ENERGY STAR
U.S. Environmental Protection Agency
ENERGY STAR1 Guide to Energy Efficiency
Competitions for Buildings & Plants
m


S ;

. - -- P -
'¦<¦—- - v-."
SS^fE

RSK3-iSS=#&iP*
pe»s*> -^sbS .'•',*"**¦

-------
TABLE OF CONTENTS
Introduction	1
Chapter 1: Set Goals	2
Chapter 2: Define the Playing Field	3
Chapter 3: Dedicate Resources	4
Chapter 4: Recognize Participants	5
Chapter 5: Keep Score	7
Chapter 6: Plan the Launch	10
Chapter 7: Get the Word Out	13
Chapter 8: ENERGY STAR Resources for Competitions	15
Appendix: ENERGY STAR Competition Workbook	17

-------
Set	Define the	Dedicate	Recognize Keep	Plan	Get the ENERGY STAR
Goals Playing Field Resources Participants Score Launch Word Out Resources
INTRODUCTION
Why host an energy efficiency competition?
A competition can inspire participants to reduce their operating
costs and their environmental footprint by challenging them
to improve their facilities' energy efficiency Time and time
again, leading ENERGY STAR partners have found that a spirit
of healthy competition and the opportunity for recognition are
among the best drivers for participation in organization- or
community-wide energy management.
Any organization can run a competition, from private-sector
groups like trade associations, commercial businesses, and
manufacturing plants; to public-sector groups like utility
companies and local and state governments; to community-based
groups like schools and congregations.
More importantly, an energy efficiency competition benefits
hosts, participants, and sponsors by providing:
•	Significant cost savings. Energy use accounts for a
significant portion of any building's operating costs, and
in many cases it is the single largest controllable cost of
operations. Reducing energy use can significantly improve
any bottom line.
•	Positive publicity and media exposure. Launching an
energy efficiency competition demonstrates innovation,
a commitment to protecting the environment, and the
responsible use of resources, all of which can generate
positive publicity.
•	Networking opportunities. Participants can benefit
from the chance to share best practices and ideas for
overcoming obstacles to improved energy efficiency. This
exchange of information can help generate new ideas and
working relationships.
•	Camaraderie. Efforts shared between colleagues, business
associates, neighbors, and students to work together
towards a shared goal can strengthen relationships and
foster a sense of common purpose.
•	Source of momentum. Once participants see the financial
benefit of their energy efficiency efforts, they are far more
likely to continue making improvements even after the
competition has ended.
•	Co-branding with ENERGY STAR. Over 80 percent of the
public recognizes the ENERGY STAR. Take advantage of
EPA's well-regarded brand by aligning your organization
with ENERGY STAR.
•	Training opportunities. Build organizational knowledge by
using no-cost ENERGY STAR tools and resources to train
participants in best practices for energy management.
How to Use this Guide
This guide is intended to be used by competition leaders who
need to understand the major considerations associated with
developing and running a competition. The chapters build on
each other and are meant to be read sequentially. The guide will
help you understand how to set goals, define the competition
scope, dedicate human and capital resources to the effort,
measure success, plan the competition launch, communicate
to both participants and the public, and recognize achievement.
Also included iri this guide is a summary of no-cost ENERGY
STAR tools and resources that can support all aspects of your
competition (see Chapter 8: ENERGY STAR Resources for
Competitions).

-------
Define the	Dedicate	Recognize	Keep	Plan	Getthe ENERGY STAR
Playing Field Resources Participants Score Launch Word Out Resources
CHAPTER 1: SET GOALS
Choose clear and obtainable goals for participants that set
the competition on a solid foundation and give participants,
administrators, and the public an endpoint on which to focus
their efforts and attention.
Clear goals will also inform your planning process and choice
of metrics, help determine what the competition will ultimately
achieve, and drive the framing and messaging of the event.
Competition goals can be qualitative or quantitative and can
pertain to a participant's single facility, a portfolio of related or
unrelated facilities, or competitor achievements in aggregate.
Goals should be:
•	Measurable
•	Ambitious but reasonable
•	Specific and well-defined
•	Timely and considerate of participant capabilities
•	Aligned with your values and those of the participants
To set reasonable goals, it is helpful to understand the current
energy performance of potential competitors and their experience
with energy management. To better understand your competitors'
capabilities, ask the following questions:
•	What metrics have your peer organizations used for energy
management, and what results did they achieve? Review
the energy efficiency goals and achievements of similar
organizations, companies, associations, or groups who are
targeted as competitors—understanding what peers have
achieved can help you develop reasonable goals.
•	What are the competitors' current levels of energy use,
and has energy use been increasing or decreasing?
Review historic records of competitors' energy use and
cost data to identify any long-term trends or variations in
energy performance.
•	What is the level of energy management experience
among competitors? Examine competitors' staffing
resources, support capabilities, and experience with
energy management. Do competitors have full-time
energy managers, a part-time volunteer new to energy
management, or neither?
•	What is the potential for improvement? Evaluate past
building upgrades or energy efficiency projects to
determine what participants may be able to achieve. Have
the competitors picked all the low-hanging fruit, or are
there still many opportunities to save energy?
CASE
STUDY
Georgia State Building Competition
The State of Georgia launched a competition with the
purpose of reducing its state-owned building energy
consumption. The goal for each participant was to achieve
the greatest percent reduction in energy use Intensity
(EUI). The focus on EUI, a universal indicator of energy
consumption for buildings, reflected the overall purpose
while enabling agencies with a range of building types, from
offices to parking garages, to participate.
TIP!
EXAMPLE QUANTITATIVE AND QUALITATIVE
COMPETITION GOALS:
•	Reduce energy use per square foot by 10 percent in the
community, company, or industry.
•	Raise awareness about energy efficiency by achieving
100 percent target participation.
•	Support existing commitments to social responsibility
and environmental stewardship.
•	Learn about patterns of energy use and share best
practices.
•	Demonstrate environmental leadership through energy
efficiency.

-------
Set	Dedicate	Recognize	Keep	Plan	Get the ENERGY STAR
Goals	Resources Participants Score Launch Word Out Resources
CHAPTER 2: DEFINE THE PLAYING FIELD
Evety competition needs a playing field. Explicitly define the
competition's playing field to keep the planning process and
competition scope focused. Delineate geographic and other
boundaries related to participant eligibility,timeframe, and
types of buildings. Defining these elements will help enhance
your messaging and the support you provide to competition
participants.
For example, if your competition is city-wide,you may choose
to include all types of buildings (e.g., offices, hotels, hospitals),
or perhaps just the most energy-intensive sectors. Alternatively,
if your cornpet iti on i ncl udes many sirni lar buildi ngs i n one area,
consider aggregating participants by city block, business, or type
of industry to encourage further competition and team-building.
The table below provides a selection of important issues to
consider related to your competition's scope. More detailed
recommendations associated with these issues are provided in
subsequent chapters.
CASE
STUDY
Watts to Water, City of Denver, Colorado
Denver launched its Watts to Water program with the goal
of reducing energy and water use in Denver metro-area
office buildings and hotels. Currently,the program's scope,
or "playing field," limits participationto office buildings
and hotels.
Playing Field Element
Issues to Consider
Geographic and
Organizational Boundaries
Will the competition be:
«> City/county-wide or statewide; in one block or Zip code; within one or many school districts or
universities?
«> Within one or across multiple company brands or industries?
«> Within one building or across a campus or portfolio of buildings?
Timeframe
» Choose the start and end dates of the competition.
«> Decide whether actions taken prior to the competition count towards participants' achievements
during the competition.
«> Determine benchmarks, milestones, or check-ins during the competition period.
For more information, see Chapter8: Plan fte Launch.
Building Types
» Determine whether the competition will target one or multiple types of buildings or plants.
«> If the competition includes multiple building types, consider how this will affect the competition's
recognition structure. For more information, see Chapter 4: Recognize Participants.
New Construction
or
Existing Buildings
» Decide whether the competition will focus on new construction (where builders set energy efficiency
targets in the design phase) or existing buildings (where actual energy use is assessed).
«> Determine how new construction projects will be evaluated during the design phase (e.g., energy
target goal, change from baseline, or other criteria).
3

-------
Set
Goals
Define the
Playing Field
Recognize
Participants
Keep
Score
Plan
Launch
Get the
Word Out
ENERGY STAR
Resources
CHAPTER 3: DEDICATE RESOURCES
TIP!
Step 1. Assign Personnel to Manage the Competition
Decide who in your organization will provide strong management
for the competition—a crucial element to a competition's
success. Appoint an individual or group with sufficient availability
and expertise to support the competition and its participants on
an ongoing basis. Competitions are the most successful when
the host's own staff, rather than external parties or volunteers,
is responsible for implementation. To gain further management
support for your competition, consider:
•	Assigning key staff or empower a junior staff member
•	Hiring an intern
•	Recruiting local college students committed to your cause
Step 2. Allocate Financial Resources to the Competition
Competitions can be run with no or low financial costs to the
host, or they may be run with significant financial support.
Identifying and dedicating resources ahead of time can help
you avoid setbacks and maintain momentum throughout the
duration of the competition. If running your competition requires
a budget, identify the costs and determine precisely how funding
will be spent. Common expenses are associated with staff
member compensation, marketing and communication efforts,
and awards. Note that all ENERGY STAR tools and resources are
publically available at no cost on the ENERGY STAR website.
Use the following methods to identify and utilize potential
sources of funding for both the host and participants:
•	Invite sponsors. Many businesses would be proud to
support an initiative that protects the environment and
helps participants save money. Extend invitations for
sponsorship or in-kind contributions.
•	Combine resources when possible. Join forces with other
groups interested in energy efficiency, the environment,
and good energy management to maximize available
resources and achieve common goals.
•	Invest your savings. Energy efficiency pays for itself.
While some energy efficiency upgrades require up-front
investment, many are no-cost or low-cost and pay for
themselves over short periods of time by reducing energy
bills. These savings can help fund a competition.
•	Leverage utility incentive programs. While utility
companies may be willing to serve as competition
sponsors, they more frequently offer incentive programs
that can encourage competition participants to improve
their energy efficiency.
COMPETITION MANAGER RESPONSIBILITIES SHOULD
INCLUDE:
•	Conducting pre- and post-competition outreach,
marketing, and communications
•	Recruiting participants and corresponding with them
throughout the competition
•	Collecting, analyzing, and reporting data
•	Informing participants about the resources and support
provided by the competition sponsor, as well as
incentives offered by utilities or other energy efficiency
program sponsors
•	Training participants in the use of Portfolio Manager and
providing them with other general support
III CUSHMAN&
0 WAKEFIELD®
CASE
STUDY
Cushman & Wakefield's
Environmental Challenge
C&W created a Sustainable Strategies Team to manage
the C&W Environmental Challenge. Tasked with reducing
energy consumption by 10 percent relative to 2008 levels
while remaining within budget boundaries, participants
maximized resources by targeting low-hanging fruit,
focusing on potential savings, and utilizing no-cost EPA
energy-tracking tools.

-------
Set
Goals
Define the
Playing Field
Dedicate
Resources
Keep
Score
Plan
Launch
Get the
Word Out
ENERGY STAR
Resources
CHAPTER 4: RECOGNIZE PARTICIPANTS
Set up a structure for recognition to motivate and reward
participants and validate the competition.
Step 1. Choose a Recognition Structure
There are a number of options for structuring recognition. The
examples in the table below demonstrate how your recognition
structure is tied to your competitions goals and metrics. Make
sure the recognition structure is communicated at the start of the
competition so that participants know what to expect.
Step 2. Select a Mechanism for Recognition
Put yourself iri the competitors' shoes and consider their unique
priorities as you decide how best to recognize and celebrate their
achievements. When selecting a mechanism for recognition,
keep the following in mind:
• No surprises. Recognition should be equitable and based
on published criteria. Be sure all participants know the
methods, data, and standards on which their efforts will
be judged.
Recognition Structure Description of Recognition
•	Remember the competition's goals. Recognition should
reflect the competitions goals and purpose. For example,
if a utility company sets a goal for its electricity customers
to achieve a 20 percent reduction iri energy consumption,
the utility should reward every customer who achieves
that goal.
•	Remember who made the effort. Consider who is
responsible for the achievements you are recognizing.
Be sure you reward the right individuals. Look at the
incentives you have chosen from the perspective of
participating individuals and ask, "What's in it for them?"
•	Don't break the bank. Prizes need not be extravagant. They
can range from a simple certificate, to public recognition,
to salary increases and stock options. Typically, a gesture
of appreciation like distributing coffee mugs or delivering
a formal letter of commendation signed by a dignitary can
convey your recognition of participants' significant efforts.
Participation-based
All competitors receive a certificate or other form of recognition for participation.
Top Finishers
The top one, two, or three performers iri specific categories (measuring gross or relative improvement)
receive recognition. Categories may include:
» Greatest reduction in total energy use or energy use intensity
» Greatest cost savings
» Greatest reduction in greenhouse gas emissions
» Greatest increase iri ENERGY STAR score
Target-based
Any participant who meets a pre-established target, such as a 30 percent reduction in energy use
intensity or a certain ENERGY STAR score, receives recognition.
Participants who reach different levels of achievement, such as 10,20, and 30 percent reductions in
energy use, receive different levels of recognition.
Best in Class
Categorize participants into groups and give a "Best in Class" award to the top performer in each group.
For example, if the competition includes multiple building or plant types (e.g., hotel and office), consider
granting a "Best in Class" award to one competitor of each building or plant type.
Qualitative Award
Recognize participants for qualitative achievement, as reported iri narratives that describe superior
achievement in energy management, the overcoming of unique challenges, implementation of no-and-
low-cost practices, and innovative community engagement. Narratives may highlight best practices to
publish and share with all participants.
Multiple Awards
Present awards for different qualitative and quantitative achievements, such as Greatest Percent
Reduction iri Energy Use Intensity and Best Energy-Saving Idea.
5

-------
Set
Goals
Define the
Playing Field
Dedicate
Resources
Keep
Score
Plan
Launch
Get the
Word Out
ENERGY STAR
Resources
There are a number of mechanisms for bestowing recognition.
Examples of popular choices include:
Publicity. Publicity can be a powerful motivator for organizations
and companies that rely on a positive public image. Even
if achievements were modest, participation in an energy
efficiency competition can reflect well on participants. Decide
how you will spread the word—via newsletter, display boards
at important upcoming conferences, press releases, public
service announcements, social media blitzes, or updates to your
websites news feed. A public announcement should include an
update on the impact of the competition, such as the total or
average reduction in energy use, total number of participants,
or some other indicator of the competitions effectiveness and
achievements.
Prizes. Tangible prizes can include certificates reflecting
participants' achievements or tickets to fun recreational events.
Consider engaging competition sponsors to see if they can offer
desirable prizes to the highest achieving participants; doing so
will give your sponsors and the competition more visibility.
Events. Convening participants for an event can be a great way
to gain visibility, encourage the exchange of lessons learned, and
provide a stage for highlighting the significance of participant
achievements. Give your participants formal recognition at
a special ceremony, or support networking and the friendly
exchange of ideas by throwing an informal party.
LEA
LOl'lSVIUJ:
t-NKHCY
VlJiAMOB
CASE
STUDY
Kilowatt Crackdown, Louisville, KY
Participants in Louisville's Kilowatt Crackdown measured
their energy consumption using Portfolio Manager. The
Crackdown's recognition structure was designed to
acknowledge multiple achievements, including "Most
Efficient Building" and "Greatest Improvement in Energy
Efficiency."
CASE
STUDY
BOMA Seattle/King County Kilowatt
Crackdown, Seattle, WA
Your method of recognition need not be expensive to
generate enthusiasm and inspire great efforts. Winners of
the BOMA Seattle/King County Kilowatt Crackdown were
awarded lunch with the mayor of Seattle. Local competition
sponsors also provided tickets to a Seattle Mariners baseball
game to the winning energy management team.
6

-------
Set	Define the	Dedicate	Recognize	Plan	Getthe ENERGY STAR
Goals Playing Field Resources Participants /	Launch Word Out Resources
CHAPTER 5: KEEP SCORE
You can't manage what you don't measure! It is critical to
identify appropriate metrics that will allow competitors to
meaningfully track their accomplishments
Step 1 Select Metrics to Assess Success
Metrics associated with competitor progress can be based
on participation and/or achievement (absolute or relative),
depending on the goals of the competition and your preferred
method of recognition Consider the kind of change participants
can reasonably achieve within the established timeframe. If a
company is entering a period of swift growth, for example, it
may be a better time to focus on reducing energy use per square
foot—expanding business while keeping energy use flat—rather
than use total energy use as an indicator of improved energy
efficiency
Be sure to choose a metric that is directly tied to the competition
goals and recognition categories. Examples of metrics include:
*	Change in weather-normalized commercial building site
and source energy use intensity (kBtu/sf)
*	Change in manufacturing plant energy use intensity
(MMBTU/p roduct)
*	Change in greenhouse gas emissions |MtC02e)
*	Change in ENERGY STAR score (1-100 pointsi1
*	Change in utility costs |$)
*	Number of new construction projects that achieve the
Designed to Earn the ENERGY STAR certification
TIP!
METRICS FOR INDUSTRIAL FACILITIES
*	Where 60 percent or more of energy use is consumed
in manufacturing or production, metrics should be
production-based (e.g., Btu per pound of product).
*	For plants where non-production process utility systems
like lighting, heating, and ventilation account for 60
percent or more of site energy use, metrics should be
building-based (e.g., kBtu per square foot).
;
STUDY
ENERGY STAR Challenge for
the Dairy Industry
To spark interest in energy management and efficiency, the
International Dairy Foods Association partnered with EPA to
promote the ENERGY STAR Challenge for the Dam/Industry.
Through this initiative, dairy facilities pledge to reduce
their energy use intensity by 10 percent or more within
five years. Hundreds of dairies have taken the Challenge,
demonstrating the industry's commitment to reducing its
carbon footprint
Step 2. Establish a Baseline
A full year of energy data is the best baseline against which to
compare all future energy use Choose a baseline year for which
participants will be required to enter energy data. If energy bills
are not immediately available, suggest participants contact
their utility company for this information. If this data is still not
available, perhaps because a building is newly constructed,
participants will need to track energy performance for one year
before participating in a competition in order to establish a
baseline
Step 3. Track and Verify Data
Tracking and Measurement Tools: Measuring and tracking
energy performance over time can be simple and straightforward
with the right tools. EPA encourages all energy management
competitions for commercial buildings to rely on Portfolio
Manager™ |PM), EPA's energy management tool. To track data,
competition leaders should:
*	Open a PM account by going to www.eneravstar.gov/
portfoliomanaoer.
*	Using the custom report feature, build a custom report
that includes all metrics you would like to use to track
participant energy use and declare a winner(s).
1 While an EUI is available for all facilities, the ENERGY STAR score and certification are available only for select commercial and industrial facilities. For more
information, see' www energystar gotf/industry. www.en erg vs tar.g ov/bu i id in gs
7

-------
Set
Goals
Define the
Playing Field
Dedicate
Resources
Recognize
Participants
Plan
Launch
Get the
Word Out
ENERGY STAR
Resources
•	Share your custom report through PM with competition
participants and ask them to submit the requested data.
Data will only be shared with your account, not with all
participants.
•	Once all participants have shared their data, you can
generate the report and download it using Microsoft Excel.
•	Complete instructions for custom report generation are
available within Portfolio Manager.2
For industrial plants, the ENERGY STAR Energy Tracking Tool can
be used to track energy intensity using a production-based metric
(e.g. MMBTU/product). ENERGY STAR Plant Energy Performance
Indicators for specific manufacturing plants can also be used to
establish baselines and benchmark annual energy performance
(see: www.eneravstar.aov/industrvbenchmarkinatools).
Data Entry: Determine how frequently participants will be
required to report energy use data, as well as the deadlines
for data entry (for more information about timelines, see
Chapter 6: Plan the Launch). Ideally, participants should enter
and report their data monthly or quarterly. Information about
specific data requirements for commercial buildings is available
at wwweneravstar.aov/benchmark. For buildings that cannot
receive a 1-100 ENERGY STAR score, square footage and
energy consumption data are the only required metrics. Data
requirements for industrial facilities are available at
www.eneravstar.aov/epis.
Certain key data elements can be used for reporting and
verification purposes. These include the following:
•	Building square footage
•	Building site and/or source energy consumption
•	Weather normalized building site or source energy
consumption
•	Greenhouse gas emissions
•	Energy costs
•	ENERGY STAR score (if available)
Verify and Analyze Data: Data verification and analysis can
be time-consuming, but at the very least, you should consider
verifying data reported by the competitions apparent winners.
You should also encourage participants to carefully review their
own data, because simple errors due to manual entry often occur.
TIP!
DATA REQUIREMENTS
• All buildings can generate a weather-normalized
energy use intensity (kBtu/sf) value by entering building
energy use and square footage. The EUI can be used
in lieu of the ENERGY STAR score to track competitor
achievements, and enables a greater range of building
types to participate.
TIP!
ENERGY STAR AUTOMATED REPORTS TO SUPPORT
DATA VERIFICATION
• Data verification can be supported by template and
custom ENERGY STAR reports, including a Statement
of Energy Performance and Statement of Energy
Improvement for commercial and industrial facilities,
respectively. More information on commercial and
industrial facility report generation is available on the
ENERGY STAR website. See also the Quick Reference
Guide for commercial buildings for information on
generating reports.
Other data-verification actions to consider include the following:
•	Identify a member of the competition team who will serve
as the point person for technical issues.
•	Decide whether you want to verify all competitors' data or
just the winners' data.
•	Determine the level of rigor you think is necessary and
affordable for verification.
•	Determine how you will verify the data. Examples include
crosschecking a random sample of data entries with
energy bill information; walking through competitor
buildings to ensure they are not sacrificing occupant
health, safety, or productivity for energy efficiency;
requiring a signature from an organization's leaders on a
competitor's energy performance report; and setting up
third-party verification of data.
2 Portfolio Manager Custom Reports Quick Reference Guide:
h tt ps: / /wvw',.'. e n e rgys ta r. g ov/i sta r/p rn pa rri/ex te r n a I reporting/I ib/docs/PM Custom Reports QRG.pdf
8

-------
Set
Goals
Define the
Playing Field
Dedicate
Resources
Recognize
Participants
Plan
Launch
Get the
Word Out
ENERGY STAR
Resources
Share Results: Sharing data with participants can help them
gauge their progress compared to the rest of the playing field,
and can give the competitions stakeholders interim data on its
overall success. Determine if, how, and when you will report
individual and aggregate achievements.
• Distribute an email or newsletter with updates about
successful competitors' achievements.
•	Host meetings to encourage the exchange of lessons
learned and best practices.
•	Host webinars to encourage networkirig and information-
sharing among participants.

-------
Set	Define the	Dedicate	Recognize Keep	Get the ENERGY STAR
Goals Playing Field Resources Participants Score	Word Out Resources
CHAPTER 6: PLAN THE LAUNCH
Create a comprehensive timeline for the competition to help
you and participants stay on task and on track. There are many
elements and phases of a well-run competition, and planning
them out ahead of time ensures you don't miss any key steps
once the competition begins.
Step 1. Define the Overarching Timeframe
Determine Duration: To keep participants engaged and working
toward reductions in energy use, the time frame can be as
short as one month, but ideally no longer than twelve months.
There are benefits and drawbacks to these variable competition
periods, as described in the table below. A sample 12-month
competition timeline is included later in this chapter.
Identify Coinciding Events: In setting the start and end dates
of the competition, identify any existing events and holidays that
should be avoided. Note that certain holidays or events, such
as Earth Day or the end of the fiscal year, may be convenient or
exciting choices for the competitions launch or closing dates.
Step 2. Plan the Recruitment Process
Outreach: Begin outreach to potential participants eight to
ten weeks prior to the start of the competition. Begin outreach
well in advance of any competition deadlines to allow word to
spread, and for participants to plan for the effort, but not so far
in advance that the pitch seems irrelevant at the time. Provide
competitors with basic information about the competition at
this time. For more information about targeted outreach and
communication, see Chapter 7: Get the Word Out
Registration: Set a deadline by which participants must register,
typically one to two weeks prior to the start of the competition.
Be sure to give potential participants enough time after initial
outreach efforts to discuss their involvement internally before
committing. Choose a date that gives your staff ample time before
the competition start date to collect any additional information
you may need about participants. For more information related to
registration, see Chapter 7: Get the Word Out.
Step 3. Plan the Competition Period
Good leadership and communication during the competition
period is key to ensuring that competitors remain engaged.
Consider the following issues in your internal planning for the
competition period, and make sure participants are aware of key
dates on which you will be requiring specific data or providing
training, support, or progress reports.
Data Entry Deadlines: Incremental deadlines for participant
data entry can help keep participants on track with the
competitions timeline. Monthly or quarterly data-entry deadlines
are useful and help ensure that data entry is consistent
Planned Communication: Set dates for when you will send
participants reminders, updates, check-ins, training information,
and other correspondence. Determine how much time and effort
you can commit to communicating with participants. Networking
calls can be an effective way to distribute information, collect
feedback, and foster the exchange of ideas all at once. Include
the following iri your communications plan:
• Provide initial training on the competition rules,
requirements, and key tools like Portfolio Manager, the
industrial Energy Tracking Tool, and other useful resources.
For more detailed information on ENERGY STAR resources,
see Chapter 8: ENERGY STAR Resources for Competitions
Duration
Advantages
Disadvantages
Short
(one to six months)
» Requires minimal time commitment from
participants.
» Relatively easy to keep participants engaged.
» Recognition will be bestowed in the relative
near term.
» Less significant achievements are possible.
» Less time is available for behavioral changes to
be reinforced.
» Shorter competition period results in less time to
generate and attract publicity.
Long
(six months or longer)
» Significant energy reduction is possible.
» Behavioral changes can be reinforced over a
longer time period, leading to greater impact
» Longer competition period allows more time to
generate and attract publicity.
» Requires a longer-term time commitment
» May be more difficult to keep participants
engaged.
» Recognition is less immediate.
10

-------
Set	Define the	Dedicate	Recognize Keep	Get the ENERGY STAR
Goals Playing Field Resources Participants Score	Word Out Resources
~	Facilitate a forum for discussion of challenges and/or
exchange of best practices.
~	Give progress updates, reminders, and presentation of
mid-point results.
~	Give competitors ideas about how to message their
achievements.
~	Answe r gene ral q uestio ns.
Step4. Plan the Post-Competilion Period
Follow-up: Soon after the competition ends, follow up with
participants to answer questions and distribute close-out
materials, such as information about a future recognition
ceremony and lips for maintai ning momentum in energy
reductions beyond the competition period.
Data Analysis and Verification: Full data for all participants
may not be available until six weeks after the competition ends
due to util ity billing cycles. Plan for this delay, as well as for the
time required to assess the data in each participant's account
and to complete the data verification process, if desired. For more
information related to metrics, see Chapter 5: Keep Score.
Recognition: Participants wi II be anxious to hear the results of
the competition, so determine when you will announce results
and provide recognition. More specific information about how
to provide recognition and communicate results is outlined in
Chapter 4: Recognize Participants and Chapter 7: Plan the Launch
C R A
CASE
STUDY
BOMA O R E A I f I MINNEAPOLIS
Kilowatt Crackdown 2011, BOMA,
Minneapolis, MN
The Kilowatt Crackdown in Minneapolis. MN developed a
comprehensive website where the public could learn
more about the competition and register to compete. The
site included a competition calendar and rules, as well
as a list of resources, prize categories, FAQs, and links to
sponsors.
TIP!
PLAN FOR DATA LAGS
~ Portfolio Manager (PM) requires data for all days within
each of its month-long reporting periods. Therefore, if a
participant's energy billing period ends before the final
day of a month, it may take up to six weeks for that
participant to receive the data for the next billing period
in order to provide complete data in PM. Plan ahead for
data lags!

-------
Set	Define the	Dedicate	Recognize Keep	Get the ENERGY STAR
Goals Playing Field Resources Participants Score	Word Out Resources
SAMPLE 12 MONTH COMPETITION TIMELINE
Before the Competition
9 weeks prior: Outreach: Begin outreach to potential participants several months prior to the competition start date. Inform your
contacts about the competition goals, recognition, and timeline, and of the support you will be providing them.
4 weeks prior: Registration: Allow sufficient time for prospective participants to discuss the competition internally, ask questions,
decide to participate, and complete the registration process.
During the Competition
Following are some examples of major milestones. Throughout the competition, you should endeavor to consistently communicate with
and offer support to competitors via email, webinars, phone calls, etc.
Competition Period Begins
Launch: Competition Kick-Off: Hold a call or meet with participants to formally give them background, resources,
encouragement, and a point of contact.
Month 1: Provision of technical support: Offer training sessions within the first weeks of the competition to help
participants understand how to benchmark energy use, enter baseline data, jump-start reductions in energy use, and
foster networking activity to support exchange of best practices.
Month 3: First interim data entry deadline: Remind participants of this deadline, which allows you to provide them progress
updates later on. Keep in mind that participants receive each months energy data only several weeks after the end of
a month.
Month 6: Second interim data entry deadline: Remind participants of this deadline and continue to maintain open lines of
communication as the competition progresses.
Month 7: Mid-point progress update and networking call: Use this meeting to update participants on overall progress
toward goals, share tips for reducing energy use, and give participants a chance to ask you questions and exchange
ideas with one another.
Month 9: Third interim data entry deadline: Remind participants of this deadline and continue to maintain open lines of
communication as the competition progresses.
Month 10: Second progress update: Remind participants that the competitions end is approaching. Continue to be available
to answer questions and offer guidance as needed.
Month 12: Final call for data and networking call: Analyze participant data provided to date. Give your participants a chance
to share lessons learned through a closing networking call or by publishing these insights in a closing newsletter.
After the Competition
Competition Period Ends
2 weeks post: Follow-up: After the competition ends, follow up with participants to answer questions and distribute close-out
materials. Share the scheduled date of any upcoming recognition events.
4 to 6 weeks Data analysis and verification: Issue a final call for data. Allow sufficient time for the competition staff to
post:	compare competition-period data to baseline data (roughly 4 to 6 weeks to ensure all competition period data can be
obtained from utility bills and reported to the benchmarking tool). Carry out data verification, if desired, prior to
announcing results.
6+ weeks post: Recognition: Host an awards ceremony or distribute prizes and publicity to acknowledge participants' achievements.
12

-------
Set	Definethe	Dedicate	Recognize Keep	Plan	ENERGYSTAR
Goals Playing Field Resources Participants Score Launch	Resources
CHAPTER 7: GET THE WORD OUT
Communication is essential in all phases of a competition, from
beginning to end, with participants as well as with potential
sponsors, media, and the public.
Step 1. Spread the Word Leading Up to the Competition
Tailor your message. There are many reasons to pursue energy
efficiency, such as cost savings, environmental stewardship, and
good publicity. Tailor your message to participants' interests and
concerns to maximize your reach and effectiveness.
~	Rem ai n consi stent i n your overal I m essagi ng and don't
hesitate to repeat information.
~	Be mindful of potential barriers to participation and stress
why participation is important for each group based on
their specific priorities.
Leverage existing communications outlets. Leverage
internal and external communication outlets to circulate
information about the competition, and to attract competitors.
Spread the word to employees, partners, and the general
public to generate excitement and momentum. Examples of
communication opportunities include the following:
~	Use the internet (e.g., websites, e-newsletters,
email list serves, and social media outlets like Facebook
and Twitter).
~	Send press releases to local, regional, and/or national
news outlets (print and internet).
~	Publish notices in trade publications and leverage their
membership email lists.
TIP!
TARGET CONTACTS INTELLIGENTLY
The value of a competition is perceived in different ways by
people with different organizational roles. Carefully consider
your message, and who would most positively respond to it.
Outreach can be targeted to a range of contacts, including:
~	President or CEO
~	Communications personnel
~	Building managers, owners, or operators
~	Association membership coordinator
CASE
STUDY
Dr. P. Phillips Hospital in Orlando, FL
As part of its "Be an Energy Star!" campaign in 2011, the Dr.
P Phillips Hospitals Green Team created short videos and
hosted a fair with interactive displays about the hospital's
green efforts. The fair attracted news coverage by local TV
stations. This publicity helped to get the word out and inspired
employees to join in the hospital's energy efficiency efforts.
~	Ask partners and supporters to advertise the competition
on your behalf.
~	Request that participants announce their plans to compete
to their own constituents or audiences.
Develop resources and guidance for prospective
participants. Distribute introductory information and technical
resources to potential participants to familiarize them with the
goals and details of the competition, the value of participation,
and the basics of energy efficiency. This encourages them to
register to participate.
Identify and collect information required of participants in
order to join. Design and launch a registration process to collect
the information you need from participants. Make the registration
process simple and include clear instruction for registration as
part of your early outreach efforts. Important information to
collect includes:
~	Contact information for main points of contact, building
managers, and communications personnel—these staff
members play different roles but are crucial to achieving
and messaging success.
~	Competing building address, type, and basic statistics
like square footage, number of employees, or other
information that may help group competitors.
Step 2. Maintain Communication throughout the Competition
Develop a schedule for communication with competitors.
Align communications efforts with the competition timeline
that was established during the planning process. For more
13

-------
Set	Define the	Dedicate	Recognize Keep	Plan	ENERGY STAR
Goals Playing Field Resources Participants Score Launch	Resources
irtorrnaticm, see Chapter 8: PJan the Launch. Irforrn participants
of the type and frequency of support you plan to provide during
the corn petition, such as:
~	Initial training on Portfolio Maragerand presentation of
other useful resources.
~	Forum for discussion of challenges and/or exchange of
best practices.
~	Progress updates and presentation of rnid-poirit results.
~	Periodic but consistent check-in sessions where questions
can be answered.
~	I riforrnation session on how to rn essag e achievements.
Communicate about available resources. Support
participants with basic guidance on the technical aspects and
potential challenges associated with energy management and
the corn petition. Also make sure they are a wa re of the no-cost
ENERGY STAR online resources that EPA provides, such as online
training,calculators, and guides such as the Building Upgrade
Manual. These tools are described in more detail in Chapters:
Leverage EPA Tools.
Communicate about progress. Provide participants, the
press,and other interested parlies with updates on participants'
progress through regular check-ins or a publicly displayed running
tally. Pace your delivery of good news so that you always have
something worthwhile and encouraging to share.
Step 3. Wrapping Up the Competition
Develop message about participant achievements. Decide
how to f ra rn e the results of the competition and what a spe:ts
of pa rticiparit achievements t o ern pha size in post-corn petition
messaging. Highlight the specific or overall accomplishments that
[|JL BATTLE OF THE BUILDINGS
\ f.m-* 2012 COMPETITION IS COMING! IB J\
CASE | The ENERGY STAR National
STUDY Building Competition
Following the 2011 National Building Competition. EPA
featured a wrap-up report on its website that highlighted
not only the specific achievements of the competition
winners, but also the total energy reduction of all
participants' combined efforts.
are both irnpressive a nd a ligned with you r goa Is. If appl icabl e,
convert greenhouse gas emissions to meaningful, eye-catching
metrics like seedlings planted or cars kept off the road.5 E«/en if
the competition's only accomplishment was irnpro/ed awareness
among community members and participants,that is still
signifies rit and w orth celebrating I
Determine how and where to direct the message. Select
a method for delivering news a bout corn pet it ion achievements
to both competitors and the public. You might host a recognition
cerernorr/ (see Chapters Recognize Participants) or distribute
newsletters detailing achievements to competitors only. To
expand the messaging beyond competitors, you may leverage any
of the communications outlets listed under Step 1.
Announce subsequent competitions. If you planto host this
or a similar competition again, take advantage of interest stirred
up ty the current competition's achievements. Annource the next
opportunity to get involved, and show both participants and non-
participants what they can do in the meantime to make sure they
perform well in the next competition.
3 The EPA greenhouse gas equwalercies calculator is available at http://wjAv.eca.cyw/clearp5 rercrs'/ererqy-re-mu rces/ca b u 1btor, html.
14

-------
Set
Goals
Define the
Playing Field
Dedicate
Resources
Recognize
Participants
Keep
Score
Plan
Launch
Get the
Word Out
CHAPTER 8: ENERGY STAR RESOURCES FOR COMPETITIONS
Here you will find information on EPA energy tracking and
management tools; communication and training resources; and
existing ENERGY STAR competitions that you can join, or after
which you can model your own competition. A complete
overview of ENERGY STAR resources to provide to competition
participants, including financial calculators, training modules,
best practices and guidance manuals, as well as connections
to expert help, is available online via the Quick List of ENERGY
STAR Resources for Buildings.
1. Energy Tracking & Management Tools
Tool Name	How These Tools Help You
Portfolio Manager
(commercial buildings)
Measure the energy performance of existing commercial buildings, identify and prioritize
improvement opportunities, and track improvement over time. For more information, visit
www.eneravstar.aov/benchmark.
Automated Benchmarking
Service
(commercial buildings)
This Web-based service is designed to facilitate the exchange of energy use data and facility
information with Portfolio Manager, via third-party energy service organizations (e.g., utility or energy
services provider), resulting in an energy performance score and other energy and environmental
performance metrics. For more information about the potential to work with ABS in vour area, see www.
eneravstar.aov/abs.
Building Upgrade Manual
(commercial buildings)
A strategic guide to help you plan and implement profitable energy-saving building upgrades. View the
complete Buildiria Uparade Manual atwww.eneravstar.aov/ia/business/EPA BUM Full.pdf.
Plant Energy Performance
Indicators (E Pis)
(industrial facilities)
EPIs are sector-specific energy performance benchmarking tools that provide ari ENERGY STAR score
and are available for ten industrial sectors. For more information, see www.eneravstar.aov/industrv.
Energy Tracking Tool (ETT)
(industrial facilities)
The ETT provides all industrial facilities with a simple means of tracking energy use, setting baselines,
establishing energy and emissions reduction goals, and evaluating progress toward goals. For more
information, visit www.eneravstar.aov/industrv.
Target Finder
(commercial buildings)
Provides an energy performance target and/or score for commercial building design projects. For more
information, visit www.eneravstar.aov/taraetfinder.
Guidelines for Energy
Management
(all facilities)
Use a proven strategy, based on the successful practices of ENERGY STAR partners, for superior
energy management, with tools and resources to help each step of the way. View the guidelines at
www.eneravstar.aov/auidelines.
Service and Product
Providers (SPPs)
(all facilities)
SPPs work throughout the country and can help promote the competition to their clients, recruit and
train competitors on Portfolio Manager, and help deliver energy efficiency improvements. A list of the
most active ENERGY STAR SPPs is available at www.eneravstar.aov/spp.
15

-------
Set Define the Dedicate Recognize Keep Plan Get the
Goals Playing Field Resources Participants Score Launch Word Out
2. Communication and Training Resources
Resource Name
How These Resources Help You
Challenge Toolkit
Find ideas for educating competition participants, organization employees, the public, and other
stakeholders about the competition and accomplishments, and find tip sheets and customizable
templates at www.eneravstar.aov/challenaekit.
Models of Success
Read stories of success at www.eneravstar.aov/success. Hiahliaht vour successes on the ENERGY STAR
website by submitting information about the competition, and the notable achievements of participants,
at buildinas@eneravstar.aov.
ENERGY STAR
Publications
Find brochures, posters, and other materials provided by ENERGY STAR that you can order or download
to help promote the competition, participants and participation, and partnership with ENERGY STAR, at
www.eneravstar.aov/publications.
Bring Your Green to Work
Provide this toolkit to participants to help them educate their employees about how to save energy at
work, at www.eneravstar.aov/work.
Web-Based Training
ENERGY STAR offers live and recorded online training sessions on a variety of topics, from how to
use Portfolio Manaaer to best practices in enerav manaaement. Find more information at http://www.
eneravstar.aov/buildinastrainina.
3. Existing ENERGY STAR Competitions
Competition Name
Competition Description
ENERGY STAR National
Building Competition
An annual, year-long competition for commercial buildings to reduce overall energy use. Throw your
hat in the rina and publicize vour achievements. More information is available at www.eneravstar.aov/
buildinacontest.
ENERGY STAR Challenge
for Industry
A national call to action to improve the energy efficiency of industrial plants by 10 percent or more.
The Challenge for Industry recognizes industrial sites that improve their energy efficiency by 10 percent
within five vears of makina the commitment. More information is available at www.eneravstar.aov/
industrvchallenae.
ENERGY STAR Challenge
for Architects
A national call to action for architecture and engineering firms to incorporate energy efficiency into their
projects to achieve Designed to Earn the ENERGY STAR certification. More information is available at
www.eneravstar.aov/newbuildinadesian.

-------
APPENDIX: ENERGY STAR COMPETITION WORKBOOK
Complete this workbook to help plan your competition. The layout of the workbook parallels the chapters in the ENERGY STAR Guide to
Energy Efficiency Competitions for Buildings and Plants. You can reference the guide for help completing this workbook.
1.	SET GOALS
List the goal(s) for the competitors (goals should be measurable, reasonable, and well-defined).
Goal 1: 	
Goal 2: 	
Goal 3: 	
2.	DEFINE THE PLAYING FIELD
2A. Describe the geographic and organizational boundaries of the competition.
2B. Identify key dates related to, or that may affect, the competition.
Start/Finish:		
Data entry deadlines: 	
Recognition event: 	
National holidays: 	
Other:		
Other:		
Other:		
2C. List the building type(s) that are eligible to participate.
3. DEDICATE RESOURCES
3A. List the names of personnel who will manage this competition, and describe their individual roles.
Name:	Description of Role:

[Primary competition manager(s)]

[Communications]

[Training on benchmarking tools, such as Portfolio Manager]

[Data analysis]

[Other]

[Other]

[Other]
17

-------
APPENDIX: ENERGY STAR COMPETITION WORKBOOK
3B. List any anticipated costs and potential sources of funding for running this competition
Funding Need:	Cost:	Potential Source of Funding:
1.
$

2.
$

3.
$

Total
$

3C. List any utility programs or other efficiency incentive programs that participants can leverage to help them
implement energy management and achieve cost savings.
1.		
2.		
3.		
4. RECOGNIZE PARTICIPANTS
4A. Choose the recognition category(ies) for the competition (select as many as apply).
~
Participation-based
~
Top finishers
~
ENERGY STAR score (if available)
~
Meeting a set reduction goal
~
Best in Class
~
Qualitative Award(s) (describe):
~
Other (describe):
4B. Describe the type of recognition that will be provided to participants (e.g., publicity, prizes, events):
5. KEEP SCORE
5A. Identify the metrics you will use to assess participant performance (e.g., energy use per square foot, kBtu/sf).
1.		
2.		
3.		
5B.
Choose a baseline period against which to compare participants' energy use during the competition period.
	(DD/MM/YY) to 	(DD/MM/YY)
18

-------
APPENDIX: ENERGY STAR COMPETITION WORKBOOK
Describe your intended method of data verification (if any), and indicate whose data you plan to verify (e.g., all
participants, winners only):	
At minimum, consider reviewing the following data elements for accuracy to ensure that apparent winners do not have
errors in their data:
~	Building or facility square footage
~	Building or facility baseline and final site and/or source energy use
~	Baseline and final Energy Use Intensity	(e.g. MMBTU/product, KBTU/sq ft) (manufacturing only)
~	Greenhouse gas emissions
~	Energy costs
~	ENERGY STAR score (if available)
PLAN THE LAUNCH
Complete the following sample timeline to support planning the competition. Modify the sample timeline as
appropriate based on the chosen length of your competition period.
Before the Competition
		Begin outreach (9 weeks prior)
		Registration (4 weeks prior)
During the Competition
		Competition period begins
		Competition kick-off
		Provide technical support
		First interim data-entry deadline
		Mid-point progress update and networking call
		Third interim data-entry deadline
		Second progress update
		Data summary and networking call
		Competition period ends
After the Competition
		Follow-up (2 weeks post)
		Data analysis and verification (4 6 weeks post)
		Recognition (6+ weeks post)

-------
APPENDIX: ENERGY STAR COMPETITION WORKBOOK
7. GET THE WORD OUT
7A. Plan how you intend to spread the word leading up to the competition.
• Describe the message you want to create and deploy to recruit competition participants:	
• Identify the outlets through which you will transmit this message:.
• Describe the resources and guidance you will provide to participants once they register:.
7B. Develop your registration process. Start by listing below (and then collecting) the basic information required of
participants in order to join the competition; this should give you both basic information about competing
organizations and contact information for participants.
•	Building address(es)	• Contact information for building managers
•	Building space type(s)	• Contact information for communications personnel
•	Building gross floor area	• [Other]	
•	Industrial sector or products manufactured	• [Other]	
•	Number of employees	• [Other]	
•	Main contact for the competition
7C. Create a preliminary schedule for communicating with participants throughout the competition. List a date for each
major communications activity you anticipate.
Date	Activity
		Kick-off call	
		Benchmarking training	
7D. Plan how you will wrap up the competition.
• Describe how you will frame and message participants' achievements:
• Describe how you will distribute this message:
• Indicate the audiences to which you will direct this message:	
20

-------