flippin' Green

This book will show you how to increase profits by making your company Green.

Nothing more.

Nothing less.

______________________ flippin’ Green Increase profits by making your company Green Glenn Fishbine and Nancy DeGidio With contributions by Robert Huber flippin’ (fl p n) verb, intransitive 1. turning over 2. moving quickly 3. going crazy 4. reacting strongly and enthusiastically flippin’ Green Increase profits by making your company Green by Glenn Fishbine and Nancy DeGidio with contributions by Robert Huber Copyright © 2011 by Breaking Point Solutions, LLC All rights reserved. No part of this publication can be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without the prior permission of the author. For our children, the ones we know, and the one’s we’ll never know Contents ACKNOWLEDGMENTS 6 INTRODUCTION 9 PREFACE 11 WHAT IS GREEN? 21 FRAMEWORK FOR FLIPPIN’ GREEN 27 STEP 1: WHO ARE YOU? 37 Executive Responsibilities 48 STEP 2: FIND YOUR COORDINATOR 51 Project Coordinator Responsibilities 57 STEP 3: SELECT YOUR TEAM LEADS 61 Team Lead Responsibilities 76 STEP 4: TEAM FUNCTIONS 79 STEP 5: INITIATIVE PROPOSALS 95 STEP 6: CORPORATE COMMUNICATIONS 103 STEP 7: VALIDATING PROPOSALS 109 STEP 8: DEFINING THE INITIATIVE PLAN 117 STEP 9: IMPLEMENTATION 129 STEP 10: MONITORING 137 STEP 11: REPORTING RESULTS 143 STEP 12: UPDATE THE CONTINUITY PLAN 149 ANNUAL REVIEWS 159 APPENDICES 164 Green Continuity Plan Outline 165 Executive Checklist 166 Coordinator Checklist 170 Team Lead Checklist 174 Facility Improvement Guide 177 Carbon Footprint Calculations 184 Commuting Carbon Footprint Calculator 187 Federal Incentives 189 State Incentives 192 Sample Green Certification Programs 218 SBA Support Programs 221 BIBLIOGRAPHY 224 ACKNOWLEDGMENTS No book and certainly no book about methodology stands alone on the merits of the authors. Without critical commentary and suggestions, this book would have been less strong than it is. We would like to thank Steve Burgess who’s first brutal comment was, “you’ll sell a lot of books until they discover it doesn’t work.” His critical comments forced us to fix several key success factors that needed attention. Elizabeth Churchill who had us blushing and feeling awfully dumb as we hurriedly took notes and made plans to include her suggestions. Christopher Sequeira who deconstructed our logic, and then built it up for us and kept reminding us what our central focus is. Barry Ames who long ago introduced one of us to CLLOP, an antecedent of our methodology, and then flipped one of us out of the academic nest to find a way in the world. Robert Holt who once chanted from the Pirates of Princeton, which summarizes the joys of being a methodologist. “I am the very model of a modern methodologist. Regard myself quite highly and have no need of no apologist. I've read the works historical, From Gumplowicz to Sorokin in order categorical. On matter tautological, my knowledge is scatological. Throughout the state, across the land I'm quoted with the best of RAND. I am the very model of a modern methodologist! ” Arnold Kwong, who imparted that certain Gartner spin whose only interest, was, is, and shall ever be, the bottom line. And mostly, our families—they who tolerate that strange obsessive madness that comes with making something new, so that we may never conclude our day’s work and come home to say “and I only am escaped alone to tell thee”. Task Define Focus Of Book Purpose Control Expectations Outcome Reader Knows Why This Book Was Written Who All INTRODUCTION This book will show you how to increase profits by making your company Green. Nothing more. Nothing less. Task Define Value Purpose Set Economic Context Outcome Reader Is Prepared To Explore Who All PREFACE Business school teaches us that the purpose of the corporation is to enhance shareholder value. Sometimes examples like Enron are brought into the discussion and the phrase “within the law” is added to the statement of purpose. It is a rare enterprise that thinks in terms of its purpose and identity of actually being a corporate citizen or steward of our planet. At the same time, every corporation wants to be a good citizen and almost every company has some element of its activities focused on doing good within its local community or providing a percentage of profits to charity, or even encouraging employees to volunteer time to charitable organizations and activities. Many companies organize blood drives, give resources and time to worthy causes, and donate a portion of profits to programs that they like, or to their community. In a sense, most companies are already good corporate citizens, but too often this is the generosity of being a profitable enterprise. For the employees of the company, these are sometimes laudable acts performed by the executives, but the degree that corporate giving touches the employees can be limited. Often the most significant touch is the hand of the nurse in the blood donor van who comes by to offer a refreshing glass of glucose to keep us from passing out on the floor of the van. Many times the culture of the company is that of enhancing shareholder value and the generosity is a function of the profitability of the company. Simply put, to perform as a corporate citizen and a steward of our planet is a choice made after the year end close is completed by the CFO and the profit picture clear. Citizenship is often not part of the culture; it is an option that is selected, or not, on an annual basis. While it may be unkind to dismiss corporate giving, for this giving can be significant, the bottom line is that when things go well, giving is often present, and when things go badly, it can screech to a sudden halt. Our Experience For many decades members of our team have worked in various enterprises from the lowliest of shoe salesperson to senior executive in publically traded companies. We have sometimes been amazed at how the practice of enhancing shareholder value often works against itself. A shareholder at the end of the day is a fellow human being. Part of their value comes from the dividends or sale of their stock, but most of their value comes in their lifestyle and freedom to make choices and be the person they choose to be. Not all value comes with the enhanced share value of the company’s stock. The freedom to breathe clean air, eat pesticide free foods, purchase toys for their children which are carcinogen and hormone free are other values each shareholder receives from their investments in companies, or not. Members of our team have been involved in corporate restructuring, development, and even total shutdown. Pervading all of our experiences is the realization that most people are good people, and given the time and resources, they convey their personal values to their jobs, and as executives, to their company. These experiences helped us focus on developing the methodology described here. Synthesizing the best practices from multiple companies helped us realize that it is possible for a company to be flippin’ Green, and at the same time, do it in a way that is consistent with the company’s need to be profitable and thrive. Our challenge was finding a way to make the process of flippin’ Green something that improved the bottom line rather than being an expense that required affordability. If you can make that happen, then flippin’ Green becomes a corporate imperative, rather than an expense. One of our other concerns was the simple fact that a company’s balance sheet often stops at the shipping dock. Once a product is shipped, the cost of goods is known, and the product vanishes from accounting practice. The problem is, that’s not always true. Once it leaves the dock, the product continues to add costs through customer support, product returns, and in some cases, litigation. Your products live long after you’ve sold them and continue to hit the bottom line, sometimes in small ways, and sometimes catastrophically. Lean manufacturing methodologies have decades of success in reducing scrap and improving product quality while measurably reducing costs and improving customer acceptance. Insofar as these methodologies are concerned, they are usually successful in helping companies improve their processes “dock to dock.” But products do not vanish once they leave the dock. They have a life of their own that extends well beyond the walls and balance sheets of the manufacturer. In one of our practice areas, we have been working on the development of toxic chemical detection devices that are so affordable that any mother can discover if junior is shoving a toxic chemical into their mouth. As we studied the scope of toxic chemicals in our society, we started discovering the degree to which companies transfer expenses from their balance sheet to the balance sheet of others. In the course of normal business, over 80,000 chemicals are used each year in the manufacturing of goods and services which enhance our quality of life. Most of these chemicals are harmless; yet the number that have been tested for toxic side effects are less than 1%. Estimates are that perhaps 1 in 4 of these chemicals has toxic side effects for the recipients. No manufacturing company wants to be the producer of something that causes a catastrophic disease, such as cancer in children, yet many manufacturing companies do this each and every day, often unknowingly. A wise man once told us that no employee gets up in the morning and goes to work intending to do a bad job. Yet, sometimes doing the job you’re expected to do has consequences far beyond the bottom line. There is legal liability for producing a product that harms others. The legal standard is “if you could have known, you should have known.” And if you should have known, then you shouldn’t have done it. When the consequences of an unintended act affect a small child with parents who have access to a good attorney, a company often finds itself in court. But what happens if the consequences affect the very planet we live on, and generations of lawyers yet to be born? Who initiates the legal action 30 years after the product has left the dock? How many forests have legal counsel? Who is the defendant when the company has in all likelihood been transformed into something totally different, and the executives have long since retired? We realized that most companies want to be good citizens, and want to be responsible stewards of our planet, but they need to do this in a way that isn’t just affordable, but in a way that is compelling and profitable. As we looked for ways to do this, we were pleased to discover hundreds of companies, dozens of associations and hundreds of State and Federal laws that encourage and actually subsidize flippin’ Green. As we researched further, we started seeing signs that many of the existing methodologies had problems. While most studies indicate that Green building construction projects don’t cost significantly more than conventional projects, studies of the ultimate outcomes do not agree that the environmental impacts are lower. We want a Green building to be environmentally friendly, but it often turns out to go the wrong direction. The Problem We Wanted to Solve We started to see a trend in how people approach flippin’ Green. In a construction project, you build a new building one time, and other than maintenance, you’re done. You don’t incorporate the building planning process into your ongoing business practice. It’s a onetime expense to be amortized over many years. You move in, and the process is complete. But what would happen if a company could adopt a business methodology that consistently improved the bottom line by adding a Green focus to its daily practices? Could it be done? Can you add a methodology to your core competencies that always delivers a positive ROI and always delivers a reduced environmental impact? There is a concern that adding extra steps to production processes impose costs and expenses that impact the bottom line. Lean manufacturing teaches that removing steps is good, while adding steps is bad. In fact, companies that have embodied the Green approach to their everyday business practice almost always see an increase on the bottom line. In much the way that six-sigma develops processes that improve product quality, reduce waste in production, and improve customer satisfaction; flippin’ Green almost always improves product quality, reduces waste in production, and improves customer satisfaction. The methodology we developed is a synthesis of best practices derived from many successful companies that made the decision that environmental stewardship is core to their way of doing business. One of the interesting changes that come from our methodology is that a company that adopts this methodology increases their planning horizon. Instead of annual plans, one of the outcomes can be a plan that encompasses years in the future. At the extreme, you can find a company like SONY which has a 200 year corporate plan. While most companies do not need to go to this extreme, there is no reason why a company can’t plan beyond the annual report, or look at product consequences beyond the dock. Thinking of your customers’ balance sheet is in fact a way of doing good business. If your customers thrive, in all likelihood they become better customers over time. The last thing you want to do is to sell your product one time, and even if free of all litigation, watch your customer fall over dead as a result. This might be bad for business. Consequences Beyond ROI One of the added steps that enter a company through this process is the addition of a few key questions to many processes: 1. Are there any environmental consequences in what we’re doing? 2. Is this really safe? At the core of the process that we teach, is the mind of the child, full of wonder, asking that most very simple yet most difficult question… why? Why do we use plastic wrap to bundle shipping cartons on the pallet? Is that plastic free of biphenyl compounds that could cause long term hormonal imbalances for employees in the shipping department? Does our H.R. and legal department understand the long term legal and financial consequences of being unconcerned that exposure to certain plastics can cause serious health problems during a worker’s career? What is our liability under the “could have known, should have known” standard? Failing to add these questions to your business process can actually increase your liability and long term risk. The asbestos industry is a clear example what can go wrong. In Roman times, asbestos was associated with illness in Roman slaves and workers. By the 1890s there was adequate medical evidence that asbestos had clear and very negative health effects. The first worker’s compensation payments in the U.S. were paid out in 1927. In the 1930s one of the major asbestos producers, Johns Manville, produced an internal document demonstrating how asbestos was linked to the death of some of their own employees. Finally, 50 years later, the EPA issued their first ban on asbestos, yet still, today, permits asbestos to be used in some consumer products. The documented mitigation costs related to asbestos is presently over $250 billion for 200,000 legal claims, and perhaps another 500,000 claims will be added within the next 40 years. There isn’t a company on the planet that wants that kind of liability. There never was… What is interesting in this story is that Johns Manville, which was a key player in this, knew that there were problems very early, and as a result was ultimately forced into bankruptcy from litigation. It later re-emerged as a vibrant company producing insulation products, albeit no longer based on asbestos. Their experience in keeping their eye on the bottom line ultimately shut the company down. The question each executive can and should ask themselves is simply this, “If I were the CEO of Johns Manville in 1939, exactly what kind of corporate citizen would I be?” Most companies don’t have a similar blatant role to play in harming the world by enhancing shareholder value, but each company plays some role in providing a future for themselves, their children, the children of the shareholders and the citizens of our shrinking planet. Assuming the role of corporate citizen, steward to our planet and introducing that culture into the company’s way of doing business will be good for the bottom line and will enhance shareholder value. If you start flippin’ Green, it will also be good for you, me, and each of us who live and breathe the same air. The methodology we teach is straightforward. The investment is light. The payoff is tremendous, and you may get a tax break. Let us begin. ?Q = T?S Task Define Green Purpose Eliminate Political Context Outcome Misconceptions Are Avoided Who All WHAT IS GREEN? Green may be one of the most abused words in the English language. It is probably one of those few words that weep whenever it is used in a sentence. To define green is fraught with difficulty because even federal government regulations define when you can use the word. Regulations abound because there are over 450 green certifications that you can purchase or achieve, depending upon what kind of green smurf best fits next to your company’s logo. At the same time it is a politically charged word because there are many people who use it to promote or demote specific causes ranging from darter snails to global warming, from electric cars to smart grids. From one point of view, it doesn’t really matter from which side of any political fence you view the word. The simple fact is that because of the controversy and emotional pull surrounding green, there is now a vast panoply of alternatives that can improve the efficiency of your business. Green thinking has over the last few decades created a global shopping mart that has many new things that you can buy or do which will save you money. Similarly, it is a word that permits you to add calories to your public relations and customer satisfaction. To the degree that we need to define green, we have as this chapter’s opening graphic the 2nd law of thermodynamics. Basically, every resource that you consume is balanced by some kind of exchange somewhere else. Each resource that you use has a cost to you, and an impact elsewhere. Erwin Schrödinger, a Nobel-laureate in physics, proposed that one way to think about life was to note that life expands and thrives in a manner that seems to reverse the 2nd law. Living systems increase organization while the rest of the universe trends towards entropy. Using the 2nd law as seen from the point of view of life, if the entropy of a system, our planet, increases, then the more chaotic and disordered the system becomes. If the entropy decreases, then the system becomes more organized. A thriving civilization would appear to decrease entropy, while the ruins of a lost civilization would appear to increase entropy. If actions result in disorganization, such as the random dispersal of toxins into the atmosphere, then entropy is increased—we could call that not green. If, on the contrary, toxins are collected and disposed of, then entropy is decreased—we could call that green. This approach helps us understand how many varied definitions of green come about. For example, if you are focused on preserving species from extinction, then you are attempting to preserve and increase life, which is an attempt to decrease entropy. If you are focused on reversing climate change, then you are deep in the heart of the 2nd law, trying to both change the thermal properties of the planet, and again, preserve cities and societies from catastrophic disorganization (entropy). If you are trying to reduce toxins in the environment, you are again battling entropy to extend and preserve life. And if you’re trying to make yours a growing and thriving business among the millions of other businesses, then you too are trying to create and bring order in much the same way that an organism lives. From a business perspective, this approach allows almost any business to uniquely define green in a manner that suites the special needs of the business. Any action that you take that reduces entropy, increasing organization in a manner that supports the life of the business, and its people, becomes a green action. From a pure balance sheet point of view, to be green is to have increased production while having reduced costs by reducing consumption—doing more with less. Accountants, it turns out, really love reductions in entropy. One final thought about green. When you choose a definition that’s based on laws of physics, you really can’t argue or win any political viewpoint. Laws of physics aren’t decided by legislators or juries or elections. You never have a choice about whether you break a law of physics; you simply can’t do it. Your only choices are to know and follow the law, or to pretend it isn’t there and be surprised every time the law smacks you in the back side of the head. Choosing to be green is nothing more than acceptance of the 2nd law. Like death and taxes, there’s really nothing you can do about it except accept it. And if you accept it you might as well use it to your best advantage. You and your company will live longer and happier lives if you do. And your neighbors will too. Task Define Core Methodology Purpose Set Conceptual Context Outcome Basic Understanding of Methodology Who Executives & Managers FRAMEWORK FOR FLIPPIN’ GREEN We are going to show you a way that you can increase efficiency and productivity while reducing costs and becoming Green. We will give you a methodology that you can incorporate in your business in less than 90 days that will take no more than 1 hour of the average employee’s time to identify meaningful initiatives that have significant ROI. At the end of 90 days, you will have a process that provides you with improvements that you can actually measure. We are going to show you how to start flippin’ Green. Flippin’ is the whimsical word we’ve chosen to say that we’re going to set up a transition period where you go from less Green to more Green. The methodology we teach will improve your bottom line as your company performs in a way that is more ecological, better for the environment and responsible as a corporate citizen. Essentially, you will improve profits by improving the planet. We are going to modify your way of doing business in a way that is painless, that improves employee morale, and impresses your customers. This is a good thing and it is something to be excited about. At the end of the first cycle your employees and co-workers will still be making product, you will still be selling product, but after a few months, you will notice that things are not only different, but also better. If you follow our steps, and do the tasks, you will become Greener than you were when you started, and the odds are very good that you’ll be saving money, reducing waste, increasing employee satisfaction, and attracting new customers. What we are going to do along the way is based upon some of the change management principles established over the last few decades of conventional process improvement models. We will be following a specific methodology to introduce a new process into your company in order to achieve specific and measurable outcomes. The core methodology was developed in the early 1970s and goes by the hallowed name of “Cross Longitudinal Outcomes Analysis.” Originally this was an analytical technique developed by social scientists for analyzing differences between different societies which combined “cross-sectional” and “longitudinal” methodologies. For example, the comparative growth in participatory democracy between Chile and Argentina would be a suitable topic for this methodology. It has, like all tools, evolved many times to the point where we use its great grandchildren in our process. There are three components to this methodology. First, we define the outcomes that are required and/or desired. These represent the priorities initially defined by the executive management which justify the beginning of the activity. Initially these outcomes will be basic and may seem rudimentary like “increase the bottom line,” but as we go through the process, as the participants learn this process, the outcomes will change into more specific and meaningful outcomes, and most importantly, outcomes that can be both achieved and measured. The longitudinal component means that this occurs over a period of time. There is no sudden moment that divides Green from “not green”. The flippin’ point is a transition period that, depending on the outcomes, can be measured in days, or as long as years. The key is that there are clearly defined “before” and “after” measurement points. For example, if one of the outcomes is “reduction in electricity costs” then collecting and measuring bills from the utility company will be one means of measurement. An outcome without a measurement system is a dream, and our task is to make clear and empirically verifiable change. The cross component means that the responsibility and involvement crosses chains of command and authority structures that are in place for managing conventional business processes. This is not an invitation for accountants to perform H.R. functions, or for engineers to manage data networks, but with proper implementation design, the outcomes will affect everyone in the company, and with every change process, feedback and control systems must be in place to manage the steering and ensure that the process does not get out of control. The process that we engage in, and describe here results in the creation of an actionable plan, and execution according to that plan. As in many planning processes, there will be a team, your flippin’ team, which manages the plan. Whether your company is hierarchical or flat, matrix managed or top down, this team will be somewhat free of conventional control processes, at least within the scope of their mandate. At the same time the team needs clear support from executive management. By support we do not mean direction. By support, we mean that when the team requests a resource, executive management will be positioned to be the final authority that grants or denies that resource. All of us have seen the difference between a team supported by management, and a team directed by management. A team supported by management has a good chance of accomplishing its goals. A team directed by management simply adds extra feet to the management, which is only useful if your business is testing tripwires. The most difficult hurdle that faces a team going through this process is that this team must represent the vast majority of the business processes of the company. Exclusion of business units runs the risk of unintended negative consequences to those units that are not represented. Bad things can happen to the uninformed. A secondary hurdle that the team faces is that the team members must view each other as equal partners in the process. Ignoring rank is almost impossible in any organization, especially when leadership is often a synonym for control. It is sometimes difficult for team members to treat each other as equals when one of them writes the performance review for the other. Minimizing and mitigating these types of problems, and they are very common problems to have, becomes the role of the coordinator supported by executive management. The objective of the team process is to create an atmosphere where viewpoints are presented. It is sometimes helpful if the other team members focus on this issue early and support the leveling of authority. Putting a mix of senior and junior employees onto the team is probably a bad idea. Our recommendation is that however you’ve organized your management structure, choose people in the middle at the same authority level. While we’ve defined the coordinator in a role that implies leadership, we really want the coordinator to facilitate more than dominate. The other team members should be in a situation where a free flowing exchange of ideas happens, with none actually gravitating towards control. The most important thing for the team to understand is that they are not suddenly granted the authority to run and manage the business. Their job is to come up with an implementable, realistic, and measurable plan that can achieve the desired outcomes. This plan will have tasks for each functional unit within the company, and it will be the responsibility of the leaders of those units to execute the plan, and request help from the team should the plan show weaknesses during execution. The flippin’ team will be a permanent addition to your business process, but the members will still be doing the full time jobs they were doing previously. You will not be adding head count or reducing your work expectations for team members. If all goes well, the efficiency gains will more than offset the few hours per year that the team needs to manage this process. No one can know the total scope of possible outcomes when the process begins. A company is a complex organism and even the CEO can’t know more than a small percentage of what’s happening inside their own organization. A methodology is a like a cook-book. There are lots of recipes that will taste good, and some that won’t. If we’ve done our job well, we’ve created a cookbook that teaches you how to cook, not simply how to make a few dishes. As we go through this process, keep in mind that this is a learning experience for everyone. There is nothing wrong with discovering at step 4 that you have a problem back at step 1 and need to revisit step 1 again. Iterations, as in all process changes are normal and expected. If you feel like at the end of this process you got everything right on the first try, then you have probably failed. There is no single and correct answer for a company, and no reason to believe that what works for another company will work for your company. Companies are organic in the sense that they grow and thrive and live through various stages of life. What worked for Apple in 1978 would probably be a total failure in 2011. What works for your company this year may be different than what works for you next year. The plan that will come out of this is not a fixed plan. It is a plan that needs to be updated, at least yearly, because if your business thrives, your resources expand, and how you consume and use those resources will change. If the plan tells you how to cut your electric bill by 10% over 12 months, exactly how is the plan going to help you if you find and acquire a company in another state 6 months from now? All good plans require review and update. Most importantly, the methodology requires that you measure outcomes. Your team will provide you with solid data that shows how things are going, and provide financial data that justify flippin’ Green. The methodology is not a one time and you’re done methodology. It’s based on cycles of small initiatives, each of which builds a framework of knowledge and skills that lead into the next cycle. You don’t turn Green one time only, you do it over a series of small steps and build the experience and internal talent that permits you to be more effective with each cycle. Let’s do a brief dictionary lesson to clearly define the terms that we will be using here. The methodology we call flippin’ Green. It is the underlying rules of organization of this procedure. The processes are the ongoing actions and operations which are taking place, which we are encoding into the genetics of your company. The tasks are things you do to achieve specific outcomes. The outcomes are the end results of tasks that you measure to see what you did. You will discover that some chapters begin with references to “first cycle.” This is your guide to where you should be reading, depending on whether this is your first cycle, or subsequent cycle. A pictorial representation of the cycle process is shown on the next page. Let’s do it. CYCLE FLOW Task Define Corporate Identity & Goals Purpose Create First Pass Program Justification Outcome Core Corporate Identity & Values Defined Who Executive Management STEP 1: WHO ARE YOU? Define your core business identity Our first step in the process is to have you describe who you are as a business. This is important for a number of reasons. In some companies, the identity is key to the business and over time, you must revisit this to ensure that your identity is unchanged. Some companies have entered this process because they believe that changing their identity is one of the key outcomes of this process. Whatever the motivations, you need to know who you are because that identity is the one thing that you start with. Knowing who you are also defines those things that are important to you and remain a constant reminder as to why you’re doing this when things get tough. You will see with most steps in our process we ask you to fill in some basic information on the worksheets that are provided. While we offer hard-copy of this book, and while you may be tempted to copy or print replicas of some of the forms, take that first step in Green thinking and see if you can do this without flippin’ paper. Your first assignment is orienting yourself around the initial context that brings you to this process. It’s a combination of corporate identity, today, and in the future, and a description of what your motivations are for engaging in this process. You don’t have to get it perfect, and somewhere around Step 6 you’ll probably come back and change these answers. They key is to start, and be efficient with your use of time. This process works best if you don’t linger over possibilities. Describe your business in one or two sentences: _________________________________________________ _________________________________________________ _________________________________________________ _________________________________________________ _________________________________________________ Here are some examples of types of answers: We are a family owned chain of pizza stores operating in the metropolitan Pittsburgh area offering a family experience at low cost. We are a software development company serving English speaking customers who need high quality Avatars for virtual world games. We are a manufacturer of photonics components providing long distance fiber optic communications components for last mile infrastructure companies. Describe your business in three years: _________________________________________________ _________________________________________________ _________________________________________________ _________________________________________________ _________________________________________________ Here are some examples of types of answers: We are a family owned chain of pizza stores operating throughout Pennsylvania offering a family experience at low cost. We are a software development company serving global customers who need high quality Avatars for virtual world games and a producer of customizable virtual worlds. We are a manufacturer of photonics components providing long distance fiber optic communications components for last mile infrastructure companies. Identify what it means to you to go Green: _________________________________________________ _________________________________________________ _________________________________________________ _________________________________________________ _________________________________________________ Here are some examples of types of answers: Reducing our energy costs for food preparations and home delivery. Becoming star-energy efficient, reducing the air-conditioning in our server rooms and reducing the RF output in our office. Reducing or eliminating our reliance on solvents such as benzene and making all of our components ROHS compliant. Why do you want to go Green? _________________________________________________ _________________________________________________ _________________________________________________ _________________________________________________ _________________________________________________ Here are some examples of types of answers: Major chains are able to compete with us on price and quality. We need to reduce our energy costs to remain competitive. Some of our employees are concerned that cell phone and wireless networks in our facility may cause cancer and we need to address their concerns. Our hazardous waste disposal costs are increasing and until we achieve ROHS compliance the European market is totally closed to us. Consider what others have done As you look over your answers and compare them with the examples, we want you to understand that why you want to be flippin’ Green will probably change as you go through this process. Like most people, you have probably thought about what you could do to have a more ecologically friendly footprint. Not every answer that you know is going to turn into the right answer. For example, replacing conventional light bulbs with compact fluorescent light bulbs will in fact save energy over the life of the bulb. But, at the end of life, the compact fluorescent should not be simply discarded because it contains trace amounts of mercury. Like all things in life, there are tradeoffs between various goods and various evils. Reducing your carbon footprint may actually raise your mercury footprint. Like most businesses, the actions you take should be in line with who you are and how you do business. The obvious things like timed thermostats and recycling paper are easy, and if you haven’t done these by now, you might as well start thinking about the low cost obvious things. The significant actions, the truly meaningful outcomes, are achieved by a company that focuses on itself. You have a business because you do something well that permits you to compete with other businesses. Your identity is an outcome of what you do well, and that identity should be behind each initiative that you choose. It makes no sense for you to stray into arenas that are new to you. If you make shoes, don’t suddenly try to become a wind farm. Make shoes, only better. Here for example, are reasons other companies have chosen as reasons and methods for flippin’ Green. These ideas are for consideration, and don’t necessarily make sense for your company. Keeping in mind, these are examples of choices made by other companies and may not be appropriate for your company. Reasons to go Green Reduce operating expense and waste. A sustainable waste management program is more than recycling – it entails assessment, goal setting, staff education, purchases as well as recycling and waste disposal. Increase efficiency and productivity. Taking a “systems” approach to sustainable operations means creating a sustainable plan through an internal evaluation and goal-setting process. Depending upon the needs of your business, this could include such cost-savings practices as smarter commuting, paper use, event planning, business travel and simple steps toward energy and water efficiency. Attract new customers. The changing economy and rise of the green movement has caused consumers to consider how businesses take responsibility for their environmental impact. Businesses across the country are finding that by implementing environmental practices they are gaining new customers, increasing their revenue and sales, and improving their brand image. Incorporating environmental sustainability into their business model is proving to be a financial and environmental win-win for both businesses and customers. Gain recognition through positive marketing. Consumers who embrace a lifestyle of health and sustainability base their purchase decisions on strong environmental and social values. This is almost 50 million US adult consumers. Marketing that demonstrates a company’s commitment to sustainability generates purchasing customers that are loyal and will recommend your business to others. Cleaner and healthier work environment. Choosing non-toxic cleaning supplies and appliances, equipment that improves productivity, prevents injury and removes or prevents the introduction of contaminants indoors and outdoors, and using comprehensive procurement guidelines for items such as janitorial paper and trash can liners can have a major impact on the health and well-being of your staff. Promote business sustainability. Integrating green business practices has been shown to support long-term sustainability. Statistically, going green has been shown to have a positive return-on-investment, supported funding to pay for improvements, opened the business to new opportunities, supported the development of technical expertise to evaluate and execute projects, provided incentives for upgrades and reduced costs significantly over time. Businesses that engage their community in sustainable initiatives and campaigns benefit long-term. Comply with governmental regulations. Many businesses have found that green business practices help them automatically meet or exceed federal, state and local environmental regulations, making audits less stressful. Take advantage of tax credits and incentives. There are many federal, state and local tax credits and incentives to help businesses go green. Opportunities for a new supply chain. Seeking out other companies who practice sustainability may open doors to new business concepts, products and suppliers that can add value to your current business model. Whatever the reasons, your company is not alone on this journey, other major companies have made the jump and while failures are rarely advertised, here are some simple but meaningful successes: What Other Companies Have Done Bank of America reduced paper use by 32% from 2000-2005, despite a 24% growth in their customer base. Bank of America also runs an internal recycling program that recycles 30,000 tons of paper each year, good for saving roughly 200,000 trees for each year. DuPont has drastically lowering its emissions of airborne carcinogens and greenhouse gases; DuPont has appointed an ex-Greenpeace head as an adviser to the board. The company successfully reduced greenhouse gas emissions during the 90's by 63%. Anheuser-Busch saves 21 million pounds of metal per year by trimming an eighth of an inch off the diameter of its beer cans. Starbucks decision to use coffee cup sleeves made of recycled paper saving roughly 78,000 trees per year since 2006. Wal-Mart has launched a long-term plan to power each and every one its stores using 100% renewable energy sources. Dell allows customers to return any Dell-branded product back to the company for free. The company has even gone so far as to establish programs that accept computers, monitors, or printers from other companies for safe disposal, as well. Brooks has a completely biodegradable running shoe. The decomposition doesn’t begin until the shoes are stored in an active enclosed landfill, at which point they will biodegrade in just 20 years. S.C. Johnson has slashed 1.8 million pounds of volatile organic compounds from its Windex line of products. Another 4 million pounds of polyvinylidene chloride has been eliminated from Saran Wrap. Hewlett Packard owns and operates “e-waste” recycling plants that shred discarded, obsolete computer products into raw materials that can be recycled. HP has also agreed to take back computer equipment of all brands, and taken steps to ensure that its own products are 100% recyclable. Define your position on risk Finally, consider your position on risk. The program on which you are about to embark has a degree of risk. You will hopefully find this to be a very successful process, but one or more of your initiatives may go belly up. This isn’t a victory or death scenario we’re building. We’ve put in as many checks and balances as possible to make sure that you know what’s happening. As data flows back, you’ll see how things are working. Throughout we’ve suggested what type of budgetary exposure we think is acceptable before forcing reviews. Your company may be very risk adverse, in which case, tighten those exposure numbers. Your company may be very risk happy, in which case you could loosen the reigns a bit. If you have a formal risk management process and policy, then review that before you begin. If you don’t, then the coordinator and executive should regularly talk about what makes sense for your company. EXECUTIVE RESPONSIBILITIES While many people at different levels of your company will read this, there is a critical success factor to this process. An executive in your company must be the champion of this process. Their motivation can come from a variety of sources: 1. You really want to do this 2. You may lose your job or company if you don’t do this 3. You’ll get a major bonus if you do this Whatever motivation guides the executive champion, without the executive champion, this process will have major challenges during execution. This simple fact is true of all change processes, and core to any methodology that implements changes within a corporate culture. This doesn’t mean that the job responsibilities change for the champion, but rather, when issues emerge that involve other executives and their responsibilities; the champion is there to mediate, moderate, and facilitate. The champion’s primary function is to smooth the path for the coordinator. The coordinator from time to time will need help at the executive level. Sometimes it’s a lot easier for the champion to call the CFO and ask for a summary of electric bills for the last year, than to expect a middle manager to work through the haze of secretarial screening to get an appointment in two weeks to ask the same question. Step 1: Subsequent Cycles Having performed this step during the first cycle, the task at this time is for the coordinator and executive to review the identity statements to see if any changes are necessary. The original four worksheets created during the first cycle are modified if necessary. Task Select Coordinator Purpose Define The Internal Program Lead Outcome Individual Selected Who Will Lead The Process Who Executive Management STEP 2: FIND YOUR COORDINATOR What is the scope? It’s time to create your flippin’ teams. Core to this approach is creating teams that are capable of having a global view of your business and focus their efforts in a way that is consistent with your business model. Each of the teams will consist of individuals with specific duties and responsibilities but team members need to be brought back to earth from time to time to remember that they’re not changing your business, they’re just improving it. Coordinator responsibilities The first step in creating teams is to assign the team coordinator. This person has the overall responsibility for coordination, ensuring conformity throughout the process, managing the documentation flow, and reporting progress to executive management. Essentially, this is the process manager whose job it is to see that things happen, and in the right way. Among their skills should be basic statistical analysis and reporting skills because this person is also responsible for measuring the effectiveness of activities undertaken according to plan and communicating the results at all levels of your company. Coordinator critical skills The coordinator must have two skills above all others. The first is that they must themselves be a change agent. Prior experience in making changes coupled with the experience of what happens when you politely ask people to do things different is core to this person’s skill set. Secondly, they must be a facilitator. It’s not so much that they know how to do specific tasks, and they probably can do most of them, it’s more that they can help others find a way to get things done on their own. The ability to engage, aid, and help others complete their tasks is a core requirement. The coordinator’s analytical abilities are very important to this process. For example, below you see examples of quarterly reports for electricity consumption. If you are reducing energy costs, what assumptions can you make about the effectiveness of your cost reduction program? Quarter Q1 Q2 Q3 Q4 Cost 62,341 62,341 62,341 62,341 From this table, you see that nothing changed. Or perhaps you have a flat payment system with your utility company and you pay the same flat fee every month. A different way of presenting the same data might be to look at the Kilowatt Hours consumed by quarter. That table might look like this: Quarter Q1 Q2 Q3 Q4 KwH 700,391 632,460 543,230 665,325 From this table you see that things changed by quarter, but it could lead you to the conclusion that your plan worked for the first three quarters, and then something went wrong in the 4th quarter. But perhaps you use electricity for heating and you had a cold first and fourth quarter and warm 2nd and 3rd quarters. Your coordinator must be the type of person with the skills to recognize these types of issues, and takes that next step which asks “how do we use electricity for heating” and come up with an alternative measurement appropriate for assessing results. For example, if this is a heating issue, your coordinator might need to have the facilities manager install power loggers on each of the heating units to determine a measurement of efficiency, which could look something like this: Quarter Q1 Q2 Q3 Q4 KwH 700,391 632,460 543,230 665,325 Hours On 18,331 16,335 15,443 19,443 KwH per Hour On 38 38 35 34 This could lead to an efficiency measurement using 1st quarter as the baseline that would look like this: Quarter Q1 Q2 Q3 Q4 % improvement 0 0 7.8 10.5 This would indicate that over the course of a year, the energy efficiency improved by 10%. Measurement is key to the process The key lesson taught by this example is that everything that you do must have a measurement of change, but more importantly, you must have an appropriate measure that actually measures what you want it to measure. The coordinator is the focal point of what will turn into menagerie of different measurements of different outcomes. Whether you’re looking at energy efficiency, parts per million of benzene released in production, recycled scrap tonnage, or whatever, your coordinator must be a person who always asks, “If it works, how would we know” and “Are we measuring the right thing?” Summary of requirements The coordinator doesn’t have to be a trained statistician or methodologist, but the coordinator has these three requirements: 1) Someone who isn’t baffled by numbers or concepts beyond their experience 2) Someone that others listen to 3) And, most importantly, someone who is trusted by executive management and coworkers. The trust factor is critical because not every initiative will work. While we all hope that each of your initiatives will be effective, almost certainly some will fail. A failing initiative must be identified and halted, because each initiative consumes real dollars and real people time. The final requirement is that the coordinator must be someone who understands the process we’ve provided and is capable of adapting the process to the actual needs and requirements of the company. In any given implementation, there are many people in your company that will receive a copy of our guide, and as is typical, most of them will put it on their bookshelves and bring it to the various meetings that will happen. We know with certainty that most people won’t take the time to actually read and understand this guide. There are many more interesting things in their lives and jobs than paging through yet another business process methodology. And in actual fact, you are paying these people to focus on their jobs. The coordinator, however, is the one person who actually has to read this guide and understand it. You should understand that your coordinator is going to spend a fair amount of time on this process during the first few months so be sure you don’t saturate this person. They will return to their regular duties so it’s not like hiring someone else, but more like offloading some of their work for a short time so they can keep things on track. The Coordinator Owns Two Plans The coordinator is ultimately responsible for the two plans that come out of this process. The first plan is the Green Continuity Plan. This is the overall plan that defines your company’s unique approach to the flippin’ Green process. This plan is updated periodically based on experience, lessons learned, changing regulatory requirements or changes in product, business practices, or strategy. This plan is the long term planning document that permits the steps to flow smoothly within cycles and the cycles to build upon each other. An outline of this plan is essentially the same as the outline of this book. A sample outline is provided in the Appendix The second plan is the flippin’ Green Initiative Plan. These are specific tasks that the company undertakes to implement a specific action to achieve a specific ROI in a single cycle. PROJECT COORDINATOR RESPONSIBILITIES Agent of Change Facilitator Coordination Communication Lead Green awareness Participate in period updates, maintenance and exercises Own & lead the Green Continuity Plan Own & lead Initiative Plans in each cycle Develop and maintain a detailed project schedule which includes administrative tasks and all teams involved in the project. Coordinate meetings. Prepare and/or edit meeting minutes, presentations and tables. Scheduled deployment of initiatives. Ensure adherence to deadlines. Control all project documents. Ensure coordination of the interfaces of all departments. Responsible to track project changes and produce updated as agreed. Compile summary documents, Project Plan, management summary and target outcomes. Collect and include contributions of the teams Periodically meet as the ‘flippin team chairperson to validate and verify and prepare for subsequent cycles. Time Allocations: Depends on scope of final initiatives. Small to medium companies, 10-20%, large companies, 50-100% Step 2: Subsequent Cycles Having selected the coordinator during the first cycle, the only reasons for revisiting this choice are: 1. The coordinator has left the company 2. Company’s direction and vision has changed significantly 3. The coordinator no longer wishes to do this task 4. The coordinator’s performance was not satisfactory Task Select Team Leads Purpose Limit Scope And Focus On Doable Initiatives Outcome Core Targets Are Defined Who Coordinator, Executive Management, Team Leads STEP 3: SELECT YOUR TEAM LEADS What will team leads be doing? Organizations vary in complexity, but in this kind of process, almost every department will be affected. For example, if you choose to recycle pop cans, having a single recycling container by the cafeteria pop dispenser may not improve efficiency if your accountants have to return to the cafeteria from the 3rd floor to drop off the can. That ½ cent that you get from the recycler can rapidly be offset by the $0.66 labor loss of the trek from accounting to the cafeteria. While that may be good for the planet, it’s not good business. Our objective is doing good business which is good for the planet. While not every department will have tasks to perform in flippin’ Green, every department should have the opportunity to provide feedback before you execute. It will be one of the responsibilities of the team leads to ensure that each department has a voice. Thus, each team member should have experience within your company, and be reasonably knowledgeable about how your business is organized. Team leads will also have the responsibility for discovering options. If, again, you want to recycle, a team lead will ultimately have the responsibility of finding out what you can recycle, how you could do it, and what the ROI would look like. This means the team leads need a basic set of analytical skills and business savvy. Team leads will actually lead initiatives. This means that they have to know how to execute a plan, get along with co-workers, respond to and fix problems without annoying people or blowing the budget. Team leads will convene between initiatives to review the company’s performance and maintain the Green continuity plan and evaluate possible future initiatives. We recommend that these meetings be monthly. Since this is a change in business process, there needs to be a control system in place that can observe and react to deviations from the process. Finally, team leads have to understand what they are doing. They’re not going to get extra pay, a bonus, or extra time off. They will be doing this task in addition to their current tasks. Not only must they be efficient, but they must be motivated to accept this extra, albeit minor, burden. If they don’t buy into the program, they’re not going to help you through this. Use that executive touchstone they gave you in business school and rate their understanding and enthusiasm. Team leads come in three flavors. The best flavor is the team lead that simply gets the job done. They’re wonderful people to have around, and periodically, you force them go on vacation. The worst flavor is the team lead that loves filling in all the paperwork but doesn’t actually do anything. They have covered all the documentation bases, and you will never quite get around to firing them, but there’s always something just not quite right. The coordinator will probably have a few of this flavor, which is why the coordinator needs to be a facilitator; the person who helps this flavor actually do their work. The most difficult team lead is the one who is so enthusiastic about their project that they just don’t want to ever let it go. In this process, the cradle to grave project time will be on the order of 4 calendar months. This flavor of team lead could easily drag it out for years, because, well, they love their job. The key to managing the team leads is to consistently remind them, and their managers, what the expectations are. This is why the coordinator has to be a good communicator because a good communicator is willing to repeat the story a dozen times in different ways until that “ahhh!” sound comes from across the desk. We’ve provided worksheets & checklists throughout this guide, but from time to time the coordinator will have to refresh other people’s memory banks with what they knew a few weeks ago. What will team leads be looking at? You will be identifying a team lead for each of the nine flippin’ concerns listed in the table below. While every concern is not an ROI candidate for your company at this time, it is important that each be represented by a team lead to avoid possible negative interactions caused by the initiatives you will undertake in this cycle. Further, over time you will probably have initiatives that deal with each of these nine concerns. Finding the team leads is a lot less difficult than it might seem, While ultimately each lead will become a subject matter expert , as of today you probably don’t have subject matter experts in the areas you’re about to change. We will be creating teams that focus on areas which most likely contain or may contain issues of green concern. The flippin’ concern areas are not totally foreign to your company; you already have people working in related areas. Below we have a table that shows the flippin’ concern areas, a description of what they mean, and some of the job functions of people in your company who are undoubtedly already working very similar problems: flippin’ concern Description Likely team lead candidates Facilities Heating, cooling, insulation, lighting, filtration, building composition, paint, air flow, hours of operation. Facilities staff, accounting, maintenance Handled materials Everything that your employees touch and handle or breathe in and everything that your customers touch and handle or breathe in. If it’s touched it becomes part of you. Product design, chef, compliance, regulatory, engineering, company nurse Hazardous Waste Everything that has a cost of disposal, Used PCs, electronics, chemicals used in manufacturing. Waste management, compliance, regulatory, facilities Logistics Order processes both shipping & receiving. Every time you move something or someone in or out of your facility, there is an environmental impact. Includes travel. Shipping, receiving, order fulfillment, customer support, purchasing, travel office Product disposal Whatever you sell, eventually your customer has to dispose of it. What’s the consequence? Product design, engineering Recycling Everything that leaves your physical buildings that isn’t product whether it’s scrap, garbage, waste water, or emissions from a furnace. If it leaves the premises, it’s on the list. Waste management, compliance, regulatory, facilities Time & Attendance Every trip that your employee makes to and from the office has an environmental impact, as does each hour spent providing a comfortable working environment H.R., policy & procedures Toxic Risks These are chemicals that are routinely found in your place of business as a result of doing business, many of which shouldn’t be there. Shipping, receiving, order fulfillment, customer support, purchasing, engineering Utility Management All utility usage, electricity, gas, and water Facilities staff, accounting Handled materials deserve a bit more attention than the other items because it’s a relatively new topic to many companies. As more common chemicals are tested over time, new hazards are discovered. For example, many plastics contain Bisphenol A (BPA) which is now emerging as a hazard because it mimics the human estrogen hormone. Not every plastic contains BPA, but plastics are a common constituent of many products. You almost certainly don’t have a staff toxicologist to lead this team, but you do have people who can start wondering what is in the materials you bring into the company and ship to your customers. In a large medical device company, for example, you have people in regulatory who are already familiar with HAZMAT practices and know how to read a material safety data sheet. In a family pizza business, the comparable person might be the person who composes the pizza recipes and specifies what goes into each pizza. In a shoe manufacturing business, you’ll have an engineering person who specifies materials for durability and manufacturability. These types of people have already learned materials. Now they have to learn a little bit more. How do you limit the team scope? As you go through this process, you have to keep the perspective that this process is based on what you already know. If you find yourself learning organic chemistry along the way, you’re diverting from your business and the process we want you to follow. The objective is to expand what you know about what you do, and ask a few more questions. Each flippin’ concern that we’ve listed should be represented as well as any additional areas that are unique to your business that could pose potential liability over the long term. As a general rule, there are internal costs associated with some of these concerns, but not all can be derived from your accounting department. Get what you can from them, and estimate the rest. For internal concerns, a preliminary ranking of priorities can be created by simply listing them by the most recent annual costs incurred. An example would look like this: Current Concern Annual Costs Facilities $1.5 M Hazardous waste disposal $250 k Recycling $40 k Utility management $1.1 M At this stage, you have your first sanity check. If your total annual hazardous waste disposal costs are $250 per year, even a 50% reduction probably doesn’t warrant putting it on the concern list. Concerns can also include external costs. Remembering our asbestos example, there are real costs that also impact the environment that can often exceed the costs incurred by the company. Concerns where external costs exist should be created if not included in the listed flippin’ areas, even if the actual external costs are not known. In almost every case, the external costs of disposing of your product should be on the list, even though the company carries none of the burden for disposal. External Concern Annual Costs (estimates) Product Disposal $10/each Handled materials $250 k / diagnosis Logistics $750 k Time & Attendance $6 per rush hour trip With both internal and external costs in hand, you have to make a decision about which ones you’re going to look at in more detail. You are not deciding which ones to do, merely which ones to look at. Every item on the list has a potential ROI if it enters the project plan, but you don’t know which ones are worth the effort and which are not—discovering that ROI is going to be the first task of your team leads. Choose the items on your list that make sense. You won’t be chewing up a lot of time to find out so you don’t have to be conservative at this stage. We would recommend doing all at this point, but you know your business better than we do. What is the structure & size of teams? Whatever flippin’ concern areas are chosen to pursue, a team lead must be assigned the task to evaluate, recommend, and implement. This helps define the initial size of your flippin’ team so you now have a guide to how many people to identify who have the required qualifications. A team lead can lead more than one team and one team can evaluate more than one concern. As you will see, teams have a well structured task and if they do what we outline, the results can come back to you in days. Variants on organization do not affect the outcomes. Possibilities include: 1. Unique team leads and team members for each concern. 2. Team leads and teams handle multiple concerns. 3. Team leads handle multiple concerns with different teams per concern. The first task of the coordinator is to identify and recommend team leads for each concern that is selected for assessment. The team leads will in turn have to be assisted in finding their team members. We’re not building a massive organization. Ten flippin’ concern areas could easily be handled by a total of 5 people at this stage, provided you choose the right people and match them to appropriate teams. This isn’t an implementation exercise; it’s just a first cut at defining possible ROIs. It doesn’t hurt to have people who want to volunteer even if they have no prior experience in the subject areas. As long as they understand the limitations we’ve described and can competently execute the steps, this is good. Concern: Facilities Selected by Team Lead Project Coordinator/Management Team Member Team Lead Team Member Team Lead Team Member Team Lead Setting expectations & responsibilities There should be at least one team lead meeting in which the team leaders are introduced to this program. The agenda is brief and simple: 1. Overview of flippin’ Green 2. Discussion of flippin’ concerns in the context of this company 3. ROI focus in evaluation 4. Management of time 5. Anticipated budget permitted for this cycle 6. Anticipated ROI to make the cut One of the topics during this meeting is a discussion of the chosen concerns. While executive management in conjunction with the coordinator have made a first cut at what makes sense back in Step 2, the team leads are much closer to the shop floor and they may have a better real-world perspective. This meeting should include a reasonable effort to determine if the chosen concerns are the right concerns for the company. If the concerns need to be changed at this stage as a result of this meeting, it’s ok. Remember, what you’re looking at has to be in terms of your business. You’re not going to convert your shoe factory into a wind farm. Set team guidelines and expectations Additionally, guidelines have to be set as to how much time will be allocated at the next step and what kinds of ROI targets are reasonable for each team. The amount of time to be allocated can be very low without sacrificing quality. For example, in the next step, many suggestions on approaches will consist of simple declarative suggestions. For example, it doesn’t take hours to evaluate alternative lighting. Someone will say, “Let’s see if we can find more cost effective lighting.” A fifteen minute discussion on that topic is clearly not warranted. Similarly someone with the assignment to find alternative lighting can do so with a few phone calls or browser clicks. Remember, at this stage, we don’t have a plan yet, we are soliciting ideas that will go into the plan. The total time allocated at this phase of the process should be about 1 hour per team member, and about 4 hours per team lead. The actual bottom line savings at this point are really not knowable, but it is helpful to set an initial target, understanding that the actual numbers may be much lower or much higher. As a rule of thumb, a company that is operating at maximum inefficiency can expect 40% reductions in energy costs alone. A company that has previously taken measures in this regard such as careful selection of lighting and timed thermostats may be lucky to achieve a 10% reduction. It’s best to be conservative at this stage. There’s a fine line between voicing realistic expectations and creating that crowd pleasing muttering that management is off their rocker. If you have no idea what numbers to put down, pull out that gag executive decision making Ouija ball you got years ago and let it do its thing. In other words, take your best shot. The expectations on total costs should be clearly communicated. This is real capital that will be allocated, and as we go through the process the numbers may go up or down, but there is always a limit of how much can be spent to achieve a given outcome. As a rule of thumb, if the break-even point does not occur within 3 years, then it may not be cost effective for the long term. If your expectation is you will break even within 12 months, it’s possible, even likely, but not all initiatives will happen that quickly. Think conservative and assume the break-even point for any initiative will be 24 months. A formula we propose is this. Based on your best guess for savings, budget $2 in this year for every $1 you expect to save next year and each following year. Thus, if your current guess is you can save $100,000 per year, then budget a total of $200,000 to achieve that savings. If the budget numbers are too high at this stage, put down what you think you can afford and remember to discount the savings accordingly. Keep in mind, this number is to set the stage for the teams and their expectations of what they can afford to look for in available solutions. This is not the actual budgetary number that you have to reserve. The real numbers will come out at the end of Step 5. However, you need to set a threshold break-even guideline because the team leaders will use this in passing their findings back up the chain. But be clear, it’s a guideline, not the law. Make that especially clear to the coordinator because that person is going to have some exceptions to deal with in a few weeks and you don’t want to pass up good opportunities based on a guess before you started. Remember not each department in your company will be engaged in this process but each must have a voice. Make it very clear to the team leads that one of their key responsibilities is to make sure that all departments have a voice. While no single team lead can be expected to know the concerns of each part of your business, the totality of the team should be selected in a way that the totality of your business has a voice. Finally, not every team lead will manage an initiative in this cycle. However, the team lead should still be presenting their subject matter in team meetings to evaluate possible interactions, and stay current with the company’s practice and skill level in executing initiatives. If they don’t manage an initiative in this cycle, odds are that they will do so in the next. For example, if recycling doesn’t make the cut in this cycle, but handled materials does, disposal of handled materials may have recycling problem in this cycle, which someone needs to address. Create teams for selected concerns When the final concerns are completed, there may be some concern areas that are going to be deferred for future consideration. You’re defining concerns that over the long haul, years, will be looked at many times and the special skills that a team lead brings to and learns during the process must be aligned to the process. For example, if one of your team leads previously worked in a recycling company, they may be a natural choice to lead the recycling evaluation team, but if at the meeting, they also point out that you’ve already managed the recycling as much as you need to, then you might choose to drop recycling from the list. However, you don’t drop recycling forever, just for now. That team lead may have little to do this year beyond attending team lead meetings, but next year, recycling may become a hot topic. The team leads for selected concerns need to select who will be on their team, most likely in conjunction with other team leads. They can use the same flippin’ concern table above that we introduced here for guidance on where to find their team mates. When you complete this step your organization for the process will look something like this: TEAM LEAD RESPONSIBILITIES Project Management on Selected Initiatives Research on Costs & ROI Own & lead initiatives Maintain a detailed project schedule which includes administrative tasks and participants in an initiative. Coordinate meetings. Prepare and/or edit meeting minutes, presentation. Scheduled deployment of initiatives. Ensure adherence to deadlines. Control all project documents. Ensure coordination all affected departments. Ensure metrics data is collected accurately. Periodically meet as the ‘flippin team to validate and verify and prepare for subsequent cycles. Time Allocations: Depends on scope of final initiatives. Small to medium companies, 10-20%, large companies, 30-50% for the project duration. The average project should last 4 months from cradle to grave. A typical allocation by month would look like: Month 1 Month 2 Month 3 Month 4 5-10% 20-50% 10-20% 5-10% Step 3: Subsequent Cycles Having selected the team leads during the first cycle, the only reasons for revisiting the team lead choices are: 1. A team lead has left the company 2. A team lead no longer wishes to do this task 3. A team lead’s performance was not satisfactory 4. A new flippin’ concern has emerged requiring a new team lead. Task Define How Objectives Could Be Met Purpose Discover You Can Do Outcome Candidate Approaches & Costs Defined Who Coordinator, Team Leads & Team Members STEP 4: TEAM FUNCTIONS What kinds of teams will exist? There are two types of teams that will exist in this process. The first type is permanent, the flippin’ team which is composed of the team leads and the coordinator. Chaired by the coordinator, this will be the key process change mechanism in your company by which you develop a routine review of your company’s activities. This team will mature over the years. At some point you should adopt a charter something like this: flippin’ Team Charter Responsible for Green Initiatives throughout the company. Meeting monthly between initiatives, the team will have the responsibility of reviewing the status of all active initiatives. On the schedule approved by management, the team will have the responsibility to review and recommend new concerns for consideration. During initiative implementations, the team will work together to insure that initiatives are executed according to plan and implementation problems are resolved in a timely manner within budget. Between initiatives, the team will convene monthly to review overall company priorities and performance and recommend Green Initiatives for future consideration. The flippin’ team will have two mind-sets going forward. The first mind-set will be that of individual team-leads managing specific implementations. The second will be that of enacting an ongoing review cycle. This review cycle will be activated upon completion of the plan update in step 12. This is not core to the first cycle, but can be reviewed on page 92. In subsequent cycles this will be routine. The second type of team is a transient team. It lives only a short time. It starts life when a concern is selected for ROI analysis and it ends life when the concern is either rejected or the implementation ends. These flip’ teams have the responsibility of actually implementing an initiative if that initiative makes the final cut. Set guidelines for flip’ teams During flip’ team meetings, each team is given clear and concise guidelines about what they are doing, how they are to go about it, and what kind of results are expected. The output from each team will ultimately translate into corporate initiatives that spend real money based on the results provided by the teams. The first meeting should have the coordinator in attendance to ensure that all teams are approaching their subject matter in the same way. The rules are pretty specific. Each flip’ team has a subject matter area defined by their assigned concern. Within that subject matter they will be assessing the costs and environmental impacts, viable alternatives that will reduce the costs and environmental impacts, and the costs of implementing the alternatives. Most importantly each alternative has both a cost and environmental impact. The team must clearly understand that trading one environmental problem for a lower cost environmental problem, one is not going Green. It may be more cost effective, and maybe even a good idea from a financial point of view, but our objective is not to replace one toxic release with a cheaper toxic release. One other factor is regulatory. Sometimes items end up on these lists because a new regulation, or old one, is forcing the company into compliance with an old or new standard. Non-compliance impacts must be clearly defined at this point. The total time to be spent by each individual on the flip’ team may not exceed 90 minutes! This is important not only from the point of view of managing your costs, but this is important because at this stage, we are only gaining a first pass of potential ROI. We haven’t actually approved any projects at this point, so let’s keep the effort to the essentials only. Initial tasks and agenda for flip’ teams The team process is highly structured. They will be doing three things: 1. Introduction & brain storming: 30 minutes 2. Research: 15 to 45 minutes 3. Reporting findings to team lead: 15 minutes We have provided a sample agenda below. At the beginning of the process is a brain storming session. A large number of alternative ideas are proposed and briefly discussed. At this stage crazy is good, and brilliant is better, but it’s best to start with too many ideas at this point. Each is added to the initial list as an item to be evaluated. The current solution is added to the top of the list by default. It may turn out to be your best option. What we are doing here is asking a simple question. We have an ongoing activity. What alternatives exist? Alternatives can be more expensive, less expensive, or the same. In the context of flippin’ Green we are most interested in alternatives that deliver ROI that is better than the current solution. We will want to document these alternatives so that at a later step, we can evaluate them more fully to see if we can both achieve ROI and a better sustainability posture. For each alternative, no matter how crazy, that is proposed by the team, we will perform an extremely brief ROI evaluation. Each alternative that is proposed will be summarized on an Alternative Evaluation Worksheet provided below. The idea here is to winnow out the crazy, and consider the good. The alternatives come forth as a list of possible alternatives during the first full team meeting. Each alternative must be evaluated. Any a3lternatives that are possible, but not proposed are beyond the scope of your core capabilities. Remember, we are dealing with changes in your business processes that you know. To achieve ROI, we should avoid changing things that you don’t routinely do. Your team members represent what you know. If their imaginations are broad, your list is long. If their imaginations are narrow, your list is short. Whether the list is long or short doesn’t matter. The list constitutes your corporate capabilities. After the list is completed, the team lead will assign an evaluation task to the team members. The team members are each assigned a portion of the list to discover more information about the proposed alternative. This will be documented by the team lead on the Alternative Evaluation Worksheet below with the corresponding example: ______________ flip’ Team Kickoff Agenda Responsible for: ________________________________ Name Responsibility Contact Information 1. Introduction to the tasks 2. Limiting your time 3. Brainstorming session 4. Research assignments 5. Due date __________ flip’Team Evaluation Topics Worksheet Responsible for: ________________________________ Name Responsibility Contact Information Regulatory Issues & Impact Departments Involved Evaluation Topics 1. 2. 3. 4. Tasks 1. 2. 3. 4. Jamie’s flip’Team Evaluation Topics Worksheet Responsible for: Evaluation of alternative shop floor lighting Name Responsibility Contact Information Joe fluorescent x 231 Jim LED & Regulatory x 345 Cindy Sodium Vapor x 444 Bruce Reduced Floor Hours x 721 Regulatory: check OSHA Departments Involved: Mfct B, shipping Evaluation Topics 1. Long life fluorescent 2. LED 3. Indoor Sodium Vapor 4. Reduced floor hours Tasks 1. Meet with production manager regarding hours of operation 2. Contact lighting vendors and get quotes for alternatives 3. Test viable alternatives on the floor for acceptance 4. Check with power company for alternative rate plans After completing the research the flip’ team members meet one on one with the team lead and they give a brief report of their findings. For each alternative they should have some basic information about what they’ve found which will help the team lead fill in the Alternative Check List below. They should come back with one or more alternatives to the current solution, a first pass guess as to how much the alternative costs, and some justification that the alternative is or will prove to be cheaper than the current solution. Team lead tasks The team lead has the responsibility to fact check any alternative item which has a positive recommendation and document their findings for each item found on the Evaluation Topics Worksheet on separate Alternative Evaluation Worksheets. At this time the team lead should have a brief conversation with the department heads of any locations in the company that might be affected to be sure there are no show stoppers and to get a high level view of possible interactions between a possible initiative and doing normal business. The team lead ranks alternatives in order of best savings to worst. Often there is one or two at the top of the list, and everything else either falls to the bottom or the information is simply not readily available to evaluate further. These materials are presented to the coordinator and will form the basis of the ROI analysis and plan that later emerges. Remember, we’re not building a moon rocket of unreasoning complexity. The company has to work within the boundaries of what it knows, and we’ve just had a review performed by people who represent the knowledge base of the company. flip’ team’s future If you think it’s an unnecessary expense of employee time, it’s ok to suspend (hibernate) the flip’ teams at this point until you know which initiatives you will finally choose. If you can afford to keep them active at a low level, they can provide valuable background research support for the team lead as well as information and feedback. Depending on what you can afford, if possible we recommend keeping these teams active at a low level until the final initiative selections are made. After the flip’ team lead presents the team findings to the coordinator, the life of the flip’ team could be over, pending review. It may come back to life later, and if it does, they will be operating with additional rules. To this point, the flip’ teams have had a highly limited scope. If you move forward with a team, it will become important for the team members and their managers to understand they will do so with additional expectations. These expectations should be incorporated into the plan that will emerge during this process: Future responsibilities for each flip’ team member will be: 1. Attend team meetings 2. Come prepared with any assignments 3. Express your opinions 4. Show respect for those who disagree with you 5. Stay within the time guidelines approved by management Additional responsibilities for each team lead will be: 1. Solicit and use the input of each team member 2. Distribute assignments appropriately and evenly 3. Provide input and suggestions to other team leads 4. Fact check everything 5. Keep to the schedule 6. Stay within your subject domain Alternative Evaluation Worksheet ___________ flip’ Team Ranking___ 1. Current Solution: 2. Proposed Solution: 3. Current Solution Annual Cost: 4. Current Solution External Impacts (Costs): 5. Cost to Implement Proposed Solution: 6. Proposed Solution Annual Cost: 7. Proposed Solution External Impacts (Costs): 8. Break-Even Time (Months, inclusive of Implementation Costs): 9. Recommendation: Alternative Evaluation Worksheet Jamie’s flip’ Team Ranking #2 1. Current Solution: fluorescent on the shop floor 2. Proposed Solution: LED 3. Current Solution Annual Cost: Electric $32,000 Replacements: $3,500 4. Current Solution External Impacts (Costs): Mercury released into the environment 5. Cost to Implement Proposed Solution: Fixture replacement: $12,000 Bulb replacement: $22,000 6. Proposed Solution Annual Cost: Electric $13,000 Replacements: $3,500 7. Proposed Solution External Impacts (Costs) : Gallium released into the environment 8. Break-Even Time (Months, inclusive of Implementation Costs): First year cost: $50,500 Second year cost: $16,500 First year savings: -31,500 Cumulative second year savings: -12,500 Break even around month: 30 9. Recommendation: Put on the list, third year is net positive. CAUTION! Avoid pulsed LEDs. Strobe effect may accidently make rotary saws appear stationary! Step 4: Subsequent Cycles At the completion of step 12, the implementation plan has been updated as part of the process. The flippin’ team will take ownership of the Green continuity plan by the end of the first cycle and will go through the following five steps in their independent cycle. 1. Verify and validate the plan. The plan has been largely developed by the coordinator at this point, albeit with significant support by the team leads. Certain guidelines and price points have been validated at this point and need to be reviewed by the team to ensure that both success and failure has been evaluated and documented. 2. While the plan has at this point probably contains several draft proposals, the company’s status and initiative performance is changing. The team has the responsibility of monitoring ongoing performance of initiatives that have been successfully implemented, and scouting for new opportunities that may be within the company’s current/new competencies. 3. The team as a whole has the responsibility to evaluate and coach the coordinator. In most cases there will be no causative issues for review, but in cases where the team recognizes that the coordinator may have problems; their responsibility is to escalate their concerns by the gentlest means appropriate to the company’s policy. While this is a delicate issue if it happens, it must be mentioned here. This issue is important to stress because you will recall that the team members were specifically selected as peers. As a result, there is no defacto leader in the team who has the responsibility to review the team members or the coordinator, thus performance reviews must come from within the team. 4. The team leads also have the responsibility for doing mutual evaluation. Some team leads will almost certainly perform better than others in implementation skill and performance. In the best case, this activity is a skill coaching activity where more seasoned team leads help develop the skills of less seasoned team leads. Keeping in mind the point raised about the peer relationship above, mutual evaluations should be done by the team. One final element in this regard, be nice to each other! 5. Periodic decisions to recommend a new cycle must be made. When the team coordinator has the confidence to bring the next cycle recommendation to the executive champion, the team should be in a position to both understand the context, and fast track their activities. While we can’t ask for consensus, it would be nice. When this decision is made, the coordinator meets with the executive sponsor, and if the sponsor agrees, then the team starts this process as described back on page 79. Task Define ROI & Priorities Purpose Limit Initiatives To Affordable & Doable Outcome Initiatives Are Selected Who Coordinator & Executive Management STEP 5: INITIATIVE PROPOSALS Evaluate your recommendations Now is the time that you pray that back in Step 2, you picked the right coordinator. Your coordinator in a few short weeks has collected a small pile of recommended alternatives from the Team Leads in Step 4. Most likely some of these recommendations are going to be outside of your coordinator’s skill sets, but every one of these needs to be evaluated in depth to ensure that cost and savings projections are realistic and that the internal and external impacts are meaningfully vetted. The first issue to deal with is the exceptions. During step 3 the executive may have clearly announced that anything that had a breakeven time greater than 24 months was off the table. Now you’re looking at an alternative from Jamie’s group that says after 30 months the company is saving $19,000/year. If you’re DOW, maybe $19,000/year is easily tossed away, but if you’re Pittsburgh Pleasant Pizzas, that $19,000 may be handy just about the time the warranty on your delivery van expires. At this phase, passing an exception is a minor offense even with the strictest of executives. After all, you haven’t committed a dime to any of these proposals yet. However, the coordinator needs to fact check each alternative either directly or through the knowledge base of the team lead that brought the proposal forward. We’re moving into the space of thinking about spending money, so the numbers require verification. Keep in mind, these are still preliminary estimates. We are not yet doing a fully loaded ROI analysis. We are doing nothing more than getting a clear but unconfirmed picture that if the company moves forward, indications are that there will be a positive impact on the bottom line. The alternatives must also be ranked. The simplest way to deal with the proposals is create a spreadsheet which records the following data for each proposal: Concern Annual cost Alternative implementation Implementation cost Projected annual cost 3 year savings 5 year savings Risks Environmental impact change Sorting by 3 year or 5 year savings is a simple way of setting a priority list. Revise your expectations The next thing you need to do at this point is take a look at how your preliminary data compares with the expectations developed in Step 3. If you sum the 3 year and 5 year savings, you’ll now have a clear picture of what you could do, but you also have to compare that with the sum of the implementation costs, which is your upfront expense. If reality does not match your expectations, but you still show a positive ROI, then you may choose to revise your expectations and move forward. If the ROI is not sufficient then you may choose at this time to execute few or none of the initiatives at this time. However you would still have a flippin’ team in place which would continuously review and recommend initiatives. If you find yourself in a position where you have the teams, but no initiatives, skip forward to step 12, page 153. Create a preliminary budget This is when the coordinator and executive management sit down and do the budget analysis for real. Perhaps you can do everything on the list. Perhaps you can do some this year, and defer others to next year. Perhaps, nothing on the list makes sense to do at all. If this is your first time ever flippin’ Green, think “pilot”. Don’t subject your entire company to an untested process. If you can save money by changing lights throughout the company, start by changing them in just one building, or one area. Next cycle you can eat the whole enchilada. Most likely, what you will see is that your implementation costs exceed your initial expectations, but your savings also exceed your expectations. If you’re driven solely by economics, you now have a good picture of what is possible. However, you should also take a close look at the external costs as well. Some changes don’t save you very much or may even cost more to change, yet they may have large costs that someone else pays that never ends up on your balance sheet. If you find yourself with such items, you now have to make the decision, if you were the CEO of Johns Manville in 1939, exactly what kind of corporate citizen would you be? Once the budget is established, the list can be culled based on whatever priorities are agreed between the coordinator and executive management. Each item should be documented so that as you go through implementation, the team responsible for implementation knows what will be expected. For each implementation program we recommend using the following worksheet. Since you already have team leads and team members who’ve done the evaluation, you may want to select them as the responsible parties to manage the implementation. They will have a set of tasks that can either be identified now, or will be identified soon. They key is that you have 3 budget numbers that are key to determining the success of this implementation. Your current costs, the cost to implement the solution, and the expected savings. Essentially, you have a budgeted project with clear expectations that will be monitored to ensure that things are working as planned, or problems are occurring. Many companies have their own project management methodology. Some do not. If you have a project management methodology, that should be used at this point forward, provided it incorporates the elements we describe here. If your company does not have one, we recommend that your coordinator purchase Project Management for Dummies by Stanley Portny. Seriously, it’s a good guide and an easy read and around six bucks for the old edition and fifteen for the new one. You will need to develop an Initiative Plan to make this work. To develop the plan, you will have to get cooperation and input from previously uninvolved parts of the company. It’s time to tell everyone what you have in mind. In a small company, this could be handled by an all-hands meeting. In a large company it could be a meeting between the CEO and all officers and directors. However it’s done, you have to let everyone know what’s about to happen and why. ______________ Team Implementation Worksheet Responsible for: ________________________________ Name Responsibility Hours allocated Contact Information Tasks 1. 2. 3. 4. 1. Proposed Solution: 2. Current Solution Annual Cost: 3. Proposed Solution Annual Cost: 4. Cost to Implement Proposed Solution: 5. Deviation Permitted: Task Introduce Program To Company Purpose Give The Company The Context of Program Outcome Company Is On Board And Knows Scope Who Everyone STEP 6: CORPORATE COMMUNICATIONS What are you telling the company? The agenda of this meeting is straightforward. As in any meeting, you have to compete for attention, and the messages you convey must be clear and easily understood. The agenda should look something like this: 1. Who we are 2. Who we will be in 3 years 3. What it means for us to go Green 4. Why we are doing this 5. How we will keep you notified 6. Introduction of the coordinator 7. Q&A The content of this should go along the lines of what you’ve already produced as part of the process. In Step 1 you (hopefully) filled in 4 brief worksheets which correspond to the first four items on the agenda. These set the context for the entire process. As you review those initial answers, you may find it appropriate to revise them because you may have learned quite a bit in a very few short days. Also there is a tendency by this time to have discovered how your scope must be limited. You perhaps have gone from “we’ll save the world and make money doing it” to “we’re going to drop BPA’s from our products and make money doing it.” You can ultimately save the world if you want to, but not on the first iteration. One of the reasons we have waited to announce this to the company is that until this point, it’s possible that none of the initiatives had a positive ROI, or if they did, the startup costs were too high. Now we know. One of the reasons we need to do this now is because the coordinator is going into a planning phase which will require cooperation and involvement from other members of the company who have not previously been engaged. It is essential that the company accept that this company is flippin’ Green, and that the coordinator has the support of executive management in executing the program. Avoid unrealistic expectations and pushback There are some things to be cautious about. Not every initiative will work so don’t over commit. If you declare that you’re going to drop paper consumption by 50% and you only do 30%, is that a failure or a success? If you declare that you’re going to earn an extra $50,000/year by recycling more, and you only earn $20,000/year, is that a failure or success? Graduated reductions are much more common than sudden ones. This is a process that takes time. Another thing to keep in mind is that most employees are going to be very interested in what you’re doing. You can save a fair amount of time by simply having your corporate communications person(s), newsletter writer, SharePoint content manager, or the person who sticks things on the bulletin board with thumb tacks, regularly meet with the coordinator for a few minutes to get and post updates. Similarly, be aware that every closet tree hugger in your company may suddenly discover that they have a voice. Every initiative that you undertake will have a person who knows you could do it better, or could do more, or are doing it wrong. Your corporate culture may encourage or discourage these kinds of dialogs, but having many of these dialogs may not be the best use of time. Having team leads be the focal point for unsolicited input can be very productive, and sometimes, very time consuming. Be sure you manage expectations up front and remind everyone that you’re flippin’ Green because it’s good business and not because you dreamed you were touched by the magic wand of the earth mother. We have provided an example meeting announcement below. Properly managed, the meeting, which shouldn’t last more than 30 minutes, will be devoted mostly to the Q&A portion. Sample Agenda American Can & Telegraph Corporation flippin’ Green Meeting 1. Who we are We are a family owned chain of pizza stores operating in the metropolitan Pittsburgh area offering a family experience at low cost. 2. Who we will be in 3 years We will be a family owned chain of pizza stores operating throughout Pennsylvania offering a family experience at low cost. 3. What it means for us to go Green Reducing our energy costs for food preparations and home delivery 4. Why we are doing this Major chains are able to compete with us on price and quality. We need to reduce our energy costs to remain competitive. 5. Notifications We will have a new SharePoint page on which everyone can access showing our progress and special notices. 6. Introduction of the Coordinator 7. Q&A Step 6: Subsequent Cycles If the process in previous cycles has gone smoothly, then the person assigned to provide corporate information when this step was first performed has routinely been providing information to the company. At the executive’s discretion, another corporate meeting may or may not be necessary. As a general rule, a significant new initiative or group of initiatives probably require another corporate meeting. Minor or incremental initiatives probably do not. Task Due Diligence Purpose Perform Final Sanity Check Before Engaging Outcome Short List Of What To Do And How Who Coordinator, Team Leads, Team Members STEP 7: VALIDATING PROPOSALS Before spending, verify ROI At this step we need to fully validate each proposal. To this point, the number of person hours consumed has been relatively minimal, but you have enough information to move forward, provided the preliminary analysis holds up. What we have to do at this point is make darn sure that the preliminary ROIs derived in Step 5 are real. So far, you’ve limited the scope to only those items that seem to make sense. What we are doing in this step is confirming, or denying, that they still make sense. This is an actual costing exercise and you have to be cautious because the outcome of this exercise will be a proposal to actually spend time and money making changes. There are various costs that might be considered. For example: 1. Are the cost numbers and savings numbers real now that we’re actually going to spend people time and money? Now that we are ready to contact real vendors to purchase materials and services, what numbers come back when they actually see what we’re trying to do? 2. Are the implementation costs fully defined, did we leave out anything? Typical items that are left out during Step 5 include the internal accounting of person hours consumed. This may raise your implementation costs and change the priority of this item. 3. What implementation risks and costs are there if things go wrong? For example, if you are rewiring your shop floor and the first thing that happens is you discover that the prior building owner routed everything through stainless steel and concrete, your minor rewiring task may turn into a major expense. At all times, be sure you have the ability to back away from the solution without creating a major cash flow issue. Resurrect selected flip’ teams The flip’ teams that survived to this point have to be brought back to life. The first task for each team is to validate the proposed solution. While many people have previously looked at and approved this approach, the actual selection of equipment and vendors has not occurred yet. It is time to actually call potential suppliers, explain what you’re trying to do, and have them quote on the solution. If the task is an internal task, the people who are responsible for making the change must be consulted to ensure that your estimates and theirs are in line. flip’ team tasks As with any project, the actual cost estimates may come back lower, higher, or the same as the preliminary estimates. Permissible deviations are typically defined for projects in a given company, but if not, our rule of thumb is a cost projection overrun of greater than 20% requires a review of the proposal. One other factor to keep in mind is that a vendor’s specifications for performance are not necessarily the specifications that you should believe as you prepare and finalize your plan. For example, in a lighting scenario, you should be in a position to document how soon the lighting levels will decline over time. All systems will deviate from optimum performance over time and these deviations must find their way into the final cost and savings calculations. For example, below we see the light output of various types of lighting. If one of your objectives is to use LEDs instead of fluorescents to reduce your mercury footprint and save on long term replacement costs and electricity, then make sure that during the life of your replacements, you meet your minimum illumination requirements. If you don’t, then maybe this isn’t as good as it first looked. Illumination changes over time Vendor selection and validation is always a factor, especially since some or most of your vendors at this point are new and untried from a supply chain point of view. Vendor validation is a critical activity at this time, since the low cost provider is not always the high quality producer. The vendor due diligence must be done, and this will take time. The flip’ team assigned to lead the implementation has the responsibility of ensuring that all factors are as initially indicated, and if they are not, either finding comparable alternatives or bringing out of bounds exceptions to the coordinator’s attention for resolution. A worksheet guide is provided to support the team at this stage. When this phase of the flip’ team’s work is complete, the completed worksheets and supporting information is presented to the coordinator. Possible results at this stage are: 1. Preliminary estimates confirmed, ready to start 2. Problems found in preliminary estimates with either performance or costs beyond deviation threshold Where things are good, the activity is ready to enter the flippin’ Green plan. If not, then the coordinator needs to lead the flippin’ team and executive management through the process of deciding if the item’s problems still warrant moving forward, researching it further, or simply abandoning the activity for now. ______________ flip’ Team Vendor Worksheet Responsible for: ________________________________ Vendor Item Performance Target Item Performance Target Price Actual Price Deviations from expectations: 1. 2. 3. 4. 5. Recommendation: Task Define Plan Purpose Set Schedule, Tasks, Metrics & Costs Outcome Implementation Plan Is Produced Who Coordinator & Team Leads STEP 8: DEFINING THE INITIATIVE PLAN The teams are defined, the costs are validated, the actionable targets are set, and so what’s left to do? Let’s go! Well, not just yet. Plan to minimize impacts on your operations One of the things about flippin’ Green is that it’s going to impact a lot of people in a lot of different ways. If you’re going to tear down a wall to improve airflow, it might be a good idea if the people working on the other side of the wall have some forewarning about the wall coming down and maybe even have some input regarding how and when that wall comes down. The coordinator has to develop a plan, a schedule, figure out the metrics, and solicit a lot of people’s cooperation while staying on schedule within the budget. If the coordinator has been doing their job, which includes reading this book, they will realize that if they start working on the plan now, then they will create a lot of dead time when things could be moving. Thus an interesting test of the quality of your coordinator is to discover at this step if they started drafting the plan way back at Step 3, right after they assumed this responsibility. Minimize business interactions Of special concern is identifying two kinds of interactions that need to be managed in the plan. The first kind of interaction is between the change itself, and the people who will be directly impacted by the change. You expect your company to continue to do the business that it does today, so when you change something, you have to be sure that that the change, and the actions associated with it, does not interfere with continuing to do business. Clearly identify who may be impacted by the change, when, for how long, in what way, and make sure that the affected people have a voice in what is acceptable and what is not. We have provided an Interaction Work Sheet to help you in this process. It might not be a bad idea for the flip’ team lead to return to the locations where changes will happen and meet the people who work there to learn a bit about what they do, explain what you’re going to do, and get their reactions. At the end of the process we should have identified those departments and people that will be affected by a specific activity involved in implementing a portion of the plan. More importantly, they will probably require some modifications to your implementation means to make the activity go smoother. Don’t forget your metrics Please note that Metrics are placed on this interaction worksheet. Whatever the task in hand, it is often the case that the implemented changes will require additional effort and equipment to provide the monitoring of outcomes. Identifying, validating, and scheduling their acquisition and installation is part of the interaction analysis. _____________ flip’Team Interaction Worksheet Responsible for: ________________________________ Department affected Department head Activity Approved Start Date Finish Date Special Issues for consideration 1. 2. 3. 4. 5. Metrics: Jaimie’s flip’Team Interaction Worksheet Responsible for: Shop Floor Lighting Change Department affected Department head Activity Approved Start Date Finish Date Facilities Joe 6/21 7/7 7/21 Manufacturing area B Mark 6/22 7/7 7/21 Sales Pete 7/7 7/21 Shipping Sam 6/22 7/7 7/21 Inventory Van 6/21 7/7 7/21 IT Bill 6/22 7/7 7/21 Special Issues for consideration 1. Facilities needs confirmation of start date by 7/5 2. Manufacturing will vacate area, but must be back on the floor by 7/22 3. Sales wants contingency plan from Manufacturing if area not available by 7/22 4. Shipping uses area for staging for end of month runs, needs to know if dates go over 5. I.T. reminds that the monitor loggers require facilities to drop two CAT 5 cables to the loggers. Metrics: power monitor loggers in MFCT B on power lines. Minimize flip’ team interactions The second type of interaction will be between flip’ teams. Let’s assume that among the selected activities you are going to do two initiatives to reduce your electric bill. You may have one initiative that is going to change out all the motors in your stirring machines with higher efficiency motors. You may have another initiative that is going to change the lighting in the same room. Each team may want to install power monitors for their specific activity, and each team may want to change the wiring in the room for their specific activity. If you don’t look for and find this kind of interaction, you may have two sets of different power monitors and two separate wiring activities occur, where you could have gotten by with just one of each. To identify these possible interactions we recommend a meeting between all of the team leads and the coordinator, in which each team lead provides a brief walkthrough of what they think is going to happen during implementation. These walkthroughs don’t need to be detailed step by step plans. In this meeting you don’t need to have detail like “I’m going to change out three breakers in Manufacturing B from 40 amp to 120 amp” but rather something like, “We’re going to be changing power distribution in Manufacturing B”. This may prompt someone else to say, “So are we, let’s talk.” The objective is to get someone to say “Let’s talk,” rather than audit each individual exercise. The coordinator has to make sure that they talk and coordinate their activities into the final initiative plan. Minimize flippin’ concern interactions The final type of interaction we need to be concerned with is our flippin’ concern areas. While we may have started with the nine concern areas defined in Step 3, it’s unlikely that you are implementing initiatives for each and every one of these at the same time. You may have just one initiative in the works, or several, but each needs to get a final sanity check. Recall that there is a team lead for each flippin’ concern even if there is no current intent to implement an initiative in that area. In the same meeting where you are looking for flip’ team interactions, you have to go through the process of asking each team lead if they see any negative consequences from the planned initiative in the area where they have the lead. For example, let’s assume that you are change a process in one area to reduce electricity consumption, i.e. replacing halogen lights with compact fluorescent lighting (CFL). This could fall under the Facilities team, yet, you need to ask every other team if there is an unforeseen impact. For example, the CFL will now have a Hazardous Waste consequence (when the bulbs burn out), and a Toxic Risk consequence (if you accidently drop one). Most of the time, these impacts can be easily mitigated, but they must all be accounted for. We have provided an interaction worksheet below which suggests a way of summarizing this information. In this worksheet we have provided for three active initiatives. For each initiative, in each area, the question must be asked if there is or is not an impact to the respective concern area. Most of the time, the answer will be no, but sometimes the answer will be yes. For each yes, it is the task of the coordinator to bring these items to the attention of the executive sponsor for resolution. If any yes is outside the bounds of acceptance at an executive level, then that particular initiative will either have to go through another planning phase to eliminate the yes, or dropped from the initiative plan until a future cycle. flippin’ concern interaction work sheet flippin’ concern initiatives Impact? Yes or No Facilities 1. 2. 3. 1. 2. 3. Handled materials 1. 2. 3. 1. 2. 3. Hazardous Waste 1. 2. 3. 1. 2. 3. Logistics 1. 2. 3. 1. 2. 3. Product disposal 1. 2. 3. 1. 2. 3. Recycling 1. 2. 3. 1. 2. 3. Time & Attendance 1. 2. 3. 1. 2. 3. Toxic Risks 1. 2. 3. 1. 2. 3. Utility Management 1. 2. 3. 1. 2. 3. Detail for each Yes Include logistics in the plan Standard project logistics issues need to be juggled, especially parts availability, shipping times, and holiday schedules for team members who will be actively involved in the process. Do not overload your facilities group A special consideration is that the company’s facilities management group is typically understaffed for the routine maintenance and services that they routinely provide. In most cases, flippin’ Green places exceptional burdens on them. It should be obvious but things like moving desks, equipment, rearranging production lines, responding to calls “it’s too hot, it’s too cold”, painting executive offices, staging the cafeteria for a major sales presentation, adjusting the volume of the background music, and even unplugging toilets will all suffer during the implementation phases. If practicable, bringing in temporary help would be a good idea. If not, then perhaps having a quick class for senior managers on how to unplug a toilette might be appropriate. Do not over-allocate people Finally, in any company, there tend to be a few shining stars, can-do people that exhibit informal leadership roles and have the capacity to work in many different parts of the company. In all likelihood, these individuals have found themselves on more than one team. Team leaders may assume that they have 100% of the allocated hours for these stars, when in fact; to get that much from these people would require that they exceed their allocated hours for the entire project. The coordinator needs to cross check team allocations and make sure that exceptions are either cleared, or removed. When all these issues are resolved the coordinator should be able to produce a project plan consistent with the corporate standards for project plans which would typically include scheduling, budgeting, personnel allocations, and any special considerations. Please note, we haven’t told you how to do the plan. You should have an internal standard already. We’ve only told you some things to include in the plan. Release the plan for review When the plan is ready, the coordinator should meet with all team leads and do a walkthrough of the total plan so that everyone is aware of everyone else’s activities. The objectives of this activity are: • Confirmation that everyone is aware of their tasks • Identification of areas requiring modification • Review of critical events and communications chains • Increase the confidence of the team to perform • Identification of any last minute problems or gaps. If all goes well in this meeting, then everyone has a copy of the plan, the schedule, the tasks, and now it’s time to start flippin’ Green. Task Execute Initiatives Purpose flippin’ Green Outcome Reduced Costs, Greener Company Who Coordinator & Executive Management STEP 9: IMPLEMENTATION Having reviewed and finalized the initiative(s) plan, it’s time to implement according to the plan. Hopefully the plan is sufficiently thought through, and the ROI data of sufficient quality that the process goes smoothly during implementation. However, very few plans are flawless during execution, especially when they involve changing corporate behavior. Avoid implementation failure In studies of other implementations, and analyzing the reasons why an appalling 50% of all implementations fail, Kenneth Walter commented that it’s a wonder that any implementations succeed. Some of the outcomes from many studies of 40 years of implementations, and why they go wrong, are several key lessons that differentiate success from failure. Key among these lessons is the bold statement that “policy should be divorced from implementation.” Your policy is that you’re flippin’ Green. Your executive team has made that the policy of the company. The smartest thing that you the executives can do, now that things are beginning to happen, is get out of the way! Every parent knows that every child knows how to use a smart phone better than a parent. Children have grown up with new ideas and concepts and they are natural, for them. Those of us who remember the first Earth Day, cannot know how those youngsters think who automatically separate garbage into recycling bins at home, because they’ve been doing it all of their lives. Pressman & Wildavsky’s seminal study on implementations pointed out repeatedly that the people who know how to do something are more key to the success than the people who know that they should do something. In this process, you have assigned team leads to each initiative, you have a coordinator who will be monitoring progress, and you’ve set the budgetary guidelines and trigger points. The executive sponsor at this point has no immediate tasks other than helping the coordinator respond to unexpected problems. If your business is selling soap, it’s time for you to go back to selling soap. You’ve done all that you can do. Support your coordinator The coordinator at this point is undoubtedly having more than a few standard albeit frustrating problems. The company and all employees heartily endorse this program, as do each and every member of each team. The problem is, you’re now consuming real hours from real people and it’s making an impact on their lives. Almost everyone endorses change, but when it happens, most people don’t want to do it. Let’s take a hypothetical extremely bad screw-up that should never happen. We choose this example because we want you to think through how you would react if something like this happened. This story is for both the executive and the coordinator and they should discuss this together in order to learn how they will manage priorities if things get difficult A Nightmare Story Exercise While the coordinator was building the plan, the VP of sales hired a new sales person. Seeing things on a nice even keel, the VP of sales took a week’s vacation and told his order entry people to take in any orders because this is the slow time of the year and nothing exciting was coming up that needed review. The day after the VP went on vacation, the new sales person closed an order for 10,000 widgets, which order-entry accepted, and he told the customer that the normal lead time is two weeks. He won’t get SharePoint training until Thursday and therefore missed the SharePoint bulletin that lead times for widgets have temporarily changed. But the coordinator has just shut down the shop floor in manufacturing B, where the widgets are made, and inventory only has 200 on hand. The sales person has already spent the commission check that he hasn’t gotten yet, and the V.P. of sales just got back from vacation. He’s discovered that the customer is doing a trial order, and can do 10 times more business than in this one order, which allows him to hit department quota and a nice bonus if only you didn’t do this flippin’ Green on your schedule. At the same time, the factory that provides the power monitors for the changes in manufacturing B just advised that they had a quality problem in their last batch and the rework will delay shipping by a week, or two, or three. The coordinator is losing sleep, especially after the V.P. of sales came to the coordinator’s office and reminded the coordinator that the coordinator is a manager, a project manager, but the V.P. is an officer of the company and in his mind, a V.P. out ranks a manager and he knows that there are many managers out there who could do a better job, like his cousin Bill. Now exactly how would you handle this situation? There are a number of things to consider, foremost of which is, what’s good for business? First, the situation isn’t the coordinator’s fault. If a fire had accidently broken out in manufacturing B taking it out of operation for a month, would the V.P. of sales come screaming to the coordinator demanding that the coordinator reverse the fire damage? Would he automatically call the customer and say, “sorry, we refuse to accept your order…”? Second, if it doesn’t hurt business, this may be a good time to emphasize what the company is doing and why. You could try helping sales tell a new story… “We’re flippin’ Green, becoming a better corporate citizen, minimizing our environmental impact. In fact, I’ll bet you’d rather have us in your supply chain than any other company. It fact, it’s so cool, let me tell you some of the things we’re doing and how it will help our bottom line, and the planet that we share. And, oh by the way, our manufacturing area where we make the widgets is getting renovated which will delay your order a bit, but you will be our first customer to receive truly green widgets. Isn’t that cool?” If you can make that customer happy with a slight delay, you might turn them into a better customer Third, we’re not doing a kamikaze dive into eco-madness. If the customer will have a melt-down, then restarting the production right now is probably the right thing to do. When policy aligns with process, problems can turn into pitches. If an initiative is failing, know when to stop it One of the other key issues during any implementation is recognizing and recovering from a failed implementation. Don’t be afraid to shut down a failing activity. Adopting new processes and new technologies has an element of risk and some initiatives will fail for reasons that no one anticipated. As with any program, there is a tendency to stick to it because you’ve invested a lot to this point, so just a little bit more and you might hit your target. How you manage your investment risk is something unique to each company, and in many companies, risk management doesn’t happen. Don’t be something other than yourself Most companies that go through this process are not technology companies, and the changes that are happening will probably include technology changes. If you are a technology company and you have prior experience in product development from lab to market, then you’re in a good position to do the ongoing problem management that’s required. But if you’re Pittsburgh Pleasant Pizza, the most R&D experience you’ve ever had may be that time you added pineapple to pepperoni to see if your customers would like it. Remember your budget In Step 7 we defined a simple means of validating proposals based on the final budget’s deviation from preliminary. Our rule of thumb was that a 20% overage required revalidation. In this phase, we’re not advocating waiting to the end and seeing if your total resource consumption exceeded forecast by 20% or not, by then it’s too late. Rather, each team lead is working within a budget and a schedule as defined by the plan. The plan should contain checkpoints along the path where deviations are identified and either fixed, or brought up for review. Checkpoints on the plan schedule should be every 2 to 4 weeks. At each checkpoint, if your costs or personnel time exceed 20% of forecast at that checkpoint, then it’s time to sit down and figure out if you continue, restart, or stop. The key thing to remember if an initiative is failing is that this is new to your organization. Changing from within is difficult even for the best of teams. For Yoda there is no try, but for those of us lacking a direct link with the force, we need to accept that sometimes, that TIE Fighter just isn’t going to get out of the swamp, this time. On the other hand, when things go well, these cautions are unnecessary, but if things always went well, then this chapter would have only two words in it…Good Job! Task Collect & Analyze Data Purpose Outcomes Are Compared With Projections Outcome Company Knows If Initiatives Are Working Who Coordinator & Team Leads STEP 10: MONITORING Collect data Whether your initiatives are car pooling, changing work hours to avoid rush hour, automating lighting controls, or consolidating printers, whatever you’re doing has to be measured, otherwise the outcomes are unknowable. If, at the end of the day, you cannot look back and see a definitive change then you have no idea if you just did a fantastic Greening, or an intangible illusion. Discovery of change requires data. Monitoring change requires a continuous stream of data. You are seeking information about how your initiatives are working and you must be acutely aware that in any set of data, there is noise mixed in with the data. If the data shows that an initiative is not working, remember that it’s ok to shut it down. ROI is the key driver in this process. Collect meaningful data When one of us worked in the criminal justice field, one of the acute observations we had was that there is a simple technique for lowering the crime rate just before an election. The process is simple. Increase the number of pages in the report that police have to fill in for each crime. If you increase the paper work, the number of reports declines, and hence the crime rate goes down. In many cases, the right monitoring tools will be in place and will record the actual outcomes of the changes that have been undertaken. But, since we all want to save the planet, we have to be responsible stewards of our planet, and our data. To that end, we describe here some of the common ways in which data can be distorted. This constitutes a list of things not to do. Don’t create false outcomes Excessive variables One common error is to collect a large number of independent variables at the same time. For example, if you are monitoring the effects of lighting on energy usage and you add in variables like weather, time of day, number of people reporting sick by day, revenue, price of gold, and so on, and the dependent variable is energy cost, then at some point you will hit on a chance correlation and thereby prove the effect. Loaded questions If part of your objective is to change your corporate image, one method of seeing if it worked would be to ask your customers what they think. The answers to surveys can be manipulated by wording the question in such a way as to induce prevalence towards a certain answer from the respondent. You can precede the question by information that supports the "desired" answer. For example, more people will likely answer "yes" to the question "Given the increasing burden of pollution on small businesses, do you support our Green program?” Biased samples If your objective is energy reduction and the only data you collect is in Manufacturing B, then you may or may not be seeing the results of your initiative. Make sure that you have a control area, Manufacturing A, where you do nothing. That way you have a reasonable chance by comparing the two areas to determine if your initiative worked or was a statistical fluke. False causality When a statistical test shows a correlation between A and B, there are five possibilities: 1. A causes B. 2. B causes A. 3. A and B both partly cause each other. 4. A and B are both caused by a third factor, C. 5. The observed correlation was due purely to chance. The fact that you have made a change in Manufacturing A doesn’t mean that the only change was in Manufacturing A. The sales department was affected, shipping was affected, and you’re probably performing other initiatives as well such as car pooling, revised hours of work, and so on. Make sure that the interactions between all the variables are on the table and if you use correlation, remember, correlation does not imply causality. Proof of the null hypothesis In a statistical test, the null hypothesis is considered valid until enough data proves it wrong. This can happen by chance even if the null hypothesis is true. But if data does not give us enough proof to reject the null hypothesis, this does not automatically prove that that it is correct. If, for example, you have a small set of data, such as 3 months of energy consumption reports, statistically speaking the changes must be extremely large to reject the null hypothesis. Keep your eye on the sample size, especially the significance tests that go with your particular statistic. Data manipulation Everyone wants these initiatives to work. If evidence starts emerging that they aren’t working, the natural tendency of everyone is to assume something’s wrong with the data. It is incredibly common to become so emotionally involved with a flippin’ Green program that team leaders may actually fudge the data for a failing initiative. While the odds that are your people won’t do that, it happens, and with all fact checking activities, make sure that more than one person is collecting the data independently of each other. If this discussion seems a bit abstract, it might be a good idea to brush up on your statistics by looking through that old college text that’s been holding down your bookshelf for the last 20 years. If you’d like a refresher or alternative perspective, we recommend this introductory text: Head First Data Analysis by Michael Milton, O’Reilly Media, 2009. flippin’ Team Monitoring Another aspect of monitoring goes well beyond monitoring the performance of specific initiatives. One of the tools you have created in this process is a core group of people who have the responsibility for identifying, analyzing and implementing changes within your company, in a manner that is consistent with your business and whatever definition you’ve chosen for green. The team should meet monthly, irrespective of any initiatives that are in process, and discuss how to align future green activities with the business. Since your business is dynamic, you will wander into new products, new markets, and new customer requirements over time. Each new thing that you do has many potential consequences and you need to make sure you’re not inadvertently diving over a cliff of unknown height without a parachute. If your business thrives on the exploitation of sudden changes in the market, then the team should be brought in to review proposals as they come in the door, rather than wait for the monthly review. During this monitoring process, initiatives which were passed over, dropped or failed should also get a preliminary review to determine if there have been any changes in the legal environment, the business environment, or the company’s internal capabilities which warrant moving them back on the list at the next cycle. Task Produce Periodic Reports Purpose Provide Management With Quantified Results Outcome Initiatives Proceed And Future Ones Staged Who Coordinator & Team Leads STEP 11: REPORTING RESULTS Measured outcomes provide reliable ROI analysis Reporting initiative progress can probably be done on a quarterly basis. Some initiatives may have measurable results immediately, and some will take time. Overall, whether the results are clear in days, or months, the ultimate objective is to collect enough data, including financial data, to determine the impact to the bottom line (which is paying for this) as well as the other impacts. The ongoing health of each initiative has to be reviewed, and decisions that a project is succeeding, failing, or should be canceled are all fair options when the progress is reported. Uniform reporting can be enhanced by using something like the initiative status guide provided below. One of the key issues throughout this process is documenting the present for review in the future. Back at Step 7 there were likely some initiatives that were deferred until later. Sometime in the future, those initiatives will be back on the table, and the evaluation that goes into these will depend on your record of experience you are creating with the initiatives underway. Some of the crucial things that are necessary at this stage are the documentation of actual costs and actual outcomes. Implementations have most likely moved forward so there is a record of how much people time and money was spent as well as how the actual savings compare with projected. What we are doing is coming up with two kinds of information. The first is that the initial assumptions that started this process were valid, or not, but more importantly, that future Green activities are warranted or not. In almost every case, a properly managed Green activity will have a positive impact on the bottom line, but without reporting, one would never know. Don’t forget P.R. Aside from the financial consequences that are being collected, there are significant P.R. benefits that can find their way to your web site and sales literature. We’re not talking about adding a cute green “I’ve gone green” logo—we’re not in this to collect green Smurfs. We’re talking about real tangible results that translate to good will and happier customers. For example, in the Appendix you will find a carbon calculator. Assume that one of your initiatives is to encourage car pooling and 10% of your employees go along. Using the example from the appendix, if you have 1,000 employees, the 100 car poolers could save 250,000 pounds per year in carbon emissions. Using other examples in the appendices, if, for example, you reduce your electricity consumption by 100,000 KwH per year, a truly modest improvement, you’ve reduced your company’s carbon footprint by 134,100 pounds of carbon. Relatively modest gains can translate into very positive P.R. and there should be an easy dozen press-releases during the course of your initiatives. In cases where you’re reducing hazardous material usage or emissions, you should be able to calculate the degree to which you have reduced the risk of health problems both within your company, and in the community as a whole. One caution, however, check with your legal department before you make these kinds of claims. Stating that you’ve reduced community cancer deaths by 10% means that you’ve just assumed legal liability for cancer deaths. On the other hand, if you actually have this kind of impact in your community, this is a good time to do something about it even if you don’t care to admit the liability in public, or private. One other thing to keep in mind is that in cases like this, you should be able to negotiate tangible decreases in your business liability insurance. For the internal bean counter, we’ve provided below some worksheets that the coordinator can use to document gains. The P.R. side of things is beyond our scope, but I’m sure someone in your company is up to that challenge. ______________ Team Impact Worksheet Responsible for: ________________________________ Name Responsibility Hours allocated Hours consumed 1. Proposed Solution: 2. Implemented Solution: 3. Projected Cost to Implement Proposed Solution: 4. Actual Cost to Implement Solution: 5. Internal Savings Documented Through Present: 6. Forecast Annual Savings: 7. External Savings Documented Through Present: 8. Forecast Annual External Savings: Project SummaryWorksheet Project Actual Cost Current Internal Savings Projected Internal Savings Current External Savings Projected External Savings Totals Key successes Key failures Task Document Success & Failure Purpose Define Actual Corporate Capability Outcome Future Initiatives Have Higher Success Rate Who Coordinator & Team Leads STEP 12: UPDATE THE CONTINUITY PLAN Update at each checkpoint While most companies engage new projects under an annual plan model, it is not required that flippin’ Green is done under any particular corporate planning model. If convenient, the flippin’ plan can mirror the company’s operating plan, or not. What is important is that every 2 to 4 weeks during the check-points, the plan is in fact updated with status for each project, and the outcomes that have been achieved. Update the plan at each checkpoint. If your plan has an event log then you have a simple and easy way to add information informally as you move forward. Keeping in mind that this is your first time through the process, it won’t be your last. Your organization has matured through this process, and hopefully the outcomes have justified the effort so much so, that you’re thinking about doing it again in your next planning cycle. Furthermore, at almost every Step you’ve taken there are initiatives that were dropped, cancelled, or otherwise taken off the list. Each of these initiatives had at least one advocate and most of them were probably good ideas. As you move through the implementation phases into the monitoring phases and update the plan, it might be a good idea to start drafting how to incorporate some of these into the next flippin’. The key element that is critical during implementation and monitoring is to accumulate a lessons learned library of things that work well in this company, and things that don’t work so well. You may have noted above in the project summary worksheet there were two elements: Key Successes Key Failures You will accumulate success and failure along the way. When you feel comfortable that an initiative has succeeded, or failed, it’s time to understand why. Find out why things work, and why they don’t work Root cause analysis for success and failure should be performed if possible. To understand why some things worked and others failed is a guidebook to future performance. For example, if you have installed a wind generation system to reduce your grid requirements, and all the weather maps indicated that the average wind velocity in your area was 15 mph, and absolutely everyone agreed that a single 30 foot blade turbine was going to offset 40% of your energy requirements, and now you’ve discovered that this is true, provided you only work at night or during bad thunderstorms, then aside from placing that turbine on e-bay it might be a good time to buy a half dozen copies of the book mentioned in Step 10. In hindsight, analysis of data applies not only to the data you’ve been collecting on your own projects, but to the data you relied on to select your projects in the first place. In retrospect, the reasons something works or fails is usually clear. The key issue here is that you will not be flippin’ Green one and only one time. You’re going to do it over and over and over again until your shareholders are screaming with joy. So, you might as well hunker down and figure out how to do it better the next time around, and key to that process is documenting, in real time, all those things that you’re going to have forgotten six months from now. 5-Whys for root cause analysis Teasing out root causes for both success and failure is a good discipline to have in any company for any problem analysis. Our personal preference is the 5-Whys analysis originally developed in Toyota and now integral in the Kaizen, lean manufacturing, and six-sigma methodologies. There’s nothing magical about this approach, except that it’s very simple to explain and use. In 5-Whys analysis you are asking a series of “WHY” questions, each one based on the previous answer, until you have an answer which is a process statement. A process statement is nothing more than a description of real physical actions that you did or failed to do that caused the result. When you have a process statement, you now have the key to the cause of the success or failure, and the thing that must be changed. Here are the rules: 1. Identify the problem. 2. Ask yourself: why did this happen? Come up with all the causes you can think of. 3. For each of the causes you just identified, ask “why did this happen?” again. 4. Repeat until you’ve done steps 2 and 3 for five times. You should have identified the root cause by this stage. 5. Find solutions and countermeasures to fix the root cause Here’s an example: “I have a headache” “Why?” “Because a rock hit me on the head” “Why?” “Because John dropped a rock he was carrying” “Why?” “Because he wasn’t using the rock carrier” Conclusion: John should always use the rock carrier. There’s nothing mystical about doing it 5 times, you could get effective results in 1 sequence, or 10. The key element is that at some point you’re going to have identified a process that you followed that should be changed. When you have the corrective process defined, then you have a solution that should make that problem stop. This also works when things go well. Remember in Step 9 where we noted that about 50% of all projects fail? In other words, half work and half don’t? It would seem like you could flip a coin and declare success if heads, failure if tails, without ever actually having to do the project. Success in a project world requires as much analysis of success as failure. Just because something worked this time doesn’t mean you know what you’re doing. You could just be having a lucky moment. Root cause analysis for success is equally warranted. Use your flippin’ team On a quarterly basis, if not more often, the coordinator should convene the flippin’ team to discuss things that went well, things that didn’t, and things to come. Independent of the initiatives that worked or failed the company is accumulating experience and skills that expand with each cycle. At the same time, the company is growing in new directions as it responds to ever changing market and product pressures. Each team lead whether they own an active initiative or not, should bring the perspective from the concern areas that they lead. The market for available services and requirements will change over time. For example, there was a day, not too long ago, where used PCs were simply placed in the trash. Today, you get fined for doing that in most states. There was a day, not too long ago, where recycling required separate collectors for cans, paper, and plastic. In some cities, single sort recycling systems no longer require that. The regulatory environment continues to change, and the team leads should be on top of issues within their areas of responsibility. While you can use these meetings to pat people on the back, which never hurts, the key purpose of these meetings is to review what the next cycle will look like. Some things that seemed beyond your scope will eventually look like things you could do. Some things which were dropped as having a bad ROI posture may be emerging as the pending regulatory compliance that you can’t avoid. These meetings should focus on producing executive guidance for consideration. Ultimately, the executive sponsor will come back to the coordinator and ask, “What’s next?” The coordinator should respond with more than a blank stare. Rather, the coordinator should be able to pull out a copy of the Green Continuity Plan and point to the current status, and the future options for ROI based activities. The flippin’ team takes ownership of the Green continuity plan and starts cycling through the following five steps. 1. Verify and validate the plan. The plan has been largely developed by the coordinator at this point, albeit with significant support by the team leads. Certain guidelines and price points have been validated at this point and need to be reviewed by the team to ensure that both success and failure has been evaluated and documented. 2. While the plan has at this point probably contains several draft proposals, the company’s status and initiative performance is changing. The team has the responsibility of monitoring ongoing performance of initiatives that have been successfully implemented, and scouting for new opportunities that may be within the company’s current/new competencies. a. The team as a whole has the responsibility to evaluate and coach the coordinator. In most cases there will be no causative issues for review, but in cases where the team recognizes that the coordinator may have problems; their responsibility is to escalate their concerns by the gentlest means appropriate to the company’s policy. While this is a delicate issue if it happens, it must be mentioned here. This issue is important to stress because you will recall that the team members were specifically selected as peers. As a result, there is no defacto leader in the team who has the responsibility to review the team members or the coordinator, thus performance reviews must come from within the team. 3. The team leads also have the responsibility for doing mutual evaluation. Some team leads will almost certainly perform better than others in implementation skill and performance. In the best case, this activity is a skill coaching activity where more seasoned team leads help develop the skills of less seasoned team leads. Keeping in mind the point raised about the peer relationship above, mutual evaluations should be done by the team. One final element in this regard, be nice to each other! Periodic decisions to recommend a new cycle must be made. When the team coordinator has the confidence to bring the next cycle recommendation to the executive champion, the team should be in a position to both understand the context, and fast track their activities. While we can’t ask for consensus, it would be nice. When this decision is made, the coordinator meets with the executive sponsor, and if the sponsor agrees, then the team initiates a new cycle back at step 1. Task Periodic (Annual Review) Purpose Establish Viability Of Continuing Process Outcome New Programs Approved For Next Cycle Who Coordinator & Executive ANNUAL REVIEWS Support the boss Whether it is the 50th floor penthouse mahogany lined board room or a corner by the coin-operated stale sandwich vending machine, there sits or stands the CEO who stuck their ass on the line to approve flippin’ Green. Most CEOs have a board of directors to report to and the first thing the board looks at in their quarterly reports is the financial statement, and on that financial statement they look for expenses that deviate from historical trends. The board is the one who determines whose ass sits in the CEO’s chair, or not. There is no clean way to hide a flippin’ Green because it starts as an expense not associated with R&D, product, or any other traditional expenses associated with doing business. It will require an explanation. The CEO is probably waiting for those quarterly reports that hopefully prove that the bottom line is being impacted in a positive way, or the CEO is rehearsing a that speech the begins with the phrase “Due to circumstances beyond my control…” Their problems will probably only be with the first board meeting after the decision to start flippin’ Green. To help that first board meeting along, we need to tell a little story. We should expand a bit on the history of Johns Manville. The particular CEO leading the company through the early days of the asbestos problem was a man named Lewis H. Brown who also employed some family members in key positions. An interesting piece of testimony came out during one of the class action suits against the company. Testimony in one case was given in a federal court by Charles H. Roemer, formerly an employee of Unarco, who described a meeting between Unarco officials and Lewis H. Brown and his corporate attorney in the early 1940s. The court records record this statement. "I’ll never forget, I turned to Mr. Brown, one of the Browns made this crack (that Unarco managers were a bunch of fools for notifying employees who had asbestosis), and I said, ‘Mr. Brown, do you mean to tell me you would let them work until they dropped dead?’ He said, ‘Yes. We save a lot of money that way.'" Any board member who objects to this effort should read the previous paragraph. Twice. On the other hand, most CEOs are pretty good at selling themselves and what they’re doing, but it never hurts to bolster them; after all, back in Step 9 we told the CEO to get out of the way. We probably made the CEO feel bad for a while. Was it worth it? At the same time, control of the budget and company’s activities ultimately reside with the CEO, and there will come a time where the CEO will ask themselves, “was it worth it?” and “should we do it again?” By the time the next budget cycle comes up, things will be one of three ways: 1. Clearly successful 2. Clearly unsuccessful 3. The jury is still out Clearly successful needs no further discussion. You’d be foolish to not continue down this path. For the clearly unsuccessful or the jury is still out, you have to go back to the coordinator and ask, what are the root causes for our failure or ambiguity? Usually, some partially flawed process will be exposed in the 5-whys that follow. And that’s when the CEO gets to earn the big bucks, making that decision that either corrects the flawed process, or leaves the flaw in place. If the path is forward then it’s important to understand that unlike traditional business processes such as lean, six-sigma, or other process improvement models, the context of supporting our environment is a dynamic moving target. Do we need another cycle? Your flippin’ team has the responsibility to recommend what will happen in a subsequent cycle and when they think it is appropriate to initiate another cycle. However, they will from time to time need guidance as business conditions change, as new products are brought on line, as the regulatory and legal landscape shifts, and as the company experiences ups and downs in economic performance. For example, there are 80,000 chemicals in commercial use of which perhaps 10,000 to 20,000 will ultimately prove to be health threatening. Almost certainly you have a dozen or two of those in your building, in your products, and in your manufacturing processes. At the same time, hazardous waste disposal methods, costs, and cleanup technologies change frequently, compounded by legislation and exposure standards coming from both the Federal Government and State at intervals that only a politician could guess at. There is no question whatsoever that every company will have to respond to new environmental concerns every few years, some of which will be easy to deal with, and some which could threaten the life of the company. If you’ve completed one cycle now, then the starting point for the next is way back at step 1. While you may be happy with your teams and their outcomes, your identity has changed through this, perhaps a little, perhaps a lot. As you begin your next cycle, go all the way back to step 1. You may be pleasantly surprised to see who you have become as a company, and who you are becoming. Keep an eye on the legal side One other thing before we finish. Remember that “could have known, should have known” legal standard we described earlier? As you go through a cycle you may discover things that could possibly put you in the realm of “could have known.” Be aware of what you are learning along the way, and the consequences of your changes. Remember that ours is a litigious society and there’s always someone somewhere with a lawyer who views change as an opportunity for income. Keep your legal counsel advised of what you’re doing, especially if your business involves the use of hazardous materials and they are targeted during a cycle. If you’re Pittsburgh Pleasant Pizzas, perhaps you should find out what’s in that plastic thingee that you place on the center of delivery pizzas to keep the slices together during those high speed, corner screeching, death defying, 20-minutes-or-less delivery runs. It’s food grade for sure, but is it a plastic that when heated by your bubbly hot cheese Sicilian special sauce releases artificial hormones directly onto your pizza product? Maybe you should get on the phone with your supplier and find out. No one likes an uneven playing field. You shouldn’t do this alone even if your bottom line is better than expected. Maybe you should make sure that each of your competitors could have known too. You could send them a copy of this book. Get a delivery receipt with signature, so you won’t be alone. Spreading liability is sometimes a good idea, but eliminating liability altogether, by profitably providing safe and sustainable products would be better; much better. One way or another, you will find yourself flippin’ Green. Wouldn’t it be best if it’s because you want to? Let’s do it. APPENDICES In these appendices we provide some guidelines and ideas which will help develop your thoughts on what to include or exclude from your flippin’ Green. Various calculators, spread sheets and additional information are available at our web site. GREEN CONTINUITY PLAN OUTLINE Contents 1. Who we are 2. Who we will be in 3 years 3. Our definition of Green 4. Why we want to go Green 5. Coordinator responsibilities 6. Team Lead responsibilities 7. flippin’ concern areas 8. Organization 9. Preliminary initiative worksheets 10. Final initiative worksheets 11. ROI worksheets 12. Initiative implementation plan 13. Initiatives that succeeded & why 14. Initiatives that failed & why 15. Initiatives proposed for next cycle EXECUTIVE CHECKLIST Framework ? Will implementation require approval of other executives or the board? If so, let them know what you’re thinking. Step 1 ? Complete worksheets Step 2 ? Identify coordinator ? Clear coordinator’s involvement with their manager ? Discuss your ideas with coordinator Step 3 ? Support coordinator in team lead selection and notification of the team lead’s managers ? Assist coordinator in getting actual cost data ? Assist coordinator in getting estimated cost data ? Review and approve final team structures Step 4 ? Review team members with coordinator ? Reaffirm budgetary expectations for expense and ROI ? If second cycle, review & approve charter Step 5 ? Review initiative proposals with coordinator ? Review & approve initial priorities ? Set budget limits, review ROI ? Decision point. Move forward or stop for each concern? Step 6 ? Review worksheets from step 1 & modify as needed ? Prepare agenda for company notification ? Notify company ? Help coordinator define and work with internal corporate communications person for routine updates. Set guild lines for frequency & content Step 7 ? Review ROIs with coordinator ? Make cuts as warranted Step 8 ? Review plan with coordinator ? Provide budget guidance and approve or reject final costs & ROIs Step 9 ? Weekly status review with coordinator ? Intervention on problems as needed Step 10 ? Weekly status review with coordinator ? Intervention on problems as needed Step 11 ? Receive periodic reports, distribute as appropriate ? Intervention on problems as needed ? Review P.R. potential of successes with marketing Step 12 ? Review lessons learned with coordinator ? Provide guidance of next cycle priorities and budget ? Intervention on problems as needed Annual ? Decide to go through the cycle again or not, if so, budget next cycle based on lessons learned. COORDINATOR CHECKLIST Step 2 ? Read this guide, understand the methodology. ? Select a project plan model for your plan and begin the outline the project amending as appropriate to match flippin’ Green requirements ? Start drafting both the Green continuity plan and initiative(s) plan. Step 3 ? Select team leads & explains executive position, yours, and the methodology ? Assist team leads in finding team members ? Team lead meeting. Review concern areas, guidelines, expectations ? Create organizational chart ? Continue drafting plans Step 4 ? Modify kickoff agenda as needed ? Coordinate team meetings ? Attend each initial team meeting to reaffirm guidelines, objectives, limits ? Create 1st draft of charter, update as needed ? Assist in filling in evaluation topics worksheets ? Continue drafting plans Step 5 ? Review each initiative proposal, involve executive for any worthy exceptions that may be out of bounds ? Enter summary data into work sheet, select priority sort, and review output with executive for sanity check ? Cross check proposed metrics. Make sure they are metrics ? In conjunction with executive, select items that will go into the plan ? Continue drafting plans Step 6 ? Assist as needed in preparation for corporate meeting. ? Continue drafting plans Step 7 ? One on one with each team lead, understand their proposals ? Review vendor worksheets ? Validate ROIs ? Continue drafting plans Step 8 ? Check for interactions with departments ? Check for interactions between teams ? Finish the initiative(s) plan ? With team leads, do plan walkthrough ? Revise if needed, and release plan Step 9 ? Follow the initiative(s) plan ? Ask for executive support early ? Modify the plan if circumstances require so ? At checkpoints, look for exception conditions and escalate if present, document real time status Step 10 ? Validate the data ? Analyze the data ? Reality check the data ? Document real time status Step 11 ? Report results to management & P.R. ? Prepare Project Summary Worksheets Step 12 ? Document success & failures ? Execute root cause analysis for each initiative ? Finish the Green continuity plan for the next cycle and release to the flippin’ team Annual ? Provide documentation as needed TEAM LEAD CHECKLIST Step 3 ? Understand your scope ? Understand your assigned concern area ? Understand your ROI & budgetary constraints ? Recruit your team members Step 4 ? Facilitate flip’ team meetings, keep on agenda & schedule. Make clear expectations ? Create realistic assignments clearly, to team members ? Collect findings from team members ? Fill in evaluation topics worksheet ? Fill in Alternative Check List, rank, and discuss with coordinator Step 5 ? Discuss alternatives with coordinator as requested Step 7 ? Reactivate flip’ team as requested ? Provide realistic hours required from each team member ? Review and fill in Vendor Worksheet ? Verify all costs and expenses Step 8 ? Support coordinator planning as requested Step 9 ? Implement your initiative according to plan ? Collect monitoring data Step 10 ? Collect monitoring data Step 11 ? Collect monitoring data Step 12 ? Collect monitoring data ? Assist in root cause analysis ? Accept Green continuity plan and review flippin’ team meetings ? Provide input into next cycle as requested ? Stay current on your assigned concern area(s) FACILITY IMPROVEMENT GUIDE Short term payback: 0-3 Years Building Envelope Find and fix leaks (doors and windows) Lighting Install occupancy sensors Retrofit existing lighting fixtures (T12 – T8) Motors Properly size to the load for optimum efficiency Check alignment Check for under-voltage and over-voltage conditions Pumps Operate pumping near best efficiency point Modify pumping to minimize throttling Adopt wide load variation with variable speed drives Use booster pumps for small loads requiring higher pressures Repair seals and packing to minimize flows and reduce pump power requirements Controls/Automation Check schedules, set point and setbacks Confirm HVAC/Refrigeration control strategies are correct/operational Check/inspect/repair equipment for proper operation (fans, dampers, belts, filters, VAV boxes, etc.) Use “free cooling” when using your chilled water system in cold weather Steam Fix steam leaks and condensate leaks Inspect steam traps regularly and repair malfunctioning traps promptly Boilers Preheat combustion air with waste heat Use variable speed drives on larger boiler combustion air fans with variable flows Inspect and clean burners, nozzles Close burner air and/or stack dampers when off Automate boiler blow-down and recover blow-down heat Use boiler blow-down to help warm the back-up boiler Inspect door gaskets Optimize boiler water treatment Add an economizer to preheat boiler feed water using exhaust heat Recycle steam condensate Water and Sewer Recycle water, especially if sewer costs are based on water consumption Use the lowest possible hot water temperature Fix water leaks Use water restrictions on faucets, showers and/or install self-closing type faucets in restrooms Verify water meter readings Near-Term Payback (3-8 years) Equipment Change Out Evaluate your chilled water system to specifically consider replacement of chiller(s) with more efficient models Study gas-powered refrigeration equipment to minimize electrical demand charges Assess new HVAC system Replace boilers (higher efficiency, modular, etc.) Consider installing: thermal storage systems, heat recovery systems Operational Strategies Determine optimum building automation/control strategies and implement – Consider different utility purchasing options, rate analysis and/or buying utilities on the commodity market Ensure high efficiency motors are matched to size/loads Optimize compressed-air equipment for maximum efficiency through leak analysis and end-use requirements assessment Study part-load characteristic and cycling costs to determine most efficient mode for operating multiple boilers Consider more efficient options (don’t use the main heating boiler) for domestic hot water during the cooling season Long-Term Payback (More than 8 years) Equipment Change Out Consider new chilled water system Implement major HVAC system replacements Install new or upgrade controls/building automation system Install a geothermal heat pump system Operational Strategies Assess and verify reliability/availability of utilities (on-site generation) Study building envelope (windows, doors and roof) and make necessary improvements Renewable Energy Solutions Study the benefits of adding some renewable technologies such as: solar, wind, biomass CARBON FOOTPRINT CALCULATIONS Transportation Car Use 20 pounds of CO2 per gallon. Plane Use 0.6 pounds of CO2 per person per mile. Rail Use 0.3 pounds CO2 per mile. Bus Use 0.25 pounds of CO2 per mile. Energy Electricity Use 1.341 pounds of CO2 per kilowatt hour. Natural gas Use 13.446 lbs CO2 per therm. Food Food Use 3,000 pounds of CO2 per pound per day. Local Food Use 1,500 pounds of CO2 per pound per day. COMMUTING CARBON FOOTPRINT CALCULATOR # Miles from home to office ________ Miles per Gallon ________ Number of trips/year ________ Carbon pounds per gallon 20 Carbon footprint = (miles from home to office) X 2 X Number of trips/year / Miles per Gallon X 20 Example: # Miles from home to office 12 Miles per Gallon 24 Number of trips/year 250 Carbon per gallon 20 12 X 2 X 250 / 24 X 20 = 5,000 pounds per year FEDERAL INCENTIVES Financial Incentives • Corporate Deduction • Energy-Efficient Commercial Buildings Tax Deduction • Corporate Depreciation • Modified Accelerated Cost-Recovery System (MACRS) + Bonus Depreciation (2008-2012) • Corporate Exemption • Residential Energy Conservation Subsidy Exclusion (Corporate) • Corporate Tax Credit • Business Energy Investment Tax Credit (ITC) • Energy-Efficient New Homes Tax Credit for Home Builders • Renewable Electricity Production Tax Credit (PTC) • Federal Grant Program • Tribal Energy Program Grant • U.S. Department of Treasury - Renewable Energy Grants • USDA - High Energy Cost Grant Program • USDA - Rural Energy for America Program (REAP) Grants • Federal Loan Program • Clean Renewable Energy Bonds (CREBs) • Energy-Efficient Mortgages • Qualified Energy Conservation Bonds (QECBs) • U.S. Department of Energy - Loan Guarantee Program • USDA - Rural Energy for America Program (REAP) Loan Guarantees • Industry Recruitment/Support • Energy-Efficient Appliance Manufacturing Tax Credit • Qualifying Advanced Energy Manufacturing Investment Tax Credit • Performance-Based Incentive • Renewable Energy Production Incentive (REPI) • Personal Exemption • Residential Energy Conservation Subsidy Exclusion (Personal) • Personal Tax Credit • Residential Energy Efficiency Tax Credit • Residential Renewable Energy Tax Credit Rules, Regulations & Policies • Appliance/Equipment Efficiency Standards • Federal Appliance Standards • Energy Standards for Public Buildings • Energy Goals and Standards for Federal Government • Green Power Purchasing • U.S. Federal Government - Green Power Purchasing Goal • Interconnection • Interconnection Standards for Small Generators STATE INCENTIVES Alabama Alabama Gas Corporation - Residential Natural Gas Rebate Program Alabama Power - Residential Heat Pump and Weatherization Loan Programs AlabamaSAVES Revolving Loan Program Biomass Energy Program Central Alabama Electric Cooperative - Residential Energy Efficiency Rebate Program Cherokee Electric Cooperative - Residential Energy Efficiency Loan Programs Cullman Electric Cooperative - Energy Conservation Loan Program Cullman Electric Cooperative - Energy Efficient Homes Program Dixie Electric Cooperative - Residential Heat Pump Loan Program Local Government Energy Loan Program South Alabama Electric Cooperative - Residential Energy Efficiency Loan Program South Alabama Electric Cooperative - Residential Energy Efficiency Rebate Program TVA - Energy Right Solutions for Business TVA - Generation Partners Program TVA - Mid-Sized Renewable Standard Offer Program TVA Partner Utilities - energy right Heat Pump Program TVA Partner Utilities - energy right New Homes Program TVA Partner Utilities - energy right Water Heater Program TVA Partner Utilities - In-Home Energy Evaluation Pilot Program Wiregrass Electric Cooperative - Touchstone Energy Home Program Wood-Burning Heating System Deduction Alaska Alaska - Residential Energy-Efficient Appliance Rebate Program Alaska Energy Authority - Renewable Energy Grant Program Alaska Energy Efficiency Revolving Loan Fund Program Association Loan Program Energy Efficiency Interest Rate Reduction Program Golden Valley Electric Association - Commercial Lighting Retrofit Rebate Program Golden Valley Electric Association - Residential Energy Efficiency Rebate Program for Builders Golden Valley Electric Association - Sustainable Natural Alternative Power (SNAP) Program Home Energy Rebate Program Local Option - Property Tax Exemption for Renewable Energy Systems Power Project Loan Fund Second Mortgage Program for Energy Conservation Small Building Material Loan Arizona APS - Energy Efficiency Solutions for Business APS - Multifamily Energy Efficiency Program APS - Renewable Energy Incentive Program APS - Residential Energy Efficient Rebate Program APS - Solutions for Business Financing City of Avondale - Residential Energy Efficency Rebate Program City of Chandler - Expedited Plan Review for Green Buildings City of Maricopa - Solar Rebate Program City of Scottsdale - Green Building Incentives City of Tucson - Permit Fee Credit for Solar Energy Systems Electric District No. 3 - Solar Rebate Program Energy Equipment Property Tax Exemption Mohave Electric Cooperative - Heat Pump Rebate Program Mohave Electric Cooperative - Renewable Energy Incentive Program Non-Residential Solar & Wind Tax Credit (Corporate) Non-Residential Solar & Wind Tax Credit (Personal) Property Tax Assessment for Renewable Energy Equipment Qualifying Wood Stove Deduction Renewable Energy Business Tax Incentives Renewable Energy Production Tax Credit (Corporate) Renewable Energy Production Tax Credit (Personal) Residential Solar and Wind Energy Systems Tax Credit Solar and Wind Equipment Sales Tax Exemption Southwest Gas Corporation - Combined Heat and Power Program Southwest Gas Corporation - Commercial High-Efficiency Equipment Rebate Program Southwest Gas Corporation - Large Commercial Energy-Efficiency Boiler Program Southwest Gas Corporation - Residential High-Efficiency Equipment Rebate Program SRP - EarthWise Solar Energy Incentive Program SRP - PowerWise Business Solutions Energy Efficiency Rebate Program SRP - Residential Energy Efficiency Rebate Program Sulphur Springs Valley EC - Member Loan Program Sulphur Springs Valley EC - Residential Energy Efficiency Rebate Sulphur Springs Valley EC - SunWatts Loan Program Sulphur Springs Valley EC - SunWatts Rebate Program TEP - Commercial Energy Efficiency Rebate Program TEP - Renewable Energy Credit Purchase Program TEP - Residential Energy Efficiency Rebate Program TEP - Small Business Energy Efficiency Rebate Program Town of Buckeye - Green Building Incentive Trico Electric Cooperative - SunWatts Incentive Program UES - Commercial Energy Efficiency Rebate Program UES - Commercial Energy Efficiency Rebate Program (Gas Customers) UES - Renewable Energy Credit Purchase Program UES - Residential Efficiency Program Arkansas AEP SWEPCO - Commercial and Industrial Energy Efficiency Rebate Programs AEP SWEPCO - Residential and Small Commercial Energy Efficiency Rebate Program CenterPoint Energy - Business Gas Heating Rebates CenterPoint Energy - Residential Gas Heating Rebates Empire District Electric - A/C Tune-Up Rebate Program Empire District Electric - Commercial & Industrial Energy Efficiency Rebates Entergy Arkansas - CitySmart Quick Start Energy Efficiency Program Entergy Arkansas - Commercial and Industrial Energy Efficiency Programs Entergy Arkansas - Residential and Small Commercial Energy Efficiency Programs First Electric Cooperative - Home Improvement Loans Industrial Energy Technology Revolving Loan Fund North Arkansas Electric Cooperative, Inc - Residential Energy Efficiency Loan Program OGE - Commercial Energy Efficiency Rebate Programs OGE - Geothermal Heat Pump Program Ozarks Electric Cooperative - Residential Energy Efficiency Loan Program Petit Jean Electric Cooperative - Energy Efficiency Loan Program Renewable Technology Rebate Fund Small Business Revolving Loan Fund Sustainable Building Design Revolving Loan Fund Wind Energy Manufacturing Tax Incentive California Alameda Municipal Power - Commercial New Construction Rebate Program Alameda Municipal Power - Residential Energy Efficiency Program Alameda Municipal Power - Solar Photovoltaics Rebate Program Anaheim Public Utilities - Commercial & Industrial New Construction Rebate Program Anaheim Public Utilities - Commercial Energy Efficiency Rebate Programs Anaheim Public Utilities - Green Building Rebate Program Anaheim Public Utilities - Low-Interest Energy Efficiency Loan Program Anaheim Public Utilities - PV Buydown Program Anaheim Public Utilities - Residential Home Efficiency Rebate Program Anaheim Public Utilities - Small Business Energy Management Assistance Program Azusa Light & Water - Solar Partnership Program Burbank Water & Power - Business Bucks Energy Efficiency Grant Program Burbank Water & Power - Energy Solutions Business Rebate Program Burbank Water & Power - Green Building Incentive Program Burbank Water & Power - Residential & Commercial Solar Support Program Burbank Water & Power - Residential Energy Efficiency Rebate Program California Feed-In Tariff California Solar Initiative - Multi-Family Affordable Solar Housing (MASH) Program California Solar Initiative - PV Incentives California Solar Initiative - Single-Family Affordable Solar Housing (SASH) Program California Solar Initiative - Solar Water Heating Rebate Program CEC - New Solar Homes Partnership City of Gridley Utilities - PV Buy Down Program City of Healdsburg - PV Incentive Program City of Lompoc Utilities - Commercial Energy Efficiency Rebate Program City of Lompoc Utilities - PV Rebate Program City of Lompoc Utilities - Residential Energy Efficient Appliance Rebate Program City of Long Beach - Residential Energy Efficiency and Solar Water Heating Rebate Program City of Palm Desert - Energy Independence Program City of Palo Alto Utilities - Commercial Advantage Energy Efficiency Program City of Palo Alto Utilities - New Construction Residential Rebate Program City of Palo Alto Utilities - PV Partners City of Palo Alto Utilities - Smart Energy Rebate Program City of Palo Alto Utilities - Solar Water Heating Program City of San Diego - Sustainable Building Expedited Permit Program City of San Francisco - GreenFinanceSF City of San Francisco - Solar Energy Incentive Program City of Santa Monica - Building Permit Fee Waiver for Solar Projects City of Santa Monica - Expedited Permitting for Green Buildings City of Shasta Lake Electric Utility - PV Rebate Program Corona Department of Water & Power - Solar Partnership Rebate Program County of San Bernardino - Green Building Incentive Emerging Renewables Program Energy Upgrade California Glendale Water and Power - AC Energy Efficiency Rebate Program Glendale Water and Power - Energy Efficiency Appliance Rebate Program Glendale Water and Power - Large Business Energy Efficiency Program Glendale Water and Power - Small Business Energy Efficiency Rebate Program Glendale Water and Power - Solar Solutions Program Hercules Municipal Utility - PV Rebate Program Hercules Municipal Utility - Residential Energy Efficiency Rebate Program IID Energy - Commercial Rebate Program (Commercial Check Me) IID Energy - New Construction Energy Efficiency Program IID Energy - PV Solutions Rebate Program IID Energy - Residential Energy Efficiency Rebate Program LADWP - Non-Residential Custom Performance Program LADWP - Priority Service for Green Buildings LADWP - Residential Energy Efficiency Rebate Program LADWP - Solar Incentive Program Lassen Municipal Utility District - PV Rebate Program Lassen Municipal Utility District - Residential Energy Efficiency Rebate Program Local Option - Municipal Energy Districts Lodi Electric Utility - Commercial Energy Efficiency Rebate Program Lodi Electric Utility - PV Rebate Program Lodi Electric Utility - Residential Energy Efficiency Rebate Program Marin Clean Energy - Feed-In Tariff Marin County - Solar Rebate Program Marin County - Wood Stove Replacement Rebate Program Merced Irrigation District - PV Buydown Program Modesto Irrigation District - Commercial New Construction Rebate Program Modesto Irrigation District - Custom Commercial Energy Efficiency Rebate Program Modesto Irrigation District - New Home Energy Efficiency Rebate Program Modesto Irrigation District - Non-Residential Energy Efficiency Program Modesto Irrigation District - Photovoltaic Rebate Program Modesto Irrigation District - Residential Energy Efficiency Rebate Program Modesto Irrigation District - Residential High Efficiency Air Conditioning Loan Program Moreno Valley Electric Utility - Solar Electric Incentive Program Pacific Power - Energy FinAnswer Pacific Power - Energy Star New Homes Program For Builders Pacific Power - FinAnswer Express Pacific Power - PV Rebate Program Pacific Power - Residential Energy Efficiency Rebate Programs Pasadena Water and Power - Commercial Energy Efficiency Rebate Program Pasadena Water and Power - Residential Energy Efficiency Rebate Program Pasadena Water and Power - Solar Power Installation Rebate PG&E (Gas) - Multi-Family Residential Energy Efficiency Rebates PG&E (Gas) - Non-Residential Energy Efficiency Rebates PG&E (Gas) - Residential Energy Efficiency Rebate Programs PG&E - Data Center Cooling Control Program PG&E - Multi-Family Residential Energy Efficiency Rebates PG&E - New Construction Advanced Homes Incentives PG&E - Non-Residential Energy Efficiency Rebates PG&E - Residential Energy Efficiency Rebate Programs Plumas-Sierra REC - PV Rebate Program Plumas-Sierra REC - Residential Energy Efficiency Rebate Program Property Tax Exclusion for Solar Energy Systems Redding Electric - Earth Advantage Rebate Program Redding Electric - Residential and Commercial Energy Efficiency Rebate Program Riverside Public Utilities - Commercial Energy Efficiency Rebate Program Riverside Public Utilities - Energy Efficiency Construction Incentive Riverside Public Utilities - Energy Efficiency Technology Grant Program Riverside Public Utilities - Non-Residential PV Incentive Program Riverside Public Utilities - Residential Energy Efficiency Rebate Program Riverside Public Utilities - Residential PV Incentive Program Roseville Electric - Commercial Energy Efficiency Rebate Program Roseville Electric - Residential Energy Efficiency Rebate Program Roseville Electric - Residential HVAC Financing Program Roseville Electric - Residential New Construction Rebate Program Roseville Electric - Solar Rebate Program Sales Tax Exemption for Alternative Energy Manufacturing Equipment San Diego County - Green Building Program Santa Clara Water & Sewer - Solar Water Heating Program Savings by Design (Offered by five Utilities) SCE - Multi-Family Residential Energy Efficiency Programs SCE - New Construction Advanced Homes Incentives SCE - Non-Residential Energy Efficiency Programs SCE - Non-Residential On-Bill Financing Program SCE - Residential Energy Efficiency Rebate Program School Facility Program - Modernization Grants SDG&E (Electric) - Business Energy Efficiency Rebate Programs SDG&E (Electric) - Multi-Family Residential Efficiency Program SDG&E (Electric) - Residential Efficiency Rebate Program SDG&E (Gas) - Business Energy Efficiency Rebate Programs SDG&E (Gas) - Multi-Family Residential Efficiency Program SDG&E (Gas) - Residential Efficiency Rebate Program SDG&E (Gas) - Residential Energy Efficiency Loan Program SDG&E - Business Efficient Cooling Program SDG&E - New Construction Advanced Homes Incentives SDG&E - Non-Residential On-Bill Financing Program Self-Generation Incentive Program Silicon Valley Power - Commercial Energy Efficiency Rebate Program Silicon Valley Power - Residential Energy Efficiency Rebate Program Silicon Valley Power - Solar Electric Buy Down Program SMUD - Commercial Energy Efficiency Loan Program SMUD - Commercial Energy Efficiency Rebate Program SMUD - Non-Residential PV Incentive Program SMUD - PV Residential Retrofit Buy-Down SMUD - Residential Energy Efficiency Loan Program SMUD - Residential Energy Efficiency Rebate Program SMUD - Residential Solar Loan Program SMUD - Solar Water Heater Rebate Program SoCalGas - Custom Non-Residential Energy Efficiency Program SoCalGas - Multi-Family Residential Rebate Program SoCalGas - New Construction Advanced Homes Incentives SoCalGas - Non-Residential Energy Efficiency Rebate Programs SoCalGas - Non-Residential On-Bill Financing Program SoCalGas - Residential Energy Efficiency Loan Program SoCalGas - Residential Energy Efficiency Rebate Programs Sonoma County - Energy Independence Program Truckee Donner Public Utility District - Energy Conservation Rebate Program Truckee Donner PUD - Photovoltaic Buy Down Program Turlock Irrigation District - PV Rebate Turlock Irrigation District - Residential Energy Efficiency Rebate Program Ukiah Utilities - PV Buydown Program Colorado Local Option - Improvement Districts for Energy Efficiency and Renewable Energy Improvements Atmos Energy (Gas) - Energy Efficiency Rebate Program Black Hills Energy (Electric) - Commercial Energy Efficiency Program Black Hills Energy (Electric) - Residential Efficiency Program for Builders Black Hills Energy (Electric) - Residential Energy Efficiency Program Black Hills Energy (Gas) - Commercial Energy Efficiency Program Black Hills Energy (Gas) - Residential Energy Efficiency Program Black Hills Energy - On-Site Solar PV Rebate Program Boulder - ClimateSmart Solar Grant Program Boulder - Solar Sales and Use Tax Rebate Boulder County - ClimateSmart Loan Program Boulder County - EnergySmart Residential Energy Efficiency Loan Program Boulder County - EnergySmart Residential Energy Efficiency Rebate Program City and County of Denver - Small Business Energy Program City of Aspen - Energy Assessment Rebate Program City of Aurora – Main Street Commercial Energy Efficiency & Conservation Rebate Program City of Aurora – Solar Domestic Water Heater Rebate City of Aurora – Solar Permit Offset and Energy Audit Rebate City of Lakewood - DIY Attic Insulation Rebate City of Lakewood - Solar Permit Fee Rebate Colorado - Commercial Renewable Energy Rebate Program Colorado - Residential Energy Efficiency Rebate Program Colorado - Residential Renewable Energy Rebate Program Colorado Natural Gas - Energy Efficiency Rebate Program Colorado Springs Utilities - Commercial Energy Efficiency Rebate Program Colorado Springs Utilities - Energy Efficient Builder Program Colorado Springs Utilities - Renewable Energy Rebate Program Colorado Springs Utilities - Residential Energy Efficiency Rebate Program Delta-Montrose Electric Association - Commercial Energy Efficiency Rebate Program Delta-Montrose Electric Association - Residential Energy Efficiency Rebate Program Direct Lending Revolving Loan Program Eagle County - Solar Energy Rebate Program Empire Electric Association - Energy Efficiency Credit Program Estes Park Light and Power Department - Commercial and Industrial Energy Efficiency Rebate Program Fort Collins Utilities - Commercial and Industrial Energy Efficiency Rebate Program Fort Collins Utilities - Home Efficiency Program Fort Collins Utilities - Residential and Small Commercial Appliance Rebate Program Fort Collins Utilities - ZILCH (Zero Interest Loans for Conservation Help) Program Gunnison County Electric - Residential Energy Efficiency Rebate Program Highline Electric Association - Renewable Energy Rebate Program Holy Cross Energy - Appliance Rebate Holy Cross Energy - Commercial and Industrial Grant Program Holy Cross Energy - WE CARE Rebates La Plata Electric Association - Energy Efficient Equipment Rebate Program La Plata Electric Association - Renewable Generation Rebate Program Local Option - Property Tax Exemption for Renewable Energy Systems Local Option - Sales and Use Tax Exemption for Renewable Energy Systems Longmont Power & Communications - Commercial and Industrial Energy Efficiency Rebate Program Longmont Power & Communications - Residential and Commercial Appliance Rebate Program Loveland Water & Power - Commercial and Industrial Energy Efficiency Rebate Program Loveland Water & Power - Refrigerator Recycling Program Morgan County REA - Efficiency Credit/Rebate Programs Mountain View Electric Association, Inc - Energy Efficiency Credit Program New Energy Economic Development Grant Program Poudre Valley REA - Commercial Lighting Rebate Program Poudre Valley REA - Energy Efficiency Rebate Program Poudre Valley REA - Photovoltaic Rebate Program Property Tax Exemption for Residential Renewable Energy Equipment Renewable Energy Property Tax Assessment Roaring Fork Valley - Energy Efficient Appliance Program Roaring Fork Valley - Energy Smart Program Roaring Fork Valley - Renewable Energy Rebate Program Sales and Use Tax Exemption for Renewable Energy Equipment San Miguel Power Association - Energy Efficiency Rebate Program San Miguel Power Association - Renewable Energy Rebate Program Sangre De Cristo Electric Association - Energy Efficiency Credit Program SourceGas - Energy Efficiency Rebate Program Southeast Colorado Power Association - Energy Efficiency Rebate Program Southeast Colorado Power Association - Renewable Energy Rebate United Power - Business Energy Efficiency Rebate Program United Power - Energy Efficiency Rebate Program United Power - Renewable Energy Rebate Program Xcel Energy (Electric) - Business Energy Efficiency Rebate Programs Xcel Energy (Electric) - Residential Energy Efficiency Rebate Programs Xcel Energy (Gas) - Business Energy Efficiency Rebate Programs Xcel Energy (Gas) - Residential Energy Efficiency Rebate Programs Xcel Energy - Residential ENERGY STAR Rebate Program Xcel Energy - Solar*Rewards Program Connecticut CCEF - ARRA Commercial Solar PV Program CCEF - Community Innovations Grant Program CCEF - CT Solar Lease CCEF - Geothermal Rebate Program CCEF - On-Site Renewable DG Program CCEF - Operational Demonstration Program CCEF - Residential Solar PV Rebate Program CCEF - Solar Thermal Incentive Program CEEIP – Commercial and Industrial Rebate Program CHIF - Energy Conservation Loan DPUC - Low-Interest Loans for Customer-Side Distributed Resources Energy Efficiency Fund (Electric and Gas) - Residential Energy Efficiency Financing Energy Efficiency Fund (Electric and Gas) - Residential New Construction Program Energy Efficiency Fund (Electric) - Commercial and Industrial Energy Efficiency Programs Energy Efficiency Fund (Electric) - Commercial New Construction Rebate Program Energy Efficiency Fund (Electric) - Home Energy Solutions and Performance Programs Energy Efficiency Fund (Electric) - Small Business Energy Advantage Program Energy Efficiency Fund (Gas) - Commercial Cooking Equipment Energy Efficiency Fund (Gas) - Home Energy Solutions and Performance Programs Groton Utilities - Commercial & Industrial Energy Efficiency Rebate Programs Groton Utilities - Residential Energy Efficiency Rebate Program Litchfield Hills Region - Business Energy Efficiency Program Local Option - Sustainable Energy Program New Energy Technology Program New Generation Energy - Community Food Service Efficiency Lending Program New Generation Energy - Community Solar Lending Program Norwich Public Utilities (Electric) - Residential Energy Efficiency Rebate Program Norwich Public Utilities (Gas) - Residential Energy Efficiency Rebate Program Norwich Public Utilities - Commercial Energy Efficiency Rebate Program Norwich Public Utilities - Zero Percent Financing Program Property Tax Exemption for Renewable Energy Systems Sales and Use Tax Exemption for Energy-Efficient Products Sales and Use Tax Exemption for Solar and Geothermal Systems Sales and Use Taxes for Items Used in Renewable Energy Industries Delaware Delaware Electric Cooperative - Green Energy Program Incentives Delaware Public Service Commission - Solar Renewable Energy Credits Delmarva Power - Green Energy Program Incentives DEMEC Member Utilities - Green Energy Program Incentives (8 utilities) Dover Public Utilities - Green Energy Program Incentives Research and Development Grants Sustainable Energy Utility (SEU) - Efficiency Plus Homes (Green for Green) Sustainable Energy Utility (SEU) - Home Performance with Energy Star Loans Sustainable Energy Utility (SEU) - Home Performance with Energy Star Rebates Sustainable Energy Utility (SEU) - Non-Residential Efficiency Plus Financing Program Sustainable Energy Utility (SEU) - Non-Residential Efficiency Plus Rebate Program Technology and Demonstration Grants District of Columbia District of Columbia - Residential Energy Efficient Appliance Rebates District of Columbia Public Service Commission - Solar Renewable Energy Certificates Local Option - Energy Efficiency Financing Renewable Energy Incentive Program Federal Business Energy Investment Tax Credit (ITC) Clean Renewable Energy Bonds (CREBs) Energy-Efficient Appliance Manufacturing Tax Credit Energy-Efficient Commercial Buildings Tax Deduction Energy-Efficient Mortgages Energy-Efficient New Homes Tax Credit for Home Builders Modified Accelerated Cost-Recovery System (MACRS) + Bonus Depreciation (2008-2012) Qualified Energy Conservation Bonds (QECBs) Qualifying Advanced Energy Manufacturing Investment Tax Credit Renewable Electricity Production Tax Credit (PTC) Renewable Energy Production Incentive (REPI) Residential Energy Conservation Subsidy Exclusion (Corporate) Residential Energy Conservation Subsidy Exclusion (Personal) Residential Energy Efficiency Tax Credit Residential Renewable Energy Tax Credit Tribal Energy Program Grant U.S. Department of Energy - Loan Guarantee Program U.S. Department of Treasury - Renewable Energy Grants USDA - High Energy Cost Grant Program USDA - Rural Energy for America Program (REAP) Grants USDA - Rural Energy for America Program (REAP) Loan Guarantees Florida Beaches Energy Services - Residential Energy Efficiency Rebate Program Beaches Energy Services - Solar Water Heating Rebate Program Central Florida Gas - Energy Efficient Appliance Rebate Program City of Fort Lauderdale - Smart Watts Rebate Program City of Tallahassee Utilities - Efficiency Loans City of Tallahassee Utilities - Energy Star Certified New Homes Rebate Program City of Tallahassee Utilities - Low-Income Energy Efficiency Grant Programs City of Tallahassee Utilities - Residential Energy Efficiency Rebate Program City of Tallahassee Utilities - Solar Loans City of Tallahassee Utilities - Solar Water Heating Rebate Clay Electric Cooperative, Inc - Energy Conservation Loans Clay Electric Cooperative, Inc - Energy Smart Energy Efficiency Rebate Program Clay Electric Cooperative, Inc - Energy Smart Solar Water Heater Rebate Program Clay Electric Cooperative, Inc - Solar Thermal Loans Florida City Gas - Residential Energy Smart Rebate Program Florida Power and Light - Business Energy Efficiency Rebates Florida Power and Light - Residential Energy Efficiency Program Florida Power and Light - Solar Rebate Program Florida Public Utilities (Gas) - Residential Energy Efficiency Rebate Programs Florida Public Utilities - Commercial Energy Efficiency Rebate Programs Florida Public Utilities - Residential Energy Efficiency Rebate Programs Fort Pierce Utilities Authority - Residential Energy Efficiency Rebate Program Gainesville Regional Utilities - Business Energy Efficiency Rebate Program Gainesville Regional Utilities - Energy Efficiency Rebate Program Gainesville Regional Utilities - Solar Feed-In Tariff Gainesville Regional Utilities - Solar Water Heating Rebate Program Gainesville Regional Utilities - Solar-Electric (PV) System Rebate Program Gainesville Regional Utilities- Low-Interest Energy Efficiency Loan Program Gulf Power - Geothermal Installation Rebate Program Gulf Power - Solar Thermal Water Heating Program JEA - Commercial Energy Efficiency Loan Program JEA - Commercial Energy Efficiency Rebate Program JEA - Green Built Homes of Florida Builder Rebate Program JEA - ShopSmart Financial Assistance JEA - ShopSmart Residential Rebate Program JEA - Solar Incentive Program Kissimmee Utility Authority - Commercial Energy Efficiency Rebate Program Kissimmee Utility Authority - Residential Energy Efficiency Rebate Program Lake County - Go Green Get Green Energy Efficiency Program Lake Worth Utilities - Energy Conservation Rebate Program Lake Worth Utilities - Residential Solar Water Heating Rebate Program Lakeland Electric - Commercial Conservation Rebate Program Lakeland Electric - Residential Conservation Rebate Program Lakeland Electric - Solar Water Heating Program Local Option - Special Districts Miami-Dade County - Expedited Green Buildings Process Miami-Dade County - Renovation for Energy Efficiency Loan (REEL) Program Miami-Dade County - Targeted Jobs Incentive Fund Miami-Dade County - Voluntary Energy Efficiency and Renewable Energy Program New Smyrna Beach - Commercial Energy Efficiency Rebate Program New Smyrna Beach - Residential Energy Efficiency Rebate Program Ocala Utility Services - Energy Efficiency Rebate Program Ocala Utility Services - Solar Hot Water Heating Rebate Program Orange County - OCHEEP! Orlando Utilities Commission - Home Energy Efficiency Fix-Up Program Orlando Utilities Commission - Pilot Solar Programs Orlando Utilities Commission - Residential Energy Efficiency Rebate Program Orlando Utilities Commission - Residential Solar Loan Program Progress Energy Florida - Commercial Energy Efficiency Rebate Program Progress Energy Florida - Home Energy Check Audit and Rebate Program Progress Energy Florida - SunSense Solar Water Heating with EnergyWise Sarasota County - Get Energy Smart Retrofit Loan Program Sarasota County - Get Energy Smart Retrofit Program Solar and CHP Sales Tax Exemption Solar Energy System Incentives Program Tampa Electric - Commercial Energy Efficiency Rebate Programs Tampa Electric - Residential Energy Efficiency Rebate Program Tampa Electric - Solar Rebate Program Volusia County - Green Building Program Georgia Amicalola EMC - Energy Resource Conservation (ERC) Loan Athens-Clarke County - Green Business Revolving Loan Fund Biomass Sales and Use Tax Exemption Blue Ridge Mountain Electric Membership Corporation - Water Heater Rebate Program Central Georgia EMC - Photovoltaic Rebate Program Central Georgia EMC - Residential Energy Efficiency Rebate Program City of Atlanta - Sustainable Home Initiative in the New Economy (SHINE) Program Clean Energy Tax Credit (Corporate) Clean Energy Tax Credit (Personal) Cobb EMC - Solar Rebate Program Coweta-Fayette EMC - Energy Advantage Loan Program Coweta-Fayette EMC - Geosystem Rebate Program Decatur - DecaturWISE Residential Energy Efficiency Rebate Program Diverse Power - Energy Efficient Existing Homes Rebate Program Diverse Power - Energy Efficient New Construction Rebate Programs Electric Power Board - Energy Efficiency Rebate Program Flint Energies - Residential Energy Efficiency Loan Program Georgia Cities Foundation - Green Communities Revolving Loan Fund Georgia Green Loans Save & Sustain Program Georgia Interfaith Power and Light - Energy Improvement Grants Georgia Power - Commercial Energy Efficiency Program Georgia Power - Energy Efficiency Home Improvement Rebates Georgia Power - Energy Star New Home Builder Rebate Program Georgia Power - Solar Buyback Program GreyStone Power - Photovoltaic Rebate Program GreyStone Power - Solar Water Heating Program Habersham EMC - Energy Efficiency Rebate Program Habersham EMC - Energy Efficient Loan Program Jackson EMC - Right Choice for Builders Rebate Program Jackson EMC - Right Choice Sun Power Rebate Program Local Option - Special Improvement Districts Marietta Power & Water - Residential Energy Efficiency Rebate Sawnee EMC - Commercial Energy Efficiency Rebate Program Sawnee EMC - Residential Energy Efficiency Rebate Program Sawnee EMC - Solar Photovoltaic Rebate Program The Community Foundation - Grants to Green Program TVA - Generation Partners Program TVA - Mid-Sized Renewable Standard Offer Program TVA Partner Utilities - energy right Heat Pump Program TVA Partner Utilities - energy right New Homes Program TVA Partner Utilities - energy right Water Heater Program Walton EMC - Prime PowerLoan Program Walton EMC - Residential Energy Efficiency Rebate Programs Walton EMC - Residential Solar Water Heating Rebate Program Guam Guam - Energy Efficient Appliance Rebate Program Hawaii City and County of Honolulu - Real Property Tax Exemption for Alternative Energy Improvements Farm and Aquaculture Alternative Energy Loan Hawaii Energy - Energy Efficiency Rebate Program Hawaii Energy - Energy Solutions Business Appliance Rebates and Customized Incentives Program Hawaii Energy - Solar Water Heater Rebate Hawaii Feed-in Tariff Honolulu - Solar Roofs Initiative Loan Program KIUC - Energy Wise Commercial Energy Efficiency Program KIUC - Solar Water Heating Loan Program KIUC - Solar Water Heating Rebate Program Local Option - Special Improvement Districts Maui County - Solar Roofs Initiative Loan Program Priority Permit Processing for Green Buildings Solar and Wind Energy Credit (Corporate) Solar and Wind Energy Credit (Personal) Idaho Avista Utilities (Electric) - Commercial Energy Efficiency Incentives Program Avista Utilities (Electric) - Commercial Lighting Energy Efficiency Program Avista Utilities (Gas and Electric) - Commercial Food Equipment Rebates Avista Utilities (Gas) - Commercial Energy Efficiency Incentives Program Avista Utilities (Gas) - Residential Energy Efficiency Rebate Programs BEF - Solar 4R Schools Idaho Falls Power - Commercial Energy Conservation Loan Program Idaho Falls Power - Commercial Energy Conservation Program Idaho Falls Power - Energy Efficient Heat Pump Loan Program Idaho Falls Power - Residential Energy Efficiency Rebate Program Idaho Falls Power - Residential Energy Efficient Appliance Program Idaho Falls Power - Residential Weatherization Loan Program Idaho Power - Easy Upgrades for Simple Retrofits Rebate Program Idaho Power - Irrigation Efficiency Rewards Rebate Program Idaho Power - Large Commercial Custom Efficiency Program Idaho Power - New Building Efficiency Program Idaho Power - Rebate Advantage for New Manufactured Homes Idaho Power - Residential Energy Efficiency Rebate Programs Insulation Income Tax Deduction Intermountain Gas Company (IGC) - Gas Heating Rebate Program Kootenai Electric Cooperative - Residential Efficiency Rebate Program Low-Interest Energy Loan Programs Northern Lights Inc. - Energy Conservation Rebate Program Property Tax Exemption for Wind and Geothermal Energy Producers Renewable Energy Equipment Sales Tax Refund Renewable Energy Project Bond Program Residential Alternative Energy Tax Deduction Rocky Mountain Power - Energy FinAnswer Rocky Mountain Power - FinAnswer Express Rocky Mountain Power - Residential Energy Efficiency Rebate Program Illinois Ag Invest - Green Energy Loans (Illinois State Treasurer's Office Link Deposit Loan Program) Ameren Illinois (Electric) - Commercial Kitchen and Grocery Incentives Program Ameren Illinois (Electric) - Custom, HVAC, and Motor Business Efficiency Incentives Ameren Illinois (Electric) - Multi-Family Properties Energy Efficiency Rebate Program Ameren Illinois (Electric) - Residential Energy Efficiency Rebates Ameren Illinois (Gas) - Cooking and Heating Business Efficiency Incentives Ameren Illinois (Gas) - Residential Energy Efficiency Rebates Ameren Illinois - Lighting Rebates for Businesses Association of Illinois Electric Cooperatives (AIEC) - HomE Residential Rebate Program City of Chicago - Green Permit and Green Homes Programs City of Chicago - Small Business Improvement Fund City Water Light and Power - Commercial Energy Efficiency Rebate Programs City Water Light and Power - Residential Energy Efficiency Rebate Programs ComEd - Smart Ideas for Business Efficiency Program ComEd - Smart Ideas for Business New Construction ComEd - Smart Ideas for Your Home Efficiency Program Commercial Wind Energy Property Valuation Corn Belt Energy Corporation - Energy Efficiency Rebate Program DCEO - Biogas and Biomass to Energy Grant Program DCEO - Energy Efficient Affordable Housing Construction Program DCEO - Large-Customer Energy Analysis Program (LEAP) DCEO - Public Sector Electric Efficiency Programs DCEO - Public Sector New Construction and Retrofit Program DCEO - Retro-Commissioning (RCx) Program DCEO - Solar and Wind Energy Rebate Program Illinois Clean Energy Community Foundation Grants Illinois Finance Authority Renewable Energy and Energy Efficiency Project Financing Illinois Municipal Electric Agency - Electric Efficiency Program Illinois Solar Energy Association - Renewable Energy Credit Aggregation Program Illinois State Board of Education - School Energy Efficiency Grant Program Jo-Carroll Energy - Energy Efficiency Rebate Program Local Option - Contractual Assessments for Renewable Energy and/or Energy Efficiency MidAmerican Energy (Electric) - Commercial EnergyAdvantage Rebate Program MidAmerican Energy (Electric) - Residential Energy Efficiency Rebate Programs MidAmerican Energy (Gas) - Commercial EnergyAdvantage Rebate Program MidAmerican Energy (Gas) - Residential Energy Efficiency Rebate Programs Nicor Gas - Commercial Energy Efficiency Rebates Nicor Gas - Residential Energy Efficiency Rebates North Shore Gas - Chicagoland Natural Gas Savings Program Peoples Gas - Chicagoland Natural Gas Savings Program Sales Tax Exemption for Wind Energy Business Designated High Impact Business Special Assessment for Solar Energy Systems Indiana Bartholomew County REMC - Residential Energy Efficiency Rebate Program Carroll County REMC - Residential Energy Efficiency Rebate Program Citizens Gas - Commercial Efficiency Rebates Citizens Gas - Residential Efficiency Rebates City of Indianapolis - EcoHouse Project City of Indianapolis - Green Building Incentive Program Clark County REMC - Residential Geothermal and Air-source Heat Pump Rebate Program Dubois REC - Residential Energy Efficiency Rebate Program Duke Energy - Residential and Builder Energy Efficiency Rebate Program Duke Energy - Small Commercial and Industrial Energy Efficiency Rebate Program Harrison County REMC - Residential Energy Efficiency Rebate Program Income Tax Deduction for Solar-Powered Roof Vents or Fans Indiana Michigan Power - Commercial and Industrial Rebates Program Indiana Michigan Power - Energy Savings Rebate Program Indianapolis Power & Light - Business Energy Incentives Program Indianapolis Power & Light - Residential Energy Incentives Program Indianapolis Power & Light - Small-Scale Renewable Energy Incentive Program Indianapolis Power & Light Co. - Rate REP (Renewable Energy Production) Jackson County REMC - Energy Efficiency Rebate Program Jasper County REMC - Residential Appliance Rebate Program Jasper County REMC - Residential Heat Pump Rebate Program Jay County REMC - Geothermal and Air-source Heat Pump Rebate Program Kosciusko REMC - Residential Geothermal and Air-source Heat Pump Rebate Program LaGrange County REMC - Energy Efficiency Rebate Program Marshall County REMC - Geothermal and Add-on Heat Pump Rebate Program Miami-Cass REMC - Residential Energy Efficiency Rebate Program NineStar Connect - Residential Energy Efficient Equipment Rebate Program NIPSCO - Existing Facility Retrofit Rebate Program NIPSCO - New Facility Efficiency Rebate Program NIPSCO - Residential Natural Gas Efficiency Rebates Northeastern REMC - Residential Energy Efficiency Rebate Program Ohio Valley Gas Corporation - Residential and Small Commercial Natural Gas Incentive Program Orange County REMC - Energy Efficient Equipment Rebate Program Parke County REMC - Energy Efficient Equipment Rebate Program Renewable Energy Property Tax Exemption RushShelby Energy - Residential and Commercial Energy Efficiency Rebate Program South Central Indiana REMC - Residential Energy Efficiency Loan Program South Central Indiana REMC - Residential Energy Efficiency Rebate Program Southeastern Indiana REMC - Residential Energy Efficiency Rebate Program Southern Indiana Power - Residential Energy Efficiency Rebate Program Tipmont REMC - Energy Efficiency Equipment Rebate Program Utilities District of Western Indiana REMC - Residential Energy Efficiency Rebate Program Vectren Energy Deliver of Indiana (Gas and Electric) - Energy Star Home Rebate Vectren Energy Delivery of Indiana (Gas) - Commercial Energy Efficiency Rebates Vectren Energy Delivery of Indiana (Gas) - Residential Energy Efficiency Rebates Wabash County REMC - Residential Geothermal and Air-source Heat Pump Rebate Program Wabash Valley Power Association - Commercial and Industrial Energy Efficiency Program White County REMC - Residential Geothermal Heat Pump Rebate Program WIN Energy REMC - Residential Rebate Program Iowa Residential Energy Efficiency Rebate (Offered by Several Cooperative Utilities) Rural Electric Cooperatives Energy Efficiency Rebate Programs (Offered by 12 Utilities) Alternate Energy Revolving Loan Program Ames Electric Department - Commercial Energy Efficiency Rebate Programs Ames Electric Department - Residential Energy Efficiency Rebate Programs Atmos Energy (Gas) - Residential Efficiency Program Black Hills Energy (Gas) - Commercial Energy Efficiency Rebate Programs Black Hills Energy (Gas) - Residential Energy Efficiency Rebate Programs Black Hills Energy (Gas) - Residential New Construction Rebate Program Cedar Falls Utilities - Commercial Energy Efficiency Rebate Program Cedar Falls Utilities - Residential Energy Efficiency Rebate Program Cedar Falls Utilities - Residential New Construction Program Energy Replacement Generation Tax Exemption Farmers Electric Cooperative (Kalona) - Renewable Energy Purchase Rate Farmers Electric Cooperative (Kalona) - Renewable Energy Rebates Farmers Electric Cooperative (Kalona) - Residential Efficiency Matching Grant Program Farmers Electric Cooperative (Kalona) - Residential Energy Efficiency Rebate Program Indianola Municipal Utilities - Energy Efficiency Rebate Program Interstate Power and Light (Alliant Energy) - Business and Farm Renewable Energy Rebates Interstate Power and Light (Alliant Energy) - Business Energy Efficiency Rebate Programs Interstate Power and Light (Alliant Energy) - Farm Equipment Energy Efficiency Incentives Interstate Power and Light (Alliant Energy) - Low Interest Energy Efficiency Loan Program Interstate Power and Light (Alliant Energy) - New Home Construction Incentives Interstate Power and Light (Alliant Energy) - Residential Energy Efficiency Rebate Programs Interstate Power and Light (Alliant Energy) - Residential Renewable Energy Rebates Iowa Building Energy Management Program Linn County Rural Electric Cooperative - Agricultural Energy Efficiency Rebate Program Linn County Rural Electric Cooperative - Commercial Energy Efficiency Rebate Program Linn County Rural Electric Cooperative - Residential Energy Efficiency Rebate Program Linn County Rural Electric Cooperative - Solar Water Heater Rebate Program Local Option - Special Assessment of Wind Energy Devices Methane Gas Conversion Property Tax Exemption MidAmerican Energy (Electric) - Commercial EnergyAdvantage Rebate Program MidAmerican Energy (Electric) - Residential Energy Efficiency Rebate Programs MidAmerican Energy (Gas and Electric) - Commercial New Construction Energy-Efficiency Program MidAmerican Energy (Gas and Electric) - Residential EnergyAdvantage Loan Program MidAmerican Energy (Gas) - Commercial EnergyAdvantage Rebate Program MidAmerican Energy (Gas) - Residential Energy Efficiency Rebate Programs MidAmerican Energy (Gas) - Residential Energy Efficiency Rebate Programs Missouri River Energy Service Member Utilities - Commercial and Industrial Efficiency Rebates Missouri River Energy Service Member Utilities - Residential Energy Efficiency Rebates Muscatine Power and Water - Commercial and Industrial Energy Efficiency Rebates Muscatine Power and Water - Residential Energy Efficiency Rebates Property Tax Exemption for Renewable Energy Systems Renewable Energy Production Tax Credit (Personal) Renewable Energy Production Tax Credits (Corporate) Waverly Light & Power - Residential Energy Efficiency Rebates Waverly Light & Power - Residential Solar Thermal Rebates Wind and Solar Energy Equipment Exemption Kansas Efficiency Kansas Revolving Loan Program Kansas City Board of Public Utilities - Commercial Energy Efficiency Rebate Program Kansas City Board of Public Utilities - Homebuilder Energy Efficiency Rebate Program Kansas City Board of Public Utilities - Residential Energy Efficiency Rebate Program Kansas City Board of Public Utilities - Subdivision Developer Energy Efficiency Rebate Program Kansas City Power & Light - Commercial/Industrial Energy Efficiency Rebate Program Kansas City Power & Light - Cool Homes Residential Rebate Program Kansas City Power & Light - Energy Optimizer Programmable Thermostat Program Kansas City Power & Light - ENERGY STAR New Homes Rebate Program Midwest Energy (Gas and Electric) - How$mart Energy Efficiency Finance Program Renewable Electricity Facility Tax Credit (Corporate) Renewable Electricity Facility Tax Credit (Personal) Renewable Energy Property Tax Exemption Solar and Wind Manufacturing Incentive Kentucky Atmos Energy - Residential Natural Gas and Weatherization Efficiency Program Blue Grass Energy - Residential Energy Efficiency Rebate Program Clark Energy - Residential Energy Efficiency Rebate Programs Cumberland Valley Electric Cooperative - Energy Efficiency and Renewable Energy Program Duke Energy - Non-Residential Energy Efficiency Rebate Program Energy Efficiency Tax Credits (Corporate) Energy Efficiency Tax Credits (Personal) Farmers RECC - Residential Insulation Rebate Program Grayson Rural Electric Cooperative - Energy Efficiency Rebate Program Green Bank of Kentucky - Energy Efficiency Loans for State Government Agencies Jackson Energy Cooperative - Residential Energy Efficiency Rebate Programs Kentucky - Energy Efficient Home Improvements Program Kentucky - Energy Efficient Home Improvements Program Kentucky Power - Residential Efficient HVAC Rebate Program Kentucky Utilities Company - Commercial Energy Efficiency Rebate Program Louisville Gas & Electric - Commercial Energy Efficiency Rebate Program Mountain Association for Community Economic Development - Energy Efficient Enterprise Loan Program Mountain Association for Community Economic Development - How$martKY On Bill Financing Energy Efficiency Program Mountain Association for Community Economic Development - Solar Water Heater Loan Program Nolin RECC - Residential Energy Efficiency Rebate Program Office of Agricultural Policy - On Farm Energy Efficiency & Production Grants Owen Electric - Residential Energy Efficiency Rebate Program Pennyrile RECC - Commercial Energy Efficiency Loan Program Pennyrile RECC - Residential Energy Efficiency Rebate Program Renewable Energy Tax Credit (Corporate) Renewable Energy Tax Credit (Personal) Sales Tax Exemption for Manufacturing Facilities Salt River Electric - Residential Energy Efficiency Rebate Program South Kentucky RECC - Residential Energy Efficiency Rebate Program Tax Credit for Renewable Energy Facilities Tax Exemption for Large-Scale Renewable Energy Projects Taylor County RECC - Residential Energy Efficiency Rebate Program TVA - Energy Right Solutions for Business TVA - Generation Partners Program TVA - Mid-Sized Renewable Standard Offer Program TVA Partner Utilities - energy right Heat Pump Program TVA Partner Utilities - energy right New Homes Program TVA Partner Utilities - energy right Water Heater Program TVA Partner Utilities - In-Home Energy Evaluation Pilot Program Louisiana City of Shreveport – Shreveport Energy Efficiency Program (SEED) Cleco Power - Power Miser New Home Program DEMCO - Touchstone Energy Home Program Entergy New Orleans - Residential Energy Efficiency Program Entergy New Orleans - Residential Solar Water Heating Program Entergy New Orleans - Small Commercial and Industrial Solutions Program Home Energy Loan Program Home Energy Rebate Option (HERO) - Commercial Buildings Retrofit Program Home Energy Rebate Option (HERO) - Existing Homes Program Home Energy Rebate Option (HERO) - New Homes Program Local Option - Sustainable Energy Financing Districts Louisiana - Residential Energy-Efficient Appliance Rebate Program Solar Energy System Exemption Tax Credit for Solar and Wind Energy Systems on Residential Property (Corporate) Tax Credit for Solar and Wind Energy Systems on Residential Property (Personal) Maine Community Based Renewable Energy Production Incentive (Pilot Program) Efficiency Maine - Business (Non-Residential) Program Efficiency Maine - Home Energy Savings Program Efficiency Maine - Replacement Heating Equipment Program Efficiency Maine - Residential Lighting Program Efficiency Maine - Small Business Low-Interest Loan Program Efficiency Maine - Solar and Wind Energy Rebate Program Local Option - Property Assessed Clean Energy Maine PACE Loans New Generation Energy - Community Food Service Efficiency Lending Program New Generation Energy - Community Solar Lending Program Sales and Use Tax Refund for Qualified Community Wind Generators Seacoast Energy Initiative - Energy Efficiency Loan Program Unitil (Gas) - Commercial Energy Efficiency Programs Voluntary Renewable Resources Grants Maryland Allegheny Power - Commercial and Industrial Energy Efficiency Rebate Program Allegheny Power - Home Performance with Energy Star Incentive Program Allegheny Power - Residential Energy Efficiency Rebate Program Anne Arundel County - High Performance Dwelling Property Tax Credit Anne Arundel County - Solar and Geothermal Equipment Property Tax Credits Baltimore County - Property Tax Credit for High Performance Buildings and Homes Baltimore Gas & Electric Company (Electric) - Commercial Energy Efficiency Program Baltimore Gas & Electric Company (Electric) - Residential Energy Efficiency Rebate Program Baltimore Gas & Electric Company (Gas) - Residential Energy Efficiency Rebate Program Baltimore Gas & Electric Company - Home Performance with Energy Star Rebates Bio-Heating Oil Tax Credit (Corporate) Bio-Heating Oil Tax Credit (Personal) Carroll County - Green Building Property Tax Credit Choptank Electric Cooperative - Energy Efficiency Rebate Program Clean Energy Grant Program - Commercial Solar Clean Energy Grant Program - Geothermal Heat Pumps Clean Energy Grant Program - Residential Solar Clean Energy Grant Program - Windswept Clean Energy Production Tax Credit (Corporate) Clean Energy Production Tax Credit (Personal) Delmarva - Commissioning and Operations Incentive Programs Delmarva Power - Commercial and Industrial Energy Savings Program Delmarva Power - Home Performance with Energy Star Incentive Program Delmarva Power - Residential Energy Efficiency Rebate Program DHCD - Be SMART Business Efficiency Loan Program DHCD - Be SMART Home Efficiency Loan Program DHCD - Be SMART Multi-Family Efficiency Loan Program Harford County - Property Tax Credit for Solar and Geothermal Devices Home Performance with Energy Star Rebates Howard County - High Performance and Green Building Property Tax Credit Howard County - Residential Solar and Geothermal Property Tax Credit Income Tax Credit for Green Buildings (Corporate) Income Tax Credit for Green Buildings (Personal) Jane E. Lawton Conservation Loan Program Local Option - Clean Energy Loan Program Local Option - Property Tax Credit for High Performance Buildings Local Option - Property Tax Credit for Renewables and Energy Conservation Devices MARBIDCO Rural Business Energy Efficiency Improvement Loan Program Maryland Clean Energy Center - Home Energy Loan Program Maryland Public Service Commission - Solar Renewable Energy Certificates (SRECs) Montgomery County - High Performance Building Property Tax Credit Montgomery County - Residential Energy Conservation Property Tax Credits PEPCO - Commercial and Industrial Energy Efficiency Incentives Program PEPCO - Commissioning and Operations Incentive Programs PEPCO - Home Performance with Energy Star Incentive Program PEPCO - Residential Energy Efficiency Rebate Program Prince George's County - Solar and Geothermal Residential Property Tax Credit Property Tax Exemption for Solar and Wind Energy Systems Sales and Use Tax Exemption for Renewable Energy Equipment Sales and Use Tax Exemption for Residential Solar and Wind Electricity Sales Sales Tax Holiday for Energy-Efficient Appliances SMECO - Non-Residential Energy Efficiency Rebate Program SMECO - Residential Energy Efficiency Rebate Program Special Property Assessment for Renewable Heating & Cooling Systems State Agency Loan Program Wood Heating Fuel Exemption Massachusetts Massachusetts DOER - Solar Renewable Energy Credits (SRECs) Massachusetts Municipal Commercial Industrial Incentive Program MuniHELPS - Offered by 17 Utilities through the MMWEC Alternative Energy and Energy Conservation Patent Exemption (Corporate) Alternative Energy and Energy Conservation Patent Exemption (Personal) Berkshire Gas - Commercial Energy Efficiency Rebate Program Berkshire Gas - Residential Energy Efficiency Rebate Program Cape Light Compact - Commercial, Industrial and Municipal Buildings Energy Efficiency Rebate Program Cape Light Compact - Residential Energy Efficiency Rebate Program Chicopee Electric Light - Residential Energy Efficiency Rebate Program Chicopee Electric Light - Residential Solar Rebate Program City of Boston - Renew Boston Residential Retrofit Program City of Boston - Renew Boston Solar Program Columbia Gas of Massachusetts - Commercial Energy Efficiency Program Columbia Gas of Massachusetts - Residential Energy Efficiency Programs Concord Municipal Light Plant - Commercial Energy Efficiency Rebate Program Concord Municipal Light Plant - Residential Energy Efficiency Rebate Program Concord Municipal Light Plant - Solar Rebate Program DOER - Green Communities Grant Program Excise Tax Deduction for Solar- or Wind-Powered Systems Excise Tax Exemption for Solar- or Wind-Powered Systems Holyoke Gas & Electric - Commercial Energy Efficiency Loan Program Holyoke Gas & Electric - Residential Energy Efficiency Loan Program Local Option - Energy Revolving Loan Fund Mansfield Municipal Electric Department - Residential Energy Efficiency Rebate Program Marblehead Municipal Light Department - Residential Energy Efficiency Rebate Program Marblehead Municipal Light Department - Solar Rebate Program Massachusetts - Residential Energy-Efficient Appliance Rebates Massachusetts Major Renovations Program Massachusetts New Homes with ENERGY STAR Program MassCEC - Commonwealth Solar Hot Water (Pilot) MassCEC - Commonwealth Solar II Rebates MassCEC - Commonwealth Wind Incentive Program - Commercial Wind Initiative Grant MassCEC - Commonwealth Wind Incentive Program - Commercial Wind Initiative Loan MassCEC - Commonwealth Wind Incentive Program - Community-Scale Wind Initiative MassCEC - Commonwealth Wind Incentive Program – Micro Wind Initiative MassCEC- Commonwealth Hydropower Initiative MassSAVE (Electric) - Commercial New Construction Program MassSAVE (Electric) - Commercial Retrofit Program MassSAVE (Electric) - Residential Retrofit Programs MassSAVE (Gas) - Commercial Retrofit Program MassSAVE (Gas) - Residential Rebate Program MassSAVE - HEAT Loan Program New England Gas Company - Residential and Commercial Energy Efficiency Rebate Programs New Generation Energy - Community Food Service Efficiency Lending Program New Generation Energy - Community Solar Lending Program NSTAR (Electric) - Business Solutions Program NSTAR (Electric) - Small Business Direct Install Program NSTAR (Gas) - Commercial Energy Efficiency Programs Reading Municipal Light Department - Business Energy Efficiency Rebate Program Reading Municipal Light Department - Business Lighting Rebate Program Reading Municipal Light Department - Residential ENERGY STAR Appliance Rebate Program Reading Municipal Light Department - Residential Renewable Energy Rebates Renewable Energy Equipment Sales Tax Exemption Renewable Energy Property Tax Exemption Residential Renewable Energy Income Tax Credit Shrewsbury Electric - Residential Energy Efficiency Rebate Program Taunton Municipal Lighting Plant - Residential Energy Star Appliance Rebate Program Taunton Municipal Lighting Plant - Residential PV Rebate Program Wakefield Municipal Gas & Light Department - Residential Conservation Services Program Wellesley Municipal Light Plant - Residential Energy Efficiency Rebate Program Western Massachusetts Electric - Commercial Energy Efficiency Rebates Western Massachusetts Electric - Residential Energy Efficiency Rebate Program Michigan Efficiency United (Gas) - Commercial Efficiency Program Efficiency United (Gas) - Home Performance Program Efficiency United (Gas) - Residential Efficiency Program Efficiency United and Energy Optimization (Electric) - Commercial Efficiency Program Efficiency United and Energy Optimization (Electric) - Residential Efficiency Program Energy Smart - Commercial and Industrial Energy Efficiency Rebate Program (21 Municipalities) Energy Smart - Residential Energy Efficiency Rebate Program (21 Municipalities) Alternative Energy Personal Property Tax Exemption Biomass Energy Program Grants Biomass Gasification and Methane Digester Property Tax Exemption Coldwater Board of Public Utilities - Commercial & Industrial Lighting Rebate Program Coldwater Board of Public Utilities - Residential Energy Efficiency Rebate Program Consumers Energy (Electric) - Commercial Energy Efficiency Program Consumers Energy (Electric) - Residential Energy Efficiency Program Consumers Energy (Gas) - Commercial Energy Efficiency Program Consumers Energy (Gas) - Residential Energy Efficiency Program Detroit - Michigan Saves Commercial Energy Loan Program Detroit Public Lighting Department - Commercial and Industrial Energy Wise Program Detroit Public Lighting Department - Residential Energy Wise Program DTE Energy (Electric) - Commercial and Industrial Energy Efficiency Program DTE Energy (Electric) - Residential Energy Efficiency Program DTE Energy (Gas) - Commercial and Industrial Energy Efficiency Program DTE Energy (Gas) - Residential Energy Efficiency Program DTE Energy - Commercial New Construction Energy Efficiency Program DTE Energy - Residential New Construction Energy Efficiency Program DTE Energy - Solar Currents Program Energy Efficiency Grants Energy Efficient Home Improvements Tax Credit Energy Revolving Loan Fund - Clean Energy Advanced Manufacturing Energy Revolving Loan Fund - Farm Energy Energy Revolving Loan Fund - Passive Solar Energy Revolving Loan Fund - Public Entities Great Lakes Energy - Residential Energy Efficiency Rebate Program Lansing Board of Water & Light - Hometown Energy Savers Commercial Rebates Lansing Board of Water & Light - Hometown Energy Savers Residential Rebates Local Option - Property Assessed Clean Energy Michigan Saves - Home Energy Loan Program Nonrefundable Business Activity Tax Credit Refundable Payroll Tax Credit Refundable Photovoltaic Manufacturing Tax Credit Renewable Energy Renaissance Zones Minnesota Great River Energy (28 Member Cooperatives) - Commercial and Industrial Efficiency Rebates Agricultural Improvement Loan Program Alexandria Light and Power - Commercial Energy Efficiency Rebate Program Alexandria Light and Power - Residential Energy Efficiency Rebate Program Alliant Energy Interstate Power and Light (Electric) - Business Energy Efficiency Rebate Programs Alliant Energy Interstate Power and Light (Electric) - Residential Energy Efficiency Rebate Program Alliant Energy Interstate Power and Light (Electric) - Shared Savings Program Alliant Energy Interstate Power and Light (Gas) - Residential Energy Efficiency Program Alliant Energy Interstate Power and Light - Farm Equipment Energy Efficiency Incentives Anoka Municipal Utility - Commercial Energy Efficiency Rebate Program Anoka Municipal Utility - Residential Energy Efficiency Rebate Program Austin Utilities (Gas and Electric) - Commercial and Industrial Energy Efficiency Rebate Program Austin Utilities (Gas and Electric) - Residential Conserve and Save Rebate Program Austin Utilities - Solar Choice Program Austin Utilities - Solar Rebate Program Blooming Prairie Public Utilities - Commercial & Industrial Energy Efficiency Rebate Program Blooming Prairie Public Utilities - Residential Energy Efficiency Rebate Program CenterPoint Energy (Gas) - Commercial Energy Efficiency Rebate Program CenterPoint Energy (Gas) - Residential Energy Efficiency Rebate Program City of Duluth - Residential Energy Efficiency Loan Program City of Duluth - Residential Energy Efficiency Rebate Program Commercial Small Wind Rebate Program Connexus Energy - Commercial Energy Efficiency Rebate Programs Connexus Energy - Residential Efficient HVAC Rebate Program Crow Wing Power - Residential Energy Efficiency Rebate Program Dakota Electric Association - Commercial and Industrial Custom Energy Grant Program Dakota Electric Association - Commercial and Industrial Energy Conservation Loan Program Dakota Electric Association - Commercial and Industrial Energy Efficiency Rebate Program Dakota Electric Association - Residential Energy Efficiency Rebate Program East Central Energy - Commercial Energy Efficiency Rebate Program East Central Energy - Residential Energy Efficiency Rebate Program Elk River Municipal Utilities - Commercial Energy Efficiency Rebate Program Elk River Municipal Utilities - Residential Energy Efficiency Rebate Program Fairmont Public Utilities - Commercial & Industrial Energy Efficiency Rebate Program Fairmont Public Utilities - Residential Energy Efficiency Rebate Program Grand Marais PUC - Commercial & Industrial Energy Efficiency Rebate Program Grand Marais PUC - Residential Energy Efficiency Rebate Program Home Energy Loan Program Hutchinson Utilities Commission - Commercial Energy Efficiency Program Hutchinson Utilities Commission - Residential Energy Efficiency Program Lake City Utilities - Commercial & Industrial Energy Efficiency Rebate Program Lake City Utilities - Residential Energy Efficiency Rebate Program Lake Country Power - Residential Energy Efficiency Rebate Program Lake Region Electric Cooperative - Commercial Energy Efficiency Grant Program Lake Region Electric Cooperative - Residential Energy Efficiency Rebate Program Litchfield Public Utilities - Commercial & Industrial Energy Efficiency Rebate Program Litchfield Public Utilities - Residential Energy Efficiency Rebate Program Local Option - Energy Improvement Financing Programs Marshall Municipal Utilities - Commercial Energy Efficiency Rebate Program Marshall Municipal Utilities - Residential Energy Efficiency Rebate Program Marshall Municipal Utilities - Solar Thermal Water Heater Rebate Program Methane Digester Loan Program MHFA Fix-up Fund MHFA Rental Rehabilitation Loan Program Minnesota - Renewable Energy Production Incentive Minnesota Energy Resources (Gas) - Energy Star New Homes Program For Builders Minnesota Energy Resources (Gas) - Low-Income New Construction Rebates Minnesota Energy Resources (Gas) - Residential Energy Efficiency Rebate Program Minnesota Power - Power Grant Program Minnesota Power - Residential Energy Efficiency Rebate Program Minnesota Power - Residential New Construction Rebate Program Minnesota Power - Solar-Electric (PV) Rebate Program Minnesota Power - Solar-Thermal Water Heating Rebate Program Minnesota Valley Electric Cooperative - Commercial and Industrial Energy Efficiency Rebate Program Minnesota Valley Electric Cooperative - Residential Energy Efficiency Rebate Program Minnesota Valley Electric Cooperative -Residential Energy Resource Conservation Loan Program MMPA - Commercial and Industrial Energy Efficiency Program MMPA - Residential Energy Efficiency Program Moorhead Public Service Utility - Commercial and Industrial Energy Efficiency Rebate Program Mora Municipal Utilities - Commercial & Industrial Energy Efficiency Rebate Program Mora Municipal Utilities - Residential Energy Efficiency Rebate Program NEC Minnesota Energy Loan Program New Prague Utilities Commission - Commercial & Industrial Energy Efficiency Rebate Program New Prague Utilities Commission - Residential Energy Efficiency Rebate Program New Ulm Public Utilities - Energy Efficiency Rebate Program North Branch Municipal Water & Light - Commercial & Industrial Energy Efficiency Rebate Program North Branch Municipal Water & Light - Residential Energy Efficiency Rebate Program Northern Municipal Power Agency - Commercial Energy Efficiency Rebate Program Northern Municipal Power Agency - Residential Energy Efficiency Rebate Program Otter Tail Power Company - Commercial & Industrial Energy Efficiency Grant Program Otter Tail Power Company - Commercial & Industrial Energy Efficiency Rebate Program Otter Tail Power Company - DollarSmart Energy Efficiency Loan Program Otter Tail Power Company - House Therapy Program Otter Tail Power Company - Residential Energy Efficiency Rebate Program Owatanna Public Utilities - Solar Rebate Program Owatonna Public Utilities - Residential Conserve and Save Rebate Program Preston Public Utilities - Commercial & Industrial Energy Efficiency Rebate Program Preston Public Utilities - Residential Energy Efficiency Rebate Program Princeton PUC - Commercial & Industrial Energy Efficiency Rebate Program Princeton PUC - Residential Energy Efficiency Rebate Program Redwood Falls Public Utilities - Commercial & Industrial Energy Efficiency Rebate Program Redwood Falls Public Utilities - Residential Energy Efficiency Rebate Program Rental Energy Loan Fund Residential Small Wind Rebate Program Rochester Public Utilities - Commercial and Industrial Energy Efficiency Rebate Program Rochester Public Utilities - Residential Conserve and Save Rebate Rochester Public Utilities - Solar Rebate Program Saint Peter Municipal Utilities - Commercial & Industrial Energy Efficiency Rebate Program Saint Peter Municipal Utilities - Residential Energy Efficiency Rebate Program Shakopee Public Utilities - Commercial and Industrial Energy Efficiency Rebate Program Shakopee Public Utilities - Residential Energy Efficiency Rebate Program Solar Energy Sales Tax Exemption Solar Hot Water Rebate Program Solar Space Heating Rebate Program Spring Valley Public Utilities - Commercial & Industrial Energy Efficiency Rebate Program Spring Valley Public Utilities - Residential Energy Efficiency Rebate Program Stearns Electric Association - Commercial Energy Efficiency Rebate Program Stearns Electric Association - Energy Efficiency Loan Program Stearns Electric Association - Residential Energy Efficiency Rebate Program Sustainable Agriculture Loan Program Value-Added Stock Loan Participation Program Waseca Utilities - Commercial & Industrial Energy Efficiency Rebate Program Waseca Utilities - Residential Energy Efficiency Rebate Program Wells Public Utilities - Commercial & Industrial Energy Efficiency Rebate Program Wells Public Utilities - Residential Energy Efficiency Rebate Program Willmar Municipal Utilities - Residential Energy Efficiency Rebate Program Wind and Solar-Electric (PV) Systems Exemption Wind Energy Sales Tax Exemption Wright-Hennepin Cooperative Electric Association - Non-Residential Energy Efficient Rebate Program Wright-Hennepin Cooperative Electric Association - Residential Energy Efficiency Rebate Program Xcel Energy (Electric and Gas) - Home Performance with ENERGY STAR Rebates Xcel Energy (Electric) - Business Energy Efficiency Rebate Programs Xcel Energy (Electric) - Residential Energy Efficiency Rebate Programs Xcel Energy (Gas) - Business Energy Efficiency Rebate Programs Xcel Energy (Gas) - Residential Energy Efficiency Rebate Programs Xcel Energy - Renewable Development Fund Grants Xcel Energy - Solar*Rewards Program and MN Made PV Rebate Program Mississippi Coast Electric Power Association - Comfort Advantage Home Program Coast Electric Power Association - Commercial Energy Efficiency Rebate Program Energy Investment Loan Program Energy-Efficiency Lease Program Mississippi Clean Energy Initiative Mississippi Power - EarthCents Commercial Incentives Program Mississippi Power - EarthCents Financing Program Mississippi Power - EarthCents New Home Program Mississippi Power - EarthCents Residential Efficiency Rebate Program Pearl River Valley Electric Power Association - Residential Energy Efficiency Rebate Program Singing River Electric Power Association - Comfort Advantage Home Program Southern Pine Electric Power Association - Residential Energy Efficiency Rebate Program TVA - Energy Right Solutions for Business TVA - Generation Partners Program TVA - Mid-Sized Renewable Standard Offer Program TVA Partner Utilities - energy right Heat Pump Program TVA Partner Utilities - energy right New Homes Program TVA Partner Utilities - energy right Water Heater Program TVA Partner Utilities - In-Home Energy Evaluation Pilot Program Missouri Residential Energy Efficiency Rebate (Offered by Members of Associated Electric Cooperative) Ameren Missouri (Electric) - Business Energy Efficiency Program Ameren Missouri (Electric) - Residential Equipment Rebates Ameren Missouri (Gas) - Business Energy Efficiency Program Ameren Missouri (Gas) - Residential Equipment Rebates Ameren Missouri - MultiFamily Income Qualified Program Ameren Missouri - Photovoltaic Rebate Program Atmos Energy - Residential Natural Gas and Weatherization Efficiency Program Citizens Electric Corporation - Residential Energy Efficiency Rebate Program City Utilities of Springfield - Commercial Energy Efficiency Rebate Program City Utilities of Springfield - Residential Energy Efficiency Rebate Program Co-Mo Electric Cooperative - Residential Energy Efficiency Rebate Program Columbia Water & Light - Commercial Super Saver Loans Columbia Water & Light - Home Performance with Energy Star Rebates Columbia Water & Light - HVAC and Lighting Efficiency Rebates Columbia Water & Light - New Home Energy Star Rebate Columbia Water & Light - Residential HVAC Rebate Program Columbia Water & Light - Residential Super Saver Loans Columbia Water & Light - Solar Rebates Cuivre River Electric - Residential Energy Efficiency Rebate Programs Empire District Electric - Commercial and Industrial Efficiency Rebates Empire District Electric - Low Income New Homes Program Empire District Electric - Residential Energy Efficiency Rebate Energy Revolving Fund Loans Independence Power and Light - New Homes Rebate Program Independence Power and Light - Residential Energy Efficiency Rebate Program Intercounty Electric Cooperative - Energy Efficiency Rebate Program Jefferson City - Property Assessed Clean Energy Kansas City Power & Light - Commercial/Industrial Energy Efficiency Rebate Program Kansas City Power & Light - Cool Homes Residential Rebate Program Kansas City Power & Light - Energy Optimizer Programmable Thermostat Program Kansas City Power & Light - ENERGY STAR New Homes Rebate Program Kansas City Power & Light - Home Performance with ENERGY STAR Kansas City Power & Light - Solar Photovoltaic Rebates Kirkwood Electric - Residential Energy Efficiency Rebate Program Laclede Gas Company - Commercial and Industrial Energy Efficiency Rebate Program Laclede Gas Company - Loan Programs for Energy Efficiency Laclede Gas Company - Residential High Efficiency Heating Rebate Program Local Option - Clean Energy Development Boards Missouri Agricultural and Energy Saving Team – A Revolutionary Opportunity (MAESTRO) Missouri Gas Energy (MGE) - Home Performance with ENERGY STAR Missouri Gas Energy (MGE) - Residential and Small Business Efficiency Rebates Missouri Rural Electric Cooperative - Residential Energy Efficiency Rebate Program Ozark Border Electric Cooperative - Residential Energy Efficiency Rebate Program Platte-Clay Electric Cooperative - Residential Energy Efficiency Rebates Sales Tax Holiday for Energy-Efficient Appliances Southwest Electric Cooperative - Residential Energy Efficiency Rebate Program St. Louis County - Residential Energy Efficiency Loan Program Tax Deduction for Home Energy Efficiency Improvements White River Valley Electric Cooperative - Energy Efficiency Rebate Program Wood Energy Production Credit Montana Alternative Energy Investment Tax Credit Alternative Energy Investment Tax Credit (Corporate) Alternative Energy Investment Tax Credit (Personal) Alternative Energy Revolving Loan Program Black Hills Power - Commercial Energy Efficiency Programs Black Hills Power - Residential Customer Rebate Program Corporate Property Tax Reduction for New/Expanded Generating Facilities Deduction For Energy-Conserving Investment Energy Conservation Installation Credit Flathead Electric Cooperative - Commercial Lighting Rebate Program Flathead Electric Cooperative - New and Manufactured Home Incentive Program Flathead Electric Cooperative - Residential Energy Efficiency Rebate Program Generation Facility Corporate Tax Exemption Montana - Residential Energy-Efficient Appliance Rebate Program Montana-Dakota Utilities - Commercial Energy Efficiency Incentive Program Montana-Dakota Utilities - Residential Energy Efficiency Rebate Program NorthWestern Energy - Commercial Energy Efficiency Rebate Program NorthWestern Energy - Custom Business Efficiency Program NorthWestern Energy - Residential Energy Efficiency Rebate Program NorthWestern Energy - USB Renewable Energy Fund Property Tax Abatement for Production and Manufacturing Facilities Renewable Energy Systems Exemption Residential Alternative Energy System Tax Credit Residential Geothermal Systems Credit State Buildings Energy Conservation Bond Program Yellowstone Valley Electric Cooperative - Residential/Commercial Efficiency Rebate Program N. Mariana Islands N. Mariana Islands - Energy Star Rebate Program Nebraska Dollar and Energy Savings Loans Lincoln Electric System (Commercial and Industrial) - Sustainable Energy Program Lincoln Electric System (Residential) - Sustainable Energy Program Metropolitan Utilities District of Omaha (Gas) - Residential High Efficiency Furnace Rebate Program MidAmerican Energy (Gas) - Residential Energy Efficiency Rebate Programs Nebraska Public Power District - Commercial Energy Efficiency Rebate Programs Nebraska Public Power District - Residential Energy Efficiency Rebate Programs Omaha Public Power District - Commercial Energy Efficiency Rebate Programs Omaha Public Power District - Residential Energy Efficiency Rebate Program Property Tax Exemption for Wind Energy Generation Facilities Renewable Energy Tax Credit (Corporate) Renewable Energy Tax Credit (Personal) Sales and Use Tax Exemption for Community Wind Projects Southern Power District - Residential Energy Efficiency Rebate Programs Nevada Local Option - Special Improvement Districts NV Energy (Northern Nevada) - Residential Energy Efficiency Rebate Program NV Energy (Northern Nevada) - Solar Hot Water Incentive Program NV Energy (Northern Nevada) - SureBet Business Energy Efficiency Rebate Program NV Energy (Southern Nevada) - Energy Plus Builder Efficiency Program NV Energy (Southern Nevada) - Residential Energy Efficiency Rebate Program NV Energy (Southern Nevada) - Solar Hot Water Incentive Program NV Energy (Southern Nevada) - SureBet Business Energy Efficiency Rebate Program NV Energy - RenewableGenerations Rebate Program NV Energy - SureBet School Energy Efficiency Rebate Program Portfolio Energy Credits Property Tax Abatement for Green Buildings Renewable Energy Producers Property Tax Abatement Renewable Energy Sales and Use Tax Abatement Renewable Energy Systems Property Tax Exemption Southwest Gas Corporation - Commercial Energy Efficient Equipment Rebate Program Southwest Gas Corporation - Large Commercial Energy Audit Program Southwest Gas Corporation - Residential Energy Efficient Products Rebate Program Southwest Gas Corporation - Smarter Greener Better Solar Water Heating Program Valley Electric Association - Solar Water Heating Program New Hampshire Community Development Finance Authority - Enterprise Energy Fund (Grant) Community Development Finance Authority - Enterprise Energy Fund (Loan) Community Development Finance Authority - Municipal Energy Reduction Fund Local Option - Energy Efficiency & Clean Energy Districts Local Option - Property Tax Exemption for Renewable Energy National Grid (Electric) - Residential Energy Efficiency Rebate Programs National Grid (Electric) – Commercial Energy Efficiency Incentive Programs National Grid (Electric) – Commercial New Construction Rebate Program National Grid (Gas) - Commercial Energy Efficiency Programs National Grid (Gas) - Residential Efficiency Rebate Program New Generation Energy - Community Food Service Efficiency Lending Program New Generation Energy - Community Solar Lending Program New Hampshire - EnergySmart Schools Program New Hampshire - Pay for Performance Program New Hampshire Electric Co-Op - Large Business Energy Solutions New Hampshire Electric Co-Op - Low-Income Energy Assistance Grant Program New Hampshire Electric Co-Op - New Equipment and Construction Program New Hampshire Electric Co-Op - Residential Energy Efficiency Rebate Programs New Hampshire Electric Co-Op - Small Business Energy Solutions New Hampshire Electric Co-Op - SmartSTART Energy Efficiency Loan Program New Hampshire Electric Co-Op - Solar Hot Water NH BFA - Business Energy Conservation Revolving Loan Fund NH PUC - Commercial and Industrial Solar Rebate Program NH PUC - Residential Solar Water Heating Rebates NH PUC - Residential Wood Pellet Central Boilers and Furnaces Rebate Program PSNH - Energy Rewards RFP Program PSNH - Large Business Energy Efficiency Retrofit Rebate Program PSNH - Municipal Smart Start Program PSNH - New Construction Energy Efficiency Rebate Program PSNH - Residential Energy Efficiency Rebate Program PSNH - Small Business Retrofit Program Renewable Energy and Energy Efficiency Business Loan Renewable Energy Rebate Program Unitil (Electric) - Commercial and Industrial Energy Efficiency Programs Unitil (Electric) - Residential Energy Efficiency Loan Program Unitil (Electric) - Residential Energy Efficiency Programs Unitil (Gas) - Commercial and Industrial Energy Efficiency Programs Unitil (Gas) - Residential Energy Efficiency Programs New Jersey Assessment of Farmland Hosting Renewable Energy Systems Clean Energy Solutions ARRA CHP Program Clean Energy Solutions Energy Efficiency Revolving Loan Fund COOLAdvantage Program Edison Innovation Clean Energy Manufacturing Fund - Grants and Loans Edison Innovation Green Growth Fund Loans ENERGY STAR Homes Program Energy Star Product Rebates Grid-Connected Renewables Program Home Performance with Energy Star Program Home Performance with Energy Star Program New Jersey Board of Public Utilities - Solar Renewable Energy Certificates (SRECs) New Jersey Comfort Partners Program New Jersey Natural Gas - SAVEGREEN On-Bill Financing Program New Jersey Natural Gas - SAVEGREEN Residential Rebate Program New Jersey Renewable Energy Incentive Program New Jersey SmartStart Buildings - Direct Install Program New Jersey SmartStart Buildings - New Construction and Retrofits New Jersey SmartStart Buildings - Pay for Performance Program Property Tax Exemption for Renewable Energy Systems PSE&G - Non-Residential Efficiency Program PSE&G - Solar Loan Program PSE&G - Whole House Efficiency Program Renewable Energy Manufacturing Incentives (for End-Use PV Installations) Solar Energy Sales Tax Exemption Utility Solar Financing Programs (ACE, JCP&L, RECO) WARMAdvantage Program Wind Manufacturing Tax Credit New Mexico Advanced Energy Gross Receipts Tax Deduction Advanced Energy Tax Credit (Corporate) Advanced Energy Tax Credit (Personal) Agricultural Biomass Income Tax Credit (Corporate) Agricultural Biomass Income Tax Credit (Personal) Alternative Energy Product Manufacturers Tax Credit Biomass Equipment & Materials Compensating Tax Deduction Central New Mexico Electric Cooperative - Residential Energy Efficiency Rebate Program El Paso Electric Company - Commercial Efficiency Program El Paso Electric Company - EPESaver High Efficiency Cooling Program El Paso Electric Company - EPESaver Home Efficiency Program El Paso Electric Company - SCORE Plus Standard Offer Program El Paso Electric Company - Small and Medium System Renewable Energy Certificate Purchase Program Energy Efficiency & Renewable Energy Bond Program Geothermal Heat Pump Tax Credit (Corporate) Geothermal Heat Pump Tax Credit (Personal) Gross Receipts Tax Exemption for Sales of Wind and Solar Systems to Government Entities Local Option - Renewable Energy Financing District/Solar Energy Improvement Special Assessments New Mexico Gas Company - Commercial Efficiency Programs New Mexico Gas Company - Residential Efficiency Programs PNM - Commercial Energy Efficiency Rebate Program PNM - Energy Star Home Builder Rebate Program PNM - Performance-Based Solar PV Program PNM - Residential Energy Efficiency Rebate Program Property Tax Exemption for Solar Systems Renewable Energy Production Tax Credit (Corporate) Renewable Energy Production Tax Credit (Personal) Solar Energy Gross Receipts Tax Deduction Solar Market Development Tax Credit Sustainable Building Tax Credit (Corporate) Sustainable Building Tax Credit (Personal) Xcel Energy - Residential and Low Income Home Energy Service Xcel Energy - Solar*Rewards Program New York Local Option - Municipal Sustainable Energy Programs Central Hudson Gas & Electric (Electric) - Commercial Energy Efficiency Program Central Hudson Gas & Electric (Electric) - Residential Energy Efficiency Rebate Program Central Hudson Gas & Electric (Gas) - Commercial Energy Efficiency Program Central Hudson Gas & Electric (Gas) - Residential Energy Efficiency Rebate Program City of Riverhead - Energy Conservation Device Permitting Fees ConEd (Electric) - Commercial and Industrial Energy Efficiency Program ConEd (Electric) - Multifamily Energy Efficiency Incentives Program ConEd (Electric) - Residential Energy Efficiency Incentives Program ConEd (Gas) - Commercial and Industrial Energy Efficiency Program ConEd (Gas) - Multi-family Energy Efficiency Incentives Program ConEd (Gas) - Residential Energy Efficiency Incentives Program Energy Conservation Improvements Property Tax Exemption Local Option - Residential Solar Sales Tax Exemption Local Option - Solar, Wind & Biomass Energy Systems Exemption Long Island Power Authority - Commercial Energy Efficiency Rebate Program Long Island Power Authority - PV Rebate Program Long Island Power Authority - Residential Energy Efficiency Rebate Program Long Island Power Authority - Residential Solar Water Heating Rebate Program Long Island Power Authority - Wind Energy Rebate Program National Fuel (Gas) - Large Non-Residential Conservation Program National Fuel (Gas) - Residential Energy Efficiency Rebates National Fuel (Gas) - Small Commercial Conservation Program National Grid (Electric) - Non-Residential Energy Efficiency Program (Upstate New York) National Grid (Gas) - Residential Energy Efficiency Rebate Programs (Metro New York) National Grid (Gas) - Residential Energy Efficiency Rebate Programs (Upstate New York) National Grid (Gas) - Commercial Energy Efficiency Rebate Programs (Metro New York) National Grid (Gas) - Commercial Energy Efficiency Rebate Programs (Upstate New York) National Grid - Residential (Electric) Energy Efficiency Rebate Programs (Upstate New York) New York City - Property Tax Abatement for Photovoltaic (PV) Equipment Expenditures New York City - Residential Solar Sales Tax Exemption New York Power Authority - Energy Services Programs for Public Entities NYSEG (Electric) - Commercial and Industrial Efficiency Program NYSEG (Electric) - Small Business Lighting Retrofit Program NYSEG (Gas) - Commercial and Industrial Efficiency Program NYSEG (Gas) - Residential Efficiency Program NYSERDA - Anaerobic Digester Gas-to-Electricity Rebate and Performance Incentive NYSERDA - Assisted Home Performance Grants NYSERDA - EmPower New York NYSERDA - Energy $mart Commercial Lighting Program Incentives NYSERDA - Energy $mart Multifamily Performance Program NYSERDA - Energy $mart New Construction Program NYSERDA - Energy Star Home Builders NYSERDA - Existing Facilities Program NYSERDA - Fuel Cell Rebate and Performance Incentive NYSERDA - Green Jobs-Green New York Financing Program NYSERDA - Green Residential Building Program NYSERDA - Home Performance with Energy Star Homeowner Financing Incentive NYSERDA - Industrial and Process Efficiency Performance Incentives NYSERDA - On-Site Small Wind Incentive Program NYSERDA - PV Incentive Program NYSERDA - RPS Customer-Sited Tier Regional Program NYSERDA - Solar Thermal Incentive Program Orange and Rockland Utilities (Electric) - Commercial Efficiency Programs Orange and Rockland Utilities (Gas) - Residential Efficiency Program Refundable Clean Heating Fuel Tax Credit (Corporate) Refundable Clean Heating Fuel Tax Credit (Personal) Residential Solar Sales Tax Exemption Residential Solar Tax Credit Residential Wood Heating Fuel Exemption RG&E (Electric) - Commercial and Industrial Efficiency Program RG&E (Electric) - Small Business Lighting Retrofit Program RG&E (Gas) - Commercial and Industrial Efficiency Program RG&E - Residential Efficiency Program Town of Babylon - Long Island Green Homes Program North Carolina Active Solar Heating and Cooling Systems Exemption Carteret-Craven Electric Cooperative - Residential Energy Efficiency Rebate Program Catawba County - Green Construction Permitting Incentive Program Chatham County - Green Building Rebate Program City of Asheville - Building Permit Fee Waiver City of High Point Electric - Residential Energy Efficiency Rebate Program City of New Bern Electric Department - Residential Energy Efficiency Rebate Program City of Statesville Electric Utility Department - Residential Energy Efficiency Rebate Program Duke Energy (Electric) - Energy Star Homes Rate Discount Program Duke Energy - Non-Residential Energy Efficiency Rebate Program Duke Energy - Residential and Builder Energy Efficiency Rebate Program Duke Energy - Standard Purchase Offer for RECs Energy Improvement Loan Program (EILP) EnergyUnited - Commercial Energy Efficient Lighting Rebate Program EnergyUnited - Residential Energy Efficient Heat Pump Rebate Program Four-County EMC - Residential Energy Efficiency Appliance Rebate Program Four-County EMC - Residential Energy Efficiency Loan Program Haywood EMC - Residential Heat Pump and Weatherization Loan Program Housing Finance Agency - SystemVision Energy Guarantee Program Local Option - Clean Energy Financing Local Option - Financing Program for Renewable Energy and Energy Efficiency Local Option - Green Building Incentives Lumbee River EMC - Energy Efficient Homes Program for Builders Lumbee River EMC - Residential and Commercial Energy Efficiency Program Lumbee River EMC - Residential Weatherization Loan Program Lumbee River EMC - Solar Water Heating Loan Program Lumbee River EMC - Solar Water Heating Rebate Program NC GreenPower Production Incentive NC Plus Program for Energy Star Homes North Carolina Green Business Fund Piedmont EMC - Rate Discount for Energy Star Homes Piedmont EMC - Residential Energy Efficiency Loan Program Piedmont EMC - Residential Energy Efficient Heat Pump Rebate Program Piedmont EMC - Residential Solar Loan Program Piedmont EMC - Solar Water Heating Rebate Program Piedmont Natural Gas - Commercial Equipment Efficiency Program Piedmont Natural Gas - Residential Equipment Efficiency Program Progress Energy Carolinas - Commercial and Industrial Energy-Efficiency Program Progress Energy Carolinas - Home Advantage Builder Rebate Program Progress Energy Carolinas - Pilot Solar Water Heating Rebate Program Progress Energy Carolinas - Rate Discount for Energy Star Homes Progress Energy Carolinas - Residential Energy Efficiency Loan Program Progress Energy Carolinas - Residential Energy Efficiency Rebate Program Progress Energy Carolinas - SunSense Commercial PV Incentive Program Progress Energy Carolinas - SunSense Commercial Solar Water Heating Incentive Program Progress Energy Carolinas - SunSense Residential PV Incentive Program Property Tax Abatement for Solar Electric Systems PSNC Energy (Gas) - Energy-Efficient Appliance Rebate Program PSNC Energy (Gas) - Green Building Rate Discount Randolph EMC - Energy Efficient Rate Discount Program Renewable Energy Equipment Manufacturer Tax Credit Renewable Energy Tax Credit (Corporate) Renewable Energy Tax Credit (Personal) Sales Tax Holiday for Energy-Efficient Appliances South River EMC - Business Energy Efficient Lighting Rebate Program South River EMC - Energy Star Homes Rebate Program South River EMC - Energy-Efficient Appliance Rebate Program South River EMC - Solar Water Heating Rebate Program Tideland EMC - Weatherization Loan Program Town of Carrboro - Worthwhile Investments Save Energy (WISE) Homes and Buildings Program Town of Chapel Hill - Worthwhile Investments Save Energy (WISE) Homes and Buildings Program TVA - Generation Partners Program TVA - Mid-Sized Renewable Standard Offer Program TVA Partner Utilities - energy right Heat Pump Program TVA Partner Utilities - energy right New Homes Program TVA Partner Utilities - energy right Water Heater Program Union Power Cooperative - Residential Energy Efficient Heat Pump Loan Program North Dakota Cass County Electric Cooperative - Residential Energy-Efficiency Loan Program Geothermal Tax Credit Large Wind Property Tax Reduction North Dakota - Residential Energy-Efficient Appliance Rebate Program Northern Plains EC - Energy Efficient Equipment Rebate Program Northern Plains EC - Residential and Commercial Energy Efficiency Loan Program Otter Tail Power Company - Dollar Smart Financing Program Otter Tail Power Company - Energy Efficiency Rebate Program Renewable Energy Property Tax Exemption Renewable Energy Tax Credit State Facility Energy Improvement Program Xcel Energy - Commercial Energy Efficiency Rebate Program Xcel Energy - Residential Energy Efficiency Rebate Programs Ohio AEP Ohio (Electric) - Residential Energy Efficiency Rebate Program AEP Ohio (Gas) - Residential Energy Efficiency Rebate Program AEP Ohio - Commercial Custom Project Rebate Program AEP Ohio - Commercial Energy Efficiency Rebate Program AEP Ohio - Commercial Self Direct Rebate Program AEP Ohio - Renewable Energy Credit (REC) Purchase Program AEP Ohio - Renewable Energy Technology Program American Municipal Power (Public Electric Utilities) - Commercial Efficiency Smart Program American Municipal Power (Public Electric Utilities) - Residential Efficiency Smart Program Butler Rural Electric Cooperative - Energy Efficiency Improvement Loan Program Butler Rural Electric Cooperative - Geothermal Rebate Program City of Akron - New Residential Construction Energy Rebate Program City of Cincinnati - Property Tax Abatement for Green Buildings City of Cleveland - Residential Property Tax Abatement for Green Buildings City of Columbus - Green Columbus Fund Columbia Gas of Ohio - Home Performance Solutions Loan Program Columbia Gas of Ohio - Home Performance Solutions Program Columbia Gas of Ohio - Programmable Thermostat Rebate Program Columbia Gas of Ohio - Small Business Energy Efficiency Program Consolidated Electric Cooperative - Heat Pump and Water Heating Rebates Dayton Power and Light - Business and Government Energy Efficiency Rebate Program Dayton Power and Light - Residential Energy Efficiency Rebate Program Dominion East Ohio (Gas) - Home Performance Program Duke Energy (Electric) - Commercial/Industrial Energy Efficiency Rebate Program Duke Energy (Gas & Electric) - Residential and Builder Energy Efficiency Rebate Program Energy Conservation for Ohioans (ECO-Link) Program Energy Conversion Facilities Sales Tax Exemption Firelands Electric Cooperative - Residential Energy Efficiency Rebate Program First Energy Ohio - Commercial Efficiency Rebates First Energy Ohio - Residential Efficiency Rebates Green Energy Ohio - GEO Solar Thermal Rebate Program Hamilton County - Home Improvement Program Local Option - Municipal Alternative Energy Revolving Loan Program Local Option - Special Energy Improvement Districts Ohio Job Stimulus Plan (Advanced Energy Program) Public Utilities Commission of Ohio - Solar Renewable Energy Credits Qualified Energy Property Tax Exemption for Projects 250 kW or Less Qualified Energy Property Tax Exemption for Projects over 250 kW (Payment in Lieu) Tax Incentives for Improving Air Quality in Ohio (Ohio Air Quality Development Authority) The Energy Cooperative - Residential Dual Fuel Heating Rebate Program Vectren Energy Delivery of Ohio (Gas) - Commercial Energy Efficiency Rebates Vectren Energy Delivery of Ohio (Gas) - Energy Star Home Rebate Vectren Energy Delivery of Ohio (Gas) - Residential Energy Efficiency Rebates Oklahoma Residential Energy Efficiency Rebate (Offered by Several Cooperative Utilities) AEP Public Service Company of Oklahoma - Non-Residential Efficiency Rebate Program AEP Public Service Company of Oklahoma - Residential Efficiency Rebate Program CenterPoint Energy (Gas) - Commercial Efficiency Rebates CenterPoint Energy (Gas) - Residential Efficiency Rebates Community Energy Education Management Program Edmond Electric - Residential Heat Pump Rebate Program Energy Efficient Residential Construction Tax Credit (Corporate) Energy Efficient Residential Construction Tax Credit (Personal) Energy Loan Fund for Schools Higher Education Energy Loan Program Local Option - County Energy District Authority OG&E - Commercial Energy Efficiency Rebate Programs OG&E - Geothermal Heat Pump Program OG&E - Residential Energy Efficiency Program Oklahoma City - Residential Energy Efficiency Loan Program Oklahoma Electric Cooperative - Energy Efficiency Rebate Program Oklahoma Municipal Power Authority - Commercial and Industrial Energy Efficiency Program Oklahoma Municipal Power Authority - Geothermal Heat Pump Rebate Program Oklahoma Municipal Power Authority - WISE Energy Efficiency Loan Program Oklahoma Municipal Power Authority - WISE Energy Efficiency Rebate Program Red River Valley REA - Heat Pump Loan Program Tax Credit for Manufacturers of Small Wind Turbines Verdigris Valley Electric Cooperative - Residential Energy Efficiency Rebate Program Zero-Emission Facilities Production Tax Credit Oregon Ashland - Green Building Incentive Ashland Electric Utility - Bright Way to Heat Water Loan Ashland Electric Utility - Bright Way to Heat Water Rebate Ashland Electric Utility - Commercial Conservation Loan Program Ashland Electric Utility - Photovoltaic Rebate Program Ashland Electric Utility - Residential Energy Efficiency Loan Program Ashland Electric Utility - Residential Energy Efficiency Rebate Programs Avista Utilities (Gas) - Oregon Prescriptive and Site Specific Commercial Incentive Program Avista Utilities (Gas) - Oregon Residential Energy Efficiency Rebate Program Avista Utilities (Gas) - Oregon Residential Weatherization Program BEF - Solar 4R Schools Business Energy Tax Credit Central Electric Cooperative - Non-Residential Lighting Rebate Central Electric Cooperative - Residential Energy Efficiency Rebate Programs Central Electric Cooperative - Solar Rebates Central Lincoln People's Utility District - Residential Energy Efficiency Rebate Programs Clean Energy Works Oregon Columbia River PUD - Commercial Energy Efficiency Rebate Programs Columbia River PUD - Residential Energy Efficiency Rebate Programs Community Renewable Energy Feasibility Fund Program Consumers Power, Inc - Residential Energy Efficiency Rebate Program Consumers Power, Inc. - New Homes Energy Efficiency Program Consumers Power, Inc. - Solar Energy System Rebate Douglas Electric Cooperative - Residential Energy Efficiency Loans Douglas Electric Cooperative - Residential Energy Efficiency Rebate Program Energy Trust - Business Energy Efficiency Rebate for Existing Buildings Energy Trust - Business Energy Efficiency Rebate for New Buildings Energy Trust - Community Wind Incentive Program Energy Trust - Custom Renewable Energy Projects Energy Trust - Home Energy Solutions for Existing Homes Energy Trust - Industrial Production Efficiency Program Energy Trust - Multifamily Home Energy Solutions Program Energy Trust - New Homes Incentive Program Energy Trust - New Homes Stand Alone Incentive Program Energy Trust - Residential Energy Star Appliance Rebate Program Energy Trust - Small Wind Incentive Program Energy Trust - Solar Electric Buy-Down Program Energy Trust - Solar Water Heating Buy-Down Program EPUD - Commercial and Industrial Energy Efficiency Rebate Program EPUD - Residential Energy Efficiency Loan Programs EPUD - Residential Energy Efficiency Rebate Program EPUD - Solar Water Heater Loan EPUD - Solar Water Heater Rebate EWEB (Gas & Electric) - New Facilities Energy Efficiency Rebate Program EWEB (Gas & Electric) - Residential Energy Efficiency Loan Programs EWEB (Gas & Electric) - Residential Energy Efficiency Rebate Programs EWEB - Energy Management Services Loan EWEB - Energy Management Services Rebate EWEB - Residential Solar Water Heating Loan Program EWEB - Residential Solar Water Heating Rebate EWEB - Solar Electric Program (Performance-Based Incentive) EWEB - Solar Electric Program (Rebate) EWEB – Existing Facilities Energy Efficiency Rebate Program Forest Grove Light & Power - Energy Efficiency Rebate Programs GreenStreet Lending Program Idaho Power - Commercial Custom Efficiency Program Idaho Power - Easy Upgrades for Simple Retrofits Rebate Program Idaho Power - Irrigation Efficiency Rewards Rebate Program Idaho Power - New Building Efficiency Program Idaho Power - Residential Energy Efficiency Rebate Programs Lane Electric Cooperative - Manufactured Homes Rebate Program Lane Electric Cooperative - Residential and Commercial Weatherization Grant Program Lane Electric Cooperative - Residential Efficiency Rebate Program Lane Electric Cooperative - Residential Energy Efficiency Loan Programs Local Option - Local Improvement Districts McMinnville Water & Light - Commercial Energy Efficiency Rebate Programs McMinnville Water & Light - Conservation Service Loan Program McMinnville Water and Light - Residential Energy Efficiency Rebate Program Midstate Electric Cooperative - Commercial and Industrial Energy Efficiency Rebate Program Midstate Electric Cooperative - Residential Conservation Rebates Monmouth Power & Light - Residential Energy Efficiency Program Oregon - Residential Energy-Efficient Appliance Rebate Program Oregon Pilot Solar Volumetric Incentive Rates & Payments Program OTECC - Agricultural Energy Efficiency Rebate Programs OTECC - Commercial Lighting Retrofit Rebate Program OTECC - Residential Energy Efficiency Rebate Program OTECC - Residential Photovoltaic Rebate Program Portland General Electric - Heat Pump Rebate Program Renewable Energy Systems Exemption Residential Energy Tax Credit Salem Electric - Low-Interest Loan Program Salem Electric - Photovoltaic Rebate Program Salem Electric - Residential, Commercial, and Industrial Efficiency Rebate Program Salem Electric - Solar Water Heater Rebate Small-Scale Energy Loan Program Springfield Utility Board - Appliance Rebate Program Springfield Utility Board - Energy Savings Plan Program Springfield Utility Board - Energy Smart Lighting Program Springfield Utility Board - Residential Energy Efficiency Loan Program Springfield Utility Board - Residential Energy Efficiency Rebate Program Springfield Utility Board - Super Good Cents Manufactured Homes Rebate Program State Home Oil Weatherization (SHOW) Program Tax Credit for Renewable Energy Equipment Manufacturers Tillamook County PUD - Dairy Lighting Retrofit Rebate Program Tillamook County PUD - Residential Energy Efficiency Loan Program Tillamook County PUD - Residential Energy Efficiency Rebate Program Pennsylvania Adams Electric Cooperative - Energy Efficiency Loan Program Allegheny Power - Commercial and Industrial Energy Efficiency Rebate Program Allegheny Power - Government, School and Non-Profit Efficiency Program Allegheny Power - Residential Energy Efficiency Rebate Program City of Philadelphia - Streamlined Solar Permitting and Fee Reduction DCED - Alternative and Clean Energy Program DCED - Alternative and Clean Energy Program DCED - Alternative and Clean Energy Program DCED - High Performance Building Incentives Program DCED - High Performance Buildings Incentive Program DCED - Wind and Geothermal Incentives Program DCED - Wind and Geothermal Incentives Program DCED - Wind and Geothermal Incentives Program Duquesne Light Company - Commercial and Industrial Energy Efficiency Program Duquesne Light Company - Residential Energy Efficiency Program Duquesne Light Company - Residential Solar Water Heating Program First Energy (MetEd, Penelec, Penn Power) - Residential Solar Water Heating Program High Performance Green Schools Planning Grants Keystone HELP - Energy Efficiency Loan Program Keystone HELP - EnergyWorks Efficiency Loan Program Met Edison - Commercial Energy Efficiency Programs Met Edison - Residential Energy Efficiency Programs Metropolitan Edison Company SEF Grants (FirstEnergy Territory) Metropolitan Edison Company SEF Loans (FirstEnergy Territory) PECO Energy (Gas & Electric) – Commercial Energy Efficiency Rebate Program PECO Energy (Gas & Electric)– Residential Energy Efficiency Rebate Program PECO Energy (Gas) – Heating Efficiency Rebate Program Penelec - Commercial Energy Efficiency Programs Penelec - Residential Energy Efficiency Programs Penelec SEF of the Community Foundation for the Alleghenies Grant Program (FirstEnergy Territory) Penelec SEF of the Community Foundation for the Alleghenies Loan Program (FirstEnergy Territory) Penn Power - Commercial Energy Efficiency Programs Penn Power - Residential Energy Efficiency Programs Pennsylvania Energy Development Authority (PEDA) - Grants Pennsylvania Green Energy Loan Fund Pennsylvania Public Utilities Commission - Solar Alternative Energy Credits Pennsylvania Sunshine Solar Rebate Program Philadelphia Gas Works - Residential EnergySense Program PPL Electric Utilities - Commercial and Industrial Energy Efficiency Rebate Program PPL Electric Utilities - Custom Energy Efficiency Program PPL Electric Utilities - LEED Certification Partnership Program PPL Electric Utilities - Residential Energy Efficiency Rebate Program Property Tax Assessment for Commercial Wind Farms Small Business Advantage Grant Program Small Business Pollution Prevention Assistance Account Loan Program Sustainable Development Fund Financing Program (PECO Territory) Sustainable Energy Fund (SEF) Loan Program (PPL Territory) West Penn Power SEF Commercial Loan Program Puerto Rico Puerto Rico - Economic Development Incentives for Renewables Puerto Rico - Excise Tax Exemption for Farmers Puerto Rico - Green Energy Fund Tier I Incentive Program Puerto Rico - Green Energy Fund Tier II Incentive Program Puerto Rico - Property Tax Exemption for Solar and Renewable Energy Equipment Puerto Rico - Sales and Use Tax Exemption for Green Energy Puerto Rico - Tax Deduction for Solar Energy Systems Rhode Island Local Option - Property Tax Exemption for Renewable Energy Systems National Grid (Electric) - Large Commercial Energy Efficiency Incentive Programs National Grid (Electric) – Residential EnergyWise Incentive Program National Grid (Electric) – Small Business Energy Efficiency Program National Grid (Gas) - Commercial Energy Efficiency Programs National Grid (Gas) – Residential EnergyWise Rebate Programs New Generation Energy - Community Food Service Efficiency Lending Program New Generation Energy - Community Solar Lending Program Renewable Energy Sales Tax Exemption Residential Renewable Energy Tax Credit (Corporate) Residential Renewable Energy Tax Credit (Personal) Residential Solar Property Tax Exemption RIEDC - Renewable Energy Fund Grants RIEDC - Renewable Energy Fund Loans South Carolina Berkeley Electric Cooperative - Earth Connect Geothermal Heat Pump Rebate Program Berkeley Electric Cooperative - Energy Efficiency Loan Program Berkeley Electric Cooperative - Energy Efficiency Rebate Program Biomass Energy Production Incentive Biomass Energy Tax Credit Blue Ridge Electric Cooperative - Heat Pump Loan Program ConserFund Loan Program Duke Energy (Electric) - Commercial and Industrial Energy Efficiency Rebate Program Duke Energy - Residential and Builder Energy Efficiency Rebate Program Duke Energy - Standard Purchase Offer for RECs Energy Efficient Manufactured Homes Incentive Tax Credit EnergyUnited - Commercial Energy Efficient Lighting Rebate Program Palmetto Clean Energy (PaCE) Program Palmetto Electric Cooperative - Buried Treasure Rebate Program Pee Dee Electric Cooperative - Energy Efficient Home Improvement Loan Program Pee Dee Electric Cooperative - Residential Energy Efficiency Rebate Program Piedmont Natural Gas - Commercial Equipment Efficiency Program Piedmont Natural Gas - Residential Equipment Efficiency Program Progress Energy Carolinas - Commercial Energy Efficiency Program Progress Energy Carolinas - Home Advantage Builder Rebate Program Progress Energy Carolinas - Pilot Solar Water Heating Rebate Program Progress Energy Carolinas - Rate Discount for Energy Star Homes Progress Energy Carolinas - Residential Energy Efficiency Loan Program Progress Energy Carolinas - Residential Energy Efficiency Rebate Program Progress Energy Carolinas - SunSense Commercial PV Incentive Program Progress Energy Carolinas - SunSense Commercial Solar Water Heating Incentive Program Rock Hill Utilities - Water Heater and Heat Pump Rebate Program Sales Tax Exemption for Hydrogen Fuel Cells Sales Tax Incentives for Energy-Efficient Manufactured Homes Santee Cooper - Commercial Energy Efficiency Rebate Program Santee Cooper - Good Cents Energy Efficiency Loan Program Santee Cooper - Renewable Energy Resource Loans Santee Cooper - Residential Energy Efficiency Rebate Program SCE&G (Electric) - Commercial EnergyWise Program SCE&G (Electric) - Residential EnergyWise Program SCE&G (Gas) - Residential EnergyWise Program Solar Energy and Small Hydropower Tax Credit (Corporate) Solar Energy and Small Hydropower Tax Credit (Personal) York Electric Cooperative - Dual Fuel Heat Pump Rebate Program South Dakota Black Hills Power - Commercial Energy Efficiency Programs Black Hills Power - Residential Customer Rebate Program Energy Efficiency Revolving Loan Program Large Commercial Wind Exemption and Alternative Taxes MidAmerican Energy (Electric) - Commercial EnergyAdvantage Rebate Program MidAmerican Energy (Gas & Electric) - Residential Energy Efficiency Rebate Programs MidAmerican Energy (Gas) - Commercial EnergyAdvantage Rebate Program MidAmerican Energy (Gas) - Residential Energy Efficiency Rebate Programs Montana-Dakota Utilities (Gas) - Commercial Natural Gas Efficiency Rebate Program Montana-Dakota Utilities (Gas) - Residential Energy Efficiency Rebate Program Montana-Dakota Utilities (Gas) - Residential New Construction Rebate Program Otter Tail Power Company - Commercial Energy Efficiency Rebate Program Otter Tail Power Company - Dollar Smart Financing Program Otter Tail Power Company - Residential Energy Efficiency Rebate Program Renewable Energy System Exemption Southeastern Electric - Electric Equipment Loan Program Wind and Transmission Construction Tax Refund Tennessee Bristol Tennessee Electric Service - Energy Savings Loan Program Commercial Energy Efficiency Loan Program Cookeville Electric Department - Residential Energy Efficiency Rebate Program Cumberland EMC - Energy Efficient New Homes Program Electric Power Board of Chattanooga - Energy Efficient New Homes Program for Builders & Developers Energy Efficient Schools Initiative - Grants Energy Efficient Schools Initiative - Loans Gibson Electric Membership Corporation - Energy Efficiency Rebates Gibson Electric Membership Corporation - Residential Energy Efficient Water Heater Loan Program Green Energy Tax Credit Local Government Energy Loan Program Memphis Light, Gas and Water (Electric) - Commercial Efficiency Advice and Incentives Program Middle Tennessee EMC - Residential Energy Efficiency Rebate Program Murfreesboro Electric Department - Energy Efficiency Rebate Program Sales and Use Tax Credit for Emerging Clean Energy Industry Sales Tax Credit for Clean Energy Technology Southwest Tennessee EMC - Residential Energy Efficiency Rebate Program Tennessee - Residential Energy Efficient Appliance Rebates TVA - Energy Right Solutions for Business TVA - Generation Partners Program TVA - Mid-Sized Renewable Standard Offer Program TVA Partner Utilities - energy right Heat Pump Program TVA Partner Utilities - energy right New Homes Program TVA Partner Utilities - energy right Water Heater Program TVA Partner Utilities - In-Home Energy Evaluation Program Upper Cumberland EMC - Energy Efficiency Rebate Programs Winchester Utilities - Residential Energy Efficiency Rebate Program Wind Energy Systems Exemption Texas AEP (Central and SWEPCO) - Coolsaver A/C Tune Up AEP (Central, North and SWEPCO) - SCORE, CitySmart, and Commercial Solutions AEP SWEPCO - SMART Source Solar PV Program AEP Texas Central Company - ENERGY STAR Builder Efficiency Program AEP Texas Central Company - SMART Source Solar PV Rebate Program AEP Texas North Company - SMART Source Solar PV Rebate Program Austin Energy - Commercial Energy Management Rebate Program Austin Energy - Commercial New Construction Efficiency Rebates Austin Energy - Commercial PV Incentive Program Austin Energy - Energy Miser Vending Products Program Austin Energy - Free Home Energy Improvements Program Austin Energy - Multi-Family Energy Efficiency Rebate Program Austin Energy - Residential Energy Efficiency Loan Program Austin Energy - Residential Energy Efficiency Rebate Program Austin Energy - Residential Solar PV Rebate Program Austin Energy - Small Business Energy Efficiency Rebate Program Austin Energy - Solar Water Heating Rebate Bandera Electric Cooperative - Residential Heat Pump Rebate Program Bryan Texas Utilities - Commercial Lighting Program Bryan Texas Utilities - Energy Efficiency Loan Program Bryan Texas Utilities - Solar Hot Water Rebate Program Bryan Texas Utilities - Solar PV Rebate Program CenterPoint Energy - Commercial and Industrial Standard Offer Program CenterPoint Energy - ENERGY STAR Homes Efficiency Program CenterPoint Energy - Residential and Small Commercial Efficiency Program CenterPoint Energy - SCORE and CitySmart Program City of Dallas - Green Building Expedited Plan Review City of Houston - Energy Efficiency Incentive Program City of Houston - Property Tax Abatement for Green Buildings City of San Antonio -Tax Abatement Scorecard Program City of San Antonio and CPS Energy - City Lights Small Business Energy Efficiency Program City of Sunset Valley - PV Rebate Program City of Sunset Valley - Solar Water Heating Rebate Program College Station Utilities - Residential Energy Back II Rebate Program CoServ - Solar Energy Rebate CoServ Electric Cooperative - Commercial Energy Efficient Lighting Rebate Program CoServ Electric Cooperative - Residential Energy Efficiency Rebate Program CPS Energy - Commercial Energy Efficiency Rebates CPS Energy - New Commercial Construction Incentives CPS Energy - New Residential Construction Incentives CPS Energy - Residential Energy Efficiency Rebate Program CPS Energy - Solar Hot Water Rebate Program CPS Energy - Solar PV Rebate Program CPS Energy - Solartricity Producer Program Denton Municipal Electric - GreenSense Energy Efficiency Rebate Program Denton Municipal Electric - GreenSense Solar Rebate Program Denton Municipal Electric - Standard Offer Rebate Program Department of Rural Affairs - Renewable Energy Demonstration Pilot Program El Paso Electric - SCORE, Hard to Reach, and Commercial Solutions El Paso Electric Company - Residential Solutions Program El Paso Electric Company - Solar PV Pilot Program Entergy Texas - Energy Star Homes Program for Builders Entergy Texas - Residential and Small Commercial Standard Offer Program Entergy Texas - SCORE, CitySmart, and Commercial Solutions Programs Entergy Texas - Solar PV Pilot Program Farmers Electric Cooperative - Residential/Agricultural Energy Efficiency Rebate Program Garland Power & Light: Energy Efficiency Rebate Programs Garland Power & Light: Small Commercial Lighting Rebate Program Guadalupe Valley Electric Cooperative - Conservation Plan 7 Loan Program Guadalupe Valley Electric Cooperative - Renewable Energy Rebates Guadalupe Valley Electric Cooperative - Residential Energy Efficiency Rebate Programs Harris County - Green Building Tax Abatement for New Commercial Construction LoanSTAR Revolving Loan Program Local Option - Contractual Assessments for Energy Efficient Improvements Magic Valley Electric Cooperative - ENERGY STAR Builders Program Magic Valley Electric Cooperative - Value Incentives Program (VIP) Memorial Day Weekend Sales Tax Holiday for Energy-Efficient Products New Braunfels Utilities - Energy Efficiency and Water Conservation Rebate Programs New Braunfels Utilities - Residential Solar Water Heater Rebate Program Oncor Electric Delivery - City and School Matching Grant Program Oncor Electric Delivery - Energy Star Homes Program Oncor Electric Delivery - Government and Education Facilities Program Oncor Electric Delivery - Home Energy Efficiency Oncor Electric Delivery - Large Commercial and Industrial Rebate Program Oncor Electric Delivery - PV Incentive Program Oncor Electric Delivery - Solar Water Heating Incentive Program Pedernales Electric Cooperative (Gas & Electric) - HVAC Rebate Program Pedernales Electric Cooperative - Commercial Lighting Rebate Program Renewable Energy Systems Property Tax Exemption Solar and Wind Energy Business Franchise Tax Exemption Solar and Wind Energy Device Franchise Tax Deduction Texas Gas Service - Commercial WashWise Energy Efficiency Rebate Program Texas Gas Service - Commercial Water Heating Energy Efficiency Program Texas Gas Service - Food Service Equipment Program Texas Gas Service - Residential Energy Efficiency Rebate Program Texas New Mexico Power Company - Solar PV Pilot Program Texas-New Mexico Power Company - Energy Star Homes Market Transformation Program Texas-New Mexico Power Company - Nonresidential Energy Efficiency Standard Offer Program Texas-New Mexico Power Company - Residential and Small Commercial Energy Efficiency Program Tri-County Electric Cooperative - Energy Efficient Water Heater Rebate Program United Cooperative Services - Residential Energy Efficiency Rebate Program Xcel Energy - Commercial and Industrial Standard Offer Program Xcel Energy - Residential and Hard-to-Reach Standard Offer Program Utah Alternative Energy Development Incentive City of St. George - Energy Star Appliance Rebate Program Questar Gas - Commercial Energy Efficiency Rebate Program Questar Gas - Home Builder Gas Appliance Rebate Program Questar Gas - Residential Energy Efficiency Rebate Programs Questar Gas - Residential Solar Assisted Water Heating Rebate Program Renewable Energy Sales Tax Exemption Renewable Energy Systems Tax Credit (Corporate) Renewable Energy Systems Tax Credit (Personal) Revolving Loan Fund for Energy Efficiency Projects in School Districts and Political Subdivisions Rocky Mountain Power - Energy FinAnswer Rocky Mountain Power - FinAnswer Express Rocky Mountain Power - New Homes Program for Builders Rocky Mountain Power - Residential Energy Efficiency Rebate Program Rocky Mountain Power - Self-Direction Credit Program Rocky Mountain Power - Solar Incentive Program State Facility Energy Efficiency Fund Utah Home Performance Washington City Power - PV Rebate Program Vermont Burlington Electric Department - Commercial Energy Efficiency Rebate Program Burlington Electric Department - Multi-Family Rental Energy Efficiency Rebate Program Burlington Electric Department - Residential Energy Efficiency Rebate Program Business Tax Credit for Solar (C-Corps) Business Tax Credit for Solar (Individual Filers) Clean Energy Development Fund (CEDF) Loan Program CVPS - Biomass Electricity Production Incentive CVPS - Biomass Grants Efficiency Vermont - Agricultural Lighting Rebate Program Efficiency Vermont - Commercial Lighting and LED Lighting Incentives Efficiency Vermont - Compressed Air Systems Efficiency Vermont - Home Performance with ENERGY STAR (Existing Residential) Efficiency Vermont - HVAC Equipment Rebate Program Efficiency Vermont - Incentives for Integrated Design and High Efficiency Equipment Efficiency Vermont - Multifamily Apartment Rebate Program Efficiency Vermont - newLIGHT Incentive Program Efficiency Vermont - Small Commercial Refrigeration Incentive Efficiency Vermont - Vermont ENERGY STAR Homes (New Construction) Green Mountain Power - Solar GMP Local Option - Property Assessed Clean Energy Local Option - Property Tax Exemption New Generation Energy - Community Food Service Efficiency Lending Program New Generation Energy - Community Solar Lending Program Renewable Energy Systems Sales Tax Exemption Vermont Economic Development Authority and Efficiency Vermont - Business Energy Conservation Loan Program Vermont Gas - Commercial Energy Efficiency Program Vermont Gas - Residential Energy Efficiency Loan and Rebate Program Vermont Gas - Residential Energy Efficiency Program Vermont Small-Scale Renewable Energy Incentive Program Vermont Standard Offer for Qualifying SPEED Resources Virgin Islands U.S. Virgin Islands - Discretionary Grant Program U.S. Virgin Islands - Energy Efficiency & Renewable Energy Rebate Program U.S. Virgin Islands - Energy Efficiency Residential Rebates U.S. Virgin Islands - Solar Thermal Revolving Loan Virginia Arlington County - Green Building Incentive Program Charlottesville Gas - Residential Energy Efficiency Rebate Program City of Danville Utilities - Residential Energy Efficiency Rebate Program City of Fredericksburg - Home Performance with Energy Star (GW-HELP) Clean Energy Manufacturing Incentive Grant Progam Columbia Gas of Virginia - Business Efficiency Rebate Program Columbia Gas of Virginia - Home Savings Rebate Program Commonwealth's Energy Leasing Program Commonwealth's Master Equipment Leasing Program Dominion Virginia Power - Commercial Energy Efficiency Programs Green Jobs Tax Credit Hampton Roads - Next Step Energy Efficiency Rebate Program Income Tax Deduction for Energy-Efficient Products Local Option - Clean Energy Financing Local Option - Property Tax Assessment for Energy Efficient Buildings Local Option - Property Tax Exemption for Solar Richmond Department of Public Utilities (Gas) - Energy Conservation Rebates Sales Tax Exemption for Energy-Efficient Products (Sales Tax Holiday) Solar Manufacturing Incentive Grant (SMIG) Program TVA - Generation Partners Program TVA - Mid-Sized Renewable Standard Offer Program TVA Partner Utilities - energy right Heat Pump Program TVA Partner Utilities - energy right New Homes Program TVA Partner Utilities - energy right Water Heater Program TVA Partner Utilities - In-Home Energy Evaluation Program Virginia - Geothermal Heat Pump Rebate Program Virginia - Home Efficiency Rebate Program Virginia - Residential Energy-Efficient Appliance Rebates Virginia Natural Gas - Residential Energy Efficiency Rebate Program Virginia Resources Authority - Project and Equipment Financing Washington Gas - Residential Energy Efficiency Rebate Program Washington Avista Utilities (Electric) - Commercial Energy Efficiency Incentives Program Avista Utilities (Electric) - Commercial Lighting Energy Efficiency Program Avista Utilities (Electric) - Residential Energy Efficiency Rebate Programs Avista Utilities (Electric) - Residential Energy Efficiency Rebate Programs Avista Utilities (Gas & Electric) - Commercial Food Equipment Rebates Avista Utilities (Gas) - Commercial Energy Efficiency Incentives Program Avista Utilities (Gas) - Residential Energy Efficiency Rebate Programs BEF - Solar 4R Schools Benton PUD - Commercial and Agricultural Energy Efficiency Rebate Programs Benton PUD - Energy Efficient Home Builders Rebate Program Benton PUD - Energy Efficient Manufactured Homes Rebate Program Benton PUD - Residential Energy Efficiency Rebate Programs Cascade Natural Gas - Commercial Efficiency Rebate Program Cascade Natural Gas - Conservation Incentives for Existing Homes Cascade Natural Gas - Conservation Incentives for New Homes Chelan County PUD - Residential Weatherization Rebate Program Chelan County PUD - Sustainable Natural Alternative Power Producers Program City of Seattle - Built Green Grant Program City of Seattle - Density Bonus for Green Buildings Clallam County PUD - Residential and Small Business Efficiency Loan Program Clallam County PUD - Residential and Small Business Solar Loan Program Clallam County PUD - Residential Efficiency Rebate Program Clark Public Utilities - Commercial Energy Efficiency Rebate Programs Clark Public Utilities - Residential Energy Efficiency Rebate Program Clark Public Utilities - Residential Heat Pump Loan Program Clark Public Utilities - Residential Weatherization Loan Program Clark Public Utilities - Solar Energy Equipment Loan Clark Public Utilities - Solar Water Heater Rebate Columbia Rural Electric Association - Irrigation Energy Efficiency Rebate Program Columbia Rural Electric Association - Residential Energy Efficiency Rebate Program Cowlitz County PUD - Commercial Energy Efficiency Rebate Programs Cowlitz County PUD - Energy Star Homes Program for Builders Cowlitz County PUD - H2 AdvantagePlus Residential Heat Pump Program Cowlitz County PUD - Residential Energy Efficient Appliance Rebate Program Cowlitz County PUD - Residential Weatherization Plus Program Evergreen Sustainable Development Standard for Affordable Housing Ferry County PUD #1 - Off-Grid Solar PV Financial Assistance Ferry County PUD #1 - Residential Energy Efficiency Rebate Programs Franklin County PUD - Energy Efficiency Rebate Program Grant County PUD - EnergyStar New Home Certification Program Grant County PUD - Residential Energy Efficiency Rebate Program Grant County PUD - Residential Loan Program Grays Harbor PUD - Non-Residential Energy Efficiency Rebate Program Grays Harbor PUD - Residential Energy Efficiency Loan Program Grays Harbor PUD - Residential Energy Efficiency Rebate Program Grays Harbor PUD - Solar Water Heater Loan Grays Harbor PUD - Solar Water Heater Rebate Inland Power & Light Company - Agricultural Energy Efficiency Rebate Programs Inland Power & Light Company - Residential Energy Efficiency Rebate Programs Klickitat PUD - Solar PV Loan Program Klickitat PUD - Solar PV Rebate Lakeview Light and Power - Commercial Lighting Rebate Program Lakeview Light and Power - Energy Smart Commercial Rebate Program Lewis County PUD - Commercial and Industrial Energy Efficiency Rebate Program Mason County PUD 3 - Appliance Rebate Program Mason County PUD 3 - Commercial Conservation Rebate Program Mason County PUD 3 - Residential Energy Improvement Rebate Program Modern Electric Water Company - Residential Efficiency Rebate Program NW Natural (Gas) - Business Energy Efficiency Rebate Program NW Natural (Gas) - New Homes Stand Alone Incentive Program NW Natural (Gas) - Residential Energy Efficiency Rebate Program Okanogan County PUD - Residential Energy Efficiency Rebate Program Okanogan County PUD - Sustainable Natural Alternative Power Program Okanogan PUD - Conservation Loan Program Orcas Power & Light - Photovoltaic Rebate Orcas Power & Light - Production Incentive Orcas Power & Light - Residential Energy Efficiency Rebate Program Pacific County PUD - Solar Water Heater Rebate Pacific Power - Energy FinAnswer Pacific Power - Energy Star New Homes Program For Builders Pacific Power - FinAnswer Express Pacific Power - Residential Energy Efficiency Rebate Programs Pend Oreille PUD - Commercial and Industrial Rebate Program Pend Oreille PUD - Manufactured Home Rebate Program Pend Oreille PUD - Residential Energy Efficiency Rebate Program Peninsula Light Company - Commercial Efficient Lighting Rebate Program Peninsula Light Company - Residential Energy Efficiency Rebate Program Port Angeles Public Works & Utilities - Commercial and Industrial Energy Efficiency Rebate Program Port Angeles Public Works & Utilities - Residential Energy Efficiency Rebate Program Port Angeles Public Works & Utilities - Solar Energy Loan Program Puget Sound Energy - Commercial Energy Efficient Equipment Rebate Programs Puget Sound Energy - Commercial New Construction Energy Efficiency Grant Program Puget Sound Energy - Commercial Retrofit Energy Efficiency Grant Program Puget Sound Energy - Multi-Family Efficiency Programs Puget Sound Energy - Portable Classroom Energy Efficient Controls Rebate Program Puget Sound Energy - Residential Energy Efficiency Rebate Programs Puget Sound Energy - Resource Conservation Manager Program Renewable Energy Sales and Use Tax Exemption Richland Energy Services - Energy Efficient Commercial Lighting Program Richland Energy Services - Residential Energy Conservation & Solar Loan Program Richland Energy Services - Residential Energy Efficiency Rebate Program Richland Energy Services - Residential Solar Power Rebate Program Seattle City Light - Built Smart Program for Builders and Architects Seattle City Light - Commercial Energy Efficiency Rebate Programs Seattle City Light - Multi-Family Residential Energy Efficiency Rebate Program Seattle City Light - New Construction Incentive Program Seattle City Light - Residential Energy Efficiency Rebate Program Seattle City Light - Vending Machine Rebate Program Snohomish County PUD No 1 - Build with Energy Star Program Snohomish County PUD No 1 - Commercial and Industrial Energy Efficiency Program Snohomish County PUD No 1 - Residential Energy Efficiency Rebate Program Snohomish County PUD No 1 - Residential Weatherization & Heating Program Snohomish County PUD No 1 - Solar Express Loan Program Snohomish County PUD No 1 - Solar Express Rebate Program Tacoma Power - Commercial and Industrial Energy Efficiency Rebate Programs Tacoma Power - Residential Energy Efficiency Rebate Program Tacoma Power - Residential Weatherization Rebate Program Tax Abatement for Solar Manufacturers Vera Irrigation District #15 - Energy Efficiency Rebate Program Washington Renewable Energy Production Incentives West Virginia AEP Appalachian Power - Commercial and Industrial Rebate Programs AEP Appalachian Power - Residential Home Retrofit Program Residential Solar Energy Tax Credit Special Assessment for Wind Energy Systems Tax Exemption for Wind Energy Generation West Virginia - Residential Energy-Efficient Appliance Rebates Wisconsin Alliant Energy (Wisconsin Power and Light) - Farm Wiring Financing Program Alliant Energy (Wisconsin Power and Light) - Farm Wiring Grant Program Alliant Energy (Wisconsin Power and Light) - Shared Savings Program Barron Electric Cooperative - Commercial, Industrial, and Agricultural Energy Efficiency Rebate Program Barron Electric Cooperative - Energy Star Appliance & Energy Efficient Lighting Rebate Program Barron Electric Cooperative - Residential Energy Resource Conservation Loan Program Cedarburg Light & Water Utility - Commercial Energy Efficiency Rebate Program Cedarburg Light & Water Utility - Commercial Shared Savings Loan Program Cedarburg Light & Water Utility - Residential Energy Efficiency Rebate Program City of Madison - Green Madison Revolving Loan Program City of Milwaukee - Energy Efficiency (Me2) Revolving Loan Program City of Milwaukee - Solar Financing Eau Claire Energy Cooperative - Non-Residential Energy Efficiency Rebate Programs Eau Claire Energy Cooperative - Residential Energy Efficiency Rebate Program Focus on Energy - Commercial/Industrial Buildings Multi-Project Bonus (WPS Customers Only) Focus on Energy - Commercial/Industrial Efficiency in Existing Buildings Focus on Energy - Commercial/Industrial Efficiency in New Construction Focus on Energy - Efficient Heating and Cooling Cash-Back Rewards Focus on Energy - Efficient Heating and Cooling Cash-Back Rewards (WPS Customers Only) Focus on Energy - Energy-Efficient Products Cash-Back Rewards Focus on Energy - Home Performance & Efficient Heating and Cooling Loan Program Focus on Energy - Home Performance with Energy Star Focus on Energy - Home Performance with Energy Star (WPS Customers Only) Focus on Energy - Home Performance with Energy Star Loan Program (WPS Customers Only) Focus on Energy - Incentives for Existing Multi-Family Buildings Focus on Energy - Incentives for Multi-Family New Construction Focus on Energy - Renewable Energy Grant Programs Focus on Energy - Renewable Energy Incentives Local Option - Energy-Efficiency Improvement Loans Madison Gas & Electric - Clean Power Partner Solar Buyback Program Madison Gas & Electric - Commercial Energy Efficiency Loan Program Marshfield Utilities - Heat Pump Rebate Program Renewable Energy Sales Tax Exemptions River Falls Municipal Utilities - Business Energy Efficiency Rebate Program River Falls Municipal Utilities - Distributed Solar Tariff River Falls Municipal Utilities - Non-Profit Energy Efficiency Rebate Program River Falls Municipal Utilities - Renewable Energy Finance Program River Falls Municipal Utilities - Residential Energy Efficiency Rebate Program Riverland Energy Cooperative - Commercial and Industrial Energy Efficiency Rebate Program Riverland Energy Cooperative - Residential Energy Efficiency Rebate Program Solar and Wind Energy Equipment Exemption We Energies (Electric) - Multifamily, Small Business and Nonprofit Efficiency Rebate Program We Energies (Gas) - Multifamily, Small Business and Nonprofit Efficiency Rebate Program We Energies - Biogas Buy-Back Rate We Energies - Livestock and Dairy Farm Electrical Re-wiring Program Woody Biomass Harvesting and Processing Tax Credit (Corporate) Woody Biomass Harvesting and Processing Tax Credit (Personal) Xcel Energy (Electric) - Residential Conservation Programs Xcel Energy (Gas) - Residential Conservation Programs Xcel Energy - Farm Rewiring Grants Xcel Energy - Farm Rewiring Loan Program Xcel Energy - Renewable Energy Buy-Back Rates Wyoming Black Hills Power - Commercial Energy Efficiency Programs Black Hills Power - Residential Customer Rebate Program Carbon Power & Light - Residential and Commercial Energy Efficiency Rebate Program Cheyenne Light, Fuel and Power (Electric) - Commercial and Industrial Efficiency Rebate Program Cheyenne Light, Fuel and Power (Electric) - Residential Energy Efficiency Rebate Program Cheyenne Light, Fuel and Power (Gas) - Commercial and Industrial Efficiency Rebate Program Cheyenne Light, Fuel and Power (Gas) - Residential Energy Efficiency Rebate Program Local Option - Energy Improvement Loan Program Lower Valley Energy - Residential Energy Efficiency Rebate Program Montana-Dakota Utilities (Gas) - Residential Energy Efficiency Rebate Program Powder River Energy Corporation - Conservation Loan Program Powder River Energy Corporation - Renewable Energy Loan Program Questar Gas - Commercial Energy Efficiency Rebate Program Questar Gas - Home Builder Gas Appliance Rebate Program Questar Gas - Residential Energy Efficiency Rebate Programs Questar Gas - Residential Solar Assisted Water Heating Rebate Program Renewable Energy Sales Tax Exemption Rocky Mountain Power - Energy FinAnswer Rocky Mountain Power - FinAnswer Express Rocky Mountain Power - Residential Energy Efficiency Rebate Program Rocky Mountain Power - Self-Direction Credit Program Small Business Non-Profit Energy Audit Program Wyoming Energy Savers Loan SAMPLE GREEN CERTIFICATION PROGRAMS Building & Construction U.S. Green Building Council The Washington, D.C.-based U.S. Green Building Council (USGBC) is a 501 c3 non-profit organization committed to a prosperous and sustainable future for our nation through cost-efficient and energy-saving green buildings. National Green Building Program The suite of services was unveiled in February 2008 to provide a comprehensive set of educational resources, advocacy tools, a credible green standard, and referrals to a national green home certification system by the NAHB Research Center, a qualified and independent third party. Collectively, these offerings help home builders anywhere build green. BREEAM BREEAM is the world's foremost environmental assessment method and rating system for buildings, with 200,000 buildings with certified BREEAM assessment ratings and over a million registered for assessment since it was first launched in 1990. Green Business Green Business Bureau The mission of the Green Business Bureau is to foster environmental awareness among businesses and promote business practices that are both environmentally responsible and commercially beneficial. We serve as a national third-party program that provides certification for businesses that follow environmentally responsible practices. Institute for Green Business Certification In the spring of 2006, a small group of environmentally concerned business people met to develop a set of national standards for which a business could achieve an accreditation as a "Green Business". There were no uniform standards to evaluate the environmental practices of a business. Nor was there an established accreditation process. That's what the Institute for Green Business Certification, Inc. (IGBC) does! Green Seal Green Seal is a non-profit organization that uses science-based programs to empower consumers, purchasers and companies to create a more sustainable world. Green-e Green-e is the nation's leading independent consumer protection program for the sale of renewable energy and greenhouse gas reductions in the retail market. Green-e offers certification and verification of renewable energy and greenhouse gas mitigation products. It is a program of Center for Resource Solutions. SBA SUPPORT PROGRAMS For existing small businesses wishing to purchase or construct facilities incorporating energy saving technologies or retrofit existing facilities resulting in a 10% decrease in energy consumption, they are now eligible to obtain SBA financing of up to $4 million for the project. The total cost of a “green project” can go as high as $9 million using the new public policy goal since the $4 million cap on the SBA 504 loan represents only 40% of the project cost. Some of the most common ways to achieve a 10% decrease in energy consumption now include improved insulation and lighting, improved HVAC, energy efficient windows and a number of other design features. New energy conservation technologies continue to be developed to make buildings and businesses more energy efficient so even more options will no doubt become available in the future. In addition, small businesses generating renewable energy such as solar, biomass, hydropower, ocean thermal, geothermal and wind are also eligible to finance their real estate purchase or construction project with up to $4 million from the SBA 504 loan program. Generating renewable energy does not need to be the company’s primary business activity, just a method of meeting its own energy needs. Projects in any industry could, for example, purchase solar panels for their own use and qualify for an SBA 504 loan of up to $4 million. The last type of small business projects that qualify under these new green business incentives are those small businesses that incorporate sustainable design into their facilities as defined by the Leadership in Energy and Environmental Design (LEED) standards and the Green Building Certificate Institute. Working with qualified architects and engineers to create a “green building” will make a small business eligible for an SBA loan for up to $2 million in SBA 504 financing. BIBLIOGRAPHY The books selected in this bibliography are chosen to support business owners and executives in expanding their knowledge about what has worked for others. Confessions of a Radical Industrialist Profits, People, Purpose - Doing Business by Respecting the Earth Shows how Anderson revolutionized his company, in the process bringing costs down, improving quality, making it one of Fortune’s “100 Best Companies to Work For” — and driving up profits. Ray Anderson McClelland & Stewart, 2009 Cradle to Cradle Remaking the Way We Make Things A manifesto for a radically different philosophy and practice of manufacture and environmentalism William McDonough and Michael Braungart North Point Press, 2002 The Ecology of Commerce A Declaration of Sustainability A treatise about the perceived antagonism between ecology and business. Paul Hawken, HarperCollins, 2010 Green to Gold How smart companies use environmental strategy to innovate, create value, and build competitive advantage It demonstrates how corporations create value by building environmental thinking into their overall business strategies. Daniel C Esty; Andrew S Winston New Haven: Yale University Press, 2006 Green Your Work Boost Your Bottom Line While Reducing Your Carbon Footprint Kim Carlson Shows managers practical steps to make their companies environmentally responsible while staying profitable and efficient. Adams Media, 2008 Stirring It Up How to Make Money and Save the World A manual for managers at any size company who have an earnest interest in learning how to save the world while enriching employees and shareholders Gary Hirshberg Hyperion, 2008