Dear Reader,

Beyond the impressive savings already achieved, the market transformation initiatives that Consortium members have undertaken for the last twenty-seven years represent important market platforms that can be used to serve tomorrow's shared needs. As people, products, and buildings increasingly interact, CEE can leverage the earned trust and standing across key industries to enable ever greater value afforded by time, duration, and location.

The vision is one of managed energy ecosystems that rely upon carefully considered CEE demand side initiatives, each of which engenders a broad spectrum of customer, societal, and utility benefit on its own, and that can be used to serve particular jusrisdictional planning challenges that are associated with dynamic change.
  • Applied innovation leads to improved capability. Experts among the membership have engineered the pipeline for future opportunities as embodied by the Emerging Technologies Collaborative.
  • The Integrated Home draws from established residential CEE initiatives to deliver efficiency, grid, and customer benefits beyond those those attributed to single measures.  
  • CEE Strategic Energy Management provides the program industry a consistent framework to catalogue, analyze, share, and scale applied learning while also raising visibility for the merits of continuous improvement. The framework also affords context to effective application of sensors and connected functionality for commercial and industrial facilities alike. 
  • A maturing industry that expends $9 billion annually deserves an empirical tool for comparing relative performance in like circumstances, enabling introspective reflection and guidance for improved program impact. Understanding both the public responsibilities that members have and the difficulty of responsible comparison in a diversely regulated environment, CEE was the trusted entity to build the framework for Program Performance Benchmarking.
  • The CEE Evaluation, Research, and Behavior team supports the latest developments in evaluation, industry research needs, and the application of social science research to complement program impact.

CEE has been successful over twenty-seven years because members each bring their own skills, perspective, and expertise, applied to realize shared needs that could not otherwise be achieved. The CEE model is unique in that it is managed to serve shared versus individual need, is analytically based, vetted with affected stakeholders, rewards those who excel, facilitated in an atmosphere of trust, makes use of earned relationships with key industries, and defines what matters in markets when it comes to efficiency.

If you administer programs, your organization’s business model rests in part on market forces outside of your control. CEE members establish market initiatives that enable individual organizations to independently act to shape binational change toward shared purpose, improve program impact, and bring the benefits of energy efficiency to utilities, customers, industry partners, and society alike.

And now, we’re pleased to present you with the CEE 2017 Annual Report. Let us know what you think.

Kevin Bright, CEE Board Chair, discusses CEE 2017 Annual Report Ed Wisniewski, CEE Executive Director, explains platform concept in CEE 2017 Annual Report
Kevin Bright, Duke Energy
CEE Board Chair
Ed Wisniewski
CEE Executive Director