Monitor the effectiveness of contractor and workforce development efforts, motivate improvement, address low performers, and adapt on a regular basis.
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Develop processes, strategies, and procedures to continuously improve your organization’s operations and position in the market.
Implement contractor coordination and workforce recruitment and training in concert with other program components
Develop workforce and contractor engagement procedures, forms, and materials
Publicize benefits and lessons learned resulting from your organization’s success in the market.
Develop processes to evaluate your organization’s strengths, weaknesses, and market position on a regular basis.
Determine processes for collecting and sharing data about key contractor metrics and workforce development activities.
Define your business model, including market position, products and services, type of customers, financial model, governance structure, and the assets and infrastructure your organization needs.
Identify and engage organizational partners in your business model design.
Establish or update your organizational mission, vision, and goals to encompass energy efficiency programs.
Learn about the capabilities and services of existing contractors and training providers working in your market.
Develop contractor engagement, quality assurance, and workforce development plans that include strategies, workflow, timelines, and staff and partner roles and responsibilities.
Solidify your program strategy and decide which customers you will focus on; what products, services, and support you will provide; and how you will partner with contractors and others to deliver services to your customers.
Establish relationships with contractors who will deliver program products and services, and with organizations that train and certify workers.
Support and partner with the workforce who will deliver your program’s energy efficiency services by understanding their capacity, recruiting contractor partners, enabling technical training and business development support, fostering clear communication, and refining program processes over time, in partnership with your workforce.
Even with the best contractor partners, a program may sometimes encounter difficulties that require remediation. Consistent with Home Performance with ENERGY STAR program principles, many Better Buildings Neighborhood Program partners discovered that they could address these difficulties by...
Many home performance programs have confronted the challenge of how to reach out to more customers and to improve conversion rates of customer interest into completed upgrades. Realizing that the contractor is a primary face-to-face link between customers and the program, some Better Buildings...
A residential energy efficiency program’s success is dependent on the quality of work that contractors conduct in customers’ homes. Indeed, an in-depth examination of selected program strategies found that effective quality assurance and quality control programs provided a foundation for quality...
Many programs used the information they gathered through their quality assurance efforts to recognize contractors that deliver consistent, high-quality work. Rewarding good contractor performance can help you build trust, strengthen partnerships, and boost workforce morale. You can incentivize...
Contractors are more likely to serve as program champions when the program engages with them throughout program design, delivery, and improvement. Your contractors are the primary contact points with your customers, and the quality of their interactions and services strongly influences how customers...
Programs that have developed strong and lasting partnerships have done so by identifying shared goals and seeking ways in which programs and partners can mutually benefit by advancing each other's missions. Even if partners don’t have the same goals as your program, you can still try to find ways to...
Publication Date
Organizations or Programs
Michigan Saves
This summary from a Better Buildings Residential Network peer exchange call focused on the benefits of community assessments and strategies for gathering information.
Southern California Edison Company's Energy Efficiency Rolling Portfolio Business Plan For 2018-2025
Publication Date
Organizations or Programs
Southern California Edison Company
This business plan is organized into nine chapters. Chapter I provides background on the business plan concept and describes the organization of Southern California Edison Company's (SCE's) plan. Chapter II presents SCE's vision of EE in California, including discussion of important policy issues. Chapter III provides a summary of SCE's proposed EE portfolio including: SCE's vision and goals; drivers of EE; high-level strategies to achieve its vision; how SCE will comply with the requirements for statewide administration and third-party solicitations; key portfolio data such as budget, forecast energy and demand savings, cost-effectiveness; and proposed metrics.
Publication Date
Organizations or Programs
Energize Phoenix
This summary report provides scientific results, lessons learned, and recommendations for driving energy efficiency in existing buildings on an urban scale. It includes program marketing lesson learned, such as: personal outreach and call to action events are critical marketing opportunities.
Publication Date
Organizations or Programs
Illinois Home Performance with Energy Star
This calendar provides Illinois Home Performance's participating contractors with information on upcoming residential energy efficiency trainings or events on topics such as HVAC quality installation and an introduction to building science.
Publication Date
Organizations or Programs
Energize Connecticut
This calendar provides Energize Connecticut's participating contractors with information on upcoming energy efficiency and renewable energy, classes, seminars and conferences.