We Should Pay More Attention to How We Operationalize Program Interventions

Shel Feldman, Shel Feldman Management Consulting
Elizabeth Titus, Northeast Energy Efficiency Partnerships, Inc.

Keywords

Abstract

Evaluators devote considerable attention and effort to assessing the impacts of energy efficiency programs and, often, the implementation process and communication efforts that accompany those programs. However, they seldom delve into the process by which programs are taken from the conceptual stage to implementation. Accordingly, little systematic analysis of the operationalization process and few lessons learned are available to program designers.

To illustrate the problem, this paper offers some examples of market transformation programs for which the portfolio logic—the set of intervention activities—was considered strategically as well as examples of less strategic approaches that appear to embody “follow the leader” or “business as usual” thinking. It also suggests several criteria by which components of a portfolio strategy might be selected, such as whether the focus is on long-term or immediate savings, sponsors’ ability and willingness to incur substantial direct costs, and interest in working with and leveraging the contributions of other market actors.

The initial maturation of many programs makes it appropriate to address these issues now. For example, as some energy-efficient products begin to achieve high levels of market penetration, it is time to review the benefits and costs of continuing rebate-centered programs and to consider what transition strategies may be most effective. The paper concludes by recommending that policymakers and designers document more fully the decision-making and factors that influence how program designs are operationalized, and that evaluators review and analyze this aspect of programs more regularly, to provide additional guidance for enhancing program effectiveness.