Jason Jay – Interview Notes
Goals:
 Ask Jason to partner with us on developing this project. Partnership may
include informing the policy prescriptions we provide; serving as a reader;
giving a session at a spring practicum.
 Learn about the history of the Cambridge Energy Alliance, and other efforts
to engage in energy upgrades in residential buildings in Cambridge. What
lessons must a new residential program take into account, if it is to realize
deep penetration of upgrades?
Questions:
Best data for the extent of penetration of EE in residential buildings?
Describe CEA’s experience in MF?
- How did they market?
o Case managers, or more canvassing type approach?
o Key networks?
- Finance?
- Efficacy?
- Extent of penetration?
- Describe the major barriers they found?
- Describe elements of successful MF program that CEA may suggest.
How active is CEA today?
- What does CEA’s shift to being a City government entity entail for its ability
to serve as an "efficiency catalyst”? A service provider?
Is their a way for an organization to have that “catalyst/laboratory” function
(information, assessments, marketing, QA, bridging etc. But have a financing from
private sources (not Foundation or government)?
- Financially sustainable & secure?
- Not just (perceived as) “recycling success”, but adding to the mix?
Cambridge Energy Alliance Notes
The Cambridge Energy Alliance (CEA) was created through a partnership among
diverse actors: the municipal government of Cambridge, Massachusetts; several
Boston-area foundations; the electric and gas utilities; and a range of energy service
companies (ESCos) and financial institutions that provide technical and financial
assistance for energy efficient improvements in buildings.
Goal to get 50% penetration. Also to be financially self-sustaining, with customer
fees, carbon credits & rate-payer monies
CEA emerged into a “small residential outreach apparatus” and a “large C&I
practice”
- Lost clients to other ESCOs
- Likewise, some residents were pursuing other contractors
Shift from a “one-stop shop” to a laboratory & catalyst
In May, 2007, the key verbs were “design, market, finance, manage, and document”
energy efficiency improvements – processes associated with being a client service
business. By 2010 the key verbs became: “educating, inspiring, and assisting”;
“overcome barriers”; “share our successess and our challenges.”
Lessons (Brendan’s perspective)
- Recognition of action amongst private actors has to occur, whether they
work through the programs’ contractors or not