Item 15
VALLEY CLEAN ENERGY ALLIANCE
Staff Report - Item 15
TO: Board of Directors
FROM: Mitch Sears, Executive Officer
Rebecca Boyles, Director of Customer Care and Marketing SUBJECT: Review and Provide Feedback on the Valley Clean Energy 2024-2026 Outreach & Marketing Plan Outline
DATE: September 12, 2024
RECOMMENDATION
Review the attached 2024-2026 Draft Outreach & Marketing Plan Outline
BACKGROUND
In 2020, the Valley Clean Energy Board of Directors adopted a Strategic Plan to better guide our organizational mission, vision and strategies, and was updated in September 2023. The plan was adopted and updated after significant feedback from the Community Advisory Committee, the Board of Directors, consultants and VCE staff. The Strategic Plan lays out goals and objectives meant to guide the Board, CAC, and VCE staff in planning and decision-making. The 2021 Outreach & Marketing Plan adopted in February 2021 complemented VCE’s Strategic Plan and guided staff’s work on marketing and outreach strategy. The 2024-2026 Outreach & Marketing Plan will build on the success, goals and objectives of the 2021 Plan, align with the Strategic Plan update, and reach further with updated outreach and marketing strategies.
The key goals in the plan for 2024-2026 include:
1. Increase customer satisfaction and retention
2. Continue to Enhance VCE’s Role as a Trusted Community Resource
3. Spotlight VCE’s Role in Affordability, Decarbonization and Grid Innovation This newer iteration of the Outreach & Marketing Plan will contain more detail on analytics and progress since the 2021 plan. The goals are similar to the goals in the 2021 plan but have been updated to reflect the progress made between 2021-2024. Tactics and subitems will be updated to reflect the new goals and progress since 2021, as well as systemic and organizational shifts that may have affected plan goals and progress.
Staff has incorporated feedback from the CAC’s Programs and Outreach Task Group (POTG) and the full CAC on the outline and approach for the 2024-2026 Outreach & Marketing Plan after Item 15
presenting the outline at the August CAC meeting. Feedback from the POTG and CAC was minimal, and some of the actions detailed in the plan are already underway.
Staff is seeking Board feedback on the draft Plan outline which will be incorporated into the draft plan. Staff anticipates returning to the Board for draft Plan consideration this Fall.
ATTACHMENTS
1. 2024-2026 Outreach & Marketing Plan Outline
2. Progress Since 2021 Plan
VCE Outreach & Marketing Plan 2024-2026 Draft Outline
1. Executive Summary & Situational Analysis
a. Background & Context
b. Relationship to VCE’s Strategic Plan
c. Progress since 2021 Outreach & Marketing Plan
i. 2021 Goals, Objectives, Subitems, Metrics and progress d. Organizational and systemic shifts affecting outreach and marketing strategies e. Preview of Goals & Objectives for 2024-2026
2. Mission + Values
a. Core Value Statements
i. Serving as a Trusted Community Resource
ii. Empowering Communities with Clean, Renewable, Affordable, Reliable Energy iii. Solution-Driven Community Collaboration
3. SWOT Analysis
a. Industry Peer Analysis
4. Demographics/Target Audience
5. Goals & Objectives for 2024-2026, with relevant Strategic Plan Objectives and metrics for success
a. Increase Customer Satisfaction and Retention
i. Initiatives Supporting this Goal:
1. Improvements to minimize opt-outs (Res & Non-Res)
2. Focus groups and surveys
3. Publicizing program benefits for historically marginalized communities ii. Proposed Metrics (Res & Non-Res):
1. “Retained” customers call disposition (SMUD began to track this metric upon VCE’s request)
2. Email open and click rates
3. Customer programs participation and feedback (especially rebate recipients)
4. Number of participating customers in surveys and focus groups; positive survey and focus group results
5. Engagement rates on social media (Facebook, Instagram, and Twitter/X)
6. Sign-ups for the newsletter email list during events
7. Non-residential customers:
a. [Potential] Bespoke rates participation and feedback b. [Potential] Participation in focus groups and/or surveys; positive focus group and survey results
b. Continue to Enhance VCE’s Role as a Trusted Community Resource i. Initiatives Supporting this Goal:
1. VCE’s Electric Advisor service (launching Fall 2024)
2. Phase 2 of the Electric Vehicle Rebate Program (not yet Board-approved)
3. Memorandum of Understanding (MOU) with Cool Davis for VCE service territory-wide engagement
4. Consideration of advertising (e.g. billboards, bus ads, podcast appearances in English and Spanish)
ii. Proposed Metrics (Res and Non-Res):
1. [Residential only] Participation and feedback from the Electric Advisor service, including rebates obtained and electrification and energy efficiency initiatives undertaken (where measurable)
2. Participation in, and feedback from, Phase 2 of the EV Rebate Program
3. Number of events showcasing VCE (and partners’) energy expertise; number of participants both in-person and virtual
c. Spotlight VCE’s Role in Decarbonization and Grid Innovation i. Initiatives supporting this goal:
1. Continuing to work with member jurisdictions on their Climate Action Plans
2. Electrification plans through the Electric Advisor service
3. [Potential] VPP Grant with UC Davis, PG&E and Panasonic
4. REACT program
5. AgFIT Expanded Pilots
6. V2G Pilots with PG&E
7. Advocating for public policies to support decarbonization and grid innovation
ii. Proposed metrics:
1. Number of communications about decarbonization, including press releases, op-eds, and print and digital resources
2. Participation and feedback in various carbon-reducing programs, including rebates obtained and electrification and energy efficiency initiatives undertaken (where measurable)
3. VCE’s participation in regulatory and legislative proceedings involving decarbonization
6. Messaging
i. Brand Voice
1. Conversational tone, “meet customers where they’re at”
2. Trusted advisor on energy
3. Clear, direct communication
4. Member of community
5. Balancing the priorities of taking action on climate change, remaining financially solvent, keeping rates steady, affordable for customers ii. Spanish Translation
1. Digital, print translated
2. Native Spanish speaker to ensure effective, authentic tone
3. High percentage of calls in Spanish
b. Content Strategy
i. Content Pillars
1. Renewable & Clean Energy
2. Energy Efficiency
3. Electrification
4. News & Announcements
ii. Media Channels
1. Blogs, SEO content, images, videos, op-eds, press releases, brochures, compliance mailers, quarterly newsletters, OhmConnect and other marketing emails
iii. Hashtag Strategy
1. Powerful social media tool
c. Methods
i. Website
1. Website Tactics
a. Regular, timely, accurate updates
ii. Social Media
1. Social Media Channels
a. X/Twitter, LinkedIn, Facebook, Instagram
2. Social Media Objectives
a. Provide education, inform, build credibility
3. Social Media Tactics
a. Consistent posting (3-5x/week)
b. Adhere to messaging/brand guidelines
c. Respond to all comments, questions within one business day where applicable
iii. Email
1. Email Objectives
a. Proactively reach res & non-res audience
b. Remain in compliance with state agencies (CPUC & CEC)
2. Email Tactics
a. Direct, conversational, informative
b. OhmConnect
c. Marketing emails
d. Compliance emails
iv. Focus Groups & Surveys
1. Focus Groups & Surveys Objectives
a. Collect timely, high-quality feedback to inform strategy and tactics
2. Focus Groups & Surveys Tactics
a. Seek feedback on survey or focus group design from sister agencies, the Community Advisory Committee, and stakeholder groups
b. Deploy surveys and focus groups in Yolo County, with both online and in-person participation options available
c. Consider compensating focus group participants and having a raffle for survey participants to encourage participation d. All surveys and focus groups will be available in English and Spanish
e. Ensure adequate outreach and marketing around surveys and focus groups (website, social media, potentially other outlets) v. Media Relations
1. Media Relations Objectives
a. Build rapport with reporters and journalists by drafting newsworthy content that leads to further interviews and conversations with VCE
b. Gain brand awareness and recognition through media
placements
2. Media Relations Tactics
a. Update contact list quarterly to ensure database is up to date with the best media list
b. Develop pitches in designed template
c. Draft newsworthy press releases
d. Distribute op-eds once per quarter
e. When possible, collaborate with partners, public figures, and industry peers when distributing press releases
vi. Events
1. Events Objectives
a. Engage current and potential customers
b. Increase brand awareness
c. Provide education and information about services and programs d. Grow newsletter email list
e. Connect with influential members of the community such as elected officials
2. Events Tactics
a. Identify key events within the community, participate b. Sponsor relevant events
c. Adhere to event best practices including:
i. Be prepared with event materials on-hand.
ii. Deliver a professional booth setup
iii. Be friendly and conversational with visitors.
iv. Greet passersby with a smile
v. Engage audience by inviting them to participate in an activity at booth (i.e. spinner wheel).
vi. Refrain from personal conversations and excessive cell phone use during the event.
vii. Take well-lit photos of the booth setup and peers in action that can be used for marketing purposes.
viii. Be prepared with talking points to anticipate visitors’ questions.
7. Communications Performance and Metrics
a. Website
i. Web Tactics
1. KPIs: page visits, traffic sources, most-viewed pages, location a. Content adjusted as needed
b. Social Media – goal: increase by 3%/year for next 2 years i. Social Media Channels
1. X/Twitter, LinkedIn, Facebook, Insta
ii. Social Media Objectives
1. Engagement: likes, comments, shares, stories viewed, video views c. Email
i. Email Objectives
1. Marketing: OhmConnect, newsletter
2. Compliance: JRM, PCL
ii. Email Tactics
1. Conversational tone
2. Novel email titles
d. Events
i. Events Objectives
1. Engage, inform, educate, help
2. 2 events/quarter
ii. Events Tactics
1. Track participants and visitors; # of newsletter signups Appendix A: Industry Peer Analysis
Appendix B: Messaging Matrix
Appendix C: Hashtags
2021 Outreach and Marketing Plan
Goal 1: Increase customer
satisfaction and retention
Name Subitems Strategic Plan Objective Status Goal details Better understand the needs/wants of
customers and member communities
Improve customer analytics and
data, Customer personas,
Develop customer and
marketing dashboards, Analyze
data from different jurisdictions
Objective 3.1: Develop engagement
strategies to increase awareness of, and
participation in, local control of VCE’s
energy supply and programs with a
particular focus on engaging
disadvantaged and historically
marginalized communities.
Done
VCE has made significant progress on this goal. We developed several engagement strategies, including for ERRO program, AgFIT Program and EV Rebate Program. We have advertised openings on the CAC to encourage local control, as well as advertising Board meetings and CAC meetings. VCE crafted an Environmental Justice Statement.
Subitems Name Status Notes & Examples
Improve customer analytics and
data Done
Customer personas Not Done VCE has not yet developed customer personas but may do so as part of the outreach for focus groups and surveys 2024-2026.
Develop customer and
marketing dashboards Done
Analyze data from different
jurisdictions Done
Increase awareness of VCE's brand
Advertising, Word-of-mouth
campaigns, Swag, Co-marketing/branding with trusted
Done
VCE invested in bus ads in English and Spanish and has translated most customer-facing material into Spanish. VCE developed special swag for the 5-year anniversary and shared it with customers and Subitems Name Status Notes & Examples
Advertising Done
Staff engaged in successful advertising, and will look into advertising campaigns for 2024-2026, which may include bus ads and billboards, as well as podcasts.
Word-of-mouth campaigns Done
This goal was mostly achieved, and staff will continue to work on it.
Lawn signs were deployed, and the AgFIT program was marketed successfully by word-of-mouth.
Swag Done
VCE developed special swag for the 5-year anniversary celebrations, including branded Bluetooth speakers, socks, and cell phone chargers.
Staff also maintained current stocks of popular swag, including tote bags and bike lights, and updated the design of the tote bags.
Co-marketing/branding with
trusted community partners Done
Co-marketing for the Electrify Yolo grant was done, in the form of signs with all jurisdiction logos beside VCE's. The MOU with Cool Davis will allow for more co-marketing.
Newsletter: improve content and
increase readership Done The newsletter format and design was updated, resulting in TBD% increase in readership.
Increase awareness in Spanish-speaking communities Done VCE will continue this endeavor, and has increased Spanish content on the website, in collateral and on social media.
Maintain high customer participation
rate
Analysis of regional customer
participation rates/opportunities
for increased participation,
Decrease opt-outs due to
misinformation, Non-res
relationship building
Objective 3.6: Measure and increase
customer satisfaction, using tools such
as surveys and focus groups, while
maintaining an overall participation rate
of no less than 90%.
Done
VCE finished with its analysis of regional customer participation rates/opportunities for increased participation, took actions to decrease opt-outs due to misinformation and engaged in non-res relationship Draft
building, primarily in the ag sector.
Subitems Name Status Notes & Examples
Analysis of regional customer
participation rates/opportunities
for increased participation
Done
Woodland was determined to have the highest opt-out rate. VCE staff has discussed strategy to minimize opt outs in Woodland, and will continue to work with stakeholders to that end.
Decrease opt-outs due to
misinformation Done
VCE made the change for customers to route directly to a CSR when one is available to opt out rather than being able to opt out automatically via the IVR (during business hours). Additionally, VCE instructed SMUD to begin tracking "retained" customers (customers who called to opt out but the CSR was able to retain them). VCE changed text on the opt-out page, and also did a retention analysis and is in the midst of implementing solutions to minimize web-based opt-outs due to misinformation.
Non-res relationship building Done
VCE has engaged in a lot of relationship-building, especially with ag customers in AgFIT and REACT programs. VCE is investigating the feasibility of providing bespoke rates to non-residential customers.
Emphasize VCE's benefits: local
control, more renewables, competitive
rates, programs that benefit our
customers
Add tangible benefits to website
and collateral, Better understand
customer wants and needs re
programs by using focus groups
and surveys
Objectives 3.4 and 3.6: (3.4) Build
awareness and trust of the VCE brand
through direct engagement with
customers, communities and
organizations in VCE’s service territory.
(3.6): Measure and increase customer
satisfaction, using tools such as surveys
and focus groups, while maintaining an
overall participation rate of no less than
90%.
Done
VCE added a tangible benefits tracker that details the amount of money customers saved and the amount of money brought into the community through customer programs. VCE also revamped some key pieces of collateral and added language about being cheaper and more renewable. As part of the 2024-2026 Pla, VCE will update these items as needed.
Subitems Name Status Notes & Examples
Add tangible benefits to website
and collateral Done Tracker on home page; New VCE Basics flier, new FAQs and talking points for contact center that emphasize VCE's benefits Better understand customer
wants and needs re programs by
using focus groups and surveys
In progress Survey completed March 2021 (customer programs). For 2024-2026, VCE will engage in focus groups.
Demonstrate commitment to
DACs/underserved communities
Update website annually with
resources for customers having
trouble paying bills, Participate in
AMP program; publicize it, Call-out campaign to customers in arrears to offer assistance,
Investigate feasibilty of DAC/GT,
Develop targeted programs
outreach for DACs, Develop
targeted educational outreach
for DACs, Enhance Spanish
communications
Objective 3.7: Integrate and address the
concerns and priorities of emerging and
historically marginalized communities in
the design and implementation of VCE's
services and programs.
Done
VCE has updated the website semi-annually and initiated a call-out campaign in which customers having trouble paying their bills were connected with resources. 13 customers were successfully enrolled in programs that helped them. VCE participated in the PIPP and the AMP programs and publicized both.
Subitems Name
Draft
Status Notes & Examples
Update website annually with
resources for customers having
trouble paying bills
Done Updated in March 2021 with new "Financial Resources" page Participate in AMP program;
publicize it Done
Call-out campaign to customers
in arrears to offer assistance Done SMUD performed this campaign in 2021.
Investigate feasibilty of DAC/GT Done VCE determined that because of low eligibility and high complications with the program, it would not be participating at this time.
Develop targeted programs
outreach for DACs Done
Develop targeted educational
outreach for DACs Done
Enhance Spanish
communications Done Now translating everything possible into Spanish Goal 1 Metrics
Name Subitems Status Goal details
Maintain participation rate of no less
than 90% Done
Develop and regularly update effective
internal dashboards for customer care
and marketing
Done
Number of improvements made to
increase retention Done
Increase newsletter subscriptions by
50% at the end of 2022 (note" was
added after board approved the
document)
In progress Percentage increase TBD
Goal 1 Campaigns
Name Subitems Status Goal details
Promote Local Control Done
Programs promotion Done
Social media in Spanish Done
Goal 2: Establish VCE as a trusted
community resource
Name Subitems
Draft
Strategic Plan Objective Status Goal details
Revamp Website
Phase 1: add educational
material, ensure accessibility,
Phase 2: website overhaul:
integrate feedback from the
CAC, Board and public; analyze
structure, function, color, etc.;
Analysis of website traffic pre-and post-overhaul
Objective 3.4: Build awareness and trust
of the VCE brand through direct
engagement with customers,
communities and organizations in
VCE’s service territory. Done
Subitems Name Status Notes & Examples
Phase 1: add educational
material, ensure accessibility Done
Phase 2: website overhaul:
integrate feedback from the
CAC, Board and public; analyze
structure, function, color, etc.;
Analysis of website traffic pre-and post-overhaul
Done Full website overhaul, analysis and improvements completed in 2022- 2023
Demonstrate partnerships with allies
that are trusted by the community
Donations to community-based
orgs, Build relationships on
social media
Objective 5.2: Develop relationships
with community stakeholder
organizations that foster support for
VCE‘s mission and vision.
In progress
Staff made some progress with this but will make more in 2024-2026, including the MOU with Cool Davis to work within VCE's full service territory
Subitems Name Status Notes & Examples
Donations to community-based
orgs
Done RISE, Inc., NEM Donation Program
Build relationships on social
media Done Progress was made but will continue to work on this 2024-2026 Demonstrate thought leadership within
the industry
Guest posts (2/year), Board and
CAC pieces (2/year), Leadership
within CalCCA committees, Host
webinars (1 in 2021; 2 in 2022),
Publicize joint PG&E initiatives,
e.g. JRM and TOU, Publicize
rates if alternatives are adoped
Objective 3.4: Build awareness and trust
of the VCE brand through direct
engagement with customers,
communities and organizations in
VCE’s service territory. In progress
VCE has not met all these goals but has made significant progress, especially in leadership in CalCCA and in statewide dynamic rates groups.
Subitems Name Status Notes & Examples
Guest posts (2/year) Not Done VCE will continue to work on this.
Board and CAC pieces (2/year) Not Done VCE will continue to work on this.
Leadership within CalCCA
committees Done
Programs Committee (started & Co-Chairing); "Future of CCAs" panels and panel moderation and speaking on dynamic rates at numerous conferences from 2021-2024.
Host webinars (1 in 2021; 2 in
2022) Done Hosted 2 in 2022 on contractor electrification.
Publicize joint PG&E initiatives,
e.g. JRM and TOU Done
Publicize rates if alternatives are
adoped
Draft
Done Base Green and rates discounts publicized 2022-2024 Events and presentations (2/year)
Ag Customers (through Farm
Bureau or farming assns),
Business customers (Chambers
of Commerce, industry orgs),
Customers active on climate
issues: promote UltraGreen,
building electrification,
Objectives 3.4 and 5.2: (3.4) Build
awareness and trust of the VCE brand
through direct engagement with
customers, communities and
organizations in VCE’s service territory.
(5.2) Develop relationships with
community stakeholder organizations
that foster support for VCE‘s mission
and vision
Done
Subitems Name Status Notes & Examples
Ag Customers (through Farm
Bureau or farming assns) Done
Business customers (Chambers
of Commerce, industry orgs) Done First presentation 4/12/21 Customers active on climate
issues: promote UltraGreen,
building electrification,
Done
Improve collateral
Net Energy Metering (NEM):
UYNB video; website text update
bi-annually; sample bill update
annually; NEM flier in Q1 2022,
Consider non-traditional
collateral: yard signs, posters for
local business, Programs
promotional material: website
and digital/print fliers; improve
online signup options
Objective 3.4: Build awareness and trust
of the VCE brand through direct
engagement with customers,
communities and organizations in
VCE’s service territory. In progress Everything except sample bills completed; expected completion in 2024.
Subitems Name Status Notes & Examples
Net Energy Metering (NEM):
UYNB video; website text update
bi-annually; sample bill update
annually; NEM flier in Q1 2022
Done Sample bills were updated; new sample bills in progress Consider non-traditional
collateral: yard signs, posters for
local business
Done UltraGreen yard signs and Electrify Yolo community signs deployed 2022-2023.
Programs promotional material:
website and digital/print fliers;
improve online signup options
Done
Draft
Demonstrate our commitment to
Environmental Justice (EJ)
Accessibility: Ensure all new
collateral is translated within 3
months of introducing; analyze
opt-out rates in Spanish, Partner
with EJ orgs (3 partner
events/pieces by end of 2022),
social media promotion, co-authoring pieces, Analyze opt-out and opt-up trends among Spanish speaking customers by
end of 2021, Increase social
media posts in Spanish and set
a percentage-based goal for
2022
Objective 3.7: Integrate and address the
concerns and priorities of emerging and
historically marginalized communities in
the design and implementation of VCE's
services and programs.
In progress
Staff has completed many of these goals but is still working with EJ groups to co-author pieces and has not yet set a percentage-based goal for Spanish posts.
Subitems Name Status Notes & Examples
Accessibility: Ensure all new
collateral is translated within 3
months of introducing; analyze
opt-out rates in Spanish
Done
Partner with EJ orgs (3 partner
events/pieces by end of 2022),
social media promotion, co-authoring pieces
In progress
Analyze opt-out and opt-up
trends among Spanish speaking
customers by end of 2021
Done
Increase social media posts in
Spanish and set a percentage-based goal for 2022In progress Build closer relationships with C&I and
Ag customers
Conduct baseline analysis of
current relationships and
sentiment among ag customers,
Develop targeted outreach
materials for C&I and ag, Add
demonstrated impact to
collateral (2021-2022), Key
accounts outreach - avoid opt-outs, bill/rate analysis suppotrt, etc., Promote VCE as a resource
in TOU transition
Objective 3.4: Build awareness and trust
of the VCE brand through direct
engagement with customers,
communities and organizations in
VCE’s service territory.
Done
Subitems Name Status Notes & Examples
Conduct baseline analysis of
current relationships and
sentiment among ag customers
Done
Develop targeted outreach
materials for C&I and ag
Draft
Done
Add demonstrated impact to
collateral (2021-2022) Done
Key accounts outreach - avoid
opt-outs, bill/rate analysis
suppotrt, etc.
Done
Promote VCE as a resource in
TOU transition Done
Goal 2 Metrics
Name Subitems Strategic Plan Objective Status Goal details Social Media Following: increase by
50% in 2021
Objective 3.4: Build awareness and trust
of the VCE brand through direct
engagement with customers,
communities and organizations in
VCE’s service territory.
In progress Percentage increase TBD
Website hits and newsletter click
throughs: increase by 25% in 2021
Objective 3.4: Build awareness and trust
of the VCE brand through direct
engagement with customers,
communities and organizations in
VCE’s service territory.
In progress Percentage increase TBD
CARE/FERA increase of 5% by Dec
2022
Objective 3.7: Integrate and address the
concerns and priorities of emerging and
historically marginalized communities in
the design and implementation of VCE's
services and programs.
Unable to measure
Goal 2 Campaigns
Name Subitems Strategic Plan Objective Status Goal details Educational information
Energy Efficiency (update
annually), Promote thought
leadership pieces and seaking
engagements, FAQ Fridays
Objective 3.4: Build awareness and trust
of the VCE brand through direct
engagement with customers,
communities and organizations in
VCE’s service territory.
Done
Subitems Name Status Notes & Examples
Energy Efficiency (update
annually) Done
Promote thought leadership
pieces and seaking
engagements
Done
FAQ Fridays
Draft
Done
Humanize VCE
Goal: present VCE as an org of
people who "understand me"
and "people I can identify with",
Voluntary staff, BOard and CAC
photos and personal posts (e.g.
staff baking for holidays, etc.),
Humor - more fully integrate into
voice
Objective 3.4: Build awareness and trust
of the VCE brand through direct
engagement with customers,
communities and organizations in
VCE’s service territory. Done
Subitems Name Status Notes & Examples
Goal: present VCE as an org of
people who "understand me"
and "people I can identify with"
Done Humanizing staff and Board, CAC with photos on social media Voluntary staff, BOard and CAC
photos and personal posts (e.g.
staff baking for holidays, etc.)
Done Holiday pics at most major holidays on social media Humor - more fully integrate into
voice Done Dogs in costumes for Halloween, funny staff pictures Goal 3: Support VCE’s Programs
Plan and Decarbonization Roadmap
Name Subitems Strategic Plan Objective Status Goal details Support customer programs that are
working toward decarbonization, EE
and DR
Education component, Action
component, Impact component
Objective 3.2: Develop programs and
initiatives to better support community
goals, including supporting member
agency achievement of energy-sector
emissions reduction targets.
Done This work will continue 2024-2026
Subitems Name Status Notes & Examples
Education component Done Made banner advertising member jurisdiction's UltraGreen participation Action component Done Worked with member jurisdictions on CAPs and on going UltraGreen Impact component Done Member jurisdictions were able to count gHg emissions reductions as a result of being enrolled in UltraGreen
Promote UltraGreen: present an easy
gHg mitigation solution to customers Residential, Non-residential Objective 4.3: Increase participation in
VCE’s UltraGreen 100% renewable
product. In progress
VCE has made some progress on this but it was put on hold because the organization's goal shifted to 100% renewable by 2030, and there is some uncertainty about the UltraGreen program as a result Subitems Name Status Notes & Examples
Residential In progress See above
Non-residential Done
Worked closely with 2 member jurisdictions to analyze and convert accounts to UltraGreen. Conversations ongoing with other 2 member Draft
jurisdictions.
Work with member communities on
Climate Action Planning
Support member agency
achievement on emissions
reduction targets through
outreach and relationship
building, Promote UltraGreen to
jurisdictions, Determine how
VCE can support wider resiliency
efforts
Objective 3.2: Develop programs and
initiatives to better support community
goals, including supporting member
agency achievement of energy-sector
emissions reduction targets. Done ERRO Program and CAP contributions Subitems Name Status Notes & Examples
Support member agency
achievement on emissions
reduction targets through
outreach and relationship
building
Done
Promote UltraGreen to
jurisdictions Done
Determine how VCE can support
wider resiliency efforts Done This work will continue 2024-2026 Partner with other organizations on
UltraGreen campaigns
Non-profits, Member agencies,
Develop co-branded marketing
campaigns to promote UG
Objective 4.3: Increase participation in
VCE’s UltraGreen 100% renewable
product.
Done Partnered with Davis Food Co-Op and made a banner for their UltraGreen participation; banner for Yolo County library Subitems Name Status Notes & Examples
Non-profits Done
Member agencies Done
Develop co-branded marketing
campaigns to promote UG Done
Goal 3 Metrics
Name Subitems Status Goal details
Higher UltraGreen participation rate:
increase by 5% by June 2022 Done
Measure and increase programs
participation Done
Amount of carbon mitigated Difficult to measure
Goal 3 Campaigns
Name Subitems Status Goal details
UltraGreen awareness Done
UltraGreen Spotlight Done
Boosting resiliency messaging (PSPS,
battery storage, prep, etc.) Done
Green Heroes Program Done
Demonstrating partnership with other
organizations (non-profits and member
communities)
Draft
Done