Goal 3 = An Effective Presence
To provide leadership that can build public awareness, influence decision makers, and assure that District Energy will be a significant part of American energy future.
A. Establish a Powerful Voice
The domestic District Energy community is diverse.
Represented by several trade associations and interest groups, it has lacked a powerful voice that can communicate common goals and manage common objectives.
To make this Action Plan work, it needs a strengthened umbrella organization, with full time leadership resources, that will determine direction, and accept overall management responsibility to develop the industry.
The International District Energy Association (IDEA) will accept this leadership role.
- 1. Define an Umbrella Organization
- Select and strengthen the organization that will be fully dedicated to aggressively and effectively implementing the Action Plan on behalf of the full District Energy community.
- 2. Confirm its Mission and Management
- Define realistic goals, objectives, management responsibility, and budget for the organization.
- 3. Provide Dedicated Staff Support
- Arrange for and support full-time staff who will manage, coordinate and monitor the Action Plan as their primary responsibility
- 4. Assure Continuity and Growth
- Ensure policy coordination and continuing program support among the members of the District Energy community.
B. Build Public Awareness
Public awareness about the availability and benefits of District Energy is low. Many potential and some easting customers of District Energy do not understand its value. To broaden support among existing customers, and to increase market penetration, targeted technical and marketing materials must be developed. Effective communication strategies require repeated messages that clearly and simply explain the cost, comfort and environmental quality benefits of District Energy.
- 1. Define Target Audience and Messages
- Determine key public audiences and tailor specific information about District Energy for each.
- 2. Develop Outreach and Education Strategy
- Determine format, media, and outreach techniques that will effectively communicate the District Energy message.
- 3. Expand Public Relations Activities
- Ensure that the outreach and educaton strategy is an effective and ongoing activity.
C. Influence Decision Makers
Despite the clear societal benefits of District Energy, it has few champions at high decision-making levels within government, institutions, or the private sector. This fact inhibits the formation of investment capital, and weakens District Energy as an effective player in proceedings of national and state regulatory bodies. Efforts to build a supportive constituency should focus initially on decision makers in areas of public policy at national, state and local government levels.
- 1. Identify Key Decision Makers and Organizations Determine which organizations and individuals influence public policy decisions that are important to the future growth and prosperity of District Energy.
- 2. Develop Outreach and Education Strategy Develop techniques and messages that will best influence those key decision makers
- 3. Create Champions and Supportive Coalitions Develop individual and organizational allies: coordinate and manage as a major ongoing activity.