Energy Savings Assistance and California Alternate Rates for Energy Programs
Marketing, Education & Outreach Plans
SOUTHERN CALIFORNIA
EDISON
Table of Contents
I. EXECUTIVE SUMMARY ..............................................................................................1
II. PROGRAM BACKGROUND ........................................................................................2
III. LOW INCOME MARKET SITUATION AND CUSTOMER
INSIGHTS ...............................................................................................................3
A. Background ..................................................................................................3
B. Low Income Customer Profile .....................................................................4
C. Barriers to Participation in Low Income Programs .....................................5
D. Identifying Areas of Opportunity.................................................................8
1. High Poverty ....................................................................................8
2. Rural .................................................................................................9
3. Renters ...........................................................................................10
4. Multifamily ....................................................................................11
IV. OVERALL MARKETING PLAN ..............................................................................11
A. Marketing Objectives .................................................................................11
1. Goals ..............................................................................................12
2. Overarching Strategic Approach ....................................................12
B. Segmentation Approach .............................................................................13
C. Target Audiences .......................................................................................13
D. Messaging Strategy ....................................................................................14
E. Tactical Approach ......................................................................................15
1. Tactical Approach for General Audiences .....................................15
2. Tactical Approach for Reaching Targeted Populations .................20
3. Tactics for Additional Targeted Communities ..............................23
V. INTEGRATION ....................................................................................................25
A. Coordination with Residential Rate Reform ..............................................26
B. Coordination with AB793 ..........................................................................26
C. Coordination with Statewide ME&O.........................................................27
D. Coordination with Energy Efficiency Business Plan .................................28
E. MEASUREMENT AND METRICS .........................................................29
F. BUDGET ...................................................................................................31
VI. APPENDIX ............................................................................................................33
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I. EXECUTIVE SUMMARY
In accordance with Decision (D.)16-11-022, Southern California Edison (SCE) submits
this Marketing, Education, and Outreach (ME&O) plan for the California Alternate Rates for
Energy (CARE) and Energy Savings Assistance (ESA) Program for years 2017 – 2020. This
ME&O plan provides a situational analysis of SCE’s low income audience, including
customer insights and barriers to participation, as well as a detailed marketing plan outlining
objectives, strategies, tactics, metrics, and budgets to meet enrollment goals. Additional
discussion is provided to focus on targeted outreach activities for “hard to reach” audiences,
as identified in D. 16-11-022. Finally, the plan describes how low income marketing
activities provided in the plan will be integrated with key regulatory proceedings around
residential rate reform, statewide marketing, and energy efficiency.
The vision of SCE’s ME&O plan is to continue with its successful marketing approaches
over the next program cycle, as evidenced by the penetration and participation levels the
CARE and ESA programs have achieved to date. It is recognized that in areas across the
territory where penetration and participation levels are lower than average, additional focus
should be applied. As such, in these hard to reach areas, SCE’s plan provides additional
emphasis through more targeted and local marketing tactics. As strategies are executed in
targeted audiences, SCE will continually monitor penetration rates and customer feedback in
these areas. As growth and success are observed, strategies may shift over time with less
focus needed in particular segments, or as new areas arise needing additional focus, more
attention may be paid.
This ME&O plan was developed to be flexible and to respond to changing market
conditions over the course of the next three years. The plan may be adjusted and subject to
change in the event of internal and/or external unforeseen factors. Ultimately, the plan is
intended to provide education and outreach in order to meet program goals and objectives.
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II. PROGRAM BACKGROUND
On November 10, 2016, the Commission approved SCE’s Low Income Application
(A.)14-11-007 et al, which sets forth the program plans and budgets for the ESA and CARE
Programs for Program Years 2017-2020.1
Specifically, D.16-11-022 directs SCE to submit revised, detailed Marketing, Education
& Outreach (ME&O) plans, incorporating input gathered from a Low Income specific ME&O
workshop. These plans should include a clear description of how IOUs will leverage and
coordinate with ME&O activities currently under consideration in the mainstream Energy
Efficiency Proceeding (Rulemaking (R.) 13-11-005) and in the Residential Rate Reform
Proceeding (R.12-06-013)2.
On March 8, 2017, pursuant to Rule 16.6 of the California Public Utilities
Commission's ("Commission") Rules of Practice and Procedure, Southern California Edison
Company, Pacific Gas and Electric Company, Southern California Gas Company, and San
Diego Gas & Electric Company (collectively, the Joint Investor-Owned Utilities ("Joint IOUs"))
respectfully requested an extension of time to comply with directives in Decision (D.) 16-11-
022 to file Energy Savings Assistance (ESA) and California Alternate Rates for Energy
(CARE) programs Marketing Education & Outreach (ME&O) plans.
On March 30, 2017, Executive Director Sullivan responded to the Joint IOUs'
extension request. The response from the Executive Director required the Joint IOUs to hold
the Low Income specific ME&O workshop within 30 days from the final Statewide ME&O
workshop (which was held on March 13, 2017), or by April 13, 2017. Additionally, the
detailed ESA and CARE ME&O plans should then be filed within 60 days of that workshop,
or by June 13, 2017.
To allow time to solicit and incorporate stakeholder input and provide adequate notice
of the workshop, on April 10, 2017, the Joint IOUs submitted a second request to
Executive Director Sullivan requesting an extension of time to hold the Low Income
1 D. 16-11-022 issued on November 21, 2016, p.6. 2 D. 16-11-022, Ordering Paragraph (OP) 36, pp. 457-458.
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specific ME&O workshop no later than June 8, 2017, with the ESA and CARE ME&O
plans being filed on or before August 8, 2017.
On April 19, 2017, Executive Director Sullivan approved the Joint IOUs request to
hold the low income-specific ME&O workshop no later than June 8, 2017, with the ESA and
CARE ME&O plans being filed on or before August 8, 2017.
The Low Income Workshop was held on May 23, 2017; therefore in compliance with
Executive Director Sullivan’s extension approval, attached is SCE’s ESA and CARE ME&O
Plans through 2020.
III. LOW INCOME MARKET SITUATION AND CUSTOMER
INSIGHTS
A. Background
SCE is one of the nation’s largest electric utilities, serving a population of nearly 15
million customers in a 50,000 square mile service area within Central, Coastal, and Southern
California. The residential market represents 14 million people, or 6 million households, across
4.3 million accounts. Across the SCE territory, an estimated 1.5 million customers have been
identified as income-qualified using the monthly SCE Low Income Assistance Programs
Monthly Report as of May 31, 2017, and represents just over one-third (35%) of SCE’s 4.3
million residential customer population
SCE administers several energy assistance programs to low income customers, however
the most well-known are California Alternate Rates for Energy (CARE), Family Electric Rate
Assistance (FERA), and Energy Savings Assistance (ESA) Program. The IOUs are responsible
for executing strategies to cost-effectively identify, target, and enroll those who are
CARE/FERA and ESA Program eligible. The IOUs must balance the need to serve the
maximum number of eligible households with the need to ensure that those enrolled in the
program are truly eligible.
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CARE is a low income energy rate assistance program instituted in 1989, providing a
discount on energy rates to low income households with incomes at or below 200% of the
Federal Poverty Guideline (FPG). FERA is provided for households with at least three members
with a combined income immediately above the CARE limit up to 250% FPG. FERA is
marketed alongside CARE; for purposes of this marketing plan, any references or tactics relevant
to the CARE Program apply to FERA as well.
ESA, originally conceived in the early 1980s, provides no-cost home weatherization
services and energy efficiency measures to help low income households: (1) conserve energy; (2)
reduce energy costs; and (3) improve health, comfort and safety. The program also provides
information and education to promote energy efficient practices in low income communities.
Participation in income-qualified programs is provided below, from the 2017 Annual
Report for 2016 Low Income Programs:
Program 2016 Participation 2016 Penetration
CARE 1,235,755 customers 81.3%
FERA 19,102 8.7%
For ESA, at year end, 41,070 homes had been treated, representing 47% of the 2016
homes treated goal.
B. Low Income Customer Profile
A snapshot of customers who have participated in low income programs, compared to
customers that have not participated, shows that they:
Prefer Spanish or both English and Spanish as their primary language
Are more ethnically diverse, skewing more towards Hispanics, Asians, and African-
Americans
Have completed high school, but less have completed college or graduate school
Rent either multifamily or single family homes
Live in more densely populated areas
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Have slightly longer residency in their homes
Are more likely to have a medical allocation (Medical Baseline) suggesting the presence
of a disabled household member
Live in warmer climate zones
Regarding billing and payment behaviors, customers who participate in low income
programs are more likely to exhibit:
Higher levels of overdue payments in last 12 months
Higher disconnection rates
Preference for paper bill, with less participation in online billing
Lower online, checkfree, and direct payment participation
Lower participation in My Account
Lower interest in providing an email address
Higher participation in Budget Assistant, indicating an interest in managing energy bills
C. Barriers to Participation in Low Income Programs
Awareness of the ESA Program is fairly high among low income customers. According
to the 2013 Low Income Needs Assessment (LINA), ESA awareness among low income
households is high at 68%. Less current research exists on the awareness of CARE. According to
SCE’s 2011 Program & Services Tracking Study of residential customers, aided awareness of the
CARE Program was 63%.
Even with high awareness of the programs, SCE recognizes there are barriers that prevent
qualified customers from participating in CARE and ESA. Based on findings from the 2013 and
2016 LINA, ESA Program Multi-Family Segment Study, 2011 LIEE Household Segmentation
Research, SB350 Low Income Barriers Study and others, SCE has identified the following
barriers to participation for both programs:
Language – As previously noted, participants in CARE and ESA are more likely to
be Spanish-speaking or have a preference for English-Spanish communications.
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Further, there is a need for additional language support, as many customers within the
region also speak Asian languages, including Chinese, Korean, Tagalog, and
Cambodian, among others. These language differences can hinder participation and
interest.
Fear of providing sensitive personal information – Eligible customers may be
hindered in their participation due to anxiety or concern over sharing personal income
information with companies, completing forms incorrectly, or difficulty in calculating
household incomes. For undocumented immigrants, the concerns may be more
elevated, with a fear of providing information that might expose their immigration
status.
Feel it’s not worth the effort – Some customers may feel the time to gather income
documentation, or to schedule multiple in-home visits, may, in the end, not be worth
the services being offered.
Access to internet – According to the 2016 LINA, older and disabled customers
access the internet less frequently, making communication with these segments
through email or digital channels more difficult. Further, as seen in the profile of
SCE low income customers, there is a tendency for less participation in online billing
or payment or in using My Account.
Geographic location – Some customers may be located in areas of less dense
population, or away from larger metropolitan areas, making access to services and
contractors a potential barrier.
The following barriers are specific to ESA:
No perceived need – Some customers may perceive that they have no need for ESA,
largely due to already having alternative solutions in place or that their home is
already energy-efficient.
Skepticism – A concern can exist that the offer is too good to be true, or even if it is,
then the quality of the work and appliances must not be of value.
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Trust – Seniors and disabled customers, in particular, may have concerns with
contractors and allowing them into their homes for assessments and installation of
new measures.
Several ESA barriers are applicable specifically to renters:
Eligibility for program– Renters may not realize the program is not limited
to homeowners, and that they are also eligible to participate.
Obtaining landlord permission – Renters may also be hindered in their
participation in the program because they often must first obtain permission
from their landlord.
Don’t want to change something they don’t own – Given the transient
nature of the tenant, some may be hesitant to replace appliances or fixtures
that they don’t own, or may feel it’s their landlord’s responsibility to do so.
Fear the landlord might raise rent if home is improved – There can also be
a concern that once efficiency improvements are made to a property, this
could justify rate increases to rent.
Multifamily residents share many of the same barriers as renters. A recent
American Council for an Energy Efficient Economy report indicated the following
are key barriers to participation for multifamily customers:
Impact on rental income — Property owners typically discourage projects
that disrupt occupancy and rental income.
Strategic investment versus replacement at burn-out — the latter is the
more typical business investment policy.
Lack of knowledge and low energy efficiency priority — Energy efficiency
is a relatively low priority for multifamily building owners who, like all
businesses, have many demands on their resources.
Energy efficiency benefits may be difficult to observe — prior to investing,
it is hard for building owners to predict the full return on energy efficiency
investments.
Split incentives — Building owners are responsible for investing in energy
efficiency improvements, while tenants reap the benefits via lower energy
bills.
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Hassle of dealing with multiple contractors and site visits — Tenant
disruptions are usually discouraged by owners.
Time burden for tenants/owners — Complicated program qualification
and energy efficiency upgrade process can be burdensome for both tenants
and property owners.
The 2016 LINA study reports that the unmodified energy burden of multifamily
renters has surpassed that of renters and owners of single-family homes largely due
to their lower incomes. However, their energy usage is lower than other housing
types, presenting fewer energy savings opportunities, which may affect their
willingness to participate in the ESA Program.
D. Identifying Areas of Opportunity
In D.16-11-022, the CPUC instructed the IOUs to develop marketing strategies and focus
on customers within “hard to reach” markets. As defined by the statewide IOUs during the May
23, 2017 ME&O workshop, hard to reach markets are sometimes less accessible to conventional
marketing and outreach methods, and thus, may be less likely to access or seek support offered
via programs through traditional ME&O. For this reason, a more focused marketing approach
may be warranted in these areas. These approaches will be further outlined in Section V.E.2.
Four primary areas identified as hard to reach markets include: customers in high
poverty, customers living in rural areas, renters, and market-rate multifamily residents. A deeper
look at each segment for participation rates at the county level, with highlights at the ZIP code
and city level, helps to identify opportunities for marketing, and to shape strategies in
underserved areas.
1. High Poverty
The definition of a high poverty household is one with an income at or below 100% of
the FPG. In SCE’s service territory, approximately 14% of customers reside in high
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poverty households. Using both SCE and Athens Research data3 for estimated penetration
by county, SCE was able to identify ZIP codes and communities with high opportunity
for participation in CARE and ESA. The table below shows counties with the highest
opportunities for additional penetration, along with the top cities of opportunity within
those counties identified. While some of these cities may typically be viewed as higher
income communities, the data is suggesting that a segment of customers fitting the low
income criteria fall within their boundaries, and point to a need for additional marketing
to ensure coverage.
Areas of Opportunity
County Top Cities
CARE Fresno Lakeshore, Shaver Lake, Huntington Lake
Mono Bridgeport
Orange Irvine, Laguna Beach, Newport Beach, Corona del Mar
ESA Los Angeles
Long Beach, Santa Monica, Torrance, Valencia, West
Hollywood
Mono Mammoth Lakes, Bridgeport, June Lake
Orange
Irvine, Huntington Beach, Newport Beach, Mission
Viejo, Lake Forest
San Bernardino
Redlands, Barstow, Twentynine Palms, Lake
Arrowhead
2. Rural
Rural areas are generally defined as those isolated from larger metropolitan areas, either
by distance or other physical features, such as mountain or canyon divides, making it
difficult to reach the area. The following are counties and top cities with greater
opportunities for CARE and ESA program participation, based on populations of
3 Compliance Filing of Pacific Gas and Electric Company, on behalf of itself, Southern
California Gas Company, San Diego Gas and Electric Company, and Southern California Edison
Regarding Annual Estimates of CARE Eligible Customers and Related Information, filed
February 10, 2017.
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estimated income-eligible rural customers, combined with lower penetration rates for
CARE, or higher numbers of untreated households for ESA. The identified rural
population of 224,000 customers represents 15% of SCE's income-qualified population.
Areas of Opportunity
County Top Cities
CARE Inyo Bishop
Los Angeles Acton, Lake Hughes, Pearblossom
Mono Mammoth Lakes, June Lake
ESA Kern Ridgecrest, Tehachapi, Rosamond, Lake Isabella
Los Angeles Acton, Avalon, Lake Hughes, Pearblossom
Riverside Temecula, Beaumont, Elsinore
San Bernardino Victorville, Barstow, Yucca Valley, Twentynine Palms
3. Renters
Based on SCE data, about 36% of CARE and ESA customers are renters. Of these, 58%
are in multifamily dwellings, and the remaining 42% reside within single family homes.
SCE is seeing an opportunity with renters on CARE who have not yet participated in
ESA with about 60% of these in multifamily housing, and 40% in single-family housing.
The highest proportion of renters live in the following counties and cities:
Areas of Opportunity
County Top Cities with Renters
CARE Kings Hanford
Los Angeles Long Beach, Los Angeles, Santa Monica, Inglewood
Orange Irvine, Santa Ana, Huntington Beach, Costa Mesa
Santa Barbara Santa Barbara
Ventura Oxnard, Ventura, Simi Valley
ESA Los Angeles Long Beach, Santa Monica, Torrance, Inglewood,
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Hawthorne
Orange
Irvine, Huntington Beach, Costa Mesa, Garden Grove,
Orange
Santa Barbara Santa Barbara
Ventura Oxnard, Ventura, Simi Valley
4. Multifamily
According to the 2013 ESA Program Multi-Family Segmentation Study, 30 percent of
California households (approximately 1.2 million) meet the ESA Program's definition of
the multifamily market, defined as residents of properties having five or more units. This
figure increases to 46 percent when adding properties with two to four units, which is the
definition used by non-low-income multifamily energy efficiency programs.
It should be noted that other populations exist that can also be considered hard to reach:
customers with limited English proficiency, customers with disabilities, seniors, and
undocumented immigrants. The 2013 LINA noted relatively high rates of participation for these
populations, suggesting that SCE continues to reach them using existing strategies. SCE will
continue to consider and include these audiences in its ongoing marketing activities, and in
executing any new marketing tactics.
IV. OVERALL MARKETING PLAN
A. Marketing Objectives
SCE’s primary low income marketing objectives are to build awareness and generate leads
for CARE and ESA. This is accomplished by continuing to build upon proven marketing tactics
and proactively exploring new opportunities and untapped channels to ensure all eligible
customers are being reached.
Supporting marketing objectives include:
Identifying targeted audiences (hard to reach)
Prioritizing communications and customize messaging to targeted audiences
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Using data to refine propensity models
Ensuring a simple and easy enrollment experience
Integrating with other proceedings
Specific to CARE, marketing objectives are to:
Acquire new customers into the program in order to meet the 90% aspirational
goal
Retain eligible customers
Engage eligible, hard-to-reach customers
Specific to ESA, marketing objectives are to:
Generate leads for program contractors
1. Goals
The annual target for CARE continues to be an ‘aspirational’ goal of 90% enrollment of
eligible households. For 2017, based on an estimated eligible population provided by Athens
Research, the number of eligible households is 1,457,787. Based on the 90% aspirational goal,
SCE’s target is 1,312,008 customer enrollments. This eligible population may change in 2018
and subsequent years, resulting in annual revised targets.
As directed by Decision D-16-11-022, the targets for households treated through the ESA
Program are 54,509 in 2017 and 54,509 2018 respectively. Additionally, the ESA program has
a 30.8 MWh savings target for Program Years 2017 and 2018, subject to revision in Program
Years 2019 and 2020. Moreover, the ESA program has a goal to reach 15% of disabled
customers.
2. Overarching Strategic Approach
SCE’s strategic approach for low income programs is to provide the right offer, to the
right customer, at the right time. This is accomplished by reaching all customers, including hard-
to-reach, through multi-dimensional marketing efforts in order to achieve marketing objectives.
By using a mix of channels, SCE is able to ensure year-round communications around low
income programs, reach all customers in their preferred method of communication, and address
specific barriers to communication. Underlying this approach is a philosophy and desire to keep
the enrollment process simple for customers, and to make it easy for them to interact with us.
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SCE plans to continue with this overarching approach over the course of the next program cycle,
through 2020.
B. Segmentation Approach
SCE has adopted an overarching psychographic scheme of its residential customer base,
composed of five segments. Based on customer profile data previously shared, most low income
customers appear to fall within the Disengaged and Constrained segments. When developing
overarching marketing strategies, these schemes are taken into account.
Within the low income population, SCE further segments customers for participation in
CARE and ESA. To locate the most likely customers to enroll in CARE, SCE has utilized
internal customer and external demographic data to develop a propensity model for direct
marketing. This model reviews recent enrollees in CARE and links them with other customers
who exhibit similar characteristics to identify those customers with the highest enrollment
potential. For ESA, audiences are strategically targeted throughout the territory to balance
contractor staffing, customer satisfaction, and enrollment potential.
It will be important to apply further segmentation and analysis to ensure coverage of all
low income customers. For example, additional segments exist with hard to reach customers
such as high poverty or renters. Details about specific activities to reach these audience
segments will be provided in Section V.E.2.
C. Target Audiences
CARE and ESA have distinct target audiences. For CARE, the primary target audience is
income-eligible unenrolled customers, and those who need to recertify. For ESA, the audience
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becomes more segmented, with new CARE customers, recent movers, and those CARE
customers with the highest usage and/or the longest tenancy (on the program for 6+ years).
Reaching these latter segments will require continuous data analysis in order to ensure that these
populations are being addressed.
For both CARE and ESA Programs, and as identified earlier, additional audiences and
areas of focus include those in hard-to-reach segments: Rural, High Poverty, Renters, and
Multifamily, as well as customers in targeted communities (such as Aliso Canyon, San Joaquin
Valley), and those with limited English proficiency, customers with disabilities, seniors, and
undocumented immigrants.
Tactics for reaching these audiences will be addressed in greater detail in Section V.E.2.
D. Messaging Strategy
SCE has built a messaging platform around low income programs in a way that speaks to
and resonates with low income customers. At its core, messaging around both CARE and ESA
is focused on the health, comfort and safety of our customers. SCE believes messaging is key to
addressing and overcoming barriers to program participation. Two key messages -- the benefits
of the programs and the cost savings -- are currently communicated to customers in all marketing
materials.
SCE has used a proactive test and learn approach in order to determine priority messages
and those that will best resonate with customers. For example, SCE recently used email to test
messaging for CARE. In the test, recipients received a promotional email highlighting either
income guidelines or public programs (for example CalFresh/SNAP, Supplemental Security
Income, or Medi-Cal/Medicaid) as a way to qualify. Through this test, SCE learned that
customers receiving the email highlighting public programs generated higher response and click-
throughs to the CARE enrollment page. From this learning, SCE has revised content on sce.com
to prioritize the visibility of public programs as a criteria for enrollment, and is expanding this
knowledge to other CARE communications.
To continue to address barriers, such as trust or belief in the value of the programs, SCE
will expand its messaging to include an emotional connection by introducing real-life stories and
customer testimonials in marketing materials. Recognizing the unique barriers and issues facing
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customers in more targeted segments, such as renters or high usage, SCE will work to customize
messages pertinent to each audience, as influenced by research and an ongoing and proactive test
and learn approach. To ensure low income programs are included as part of a holistic bundle of
offerings to all customers, rather than a unique offering, SCE will integrate messaging when
appropriate with other communications around rate reform, energy efficiency, and energy
management technologies.
Recognizing the diverse customer base within southern California, as well as diverse
language needs and preferences, all low income communication will continue to be provided in-
language. To address the needs of the disabled and visually impaired, SCE continue to include
online and printed materials in appropriate formats, as well as provision of Braille when
requested.
E. Tactical Approach
This plan provides for tactical approaches on three levels: general audiences, hard to
reach, and targeted communities. High level tactics and approaches currently in place and aimed
to the general population of low income customers will be addressed in the first section. This
section also introduces new ideas and tactics to continue reaching this audience over the next
three years. The approach for hard to reach and targeted communities will be addressed in the
second and third sections, and may include many of the tactics to be discussed for general
audiences. SCE feels it is important to distinguish these approaches to demonstrate a
commitment to reaching these segments and ensuring coverage to all eligible.
1. Tactical Approach for General Audiences
SCE currently uses a multi-channel approach to achieve marketing objectives.
This approach includes tactics designed to build broad awareness of the CARE and ESA
Programs, as well as direct marketing for lead generation. To supplement these approaches, SCE
leverages low and no-cost channels, outreach, and partnerships. SCE believes it is through a
combination of tactics and message repetition that customers learn and engage with SCE about
low income programs; no one tactic alone can be responsible for meeting enrollment goals.
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a) Broad Awareness
For broad awareness, SCE will continue to utilize media channels with
wide reach. This can include display and mobile advertising, search engine marketing, and
social media. Customers responding to these channels are driven to sce.com, where relevant
content can be provided on low income programs which can address barriers such as legitimacy
and quality of the offers, contractor trust, and to answer questions about eligibility. Given the
real-time nature of digital channels, they will continue to be used as mediums for message testing
and monitoring feedback, in addition to building awareness.
While display and mobile ads are currently being used for broad
awareness and wide reach, SCE has the ability to allow for deeper targeting based on attributes
such as geography or behavior. With this additional knowledge, SCE can begin to tailor and
target ads to specific audiences and geographies, such as high opportunity ZIP codes. SCE will
also explore ways to interact and engage with customers through the use of video ads, which are
less expensive than television but can provide a more targeted reach. These ads could be
targeted at specific audience segments, such as high poverty or renters, and can be tailored to
include personal stories that address unique barriers.
As pointed out in the discussion of barriers, there is a segment of
customers who do not have access to the internet, or prefer communications from more
traditional channels. Broad awareness will need to expand to include more traditional channels
such as local print advertising to reach older and ethnic communities, and in rural areas, to
explore the use of local radio. SCE will also explore the use of out of home advertising, such as
ads in bus shelters or on digital billboards, in ZIP codes of high opportunity.
b) Direct Marketing
For a more personalized message, SCE will continue to utilize direct
marketing channels, which include direct mail, email, and outbound calling. Often, the channels
are used concurrently to supplement, strengthen and reinforce messaging. The combination of
the three channels has been an effective means of generating leads for ESA contractors and in
providing new applications for CARE. As previously discussed, a large segment of low income
customers exhibit a preference for paper-based communications or do not have access to the
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internet, so SCE will continue to rely on direct mail as a primary means of lead generation for
ESA contractors.
SCE has maintained a cadence of monthly ESA mailings to ensure a
constant stream of leads for its contractors, and supplements these efforts with monthly outbound
calls prior to contractor assessments, as well as promotional emails. SCE feels that providing this
regular stream of "warm" leads to ESA contractors through its ongoing direct marketing efforts
is a more effective means of lead generation, and will continue to follow this practice in lieu of
extensive cooperative marketing with contractors.
Looking ahead over the next three years, there are new opportunities to
expand on direct marketing tactics. Acknowledging that many customers that receive direct mail
may be those that are seniors or disabled, SCE will update printed materials to be more
accessible and readable for this audience. As SCE continues efforts to capture email addresses
and introduces more customers to self-service channels, they can begin to shift to a greater
emphasis on email solicitation for lead generation, thus realizing cost efficiencies and a simpler
enrollment process. SCE has begun to test marketing automation using triggered emails to enroll
new customers on CARE as part of a welcome journey as new service begins. SCE will continue
to explore the use of marketing automation to allow for new paths for CARE customers, by
introducing ESA or an alternate energy management program as a next step.
As more customers move to mobile phones and away from landlines,
there is an opportunity to begin to use text messaging as a way to provide potential ESA
customers notifications and reminders about upcoming neighborhood contractor canvassing. This
technique could prove fruitful in gaining more of a foothold in targeted areas, including rural
communities or high poverty areas. SCE will explore using this new direct channel as a way to
notify communities and to help to generate leads for local ESA contractors.
c) Low and No-Cost
In addition to broad awareness and direct marketing tactics, SCE leverages low and no-
cost channels using existing communications and tools to keep customers informed about low
income programs. By doing so, SCE ensures a low yet constant level of messaging during dark
media periods for broad awareness, or in areas that are not being targeted with direct marketing
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tactics. These channels can include bill messages, bill onserts, cross-promotion with other
program materials, sce.com web content, call center enrollments, and IVR messaging.
As previously discussed, SCE uses the sce.com website and program landing pages to
address barriers to participation, as well as to provide more detailed information on enrollment
guidelines, program benefits, and to facilitate enrollments. SCE has begun work to optimize the
CARE and ESA enrollment pages to enable a simpler and easier enrollment process for
customers choosing to enroll using a mobile phone. In February 2017, SCE completed the ESA
mobile-optimized website to allow customers to enroll in the program and check the status of
their enrollment. This website is available in both English and Spanish. A similar mobile-
optimized website for CARE will be complete by December 31, 2017. This site will allow
customers to check the status of their enrollment, recertify for CARE, and for the first time,
allow for post-enrollment verification document uploading, allowing for increased CARE
enrollment and retention. As with ESA, the CARE site will be available in both English and
Spanish.
For customers that do not or cannot use the internet, SCE will continue to provide the
Customer Contact Center as a low cost enrollment channel. Customer service representatives
have the capability to enroll customers in the CARE program over the phone when inquiries are
made for new service turn-ons, credit calls, or with potential disconnects. SCE also provides
messaging around CARE and ESA during the “on-hold” periods when customers are waiting to
speak to representatives.
One low and no-cost channel meriting further consideration to reach customers in their
ongoing communication with SCE is by leveraging the bill payment experience. This
interaction, though brief, may be the only interaction a customer may have with SCE each
month. As mentioned previously, messages about assistance programs such as CARE and ESA
are regularly featured on customer bills. SCE’s data shows many low income customers receive
and pay their bills using offline channels, so this remains a good forum for communication. For
those customers receiving an electronic bill, and as SCE continues its efforts to move more
customers to self-service and digital channels, an opportunity exists to begin leveraging
electronic communications, such as monthly transactional emails around bill notification,
payment reminders, or payment confirmation. SCE has previously used the June and July bill
payment emails as a way to inform online billing customers about annual income guideline
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changes. SCE will continue to review other experiences and electronic interactions with the
utility to uncover additional opportunities to include messaging about CARE and ESA.
d) Outreach and Partnerships
SCE engages with customers on a 1:1 basis through community
outreach using community and faith-based organizations (CBOs and FBOs), capitation agencies,
and through ESA contractors. SCE has ongoing partnerships with CBOs that provide services to
a wide variety of diverse customer segments across the territory. They have established
relationships with groups that work with Hispanic communities, Asian-Pacific Islander
communities, African American communities, Native American communities, veterans groups,
LGBT communities, immigrant communities, consumer advocacy groups, environmental groups,
and many other customer segments. By working with these groups, SCE is able to connect with
hard to reach audiences in a friendly setting, using trusted community resources. In 2016, SCE
participated in 140 outreach events to low income customers, reaching 21,000 customers, and
plans to continue to engage CBO partners on low income programs.
SCE will also continue to explore and create partnerships with third
parties, such as 2-1-1.org, GRID Alternatives, Lifeline administrators and/or providers, Covered
California and other local and state agencies, to ensure messages and information about low
income assistance is available to all customers. This will be done in a coordinated effort with
other marketing initiatives underway at SCE, including Energy Upgrade California, energy
management tools, and rate reform.
SCE will continue to partner with SoCalGas for joint marketing
opportunities in shared ZIP codes. While data sharing has existed between the two organizations
for some time, and is a key source of new customers, the two utilities have recently begun
partnering on marketing materials. In 2016, an iterative test and learn approach was used across
two direct mail letters to low income customers in shared ZIP codes. From each mailing, the
utilities have gathered valuable learnings about joint messaging and shared customer responses.
SCE and SoCalGas will continue to use this approach and build upon learnings for ongoing joint
utility communications and outreach.
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2. Tactical Approach for Reaching Targeted Populations
In addition to the marketing tactics previously described, a more prescriptive
approach will be applied in targeted populations. Given the potential overlap in audiences, for
example high poverty and rural audiences, the timing and coordination of these efforts with
ongoing tactics for the general population will be critical to success. Just as important,
customized messages will need to be tested, and learnings applied, to address the key barriers
faced within each population.
a) High Poverty
In high poverty areas, SCE plans to monitor participation and enrollment
data to identify and pinpoint communities that exhibit lower than average penetration rates. In
examining these communities, SCE can identify clusters or common geographic areas in which
to expand on the neighborhood approach and to develop focused campaigns in areas of need.
These focused campaigns would include partnering with ESA contractors to ensure adequate
staffing and coverage in a given area, complemented by SCE-led marketing activities. These
activities include direct marketing, such as direct mail, email, outbound calling, or text
messaging, for lead generation. If cost-effective to the size of the population, SCE can explore
the use of local print advertising to build increased awareness. As part of its outreach, SCE may
reach out to community organizations and existing partnerships currently in place with state and
local governments to ensure consistent and ongoing messaging while the contractors are in a
targeted area. A similar approach has been used with success for Commercial Direct Install.
b) Rural Communities
As with high poverty communities, SCE plans to monitor participation
and enrollment data to identify and pinpoint rural communities that exhibit lower than average
penetration rates. A similar focused campaign approach can be explored for ESA, taking into
account cost efficiencies and economies of scales given the smaller populations and size of this
opportunity. As discussed in the section on barriers, insights from customers in rural areas
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suggests local community outreach, local TV or radio spots may be the best way to provide
adequate reach into these communities.
In both high poverty and rural communities, the issue of trust has arisen
as a barrier to participation. To overcome this barrier, outreach and support from local and
respected community organizations may be needed to provide additional legitimacy and to
reassure customers. In 2015, SCE faced this barrier in the Chemehuevi Native American
community along the California/Arizona border. By working together with SCE’s Local Public
Affairs representative for tribal nations, the ESA program team, and the Chemehuevi Housing
Authority Department (CHD), a series of meetings were held to address concerns and showcase
the benefits of the program. Together, the team, including ESA contractors, mapped out a
comprehensive approach in the installation of energy efficient measures, and successfully
completed installations in 87% of the CHD units in 2016. Feedback has been positive, and SCE
is now using this approach as a model for reaching other Native American tribes in the territory.
A similar approach can be applied to other rural and high poverty areas, in addition to the direct
marketing and awareness efforts discussed.
c) Renters
To begin addressing barriers to participating in the ESA program for
renters, SCE has placed language on direct marketing materials that point out that whether
customers own or rent, they are eligible for the program. For repetition and recall, this language
is noted several times throughout materials. However, SCE recognizes there are additional
barriers renters face, which can be addressed through targeted messaging on direct marketing
materials as well as on collateral provided to customers by ESA contractors.
Identifying renters and their dwelling type is an important element of this
approach. Data indicates just over one-third of low income customers are renters, with 58% in
multifamily dwellings, and 42% in single family properties. SCE can utilize the test and learn
approach with this data, by segmenting out potential renters by type of dwelling, and developing
customized direct marketing campaigns and messages for each segment. For example, for renters
of single family homes, the message may focus on obtaining landlord permission, while for
multifamily dwellers, the message could focus on the benefits and cost savings of the ESA
program.
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For ESA contractors, SCE is developing a new ESA brochure specifically
for property owners and managers to provide education around program benefits and to address
common barriers around the installation process and program requirements. When a contractor is
canvassing a neighborhood or meeting with a new lead, a reply card and pre-addressed envelope
can be left with the customer to provide to the landlord or property manager, and in turn, the new
brochure will be sent out to that individual, either through mail or electronically.
d) Multifamily
Outreach to the market-rate multifamily segment impacts two audiences:
the property owner or manager and the tenant. In its outreach to property owners and managers,
SCE will continue to utilize the single point of contact (SPOC) and authorized multifamily
contractors to identify potential low income properties for ESA and to partner with local trade
and industry associations for awareness. Once this contact is made, SCE will provide improved
communications to help ease the enrollment process. The ESA brochure designed for property
owners and managers, discussed above, is one new communication to be offered. Additionally,
SCE has begun to develop an Intent to Enter form, which is a joint form for the ESA Program
and Multifamily Energy Efficiency Rebate (MFEER) program, and will be used by contractors
that have obtained property owner and/or manager authorization. SCE is currently redesigning
the Multifamily Property Resource Center landing page to become a "one-stop shop" for
property owners including low income and affordable housing operators.
SCE is actively engaged with local apartment owner associations that
serve market rate property owners. To encourage participation in low income program, SCE
plans to increase engagement and build partnerships with organizations that specifically serve
low-income housing, such as Southern California Association of Non-Profit Housing
(SCANPH), National Affordable Housing Management Association (NAHMA), California Tax
Credit Allocation Committee (CTCAC), and U.S. Department of Housing and Urban
Development (HUD). Activities planned to strengthen and build these partnerships include
organization membership, participating in meetings, hosting booths and educational seminars at
trade shows, and marketing in trade publications.
In addition, SCE plans on utilizing data analytics to evaluate items such as
energy use and previous participation to identify high opportunity properties in order to prioritize
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program activities. SCE will expand learnings from the 10-10-10+ Multifamily Behavioral Pilot
to cover the entire SCE service territory. This work entails overlaying county assessor data with
SCE service accounts to establish property level Energy Use Intensity. With this information,
SCE can develop specific targeting strategies for geographic areas or individual properties with
the greatest needs.
For tenants within multifamily properties, the tactical approach previously
described for renters can be applied, with specific tests around messaging to multifamily renters,
and the pre-paid reply envelope to be provided to landlords.
3. Tactics for Additional Targeted Communities
a) Aliso Canyon Communities
In 2016, SCE began to intensify ESA communications to customers in
areas affected by the Aliso Canyon Gas Storage Facility natural gas leak. These communications
included direct marketing and broad awareness in targeted zip codes. SCE used participation
from SCE’s prior contractor assessments, as well as measure savings data, to identify those
customers in the Aliso Canyon area that were most likely eligible for high-energy saving
measures, and sent marketing communications to these customers that provided a direct link to
contractors, who then prioritized installation of these measures to assist with mitigating load
impacts.
In addition, SCE and SoCalGas partnered on two direct mail
communications to shared customers, promoting the ESA Program. This partnership will
continue with additional direct mail campaigns and outreach activities, applying lessons learned
from the 2016 effort for optimal communications.
b) Disadvantaged Communities in the San Joaquin Valley
Within the San Joaquin Valley, 56 communities fall within SCE’s
territory. These communities may be classified under both the high poverty and rural hard to
reach segments. As such, marketing tactics used to reach these segments can be applied. These
tactics can include direct marketing, and on a smaller scale, broad awareness, including digital
media, out of home, or local media outlets such as radio. Given barriers of language fluency and
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trust, understanding the demographics of the SCE customer base in the region will also be
important, with in-language materials as well as in-language community outreach serving as
critical inroads to the diverse population.
There is opportunity to bundle messages with other programs for this
community to provide a more holistic product offering to customers. This could include low
income programs such as CARE and ESA, but also Medical Baseline. Additionally, through
bundled messaging, SCE can explore ways to educate low income customers about opportunities
for zero-cost solar installations through the Single Family Affordable Solar Housing program.
c) CARE Customers with High Usage and Long Tenure
As referenced in Decision 16-11-022, two important segments of CARE
customers who have not participated in ESA are those with high usage, and those that have been
on the CARE rate for 6+ years. While these customers may have been marketed to in previous
campaigns, their lack of participation in ESA would indicate that a greater focus with different
messaging should be applied. SCE recommends these communications occur one to two times
per year on a rolling basis to capture customers should they fall into one of these categories.
Both segments of customers can be identified through internal data
analysis, and special care should be taken to provide customized and distinct communications to
each audience. For example, high usage CARE customers could benefit from language on how
ESA can help reduce and manage energy usage over the long term, and help to avoid a high
usage charge. For long-tenured CARE customers, messaging could speak to the overall benefits
of the ESA Program, and to make the program feel worthwhile to the customer. For both
audiences, customer research may help to determine what barriers have prevented them from
participating in the past, and to provide insight into additional communication points to get them
to enroll.
d) Customers with Disabilities
SCE is exploring new partnerships and updating marketing materials into
new formats to address the needs of customers with disabilities. SCE will look into relationships
with the deaf community, advocates, and other organizations to help increase participation.
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For customers needing materials in alternate formats, SCE plans to update
collateral and direct mail communications to be more readable. For example, larger fonts and
callouts for key words and phrases can be applied to ensure seniors or those with visual
impairments can read and understand critical program information. When requested, collateral
material in Braille can be provided.
V. INTEGRATION
The next three years represent a critical time for residential electricity customers.
With the upcoming transition to time-of-use (TOU) rates, to the introduction of exciting new
energy management technologies, to the overarching statewide campaign's message to “Do Your
Thing”, Californians are facing a mix of messages from SCE and other entities, that have the
potential to confuse or overlap, thus diminishing the intent of marketing messages. Existing SCE
program communications, such as those related to energy efficiency or low income programs,
have the potential to "get lost in the shuffle" as these newer messages are offered; however, these
programs still face enrollment goals which need to be attained. SCE recognizes the importance
of all of these communications, and more importantly, the need to ensure these efforts are
integrated and coordinated so as to provide relevant and timely messages to its customers and
avoid confusion.
SCE will achieve integration by utilizing a comprehensive communications
strategy, whose foundation is based on two principles: 1) creating a positive and sustained
customer experience and 2) leveraging efficiencies across multiple customer outreach efforts.
First, in creating a positive, intuitive customer experience, SCE will seek to
complement existing low income program messages and outreach with appropriate program
messages as natural solutions or next steps. This would mean defining when an integrated
message is helpful and meaningful, and not confusing, to a customer. To maintain relevancy,
integrated messages should be driven from the customer’s point of view and experience. For
example, upon completion of the ESA Program, a logical next step might be to inform customers
of energy management tools such as SCE’s My Account or Budget Assistant to continue their
journey. Or, for CARE customers that are experiencing higher bills, marketing automation can
trigger messages about rate options and tips for how to manage their usage.
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Second, in leveraging efficiencies across multiple outreach efforts, SCE will
identify key points where integration or bundling of messages within campaigns would be most
effective. By doing so, duplication and conflicting messages can be avoided.
Several current and ongoing proceedings have been identified as opportunities for
integrating with low income marketing efforts: Residential Rate Reform, Statewide ME&O,
AB793, and Energy Efficiency Business Plan. Integration opportunities within each of these
proceedings are outlined below.
A. Coordination with Residential Rate Reform
The objective of SCE’s ME&O efforts around residential rate reform are to drive
awareness, understanding and engagement around upcoming rate changes and what customers
can do to better manage their energy use, and ultimately, their electricity bills. The proposed
campaign will encompass many of the same channels suggested for low income customers and
will encompass multiple years. Throughout the course of this proposed multi-year effort, there
will be several touchpoints with which to integrate CARE and ESA. These opportunities include
high usage communications, seasonal educational campaigns, and ongoing rate options and TOU
educational efforts over the transition period. SCE has begun some of this integration by
including ESA as a way to manage energy use on educational rate brochures, and will begin to
explore additional opportunities for highlighting CARE and ESA in relevant communications.
SCE has begun to explore the use of the ESA energy education module as an additional platform
for educating customers on new rates, as well as tips and education on how to manage energy use
during peak periods.
At the time of this filing, the ME&O plan for residential rate reform has not been
approved. Upon approval, low income marketing leads will continue to coordinate with
residential rate reform marketing leads to ensure that low income programs are represented and
integrated, as appropriate, within any relevant rate notifications and communications.
B. Coordination with AB793
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As part of Assembly Bill 793, the utilities have been directed to develop ME&O
plans to promote the use of energy management technologies (EMTs). As such, the objective of
SCE’s ME&O efforts are to drive awareness, understanding and engagement with targeted
customers regarding EMTs in order to help them manage energy use and save money. SCE’s
recently updated marketing plan contains strategies to market EMTs to communities with the
highest disconnection rates and disadvantaged communities. As these communities are often
associated with customers eligible for or those that are already participating in low income
programs, integration and coordination is essential.
SCE will monitor and seek opportunities for integrated messaging in its low income and
EMT marketing. For example, instead of separate and distinct communications in overlapping
communities, such as disadvantaged communities and vulnerable, or hard to reach (high poverty)
low income markets, integrated messages using shared channels such as direct mail, email, social
media, or outreach events, can be explored to ensure that a complete offering of appropriate
programs to manage energy usage and save is presented to customers at the same time. Using
customer and external demographic and behavioral data, SCE can identify low income customers
with the best potential for EMTs or more appropriate lower cost tools, such as bill forecast alerts
and energy surveys, and use this data to coordinate with AB793 communications for an
integrated message. SCE can also explore adding EMT education as part of the ESA energy
education module. A recent pilot promoting Budget Assistant (a free bill alert notification tool),
as part of the module garnered positive results and shows promise for extending to a wider
audience.
With the recent approval of the updated marketing plan for AB793, SCE has begun work
on a tactical plan for execution in Q4 2017. The low income marketing team has already been in
discussions with the AB793 marketing team to ensure that low income programs are represented
and integrated, as appropriate, within any relevant AB793 communications.
C. Coordination with Statewide ME&O
In April 2017, the new Energy Upgrade California statewide ME&O campaign, Do
Your Thing, launched across the state. The campaign is part of a 5-year effort to build an energy
efficiency movement among all Californians, including low income consumers, over time. This
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campaign seeks to build awareness of energy education and increase intent to engage in energy
management across a broad spectrum of marketing channels, including digital advertising,
broadcast media, social media, public relations, and community outreach.
In prioritizing the many program areas that can be discussed in the statewide
campaign, the IOUs, the CPUC, and the statewide implementer (DDB) have agreed to include
ESA as a high priority program for education. This is important in that low income customers
responding to advertising and choosing to learn about ways to be more energy efficient can
understand that affordable and low cost energy management options do exist for them to
participate and to do their part for California.
Two areas have emerged as opportunities for integration between low income
programs and the statewide campaign: driving website visits and community-based outreach.
Through the new Energy Upgrade California's Home Energy Efficiency constellation website,
developed in consultation with local statewide ME&O leads and DDB, content on financial
assistance through CARE and ways to be more efficient through ESA became available in late
May. Visitors to the Energy Upgrade California website can now learn the basics about ESA,
CARE, and other government programs, and more importantly, can readily link to SCE's website
to obtain more detailed information or to begin the enrollment process.
SCE will partner with DDB to plan and implement community-based outreach
efforts. While SCE has long-standing relationships with many local CBO/FBOs, we appreciate
the broader air cover that DDB seeks to build and grow with larger governmental and statewide
entities for further outreach. As appropriate, SCE will seek opportunities to partner with DDB,
SoCalGas, and local community partners on joint outreach activities for shared customers. In
addition, SCE will work with DDB to review and understand their outreach calendar and timing
in order to align local marketing efforts and coordination of messaging to avoid duplication of
efforts and customer confusion.
D. Coordination with Energy Efficiency Business Plan
SCE filed its Amended Energy Efficiency Rolling Portfolio Business Plan For
2018-2025 (A.17-01-013) in February 2017. The plan cites SCE’s vision for the Residential
sector, which is to increase customer adoption of residential EE measures, enhance customer
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knowledge of energy-saving actions, and target EE market participants to maintain cost-
effectiveness.
The business plan identifies the connection of multifamily properties and the ESA
Program, and identifies similar barriers to participation as discussed in Section III. To increase
awareness and drive program participation in multifamily EE offerings, SCE proposes
continuing its strategy to partner with local trade associations, local governments, and portfolio
operators. To simplify enrollments and minimize customer touchpoints with SCE, the continued
strategy of a single point of contact (SPOC) is also proposed. The use of a SPOC was previously
discussed in Section V.E.2.d when addressing specific marketing tactics to reach the multifamily
audience in the low income segment.
In addition to its current strategy of partnering with local multifamily agencies,
SCE proposes expanding its partnering efforts to increase focus on low-income and rural
customers through increased coordination with relevant agencies, such as the U.S. Department of
Housing and Urban Development, California Tax Credit Allocation Committee, the U.S.
Department of Agriculture, and Tribal Governments. The plan also proposes that SCE partner
with the local multifamily housing industry.
At the time of this filing, the EE business plan has not been approved. Upon
approval, the low income marketing team will coordinate with EE efforts to ensure that low
income programs are represented and integrated, as appropriate, within any relevant EE
communications and partnerships.
E. MEASUREMENT AND METRICS
Given SCE is deploying a variety of tactics to deploy its ME&O plan, a variety of metrics
will be utilized to evaluate success and effectiveness of each effort. As tactics are deployed and
tested, SCE can provide metrics for these approaches, including:
Activity Metric
Broad Awareness
Display/Mobile Ads Impressions, click-throughs
Paid Search Impressions, click-throughs
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Social Media Shares, Re-tweets, Likes, Mentions
Radio* Impressions, total spots
Video Ads* Impressions, views, click-throughs
Print* Circulation, readership
Direct Marketing
Direct Mail Quantity, response rates (leads, applications)
Email Quantity, open rate, click-through rates
Outbound Calling Quantity, calls completed
Text Messaging* Quantity, open rate, click-through rate
Lo and No Cost
Bill Messaging Distribution
Website Page views
IVR Distribution
Transactional Emails Distribution, click-through rate
Outreach
Events, Workshops #Events, attendance, interactions
CARE Capitation Agencies Lead conversion, enrollments
*Proposed new tactics, not currently being used or measured for low income marketing
As previously discussed, SCE has adopted a proactive test and learn approach with low
income marketing and outreach, to continuously improve upon marketing messages and
channels. Through this approach, SCE has been able to establish baselines metrics such as direct
mail response rates, and email or banner ad click-through rates, with which to measure against
when testing such tactics as new direct mail formats, email subject lines, or banner ad creative.
SCE also measures against utility industry benchmarks as an additional data point in which to
gauge success.
SCE will use customer research to monitor awareness and satisfaction of its low income
audience to ensure that not only are low income messages being appropriately communicated,
but also understood. On internal and external customer satisfaction measures, SCE can segment
low income customers to measure their understanding of rate choices, billing and payment
options, and their awareness of the programs offered to help manage their energy usage. If gaps
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are identified for these metrics, SCE can work to incorporate these messages more strongly in
communications and continue to monitor awareness.
As SCE begins to further analyze its low income customer base to identify the hard to
reach segments, such as high poverty, rural, renters, multifamily, high users, or those with long
CARE tenure, and deploys specific marketing tactics against these audiences, it follows that
these tactics will need to be monitored. As tactics are deployed, specific tracking mechanisms,
such as source codes, vanity URLs, or through back-end enrollment analysis, will be conducted
to measure effectiveness of that approach and to measure if penetration into that audience has
increased. SCE will report back to the CPUC on its efforts and successes in each segment.
SCE will provide and continually monitor a variety of metrics to demonstrate the
effectiveness of its marketing efforts. The test and learn nature of the plan, as well as the use of a
variety of tactics, allows for flexibility to make changes in approach or to shift the mix of one
channel over the other to ensure goals are being attained.
F. BUDGET
SCE’s marketing budget breakdown for CARE and FERA is provided below:
Tactic 2017 2018 2019 2020
Direct Marketing $1,114,951 $1,076,091 $1,076,091 $1,076,091
Broad Awareness $300,000 $400,000 $400,000 $400,000
New
Tests/Initiatives
$100,000 $150,000 $150,000 $150,000
Collateral $45,000 $40,000 $40,000 $40,000
Outreach $658,252 $658,252 $658,252 $658,252
Administration $360,500 $360,500 $360,500 $360,500
TOTAL $2,578,703 $2,684,843 $2,684,843 $2,684,843
Direct Marketing includes direct mail and email for general audiences. Additional
funding is allocated for direct marketing activities towards hard to reach audiences (high
poverty, rural), as well as in-language versioning and updates for visually impaired
customers and new SCE branding.
Broad Awareness includes paid advertising such as digital banners, search engine
optimization, and social media.
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New Tests/Initiatives can include in-language video ads, and for hard to reach audiences,
local radio, print publications, or out of home advertising.
Collateral includes updates to customer-facing materials for new SCE branding, visually
impaired, and translations.
Outreach includes outbound calling, applications (printing & mailing), other outreach,
staff labor, 800#, and capitation fee project.
Administration includes costs associated with application processing, certifications and
recertification, post-enrollment verification, and general administrative expenses.
SCE’s marketing budget breakdown for ESA is provided below:
Tactic 2017 2018 2019 2020
Direct Marketing $550,000 $575,000 $570,000 $570,000
Broad Awareness $200,000 $200,000 $200,000 $200,000
New
Tests/Initiatives
$50,000 $50,000 $55,000 $55,000
Collateral $50,000 $25,000 $25,000 $25,000
Outreach $65,000 $65,000 $65,000 $65,000
Administration $35,000 $35,000 $35,000 $35,000
TOTAL $950,000 $950,000 $950,000 $950,000
Direct Marketing includes direct mail and email for general audiences. Additional
funding is allocated for direct marketing activities towards hard to reach audiences (high
poverty, rural, renters), go-backs, and long-term CARE customers, as well as updates for
visually impaired customers and SCE’s new branding.
Broad Awareness includes paid advertising such as digital banners, search engine
optimization, and social media.
New Initiatives can include SMS/text messaging, and for hard to reach audiences, local
radio, print publications, or out of home advertising.
Collateral includes updates to customer-facing materials for new SCE branding, visually
impaired, and translations. Can include versioning for hard to reach customers (renters,
multi-family).
Outreach includes outbound calling, contractor collateral, and community events.
Administration includes research, utility affiliations, and program operations.
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It should be noted that as with the overall marketing plan, the budgets for 2018-2020 are
intended to be flexible and are subject to change.
VI. APPENDIX
The appendix is included to provide CARE and ESA penetration levels by ZIP code,
highlighting those ZIP codes with lower than average penetration as of April 2017.
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35
36
37
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