Attachment D.docx

energy.gov/scep

SCEO Home Energy Rebates Implementation Plan 2 South Carolina Home Energy Rebate Programs Implementation Plan August 2025

Table of Contents

1. Program Summary

1.1 Home Energy Rebate Programs Overview

The Inflation Reduction Act (IRA) of 2022 represents the single largest investment in energy efficiency in American history. Under this legislation, the U.S. Department of Energy (DOE) has been authorized to implement two Home Energy Rebate programs: the HOMES Program and the HEAR Program.

South Carolina has been awarded a total of $137.2 million to implement these programs, with $68.7 million allocated to the HOMES Program and $68.5 million to the HEAR Program.

The combined impact of the HOMES and HEAR Programs in South Carolina may be significant, including improving the quality of life for residents, lowering household energy costs, reducing statewide energy demand, and contributing to a more resilient energy grid. By reducing household energy expenditures, the programs will advance sustainable energy practices and enhance the stability of the broader energy infrastructure.

In alignment with the proportion of low-income households across the state, South Carolina will allocate at least 39.9% of total rebate funding to low-income households (defined as those with incomes below 80% of the area median income (AMI)). Additionally, at least 10% of rebate funds will be directed to support energy efficiency improvements in low-income multifamily buildings.

SCEO anticipates launching both programs in 2026, beginning with a targeted pilot followed by full statewide implementation.

1.2 Guiding Principles

SCEO has developed South Carolina’s HOMES and HEAR Programs with a focus on helping low-income South Carolinians improve their homes and lower their energy costs. SCEO has established the following four guiding principles for implementing the Home Energy Rebates Program:

(1) Provide Holistic Improvements to Residents’ Lives: Ensure education efforts, technology systems, contractor practices, program integrations, and rebate levels are designed to meet diverse needs while lowering household energy costs;

(2) Provide Statewide Program Accessibility: Encourage program participation across all regions of South Carolina through broad outreach, education, and targeted partnerships to support hard-to-reach populations;

(3) Distribute Funds Efficiently and Drive Tangible Impact: Promote program stewardship and drive impact by distributing funds efficiently, including by leveraging household and building-wide categorical eligibility; and

(4) Leverage Existing Infrastructure and Partnerships: Build upon existing energy efficiency and workforce development efforts, integrating them with utility and other statewide programs to maximize energy savings and support long-term reductions in energy costs for South Carolinians.

1.3 Program Timeline

SCEO anticipates launching the HOMES and HEAR rebate programs in Q2 2026, following a phased implementation strategy designed to promote operational readiness and ensure compliance with DOE requirements.

SCEO plans to contract with the program implementer in the Fall 2025 to support final program planning, system development, stakeholder coordination, and operational readiness activities. Prior to onboarding an implementer, SCEO will submit its required implementation blueprints for the HOMES and HEAR programs and obtain DOE approval. Per DOE guidance, blueprint approval must be received at least 60 days prior to the program launch.

To facilitate a smooth transition to full implementation, SCEO will conduct a targeted pilot in Q1 2026, approximately 90 days before the statewide rollout. This initial phase will allow SCEO and its implementer to test rebate systems, onboard and train contractors, and resolve early-stage issues that may arise during implementation.

This staged approach will provide SCEO the opportunity to fine-tune workflows, validate operational systems, strengthen partner coordination, and ensure a successful and seamless full launch in Q2 2026.

1.4 Rebate Levels

South Carolina is committed to ensuring the HOMES and HEAR Programs are practical and accessible for low-income households, which are more likely to reside in homes where whole-home retrofits can generate significant energy savings and lower utility bills.

Market analysis suggests that the rebate amounts proposed under the DOE’s default scenario would still result in substantial out-of-pocket costs, making it cost-prohibitive for many low-income households to invest in eligible energy efficiency improvements that achieve 20-34% energy savings. In response, South Carolina will provide higher rebate amounts to cover 100% of project costs for single-family households with incomes below 80% AMI. This strategy is intended to maximize participation among low-income households and ensure the program meets its program goals.

Details of South Carolina’s HOMES and HEAR rebate levels are provided in the tables that follow.

HOMES Program Rebate Levels Single Family

Multifamily

HEAR Program Rebate Levels Product Rebates

Rebate Limitations

1.5 Role of the Program Implementer

South Carolina will contract with a central implementer to lead the day-to-day administration of the HOMES and HEAR Programs, with oversight provided by SCEO. The implementer will be responsible for managing the full lifecycle of the programs, including pre-launch planning, pilot execution, and the statewide rollout. This includes overseeing the program’s selected technology vendors, who will be responsible for developing and maintaining the rebate processing and payment platforms, ensuring compliance with DOE and state security standards, and supporting integrations with DOE’s Rebate Tracking and Reporting Tool.

The implementer will also manage contractor recruitment, training, and participation in the closed contractor network; support engagement efforts with community organizations, utilities, and state partners; and develop consumer protection and quality assurance protocols to ensure program integrity. Additionally, the implementer will support DOE reporting by maintaining data integrity, facilitating audits, and contributing to quarterly narrative submissions. Through close collaboration with SCEO and other partners, the implementer will ensure the program is accessible, secure, and responsive to the needs of South Carolinians.

2. Program Workflows

2.1 Guide to Program Workflows

The Program Workflows section is organized around the two primary phases of implementation: Pre-Launch and Pilot. Each phase is structured to help implementers and stakeholders understand both the strategic goals and the operational details required to successfully carry out South Carolina’s Home Energy Rebate Programs. Within each phase, the content is divided into two key parts to provide both a high-level overview and in-depth implementation guidance.

2.1.1 Part 1: High-Level Overview

This portion of each phase offers a structured overview of the five core program functions that define the implementation strategy. These functions include:

· A. Contractor Management, Recruitment, and Training

· B. Data Management and Security

· C. Marketing and Outreach

· D. Consumer Protection

· E. Quality Assurance To clearly communicate what is expected of the implementer, this overview is presented in a two-column format. The first column outlines the primary implementation tasks for each program function. These tasks represent the essential activities that must be executed during the phase. Each program function includes three implementation tasks, providing a focused and manageable structure for execution.

The second column presents supporting program development activities. These are secondary but important actions that complement the implementation tasks. They are intended to strengthen the program’s infrastructure, enhance coordination, and ensure a smooth ramp-up into later stages of the program lifecycle.

2.1.2 Part 2: Detailed Implementation Guidance

The second part of the program workflow section builds on the high-level overview by providing detailed guidance on how to carry out each implementation task effectively. For every program function, the plan presents a visual implementation timeline that maps out the recommended duration of each element.

Accompanying each timeline is a narrative explanation that provides further context on how to operationalize the implementation elements. These explanations highlight critical program design decisions and reference South Carolina-specific blueprint materials, such as the Consumer Protection Plan, to help ground implementation activities in the broader strategic vision. Each explanation also identifies the key partners the implementer should engage during each element.

Each element concludes with a set of key considerations to help the implementer plan thoughtfully. These considerations focus on four areas: the resources required to perform the work; the types of technical assistance that may be necessary; opportunities or needs for stakeholder engagement; and administrative and monitoring considerations to ensure compliance and oversight. Together, these details are designed to equip the implementer with the tools, context, and direction necessary to execute the program with integrity, efficiency, and responsiveness to community needs.

2.2 Pre-Launch

During the Pre-Launch phase, SCEO will onboard the selected program implementer and share knowledge and background documents from the planning phase. The implementer will perform the required Privacy and Security Risk Assessment, as detailed in SCEO’s Privacy and Security Risk Assessment Blueprint Plan. The implementer will also coordinate with pilot utility partner(s) to prepare for the pilot. This will include education and outreach activities to promote the program.

A. CONTRACTOR MANAGEMENT, RECRUITMENT, AND TRAINING

B. DATA MANAGEMENT AND SECURITY

C. MARKETING AND OUTREACH

D. CONSUMER PROTECTION

E. QUALITY ASSURANCE

2.2.1 Contractor Management, Recruitment, and Training (Pre-Launch) This section details tasks related to the identification of, and the processes related to contractor management. Additional information can be found in the Consumer Protection Plan.

Program Function Detail: Pre-Launch A1. Establish comprehensive landscape of contractors and gap analysis; begin development of engagement strategy During the Pre-Launch Phase, the implementer should leverage the contractor database developed by the program planning team(s) as well as existing trade ally networks. Additionally, the implementer should establish relationships with trade ally channels within South Carolina to support the development of a formal database for program contractor outreach and engagement. Early contractor engagement is especially critical to mitigate the limited capacity of BPI-certified contractors in South Carolina. By initiating outreach early, the implementer can identify certification gaps and begin addressing them proactively.

Concurrently, the implementer should design and develop a comprehensive strategy to engage contractors in a way that ensures wide-reaching access to program opportunities throughout the state. This process will continue throughout the pilot and will be informed by feedback and data collected on outreach and engagement during that phase. By the end of the Pre-Launch Phase, this engagement strategy should be utilized to begin engaging the targeted contractors for the pilot.

Developing partnerships with existing channels will support long-term promotion of the program and aid in the contractor recruitment process. These channels should include utility program trade ally networks; trade, industry, and business associations; and state and local government-based housing and energy programs.

Key Partners: Contractor “Channels” (Utilities, SC Housing, SC DHHS, etc.)

A2. Begin development of trainings to support contractors with licensing, certification, and program processes SCEO should develop efficient, accessible resources and trainings that minimize perceived barriers to entry for contractors. The implementer should ensure that resources are developed to support all participation requirements and program processes.

Ongoing education and support should include webinars, updated manuals, and a dedicated contractor network management and support team. Program support materials should be accessible through multiple channels (e.g., online, upon request through email) with clear and consistent communications regarding any updates to the program. Engagement and support from the contractor community should drive materials development to provide valuable feedback on the materials’ practicality and accessibility. The Implementor should consider facilitating partnerships between contractors, particularly those without a BPI certification-to allow better collaboration and drive project volume.

Key Partners: Contractor Channels, Contractors and Local Trade Associations, Contractors (both in and out of network) A3. Prepare contractor onboarding documents and approach Preparing a contractor onboarding process before launch is essential to ensure that contractors are well-informed, aligned with program goals, and ready to start their work efficiently. The onboarding process should set clear expectations and foster a strong working relationship between contractors and the implementer. Onboarding should include clear and consistent communications that support contractors’ understanding of the primary program elements. Some examples include:

· Program Overview: Standard documents (such as a “program handbook”) should provide a detailed overview of the program, including its goals, key metrics, and the role contractors will play in achieving these objectives.

· Compliance Requirements: These requirements should include detailed information on licensing, certifications, insurance, and any legal obligations contractors must meet to participate in the program.

· Process Flowcharts: The implementer should provide visual process flowcharts that map out the steps from project initiation to completion, making it easier for contractors to follow and understand their responsibilities at each stage.

As the contractor network grows, SCEO can consider the following strategies to support new contractors:

· Mentorship Pairing: New contractors could be paired with experienced mentors within the program. These mentors can provide guidance, share best practices, and help new contractors navigate the early stages of their participation.

· Peer Learning Groups: The implementer could establish peer learning groups where contractors can share experiences, discuss challenges, and learn from each other. This could foster a collaborative environment and encourage continuous improvement.

Key Partners: Contractor “Channels” (Utilities, SC Housing, SC DHHS, etc.)

Considerations for the Implementer

PRE-LAUNCH: CONTRACTOR MANAGEMENT, RECRUITMENT, AND TRAINING

· Software: CRM or other vendor management tool, contractor network website/front end

· Communications and Inquiries: Fielding of all incoming contractor communications

2.2.2 Data Management and Security (Pre-Launch)

This section details tasks related to the processes and procedures surrounding data protection. Additional information can be found in the Privacy and Security Risk Assessment blueprint plan.

B1. Ensure technology systems comply with SC state and DOE requirements; achieve an Authority to Operate (ATO) The implementer must provide and manage a fully integrated Rebate Processing Platform and a Payment Processing Platform to manage the Home Energy Rebate Programs. The Rebate Processing Platform will maintain a portal to process applications, and the Payment Processing Platform will issue payments to program recipients.

To build a robust security framework and ensure successful operation of the Home Energy Rebate Programs during the pilot and later for the statewide rollout, the implementer is expected to review and ensure compliance with all required state policies and standards, as well as the DOE reporting requirements. The platforms should be ready to handle all portal interactions, rebate processing, and payment aspects (including integrated banking, enhanced checking solutions, comprehensive handling, and reconciliation). More details are included in South Carolina’s Privacy and Security Risk Assessment blueprint plans.

Key Partners: SC Department of Administration (SC Admin), Rebate Platform Vendor, Payment Platform Vendor B2. Finalize legally binding data use agreements with pilot partners South Carolina conducted stakeholder engagement with utilities and has identified two feasible data access pathways based on current regulations and existing energy data collection infrastructure capabilities:

· Direct Utility Data Provision: Most utilities in South Carolina have agreed to work directly with SCEO to share data with prior resident consent. Coordinate with the utilities to finalize data sharing agreements.

· Resident(s)/Owner Provision: For utilities that are not able or willing to share data with SCEO, including those for which data sharing agreements are not established by the programs’ pilot, residents will provide energy consumption data upon application to the program.

The primary data collected will be the energy consumption data to facilitate the implementation and reporting of the data program. The purpose is to verify eligibility, calculate rebate amounts, and monitor the performance of the program.

Before the pilot, SCEO’s legal counsel should draft and finalize agreements with all participating utilities. The agreements should outline how the state will collect and use data and relevant data protection, retention, and disposal procedures. While SCEO may lead in getting agreements signed, the implementer should monitor and drive execution of the agreements.

Key Partners: Utilities, SC Department of Administration B3. Implement data security and privacy requirements with pilot partners The Rebate Processing Platform and the Payment Processing Platform are required to handle large volumes of energy usage and billing information from all participating utilities. During the Pre-Launch and in the later phases, the implementer must work closely with program partners to get the platforms ready for data collection, transfer, store, access, and use as well as transfer data to DOE (using SFTP or PNNL-provided encrypted APIs).

In addition, the implementer must ensure that all pilot partners implement appropriate security and privacy measures to protect sensitive information. For more details, refer to South Carolina’s HOMES Utility Data Access Plan.

Key Partners: Pilot Partners (Utilities, Other State Agencies, etc.)

Considerations for the Implementer

PRE-LAUNCH: DATA MANAGEMENT AND SECURITY

· Legal Support: Coordination with SCEO’s legal counsel for data use agreements

· ATO Process: Consultation with ORS IT as needed

· Pilot Preparation: Close coordination with pilot partners to prepare data platforms

2.2.3 Marketing and Outreach (Pre-Launch)

This section details tasks related to building program awareness and the project pipeline. Additional commitments and detail can be found in the Education and Outreach Blueprint Plan.

C1. Build outreach strategy for pilot and year 1 During the Pre-Launch Phase, the implementer should develop a comprehensive outreach strategy for the Pilot and Full Launch Phases of South Carolina’s HOMES and HEAR programs. This strategy should be based on detailed plans that target specific demographics and regions, ensuring that messaging is clear, engaging, and tailored to diverse audiences. The outreach strategy should incorporate a multi-channel approach as detailed in the graphic below.

Outreach Channels

As the outreach strategy is developed, the implementer should design and prepare materials to perform the strategy in the pilot and full launch phases. For example, the implementer could complete the design of a comprehensive digital advertising campaign focusing on key demographics identified including low-income households and high energy-use areas. The implementer should develop tailored content to use in social media, emails, and display ads that resonate with the target audiences and choose the most effective channels for distribution.

The implementer should also target financing organizations that can help cover project costs exceeding available rebate amounts—particularly those offering favorable terms to applicants leveraging rebate dollars.

Key Partners: Community-Based Organizations, Local Governments, Utilities C2. Integrate legacy planning partners into marketing and outreach strategy During the Pre-Launch Phase, the implementer should identify and engage key legacy planning partners—such as community-based organizations, local businesses, and previous collaborators—who have established networks in the targeted pilot regions and statewide. For a reference of legacy planning partners engaged during program design, please refer to Appendix A.

The implementer should engage stakeholders to align program goals, messaging, and the roles each partner will play. Once partnerships are formalized, the implementer should collaborate with partners to create co-branded materials and outreach toolkits tailored to their audiences. These materials may include joint messaging strategies and guidelines for dissemination through the outreach channels indicated in the outreach strategy. Furthermore, for community events, the implementer and partners should plan, schedule, and advertise events occurring during the Pilot Phase to provide sufficient time for community awareness.

Key Partners: Community-Based Organizations, Previous Program Partners, Media Outlets, Utilities, Local Government C3. Scope and develop requisite educational materials and feedback mechanisms In preparation for the Pilot Phase of the HOMES and HEAR programs, the implementer should focus on scoping and developing the necessary educational materials for South Carolina’s programs. These materials should cover topics such as eligibility criteria, the application process, and energy-saving benefits and be developed in multiple formats and languages.

Collaboration with community-based organizations and local government agencies will help ensure that the content resonates with the target demographics and is relevant to their specific needs. These partnerships will also aid in the distribution of materials through trusted community channels. The implementer should be prepared to accommodate different methods of participation across entities and ensure that communications are issued with substantial time ahead of major decisions to allow adequate time for relevant factors (e.g., staff training and systems integration).

The implementer should establish methods to collect feedback, such as surveys or targeted listening sessions, which can identify areas where educational content or marketing and outreach approaches may need adjustment.

Key Partners: Community-Based Organizations, Local Governments, Utilities Considerations for the Implementer

PRE-LAUNCH: MARKETING AND OUTREACH

· Materials: Draft of marketing materials in multiple formats and languages

· Reporting: Establishment of regular reporting systems to update progress and readiness

2.2.4 Consumer Protection (Pre-Launch)

This section details tasks related to the operations and processes for day-to-day program implementation. Additional information can be found in the Consumer Protection Plan.

D1. Publish requisite documents and resources using DOE best practices as a guide In accordance with DOE’s Consumer Protection Best Practices, the implementer should build resources and documentation that include contact center contact information, customer feedback forms, information on similar low-income federal programs that provide low-cost efficiency measures, program reporting, and general consumer protection resources.

The implementer must ensure all consumer feedback reporting mechanisms, documents, and other communications will meet American Disabilities Act (ADA) accessibility standards and the needs of non-English speakers. At a minimum, this should include the following:

· Ensuring content is user friendly and written at an appropriate level for target audiences;

· Ensuring information is accessible for people with disabilities;

· Having hard copies of the information available so that those without home internet and printers can access;

· Ensuring online information is easy to read from a smartphone (small screen);

· Ensuring pages are translated accurately where appropriate;

· Ensuring all links and published materials are working, accurate, and up to date on an ongoing basis; and

· Breaking information into four groups: single-family owners, tenants, affordable multifamily property owners, and contractors.

Key Partners: Community-Based Organizations, Other State Agencies D2. Prepare support operations for handling phone, email, and webform The implementer must prepare contact center teams to receive and respond to customer inquiries or complaints via email at energycs@ors.sc.gov, an online intake tool, and phone at 803-737-0800 in accordance with South Carolina’s Consumer Protection Plans.

To prepare the contact center to serve program participants, the implementer must work with team leads and training staff to build service scripts, find and implement a translation service (if needed), and define escalation protocols. In addition, a program ombudsman or similar role must be established to create a template to formally report and record conflicts or disputes between homeowners and contractors or aggregators in writing. Requirements for this form and incident resolution procedures are detailed in the “Resolution Procedures” section of South Carolina’s Consumer Protection Plans.

Training and delivery of the processes and protocols detailed above may take multiple formats, including one-on-one support simulations, classroom training sessions, self-study, knowledge assessments, and performance assessments.

Key Partners: Community-Based Organizations, Other State Agencies D3. Finalize procedures for installations and inspections During the Pre-Launch Phase, the implementer should review the requirements detailed in the “Inspections Protocols” and “Installation Protocols” sections of South Carolina’s Consumer Protection Plans. Upon reviewing the requirements, the implementer should build formal procedures and process workflows and consult with contractors, local building inspectors, and local government to ensure these procedures meet safety, quality, and performance standards.

The implementer must prepare to conduct the first five inspections of each contractor’s work in person. Following the first five, the implementer must choose whether to conduct the remaining inspections in-person or virtually for single-family homes. The implementer should prioritize this decision within the first two weeks of the Pre-Launch Phase. If virtual inspections are used, the implementer must define a comprehensive list of requirements and protocols accordingly. Once these processes are finalized, the implementer should designate relevant staff responsibilities and cadence for ongoing monitoring and improvement cycles.

Key Partners: Contractors, Inspectors, Local Governments Considerations for the Implementer

PRE-LAUNCH: CONSUMER PROTECTION

· Materials: Creation of website and contact center documentation

· Support Channels: Build of infrastructure to handle phone, email, and webform

· Ongoing Review: Preparation for ongoing monitoring for program improvement

2.2.5 Quality Assurance (Pre-Launch)

This section details tasks related to establishing and enforcement of quality assurance processes. Additional information can be found in the Consumer Protection Plan.

E1. Finalize processes for site assessment QA and post-installation inspection QA During the Pre-Launch Phase, the implementer should review the process workflows for site assessment QA and post-installation inspection QA. These processes, detailed in the “Data Review” section of South Carolina’s Consumer Protection Plans, include the following:

· Onsite post-install inspections of the first five projects of each new contractor and five percent of each contractor’s projects thereafter

· A review of all data submitted through a contractor or program participant to verify data validation controls, home assessment data (including energy savings data), scope of work requirements, installation addresses, income categories for low-income rebates, and consumer receipt of post-installation certificates; and

· Retention of post-installation photos, proof of combustion safety testing, proof of commissioning testing, and records of QC inspections.

To ensure the effectiveness of these processes, the implementer should seek the input of contractors, inspectors, and local governments with respect to applicable building codes.

Once these processes are finalized, the implementer should designate relevant staff responsibilities and establish the necessary databases for these processes.

Key Partners: Contractors, Inspectors, Local Governments E2. Finalize data privacy and security risk assessment protocol In accordance with DOE program guidance, South Carolina must submit a copy of a privacy and security risk assessment of the state’s systems to DOE at least 60 days prior to program launch. To comply with this requirement, the implementer must complete this assessment and submit it to DOE in the first month of the Pre-Launch Phase.

The privacy and security risk assessment of South Carolina’s systems must be conducted in accordance with the state policies specified in South Carolina’s Privacy and Security Risk Assessment blueprint plans. The implementer should designate a privacy and security assessment lead to oversee this assessment, along with other support staff. Both the Rebate Platform Vendor and the Payment Platform Vendor should be consulted when conducting this assessment.

Key Partners: Rebate Platform Vendor, Payment Platform Vendor E3. Establish controls to mitigate risks in Risk and Control Matrix (RCM) It is essential that South Carolina is adequately prepared to address and mitigate risks during implementation of the HOMES and HEAR programs. Within the first two weeks of the Pre-Launch Phase, the implementer should prioritize (1) reviewing the risks identified in the RCM and amending it as necessary and (2) designating staff responsibilities related to risk mitigation. Other state agencies can support the implementer by detailing their controls for programs that provide categorical eligibility for HOMES and HEAR.

Key Partners: Other State Agencies Considerations for the Implementer

PRE-LAUNCH: QUALITY ASSURANCE

· Vendors: Coordination with third-party vendors to refine rebate and payment platforms

· Policy Alignment: Consultation with SC Admin as necessary regarding compliance

· Project Timing: Avoidance of delays in installation and rebate payment

2.3 Pilot

During the Pilot phase, SCEO will administer the HOMES and HEAR programs in a controlled manner with its initial funding allocation from DOE. The selected implementer will coordinate with pilot utility partner(s) to execute projects for about 50 households and will conduct contractor onboarding, application review, QA/QC, and rebate disbursement, adjusting processes as necessary in preparation for scaling both programs.

The Implementor should work with SCEO to identify and partner with an organization that manages a portfolio of income-qualified multifamily buildings to pilot the multifamily program.

The implementer will evaluate program operations on an ongoing basis to inform full launch strategies.

A. CONTRACTOR MANAGEMENT, RECRUITMENT, AND TRAINING

B. DATA MANAGEMENT AND SECURITY

C. MARKETING AND OUTREACH

D. CONSUMER PROTECTION

E. QUALITY ASSURANCE

2.3.1 Contractor Management, Recruitment, and Training (Pilot) This section details tasks related to the identification of and processes related to contractor management. Additional information can be found in the Consumer Protection Plan.

Program Function Detail: Pilot A1. Select, engage and onboard of pilot contractors Prior to engaging contractors for pilot, the implementer must be aligned with SCEO on desired outcomes of the pilot including, but not limited to, number of completed projects, incentive dollars disbursed, savings, targeted measures and geographic priorities. This information will inform the strategic engagement with contractors and ensure that efforts are focused on building the contractor network in alignment with the goals and objectives of the pilot. With these key goals and objectives defined and agreed upon, the implementer shall work to quantify the contractor support required to adequately meet and/or exceed these goals and objectives.

With goals and objectives defined and contractor support quantified, the implementer shall create a refined target contractor outreach list leveraging the database created during pre-launch task A1.

· Communicate pilot goals and objectives with Key Partners for consistent messaging across market

· Deploy email to all targeted pilot prospective contractors highlighting key program elements

· Conduct web-based program overview highlighting what pilot entails, goals, objectives and program requirements for participation for both contractor and customer

· Conduct targeted outbound recruitment engagements with contractors Where possible, the implementer should target existing utility program contractors. Strategically targeting this group creates increased opportunity for onboarding contractors that are familiar with energy efficiency programs, administrative needs and general requirements to participate, ideally leading to an expedited onboarding process and less perceived lift on the contractor administrative side. Additionally, this creates more direct access to braiding and stacking potential with utility program offerings and allows the implementation team to standardize these opportunities during the pilot.

Key Partners: Utilities, Energy Efficiency Programs serving Pilot Regions, Target Pilot Contractors A2. Train and support pilot contractors on program application processes and associated systems The contractors selected for the pilot should be selected in partnership with local utilities and any other relevant industry groups and stakeholders, in part based on their relative preparedness to support the program at the time of selection. Regardless of preparedness in terms of licensing and certification, all contractors will need to be engaged and trained on program-specific tools and processes.

The implementer should formally onboard pilot contractors to educate them on the participant acquisition/intake process, including eligibility checks, program applications, and home assessment/modeling. To facilitate this, the implementer should support contractors individually and on a cohort basis to ensure they understand and can execute all duties necessary to facilitate participation of interested and eligible households. The implementer should require contractors to sign program terms and conditions based on SCEO’s established rules and regulations for the program, leading to formal approval to participate in SCEO’s contractor network.

The pilot contractors should also be informed and educated on the customer journey so that they can communicate expectations to the participants as early as possible. This includes potential site visits, energy modeling, required paperwork, quality control, and project closeout. Ensuring that contractors are equipped to speak clearly and concisely to their customers about the program processes will mitigate customer dissatisfaction by presenting them with an up-front understanding of the program cadence.

Upon the conclusion of these trainings, the implementer will evaluate the effectiveness of each session in preparing contractors for project execution. Based on this evaluation, the implementer may improve training plans in preparation for the full launch.

Key Partners: Pilot Contractors, Software Providers (e.g., SnuggPro), Training and Testing Centers (e.g., BPI testing centers, technical colleges) A3. Design contractor communications and feedback channels and incorporate them into the program Contractor feedback can be a valuable tool for continuously improving the program by identifying areas where processes can be streamlined, training can be enhanced, and communication can be clarified. Beginning to structure and collect feedback from pilot contractors during this phase will allow the program to gain insights into potential challenges contractors face, such as bottlenecks in application processing, complexities in compliance requirements, or gaps in the training provided. This feedback will allow the implementer to make targeted adjustments, such as simplifying paperwork, offering additional training sessions on specific topics, or improving the clarity of guidelines for the full launch/remainder of the pilot (if possible).

Incorporating contractor suggestions and addressing their concerns fosters a collaborative environment, which can lead to increased contractor satisfaction and a stronger commitment to SCEO’s program goals. By observing that their input leads to tangible improvements, contractors are more likely to feel valued and motivated, resulting in better performance and a more efficient and effective program overall. Additionally, regular feedback loops can help identify best practices that can be shared across the network, further enhancing the overall contractor experience and program success.

Key Partners: Pilot Contractors Considerations for the Implementer

PILOT: CONTRACTOR MANAGEMENT, RECRUITMENT, AND TRAINING

·…