July 19, 2016 In-Person WHPA EBEE & Stakeholder Charrette

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The WHPA EBEE & Stakeholder Charrette is an in-person, invitation-only meeting. It will be held July 19th from 8am-5pm in the CEC Rosenfeld Hearing Room A in Sacramento, CA. The goals of the charrette are to:
  • Produce feasible, preferred “Pathways to Implementation” plan outlines for EBEE-AP Sub-Strategies 1.5.1, 1.5.2, 1.5.3, 1.5.5, & 3.3.1,
  • and define the interrelated building blocks.
  All Printouts for Charrette
  Charette Slides
  07-19-16 EBEE Charrette Meeting Notes
 

Sub-Strategy 1.5.1 Improve Clarity and Ease of Use

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Sub-Strategy 1.5.1: Improve Clarity and Ease of Use: Develop approaches to simplify implementation of BES for existing buildings by unifying definitions with industry practice, by clarifying code requirements, and through the use of expert systems or other navigation tools.

Leader: Dennis Quinn  /  Co-Leader: Bob Wiseman

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Sub-Strategy 1.5.2 Review BEES for Cost-Effectiveness

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Sub-Strategy 1.5.2: Review BES for Cost-Effectiveness: Confirm that BES requirements are cost-effective when applied to existing buildings using careful review, industry engagement, and BES modifications where needed.

Leader: Tim Mann

Resources
   

Sub-Strategy 1.5.3 Training and Communication

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Sub-Strategy 1.5.3: Training and Communication: Enhance communication, education, and interactions with Local Governments to facilitate compliance and enforcement with Standards.

Leader: Kate Leyden  /  Co-Leader: Nancy Springer

Resources
 

Sub-Strategy 1.5.5 Understand the Compliance Shortfall

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Sub-Strategy 1.5.5: Understand the compliance shortfall: Work with Local Governments (LG), manufacturers, and contractors to determine compliance gap and understand the role of permitting, and the needs of buildings departments.

Leader: Susan Davison  /  Co-Leader: Tom Trimberger

Resources
 

Sub-Strategy 3.3.1 Priority Sectors, Systems, and Workforce Categories

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Sub-Strategy 3.3.1: Priority sectors, systems, and workforce categories: Using expert panels, set priorities for the building segments most likely to scale up soon for efficiency adoption, and identify which building systems and trades need the most improvement.

Leader: Pepper Hunziker  /  Co-Leader: Charles Segerstrom

Resources
 

Charette Planning Overview

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Charrette Strategies

This is a collaborative design and planning workshop/session that is held on-site and includes all affected stakeholders at critical decision-making points. The WHPA EBEE Work Product II Pathway-to-Implementation (WPII) has either challenging design constraints and/or political situations. The product of the charrette is comprehensive, plan-enabling and supportive documentation that represents a feasible “Pathway to Implementation” for the following CEC Existing Buildings Energy Efficiency Action Plans listed above.

Using current WHPA EBEE WPII worksheets as a baseline, the multidisciplinary charrette team works as a large group and in break-out groups to create a supportive plan by testing and refining the framework with the goal of producing a feasible preferred “Pathway to Implementation” plan for the specified Sub-Strategies.
The deliverable of the WHPA EBEE Committee Charrette is a feasible “Pathway to Implementation” plan that benefits from the support of all stakeholders throughout its implementation.

Charrette Framework

NOTE: Some of the following steps are being done at the WHPA EBEE-EWG and “Community” Committee level to develop the baseline worksheets prior to the Charrette.

1. Work Collaboratively

It is important to involve Industry stakeholders early and throughout development of the EBEE-Action Plan “Pathway to Implementation” where it is possible to integrate their specific input. True collaboration is based on valuing each individual’s unique contribution. Therefore, the stakeholders involved in building, approving, and supporting the CA EBEE-AP “Pathway to Implementation” are actively involved at the start of the design and throughout the design process.


2. Compress Work Sessions

Time compression facilitates creative problem solving by accelerating decision making and reducing unconstructive negotiation tactics. A time-compressed design charrette session allows uninterrupted focus on a problem and often results in unexpected solutions to difficult problems. This strategy can be particularly useful in a negotiation when it becomes obvious that a decision must be made quickly for progress to continue.

3. Design Cross-functionally

Holistic solutions require holistic approaches to a problem. This means that during the charrette all relevant disciplines are represented and working together to achieve the same goals. Multidisciplinary teams of market experts, public agency staff, and others work concurrently to build a feasible solution to stakeholders’ development problems from the onset of the charrette. When an important area of expertise is excluded from the process, changes and rework are likely to emerge in the process.

4. Communicate in Short Feedback Loops

Regular stakeholder reviews build trust in the process, foster true understanding and support of the project, and minimize rework. A feedback loop occurs when a design is proposed, reviewed, changed, and re-presented for further review. Stakeholders are continually educated about the project process and plan’s progress. They are brought into the process early and at proper intervals throughout so that their input can have an impact on the outcome.

5. Study the Details and the Whole

Designs at varying scales inform each other and reduce the likelihood that a fatal flaw will be overlooked that could result in costly rework. Looking at the details also supports shared learning by providing the information necessary for a well-rounded discussion about the EBEE-AP “Pathway to Implementation” proposal.

6. Produce a Feasible Plan

A focus of the discussion is to generate feasibility, which brings a level of seriousness and rigor to the process for everyone involved. 

7. Use Design to Achieve a Shared Vision and Create Holistic Solutions

Design is a powerful tool for inspiring stakeholders to establish and achieve a shared vision. The charrette process illustrates the complexity of the problem and can be used to resolve conflict by proposing previously unexplored solutions that represent win/win outcomes. A capable designer can change people’s positions by altering their perception of the possible solutions.

8. Conduct a 1-day Charrette

The goal of a charrette is to take the WHPA EBEE Committee WPII from a vision form through alternative concepts, to a preferred Pathway-to-Implementation framework, and finally to a developed feasible plan to present to the WHPA Executive Committee for approval and before delivery to the CEC EBEE-AP Staff.

9. Hold the Charrette Near the Activity Center for Pathway to Implementation

Working on-site at California Energy Commission will provide necessary ease-of-access to Industry stakeholders and allows relationships to be built. Centering activities at the CEC gives stakeholders access to participating agency staff - CEC, CPUC, IOUs and other stakeholders providing the opportunity for someone with a busy schedule to become engaged to attend a scheduled charrette process.

 

Charrette Agenda

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  Printable agenda


TIME (PDT)
Item
Hosts/Facilitators
8:00am - 8:45am
Registration and Networking

Judy Johnson, WHPA Staff

8:45am - 9:00am

Introduction, Meeting Purpose, Agenda Review

Liz Yager and
Barbara Hernesman,
WHPA EBEE Co-Chairs

9:00am - 9:30am

Historical Sub-Strategy Focus Development Overview
  • WHPA EBEE-EWG Committee Foundation
  • Sub-Strategy Focuses Foundation
Judy Johnson, WHPA Staff,
Jeanne Duvall, WHPA EC Co-Chair

9:30am - 10:00am

  Introducing the Pathways to Implementation Development Process
  • Logistics and Breakout Assignment
  • CEC Expectations

EBEE Co-Chairs,
Martha Brook, CEC Advisor

10:00am - 10:15am

 Break

 

10:15am - Noon

Breakout Sessions: Prioritizing Recommended Actions and Drafting A, B, C
Suggested Pathways to Implementation Per Assigned Sub-Strategy
Assigned EWG Leaders &
IOU Scribes Per Sub-Strategy Focus

Noon - 1:00pm

Lunch

On Own

1:00pm - 2:30pm

Breakout Sessions: Flushing Out the A, B, C Suggested Pathways to
Implementation Per Assigned Sub-Strategy and Preparation to Discuss
Other Sub-Strategy Interrelations

Assigned EWG Leaders &
IOU Scribes Per Sub-Strategy Focus

2:30pm - 2:45pm

Break

 

2:45pm - 4:30pm

Review of Breakout Session Outputs
  • Sub-Strategy Leader Briefs on Breakout Group Findings
  • Full Group Examination of Sub-Strategy Interrelations

Liz Yager, WHPA Co-Chair

4:30pm - 5:00pm

Meeting Summary and Next Steps Barbara Hernesman, WHPA Co-Chair,
Martha Brook, CEC Advisor

 Adjournment
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