost streams by multiplying the costs per pollutant (on a yearly basis) by the 

emission rate (per hour of the year). The emissions costs vary by voltage level, hour, and year.

o The NOx costs ($/MWh) are based on California offset prices generators must pay for NOx 

emissions, and the estimated emission rate of NOx at the implied heat rate of the market 

price. The NOx cost per MWh of energy saved at the customer site is increased by the 

incremental energy losses in each TOU period between the end use and the bulk system. In 

Period 1, when the forward market prices of electricity are based on NYMEX forward 

market prices, the assumption is that these prices already include the cost of NOx emissions 

so this value is equal to zero in Period 1.

o The PM10 costs ($/MWh) are computed similarly to the NOx costs, with the emission cost 

based on the California PM10 market prices and the estimated rates of emissions by the 

implied heat rate. The PM10 costs are also assumed to be included in the NYMEX forward 

market prices.

o The CO2 costs ($/MWh) are valued at $30 per tonne, as prescribed in D.10-04-029.

The environmental benefits utilized in the cost-effectiveness analysis of the programs herein are 

only applicable to the reporting of EE programs. The factors utilized in the development of these 

environmental benefits were agreed to specifically to reflect an appropriate and approximate value for 

the reduced energy savings due to EE programs. As such, these environmental benefits should not be 
132

used in any other context and should also be reviewed for future use in EE program planning and 

evaluation.

The emission reduction values for SOx are not included in the environmental benefits (annual or 

lifecycle) in this document; as such values were not included in D.05-04-024, as developed by E3 and 

produced in their 2004 Report.

How these numbers are consistent with the current developments in the Green House Gas 

Proceeding currently open before the Commission or its successor proceeding (R.06-04-009).

The environmental benefits utilized in the cost-effectiveness analysis of the programs herein are 

as adopted for the EE programs only and are currently applicable to the reporting of EE programs. The 

factors utilized in the development of these environmental benefits were agreed to specifically reflect an 

appropriate and approximate value for the reduced energy savings due to EE programs. As such, these 

environmental benefits should not be used in any other context and should also be reviewed for future 

use in EE program planning and evaluation.
133

V.

SECTION 3: EXPENDITURES

Table 3

Footnote6

Description of SCE’s Partnership programs that were included in the portfolio in the past year.

 

6 The data shown in this Annual Report is based on SCE’s ex ante savings, adjusted for actual installations, consistent with 

the ex ante values and processes adopted by the CPUC in D.11-07-030.

Table 3:

Expenditures

Summary of Portfolio Expenditures

2012 Adopted Program 

Budget [1]

Cumulative 

Annual 

Expenditures

Percent of 

Portfolio Budget

Percent of Total 

Annual 

Expenditures

Total Portfolio Expenditures

Administrative Costs $ 22,730,534 5.17% 7.54%

Marketing/ Advertising/ Outreach Costs $ 12,344,626 2.81% 4.10%

Direct Implementation Costs $ 266,210,951 60.55% 88.36%

Total Portfolio Expenditures [2] $ 439,618,561 $ 301,286,112 68.53% 100.00%

Total Competitive Bid Program Expenditures (sub-component of portfolio) [3]

Administrative Costs $ 13,560,664 3.08% 4.50%

Marketing/ Advertising/ Outreach Costs $ 7,327,589 1.67% 2.43%

Direct Implementation Costs $ 124,887,360 28.41% 41.45%

Total Competitive Bid Program Expenditures $ 195,264,933 $ 145,775,613 33.16% 48.38%

Total Partnership Program Expenditures (sub-component of portfolio)

Administrative Costs $ 2,957,643 0.67% 0.98%

Marketing/ Advertising/ Outreach Costs $ 937,681 0.21% 0.31%

Direct Implementation Costs $ 31,772,226 7.23% 10.55%

Total Partnership Program Expenditures $ 46,800,457 $ 35,667,549 8.11% 11.84%

Total EM&V Expenditures

EM&V IOU $ 4,717,604 28.81% 34.55%

EM&V JOINT STAFF $ 8,935,990 54.58% 65.45%

Total EM&V Expenditures $ 16,373,334 $ 13,653,593 83.39% 100.00%

[2] Does not include the budget or expenditures associated with EM&V.

[3] Competitive Bid program budget and expenditures include customer incentives and allocated SCE expenses.

[1] SCE's Compliance Advice Letter 2410-E, filed November 23, 2009 and approved by the Commission on April 8, 2010 contained SCE's annual budgets 

for the 2010-2012 program cycle.
134

See description of SCE’s 2012 Partnerships in Section II above.

Descriptions of programs that were selected as part of the competitive bid process are located in EE 

Program Overview - Third Party Program section. 

As of the end of 2012, over 28 percent of SCE’s 2010-2012 EE funding was procured through a 

competitive bid solicitation.

Review of any problems encountered with either the partnerships or competitive bid programs during 

the past year. 

The following are issues and concerns that were observed during the implementation of 

partnership programs. Resolution of these issues may facilitate in successful program implementation.

 SCE’s Energy Leader Partnership (ELP) model has been well received by our Partners 

and program implementers. The tiered incentive approach has generated engagement and 

motivates LGs toward achieving highter tier levels in providing community leadership 

and conducting EE retrofit activities ontheri own facilities. It is from this active 

engagement with SCE the Local Government partners conveyed their desire to slightly 

modify the community participation criteria portion of the ELP model so they could 

better influence advancement in the model and demonstrate community leadership. SCE 

is currently working with a partner-led peer-to-peer task-force addressing this issue and 

other refinements to better serve the local government Parter participating in SCE’s 

Energy Leader Partnerships. 

 Partners who proposed and were awarded Strategic Plan Support contracts for 

implementation of Energy Efficiency Management Information System (EEMIS) and 

climate action plans experienced delays in starting work on these initiatives as utility data 

was not available in the format required by Local Governments. SCE has been working 

with local government Partners on this issue and at the end of 2012 was making very 

good progress towards resolution. 
135

 Some Partners were not able to complete projects because of economic hardships. 

Despite the available technical assistance and enhanced incentives, some local 

governments were not in a position to invest in EE projects.
136

VI.

SECTION 4: COST-EFFECTIVENESS

Table 4

Footnote7

Description of what each metric means in terms of the overall portfolio’s progress in producing net 

resource benefits for California’s ratepayers.

The Total Resource Cost Test (TRC) measures the net benefits of a program as a resource versus 

the participants’ costs and program administration costs. TRC Net Benefits (Net Rbn) are the 

subtraction of the Total TRC costs from the Total Resource Benefits. The Total Resource Net Benefit is 

a measure of the total resource benefits from a measure or program, as derived by multiplying the 

energy savings by the appropriate avoided costs and reduced by the net-to-gross ratio. Total TRC Costs 

shown in the tables include the sum of the total administrative costs and the incremental measure or 

participant cost. The TRC costs also represent the changes to the TRC test made in Decision 07-09-043.

The Program Administrator Cost Test (PAC) measures the net benefits of a program as a 

resource versus the total program costs, including both the program incentive and program 

administration costs. PAC Net Benefits are the subtraction of the Total PAC costs from the Total 

 

7 The data shown in this Annual Report is based on SCE’s ex ante savings, adjusted for actual installations, consistent with 

the ex ante values and processes adopted by the CPUC in D.11-07-030.

Table 4:

Cost Effectiveness

Annual Results

Total Cost 

to Billpayers 

(TRC) [1]

Total Savings to 

Billpayers (TRC)

Net Benefits 

to Billpayers 

(TRC) [1]

TRC 

Ratio

Total Cost 

to Billpayers 

(PAC) [1] PAC Ratio

PAC Cost per 

kW Saved 

($/kW) [6]

PAC Cost per kWh Saved 

($/kWh)

PAC Cost per 

therm Saved 

($/therm)

2012 Targets [7] $ 732,979,316 $ 818,680,820 $ 85,701,505 1.12 $ 463,829,045 1.77 0.06 cents/kWh $0.00 /therm

2012 TOTAL $ 506,133,770 $ 656,839,052 $ 150,705,282 1.30 $ 315,754,140 2.08 0.06 cents/kWh $0.00 /therm

[1] Results from activity installed in 2012 only. 

[2] Includes SCE's 2012 shareholder incentive payment of $15,074,979 awarded by the Commission in December, 2012 (D.12-12-032).

[3] Includes benefits associated with 2006-2009 program cycle Upstream CFL carryover bulbs per Energy Division Memo of May 16, 2013.

[4] Does not include benefits associated with therm savings that result from installed measures.

[5] Does not include costs and benefits associated Low Income Energy Efficiency and Codes and Standards programs.

[6] The adopted avoided cost methodology does not provide information to provide a meaningful value for PAC Cost per kW saved. The adopted avoided cost methodology created kWh costs values that 

vary for each hour of the year that includes kW generation capacity costs. The current PAC Cost per kWh saved includes all ratepayer financial costs incurred in producing electric savings. The same costs 

would have to be reallocated if a PAC Cost per kW saved were presented. Additionally, the current approved E3 Calculator does not have the capability to calculate discounted kW, nor is it clear whether an 

annualized cost per kW saved or total cost per kW saved is more useful.

[7] SCE's Compliance Advice Letter 2410-E, filed November 23, 2009 and approved by the Commission on April 8, 2010 established the cost-effectiveness of SCE's 2010-2012 portfolio. SCE determined 

a 2012 target based off of the kWh forecast in 2012 relative to the 2010-2012 program cycle.
137

Resource Benefits, Net (RBn). The Total Resource Net Benefit is a measure of the total resource 

benefits from a measure or program, as derived by multiplying the energy savings by the appropriate 

avoided costs and reduced by the net-to-gross ratio. Total PAC Costs shown in the tables include the 

sum of the total program administrative and incentive costs.

Brief explanation of the assumptions used in the calculation, i.e., incremental measure costs used, how 

rebates (transfers) were applied.

The cost-effectiveness tables provided in this report reflect a summary of the cost-effectiveness 

calculations developed for SCE’s 2012 programs. These tables provide energy savings and program 

costs associated with activity in 2012. 

Pursuant to Policy Rule IV.11., to the extent possible, the assumptions that are used to estimate 

load impacts (e.g., kWh and kW savings per unit, program net-to-gross ratios, incremental measure costs 

and useful lives) in the calculation of the TRC and PAC tests are taken from the Database for Energy 

Efficient Resources (DEER) 2008 v2.05. For measures where the required load impacts for costeffectiveness test inputs were not available in DEER, SCE has developed work papers that are approved 

in the process outlined in D.11-07-030.

Units (Number and Definition)

Measure of the unit counts are displayed as collected in program tracking databases during 2012. 

The definition of the unit is tailored to the specifications of the individual measure(s) offered by the 

program.

Energy and Capacity Savings (Per Unit and Total)

The annual program energy and capacity reductions are derived from ex ante estimates of energy 

and capacity savings. Annual program energy and capacity reduction estimates for the programs are the 

result of a summation of measure-level savings from the measures installed as a result of the 2012 
138

programs. The measure-level savings information used to calculate the 2012 program results are based 

upon estimates contained in DEER 2008 v2.05. In such cases were DEER does not contain an estimate, 

SCE’s energy and capacity savings are documented in SCE’s workpapers that are approved in the 

process outlined in D.11-07-030.

The gross amounts of the annual energy and capacity savings are reduced by appropriate net-togross ratios for the particular measure or end use and extended through their useful lives by the 

appropriate effective useful life estimates (see more information in Net-to-Gross and Effective Useful 

Life sections below).

For all of the tables presented in this report, SCE has presented the capacity savings based upon 

the estimated summer on-peak savings. Thus, the total capacity savings of each measure has been 

reduced to show only the applicable percentage of savings that fall in the defined summer on-peak 

period for the particular measure, as defined in D.06-06-063. All energy savings results are a total of the 

savings across all time periods.

Net-to-Gross (NTG) Ratio

Gross energy savings are considered to be the savings in energy and demand seen by the 

participant at the meter level. Net savings are assumed to be the savings that are attributable to the 

program. That is, net savings are gross savings minus those changes in energy use and demand that 

would have happened even in the absence of the program (free riders). The net-to-gross ratio is a factor 

that is applied to gross program load impacts to convert them into net program load impacts. This factor 

is also used to convert gross measure costs into net measure costs.

Each net-to-gross ratio utilized in the report is taken from DEER 2008 v.2.05, as required by the 

Commission. 
139

Effective Useful Life (EUL)

The EUL is the length of time (years) for which the load impacts of an EE measure are expected 

to last. Each of the EULs utilized in the report are taken from DEER 2008 v.2.05, as required by the 

Commission. 

Incremental Measure Cost (Per Unit and Total)

These costs generally represent the incremental costs of EE measures over the standard 

replacement measures. The gross amounts of these costs are reduced by appropriate net-to-gross ratios 

for the particular measure or end use. SCE relies upon DEER 2008 v2.05 for ex ante incremental 

measure cost values, as required by the Commission. In such cases were DEER does not contain an 

estimate, SCE’s incremental measure costs are typically derived from a recent measure cost study and 

documented in SCE’s work papers that are approved in the process outlined in D.11-07-030. 

Program Incentive Cost (Per Unit and Total)

Incentive costs are the amount of incentives to pay to customers during 2012. The incentive cost 

totals are based upon the per unit incentive costs paid to the customer multiplied by the total number of 

units.

Program Administrative Cost

Program administrative costs include all expenditures directly charged to the program with the 

exception of incentive costs. The administrative costs consist of allocated administrative, labor, nonlabor (i.e., material and other), and contract labor cost.

Labor costs consist of SCE labor charges that are directly charged to the program. These costs 

include salaries and expenses of SCE employees engaged in developing energy efficient marketing 

strategies, plans, and programs, developing program implementation procedures, reporting, monitoring, 

and evaluating systems. Costs reflect actual costs incurred in 2012 in support of the programs.
140

Non-labor costs include materials and other miscellaneous costs charged directly to the program. 

These costs include items such as booklets, brochures, promotions, training, membership dues, postage,

telephone, supplies, printing/photocopying services, and computer support services.

Contract labor costs consist of contract employees and consultant labor charges that are directly 

charged to the program. These costs include salaries and expenses of contract employees and 

consultants engaged in developing energy efficient marketing strategies, plans, and programs, 

developing program implementation procedures, reporting, monitoring, and evaluating systems.

Allocated administrative costs represent those for building lease and maintenance costs and 

management oversight expenditures.

How these numbers are consistent with the instructions provided by Commission in the avoided costs 

proceeding, R.04-04-025, particularly D.06-06-063 and the December 21, 2006 ALJ Ruling. 

The tables provided in this report include modifications to the cost-effectiveness calculations 

pursuant to the direction the Energy Efficiency Policy Manual, the avoided costs rulemaking (R.04-04-

025), and recent Decisions related to EE cost-effectiveness, including D.06-06-063 and D.07-09-043.
141

VII.

SECTION 5: BILL PAYER IMPACTS

Table 5

Footnote8

Explanation of the impact of the EE activities on customer bills relative to the level without the EE

programs. 

In 2012, SCE was authorized to collect $392 million (D.09-09-047) in rates to implement 

approved EE programs. Customer bills included the authorized collection January 1, 2012as the 

program year began. Therefore EE programs increase customer bills up front, as funds are collected to 

fund the EE programs. However, upon implementation, the programs lead to lower energy usage due to 

improvements in EE by customers and subsequent reductions in participant bills. In the long-term all 

users will benefit through reductions in the avoided costs of energy. The tables provided above show 

the bill impacts of participating customers from 2012.

Brief explanation of the assumptions used in the calculation.

The bill impacts included in this report reflect the net impact on bills, accounting for the benefits 

of the programs. The overall impact of SCE’s programs is that customer bills will decrease relative to 

the level without the EE programs.

 

8 The data shown in this Annual Report is based on SCE’s ex ante savings, adjusted for actual installations, consistent with 

the ex ante values and processes adopted by the CPUC in D.11-07-030.

Table 5:

Ratepayer Impacts

2012

Electric Average Rate 

(Res and Non-Res) 

$/kWh [1]

Gas Average Rate 

(Core and Non-Core) 

$/therm Average First Year Bill Savings ($)

Average Lifecycle Bill 

Savings ($)

SCE $0.141 $0.000 $ 245.96 $ 1,580.74

[1] SCE's actual recorded system average rate in 2012 for bundled-service customers was 14.1 cents per kWh.
142

The following methodology was utilized for the calculation of bill impacts resulting from the 2012 EE

portfolio:

The calculation methodology for determining the average first year bill savings utilizes the total 

gross energy savings per year multiplied by the average rate denominated in kWh. The product of these 

numbers results in a total bill savings for all program participants.

Similarly, the calculation methodology for determining the average lifecycle bill savings utilizes 

the total lifecycle gross energy savings multiplied by the average rate denominated in kWh. The product 

of these numbers results in a total lifecycle bill savings for all program participants.
143

VIII.

SECTION 6: GREEN BUILDING INITIATIVE

Table 6

Footnote9

Description of the programs that contributed to the GBI savings.

Governor Arnold Schwarzenegger signed Executive Order S-20-04 regarding Green Buildings 

on December 14, 2004. It established the State of California’s priority for energy and resource-efficient 

high performance buildings. 

The Executive Order sets a goal of reducing energy use in state-owned buildings by 20 percent 

by 2015 (from a 2003 baseline) and encourages the private commercial sector to set the same goal. The 

order also directs compliance with the Green Building Action Plan, which details the measures the State 

will take to meet these goals.

SCE is committed to helping California meet the Governor’s Green Building Initiative (GBI). In 

2012, SCE’s programs have made significant contributions, as indicated in the table above. 

The following programs and/or subprograms contributed in 2012 towards GBI energy savings: 

 Statewide Program For Residential Energy Efficiency 

 Commercial Energy Efficiency Program 

 Industrial Energy Efficiency Program

 Agriculture Energy Efficiency Program

 New Construction Program

 

9 The data shown in this Annual Report is based on SCE’s ex ante savings, adjusted for actual installations, consistent with 

the ex ante values and processes adopted by the CPUC in D.11-07-030.

Table 6 :

Green Building Initiative

2012 Expenditures [1] Goal [2] Annual [3] % of Goal Goal [2] Annual [3] % of Goal Goal Annual [3] % of Goal

SCE $ 86,824,766 1,012 506 50% 205 100 49% - - -

[1] Expenditures reflect incentive payments from activity installed in 2012 only.

[3] Results from activity installed in 2012 only.

GWh M W MMTh

[2] SCE's Compliance Advice Letter 2410-E, filed November 23, 2009 and approved by the Commission on April 8, 2010 establishes the GBI targets of SCE's 

2010-2012 portfolio. SCE determined a 2011 target based off of the kWh forecast in 2012 relative to the 2010-2012 program cycle.
144

 Residential & Commercial HVAC Program 

 Energy Leader Partnership Program 

 Institutional and Government Core Energy Efficiency Partnership 

 Healthcare EE Program

 Data Center Energy Efficiency

 Lodging EE Program

 Food & Kindred Products

 Primary and Fabricated Metals

 Nonmetallic Minerals and Products

 Comprehensive Chemical Products

 Cool Schools

 Public Pre-Schools, Elementary Schools and High Schools

 Retail Energy Action Program

 Commercial Utility Building Efficiency

 Management Affiliates Program

 Energy Efficiency for Entertainment Centers

 Private Schools and Colleges Program

 California Preschools Program

Assessment of the status of the portfolio’s progress in meeting GBI goals.

SCE successfully implemented its EE programs in 2012 and is on its way to achieve the goals 

established for the Governor’s Green Building Initiative. The table above illustrates the progress that 

SCE has achieved towards the GBI goals.
145

IX.

SECTION 7: SHAREHOLDER PERFORMANCE INCENTIVES

In December 2012, the Commission approved a new shareholder performance mechanism for the 

2010-2012 energy efficiency program cycle. D. 12-12-032 established a two-part incentive mechanism 

consisting of a (1) management fee set at 5% of utility expenditures, and (2) a performance bonus 

capped at 1% and based on the utilities' performance during engineering review processes. D. 12-12-032 

approved SCE's incentive payment of $15.1 million for 2010 performance.
146

X.

SECTION 8: SAVINGS BY END-USE

Table 8

Footnote10

Description of how the programs and program strategies implemented in the past year produced energy 

savings reported in the table above are consistent with the Commission’s policy rules.

 

10 The data shown in this Annual Report is based on SCE’s ex ante savings, adjusted for actual installations, consistent with 

the ex ante values and processes adopted by the CPUC in D.11-07-030.

Table 8: 

 Annual Savings By End-Use

2012 GWH % of Total M W

% of 

Total MMTh

% of 

Total

Residential 593 34.01% 99 31.42% -

Appliances 4 0.26% 1 0.27% -

Consumer Electronics 6 0.33% 1 0.18% -

HVAC 5 0.26% 4 1.33% -

Lighting 505 28.96% 71 22.31% -

Pool Pump 3 0.18% 0 0.09% -

Refrigeration 41 2.33% 8 2.49% -

Water Heating 0 0.01% 0 0.01% -

Other 29 1.68% 15 4.73% -

Nonresidential 764 43.77% 149 46.96% -

HVAC 112 6.41% 22 6.88% -

Lighting 451 25.83% 96 30.24% -

Office 14 0.81% 1 0.42% -

Process 74 4.27% 9 2.92% -

Refrigeration 30 1.73% 5 1.56% -

Other 82 4.71% 16 4.93% -

Low Income Energy Efficiency 19 1.10% 6 2.05% -

Codes & Standard Energy Savings 368 21.12% 62 19.56% -

SCE Annual Portfolio Savings 1,744 100% 316 100% -

[1] Results from activity installed in 2012 only.

[3] SCE's Applicance Recycling program and rebates for energy efficient refrigerators are represented in the refrigeration 

end use.

[2] Includes savings associated with 2006-2009 program cycle Upstream CFL carryover bulbs per Energy Division 

Memo of May 16, 2013.
147

The Commission’s EE reporting requirements mandates that SCE submit regular reports to the 

Commission quantifying the accomplishments of the portfolio. One such requirement, reporting 

portfolio performance of energy savings and demand reduction by end use, as shown in the table above, 

is reported on a regular basis as part of SCE’s monthly report. The table above illustrates the 2012 

results, by end use, of SCE’s portfolio of EE programs.

Brief explanation of the source of the LIEE savings reported above, i.e., which Impact Evaluation report 

provides the savings numbers. 

The 2012 Low Income Energy Efficiency program relies on the most up-to-date evaluation data 

in order to determine the program’s effectiveness. Primarily, SCE relies upon the Impact Evaluation of 

the 2005 California Low Income Energy Efficiency Program Final Report as it contains the latest and 

best available information for the energy savings and demand reduction associated with low income 

measures for this program cycle. In the cases that SCE’s program implemented measures that were not 

evaluated as part of the aforementioned study; the program utilized impacts from the Impact Evaluation 

of the 2001 Statewide Low Income Energy Efficiency program and internally developed SCE 

workpapers. Together, these sources stemming from vetted and approved EM&V studies developed a 

robust set of information in which SCE relied upon to report the energy savings and demand reduction 

associated with its Low Income programs. 
148

XI.

SECTION 9: COMMITMENTS

Table 9

Footnote11

Description of the programs implemented during the past year that did not result in installed savings but 

reflect commitments entered into by the utilities that are expected to produce installed savings after 

December 2012. 

The following programs had commitments that will be installed in 2013 and beyond: 

Residential Energy Efficiency Program Energy Leader Partnership Program

Commercial Energy Efficiency Program Institutional and Government Core Energy 

Efficiency Partnership

Industrial Energy Efficiency Program Food & Kindred Products

Agriculture Energy Efficiency Program Comprehensive Petroleum Refining

 

11 The data shown in this Annual Report is based on SCE’s ex ante savings, adjusted for actual installations, consistent with the 

ex ante values and processes adopted by the CPUC in D.11-07-030.

Table 9:

Commitments

Committed Funds

2012 $ GWH MW MMTh

SCE Total $ 62,808,049 403 61 -

Committed Funds

2012 $ GWH MW MMTh

SCE Total $ 27,085,392 139 25 -

[1] Committed funds represent incentive amounts only.

Expected Energy Savings

Commitments Made in the Past Year with Expected Implementation by December 2013

Commitments Made in the Past Year with Expected Implementation after December 2013

Expected Energy Savings
149

New Construction Program Retail Energy Action Program

Residential & Commercial HVAC 

Program

Comprehensive Beverage Manufacturing 

and Resource Efficiency

Healthcare EE Program Data Center Energy Efficiency

Lodging EE Program Primary and Fabricated Metals

Industrial Gases Nonmetallic Minerals and Products

Comprehensive Chemical Products Chemical Products Efficiency Program

Oil Production Refinery Energy Efficiency Program

Energy Efficiency for Entertainment 

Centers

Public Pre-Schools, Elementary Schools, 

and High Schools

Commercial Utility Building Efficiency Cool Schools

Private Schools and Colleges Program

In 2012, the above mentioned programs secured commitments of nearly $90 million, almost 542

gigawatt-hours of energy savings, and nearly 86 megawatts in demand reduction.

Explanations of how commitments are calculated and reported in the above tables, i.e., are these 

commitments from incentives only. 

In 2012, SCE actively enrolled customers into EE programs. These programs work with customers 

at various stages in their decision-making process in order to influence them to implement the energy

efficient choice. When a customer has firmly committed to the program, an incentive payment is reserved 

on their behalf to be paid when the customer implements the energy efficient activity. It is only when that 

firm commitment is received (in the form of a contract, reservation, etc.), that it is counted as a program 

commitment and is reported to the Commission. The tables above reflect the summation of energy savings 

and demand reduction that is committed to be installed by SCE customers.
Appendix A

Southern California Edison Programs for 2012
A-1

Appendix A contains the list of programs included in SCE’s 2012 EE Portfolio, and the date the 

programs were added or removed, where applicable.

CPUC ID Program Name

Date 

Added

Date 

Removed

SCE-SW-001 Residential Energy Efficiency Program 1/1/2010 N/A

SCE-SW-001A Home Energy Efficiency Survey Program 1/1/2010 N/A

SCE-SW-001B

Residential Lighting Incentive Program for Basic 

CFLs

1/1/2010 N/A

SCE-SW-001C Advanced Consumer Lighting Program 1/1/2010 N/A

SCE-SW-001D Home Energy Efficiency Rebate Program 1/1/2010 N/A

SCE-SW-001E Appliance Recycling Program 1/1/2010 N/A

SCE-SW-001F Business and Consumer Electronics Program 1/1/2010 N/A

SCE-SW-001G Multifamily Energy Efficiency Rebate Program 1/1/2010 N/A

SCE-SW-001H Whole House Prescriptive Program 1/1/2010 N/A

SCE-SW-002 Commercial Energy Efficiency Program 1/1/2010 N/A

SCE-SW-002A Non-Residential Audits 1/1/2010 N/A

SCE-SW-002B Calculated Incentives Program 1/1/2010 N/A

SCE-SW-002C Deemed Incentives Program 1/1/2010 N/A

SCE-SW-002D Commercial Direct Install Program 1/1/2010 N/A

SCE-SW-002E Continuous Energy Improvement 1/1/2010 N/A

SCE-SW-003 Industrial Energy Efficiency Program 1/1/2010 N/A

SCE-SW-003A Industrial Energy Audit Program 1/1/2010 N/A

SCE-SW-003B Industrial Calculated Energy Efficiency Program 1/1/2010 N/A

SCE-SW-003C Industrial Deemed Energy Efficiency Program 1/1/2010 N/A

SCE-SW-003D Industrial Continuous Energy Improvement 1/1/2010 N/A
A-2

CPUC ID Program Name

Date 

Added

Date 

Removed

Program

SCE-SW-004 Agriculture Energy Efficiency Program 1/1/2010 N/A

SCE-SW-004A Agriculture Energy Audit Program 1/1/2010 N/A

SCE-SW-004B Agriculture Calculated Energy Efficiency Program 1/1/2010 N/A

SCE-SW-004C Agriculture Deemed Energy Efficiency Program 1/1/2010 N/A

SCE-SW-004D

Agriculture Continuous Energy Improvement 

Program

1/1/2010 N/A

SCE-SW-004E Pump Test Services Program 1/1/2010 N/A

SCE-SW-005 New Construction Program 1/1/2010 N/A

SCE-SW-005A Savings By Design 1/1/2010 N/A

SCE-SW-005B California Advanced Homes 1/1/2010 N/A

SCE-SW-005C Energy Star Manufactured Housing 1/1/2010 N/A

SCE-SW-006

Statewide Lighting Market Transformation 

Program

1/1/2010 N/A

SCE-SW-007 Residential and Commercial HVAC Program 1/1/2010 N/A

SCE-SW-007A Upstream HVAC Equipment Incentive 1/1/2010 N/A

SCE-SW-007B

HVAC Technologies and System Diagnostics 

Advocacy

1/1/2010 N/A

SCE-SW-007C Commercial Quality Installation 1/1/2010 N/A

SCE-SW-007D

ENERGY STAR Residential Quality Installation 

Program

1/1/2010 N/A

SCE-SW-007E

Residential Quality Maintenance and Commercial 

Quality Maintenance Development

1/1/2010 N/A

SCE-SW-007F HVAC Workforce Education & Training 1/1/2010 N/A
A-3

CPUC ID Program Name

Date 

Added

Date 

Removed

SCE-SW-008 SW Codes and Standards 1/1/2010 N/A

SCE-SW-008A Building Codes and Compliance Advocacy 1/1/2010 N/A

SCE-SW-008B Appliance Standards Advocacy 1/1/2010 N/A

SCE-SW-008C Compliance Enhancement 1/1/2010 N/A

SCE-SW-008D Reach Codes Subprogram 1/1/2010 N/A

SCE-SW-009 SW Emerging Technologies 1/1/2010 N/A

SCE-SW-009A Technology Assessments 1/1/2010 N/A

SCE-SW-009B Scaled Field Placements 1/1/2010 N/A

SCE-SW-009C Demonstration Showcases 1/1/2010 N/A

SCE-SW-009D Market and Behavioral Studies 1/1/2010 N/A

SCE-SW-009E Technology Development Support 1/1/2010 N/A

SCE-SW-009F Business Incubation Support 1/1/2010 N/A

SCE-SW-009G Technology Test Centers 1/1/2010 N/A

SCE-SW009Rollup

Program Mgmt & CPUC Reporting 1/1/2010 N/A

SCE-SW-010 SW Workforce Education & Training 1/1/2010 N/A

SCE-SW-010A WE&T Centergies 1/1/2010 N/A

SCE-SW-010B WE&T Connections 1/1/2010 N/A

SCE-SW-010C WE&T Planning 1/1/2010 N/A

SCE-SW-011 SW Marketing, Education & Outreach 1/1/2010 N/A

SCE-SW-011A Statewide ME&O 1/1/2010 N/A

SCE-SW-011B ME&O Strategic Plan 1/1/2010 N/A

SCE-SW-012 Integrated DSM 1/1/2010 N/A

SCE-L-001 On-Line Buyer's Guide 1/1/2010 N/A
A-4

CPUC ID Program Name

Date 

Added

Date 

Removed

SCE-L-002 Financial Solutions 1/1/2010 N/A

SCE-L-003

Integrated Demand Side Management Pilot for 

Food Processing

1/1/2010 N/A

SCE-L-004 Energy Leader Partnership Program 1/1/2010 N/A

SCE-L004Rollup

Energy Leader Partnership Program 1/1/2010 N/A

SCE-L-004A City of Beaumont Energy Leader Partnership 1/1/2010 N/A

SCE-L-004B City of Long Beach Energy Leader Partnership 1/1/2010 N/A

SCE-L-004C City of Redlands Energy Leader Partnership 1/1/2010 N/A

SCE-L-004D City of Ridgecrest Energy Leader Partnership 1/1/2010 N/A

SCE-L-004E City of Santa Ana Energy Leader Partnership 1/1/2010 N/A

SCE-L-004F City of Simi Valley Energy Leader Partnership 1/1/2010 N/A

SCE-L-004G City of South Gate Energy Leader Partnership 1/1/2010 N/A

SCE-L-004H Community Energy Leader Partnership 1/1/2010 N/A

SCE-L-004I Desert Cities Energy Leader Partnership 1/1/2010 N/A

SCE-L-004J Eastern Sierra Energy Leader Partnership 1/1/2010 N/A

SCE-L-004K Energy Leader Partnership Strategic Support 1/1/2010 N/A

SCE-L-004L Kern County Energy Leader Partnership 1/1/2010 N/A

SCE-L-004M Orange County Cities Energy Leader Partnership 1/1/2010 N/A

SCE-L-004N Palm Desert Demonstration Partnership 1/1/2010 N/A

SCE-L-004O San Gabriel Valley Energy Leader Partnership 1/1/2010 N/A

SCE-L-004P San Joaquin Valley Energy Leader Partnership 1/1/2010 N/A

SCE-L-004Q South Bay Energy Leader Partnership 1/1/2010 N/A

SCE-L-004R South Santa Barbara County Energy Leader 1/1/2010 N/A
A-5

CPUC ID Program Name

Date 

Added

Date 

Removed

Partnership

SCE-L-004S Ventura County Energy Leader Partnership 1/1/2010 N/A

SCE-L-004T

Local Government Strategic Planning Pilot 

Program

1/1/2010 N/A

SCE-L-004U Western Riverside Energy Leader Partnership 6/1/2010 N/A

SCE-L-004V City of Adelanto Energy Leader Partnership 7/1/2010 N/A

SCE-L-004W West Side Energy Leader Partnership 5/3/2011 N/A

SCE-L-005

Institutional and Government Core Energy 

Efficiency Partnership

1/1/2010 N/A

SCE-L005Rollup

IGREEN 1/1/2010 N/A

SCE-L-005A

California Community Colleges Energy Efficiency 

Partnership

1/1/2010 N/A

SCE-L-005B

California Department of Corrections and 

Rehabilitation Energy Efficiency Partnership

1/1/2010 N/A

SCE-L-005C

County of Los Angeles Energy Efficiency 

Partnership

1/1/2010 N/A

SCE-L-005D County of Riverside Energy Efficiency Partnership 1/1/2010 N/A

SCE-L-005E

County of San Bernardino Energy Efficiency 

Partnership

1/1/2010 N/A

SCE-L-005F State of California Energy Efficiency Partnership 1/1/2010 N/A

SCE-L-005G UC/CSU Energy Efficiency Partnership 1/1/2010 N/A

SCE-L-006 Integrated Marketing & Outreach 1/1/2010 N/A

SCE-TP-001 Efficient Affordable Housing [1] 1/1/2010 3/8/2012
A-6

CPUC ID Program Name

Date 

Added

Date 

Removed

SCE-TP-002 Comprehensive Manufactured Home 1/1/2010 N/A

SCE-TP-003 Comprehensive Home Performance 1/1/2010 N/A

SCE-TP-004 Community Language Efficiency Outreach 1/1/2010 N/A

SCE-TP-005 Cool Planet 1/1/2010 N/A

SCE-TP-006 Healthcare EE Program 1/1/2010 N/A

SCE-TP-007 Livestock Industry Resource Advantage [1] 1/1/2010 3/8/2012

SCE-TP-008

Comprehensive Beverage Manufacturing and 

Resource Efficiency

1/1/2010 N/A

SCE-TP-009 Solid Waste Energy Efficiency Program [1] 1/1/2010 3/8/2012

SCE-TP-010 Data Center Energy Efficiency 1/1/2010 N/A

SCE-TP-011 Data Center Optimization [1] 1/1/2010 3/8/2012

SCE-TP-012 Lodging EE Program 1/1/2010 N/A

SCE-TP-013 Food & Kindred Products 1/1/2010 N/A

SCE-TP-014 Primary and Fabricated Metals 1/1/2010 N/A

SCE-TP-015 Industrial Gasses 1/1/2010 N/A

SCE-TP-016 Nonmetallic Minerals and Products 1/1/2010 N/A

SCE-TP-017 Comprehensive Chemical Products 1/1/2010 N/A

SCE-TP-018 Chemical Products Efficiency Program 1/1/2010 N/A

SCE-TP-019 Comprehensive Petroleum Refining 1/1/2010 N/A

SCE-TP-020 Oil Production 1/1/2010 N/A

SCE-TP-021 Refinery Energy Efficiency Program 1/1/2010 N/A

SCE-TP-023 Cool Schools 1/1/2010 N/A

SCE-TP-024

Public Pre-Schools, Elementary Schools and High 

Schools

1/1/2010 N/A
A-7

CPUC ID Program Name

Date 

Added

Date 

Removed

SCE-TP-025 Retail Energy Action Program 1/1/2010 N/A

SCE-TP-026 Commercial Utility Building Efficiency 1/1/2010 N/A

SCE-TP-027 Monitoring-Based Commissioning 1/1/2010 N/A

SCE-TP-028

Monitoring-Based Persistence Commissioning 

Program

1/1/2010 N/A

SCE-TP-030 Sustainable Portfolios [1] 1/1/2010 3/8/2012

SCE-TP-031 Management Affiliates Program 1/1/2010 N/A

SCE-TP-032 Private College Campus Housing [1] 1/1/2010 3/8/2012

SCE-TP-033 Automatic Energy Review for Schools [1] 1/1/2010 3/8/2012

SCE-TP-034 Sustainable Communities 1/1/2010 N/A

SCE-TP-036 Energy Efficiency for Entertainment Centers 1/1/2010 N/A

SCE-TP-037 Private Schools and Colleges Program 1/1/2010 N/A

SCE-TP-038 California Preschools Program 1/1/2010 N/A

[1] On September 12, 2011, SCE submitted Advice Letter 2627-E requesting authority to cancel 

seven third party programs. The Commission issued Resolution E-4474 on March 8, 2012 approving SCE’s 

request.
Appendix B

SCE’s Final December Monthly Report for 2012
B-2

Appendix B – SCE’s final December Monthly report for 2012.

For access, please visit the California Public Utilities Commission Energy Efficiency 

Groupware Application at http://eega.cpuc.ca.gov.

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