AMERICAN COUNCIL FOR AN ENERGY EFFICIENT ECONOMY

aka ACEEE   |   Washington, DC   |  www.aceee.org

Mission

Through research and outreach, ACEEE acts as a catalyst to advance energy efficiency policies, programs, technologies, investments, and behaviors. We are working for a future in which energy efficiency helps the United States achieve economic prosperity, energy security, and a healthy environment.

Ruling year info

1981

Executive Director

Mr Steven Nadel

Main address

529 14th Street, NW Ste 600

Washington, DC 20045 USA

Show more contact info

EIN

94-2711707

NTEE code info

Research Institutes and/or Public Policy Analysis (C05)

IRS filing requirement

This organization is required to file an IRS Form 990 or 990-EZ.

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Communication

Programs and results

What we aim to solve

SOURCE: Self-reported by organization

The pace of climate change due to global energy use threatens our economy, our health and safety, and the ecosystems on which we depend. Energy efficiency is vital to reducing greenhouse gas (GHG) emissions and mitigating climate impacts. Energy efficiency can transform how all our products, services, and systems work together to improve our use of energy. ACEEE is committed to halving U.S. energy use and emissions by 2050 while bolstering economic growth and equity.

Our programs

SOURCE: Self-reported by organization

What are the organization's current programs, how do they measure success, and who do the programs serve?

National Policy

National policies to improve energy efficiency are critical to job creation and economic development, reducing oil imports, improving the reliability of the electric grid, lowering energy prices, and addressing climate change and air pollution. Federal legislation, as carried out by the Department of Energy, Environmental Protection Agency, and other agencies, provides essential nationwide energy efficiency programs such as appliance and vehicle efficiency standards, ENERGY STAR® labels, tax incentives, technical assistance, and research and development of new technologies.

Population(s) Served
Adults

The origin of utility-sector energy efficiency programs traces back to the energy crises in the 1970s, when a new concept of "energy conservation" emerged to help customers cope with soaring energy prices. Over time, this led to the development of an expanded set of customer energy efficiency programs provided by electric and natural gas utilities. ACEEE was founded during this early period — in 1980.

Since then, energy efficiency has evolved to become recognized as an integral and highly valuable element of utility investments and operations. Utility energy efficiency programs have yielded significant energy and economic benefits to the utility system and to ratepayers. Energy efficiency programs have also led to job growth in many fields, including the building trades.

Utility energy efficiency programs have expanded fairly steadily over the years, despite a temporary period of decline during the utility deregulation in the 1990s. (One enduring effect of the deregulation phase, however, is that non-utility organizations now administer and provide ratepayer-funded customer energy efficiency programs in several states.)

Now, in the 21st century, energy efficiency is regarded as an important utility system resource that can also reduce greenhouse gases, save money for customers, and generate jobs. In response to both economic concerns and climate change, legislators and regulators have supported energy efficiency at unprecedented levels.

The industry is growing rapidly. In pursuit of higher savings goals, electricity and natural gas programs are expanding their efforts and seeking new sources of savings, including behavioral change. States that did not previously engage in efficiency programs are now taking advantage of this opportunity.

Throughout this evolution, ACEEE has played a leading role in research and policy development for utility energy efficiency. We hope to maintain and build upon that leadership role.

Population(s) Served
Adults

Commercial buildings account for 19% of the energy consumed in the United States. The types of buildings that use more than two-thirds of that energy are office and retail buildings, educational and health-care buildings, and lodging. More than half the energy used by commercial buildings goes toward heating and lighting. Opportunities for commercial buildings include improving the operations and maintenance of existing buildings, and finding ways to deal with the split incentives that often occur between the bill-payers and the tenants of the building. Additionally, in many cases (particularly in schools and public buildings) capital is not always readily available for efficiency improvements.

Population(s) Served
Adults

American homes use almost 25% of the energy consumed in the United States. About 80% of that energy is used in single-family homes, 15% in multi-family homes (such as apartments and condos), and 5% in mobile homes. Although residential energy use has steadily increased over the past 25 years, it has increased at a slower rate than the rate of population increase. However, many efficiency gains are being offset by increases in the number of electronics and appliances in the average home. There are still many large opportunities for improvement, especially in areas such as whole-home performance and systems.

Population(s) Served
Adults

Understanding human behavior is critical for achieving the goals of energy efficiency. Whether we are purchasing goods, using energy to service our homes and workplaces, or responding to the constraints placed upon us by technology and systems that surround us, human behavior is the key.

Everything always comes back to behavior, even when the discussion turns upon the installation of technology: No matter how efficient the light bulb standard is, people still need to get to the hardware store, select the right bulb, take it home, install it, and use it properly before the benefits can be realized.

Behavior and the Human Dimensions of Energy Use is a growing area of interest to utilities, businesses, and governments at the federal, state, and local levels. Institutions or agencies working to promote energy efficiency benefits should incorporate a behavioral perspective to improve the reach and impact of their programs. Energy professionals can use social science to shape the ways in which programs can benefit customers and their usage of energy-derived goods and services. Specific areas in which social science is informing the work of energy efficiency are:

Going beyond information. Technology and program design should go beyond informing to directly engaging energy users in new decisions or action that reduce energy use.

Understanding context. Energy-efficient outcomes are fostered through changes in our social, natural, and built environments.

Leveraging technology. Technology enhances energy efficiency efforts by giving energy users greater control and real-time information about their energy use.

Navigating social networks. Energy efficiency is encouraged through communicating social norms, creating opportunities to compete with peers, and using trusted messengers to relay information.

Using strategic rewards. Targeted incentives and rewards increase participation and commitment to energy efficiency actions.

Raising the profile of energy. Energy must become concrete and visible to people in real-time, rather than abstract and after the fact.

Population(s) Served
Adults

Accounting for about one-third of all end-use energy in the United States, the industrial sector consumes more energy than any other sector. While industrial energy efficiency has increased steadily over the past three decades, there are still tremendous opportunities for energy savings, as well as the potential to instill the tenets of energy efficiency in a sector that employs and influences millions of people. The industrial sector, working constantly to increase shareholder value and reduce expenses, has found energy efficiency investments to be an attractive avenue to achieve those ends. As climate change awareness and mitigation strategies increase, it is likely that industry will increasingly prioritize energy efficiency as a critical solution to reducing greenhouse gas emissions.

Population(s) Served
Adults

Multiple Energy-Efficiency Events

Population(s) Served
Adults

The transportation sector consumes approximately 28% of all end-use energy in the United States. While significant advances have been made recently to improve the overall efficiency of the sector, particularly with regards to fuel economy, the opportunity for further fuel savings still exists. Technical improvements in vehicles and reasonable government policies that encourage vehicle efficiency could substantially reduce energy consumption in the transportation sector.

However, vehicle improvements will not be able to capture the full potential for energy efficiency without sound policies that slow the rate of vehicle miles traveled (VMT) across the country. VMT is expected to grow at an annual rate of 1.4%, quickly outpacing population growth in the United States. Strategies such as Pay-As-You-Drive Insurance and incentives to encourage compact, transit-oriented development are critical to achieve maximum fuel savings from transportation.

Population(s) Served
Adults

International Research, Consulting

Population(s) Served
Adults

Where we work

Our results

SOURCE: Self-reported by organization

How does this organization measure their results? It's a hard question but an important one.

Number of national media pieces on the topic

This metric is no longer tracked.
Totals By Year
Population(s) Served

Economically disadvantaged people, Adults, Academics, Activists

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Number of individuals completing apprenticeship

This metric is no longer tracked.
Totals By Year
Population(s) Served

People of African descent, People of Asian descent, People of Latin American descent, Young women, Economically disadvantaged people

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

This includes interns, fellows and scholarship recipients. These metrics are used to measure our progress with diversifying the energy efficiency industry.

Number of stakeholders/stakeholder groups with whom communication has been achieved and expectations shared

This metric is no longer tracked.
Totals By Year
Population(s) Served

Academics

Type of Metric

Output - describing our activities and reach

Direction of Success

Holding steady

Context Notes

Stakeholders are people who we work directly with and who come to our website to download reports and fact sheets that they use in their work.

Our Sustainable Development Goals

SOURCE: Self-reported by organization

Learn more about Sustainable Development Goals.

Goals & Strategy

SOURCE: Self-reported by organization

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

Four powerful questions that require reflection about what really matters - results.

ACEEE's overarching goal is to foster a robust and resilient US economy by using energy efficiency to reduce energy costs, support environmental health, and protect disadvantaged communities. Our specific goals are as follows: 1) Advance policies that reduce industrial greenhouse gas (GHG) emissions by a third by 2030 and decarbonize by 2030, 2) Push to increase fuel efficiency by 50%, increase share of electric vehicles in the new-vehicle market to at least 20%, and decrease vehicle miles 10% by 2030 and cut emissions 60% by 2050. 3) Push to double energy retrofits and make one quarter of new buildings carbon neutral by 2030 and cut energy use by half by 2050. And, comprehensively weatherize the homes of one-third of eligible low-income households. 4) Use energy efficiency and demand flexibility to support a cost-effective, clean power grid reaching 50% carbon-free electricity in most states by 2030. 5) Increase five-fold the investments in efficiency for buildings occupied by low-income households, reaching one-third of eligible households with a comprehensive weatherization program.

ACEEE has identified three strategic approaches to work towards our goals. 1) We will advance policies that drive greater public and private investment in energy efficiency; 2) We will develop and demonstrate new approaches that eliminate energy waste within and across multiple sectors of the economy; and 3) We will increase support for energy efficiency among key stakeholders. ACEEE will implement these strategies at all levels of government, and with the private sector. Within all of these efforts, we work to ensure that energy efficiency benefits disadvantaged communities, supports low-income communities, and protects environmental health.

Since 1980, ACEEE has become known as America's leading center of expertise on energy efficiency. Our reputation is based on the high quality, credibility, and relevance of our work, as well as our bipartisan approach. ACEEE's thorough and peer-reviewed technical work is widely relied on by policymakers, business and industry decision-makers, consumers, media, and other energy professionals.

ACEEE carries out its mission by: conducting in-depth technical and policy analyses; advising policymakers and program managers; working collaboratively with businesses, government officials, public interest groups, and other organizations; convening conferences and workshops; assisting and encouraging media to cover energy efficiency policy and technology issues; and educating consumers and businesses through our reports, books, conference proceedings, press activities, and website.

In our 41 years, we have helped establish national energy efficiency standards for more than 50 products, assisting states and utilities to develop and improve their efficiency programs, and advancing combined heat and power systems that cut energy waste in electricity generation by as much as half. ACEEE has issued more than 300 publications and worked on policy issues resulting in legislation signed by Presidents Reagan, Bush (I), Bush (II), and Obama. We played a major role in developing the energy efficiency sections of the Energy Policy Act of 1992, the 2002 and 2008 Farm Bills, the Energy Policy Act of 2005, the Energy Independence and Security Act of 2007 and the Energy Act of 2020. These steps, combined with the contributions from our many allies, have helped to slow the growth in US energy demand since the 1970s. In our 2015 review of efficiency accomplishments over the past 35 years, we estimate that efficiency improvements in the United States saved $2,500 per capita in 2014.

Looking ahead, ACEEE seeks to maximize energy efficiency in most end use sectors. We will leverage our bipartisan relationships to find opportunities to make progress while rigorously defending successful policies and initiatives. In addition, we will work at the state, local, and utility levels, and are looking for new opportunities to work with the private sector to help transform markets. We are also committed to expanding our reach into underserved markets, including low-income communities and rural areas.

How we listen

SOURCE: Self-reported by organization

Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.

done We shared information about our current feedback practices.
  • Who are the people you serve with your mission?

    We serve a wide range of policy makers, city and community leaders, government officials at all levels, business and academia.

  • How is your organization collecting feedback from the people you serve?

    Electronic surveys (by email, tablet, etc.), Paper surveys, Focus groups or interviews (by phone or in person), Constituent (client or resident, etc.) advisory committees,

  • How is your organization using feedback from the people you serve?

    To identify bright spots and enhance positive service experiences, To make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To identify where we are less inclusive or equitable across demographic groups, To strengthen relationships with the people we serve, To understand people's needs and how we can help them achieve their goals,

  • What significant change resulted from feedback?

    We received feedback from conference attendees several years ago that influenced the development and execution of an equity track at our largest conference held in 2020. This change resulted in a much more diverse program and increased diversity among our conference attendees.

  • With whom is the organization sharing feedback?

    Our staff, Our board, Our funders, Our community partners,

  • How has asking for feedback from the people you serve changed your relationship?

    Feedback from surveys have influenced our board, now adding a permanent diversity committee to our committee structure.

  • Which of the following feedback practices does your organization routinely carry out?

    We look for patterns in feedback based on demographics (e.g., race, age, gender, etc.), We act on the feedback we receive, We tell the people who gave us feedback how we acted on their feedback,

  • What challenges does the organization face when collecting feedback?

Financials

AMERICAN COUNCIL FOR AN ENERGY EFFICIENT ECONOMY
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Operations

The people, governance practices, and partners that make the organization tick.

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Connect with nonprofit leaders

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lock

Connect with nonprofit leaders

Subscribe

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  • Analyze a variety of pre-calculated financial metrics
  • Access beautifully interactive analysis and comparison tools
  • Compare nonprofit financials to similar organizations

Want to see how you can enhance your nonprofit research and unlock more insights? Learn More about GuideStar Pro.

AMERICAN COUNCIL FOR AN ENERGY EFFICIENT ECONOMY

Board of directors
as of 5/24/2021
SOURCE: Self-reported by organization
Board chair

Penelope Mclean-Conner

Eversource Energy

Scott Bernstein

Center for Neighborhood Technology

Gene Rodrigues

ICF International

Alison Silverstein

Independent Consultant

Francis Murray

Past President, New York State Energy Research and Development Authority (NYSERDA)

Janice Berman

Pacific Gas & Electric Company

Denise Fairchild

Emerald Cities Collaborative

Mandy Mahoney

Southeast Energy Efficiency Alliance

Monica Martinez

Reuben Strategy Group

Penelope McLean-Conner

Eversource Energy

Clay Nesler

Johnson Controls

Mitchell Simpson

Arkansas Energy Office

Kathrin Winkler

Independent Consultant

Melanie Kenderdine

Energy Futures Initiative

Vicky Kuo

Con Edison

Danielle Sass Byrnett

National Association of Regulatory Utility Commissioners (NARUC)

Harriet Tregoning

New Urban Mobility alliance

Mary Ann Piette

Lawrence Berkeley National Lab

Rosa Cassidy

Robert Jackson

Michigan Department of Environment, Great Lakes, and Energy

Mark Johnson

Clemson University

Susan Stratton

Northwest Energy Efficiency Alliance

Board leadership practices

SOURCE: Self-reported by organization

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.

  • Board orientation and education
    Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations? Yes
  • CEO oversight
    Has the board conducted a formal, written assessment of the chief executive within the past year ? Yes
  • Ethics and transparency
    Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes
  • Board composition
    Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes
  • Board performance
    Has the board conducted a formal, written self-assessment of its performance within the past three years? Yes

Organizational demographics

SOURCE: Self-reported; last updated 05/24/2021

Who works and leads organizations that serve our diverse communities? GuideStar partnered on this section with CHANGE Philanthropy and Equity in the Center.

Leadership

The organization's leader identifies as:

Race & ethnicity
White/Caucasian/European
Gender identity
Male

Race & ethnicity

Gender identity

 

Sexual orientation

No data

Disability

No data

Equity strategies

Last updated: 05/20/2021

GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more

Data
  • We review compensation data across the organization (and by staff levels) to identify disparities by race.
  • We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
  • We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization.
Policies and processes
  • We have a promotion process that anticipates and mitigates implicit and explicit biases about people of color serving in leadership positions.
  • We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
  • We have community representation at the board level, either on the board itself or through a community advisory board.
  • We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.
  • We measure and then disaggregate job satisfaction and retention data by race, function, level, and/or team.
  • We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization.