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.
Develop the procurement, outreach, and loan support resources required to perform your financing activities.
Communicate pertinent results of evaluations to program staff, partners, and stakeholders.
Develop a detailed plan for launching and operating your program that integrates all program components into a process that is customer-friendly and efficient for contractors and other partners.
Implement contractor coordination and workforce recruitment and training in concert with other program components
Develop workforce and contractor engagement procedures, forms, and materials
Manage third-party impact and process evaluation activities by coordinating with evaluators, transferring data, and overseeing evaluation deliverables.
Publicize benefits and lessons learned resulting from your organization’s success in the market.
Identify and implement systems and tools that will support data collection and data quality necessary for effective evaluation.
Develop processes to evaluate your organization’s strengths, weaknesses, and market position on a regular basis.
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.
Determine processes for collecting and sharing data about key contractor metrics and workforce development activities.
Establish relationships with organizations that can help deliver your program by enhancing your knowledge, resources, capabilities and access to customers and contractors.
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.
Monitor the effectiveness of marketing and outreach strategies and adapt as needed.
Communicate marketing and outreach results internally and to partners.
Implement marketing and outreach activities in coordination with other program components to generate demand for your program's services.
Create your program's branding guidelines and materials to elevate program visibility and support your marketing and outreach efforts.
Establish an evaluation plan that will allow you to determine how your financing activities are impacting the market.
Determine if enhancements to existing financing products or the development of new products are necessary to allow you to achieve your goals and objectives.
Develop a plan to implement your financing activities, with defined roles for financial institution partners, contractors, customers, and your program.
Develop a plan and metrics to evaluate the effectiveness of your marketing and outreach strategies.
Develop a marketing and outreach plan that details your strategies and tactics, workflows and timelines, staff roles and responsibilities, and budget.
Decide on priority target audience segments, messages, and incentives that will motivate customers.
Identify and partner with financial institutions that can provide capital, underwriting, and other functions to enable your customers to access financing.
Establish relationships with organizations that will assist with program marketing and outreach.
Establish or update your organizational mission, vision, and goals to encompass energy efficiency programs.
Identify and prioritize potential target audiences based on their likely receptivity to your program's services.
Learn about the capabilities and services of existing contractors and training providers working in your market.
Establish specific marketing and outreach goals, objectives, targets, and timeframes.
Design a residential energy efficiency program that integrates marketing and outreach, contractor coordination, incentives, financing, and program evaluation to provide customers with the products and services they want through a customer-centric process.
Ensure that your program’s customers will have access to affordable financing, so they can pay for the services you offer.
Develop evidence-based insights into your program’s performance through third-party process and impact evaluations. Learn how to develop effective data collection strategies and timely evaluations to identify important program achievements as well as opportunities for making program improvements.
Spur consumer demand for your program's services by understanding your target audience and motivating them to act using effective messaging, marketing and outreach tactics, and attractive program offers.
Develop contractor engagement, quality assurance, and workforce development plans that include strategies, workflow, timelines, and staff and partner roles and responsibilities.
Improve your program’s efficiency and effectiveness through regular information collection, assessment, decision-making, adaptation, and communication.
Develop the necessary materials, tools, and staff capacity to effectively deliver and manage your program.
Ensure a positive customer experience with your program from launch through implementation over time.
Identify the right questions to ask, appropriate metrics to collect, and the processes needed to initiate third-party impact and process evaluations.
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.
Research and analyze the specific barriers, needs, and opportunities for a residential energy efficiency program in your community.
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.
Programs that offered several paths for customers to upgrade their homes—for example through a choice of single or bundled measures, staged upgrades over time, or a comprehensive whole home upgrade—were found to motivate greater homeowner participation and generate higher energy savings, according...
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...
Many Better Buildings Neighborhood Program partners found that program dashboards—regularly updated, easily accessed, summary reports of key metrics—helped them identify problems and monitor program progress toward their goals. Depending on the program’s goals and needs, dashboards included metrics...
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...
Many Better Buildings Neighborhood Program partners found that it was important to communicate during the program design phase with organizations and individuals that will collect or supply data for the evaluation. In this way, the involved individuals and organizations understand why the data is...
Paper-based or spreadsheet-based information collection processes can be low cost to develop and easy to roll-out, but more often than not, they become cumbersome to aggregate and store the data from many sources. Many Better Buildings Neighborhood Program partners found that investing in...
Successful programs use many channels to communicate accomplishments and results to stakeholders. These include word of mouth and products such as press releases, announcements on websites, case studies, and presentations. Many programs use earned media—especially local media when possible—by giving...
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...
In order to overcome lenders’ concerns over the risk associated with energy efficiency loans, many Better Buildings Neighborhood Program partners offered credit enhancements to lenders (e.g., loan loss reserve funds) to attract lender participation and to mitigate lender losses in the event of loan...
Homeowners do not benefit from access to financing if they don’t know about or understand options available to them. Contractors are often the primary transaction point for selling upgrades, and many programs have found that ongoing collaboration with contractors through sales training, regular...
Lenders can be a valuable partner for programs in marketing loan products and driving demand for home energy upgrades. They are often a trusted source of information in a community, and they have access to potential customers and partners such as existing customers, loan aggregators, and large...
All residential energy efficiency programs have found that outreach needs to be repeated to connect with and remind potential participants about program offerings. As marketing gurus note, the majority of people need to be exposed to a product message at least three times (on separate occasions) to...
Low-cost financing for home energy upgrades does not increase customer demand for upgrades on its own. A comprehensive evaluation of over 140 programs across the United States found that homeowners must be sold on the benefits of home energy upgrades before financing can become valuable to them...
Programs that conducted one-on-one outreach found that community events provided good opportunities for the program and its partners to connect and build credibility with potential customers. Particularly successful events were ones that attracted the program’s target audience and aligned with their...
Many successful programs found that getting media attention for their offerings and benefits helped add credibility to marketing efforts and expand their reach. By positioning "green" stories or home improvement mini-segments on local television or radio stations, they provided timely content that...
Programs found that encouraging word of mouth outreach by asking satisfied customers to promote their program experience to peers helped attract more homeowners who completed energy upgrades. Referrals from neighbors and friends who are happy with their energy improvements can provide a good source...
Unlike remodeling projects, home energy upgrade benefits are generally not immediately visible to the casual observer. Strategies that demonstrate tangible benefits from upgrades can help increase understanding and motivation with potential customers. To help energy efficiency become real, some...
Many programs found it useful to partner with a range of trusted organizations or individuals to market program offerings to their constituencies or followers. Better Buildings Neighborhood Program participants enhanced their marketing and outreach efforts by partnering with trusted local groups...
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Organizations or Programs
Efficiency Maine,
Indianapolis Better Buildings Program,
Enhabit
This summary from a Better Buildings Residential Network peer exchange call focused on gathering and communicating loan performance data.
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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.
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Organizations or Programs
Energy Upgrade California
This summary from a Better Buildings Residential Network peer exchange call focused on the strategies and challenges of using holidays and other seasonal events to market energy assessments and upgrades.
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Presentations from past Behavior Energy and Climate Change (BECC) Conference. BECC is the premier event focused on understanding individual and organizational behavior and decision-making related to energy usage, greenhouse gas emissions, climate change, and sustainability. Past conference presentations include various resources related to Marketing & Outreach.
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Organizations or Programs
Connecticut Neighbor to Neighbor Energy Challenge
This template, used by Connecticut Neighbor to Neighbor Energy Challenge, standardizes volunteer data collection efforts at events.
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This report discusses how information technologies (IT) and communication networks are enabling new ways of tracking and analyzing the benefits of saving energy. Automated data collection and processing, enabled by inexpensive sensors, WiFi networks, and cloud computing, are reducing the time and expense required to determine the value of nonenergy benefits. This report explores new techniques for data gathering and analysis, what they could mean for energy efficiency programs, and how they might impact state and utility policies.
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This guide is a collection of 19 practical strategies for building owners to make their properties more resilient against the effects of extreme weather events. It draws on advice from over 50 experts in the field of resilience as well as the Federal Emergency Management Agency (FEMA) and the National Flood Insurance Program (NFIP). In addition, the manual offers guidance on determining a propertyÕs vulnerability to various hazards, finding which strategies - including multifamily building envelope efficiency strategies - are relevant to a particular building, and getting started with a resilience plan.
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In 2014, ACEEE launched a pilot program to test a variety of behavioral strategies to promote energy efficiency among tenants in low- to moderate-income multifamily housing in Takoma Park, Maryland. The program included behavioral messaging, events, educational information, and the distribution of energy saving devices. ACEEE measured energy use in the months before and after the pilot. The white paper includes these results, insights for the development of future behavioral change programs, and recommended engagement strategies for targeted communities.
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Gamification turns a real-world activity into a game to make people more likely to do it. Over the past five years, utilities and third-party providers have developed scores of games that motivate and encourage people to save energy. This report describes and analyzes 22 of these games in depth and surveys 31 others. It takes program designers through the steps of developing a game, explains how games motivate players to reduce their energy use, and analyzes the characteristics of the most successful gamified solutions.
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The report presents an analysis of the market performance of third-party certified sustainable residential properties in the Portland and Seattle metropolitan areas. In each location, a sample of third-party certified homes was selected and comparable homes were found. The author documents that certified homes in the Seattle metro area sold at a price premium of 9.6% when compared to noncertified counterparts.
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This publication advances the growth of energy efficiency finance and renewable energy finance markets in the United States by providing industry news, building professional dialogue, and fostering innovation. The forum includes: original feature articles covering cutting-edge topics and conferences; a biweekly newsletter of curated and original content; online conversations among experts in the field; and opportunities to register for webinars and other events
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This report contains guidance on issues and policy options related to providing access to customer energy use information that can be used to support and enhance the provision of energy efficiency services while protecting customer privacy.
Southern California Edison Company's Energy Efficiency Rolling Portfolio Business Plan For 2018-2025
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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.
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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.
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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.
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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.
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Organizations or Programs
RePower Kitsap,
RePower Bainbridge,
RePower Bremerton
This infographic summarizes the results of RePower Bainbridge's Final Boarding Call event, providing an effective, engaging way to share program results with partners and other stakeholders.
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Organizations or Programs
Michigan Saves
Sample RFP from Michigan Saves for a third-party to conduct an evaluability assessment and process evaluation for the program during the first phase of implementation.
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Organizations or Programs
Energy Impact Illinois
This case study discusses Energy Impact Illinois' marketing evolution from a broad outreach campaign to a Òhouse partyÓ approach that brought Chicago homeowners, neighbors, and friends together to learn about energy efficiency opportunities, while increasing demand for home energy assessments and upgrades.