HomeMy WebLinkAbout20141001PAC to Staff Attach 6.5.pdf
Proposal name in bottom right of each page 5
Home Energy Savings
2013 Tactical Plan
For Internal Audiences Only February 15, 2012
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Table of Contents
1. 2013 Situational Analysis ....................................................................................................................... 1
External Analysis ................................................................................................................................................. 1
Internal Analysis .................................................................................................................................................. 1
2. 2013 Tactical Plan Summary ................................................................................................................. 3
2013 Goals........................................................................................................................................................... 3
2013 Strategies .................................................................................................................................................... 3
New Areas of Focus to Increase Savings ............................................................................................................ 3
3. 2013 Tactics, Deliverables, and Metrics ................................................................................................ 6
Client Management .............................................................................................................................................. 6
Operations ........................................................................................................................................................... 9
Business Intelligence ......................................................................................................................................... 15
Engineering ........................................................................................................................................................ 16
Marketing ........................................................................................................................................................... 18
Channel Management ....................................................................................................................................... 22
Outreach ............................................................................................................................................................ 27
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Presented by PECI 2013 – 2014 Home Energy Savings Strategic Plan | Page 1
1. 2013 Situational Analysis
External Analysis
The most immediate concern of the HES program is that lighting savings will be dropping dramatically over the
next 3 years. The easy savings provided by CFL lighting will eventually go away, necessitating a monumental
shift in focus this year to aggressively begin replacing lost lighting savings with other energy savings.
Further, residential energy efficiency programs have matured at the same time cost pressures have gone up. In
parallel, baselines for energy efficiency measures are up too, resulting in lower energy efficiency savings
through standard products. The easily obtainable, cost-effective savings offered by measures like the appliance
program will go away as baseline standards increase, creating smaller savings.
Finally, PECI has not been able to meet all the contract (quality, compliance, and savings) deliverables over
the past two years that were expected. This created discord and distrust with the client in 2012, and substantial
delivery and budget chaos internally. That said, the PacifiCorp team did extensive work to respond to these
issues throughout last year, including preparing for and making a strong showing during the program audit. The
client noticed the extensive strides made in improving delivery, which help rebuild trust. The team continues to
work with diligence to ensure PacifiCorp’s contract and core business needs are met, focusing on delivering a
strong 2013 result and a contract extension for 2014.
Internal Analysis
The goals set in the 2011-2013 PacifiCorp HES contract were based on assumptions that ultimately have not
come to fruition, thereby making the savings expected unachievable and the budget insufficient to meet
contract parameters. Further, retainage was overly weighted towards non-lighting savings, and the program did
not align resources and strategies to this necessary shift. Lastly, the rigidity of what energy savings can be
counted and how and where money can be spent limits the team’s ability to always take the smartest steps to
achieve savings. Fortunately there is opportunity in developing a new contract for 2014 to address the above
issues that have impacted PECI’s ability to meet PacifiCorp’s needs.
Historically, the residential practice has also suffered from a lack of systems that support implementation
automation, leading to extensive manual work and data access and quality challenges. This has impacted
every aspect of the PacifiCorp business from time tracking to project management to invoicing and rebate
processing to customer service to team communication. With PECI and the residential practice prioritizing
systems in 2013, the intent is to have some basic systems in place by mid to late year, for example RPS
improvements, check request processing, and work towards the KWYS replacement. If completed by mid-year,
they may however be enough to prove to the client PECI’s ability to continuously improve delivery and provide
them the confidence needed to extend the contract through 2014.
For PacifiCorp, the work of defining the functions, the expertise needed, and the output expected that has
started and will continue in 2013 in order to meet PacifiCorp’s information and expertise needs follows.
Work was done to create a new Business Intelligence team to uncover, organize, and cleanup program
data, create a forecasting methodology to improve accuracy, and provide tools to report in a
meaningful, user-friendly way. More development is needed in these areas, as well as developing
progressively more knowledge on the markets we work in and on the data available about what
opportunities exist across the program (locales, stakeholders, measures, etc) and the best way and
time to go about approaching them. This function was not originally budgeted in the contract yet is
critical to the program’s success; further, the client is very excited and supportive of focus in this area.
More budget has been assigned to this area than last year.
Prior to 2012, Engineering was not prioritized as a core part of the PacifiCorp program. Due to the
issues facing the program and the fundamental need for technical insight and direction to address
them, they became proactively involved in measure maintenance, measure development, and tariff
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management activities in 2012 (all previously undefined areas). Substantial work is expected from the
client by this team in 2013 – focused on measure management and tariff development – so allocating
budget while managing expectations will be key.
During 2012, an Operations function was formed at the practice level and is beginning to collaborate
with the PacifiCorp (program) level. The intent will be to have one point of contact in the program to
work with the larger Operations team, optimizing activities to ensure quality, efficiency, and cost-
effectiveness across the program. This includes forecasting and reporting, budget / invoice
management, knowledge management, and partnering with the larger Operations team to implement
incentive processing and call center management, and systems and tools development. Role definition
and resource needs are still a work in progress.
To date, a true Channel Management group has not existed. The importance of understanding all the
different players and partners who can support and drive savings for the program is fundamental to
success in 2013 and beyond. In 2012, initial work was done to develop a clearer retail strategy and in
defining efforts to improve retail key account relationships, but this just scratches the surface. In 2013,
work will be done to develop out this function across all key stakeholders – manufacturers, distributors,
retailers, trade allies, builders, associations, and other key partners – developing a consistent protocol
for approaching, engaging, and managing those relationships, strategies for each channel, prioritizing
tier 1 contacts, etc. It will take some time to set this up, and budget is very limited to do so, but once in
place should impact savings opportunities substantially.
Marketing has been an area of success with the client this past 18 months due to the relationship
mending and overall upleveling done in late 2010 and 2011 to meet client expectations. Continued
focus will be made to leverage previous marketing work done for programs, optimize existing external
work, develop foundational, templatized solutions for easier cross-program use, and further results
tracking to assess ROI. Further, with the support of a holistic program strategic plan that states
program goals and integrated strategies, marketing will be able to provide a unified communication
theme/ messaging matrix for the program’s audiences, and foundation sales / educational materials to
be used across the program. Much of this will be foundational work completed in the first two quarters
and should be able to be used for the long-term through 2015 and beyond.
During 2012, a formal Outreach function was created with an assigned lead. While some initial
progress was made, 2013 will be a year to increase savings by enhancing and optimizing Outreach
efforts. This group will work closely with marketing and channel management to provide a more
focused, professional, intentional approach that should be able to increase savings through
partnership. It will also be the first time quantitative goals will be provided to each field staff member
that equate to a set number of kwh savings.
Historically many aspects of the work above have been held within the Client Management team. As
the function model is integrated across the practice, PacifiCorp’s Client Management team will shift to
become a more traditional leadership hub, with oversight for all goals and strategic direction, but
empowering the functions to more fully own and be accountable for their tactical approach and output.
This transition is a work in progress – ensuring the right work is handed off to the right people, team
expectations match function resources available and tactical decisions properly align across groups to
best meet the goals – with the risk being the functions are not yet structured or resourced sufficiently to
take on the entire load desired.
That the PacifiCorp team had been able to rebuild the client’s confidence by the end of 2012 at the same time
substantial program mishaps occurred is a testament to the herculean effort made by the implementation team
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and managers who worked to reconfigure how the program is functioning. It is not clear at this point whether
PacifiCorp’s initial willingness to extend the business through 2014 will manifest, but what has become clear to
PECI’s executives, residential leads, and the PacifiCorp team is that the business must be run differently in
order to succeed. Following is a summary of how the program will be tactically implemented so that the ship
can continue to turn in the right direction to meet the client and company goals for success.
2. 2013 Tactical Plan Summary
2013 Goals
The PacifiCorp program has set internal kWh savings for 2013, intending on making up the balance in future
years. The nonlighting program goals will be 50% of the contract goal, except for in Washington where the
missed savings from 2012 will be made up, along with the 2013 contract savings goals.
Non-Lighting
Contract Goal
Non-lighting
Revised Goal Lighting Goal Total estimated
for 2013
CA 799,637 600,000 1,637,555 2,237,555
ID 2,280,643 1,250,000 1,179,638 2,429,638
UT 25,121,288 12,560,644 80,798,365 93,359,009
WA 4,253,196 6,174,558 5,220,523 11,395,081
WY 2,566,260 1,283,130 6,089,870 7,373,000
Total kWh 35,021,024 21,868,332 94,925,951 116,794,283
2013 Strategies
These four strategies articulate where resources and program efforts / activities will be concentrated in order to
meet program goals most efficiently and effectively.
Strategy #1: Provide Proactive Technical Management
Evolve data integrity, analysis, and operations of measure and tariff management, providing thought
leadership, strategic recommendations, and proactive measure and product management to increase savings.
Strategy #2: Enhance Recruitment, Education, and Support to Build Long-Term Relationships
Strengthen how we recruit, educate, and support program participants, cultivating a spirit of partnership and
community to improve customer’s homes, strengthen partner’s businesses, and capture energy savings.
Strategy #3: Leverage the Network to Scale and Optimize Efforts
Strengthen alignment and partnership externally across market participants and internally across PacifiCorp’s
suite of energy efficiency programs and partners, leveraging activities, optimizing budget, and increasing focus
and effectiveness.
Strategy #4: Optimize Program Operations to Increase Efficiency and Effectiveness
Prioritize operational excellence, continuing to build out a program foundation that operationalizes optimization
and continuous improvement across the program’s structure, systems, processes, and communications.
New Areas of Focus to Increase Savings
In 2013, PECI will work with PacifiCorp to proactively assess and implement new cost-effective, scalable
tactics that use the market to its full advantage. While these efforts will include previously successful as well as
new lighting savings efforts (onboarding new lighting manufacturers, bringing back stores with fewer than 90%
PacifiCorp customers, developing eCommerce partnerships, looking for non-traditional methods to sell
lightbulbs, etc), prioritization will be on new non-lighting savings solutions that shift the program’s focus in order
to replace the upcoming lost lighting savings.
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Based on the analysis of non-lighting measures done during strategic planning, an opportunity to prioritize duct
sealing and insulation and attic insulation was revealed, as these two provide 50% of savings. In fact, 94% of
the savings in 2012 came from a small number of measures: duct sealing and insulation; attic insulation; wall
insulation; evaporative cooler premium; evaporative cooler replacement, and evaporative cooler permanently
installed; fixtures; refrigerators; and windows. 2013’s focus will be on a whole home approach that pushes
weatherization, duct sealing and insulation, and variations of high efficiency heating and cooling equipment
(similar to the Super Bundle incentive in Idaho and Utah). We will focus on a house as a system / “biggest-
bang-for-your-buck” story that provides improved education of stakeholders and a pathway for repeat
participation that achieve high savings.
Listed below is a summary of new efforts to be taken in 2013. They are broken into three categories: new
avenues to achieve savings, existing avenues that can be further leveraged, and operational areas where we
can be smarter and more efficient.
Create new avenues to achieve savings
With PacifiCorp’s support, PECI will assess, propose and implement approved new ways to acquire savings.
Cross-Program
Shift who is getting incented, looking to mid- and up-stream distributors and manufacturers to drive
savings instead of customers
Uplevel channel management approach across the program, including new homes.
Assess and develop out distributor channel
Assess collaborative allocation w/ neighboring utilities; determine which are open to partnerships
Develop new partnerships with national retailers, e.g. Walmart and Kmart, and partnerships through
Western Region Utility Network (WRUN)
Lighting
Assess stores that have lower than 90% customer rates
Increase retail channel opportunities by establishing one or more eCommerce partnerships
Define opportunities to sell bulbs through non-traditional methods (GE pop up stands, school
programs, etc)
Assess how LEDs are addressed in the market and define ways to push more through the program
Onboard new lighting manufacturers
Non-Lighting
Define multi-family market strategy by state and implement
Implement ID/UT "clean up" and WA tariff program activities
Facilitate PacifiCorp alignment opportunities to increase savings (e.g. Solar program)
Lay foundation for whole-home approach, leading to super energy efficient homes
Evaluate and deliver emerging technology / new measures
Drive behavior-based savings into program
Develop proposal for inspectors to do in-home surveys
Leverage existing avenues to achieve savings
Cross-Program
Create efficiency and improve effectiveness and opportunity through program communications
o Align program communications under one theme to deepen education and create re-
engagement hook
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o Develop templatized, audience-centric program and measure messaging (description and
benefits) under program positioning; once created, it can be used across all outward-facing
materials and communications, improving consistency and increasing efficiency
o Develop promotion and engagement efforts based on a prioritized measure schedule
o Assess communication material/activities value and streamline to increase efficiency and
effectiveness
Improve education and training for program partners on HES program and measure benefits
o Develop master and modular PPT (static and animated) providing audience-customized
education pieces / sales tools
o Uplevel industry-required training to program partners
o Provide relevant one-sheet sales tools to program partners
o Increase / provide builder-relevant content
Increase value and support to program partners
o Provide activity/performance reports that support business growth
o Improve ease of incentive application usability and submission
o Hire Merchandising Reps to outsource POP installation and maintain compliance, freeing up
field staff to deepen relationships and grow account opportunities
o Increase support to “small independents”
Leverage existing efforts and/or partner to take advantage of other market stakeholders efforts
o Align better regionally with retail partners
o Continue to leverage PacifiCorp communication efforts
o Strengthen partnerships with existing national retailers
o Increase presence in-stores, e.g. end caps and other proven tactics
Lighting
Streamline in-store lighting materials
No longer fund lighting-based marketing, advertising, or promotions, focusing these resources on non-
lighting efforts
Non-Lighting
Target recruitment towards multi-franchise contractors selling high quantity of HES measures
Develop year-long trade ally contest to drive increased sales of prioritized measures each quarter
Develop plan for leveraging contractor measures in-store
Increase customer communities’ access to participating contractors
Increase awareness of the HES program’s New Home incentives with builder associations
Develop data-driven re-engagement communications for recent and/or past participants
Get smarter and better in doing our work
Expand program data capture and analysis to increase quality, efficiency, and alignment
Improve forecast accuracy
Understand market penetration to develop strategy and design tactics
Uplevel methodology for measure selection / savings impact
Define and track program metrics
Increase market / audience targeting to enhance engagement
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Increase program systems, tools, and automation to increase quality, efficiency, and alignment
iPads distributed to field staff
RPS improvements
Incentive processing improvements
(Enterprise) online rebate processing solution
(Enterprise) data warehouse implemented
(HES website overhaul / moved to CMS?)
Evolve program structure and roles to increase quality, efficiency, and alignment
Move lighting outside of client management into a cross-practice service.
Develop channel management structure and protocol
Improve outreach structure and resourcing strategy
Have strategic planner provide annual and quarterly planning support
Evolve program planning to increase quality, efficiency, and alignment
Hold monthly face-to-face client meetings to improve program alignment
Identify key metrics across functions and track for 2014 planning
Set up foundation policies, processes, templates, and communications in Stakeholder Management,
Marketing, and Outreach in Q1
Formalize quarterly strategic plan check-ins
Formalize an annual strategic discussion and SWOT analysis with PacifiCorp
Use the strategic/tactical plan to track progress against and to help stay focused and aligned
Evolve program processes to increase quality, efficiency, and alignment
Develop retail infrastructure maps for top 10 in UT
Ensure function-based insights are shared monthly across the team
Place all partner accounts into a tiered model
Assign quantifiable metrics to each function
Create a program-wide task tracker overseen by Implementation Manager
Improve development ease, quality, and value of monthly client report
3. 2013 Tactics, Deliverables, and Metrics
Client Management
TACTIC 1: Provide excellent client management that leads to a contract extension b0y providing
solutions and value, ensuring promises are kept, sharing information regularly, and pushing back
diplomatically as necessary to keep the program and client successful
Q1 Q2 Q3 Q4
Accurate 2012 annual
reports delivered
Revised goals for 2013
approved by client
Client meetings (weekly
1 on 1 / monthly team)
Client meetings (weekly
1 on 1 / monthly team)
Monthly report / metrics
Quarterly plan summary
Client / program SWOT
in prep for 2014 planning
Win contract extension
Client meetings (weekly
1 on 1 / monthly team)
Monthly report / metrics
Deliver 2-year strategic
plan, with 2014 tactical
priorities
Client meetings (weekly
1 on 1 / monthly team)
Monthly report / metrics
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Monthly report / metrics
Quarterly plan summary
Quarterly plan summary Quarterly plan summary
TACTIC 2: Provide program leadership, direction, and communication across all program functions,
ensuring strategic alignment, operational excellence, staff development, and issue resolution
Q1 Q2 Q3 Q4
Define UES data
ownership and process
Define tariff oversight and
process
Complete existing tariff
audits
Get Channel Mgmt team
and plan in place
Lighting leadership, roles,
and staff assigned
Finalize channel/outreach
needs and guide
optimization of marketing
plan
Identify expectations,
needs, and process for
how new requests /
opportunities are raised,
discussed (trade-offs),
and decided on
Staff annual performance
reviews
Hold regular leadership
meetings
Ongoing cross-program
alignment and issue
resolution
Hire, train, and oversee
program staff
Hold regular leadership
meetings
Ensure ongoing cross-
program alignment and
issue resolution
Hire, train, and oversee
program staff
Staff mid-year
performance reviews
Hold regular leadership
meetings
Ensure ongoing cross-
program alignment and
issue resolution
Hire, train, and oversee
program staff
Hold regular leadership
meetings
Ensure ongoing cross-
program alignment and
issue resolution
Hire, train, and oversee
program staff
TACTIC 3: Assess the market and new strategic opportunities to shift program design towards non-
lighting solutions as well as increasing overall program savings
Q1 Q2 Q3 Q4
Showerhead approach
proposed for approval
Add ecommerce as a
channel approved
Propose revisions for 3
Showerhead approach
proposal approved
First distributors brought
onto the program
Collaborative allocation
Financing options
assessed/developed
Propose revisions for 1
tariff
Ongoing identification of
Financing options
proposed for approval
Ongoing identification of
other leverage points to
increase savings
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tariffs (ID, UT, WA)
1-2 new methods for
selling light bulbs
defined
Mid-market approach
developed
Confirm distributor plan
of attack
Confirm new builder plan
of attack
model proposed and
approved
Propose revisions for 1
tariff
1-2 new methods for
selling light bulbs
presented for approval
Inspector home surveys
proposed and approved
Mid-market approach
proposed for approval
Ongoing identification of
other leverage points to
increase savings
Multifamily cross-
functional plan
confirmed
other leverage points to
increase savings
TACTIC 4: Facilitate cross-group tactical alignment across task priorities and implementation, ensuring
quality, efficient delivery that meets savings goals
Q1 Q2 Q3 Q4
Attain quarterly savings
goals
Contract compliance as
relates to savings
Ongoing cross-functional
tactical alignment
(priorities and
implementation) and
issue resolution
Program task alignment
(bi-weekly)
Program team meeting
(monthly)
Program talking points
and initiative focus
provided (monthly)
Metrics tracked and
shared out (quarterly)
Process manuals up-to-
date (quarterly)
Implement new
initiatives (TBD)
Content for
supplemental technical
worksheets
Manual, applications and
Attain quarterly savings
goals
Contract compliance as
relates to savings
Ongoing cross-functional
tactical alignment
(priorities and
implementation) and
issue resolution
Program task alignment
(bi-weekly)
Program team meeting
(monthly)
Program talking points
and initiative focus
provided (monthly)
Metrics tracked and
shared out (quarterly)
Process manuals up-to-
date (quarterly)
Implement new
initiatives (TBD)
Content for
supplemental technical
worksheets
Manual, applications and
Attain quarterly savings
goals
Contract compliance as
relates to savings
Ongoing cross-functional
tactical alignment
(priorities and
implementation) and
issue resolution
Program task alignment
(bi-weekly)
Program team meeting
(monthly)
Program talking points
and initiative focus
provided (monthly)
Metrics tracked and
shared out (quarterly)
Process manuals up-to-
date (quarterly)
Implement new
initiatives (TBD)
Content for
supplemental technical
worksheets
Manual, applications and
Attain quarterly savings
goals
Contract compliance as
relates to savings
Ongoing cross-functional
tactical alignment
(priorities and
implementation) and
issue resolution
Program task alignment
(bi-weekly)
Program team meeting
(monthly)
Program talking points
and initiative focus
provided (monthly)
Metrics tracked and
shared out (quarterly)
Process manuals up-to-
date (quarterly)
Implement new
initiatives (TBD)
Content for
supplemental technical
worksheets
Manual, applications and
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worksheet updates worksheet updates worksheet updates worksheet updates
TACTIC 5: Facilitate strategic and tactical planning, monitoring, and realignment across program
functions, ensuring client expectations and market realities are aligned with program priorities
Q1 Q2 Q3 Q4
2013 tactical plan and
timeline confirmed
Function metrics and
insights defined
Tactical plan tracking
process
Q1 tactical summary
/successes
Q2-4 tactical review,
revisions, and cross-
team alignment
Update tactical plan
documents
Q2 tactical summary
/successes
Q3-4 tactical review,
revisions, and cross-
team alignment
Update tactical plan
documents
Q3 tactical summary
/successes
Q4 tactical review,
revisions, and cross-
team alignment
Update tactical plan
documents
Gather all program
analysis for 2014
planning (BI)
Assimilate insights and
trends in prep for 2014
planning (leads)
Document cross-team
SWOT in prep for 2014
planning
Define program goals
and strategic priorities,
functional expectations,
communication plan,
and schedule (SPM)
Q4 tactical summary
/successes
Facilitate / develop 2-
year strategic plan
Confirm function metrics
and insights
Facilitate 2014 tactical
plan development
Identify 2014 quarterly
planning schedule dates
Client Management Metrics
Contract vs. forecast vs. actual kWh savings
Budget percent spent (labor and directs)
Number of redeemed measures by state
New strategic solutions approved / implemented
Signed contract extension
Percentage of quarterly deliverables completed
Number of ad hoc requests (client/internal)
New/improved processes
New/improved communications
New/improved systems/tools
Quarterly planning completed (y/n)
Operations
TACTIC 1: Ensure high quality, accurate and timely data and client reports, while continuously looking
for ways to improve program efficiencies
Q1 Q2 Q3 Q4
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Streamline client report
content and process w/
BI (monthly / quarterly
approach)
Develop reporting tools
(e.g. Tableau,
Salesforce)
Define reporting
standards (e.g. what
each team should
provide, metrics,
narrative)
Define reporting
processes (e.g.
development, upload
process, etc)
Staff training on new
report approach
Oversight and
collaboration with BI for
forecast / reporting
efficiencies
Weekly, monthly and
quarterly audits
Client monthly report
Client quarterly report
Forecast timely delivery
Compliance oversight for
program operations
Synch Sprocket to
Tableau dashboard
Internal / client ad-hoc
requests
Explore and propose
forecast / reporting
process efficiencies
across program
Integrate KWYS into
reporting software
(Salesforce)
Weekly, monthly and
quarterly audits
Client monthly report
Client quarterly report
Forecast timely delivery
Compliance oversight for
program operations
Synch Sprocket to
Tableau dashboard
Internal / client ad-hoc
requests
Program audit oversight
(if requested)
Explore and propose
forecast / reporting
process efficiencies
across program
Develop glossary, define
metrics and set policies
for reporting (Salesforce)
Staff training on new
data reporting structure,
processes and reporting
Revise annual report
related to monthly report
update; automate thru
systems
Weekly, monthly and
quarterly audits
Client monthly report
Client quarterly report
Forecast timely delivery
Compliance oversight for
program operations
Synch Sprocket to
Tableau dashboard
Internal / client ad-hoc
requests
Program audit oversight
(if requested)
Weekly, monthly and
quarterly audits
Client monthly report
Client quarterly report
Forecast timely delivery
Compliance oversight for
program operations
Synch Sprocket to
Tableau dashboard
Internal / client ad-hoc
requests
Program audit oversight
(if requested)
TACTIC 2: Ensure quarterly and annual budgets align to program goals and tactics while improving
transparency, quality control, and efficiency for budgets and invoicing
Q1 Q2 Q3 Q4
Allocate expenses based
on tactics and priorities.
Monitor - ongoing
Automate current
invoicing process
Transition invoicing to
accounting
Enhance delivery and
provide regular updates
on budget and savings
Strengthen program
budget development,
oversight and economic
forecasting
Allocate expenses
based on tactics and
priorities. Monitor
Provide regular updates
on budget and savings
status to the team
Allocate expenses
based on tactics and
priorities. Monitor -
ongoing
Initiate 2014 budget
Provide regular updates
on budget and savings
status to the team
Monitor and QC
incentive invoices
Allocate expenses
based on tactics and
priorities. Monitor -
ongoing
Complete 2014 budget
Provide regular updates
on budget and savings
status to the team
Monitor and QC
incentive invoices
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status to the team
Monitor and QC
incentive invoices
Review and approve
monthly client invoices
Move invoicing to
Mondays to create
efficiencies
Development of
standard cross-program
budget tracker
Monitor and QC
incentive invoices
Review and approve
monthly client invoices
Explore and propose
budget / invoice process
efficiencies across
program; confirm plan
Review and approve
monthly client invoices
Review and approve
monthly client invoices
TACTIC 3: Provide incentive processing and customer support excellence for existing and new
program measures while overseeing transition efforts to increase automation
Q1 Q2 Q3 Q4
Define IPC process for
new measure and
educate client team
Update complaint
resolution procedure
Import retail customer
data
Test retail data imports
for accuracy
Set processing
guidelines with NBS and
ensure implementation
of retail apps
Update retail process
docs to reflect
application transition and
NBS processes
Create and propose
efficiencies plan
resulting from NBS
Update staffing as
needed related to NBS
changes
Support ADG with
testing of ongoing KWYS
enhancements and
release modules
Meet with Facilities RE:
workspace optimization
and implement plan
Work with IT to get
multiple phone lines set
Test PTS, track fixes
and 'wish list' for phase
II, and launch.
Update complaint
resolution procedure
Coordinate with NBS to
transition contractor
applications and test
data imports
Test contractor data
imports for accuracy
Coordinate contractor
application changes
impacting the database
Set processing
guidelines with NBS and
ensure implementation
of contractor apps
Update contractor
process docs to reflect
application transition and
NBS processes
Review check payment
process and propose
efficiencies; agree to
plan and deliverables
Support ADG with
testing of ongoing
KWYS enhancements
and release modules
Approach marketing RE:
CS scripts to improve
Facilitate PTS Phase II,
in coordination with
ADG and test
Update complaint
resolution procedure
Launch complete
contractor application
entry with NBS
Implement approved
check payment process
efficiencies
Support ADG with
testing of ongoing
KWYS enhancements
and release modules
Support Marketing to
assess 2014 materials
refresh needs
Partner with team to
launch online processing
Monitor online
processing impact to
IPC staff/data
processing
Provide input on tariff
changes, application
revisions, and other IPC-
relevant changes
Partner with client mgmt
and rest of team in
preparation for new
measures
Launch PTS phase II
Support Marketing to
assess / implement 2014
materials refresh needs
Update complaint
resolution procedure
Monitor contractor
application imports -
monitor for efficiencies
Monitor check expedition
process, resolve
problems, review for
efficiencies, provide
summary by end of Q4
Support ADG with
testing of ongoing
KWYS enhancements
and release modules
Monitor online
processing impact to
IPC staff/data
processing
Provide input on tariff
changes, application
revisions, and other IPC-
relevant changes
Partner with client mgmt
and rest of team in
preparation for new
measures
Provide fulfillment for
incentives (w/in 45 day),
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Evaluate automation
options for approving
high efficiency gas
furnaces; confirm plan
and resources
Work with IT to explore
alternative messaging to
answer customer
inquiries prior to ring
through to IPC
Assess additional
manual processes that
can be automated;
prioritize, present, and
agree to rest of year plan
Update process docs to
include clothes washer
recycling or comparable
new measure
Provide fulfillment for
incentives (w/in 45 day),
mailings, and material
requests
Review PTS tickets w/
ADG, update timeline,
and begin testing
Lead training review on
existing measures and
new program info
(quarterly)
Partner with client mgmt
and rest of team in
preparation for new
measures
Review staffing levels
and address changes as
necessary
Provide input on tariff
changes, application
revisions, and other IPC-
relevant changes
Maintain call center
hotline
Maintain CRM system
for all customer inquiries
Maintain phone
response time (30
seconds/call)
Evaluate and support
customer service
experience and upsell
Develop, test and
implement Q2
automation
improvements
Partner with client mgmt
and rest of team in
preparation for new
measures
Provide fulfillment for
incentives (w/in 45 day),
mailings, and material
requests
Provide input on tariff
changes, application
revisions, and other IPC-
relevant changes
Lead training review on
existing measures and
new program info
(quarterly)
Maintain call center
hotline
Maintain CRM system
for all customer inquiries
Maintain phone
response time (30
seconds/call)
Ad-hoc project requests
(TBD)
Provide fulfillment for
incentives (w/in 45 day),
mailings, and material
requests
Provide input on tariff
changes, application
revisions, and other IPC-
relevant projects /
changes
Lead training review on
existing measures and
new program info
(quarterly)
Maintain call center
hotline
Maintain CRM system
for all customer inquiries
Maintain phone
response time (30
seconds/call)
Ad-hoc project requests
(TBD)
mailings, and material
requests
Lead training review on
existing measures and
new program info
(quarterly)
Maintain call center
hotline
Maintain CRM system
for all customer inquiries
Maintain phone
response time (30
seconds/call)
Ad-hoc project requests
(TBD)
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requests to move other
processing activities into
IPC (as requested)
Ad-hoc project requests
(TBD)
TACTIC 4: Develop, enhance, and/or support systems and tools that automate processes, enhance
capabilities, or improve ease of use and information transparency
Q1 Q2 Q3 Q4
Work with ADG to
ensure program needs
are met in the Enterprise
platform plan (esp.
regarding incentive
processing)
Efficiency improvements
for online applications
Support ongoing KWYS
enhancements
(contractor apps, NBS)
Integrate unique
systems (Primo &
KWYS): ID/UT tariff
completion, RPS launch
completed
RPS improvements:
PacifiCorp + Tacoma
scope/requirements,
design
Incentive invoice
processing: finish
requirements, design
Misc. Sprocket
enhancemts requested
by Client Mgmt
KWYS Replacement:
design and develop
(TBD - as defined in
enterprise plan in Q1)
Incentive invoice
processing: develop,
launch
Check request
processing: finish
requirements, design,
develop, launch
Reporting Enhancemts
scope/ requirements,
determine make or buy
RPS improvements:
PacifiCorp + Tacoma
development, launch
Measure Mgmt
enhancemt
requirements, design,
develop
Misc. Sprocket
enhancemts requested
by Client Mgmt
KWYS Replacement:
design and develop
(TBD - as defined in
enterprise plan in Q1)
Reporting enhancemts
design, develop, launch
Work with Engineering
and ADG to integrate
Technical Reference
Database info into
Sprocket (assuming
approval in Q2)
Forecasting
enhancements: design,
develop, launch
Misc. Sprocket
enhancemts requested
by Client Mgmt
Enterprise Data
Warehouse
Work with Engineering
and ADG to integrate
Technical Reference
Database info into
Sprocket (assuming
approval in Q2)
RPS enhancements:
design, develop, launch
Misc. Sprocket
enhancemts requested
by Client Mgmt
TACTIC 5: Provide operations program leadership by defining operations strategic direction, improving
the function’s strategy, structure, processes, and communications, and continuous ensuring cross-
team alignment, operational excellence, and client satisfaction
Q1 Q2 Q3 Q4
Restructure / update
implementation manual
Track and ensure
operations contract
compliance
Maintain implementation
manual
Confidentiality training
(revised for improved
employee training)
Maintain implementation
manual
New employee training
developed
Track and ensure
Maintain implementation
manual
Track and ensure
operations contract
compliance
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Oversee audit tasks and
annual audit (as
necessary)
Develop and manage
program calendar
Develop and manage
LOOP space
Lead Q1 Ops strategic
review / metrics
summary
Lead Q2-4 Ops tactical
plan revision
Provide input on 2014
contract
Assess and facilitate
improved cross-team
information sharing RE:
Ops and the larger team
Ops lead for weekly
leadership meeting
Ops lead for monthly
program meeting
Ops lead for monthly
client meeting
Hire, train, manage, and
develop operations staff
(as necessary)
Oversee Ops resource
management; set and
manage labor and
directs budget
Track and ensure
operations contract
compliance
Oversee audit tasks and
annual audit (as
necessary)
Manage program
calendar
Manage LOOP space
Q2 Ops strategic review
/ metrics summary
Q3-4 Ops tactical plan
revision
Provide input on 2014
contract
Weekly leadership
meeting
Monthly program
meeting
Monthly client meeting
Hire, train, manage, and
develop operations staff
(as necessary)
Oversee Ops resource
management; set and
manage labor and
directs budget
operations contract
compliance
Oversee audit tasks and
annual audit (as
necessary)
Manage program
calendar
Manage LOOP space
Q3 Ops strategic review
/ metrics summary
Q4 Ops tactical plan
revision
Ops SWOT and 2014
strategic plan assessmt
Weekly leadership
meeting
Monthly program
meeting
Monthly client meeting
Hire, train, manage, and
develop operations staff
(as necessary)
Oversee Ops resource
management; set and
manage labor and
directs budget
Oversee audit tasks and
annual audit (as
necessary)
Manage program
calendar
Manage LOOP space
Q4 Ops strategic review
/ metrics summary
2014 Ops tactical plan
revision
2014 Ops strategic /
tactical plan
development
Weekly leadership
meeting
Monthly program
meeting
Monthly client meeting
Hire, train, manage, and
develop operations staff
(as necessary)
Oversee Ops resource
management; set and
manage labor and
directs budget
Operations Metrics
Number of applications received, by category
Number of applications processed
Number of applications missing info
Number of nonqualified applications
Number of duplicate records
Average incentive amount per application
Age of applications
Incentive dollars spent / savings
Payments within 45 days
Payments within 90 days
Percentage of calls answered within 30 seconds
Number of calls
Number of ad hoc requests (client/internal)
Percentage of quarterly deliverables completed
New/improved processes
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New/improved communications
New/improved systems/tools
Business Intelligence
TACTIC 1: Improve quarterly forecasts to a +/- 10% variance
Q1 Q2 Q3 Q4
Forecast +/-10%
(quarterly)
Analysis and explanation
if not within +/- 10%
variance (quarterly)
Retainage planning
5 state economic
forecast
Forecast +/-10%
(quarterly)
Analysis and explanation
if not within +/- 10%
variance (quarterly)
Retainage update
Develop application-
based unit forecast by
month
Forecast +/-10%
(quarterly)
Analysis and explanation
if not within +/- 10%
variance (quarterly)
Forecast +/-10%
(quarterly)
Analysis and explanation
if not within +/- 10%
variance (quarterly)
TACTIC 2: Enhance reporting for monthly client reports, application processing, and call volume
Q1 Q2 Q3 Q4
Enhanced, iPad-friendly
monthly Executive
Dashboard using
Tableau
Partner to define metrics
for each function; agree
which BI will track
Collaborate on client
report (monthly)
Create internal
dashboard to
incorporate lighting, non-
lighting, and function
metrics tracking
Function metrics
reported (which TBD)
Collaborate on client
report (monthly)
Function metrics
reported (which TBD)
Collaborate on client
report (monthly)
Function metrics
reported (which TBD)
Collaborate on client
report (monthly)
TACTIC 3: Uplevel market, measure, customer, and data analysis to increase awareness, participation,
re-engagement and satisfaction
Q1 Q2 Q3 Q4
Weatherization and
insulation penetration
analysis
Facilitate discussion on
what info needed for key
measures and who is
accountable for
delivering what info to
who; agree to quarterly
deliverables across
groups
Product lifecycle
analysis (TBD on new
boss capabilities)
Database target analysis
for customer acquisition
of highlighted products
Move-in date correlation
analysis (how predictive
a recent move is)
Store analysis for
lowered allocation
lighting strategy
Energy path modeling /
Present target analysis
data for acquisition and
develop acquisition plan
with Mktg/Outreach
Present retention /
reactivation data
and develop retention /
reactivation plan with
Mktg/Outreach
Program partner survey
data analysis
Other analysis TBD
based on info needs and
Restructure Salesforce
fields to make analysis
easier
RSAT savings allocation
(annually)
Other analysis TBD
based on info needs and
priorities from Q1
discussion
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probabilistic decision
tree (nonlighting)
Other analysis TBD
based on info needs and
priorities from Q1
discussion
priorities from Q1
discussion
TACTIC 4: Provide business intelligence leadership and staff direction, ensuring team operational
excellence, efficiency, alignment, and issue resolution across the program and with the client
Q1 Q2 Q3 Q4
BI insights shared
(monthly)
BI metrics shared
(quarterly)
Contract renegotiation
prep / analysis (if
necessary)
Quarterly tactical plan
and budget realignment
BI insights shared
(monthly)
BI metrics shared
(quarterly)
Contract renegotiation
prep / analysis (if
necessary)
Quarterly tactical plan
and budget realignment
Develop pilot / test for
2014
BI insights shared
(monthly)
BI metrics shared
(quarterly)
Analysis in prep for 2014
strategic planning
Quarterly tactical plan
and budget realignment
BI insights shared
(monthly)
BI metrics shared
(quarterly)
Develop 2014 BI
strategic and tactical
plans
Business Intelligence Metrics
Forecast accuracy (+/-x%)
Number of new customers / kWh savings
Number of new multifamily / kWh savings)
Number of returning customers / kWh savings
Number of returning multifamily / kWh savings
Number of bundles sold / kWh savings
New analytic tools or methodologies implemented or improved
Number of ad hoc requests (client/internal)
Percentage of quarterly deliverables completed
New/improved processes
New/improved communications
New/improved systems/tools
Engineering
TACTIC 1: Ensure existing measure standards, specs, and analysis are maintained and upgraded to
support program goals and federal regulations
Q1 Q2 Q3 Q4
Measure spec and
analysis quarterly update
Evaluate and ensure
access to MMDS
Complete TRD
spreadsheet population
and determine Sprocket
integration plan
Measure spec and
Measure spec and
analysis quarterly
update
Analysis of market
factors affecting
Test TRD spreadsheet
integration into Sprocket
(TBD)
Measure spec and
analysis quarterly
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analysis quarterly
update
Analysis of market
factors affecting
measure update
Evaluate and ensure
access to MMDS
measure update
Evaluate and ensure
access to MMDS
update
Analysis of market
factors affecting
measure update
Evaluate and ensure
access to MMDS
TACTIC 2: Shift HES program design towards non-lighting solutions by laying a foundation for a whole-
home approach that leads to super energy efficient homes, emerging technologies and new measures,
and integrating behavior-based savings into the program
Q1 Q2 Q3 Q4
Define BBEE program
approach and identify
potential strategic
partners
Multifamily methodology
developed
Develop a case for a
new measure
Provide emerging
technology updates
Whole home proposal
developed
Whole home proposal
presented
Multifamily analysis
implemented
Bundling proposal
presented; next steps
agreed
Present and get
approval for BBEE
evaluation methodology
Propose BBEE pilot to
client
Present case for a new
measure to client
Provide emerging
technology updates
Launch BBEE pilot
Develop a case for a
new measure
Reanalyze home
electronics
Finalize whole home
approach
Provide emerging
technology updates
Evaluate BBEE pilot
Present a case for a new
measure to the client
Provide updated
recommendations for
home electronics
Get whole home
approach approved
Provide emerging
technology updates
TACTIC 3: Facilitate tariff development and delivery, providing technical leadership and client
management
Q1 Q2 Q3 Q4
Lead definition and
content creation of CA
and WA measure
development
Provide ad hoc support
to client on regulatory
issues
Complete CA and WA
tariff process with client
Hand off comprehensive
CA and WA tariff content
to team leads
Propose new tariff
measures and oversee
process (state TBD)
Provide ad hoc support
to client on regulatory
issues
Complete tariff process
with client (state TBD)
Hand off comprehensive
tariff content to team
leads (state TBD)
Propose new tariff
measures and oversee
process (state TBD)
Provide ad hoc support
to client on regulatory
issues
Complete tariff process
with client (state TBD)
Hand off comprehensive
tariff content to team
leads (state TBD)
Provide ad hoc support
to client on regulatory
issues
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TACTIC 4: Provide engineering leadership externally on sub-committees and internally through
technical content / support to the team and team management and direction, ensuring operational
excellence, efficiency, alignment, and issue resolution across the program and with the client
Q1 Q2 Q3 Q4
Lighting UES revisions
overseen/resolved
Provide measure content
and energy/cost savings
analysis for sales/
education materials
Revise and implement
new tariff development
process
Engineering insights
shared (monthly)
Engineering metrics
shared (quarterly)
Provide input on 2014
contract extension (as
needed)
Ongoing technical
support on HES issues
Subcommittee
participation
Quarterly tactical plan
and budget realignment
Get input on and
implement new measure
development process
Revise measure
development process
Develop alternate cost-
effectiveness
methodology
Provide input on 2014
contract extension (as
needed)
Engineering insights
shared (monthly)
Engineering metrics
shared (quarterly)
Ongoing support for
technical content and
other HES issues
Subcommittee
participation
Quarterly tactical plan
and budget realignment
Engineering insights
shared (monthly)
2014 Engineering
SWOT
Engineering metrics
shared (quarterly)
Ongoing support for
technical content and
other HES issues
Subcommittee
participation
Quarterly tactical plan
and budget realignment
Test alternate cost-
effectiveness
methodology
Implement alternate
cost-effectiveness
methodology
Engineering insights
shared (monthly)
Develop 2014
engineering strategic
and tactical plans
Engineering metrics
shared (quarterly)
Ongoing support for
technical content and
other HES issues
Subcommittee
participation
Engineering Metrics
Number of measures screened
Number of measure briefs
Number of measure work papers written
Number of pilots approved
Number of new measures approved
Number of tariff recommendations delivered
Number of ad hoc requests (client/internal)
Percentage of quarterly deliverables completed
New/improved processes
New/improved communications
New/improved systems/tools
Marketing
TACTIC 1: Develop an HES program ‘story’ and messaging hierarchy under which all communications
and tactics fit within, increasing communications consistency, energy efficiency education, and
ongoing engagement
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Q1 Q2 Q3 Q4
Develop program
messaging matrix
Develop program and
measure info / benefits
messaging (trade allies,
customers)
Add to and uplevel trade
ally Orientation PPT
(messaging / brand
guidelines / design
(If PPT completed in Q1,
initiate voice-over
vignettes for trade ally)
Complete voice-over
vignette for trade ally
orientation PPT if not
complete
Develop HES
homepage blurb and
graphic
Retail training/ sales
tool PPT - TBD in
Phase II based on
Channel / Outreach
feedback
Develop program /
benefits messaging for
builders, multifamily –
TBD in Phase II if
requested by client
mgmt
Update template
messaging / PPTs as
necessary
Update template
messaging / PPTs as
necessary
TACTIC 2: Develop and manage content, communications, and materials that enhance sales support
and education
Q1 Q2 Q3 Q4
Deliver "Answer book"
HES overview brochure
(updated for ID per client
request)
Design and print
program incentive table
(post online)
Develop branded ‘sales
kit’ folder to be provided
to mfr/distributors to add
info to and hand out
Deliver 1-sheet customer
program summary /
benefits (used by trade
ally, retailer, and builder)
OR a generic HES
overview brochure
(customized by state)
(need to get client mgmt
buy-off on 1 or both)
Finalize and print
generic HES overview
brochure (customized by
state)-if approved in Q1
Add avg measure cost
vs. energy/cost savings
to incentive table (post
online) - TBD in phase II
Deliver 1-sheet
multifamily talking points
/ sales tool (used by
trade ally and builder) -
TBD in phase II
Incorporate survey
insights into materials
(TBD).
Other materials updates
as needed
Incorporate survey
insights into materials
(TBD)
Other materials updates
as needed
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TACTIC 3: Develop engagement activities that increase participation and re-engagement
Q1 Q2 Q3 Q4
Define more effective
trade ally newsletter
approach; deliver Q1
newsletter in existing
manner
Deliver Feb. bill inserts
February: HES lighting
coupon (WY), HES
home show (UT), SYLR
(Jaco)/HES TBD topic
(rest of states)
Assess existing in-store
communications /
materials against
shopper needs (client
mgmt to facilitate
alignment around
problem / need first)
HES Web audit and
recommendations
proposed
Retail communication
needs TBD (client
mgmt to facilitate
alignment around
problem / need first)
Lead development of
survey re: program
partner interest, plans,
satisfaction with tools,
etc (baseline survey);
implement end of Q2
Develop and send trade
ally newsletter (new
medium)
April bill insert – SYLR
(Jaco) /HES TBD topic
combo
Develop in-store
material protocol /
standards w/ Outreach,
and Key Acct (what, why
where, quantity, etc)
(dependent on outreach)
Streamline / update
revised lighting materials
to support shopper
needs
Develop and send trade
ally newsletter (new
medium)
PacifiCorp bill inserts
July – HES lighting
coupon (WY)
September – SYLR
(Jaco/HES) (all states)
Create and upload
builder-specific webpage
with info and + links
(start Q2/post early Q3)
Design and launch re-
engagement tactics -
either tool / data for
Trade Allies and/or
direct piece to
homeowner (based on
BI acquisition / retention
data analysis)
Develop and send trade
ally newsletter (new
medium)
October bill insert –
HES lighting coupon
(WY); November bill
insert HES for RMP
states only
Measure re-engagement
tactics and define 2014
approach with BI
WY TV promotion
launched (if relevant)
TACTIC 4: Maintain the HES Program’s existing communications and allow limited time for
miscellaneous projects
Q1 Q2 Q3 Q4
PacifiCorp material
reorders (applications,
print materials, SWAG)
Print production and
delivery for reprinting of
lighting POP
Update materials and
applications as needed
Voices newsletter review
(as requested by
PacifiCorp)
Wattsup newsletter
reviewing/editing (as
requested by PacifiCorp)
PacifiCorp material
reorders (applications,
print materials, SWAG)
Tariff implementation:
develop timeline then
update web
communications,
applications, materials,
social media, etc
Facilitate assessment
with program leads
if/what would make the
UT Home and Garden
show meaningful; decide
PacifiCorp material
reorders (applications,
print materials, SWAG)
Tariff implementation:
develop timeline then
update web
communications,
applications, materials,
social media, etc
Utah Fall Home and
Garden Show -
implement based on
plan and/or request no
presence to client
PacifiCorp material
reorders (applications,
print materials, SWAG)
Tariff implementation:
develop timeline then
update web
communications,
applications, materials,
social media, etc
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Web edits (monthly)
Inventory audit and
reorders (quarterly)
Tariff planning;
implement UT and ID
amendment notices if
ready
Utah Home and Garden
Show digital display
Support online
processing requirements
definition and usability/
interface design (as
needed)
Utah Home and Garden
Show digital display
Web maintenance
updates
HES Web audit
WY TV promotion
(canceled)
if go/no goto propose to
client
Support online process.
requirements definition
and usability/interface
design (as needed)
Facilitate assessment
with program leads
if/what would make the
UT Home and Garden
show meaningful; decide
if go/no go; propose to
client
TACTIC 5: Provide marketing leadership to the HES Program and oversight to the marketing team,
ensuring strategic direction, operational excellence, program alignment, and issue resolution
Q1 Q2 Q3 Q4
Marketing insights for
client report (monthly)
Hire, train, manage, and
develop marketing staff
Oversee resource
management; set and
manage labor and
directs budget
Attend weekly leadership
meeting and client
marketing meeting
Attend monthly program
meeting and client
meeting
Q1 Mktg metrics
summary
Q2-4 Mktg tactical plan
revision
Marketing insights for
client report (monthly)
Hire, train, manage, and
develop marketing staff
Oversee resource
management; set and
manage labor and
directs budget
Attend weekly
leadership meeting and
client marketing meeting
Attend monthly program
meeting and client
meeting
Q2 Mktg metrics
summary
Q3-4 Mktg tactical plan
revision
Provide marketing input
on 2014 contract
extension (if needed)
Marketing insights for
client report (monthly)
Hire, train, manage, and
develop marketing staff
Oversee resource
management; set and
manage labor and
directs budget
Attend weekly
leadership meeting and
client marketing meeting
Attend monthly program
meeting and client
meeting
Q3 Mktg metrics
summary.
Q4 Mktg tactical plan
revision
Mktg SWOT in prep for
2014 strategic plan
Marketing insights for
client report (monthly)
Hire, train, manage, and
develop marketing staff
Oversee resource
management; set and
manage labor and
directs budget
Attend weekly
leadership meeting and
client marketing meeting
Attend monthly program
meeting and client
meeting
Q4 Mktg metrics
summary
2014 Mktg strategic plan
development
2014 Mktg tactical plan
development
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Marketing Metrics
Number of participating customers from promotion / kWh savings
Direct mail response rate
Email click-through rate
HES web activity
Earned media
Number of ad hoc requests (client/internal)
Percentage of quarterly deliverables completed
New/improved processes
New/improved communications
New/improved systems/tools
Channel Management
TACTIC 1: Establish a consistent infrastructure across channels – strategic approach, templates,
processes, and cross-channel communications – to better prioritize, manage, and grow relationships,
as well as improve channel leadership, operational efficiency, and alignment
Q1 Q2 Q3 Q4
Channel infrastructure
defined (see above);
begin implementation
Confirm individual
channel strategies with
SPM
Define alignment/
decision-making
process w/ client mgmt,
mktg, and outreach
Update all existing
accounts into new
infrastructure (partial)
Channel insights shared
(monthly)
Channel strategic review
and metrics shared
(quarterly)
Identify cross-channel
opportunities
Q2-4 channel mgmt
tactical plan revision /
cross-team alignment
Weekly program
leadership meeting
Monthly client meeting
Complete channel
infrastructure
implementation and
documentation
Update all existing
accounts into new
protocol (completed)
Channel insights shared
(monthly)
Channel strategic review
and metrics shared
(quarterly)
Identify cross-channel
opportunities
Q3-4 channel mgmt
tactical plan revision /
cross-team alignment
Weekly program
leadership meeting
Monthly client meeting
Channel insights shared
(monthly)
Channel strategic review
and metrics shared
(quarterly)
Identify cross-channel
opportunities
Complete channel mgmt
SWOT analysis for 2014
planning
Q4 channel mgmt
tactical plan revision /
cross-team alignment
Weekly program
leadership meeting
Monthly client meeting
Channel insights shared
(monthly)
Channel strategic review
and metrics shared
(quarterly)
Identify cross-channel
opportunities
Develop 2014 channel
mgmt strategic and
tactical plans
Weekly program
leadership meeting
Monthly client meeting
TACTIC 2: Continue to evolve the HES program lighting strategy based on industry changes and
opportunities, cultivating new opportunities, setting priorities, and offering guidance across channel,
outreach, and marketing activities to ensure the greatest savings and efficiencies (Christy for now)
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Q1 Q2 Q3 Q4
Audit to assess
additional stores to add
Prioritize manufacturers
to approach based on
state/measure priorities
Proposal for allocation
reduction to client
Oversight of RPS data
migration
Determine Lightfair
attendance, goals, and
meetings to set
Oversee allocation
reduction plan
implementation
Oversight of RPS data
improvements
Identify and assess
lighting strategy
opportunities
Determine ENERGY
STAR attendance,
goals, and meetings to
set
Oversee allocation
reduction plan
implementation
Provide support for
identification, mapping,
and assignment of
stores into account
model
Identify and assess
lighting strategy
opportunities
Audit to assess
additional stores to add
Identify and assess
lighting strategy
opportunities
TACTIC 3: Identify, prioritize, build and leverage strategic relationships with manufacturers and
distributors, cultivating interest, education, and partnership opportunities in the HES program to
increase savings
Q1 Q2 Q3 Q4
Research and identify
relevant L/NL distributors
and mfrs based on
prioritized states/
measures; prioritize for
greatest impact
Begin meeting with
distributors and mfrs (2
each in Q1)
Analyze distributor
model to determine
viability
Develop a proposal for
building the L/NL
distributor channel
Follow up with 2 UT
lighting distributors who
have contacted PECI
Identify alignment and
promotion opportunities
w/ distributors and
manufacturers; work with
program leads to
develop support plan
Identify multi-family
Continue meeting with
new distributors and
manufacturers (# TBD)
Assess distributor LED
partnership opportunities
for Q4 lighting season
Identify alignment and
promotion opportunities
w/ distributors and
manufacturers; work
with program leads to
develop support plan
Implement multi-family
plan in UT/WA
Quarterly check in with
existing accounts
Secure distributor LED
partnership tactics for
Q4 or 2014
Identify alignment and
promotion opportunities
w/ distributors and
manufacturers; work
with program leads to
develop support plan
Quarterly check in with
existing accounts
Identify 2014
manufacturer and
distributor L/NL strategic
and tactical plans
Secure distributor LED
immediate or 2014
partnership tactics
Identify alignment and
promotion opportunities
w/ distributors and
manufacturers; work
with program leads to
develop support plan
Quarterly check in with
existing accounts
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opportunities with
manufacturers (mid-
market or upstream) -
focus on UT/WA
TACTIC 4: Prioritize, build and leverage strategic relationships with retail key accounts, cultivating
interest, education, and partnership opportunities in the HES program to increase savings
Q1 Q2 Q3 Q4
Identify prioritized
retailers to partner w/
based on prioritized
states/measures
Establish relationship
with Walmart
Prep goals, meetings, for
CES; report back on
opportunities for
electronics to come into
program
Work at corporate level
to bring on end caps in 2
retail chains
Develop document/
process for retail territory
map, contacts, and
access points
Work with program leads
to tie WRUN promo
opportunities to HES
savings
Provide input on content
for retail associate
training and approach
Identify opportunities to
leverage contractor
measures in retail;
propose plan to team
Quarterly check in with
existing accounts
Identify alignment and
promotion opportunities
w/ retailers; work with
program leads to
develop support plan
Onboard lighting
program at Walmart (Q2
or Q3)
Finalize contract with
Amazon.com (client
approval dependent)
Finalize contract with
Sears.com (client
approval dependent)
Assess retailer LED
partnership opportunities
and propose ideas for
lighting season
Meet with 1 key retail
partner to grow savings
Quarterly check in with
existing accounts
Identify alignment and
promotion opportunities
w/ retailers; work with
program leads to
develop support plan
Bring Sears.com online
(client approval
dependent)
Bring Amazon.com
online (client approval
dependent)
Onboard lighting
program at Kmart
Determine if any LED
partnership opportunities
for Q4 / 2014
Meet with 1 key retail
partner to grow the
partnership
Prep goals, agendas,
and set meetings for
ENERGY STAR
conference
Quarterly check in with
existing accounts
Identify alignment and
promotion opportunities
w/ retailers; work with
program leads to
develop support plan
Identify prioritized
retailers to partner w/ in
2014 based on
prioritized states/
measures
Work at the corporate
level to bring on end
caps in 2 retail chains
Attend ENERGY STAR
conference; define /
finalize partnership
opportunities
Quarterly check in with
existing accounts
Identify alignment and
promotion opportunities
w/ retailers; work with
program leads to
develop support plan
TACTIC 5: Identify, prioritize, build and leverage other strategic relationships in PacifiCorp's network,
cultivating interest, education, and partnership opportunities in the HES program to increase savings
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Q1 Q2 Q3 Q4
Research and identify
relevant market
stakeholders based on
prioritized states/
measures; prioritize for
greatest impact
Meet w/ NEEA to assess
efforts on ductless heat
pumps, ENERGY STAR
New Homes, and
heatpump water heater;
propose partnership
opportunities
Identify market
stakeholders in
multifamily space for
each state; prioritize for
greatest impact
Identify schools to
assess for training and
education offerings (start
w/ WSU)
Engage with and assess
HBA's regional
demographics and
needs (WA, UT);
develop tactics
Quarterly check in with
existing accounts
Identify alignment and
promotion opportunities;
work with program leads
to develop support plan
Oversee agreed NEEA
partnership
tactics/deliverables
Engage multifamily
contacts, based on Q1
discovery findings
Identify additional
schools to assess for
training and education
offerings, develop plan
Engage with and assess
HBA's regional
demographics and
needs (rest of states);
develop tactics
Quarterly check in with
existing accounts
Identify alignment and
promotion opportunities;
work with program leads
to develop support plan
TBD based on Q1/Q2
efforts
Quarterly check in with
existing accounts
Identify alignment and
promotion opportunities;
work with program leads
to develop support plan
TBD based on Q1/Q2
efforts
Quarterly check in with
existing accounts
Identify alignment and
promotion opportunities;
work with program leads
to develop support plan
TACTIC 6: Ensure lighting program operational excellence by maintaining active contracts and
schedules and ensuring pricing is compliant, systems are maintained, and relationships are supported
and cultivated for continued and/or increasing savings
Q1 Q2 Q3 Q4
Sylvania contract signed,
POP/pricing in place,
schedules created
Bring on Energy Mad
and 1 other
manufacturers,
POP/pricing in place,
schedules created
Develop account plans
for existing mfrs
(completed)
Assess mfr LED insights
and partnership
opportunities and
propose ideas for
lighting season or 2014
Oversee implementation
of LED-specific efforts
for Q4 lighting season or
2014 plan
Prep goals and
agendas, then set
meetings for ENERGY
STAR conference
Implement 2 lighting end
caps
Attend ENERGY STAR
conference; meet with
key Mfr partners to grow
partnership
LED tactics
implemented, if relevant
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Receive and upload all
2013 contracts
Get 2013 schedules
signed and input into
Sprocket
Bring on 2 lighting end
caps
Develop account plans
for existing mfrs (partial)
Research relevant
manufacturers based on
prioritized states and
measures
Capture insights on mfr
LED insights
Ensure inventory
alignment /availability
Prep goals, agendas,
then set meetings for
Lightfair
Quarterly check in with
existing accounts on
needs, program updates,
that all qualified stores
participate, stock is in
store, and promotional
opportunities
Update team on
alignment and promotion
opportunities; lead
discussion to decide
go/no go
Provide field staff with
up-to-date, accurate
pricing references
Provide mfr content input
for program PPT
development
Hire, train, manage, and
develop staff
Oversee resource
management; set and
manage budget
Bring on 2 additional
manufacturers
Attend Lightfair; meet
with key Mfr partners to
grow partnership
Once Sylvania signed,
establish lighting
program at Kmart
Quarterly check in with
existing accounts on
needs, program
updates, that all qualified
stores participate, stock
is in store, and
promotional
opportunities
Update team on
alignment and promotion
opportunities; lead
discussion to decide
go/no go
Provide field staff with
up-to-date, accurate
pricing references
Ensure inventory
alignment /availability
Provide field staff with
up-to-date, accurate
pricing references
Quarterly check in with
existing accounts on
needs, program
updates, that all qualified
stores participate, stock
is in store, and
promotional
opportunities
Update team on
alignment and promotion
opportunities; lead
discussion to decide
go/no go
Ensure inventory
alignment /availability
Quarterly check in with
existing accounts on
needs, program
updates, that all qualified
stores participate, stock
is in store, and
promotional
opportunities
Update team on
alignment and promotion
opportunities; lead
discussion to decide
go/no go
Provide field staff with
up-to-date, accurate and
easy to use pricing
references
Ensure inventory
alignment /availability
Channel Management Metrics
Number of new distributors recruited
Number of new builders recruited
Number of new partnership tactics / opportunities proposed
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Number of new partnership tactics / opportunities implemented
Number of partners re-engaged / kWh savings
Number of events held (share results)
Number of trainings held (share results)
Number of ad hoc requests (client/internal)
Percentage of quarterly deliverables completed
New/improved processes
New/improved communications
New/improved systems/tools
Outreach
TACTIC 1: Provide outreach leadership, improving the function’s strategy, structure, process, and
communications and ensuring cross-team alignment, operational excellence, and client satisfaction
Q1 Q2 Q3 Q4
Outreach insights
defined to share out
Assess existing
inventory and develop
tracking process
iPads distributed/trained
Revised framework for
coaching / escalations
implemented
UT and WY field staff
hired
Document area contacts
and access points for
Walmart
Document area contacts
and access points for
Home Depot, and RC
Willey
Tier 1 trade ally
performance reports
developed
Field staff assigned
quantifiable success
metrics (quarterly)
Implement improved
field staff structure,
process, expectations,
and communications
Place all accounts into
tiered model, assign
staff, confirm metrics for
each tier
Outreach insights shared
Proposal for inspector
in-home surveys
Technical training plan
and materials completed
metrics (quarterly)
Document area contacts
and access points for
Greenlite
Document area contacts
and access points for
Lowes and
Independents
Field staff metrics
recalibrated (quarterly)
Outreach insights
shared (monthly)
Outreach metrics shared
(quarterly)
Provide input on 2014
contract extension (as
needed)
Quarterly tactical plan
and budget realignment
Field staff metrics
recalibrated (quarterly)
Document area contacts
and access points for
Costco
With help from
Outreach, document
infrastructure map for
Sears
Outreach insights
shared (monthly)
Outreach metrics shared
(quarterly)
Provide input on 2014
contract extension (as
needed)
Quarterly tactical plan
and budget realignment
2014 Outreach SWOT
Field staff metrics
recalibrated (quarterly)
Document area contacts
and access points for
Sams
Document area contacts
and access points for
Best Buy
Outreach insights
shared (monthly)
Outreach metrics shared
(quarterly)
Recalibrate tiered
accounts for 2014
Develop 2014 outreach
strategic and tactical
plans
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(monthly)
Outreach metrics shared
(quarterly)
Provide input on 2014
contract extension (as
needed)
Quarterly tactical plan
and budget realignment
TACTIC 2: Increase training and education to ensure program partners have the information they need
to engage and succeed
Q1 Q2 Q3 Q4
Input on content for
training materials being
developed
Begin industry training
resource assessment
New protocol training for
all field staff (quarterly)
Account mgmt training
(quarterly)
Field staff inspection
training (quarterly)
Key messages provided
to field staff (monthly)
Monitor inspection rates
and provide coaching
(monthly)
Industry training
proposal developed and
initiated
Survey development
input provided; survey
implemented
Retail associate training
implemented
Ongoing account mgmt
training support
(quarterly)
Field staff inspection
training (quarterly)
Key messages provided
to field staff (monthly)
Monitor inspection rates
and provide coaching
(monthly)
Ongoing account mgmt
training support
(quarterly)
Field staff inspection
training (quarterly)
Key messages provided
to field staff (monthly)
Monitor inspection rates
and provide coaching
(monthly)
Survey implemented
Ongoing account mgmt
training support
(quarterly)
Field staff inspection
training (quarterly)
Key messages provided
to field staff (monthly)
Monitor inspection rates
and provide coaching
(monthly)
TACTIC 3: Recruit, engage, and leverage trade allies and retailers to be the program’s main sales force
Q1 Q2 Q3 Q4
New WA recruits: 2
HVAC, 2 WX, 1 HPWH
New WY recruits: 2
HVAC, 2 WX, 1 HPWH
New ID recruits: 3 WX, 3
HVAC, 1 HPWH
New CA recruits: 2
HVAC
Input on trade ally
contest
New WA recruits: 2
HVAC, 2 WX, 1 HPWH
New WY recruits: 2
HVAC, 2 WX
New ID recruits: 3 WX, 3
HVAC, 1 HPWH
New CA recruits: 2
HVAC
Implement trade ally
contest
Implement re-
engagement plan for
trade allies and retailers
who left
Implement trade ally
contest
Implement trade ally
contest
Increase trade ally
priority measure and/or
multi-family participation
by 10%
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TACTIC 4: Increase opportunity for lighting, appliance, and contractor measures savings in store
Q1 Q2 Q3 Q4
Tier 1 trade ally
performance reports
delivered (quarterly)
Bring on 6 new end cap
opportunities
Identify and assign
which tier 2 stores to
target to advance tier
level
Consult on automation
options for approving
high efficiency gas
furnaces
Develop plan to bring in
trade allies through
ProDesk
Increase bulb sales in at
least 1 location
(quarterly)
Tier 1 trade ally and
retail performance
reports developed and
delivered (quarterly)
Bring on 2 new end cap
opportunities
Implement plan to bring
in trade allies through
ProDesk
Develop and implement
plan for assessing big
shops who've left the
program
All account goals set
Increase bulb sales in at
least 1 location
(quarterly)
Tier 1 trade ally and
retail performance
reports developed and
delivered (quarterly)
Implement in-store
lighting event
Increase bulb sales in
at least 1 locations
Prep for UT (and WA?)
Home Show
Tier 1 trade ally and
retail performance
reports developed and
delivered (quarterly)
Bring on 2 new end cap
opportunities
Implement and track UT
Home Show
Increase bulb sales in at
least 1 locations
TACTIC 5: Identify, target, and develop relationships and partnership opportunities to expand multi-
family participation and savings
Q1 Q2 Q3 Q4
Identify 1 trade ally to do
multifamily in each state
Confirm priority
measures, develop
multifamily generation
plan (focus on engaging
property maintenance
staff)
Implement multifamily
generation plan
Implement plan to
engage property
maintenance staff
Implement multifamily
generation plan
Implement plan to
engage property
maintenance staff
Implement multifamily
generation plan
Implement plan to
engage property
maintenance staff
Outreach Metrics
Number of retail site visits (tiered)
Number of trade ally visits (tiered)
Number of new trade allies recruited
Number of trade allies re-engaged
Percentage of random inspections (5% minimum)
Tactic results (pre/post)
Number of ad hoc requests (client/internal)
Percentage of quarterly deliverables completed
New/improved processes
New/improved communications
New/improved systems/tools
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