Agenda packet — Clean Power Alliance Board of Directors, September 3, 2026

Board of Directors of the
Clean Power Alliance of Southern California
Regular Meeting
Thursday, September 3, 2026
2:00 p.m.

Visit CPA’s YouTube Channel to view a Live Stream of the Meeting www.youtube.com/@CPApublicmeetings
*There may be a streaming delay of up to 90 seconds. This is a view-only live stream.

Clean Power Alliance
Diana Mahmud Board Room
801 S. Grand Ave., Suite 400
Los Angeles, CA 90017
Members of the public may also participate in this meeting at the following locations:

Calabasas City Hall
Closed Session Room
100 Civic Center Way
Calabasas, CA 91301
Ventura County Government Center
CEO Point Mugu Meeting Room
Hall of Administration
800 South Victoria Avenue
Ventura, CA 93009
Whittier City Hall
Admin Conference Room
13230 Penn Street
Whittier, CA 90602
South Bay Cities Council of Governments
Conference Room
357 Van Ness Way, Suite 90
Torrance, CA 90501
PUBLIC COMMENT: Members of the public may submit their comments by one of the following options:
• Email Public Comment: Members of the public are encouraged to submit written comments on any agenda item to [email protected] up to four hours before the meeting. Written public comments will be announced at the meeting and become part of the meeting record. Public comments received in writing will not be read aloud at the meeting. • Provide Public Comment During the Meeting: The General Public Comment item is reserved for persons wishing to address the Board on any Clean Power Alliance-related matters not on today’s agenda. Public comments on matters on today’s Consent Agenda and Regular Agenda shall be heard at the time the matter is called. Comments on items on the Consent Agenda are consolidated into one public comment period. Members of the public who wish to address the Board at CPA’s Office are requested to complete a comment card and provide it to staff. If you are attending from a remote location, please identify yourself to a CPA representative when your item is called.

Each speaker is limited to two (2) minutes (in whole-minute increments) per agenda item with a cumulative total of five 5 minutes to be allocated between the General Public Comment, the entire Consent Agenda, or individual items in the Regular Agenda. Please refer to Policy No. 8 – Public Comment for additional information.

Agenda Page 1
NAVIGATING OUR AGENDA PACKETS: The meeting agenda packets are bookmarked PDFs, which display a list of agenda items to the left of the page and allow you to click to view specific items within the packet. If viewing in your browser, click the "document outline" button in the upper left corner of the screen.

If the PDF is downloaded, the bookmark panel (ribbon icon) appears on the left side of the screen.

ACCESSIBILITY: Meetings are accessible to people with disabilities. Individuals who need special assistance or a disability-related modification or accommodation to participate in this meeting, or who have a disability and wish to request an alternative format for the meeting materials, should contact the Clerk of the Board at least two (2) working days before the meeting at [email protected] or (213) 713- 5995. Notification in advance of the meeting, while not required, will enable us to make reasonable arrangements to ensure accessibility to this meeting and the materials related to it.

CALL TO ORDER AND PLEDGE OF ALLEGIANCE

ROLL CALL

GENERAL PUBLIC COMMENT

CONSENT AGENDA

1. Approve Minutes from the July 2, 2026, Board of Directors Meeting

2. Approve and Authorize the Chief Executive Officer to Execute a Professional Services Agreement (PSA) with Franklin Energy Services, LLC to Provide Technical Advisory and Engineering Services to Support CPA’s Power Ready Program with a Not-to-Exceed (NTE) Amount of $1,344,031 for a Three Year Initial term, with an Option to Extend for Two Consecutive One Year Terms, with an NTE Amount of $600,000 for the First Year of the Optional Extension and an NTE Amount of $300,000 for the Second Year of the Optional Extension

3. Receive and File FY 2026/27 Annual Load by Jurisdiction Report

4. Receive and File August 2026 Bill Positions Monthly Report

5. Receive and File Monthly Community Advisory Committee Report

6. Receive and File Q2 2026 Risk Management Team Report

7. Receive and File Q3 2026 Customer Programs Report

8. Receive and File Q3 Communications Report

REGULAR AGENDA
Action Item

9. A. Multifamily Electric Vehicle (“EV”) Charging Program:
i. Approve and Authorize the Chief Executive Officer (CEO) to Execute a PSA with Ecology Action of Santa Cruz to Provide Program Implementation and Technical Services to Support the Multifamily EV Charging Program with a Not-To-Exceed (NTE) amount of $1,991,127 for a Three Year Initial Term, and an Option to Extend for Two Consecutive One Year Terms with an NTE of Agenda Page 2
$902,639 for the First One-Year Extension and $946,370 for the Second One-Year Extension; ii. Delegate Authority to the CEO to Execute Participation Agreements to Enroll Customers in the Multifamily EV Charging Program and to Develop and Maintain Other Necessary Enrollment Documents such as Program Terms and Conditions Consistent with the Parameters Specified in the Staff Report B. The Apartment Building Cooling Assistance Program:
i. Approve and Authorize the CEO to Execute a PSA with CLEAResult Consulting Inc. to Provide Outreach to Property Owners, Technical Assistance, and Rebate Administration Services to Implement the Apartment Building Cooling Assistance Program with an NTE Amount of $1,794,676 for a Three Year Initial Term, with an Option to Extend for Two Consecutive One Year Terms with NTE Amounts of $595,682 for the First One-Year Extension and $620,170 for the Second One-Year Extension
ii. Delegate Authority to the CEO to Sign Participation Agreements to Enroll Customers in the Apartment Building Cooling Assistance Program and to Develop and Maintain Other Necessary Enrollment Documents such as Program Terms and Conditions Consistent with the Parameters Specified in the Staff Report
C. Multifamily Cooling Partnerships Program
i. Delegate Authority to the CEO to execute (a) a Memorandum of Understanding (“MOU”) with Los Angeles County and (b) a MOU with Ventura County within the Parameters as Specified in the Staff Report

COMMITTEE CHAIR UPDATES
Director Cedric Hicks, Chair, Legislative & Regulatory Committee Director Susan Santangelo, Chair, Finance Committee
Director Jeff Maloney, Chair, Energy Planning & Resources Committee

MANAGEMENT REPORT

BOARD MEMBER COMMENTS

REPORT FROM THE CHAIR
ADJOURN – NEXT REGULAR MEETING OCTOBER 1, 2026
Public Records: Public records that relate to any item on the open session agenda for a regular Board Meeting are available for public inspection. Those records that are distributed less than 72 hours prior to the meeting are available for public inspection at the same time they are distributed to all, or a majority of, the members of the Board. Public records are available for inspection at CPA’s Office at 801 S. Grand Ave., Suite 400, Los Angeles, CA 90017, or online at www.cleanpoweralliance.org/agendas.

Agenda Page 3
Commonly Used Acronyms
BESS Battery Energy Storage System
CAC Community Advisory Committee
CAISO California Independent System Operator
CALCCA California Community Choice Association
CalEVIP California Electric Vehicle Incentive Program
CARB California Air Resources Board
CARE California Alternate Rates for Energy (Low Income Discount Rate) CCA Community Choice Aggregation
CEC California Energy Commission
CPUC California Public Utilities Commission
DA Direct Access (Private Retail Energy Supplier)
DAC Disadvantaged Community (As Defined by Calenviroscreen 3.0) DER Distributed Energy Resources
DR Demand Response
ERMP Energy Risk Management Policy
ERRA Energy Resource Recovery Account (SCE Generation Rate Setting)
ESA Energy Storage Agreement
EVSE Electric Vehicle Supply Equipment (EV Charger)
FERA Family Electric Rate Assistance (Low Income Discount Rate) GHG Greenhouse Gas
IOU Investor Owned Utility
IRP Integrated Resource Plan
JPA Joint Powers Authority
Agenda Page 4
Commonly Used Acronyms
Kwh Kilowatt-Hour (A Measure of Energy Used in A One-Hour Period) Kw Kilowatt = 1,000 Watts (Watt = A Measure of Instantaneous Power) LSE Load Serving Entity
MB Medical Baseline (Discount Rate for Medical Equipment Needs) MW Megawatt = 1,000 Kilowatts
Mwh Megawatt-Hour = 1,000 Kilowatt-Hours
NEM Net Energy Metering (Usually for Customers with Solar) OAT Other Applicable Tariffs
PCIA Power Charge Indifference Adjustment (Can Be Called “Exit Fee”) PCC1 Renewable Energy Generated Inside California
PCC2 Renewable Energy Generated Outside California
PCC3 A REC from A Renewable Resource, Delivered Without Energy PCL Power Content Label
POU Publicly Owned or Municipal Utility
PPA Power Purchase Agreement
PSPS Public Safety Power Shutoff
PV Photovoltaic (Solar) Panels
RA Resource Adequacy
REC Renewable Energy Credit
RPS Renewables Portfolio Standard
T&D Transmission and Distribution
TOU Time Of Use (Used to Refer to Rates that Differ by Time Of Day) WECC Western Electricity Coordinating Council
Agenda Page 5
Staff Report – Agenda Item 1
To: Board of Directors
Subject: Approve Minutes from the July 2, 2026, Board of Directors Meeting Date: September 3, 2026

RECOMMENDATION
Approve.

ATTACHMENT

1. Minutes

Agenda Page 6
Board of Directors Item 1

MINUTES
Board of Directors of the
Clean Power Alliance of Southern California
Regular Meeting
Thursday, July 2, 2026, 2:00 p.m.

Meeting videos are available on CPA's YouTube Channel.
http://www.youtube.com/@CPApublicmeetings
Board members participated from the following locations:

Calabasas City Hall
Closed Session Room
100 Civic Center Way
Calabasas, CA 91301
Clean Power Alliance
Diana Mahmud Board Room
801 S. Grand Ave., Suite 400
Los Angeles, CA 90017
South Bay Cities Council of Governments
Conference Room
357 Van Ness Way, Suite 90
Torrance, CA 90501
Ventura County Government Center
CEO Point Mugu Meeting Room
Hall of Administration
800 South Victoria Avenue
Ventura, CA 93009
Whittier City Hall
Admin Conference Room
13230 Penn Street
Whittier, CA 90602

CALL TO ORDER & ROLL CALL
Chair Parkhurst called the meeting to order at 2:01 p.m. and Gabriela Monzon, Clerk of the Board, conducted roll call.

PLEDGE OF ALLEGIANCE
Director Klein Lopez led the Pledge of Allegiance.

Roll Call
1 Agoura Hills Deborah Klein Lopez Director Remote
2 Alhambra Jeff Maloney Director Present
3 Arcadia David Fu Director Present
4 Beverly Hills Absent
5 Calabasas Ed Albrecht Director Remote
6 Camarillo Susan Santangelo Director Remote
7 Carson Reata Kulcsar Alternate Remote
8 Claremont Corey Calaycay Director Present
9 Culver City Joe Susca Alternate Remote
Agenda Page 7
Board of Directors Item 1
10 Downey Absent
11 Hawaiian Gardens Absent
12 Hawthorne Alex Monteiro Director Remote
13 Hermosa Beach Ray Jackson Director Remote
14 La Cañada Flintridge Stephanie Fossan Director Present 15 Los Angeles County Rita Kampalath Alternate Present
16 Lynwood Absent
17 Malibu Marianne Riggins Director Remote
18 Manhattan Beach Joe Franklin Director Remote
19 Monrovia Edward Belden Director Present
20 Moorpark Chris Barrett Director Remote
21 Ojai Absent
22 Oxnard Bert Perello Director Remote
23 Paramount Absent
24 Port Hueneme Laura Hernandez Director Present
25 Redondo Beach Brad Waller Director Present
26 Rolling Hills Estates Debby Stegura Director Remote
27 Santa Monica Pam O’Connor Alternate Present
28 Santa Paula Jenny Crosswhite Director Present
29 Sierra Madre Robert Parkhurst Chair Present
30 Simi Valley Rocky Rhodes Director Present
31 South Pasadena Omari Ferguson Director Present
32 Temple City Ed Chen Director Remote
33 Thousand Oaks David Newman Director Remote
34 City of Ventura Ryyn Schumacher Director Remote
35 Ventura County Vianey Lopez Vice Chair Remote
36 West Hollywood Absent
37 Westlake Village Kristopher Galvez Alternate Remote
38 Whittier Mary Ann Pacheco Director Remote
All votes are unanimous unless otherwise stated
Agenda Page 8
Board of Directors Item 1

GENERAL PUBLIC COMMENT
None.

CONSENT AGENDA

1. Approve Minutes from June 4, 2026, Board of Directors Meeting

2. Approve and Authorize the Chief Executive Officer to Execute a Memorandum of Understanding with the U.S. Green Building Council California to Continue to Provide Sustainable Wildfire Recovery Resources and a Training Program for Building Contractors and Construction Workers in the Amount of $70,000 using Community Benefit Funds from Executed Power Purchase Agreements

3. Approve and Authorize the Chief Executive Officer to Execute an Amendment to the Professional Services Agreement with Bloom Ads Global Media Group to Increase the Contract Value by $1,088,876 for a Total Not to Exceed Amount of $3,744,203 for the Final Renewal Term (FY 2026/27) for Media Buying and Related Services

4. Approve and Authorize the Chief Executive Officer to Execute an Amendment to Increase the Contract Value of the Professional Service Agreement with Pastilla, Inc. by $2,251,707 for a Total Not to Exceed Amount of $4,106,137 for the Final Renewal Term (FY 2026/27) for Creative, Web Development, and Web Maintenance Services

5. Adopt Resolution No. 26-07-109 to Approve Proposed Energy Risk Management Policy Amendments as Recommended by the Energy Planning & Resources Committee

6. Receive and File June 2026 Bill Positions Monthly Report

7. Receive and File Monthly Community Advisory Committee Report Motion: Director Calaycay, Claremont
Second: Director Rhodes, Simi Valley
Vote: The consent agenda was approved by roll call vote, with Director Fu abstaining on Item 1.

REGULAR AGENDA

8. Approve and Authorize the Chief Executive Officer to Execute a 20-Year 200 MW Solar + 200 MW Storage Renewable Power Purchase Agreement (PPA) with 22SV 8me LLC for the Rexford II Project
John McNamara, Senior Director of Structured Contracts, provided background on the 2025 Clean Energy and Reliability Request for Offers (RFO), aimed to solicit offers for renewable energy generation, energy storage and other energy resources with reduced GHG emissions in order to meet CPA’s energy and Resource Adequacy (RA) procurement obligations, environmental objectives, and to offer customers cost-competitive clean energy options. Staff reviewed available proposals, with the majority of proposals being for standalone storage followed by renewable generation plus storage. The Energy Committee approved a shortlist authorizing staff to proceed with negotiations with those shortlisted projects. Mr. McNamara provided details about the RFO shortlist, four projects were shortlisted and eight were waitlisted. The Rexford II project was one of the projects shortlisted. Staff do not anticipate entering into negotiations with any of the waitlisted projects. The presentation included details about Rexford II, Agenda Page 9
Board of Directors Item 1
including location, online date, and evaluation criteria. CPA is an offtaker from a neighboring project, Rexford I.

Staff clarified for Director Waller that Board members may review unredacted contracts; Director Rhodes noted that the process has been helpful and complimented CPA staff for providing briefings on the unredacted contracts.

Director Ferguson inquired about system degradation and how that is addressed in the contract. Staff responded that CPA pays for the energy produced, and the operator will replace batteries, panels, or other equipment as needed. Director Belden asked about ownership opportunities, specifically if Rexford II could be purchased by CPA. Staff responded that there is no buyout provision in this contract, but there is ongoing in-house analysis about adding a buy-out option in future RFOs.

Motion: Director Rhodes, Simi Valley
Second: Director Calaycay, Claremont
Vote: Item 8 was approved by roll call vote.

9. (A) Adopt Resolution No. 26-07-110 Approving the Customer Contract Pricing Policy; and, (B) Approve and Authorize the Chief Executive Officer to Execute an Electricity Services Agreement with The Claremont Colleges, Inc., Consistent with the Policy
Matt Langer, Chief Operating Officer, presented a proposed Customer Contract Pricing Policy designed to help CPA retain and attract large commercial customers amid growing interest in Direct Access. The policy would allow eligible customers to enter into customized two- to 10-year contracts offering renewable or carbon-free energy and flexible pricing structures, while requiring recovery of CPA’s cost of service and a minimum 2% contribution to margin. Key provisions include customer eligibility requirements, feasibility studies, early termination damages, a 400 GWh program cap, a 100 GWh customer load cap, confidentiality protections, annual policy review, and quarterly Board reporting, all vetted by the Executive Committee. Mr. Langer also presented the first proposed contract under the policy with The Claremont Colleges, which would provide 100% renewable energy for an initial three-year term, with two optional three-year renewals, at a fixed premium to SCE generation rates and a forecasted 2% contribution to CPA’s margin. Staff requested that the Board approve both the policy and the Claremont Colleges contract.

Hope Dragseth provided public comment.

Director Rhodes asked about the DA lottery process, and Mr. Langer explained SCE’s multi-month selection process. Customers are chosen for DA subject to a cap, and customers have 30 days to accept. Staff clarified for Director Rhodes that CPA’s cap of 400 GWh for the contract pricing program is a good place to start, but adjustments can be made. Director Waller congratulated staff and the Claremont Colleges students for their success and inquired about CPA having a list of targeted customers and whether Board members could help with outreach.

Ted Bardacke, Chief Executive Officer, stated there is a short list of possible participants in the program, and staff is planning meetings already. Board members could help identify potential customers. Director Calaycay, representing City of Claremont, acknowledged the work of the student activists and of Jennifer Agenda Page 10
Board of Directors Item 1
Giles, CPA’s Strategic Accounts Executive, who remained engaged with Claremont Colleges over the years. He recounted his work as mayor setting up meetings with the college’s presidents and community leaders, and said that Mr.

Bardacke, a former professor at Pomona, was also part of making those connections happen.

Director Stegura asked why staff chose the three-year timeframe for eligibility; staff responded that it was a judgment call to prevent customers from opting out for six months or a year, then coming back to CPA to take advantage of the contract pricing. Staff prefer having customers who are genuinely attracted to the new policy. Staff confirmed for Director Monteiro that 400 GWh is 3.5% of CPA’s capacity. Director Newman expressed satisfaction that the policy is not negatively impacting current customers or existing products, and he appreciated the policy’s flexibility to take on customers who are working towards 100% renewable energy.

Motion: Director Calaycay, Claremont
Second: Director Ferguson, South Pasadena
Vote: Item 9 was approved by roll call vote.

10. Receive Presentation on the 2026 Integrated Resources Plan (IRP) and Provide Feedback; and, Delegate Authority to the Energy Planning & Resources Committee to Approve the 2026 IRP for Filing with the California Public Utilities Commission
Anthony Boukarim, Resource Planner, presented CPA’s proposed 2026 Integrated Resource Plan (IRP), which must be filed with the CPUC by August 10, 2026, and demonstrates how CPA will meet long-term reliability and greenhouse gas reduction requirements through 2045. CPA’s targets—90% GHG-free energy by 2031 and 100% by 2041—are more aggressive than state requirements and staff used conservative, market-based assumptions for power prices, resource costs, availability, load, reliability, and emissions to identify a least-cost portfolio. The proposed portfolio includes a diverse mix of solar, onshore wind, geothermal, biomass, storage, and short-term purchases, while excluding nuclear power from Diablo Canyon and Palo Verde. Existing power purchase agreements are expected to meet CPA’s near-term needs, with additional resources needed beginning in the mid-2030s. Staff will continue monitoring legislative and regulatory developments affecting renewable energy requirements, long lead-time resources, nuclear allocations, and resource adequacy accounting. Mr. Boukarim emphasized that the IRP is a directional planning guide rather than a binding procurement obligation and requested Board feedback and delegation of final IRP approval to the Energy Committee.

Director Perello asked if CPA can refuse power from Diablo Canyon and ensuring CPA does not have liability; and inquired about the negative air quality impacts of biomass energy. Staff noted that Diablo Canyon currently slated to shut down in 2030, is prohibited by law from being included in statewide planning analyses and the ability to receive, refuse, and/or sell energy from Diablo Canyon post-2030 would depend on the details of any legislative effort to keep the plant open past 2023. With regard to liability, PG&E maintains responsibility if there is an accident at Diablo Canyon. Regarding biomass, the process of burning agricultural waste to produce energy now has more strict air quality regulations, and new Agenda Page 11
Board of Directors Item 1
technologies are being used to capture the particulate matter and turn it into fertilizer.

Director Belden asked about CPA’s long-term portfolio mix and Mr. Boukarim said the state projects a load forecast for CPA into 2045; CPA’s internal forecast is slightly different and staff is anticipating the need to add more resources. Staff also clarified for Director Belden that Slide 17 shows the revenues from the contracted resources and takes into accounts payments to developers and the CAISO.

Director Ferguson asked if the CPUC’s growth targets were localized, and if any of the growth could be countered with energy efficiency efforts. Staff responded that forecasts come from the California Energy Commission (CEC) and reflect CPA’s share of the system. Director Ferguson also asked if hydroelectric power could be increased, and how the deliverability of power, specifically for RA, is assured. Mr. Boukarim stated that no new large-scale hydro projects are being developed in California; CPA has two small hydro-source PPAs that are set to expire in the early 2030s. Regarding deliverability, staff explained the difference between compliance for the IRP and other regulatory compliance obligations. For the IRP, the CPUC and the CAISO determine a reliability percentage, based on technologies and other factors. Director Fossan asked about the load capacity increase CPA is expecting on a percentage basis. Staff responded that the CPUC is projecting 3.5% over time, adding that growth comes primarily from electrification. The percentage may be higher than 3.5% but it is offset by home rooftop solar. As for efficiency strategies requested by Director Ferguson, most of them have maxed out, and now the focus is on load shifting to times of day when solar can be used.

Motion: Director Waller, Redondo Beach
Second: Director Hernandez, Port Hueneme
Vote: Item 10 was approved by roll call vote.

COMMITTEE CHAIR UPDATES
Director Maloney, Chair of the Energy Committee, reported that the Committee reviewed amendments to the Energy Risk Management Policy and reported that along, with Mr.

Bardacke, he attended the opening of the Sunzia Wind Project in New Mexico, which connects that state with the Western grid. He noted Sunzia is the largest renewable energy project in the history of the U.S. and that CPA is its largest customer.

MANAGEMENT REPORT
Mr. Bardacke, informed the Board that CPA will be employing a new electronic voting system that will debut at the September meeting. CPA has also released a new ‘explainer’ video, produced to educate customers on what CPA does and an EV SmartCharge ad is running during sports games, such as the NBA and PGA tour. Mr. Bardacke announced that the TOU-SMART Pilot Program notices will go out on August 1, 2026, and will focus either on cost-savings or environmental benefits. Customer reaction will be analyzed by CPA’s research partners at UCLA.

Agenda Page 12
Board of Directors Item 1

BOARD MEMBER COMMENTS
Director Calaycay reported that he and other CPA board members serve on SCE’s Government and Community Affairs Panel, and he urged his colleagues and staff to suggest topics for the panel.

Director Rhodes issued an invitation for everyone to attend a special exhibit at the Ronald Reagan Library commemorating the 25th anniversary of 9/11.

REPORT FROM THE CHAIR
Chair Parkhurst encouraged Board members to contact him with questions, comments, or suggestions related to CPA and mentioned the Board retreat on September 18, 2026, at the USC campus.

ADJOURN
Chair Parkhurst adjourned the meeting at 3:49 p.m.

Agenda Page 13
Staff Report – Agenda Item 2
To: Board of Directors
From: John Spector, Senior Program Manager, Resilience & Infrastructure Delivery
Reviewed by: Joanne O’Neill, Senior Director, Customer Programs Matthew Langer, Chief Operating Officer
Francis Choi, Assistant General Counsel
Approved by: Ted Bardacke, Chief Executive Officer
Subject: Professional Services Agreement for Power Ready Technical Advisory and Engineering Services
Date: September 3, 2026

RECOMMENDATION
Approve and authorize the Chief Executive Officer to execute a Professional Services Agreement (PSA) with Franklin Energy Services, LLC (Franklin Energy) to provide technical advisory and engineering services to support CPA’s Power Ready Program with a not-to-exceed (NTE) amount of $1,344,031 for a three (3) year initial term, with an option to extend for two (2) consecutive one (1) year terms, with an NTE amount of $600,000 for the first year of the optional extension and an NTE amount of $300,000 for the second year of the optional extension.

BACKGROUND
CPA currently offers its member agencies the Power Ready Program, which enhances community resiliency by installing solar-plus-storage clean energy backup power systems at critical municipal facilities to provide electricity during power outage events. These backup power systems enable eligible facilities to provide continuation of critical public services (for example, emergency operations centers) and/or serve as a place of refuge for the community (for example, evacuation and/or cooling centers). The Power Ready

Agenda Page 14
Board of Directors Item 2
Program reserves a portion of the battery for planned and unplanned power outages for designated critical loads. Through an on-bill adjustment mechanism, annual electricity charges for participants will be equal to or less than the amount that would have otherwise been charged on their previous rate.

DISCUSSION
On April 2, 2026, CPA's Board of Directors directed staff to proceed with the actions necessary to operationalize CPA’s ownership of solar-plus-storage assets for the second round of Power Ready projects (Power Ready Round 2). The programmatic approach for Power Ready Round 2 would change from the current model where CPA purchases energy through a Power Purchase Agreement from a developer that builds and operates Power Ready projects to a model where CPA develops, owns, and operates the projects.

CPA’s Board-directed actions include obtaining an independent advisor and engineer (Owner's Representative) to provide project development oversight of an engineering, procurement, and construction (EPC) contractor. The Owner’s Representative’s role is to independently advise CPA so that the Power Ready projects are being developed in a safe and timely manner that is consistent with legal requirements, industry standard practices, and the contracted scope of work.

On May 20, 2026, CPA released a Request for Proposals for technical advisory and engineering services, to serve as CPA’s Owner’s Representative, and to represent CPA’s interests in the procurement, contracting, design, construction, operation, and maintenance of the Power Ready Round 2 portfolio of projects.

CPA received four proposals, interviewed two of the proposers, and selected Franklin Energy based on their relevant experience, expertise with similar portfolios in Southern California, availability of multiple local licensed professional engineers to perform on-site activities, and familiarity with SCE’s infrastructure upgrade and interconnection processes. Franklin Energy recently acquired two entities, Alternative Energy Systems Consulting and EVA Green Power, which integrates expertise in the full life-cycle of the

Agenda Page 15
Board of Directors Item 2
Power Ready Program, including engineering design, construction quality control, and operations and maintenance oversight, which provides significant value to CPA.

Franklin Energy’s relevant experience includes work for multiple public agencies delivering complex multi-site solar, battery, and electric vehicle projects for Escondido Unified School District (USD) and Paramount USD. They have supported multiple public agencies, such as the Judicial Council of California, the California Department of Corrections and Rehabilitation, and public utilities conducting solar, battery storage, and complex energy project assessments, owners’ project requirements, and public solicitation development.

Franklin Energy will be responsible for providing a full range of technical advisory and engineering services that will occur over various stages of the Power Ready projects, which includes:
• Start-up phase: Developing key plans, including project progress documentation, contractor safety plans, and on-site inspection reporting protocols. • Pre-construction: Supporting the design-build solicitation process with advising on product quality, plan constructability, code compliance, and reviewing contractor submittals.
• Engineering and Construction: Confirming engineering designs meet specifications, providing on-site inspections and document compliance with the design plans, and critical emergency coordination between stakeholders if required. The Owner’s Representative will also assist with the documentation that transfers assets from an EPC contractor to CPA.
• Post-construction: During the project operation phase, Franklin Energy will provide oversight support for the operation, repair, and performance of the projects.

The PSA with Franklin Energy to support CPA’s Power Ready Program with Owner’s Representative services has an NTE value of $1,344,031 for a three (3) year initial term, with an option to extend for two (2) consecutive one (1) year terms which shall not exceed $600,000 and $300,000, respectively.

Agenda Page 16
Board of Directors Item 2

FISCAL IMPACT
The Owner’s Representative PSA costs were included in the Board approved FY 2026/27 and FY 2027/28 budgets. Costs for subsequent years will be included in future budget proposals.

ATTACHMENT

1. Professional Services Agreement with Franklin Energy Services, LLC

Agenda Page 17

CLEAN POWER ALLIANCE OF SOUTHERN CALIFORNIA
This Professional Services Agreement (this “Agreement”), dated and effective as of [September 8, 2026] (the “Effective Date”), is made by and between:

CLEAN POWER ALLIANCE OF SOUTHERN CALIFORNIA (“CPA”), and FRANKLIN ENERGY SERVICES, LLC (“Contractor”).

CPA and Contractor are sometimes collectively referred to herein as the “Parties” and each individually as a “Party.” In consideration of the terms of this Agreement, and for other good and valuable consideration, the Parties make the following acknowledgments and agreements:

RECITALS
WHEREAS, CPA may contract with a provider for technical advisory and engineering services to support CPA’s Power Ready Program;
WHEREAS, CPA conducted a Request for Proposals (“RFP”) and CPA selected Contractor because Contractor has the expertise and experience to provide the specified services to CPA and offered CPA the Best Value;
WHEREAS, Contractor desires to provide these specified services to CPA; WHEREAS, the purpose of this Agreement is to set forth the terms and conditions upon which Contractor shall provide services to CPA;
NOW, THEREFORE, it is agreed based on the consideration set forth below by the Parties to this Agreement as follows:

AGREEMENT

1. Definitions.

1.1. “Artificial Intelligence” means any system or tool that autonomously processes data and/or generates predictions, algorithms, code, recommendations, decisions, textual materials, audiovisual material, or other expressive material, with minimal human intervention, and where the system’s behavior may evolve based on new inputs.

1.2. The definition of “Confidential Information” is set forth in paragraph 10.2 of this Agreement.

1.3. “CPA Data” shall mean all data gathered or created by Contractor in the performance of the Services pursuant to this Agreement, including any CPA customer or CPA customer-related data.

1.4. “CPA Information” shall mean all confidential, proprietary, or sensitive information provided by CPA to Contractor in connection with this Agreement.

Agenda Page 18

1.5. “CPA Materials” shall mean all finished or unfinished content, writing and design of materials but not limited to messaging, design, personalization, or other materials, reports, plans, studies, documents and other writings prepared by Contractor, its officers, employees and agents for CPA for the performance of, the purpose of, or in the course of implementing this Agreement.

1.6. “CPA Product” includes collectively CPA Data, CPA Information, and CPA Materials.

1.7. “Services” shall mean the scope of work Contractor provides to CPA as specified in Exhibit A.

2. Exhibits and Attachments.

The following exhibits and attachments are attached to this Agreement and incorporated into this Agreement by this reference:

Exhibit A – Scope of Work
Exhibit B –Reserved
Exhibit C – Compensation
Exhibit D –Data Protection Requirements
Should a conflict arise between language in the body of this Agreement and any exhibit or attachment to this Agreement, the language in the body of this Agreement controls, followed by Exhibit A, B, C, and D in that order.

3. Services to be Performed by Contractor.

In consideration of the payments set forth in this Agreement and in Exhibit C, Contractor shall perform services for CPA in material accordance with the terms, conditions, and specifications set forth in this Agreement and in Exhibit A (“Services”).

4. Compensation.

CPA agrees to compensate Contractor as specified in Exhibit C:

4.1. In consideration of the Services provided by Contractor in accordance with all terms, conditions and specifications set forth in this Agreement and Exhibit A, CPA shall make payment to Contractor on a not-to-exceed basis and in the manner specified in Exhibit C.

4.2. Unless otherwise indicated in Exhibit C, Contractor shall invoice CPA monthly to [email protected] for all compensation related to Services performed during the previous month. Payments shall be due within fifteen (15) calendar days after the date the invoice is submitted to CPA at the specified email address. All payments must be made in U.S. dollars. If CPA disputes any amount in an

Agenda Page 19
invoice, CPA shall inform Contractor of such dispute within fifteen (15) days from the date of the invoice and state the reason for disputing the applicable invoiced amounts or portions thereof.

4.3. CPA shall provide to Contractor documentation of its Federal tax status within five (5) business days of the Effective Date.

5. Term.

Subject to material compliance with all terms and conditions of this Agreement, the term of this Agreement shall be three (3) years from the Effective Date (“Initial Term”). At the end of the Initial Term, the Parties may renew this Agreement for two (2) successive one (1) year terms for a maximum of two (2) additional years (each, a “Renewal Term”), upon mutual prior written consent. Notwithstanding the foregoing, the Parties shall meet no less than 180 (one hundred eighty) days prior to the expiration of the then-current term to discuss the potential Renewal Term(s), with mutual written consent provided no later than 120 days prior to expiration of the then-current term. For the avoidance of doubt, failure to meet and discuss such potential Renewal Term(s) in accordance with this Section 5 shall not result in automatic renewal of this Agreement or preclude the Parties from extending the then-current term if the Parties mutually agree to a shorter period for discussing the potential extension.

6. Termination.

6.1. Termination for Convenience.

6.1.1. CPA may terminate the Agreement in accordance with this paragraph in whole, or from time to time in part, whenever CPA determines that termination is in CPA’s best interests. A termination for convenience, in part or in whole, shall take effect by CPA delivering to Contractor, at least thirty (30) calendar days prior to the effective date of the termination or prior to a Notice of Termination specifying the extent to which performance of the Services under the Agreement is terminated.

6.1.2. If the termination for convenience is partial, Contractor may submit to CPA a request in writing for equitable adjustment of price or prices specified in the Agreement relating to the portion of this Agreement which is not terminated.

CPA may, but shall not be required to, agree on any such equitable adjustment.

Nothing contained herein shall limit the right of CPA and Contractor to agree upon amount or amounts to be paid to Contractor for completing the continued portion of the Agreement when the Agreement does not contain an established price for the continued portion. Nothing contained herein shall limit CPA’s rights and remedies at law.

6.2. Termination for Default.

Agenda Page 20

6.2.1. Termination for Default by CPA. If Contractor fails to provide in any manner the Services required under this Agreement, otherwise fails to comply with the terms of this Agreement, or violates any ordinance, regulation or law which applies to its performance herein and such default continues uncured for thirty (30) calendar days after written notice is given to Contractor, CPA may terminate this Agreement by giving five (5) business days' written notice. If Contractor requires more than thirty (30) calendar days to cure, then CPA may, at its sole discretion, authorize additional time as may reasonably be required to effect such cure provided that Contractor diligently and continuously pursues such cure.

6.2.2. Termination for Default by Contractor. If CPA materially breaches its obligations under this Agreement, including, without limitation, failure to pay undisputed amounts when due, and such default continues uncured for thirty (30) calendar days after written notice is given to CPA, Contractor may terminate this Agreement by giving five (5) business days’ written notice. CPA’s withholding of amounts disputed in good faith in accordance with Section 4.2 shall not constitute a default, provided CPA timely pays all undisputed amounts and states the basis for the disputed amounts. If the default is not capable of cure within thirty (30) calendar days, Contractor shall not terminate so long as CPA commences cure within such period and diligently and continuously pursues such cure. Nothing in this Section shall require CPA to make any payment prohibited by applicable law or in excess of funds lawfully available and authorized for this Agreement.

6.3. Termination for Lack of Third-Party Funding. CPA may terminate this Agreement upon thirty (30) days’ prior written notice if funding for this Agreement is reduced or eliminated by a third-party funding source.

6.4. Effect of Termination.

6.4.1. Upon the effective date of expiration or termination of this Agreement:

6.4.1.1. Contractor may immediately cease providing Services in its entirety or if a termination to a part of the Agreement, cease providing the Services that have been terminated.

6.4.1.2. Any and all payment obligations of CPA under this Agreement will become due immediately except any equitable adjustment pursuant to Paragraph

6.1.2. For clarity and avoidance of doubt, in the event of termination of the Agreement pursuant to Section 6.1.1., CPA shall pay Contractor for the Services satisfactorily performed prior the effective date of termination, together with documentation of its non-cancellable costs and pre-approved expenses resulting from such early termination, to the extent such costs and pre-approved expenses were reasonably incurred by prior to the effective

Agenda Page 21
date of termination and could not be avoided or mitigated by Contractor though its commercially reasonable efforts. Any such costs and pre-approved expenses expressly exclude lost profits or unearned fees.

6.4.1.3. Contractor shall promptly transfer title and deliver to CPA all CPA Product or any work in progress pursuant to this Agreement.

6.4.1.4. Each Party will promptly either return or destroy (as directed by the other Party) all Confidential Information of the other Party in its possession as well as any other materials or information of the other Party in its possession.

6.4.2. Upon such expiration or termination, and upon request of CPA, Contractor shall reasonably cooperate with CPA to ensure a prompt and efficient transfer of all CPA Product to CPA in a manner such as to minimize the impact of expiration or termination of the Agreement on CPA’s customers.

7. Contract Materials.

Subject to and without limiting Contractor’s rights in and to its Pre-Existing IP (as defined below in this Section 7), CPA owns all right, title, and interest in and to all CPA Materials and CPA Data. Upon the expiration of this Agreement, or in the event of termination, CPA Materials and all CPA Information, in whatever form and in any state of completion, shall remain the property of CPA and shall be promptly returned to CPA in accordance with Section 6.4.2 herein. Upon termination, Contractor may make and retain a copy of such CPA Materials if required by law or pursuant to the Contractor’s reasonable document retention or destruction policies. Notwithstanding the foregoing or anything to the contrary herein or elsewhere in the Agreement, Contractor shall retain all right, title, and interest in and to pre-existing or background intellectual property, and enhancement, improvements, modifications, and other derivative works thereof (“Pre-Existing IP”).

8. Payments of Permits/Licenses.

Contractor bears responsibility to obtain any license, permit, or approval required for it to provide the Services to be performed under this Agreement at Contractor’s own expense prior to commencement of the Services.

9. No Recourse Against Constituent Members.

CPA is organized as a Joint Powers Authority in accordance with the Joint Exercise of Powers Act of the State of California (Government Code Section 6500, et seq.) pursuant to the Joint Powers Agreement and is a public entity separate from its constituent members. CPA shall solely be responsible for all debts, obligations and liabilities accruing and arising out of this Agreement. Contractor shall have no rights and shall not make any claims, take any actions

Agenda Page 22
or assert any remedies against any of CPA’s constituent members in connection with this Agreement.

10. Confidential Information.

10.1. Duty to Maintain Confidentiality. Each Party agrees that it will hold all Confidential Information in confidence for a minimum of five (5) years, and will not divulge, disclose, or directly or indirectly use, copy, digest, or summarize, any Confidential Information unless except (i) as necessary for the purpose for which such Confidential Information was disclosed or to perform its obligations under this Agreement, or (ii) as otherwise necessary to comply with any applicable law, regulation, or in connection with any court or regulatory proceeding applicable in which case, any disclosure shall be subject to this paragraph, 10.3, and 10.4, below. Access to Confidential Information shall be granted to each Party’s employees, directors, officers, contractors, Board members, consultants, agents, and their respective advisors and representatives (collectively, “Representatives”).

10.2. Definition of “Confidential Information”.

10.2.1. The following constitutes “Confidential Information,” whether oral or written:

10.2.1.1. The terms and conditions of, and proposals and negotiations related to, this Agreement.

10.2.1.2. Information, in whatever form, that a Party shares with the other Party in the course and scope of this Agreement, including, but not limited to, financial, technical, marketing, business processes and methodologies, know-how, and other business information of each party.

10.2.1.3. Information that either Party stamps or otherwise identifies as “confidential” or “proprietary” before disclosing it to the other.

10.2.2. Confidential Information shall not include:

10.2.2.1. Information that is generally available to the public or in the public domain at the time of disclosure.

10.2.2.2. Information that becomes publicly known other than through any breach of this Agreement by a Party or its Representatives.

10.2.2.3. Information which is subsequently lawfully and in good faith obtained by a Party or its Representatives from a third party, as shown by documentation sufficient to establish the third party as the source of the Confidential Information; provided that the disclosure of such information by such third party is not known by a Party or its Representatives to be in breach of a confidentiality agreement or other similar obligation of confidentiality.

Agenda Page 23

10.2.2.4. Information that a Party or its Representatives develop independently without use of or reference to Confidential Information provided by such Party.

10.2.2.5. Information that is approved for release in writing by the Party to whom such Confidential Information belongs.

10.3. California Public Records Act. The Parties acknowledge and agree that the Agreement including but not limited to any communication or information exchanged between the Parties, any deliverable, or work product are subject to the requirements of the California Public Records Act (Government Code Section 7920.000 et seq.). In order to designate information as confidential, the Disclosing Party must clearly stamp and identify the specific portion of the material designated with the word “Confidential.” The Parties agree not to over-designate material as Confidential Information. Over-designation includes stamping whole agreements, entire pages or series of pages as “Confidential” that clearly contain information that is not Confidential Information.

10.4. Third Party Request for Confidential Information. Upon request or demand of any third person or entity not a Party hereto pursuant to the California Public Records Act for production, inspection and/or copying of Confidential Information (“Requested Confidential Information”), CPA will as soon as practical notify Contractor in writing via email that such request has been made. Contractor will be solely responsible for taking at its sole expense whatever legal steps are necessary to prevent release to the third party of the Confidential Information designated by Contractor. If Contractor takes no such action after receiving the foregoing notice from CPA, CPA shall, at its discretion, be permitted to comply with the third party’s request or demand and is not required to defend against it. If Contractor does take or attempt to take such action, Contractor agrees to indemnify and hold harmless CPA, its officers, directors, employees, and agents (“CPA Indemnified Parties”), from any claims, liability, award of attorneys’ fees, or damages, and to defend any action, claim, or lawsuit brought against any of CPA Indemnified Parties for Contractor’s attempt to prevent disclosure or CPA’s refusal to disclose any Confidential Information.

11. Insurance.

Agenda Page 24
throughout the Term and any Renewal Term. Each certificate shall provide for thirty (30) days’ advance written notice to CPA of any cancellation or reduction in coverage except in the case of non-payment of premiums, which shall require ten (10) days advance written notice. Said policies shall remain in force through the Term of this Agreement and shall be payable on a per occurrence basis only, except those required by paragraph

11.7 below which may be provided on a claims-made basis consistent with the criteria noted therein.

11.2. Nothing herein shall be construed as a limitation on Contractor’s obligation under paragraph 12 of this Agreement to indemnify, defend, and hold CPA harmless from any and all liabilities arising from the Contractor’s negligence, recklessness or willful misconduct in the performance of this Agreement. CPA agrees to timely notify the Contractor of any negligence claim.

11.3. Failure to provide and maintain the insurance required by this Agreement will constitute a material breach of the Agreement. In addition to any other available remedies, CPA may suspend payment to the Contractor for any services provided during any time that insurance was not in effect and until such time as the Contractor provides adequate evidence that Contractor has obtained the required coverage.

11.4. General Liability. Contractor shall maintain a commercial general liability insurance policy in an amount of no less than $1,000,000 per occurrence with a $2,000,000 aggregate limit. CPA shall be named as an additional insured on the commercial general liability policy, and the Certificate of Insurance shall include an additional endorsement page, and a blanket endorsement shall suffice.

11.5. Auto Liability. Where the services to be provided under this Agreement involve or require the use of any type of vehicle by Contractor in order to perform said services, Contractor shall also provide comprehensive business or commercial automobile liability coverage including non-owned and hired automobile liability in the amount of $1,000,000 per occurrence for bodily injury and property damage.

11.6. Workers’ Compensation. Contractor acknowledges the State of California requires every employer to be insured against liability for workers’ compensation or to undertake self-insurance in accordance with the provisions of the Labor Code.

Contractor shall provide, at its own expense, a workers’ compensation policy as required by the State of California, with Statutory Limits and Employer’s Liability Insurance of no less than $1,000,000 per occurrence for bodily injury or disease. If Contractor has employees, a copy of the certificate evidencing such insurance or a copy of the Certificate of Consent to Self-Insure shall be provided to CPA prior to commencement of work.

11.7. Professional Liability Insurance. Coverages required by this paragraph may be provided on a claims-made basis with a “Retroactive Date” either prior to the date of

Agenda Page 25
the Agreement or the beginning of the contract work. If the policy is on a claims-made basis, coverage must extend to a minimum of twelve (12) months beyond completion of contract work. If coverage is cancelled or non-renewed and not replaced with another claims made policy form with a “retroactive date” prior to the Agreement effective date, the Contractor must purchase “extended reporting” coverage for a minimum of twelve (12) months after completion of contract work. Contractor shall maintain a professional liability policy limit of not less than $1,000,000 per occurrence. Contractor represents that the deductible or self-insured retention amount with respect to such professional liability policy does not exceed $150,000 as of the Effective Date.

11.8. Contractor shall be responsible for initiating, maintaining and supervising all safety precautions and programs in connection with the performance of the Agreement.

Contractor shall monitor the safety of the job site(s) during the project to comply with all applicable federal, state, and local laws, and to follow safe work practices.

12. Indemnification.

Contractor agrees to indemnify, defend, and hold harmless CPA, its employees, officers, and agents (collectively, the “Indemnified Parties”), from and against, and shall assume full responsibility for payment of all wages, state or federal payroll, social security, income or self-employment taxes, with respect to Contractor’s performance of this Agreement.

Contractor further agrees to indemnify, and hold harmless CPA from and against any and all third- party claims, liabilities, penalties, forfeitures, suits, costs and expenses incident thereto (including costs of defense, settlement, and reasonable attorney’s fees), which CPA may hereafter incur, become responsible for, or pay out, as a result of (i) death or bodily injuries to any person, (ii) destruction or physical damage to tangible property, (iii) violation of intellectual property rights by Materials created or Services performed by Contractor and used by CPA pursuant to the terms and conditions of this Agreement, or (iv) any violation of governmental laws, regulations or orders, in each case to the extent caused by Contractor’s negligent acts, errors or omissions, or the negligent acts, errors or omissions of Contractor’s employees, agents, or subcontractors while in the performance of the terms and conditions of the Agreement, except for such loss, damage, or liability arising from the gross negligence or willful misconduct of CPA or its elected and appointed officers, employees, or agents.

CPA shall provide prompt written notice of any applicable third-party claim. CPA shall (a) allow Contractor to control the defense and settlement of any such claim with counsel of Contractor’s own choosing, which shall be reasonably acceptable to CPA and at Contractor’s sole expense, and (b) provide reasonable cooperation and assistance in connection with

Agenda Page 26
such defense. Contractor may not settle any claim in a manner that imposes any admission of liability or non-monetary obligation on CPA without CPA’s prior written consent.

13. Independent Contractor.

13.1. Contractor acknowledges that Contractor, its officers, employees, or agents will not be deemed to be an employee of CPA for any purpose whatsoever, including, but not limited to:

13.1.1. Eligibility for inclusion in any retirement or pension plan that may be provided to employees of Contractor.

13.1.2. Sick pay.

13.1.3. Paid non-working holidays.

13.1.4. Paid vacations or personal leave days.

13.1.5. Participation in any plan or program offering life, accident, or health insurance for employees of Contractor.

13.1.6. Participation in any medical reimbursement plan.

13.1.7. Any other fringe benefit plan that may be provided for employees of Contractor.

13.2. Contractor declares that Contractor will comply with all federal, state, and local laws regarding registrations, authorizations, reports, business permits, and licenses that may be required to carry out the work to be performed under this Agreement. As applicable and as reasonable, Contractor agrees to provide CPA with copies of any registrations or filings made in connection with the work to be performed under this Agreement.

14. Compliance with Applicable Laws.

Contractor shall comply with any and all applicable federal, state, and local laws and resolutions affecting this Agreement or Services covered by this Agreement.

15. Use of Artificial Intelligence.

15.1. Contractor must not use or input any confidential, proprietary, or otherwise sensitive financial, human resources, customer, power procurement, or any other CPA data in any Artificial Intelligence technology.

15.2. Contractor shall disclose in writing to CPA any use of Artificial Intelligence technology to generate or produce any deliverables and/or perform Services under this Agreement (“Generative AI”), including the name of Artificial Intelligence products used, when such Artificial Intelligence is used, and the deliverables and Services provided by Contractor that utilized Generative AI. Such disclosure must be provided prior to delivery to CPA of any deliverable that utilized Generative AI to produce.

Agenda Page 27

15.3. Contractor represents and warrants that it has the necessary rights and licenses to use any Generative AI.

15.4. Contractor represents and warrants that it has full power and authority to grant to CPA any rights or licenses related to Contractor’s use of Generative AI.

15.5. Contractor represents and warrants that to the best of its knowledge at the time of use its usage of Artificial Intelligence for production of deliverables, and/or performance of any Services will not misappropriate, violate, or infringe any third-party intellectual property rights.

16. Nondiscriminatory Employment.

Contractor and/or any permitted subcontractor shall not unlawfully discriminate against any individual based on race, color, religion, nationality, sex, sexual orientation, age, protected veteran status, or condition of disability. Contractor and/or any permitted subcontractor understands and agrees that Contractor and/or any permitted subcontractor is bound by and will comply with the applicable nondiscrimination mandates of all federal, state, and local statutes, regulations, and ordinances.

17. Work Product.

Subject to and without limiting Contractor’s rights in and to its Pre-Existing IP, all CPA Materials prepared by Contractor, its officers, employees or agents in direct connection with Contractor’s performance of the Services under this Agreement shall become the sole property of CPA upon payment to Contractor for such Services. CPA shall retain and shall continue to retain all right, title, and interest in and to CPA Materials, subject to Contractor’s retained rights in its Pre-Existing IP. CPA shall have the exclusive right to use such CPA Materials in its sole discretion without further compensation to Contractor or to any other party Contractor shall, at CPA’s expense, provide CPA Materials to CPA, or any party CPA may designate, within a reasonable timeframe upon CPA’s written request.

Contractor may retain file reference copies of all documents prepared for CPA.

To the extent any CPA Materials include or are based on Contractor’s Pre-Existing IP, Contractor hereby grants to CPA a non-exclusive, non-transferable, non-sublicensable, worldwide, royalty-free license to use, reproduce, display, perform, and internally modify such pre-existing intellectual property solely as incorporated in, and solely for CPA’s use of, the CPA Materials for CPA’s internal business purposes.

18. Notices.

Agenda Page 28
being deposited in the United States mail, postage prepaid, or deposited for overnight delivery, charges prepaid, with an established overnight courier that provides a tracking number showing confirmation of receipt.

In the case of CPA, to:

Name/Title: Theodore Bardacke, Chief Executive Officer
Address: 801 S. Grand Ave., Suite 400, Los Angeles, CA 90017 Telephone: (213) 376-4850
Email: [email protected] and
With a copy to:

Name/Title: Joanne O’Neill, Senior Director, Customer Programs Email: [email protected]
In the case of Contractor, to:

Name/Title: Antonio Corradini, President
Address: 102 N. Franklin St., Port Washington, WI 53074 Telephone: (262) 284-3838 / (760) 931-2641
Email: [email protected]
With a copy to:

Name/Title: Ludmilla Badicke, General Counsel and Corporate Secretary Telephone: (206) 201-0271
Email: [email protected]

19. Assignment.

Neither this Agreement nor any of the Parties’ rights or obligations hereunder may be transferred or assigned without the prior written consent of the other Party and such consent shall not be unreasonably withheld, conditioned, or delayed. Subject to the preceding sentence, this Agreement shall be binding upon and inure to the benefit of the Parties and their respective successors and permitted assigns.

20. Subcontracting.

Contractor may not subcontract Services to be performed under this Agreement without the prior written consent of CPA. If the CPA’s written consent to a subcontract is not obtained, Contractor acknowledges and agrees that CPA will not be responsible for any fees or expenses claimed by such subcontractor.

21. Retention of Records and Audit Provision.

Contractor and any subcontractors authorized by the terms of this Agreement shall keep and maintain on a current basis full and complete documentation and accounting records, employees’ time sheets, and correspondence pertaining to this Agreement. Such records shall include, but not be limited to, documents supporting all income and all expenditures.

Agenda Page 29
Upon no less than five (5) business days’ prior written notice, CPA shall have the right, during regular business hours, and at its sole cost and expense, to review and audit all records relating to this Agreement during the Agreement period and for at least five (5) years from the date of the completion or termination of this Agreement. At CPA’s sole cost and expense, any review or audit may be conducted on Contractor’s premises, or, at CPA’s option, Contractor shall provide all records within a maximum of fifteen (15) days upon receipt of written notice from CPA. Contractor shall refund any monies found through the audit to have been erroneously charged under the Agreement. Contractor shall have an opportunity to review and respond to or refute any report or summary of audit findings and shall promptly refund any overpayments made by CPA based on undisputed audit findings.

Audits shall be performed as and when reasonably determined by CPA.

22. Conflict of Interest.

22.1. No CPA employee whose position with the CPA enables such employee to influence the award of this Agreement or any competing Agreement, and no spouse or economic dependent of such employee, shall be employed in any capacity by the contractor or have any other direct or indirect financial interest in this Agreement. No officer or employee of the Contractor who may financially benefit from the performance of work hereunder shall in any way participate in the CPA’s approval, or ongoing evaluation, of such work, or in any way attempt to unlawfully influence the CPA’s approval or ongoing evaluation of such work.

22.2. Contractor shall comply with all applicable conflict of interest laws, ordinances, and regulations now in effect or hereafter to be enacted during the term of this Agreement. The Contractor warrants that it is not now aware of any facts that create a conflict of interest. If the Contractor hereafter becomes aware of any facts that might reasonably be expected to create a conflict of interest, it shall immediately make full written disclosure of such facts to CPA. Full written disclosure shall include, but is not limited to, identification of all persons implicated and a complete description of all relevant circumstances. Failure to comply with the provisions of this paragraph shall be a material breach of this Agreement.

23. Publicity.

Contractor shall not issue a press release or any public statement regarding the Agreement, Services contemplated by this Agreement, or any other related transaction unless CPA has agreed in writing the contents of any such public statement.

24. Governing Law, Jurisdiction, and Venue.

Agenda Page 30
This Agreement shall be governed by, and construed in accordance with, the laws of the State of California. The Contractor and CPA agree and consent to the exclusive jurisdiction of the courts of the State of California for all purposes regarding this Agreement and further agrees and consents that venue of any action brought hereunder shall be exclusively in the County of Los Angeles.

25. Amendments.

None of the terms and conditions of this Agreement may be changed, waived, modified or varied in any manner whatsoever unless in writing duly signed by the Parties.

26. Severability.

Should any provision of this Agreement be held invalid or unenforceable by a court of competent jurisdiction, such invalidity will not invalidate the whole of this Agreement, but rather, the remainder of the Agreement which can be given effect without the invalid provisions, will continue in full force and effect and will in no way be impaired or invalidated.

27. Complete Agreement; No Third Party Beneficiaries.

This Agreement constitutes the entire Agreement between the Parties. No modification or amendment shall be valid unless made in writing and signed by each Party. Failure of either Party to enforce any provision or provisions of this Agreement will not waive any enforcement of any continuing breach of the same provision or provisions or any breach of any provision or provisions of this Agreement. Nothing in this Agreement is intended to create any rights by persons not a party to this Agreement, and no other party will be construed to be a third-party beneficiary of this Agreement or otherwise have any legal or equitable rights as a result of this Agreement.

28. Counterparts.

This Agreement may be executed in one or more counterparts, including facsimile(s), emails, or electronic signatures, each of which shall be deemed an original and all of which together will constitute one and the same instrument. Facsimile signatures or signatures received in “.pdf” or other digital file format to this Agreement, or any counterpart of this Agreement, shall all have the same force and effect for all purposes as original signatures on this Agreement.

29. Limited Liability.

NOTWITHSTANDING ANY OTHER TERM TO THE CONTRARY AND TO THE FULLEST EXTENT

PERMITTED BY LAW, CPA AND CONTRACTOR EACH AGREE TO WAIVE ANY RIGHTS TO

Agenda Page 31
CONSEQUENTIAL, INDIRECT, AND SPECIAL DAMAGES. EXCEPT AS PROVIDED HEREIN, LIABILITY UNDER THIS AGREEMENT SHALL BE LIMITED TO DIRECT DAMAGES. DIRECT DAMAGES SHALL

INCLUDE, BUT ARE NOT LIMITED TO, DAMAGES ARISING FROM CONTRACTOR'S DELAY IN PERFORMING THE SERVICES, PROFESSIONAL ERRORS, OR OMISSIONS. THE LIMITATIONS SET FORTH IN THIS SECTION 29 SHALL NOT APPLY WITH RESPECT TO (A) ANY BREACH OF SECTION 10 (CONFIDENTIAL INFORMATION) OR (B) THE INTENTIONAL MISCONDUCT OR GROSS NEGLIGENCE OF A PARTY. NOTHING IN THIS SECTION 29 IS INTENDED TO LIMIT OR RESTRICT (1) EACH PARTY’S RIGHTS OR OBLIGATIONS UNDER SECTION 11 (INSURANCE) OR (2) THE INDEMNIFICATION RIGHTS OR OBLIGATIONS OF A PARTY UNDER SECTION 12 (INDEMNIFICATION) WITH RESPECT TO ANY DAMAGES PAID BY THE OTHER PARTY TO A THIRD PARTY IN CONNECTION WITH A THIRD-PARTY CLAIM.

IN WITNESS WHEREOF, the parties have executed this Agreement on the date first above written.
[Signature Page Follows]
Accepted and agreed to by: Accepted and agreed to by:

Franklin Energy Services, LLC Clean Power Alliance of Southern California Signature: ___________________________
Signature
:
___________________________
Name: ___________________________ Name: ___________________________ Title: ___________________________ Title: ___________________________

Agenda Page 32
EXHIBIT A – SCOPE OF WORK
Contractor shall be responsible for providing a full range of technical advisory and engineering services to support CPA’s Power Ready Program that include, but are not limited to, the tasks set forth below.

Services will occur over various stages of pre-construction, engineering, construction, design-build, inspections, and maintenance of behind the meter (BTM) solar and battery energy storage systems (BESS) projects (individually a “Project”, and collectively “Projects”) at the direction of CPA.

The design-build project delivery method will utilize an engineering, procurement, and construction contractor (“EPC Contractor”) to provide both the engineering (design) and construction (build), which provides efficiency in advancing complex projects. A design-build and build-transfer agreement (“BTA”) will allow CPA to take ownership of project assets after completion from the EPC Contractor. CPA will select an operations and maintenance contractor (“O&M Contractor”) to maintain and remedy the Projects on a recurring schedule and address operational issues as they arise.

Task #1: Coordination and Reporting
Contractor will perform necessary steps to understand CPA’s Power Ready Program objectives and requirements, facilitate on-going coordination between stakeholders, and report progress on the Project development and scope of services. Contractor will leverage technical expertise to develop protocols and procedures for their scope of work, under supervision and in collaboration with CPA.

1. Review CPA Power Ready Program and site host documents.

1.1. Review the Power Ready Program’s existing materials, including the outreach presentation, CPA’s Board Retreat staff report, existing contracts (such as the Power Ready Memorandum of Understanding (“MOU”), Site Lease Agreements (“SLA”), and Request for Information (“RFI”)) and similar relevant materials.

1.2. Review Projects’ scopes of work and review the methodology, feasibility, and code compliance developed by the Technical Consultant, and permitting requirements per Project that CPA should incorporate prior to launching the solicitation.

1.3. Review documentation from the Site Hosts, including architectural and engineering plans, as-built drawings, existing easements, results of title assessment, and relevant existing system warranties (roof, switchgear, etc.).

1.3.1. Review any new information provided by CPA and determine modifications to the scope of work.

1.3.2. Determine early engagement with the Authorities Having Jurisdictions (“AHJ”) and/or permitting authorities, in accordance with code.

Agenda Page 33

1.3.3. Provide a summary and recommendations to CPA and Technical Consultant to revise project’s scopes of work based on the outcome of the review.

1.3.4. At CPA’s direction, coordinate with stakeholders to clarify items.

1.4. Review the BTA template forms, including the O&M template forms and provide comments to CPA on inclusions, exclusions, and considerations prior to the solicitation.

2. Develop plans, procedures, and controls.

2.1. Develop a Project Execution Plan (“PEP”) that will be used to define key aspects of project delivery including the Project scope, objectives, roles and responsibilities, schedule, timeline, resource allocation and operational strategies. The PEP will encompass the following plans:

2.1.1. Create a Stakeholder Communication Plan to describe how CPA, Contractor, EPC Contractor, O&M Contractor, Site Host, and other implementation stakeholders will coordinate issues and escalations, including the level of severity and response times.

2.1.1.1. Develop a list of stakeholder contacts for each Project.

2.1.1.2. Recommend call chains and email protocols for communication between CPA, Contractor, Site Host, EPC Contractor, O&M Contractor, and other stakeholders as requested by CPA.

2.1.1.3. Propose a post-coordination reporting procedure to ensure CPA has records and appropriate documentation of all interactions with stakeholders.

2.1.2. Develop a Safety Plan for CPA that outlines code requirements and best practices relating to product design, construction practices, labor safety standards, Site Host security, insurance, and O&M procedures.

2.1.2.1. Integrate insurance requirements best practices into the Safety Plan.

2.1.3. Develop an Inspection Protocol that will be used to verify the EPC Contractor adheres to the Safety Plan and standards during on-site Project activities including construction, and the approach to inspect, document, and remedy potential issues raised during inspections.

2.1.4. All plans and protocols must be submitted to CPA for review and incorporate all feedback provided by CPA staff prior to finalizing.

2.1.4.1. Plans and protocols are to be updated throughout the term as requested by CPA.

3. On-going coordination.

3.1. Attend a project kick-off meeting which will include staff from CPA and appropriate staff designated by Contractor that are assigned to the contract. This meeting will introduce staff, review the Power Ready Program goals, timelines, deliverables, and other key items as mutually agreed upon.

Agenda Page 34

3.1.1. Develop and share agenda at least three (3) business days in advance of the meeting.

3.1.2. Provide notes and action items summary within one (1) business day after.

3.2. Annual meetings.

3.2.1. Attend one (1) recurring annual meeting with CPA throughout the term.

3.2.2. Develop and share agenda at least seven (7) business days before the meeting. Annual meetings will cover progress to date, Project-specific items, stakeholder coordination, schedule, and budget.

3.2.3. Provide notes and action items summary within one (1) business day.

3.3. Attend weekly recurring meetings.

3.3.1. Attend weekly meetings with CPA to address program and project specific items.

3.3.2. Develop and share agenda at least one (1) business day in advance of the meeting.

3.3.3. Provide notes and action items summary within one (1) business day.

3.4. Work with CPA staff to define deliverable sharing logistics, including shared folders, file transfers, naming conventions, notifications, and software accessibility options.

3.4.1. CPA will use an external Sharepoint (Microsoft 365 Office platform) to host files.

3.4.2. CPA and Contractor will coordinate sharing and distributing relevant files EPC Contractor and O&M Contractor.

3.5. Contractor will be available during CPA’s business hours (8:30AM – 5:30PM PT) and on-call during EPC Contractor and O&M Contractor’s working hours.

4. Critical and emergency coordination.

4.1. Create a Critical and Emergency Coordination Plan that Contractor will follow throughout the term to outline procedures and availability during critical and emergency events, particularly during Project construction, and be responsive for critical decisions and emergencies without advanced notice.

4.2. Contractor will be available to attend on-site Project visits regularly and with minimal advanced notice.

4.3. CPA will use best efforts to notify Contractor of anticipated emergency coordination when practical.

5. Reporting project control plans.

5.1. Reporting template.

5.1.1. Create a standard reporting template to be used throughout the term, including key portfolio and project-level accomplishments, budget and costs, schedule, future risks, change orders, and lessons learned.

5.1.2. Submit the reporting template to CPA for its review and approval. CPA may request modifications over the term of the contract, provided that it CPA may not make such requests more than once each quarter.

5.2. Recurring reporting.

Agenda Page 35

5.2.1. Provide monthly reporting to CPA outlining the progress to date and status updates using the reporting template and due with the monthly invoice.

5.2.2. Annual report summarizing activities from the year and highlighting challenges and recommendations.

5.2.3. Ad hoc reporting as requested by CPA.

5.3. Data sharing protocol.

5.3.1. Create a plan that outlines project management software, licenses, reporting structure, file sharing, and other Project data management protocols to be used throughout the project.

5.3.2. CPA and Contractor will mutually agree to utilize the protocol.

Task #1 Deliverables:

1. Power Ready Program review.

2. Power Ready form review

3. Project Execution Plan.

4. Safety Plan.

5. Inspection Protocol.

6. Stakeholder Communication Plan.

7. Critical and Emergency Coordination Plan.

8. Kick-off, weekly and annual meetings.

9. Reporting Project Control Plan, template, and monthly reporting.

10. Data sharing protocol.

Timeline for Task #1:

1. Power Ready Program review within twenty (20) business days after contract execution.

2. Power Ready form review within twenty (20) business days after contract execution.

3. Project Execution Plan within forty (40) business days after contract execution.

4. Safety Plan within forty (40) business days after contract execution.

5. Inspection Protocol within sixty (60) business days after contract execution.

6. Stakeholder Communication Plan within fifteen (15) business days after contract execution.

7. Critical and Emergency Coordination Plan within fifteen (15) business days after contract execution.

8. Kick-off, weekly and annual meetings to be held at mutually agreed upon times.

9. Reporting Project Control Plan, template, data sharing protocol, and monthly reporting within fifteen (15) business days after contract execution, and monthly thereafter.

Task #2: Solicitation Support

Agenda Page 36
Contractor will assist CPA in its solicitation to shortlist and award the EPC Contractor and O&M Contractor.

1. Review the Request for Qualifications (“RFQ”) solicitation package.

1.1. Review the RFQ solicitation package prepared by CPA, including qualifications, ranking criteria, draft scope of work, and determine if items are missing, if assumptions need to be stated for EPC Contractor and O&M Contractor to respond accurately, and if additional information is required from the Site Host and/or the Technical Consultant.

2. RFQ evaluation.

2.1. Review and provide technical support during RFQ evaluation, based on CPA’s template and requests for support. This will include, but is not limited to:

2.1.1. Support RFQ structure development, solicitation package review, and developing answers to proposers’ questions, as requested.

2.1.2. Assist CPA in reviewing and scoring RFQ submittals.

2.1.3. Identify questions for CPA to ask EPC Contractors and O&M Contractors during interview process.

2.1.4. Assist with qualification validation, including EPC Contractor and O&M Contractor safety history record, previous performance results, workforce development proposal and experience, and other similar tasks as requested.

2.1.5. Attend one (1) interview with each of the qualified EPC Contractor and O&M Contractor and update solicitation review based on the results.

3. Review the Request for Proposals (“RFP”) solicitation package.

3.1. Review the RFP solicitation package prepared by CPA, including draft scope of work, and determine if items are missing, if assumptions need to be stated for vendors to respond accurately, and if additional information is required from the Site Host and/or the Technical Consultant.

4. RFP evaluation.

4.1. Assist CPA in evaluating EPC Contractor and O&M Contractor proposals based on qualitative and quantitative analyses and overall best value to CPA.

4.1.1. Qualitative analysis includes, but is not limited to:

4.1.1.1. Review EPC Contractor and O&M Contractor proposals and designs compared to the likeness of the shared scope of work.

4.1.1.2. Review proposed system designs for overall feasibility, permitting, and code-compliance.

4.1.1.3. Review proposed system products and identify best-value through past product performance, performance guarantees, warranties, manufacturer responsiveness, ITC compliance, and relevant metrics.

4.1.1.4. Review BESS products for Underwriters Laboratories (“UL”) certifications, chemistry, safety features, and supply chain risks and considerations.

Agenda Page 37

4.1.1.5. Provide feedback if alternative products could be specified (in the event the proposed product is not available in the future).

4.1.1.6. Review O&M Contractor’s O&M responsiveness from past projects.

4.1.2. Quantitative analysis will include:

4.1.2.1. Evaluation of proposed system performance, including total system efficiency, solar generation output, BESS charge and discharge efficiencies, and number of BESS cell cycles.

4.1.2.2. Summary of capital costs, overall lifecycle costs including O&M, decommissioning costs, and any other anticipated costs.

4.1.2.3. System cost metrics ($/kW solar, $/kW and $/kWh BESS).

4.1.2.4. System savings metrics (expected bill savings).

4.1.2.5. BESS demand response integration capabilities.

4.1.3. When directed by CPA, re-evaluate responses based on new information received through clarifying questions throughout the solicitation process.

4.1.3.1. Support the development of interview questions.

4.1.3.2. Attend one (1) interview with each of the shortlisted EPC Contractor and O&M Contractor and update solicitation review based on the results.

5. Contract negotiation assistance.

5.1. Assist CPA with contract negotiations of selected EPC Contractor and O&M Contractor.

5.2. Re-evaluate shortlisted RFQ and/or RFP qualifications and proposals, based on clarifications and/or new information, as requested by CPA.

Task #2 Deliverables:

1. RFQ solicitation package review.

2. RFQ evaluation results.

3. RFP solicitation package review.

4. RFP evaluation results.

5. Attend interviews and contract negotiation meetings as requested by CPA.

Timeline for Task #2:

1. RFQ solicitation package review within twenty (20) business days upon receipt.

2. RFQ evaluation results within five (5) business days upon receipt.

3. RFP solicitation package review within five (5) business days upon receipt.

4. RFP evaluation results within ten (10) business days upon receipt.

5. Solicitation post-interview results to be updated within two (2) business days.

Task #3: Project Pre-Construction Design and Engineering Support

Agenda Page 38
Contractor will provide pre-construction design and engineering services for CPA as outlined in the tasks below.

1. Review design and engineering documents.

1.1. Review and provide feedback to CPA on the EPC Contractor’s design engineering plans, including 30%, 60%, and 90% plans, and subsequent comments from CPA.

1.1.1. Review and provide comments to address specific AHJ requirements and compliance.

1.1.2. Review compliance with CalGreen EV requirements.

1.1.3. If applicable to the Project, review interoperability with existing Site Host backup generators and the project’s adherence to code-mandated backup power.

1.2. Review and provide feedback to CPA on the EPC Contractor’s Project interconnection applications and subsequent comments from the utility.

1.3. Review Project permits from the EPC Contractor prior to submittal and subsequent comments from the AHJ.

1.4. Review Project equipment, material procurement, and staging plans from the EPC Contractor and subsequent comments from CPA.

1.5. Verify BESS has integrated demand response capabilities and the BESS can be enrolled in demand response programs, with direction from CPA to enroll in CPA’s existing demand response programs.

1.6. Provide one (1) review and comments process and one (1) subsequent review to ensure comments were incorporated, addressed, and/or resolved. Provide ad-hoc reviews as requested by CPA.

2. Review safety plans.

2.1. Review and provide feedback on EPC Contractor’s safety plans to ensure they are compliant with applicable codes and standards, Site Lease Agreements, and the Safety Plan developed in Task 1; provide recommendations to incorporate.

2.1.1. Review Project-specific code compliance for BESS, including but not limited to the SB283, National Fire Protection Association (“NFPA”) 855 and UL 9540.

2.1.2. Review project-specific hazard mitigation plans.

2.1.3. Review and agree with CPA and EPC Contractor critical and emergency communication plans.

2.2. Provide one (1) review and comments and one (1) subsequent review to ensure comments were incorporated, addressed, and/or resolved.

3. Assist with Site-specific requests.

3.1. Assist with Site California Environmental Quality Act (“CEQA”) determination review.

3.2. Identify solutions for project-specific scope items including, but not limited to, items such as system placement accommodating existing Site easements, tree removal and/or replacement, and future Site capital improvement plans.

Agenda Page 39

4. Workforce development plans.

4.1. Review EPC Contractor’s workforce development plan, confirm compliance, and list questions for EPC Contractor to provide feedback.

5. Site assessments.

5.1. Attend on-site Project assessments and design meetings with EPC Contractor.

5.2. Assume two (2) Project assessments per Project will be conducted during Task 3.

5.3. Summarize results of on-site Project assessments, findings, and next steps to CPA, particularly focusing on new items identified at the Sites, potential changes and modifications to designs or plans, and other pertinent information related to budget, schedule, and Site Host expectations.

6. Payment review.

6.1. Review the EPC Contractor milestone payments and recurring invoices as they arise; summarize accuracy and validate progress has been achieved to allow CPA to authorize the transaction.

7. Change order review.

7.1. Assist CPA to review the EPC Contractor’s requested change orders for reasonableness of cost, feasibility with design and Project scope, and other relevant factors such as consistency with quality and maintenance practicality.

8. EPC Contractor coordination.

8.1. Attend one (1) project kick-off meeting with CPA and awarded EPC Contractor.

8.2. Attend recurring weekly and annual meetings between CPA and EPC Contractor.

8.3. Coordinate with EPC Contractor regularly per CPA’s and/or EPC Contractor’s request.

Task #3 Deliverables:

1. 30%, 60%, and 90% engineering plan reviews.

2. Interconnection application reviews.

3. Permit reviews.

4. Staging plan reviews.

5. Safety Plan reviews.

6. CEQA reviews.

7. Workforce Development Plan review.

8. On-site Project assessment summary.

9. Payment reviews.

10. Change order reviews.

11. Kick-off, recurring, and annual meetings.

Timeline for Task #3:

1. 30%, 60%, and 90% engineering plan reviews within ten (10) business days upon receipt.

Agenda Page 40

2. Interconnection application reviews within five (5) business days upon receipt.

3. Permit reviews within five (5) business days upon receipt.

4. Staging plan reviews within five (5) business days upon receipt.

5. Safety plan reviews within five (5) business days upon receipt.

6. CEQA reviews within ten (10) business days upon receipt.

7. Workforce Development Plan review within ten (10) business days upon receipt.

8. On-site Project assessment summary within three (3) business days after visit.

9. Payment reviews within three (3) business days upon receipt.

10. Change order reviews within three (3) business days upon receipt.

Task #4: Project Construction Support
Contractor shall provide services as outlined in the tasks below during the construction phase of the Project.

1. Provide construction support services.

1.1. Update the Stakeholder Communication Plan and Critical and Emergency Coordination Plan and agree upon procedure(s) to handle issues and escalations, including the level of severity and response times.

1.2. Provide support services to CPA during construction and provide prompt recommendations to stakeholders, particularly while on-site Project activities occur.

1.3. Provide construction support summaries to CPA which clearly state the issue identified, remedies applied, and additional stakeholder communications and their responsible parties.

1.4. Assist with design and construction troubleshooting as items arise during construction, including responding to request for information questions from EPC Contractor.

2. Payment review.

2.1. Review EPC Contractor milestone payments and recurring invoices; summarize accuracy and validate progress has been achieved to allow CPA to authorize the transaction.

2.2. Assist verifying EPC Contractor’s certified payroll and compliance with the Workforce Development Plan.

3. Perform on-site Project inspections.

3.1. Contractor will perform a total of six (6) planned and six (6) unplanned site inspections during Task 4 as outlined below. The six (6) planned inspections must include one (1) inspection at the initiation of construction and one (1) at the end of the construction, with the remaining to be timed appropriately timed to occur when the EPC Contractor is performing on-site activities, based on key construction activities and/or EPC Contractor milestones and/or critical stages of construction.

Agenda Page 41

3.1.1. CPA and the Contractor will mutually agree upon the timing related to the date of inspection.

3.2. Perform one (1) recurring monthly on-site Project inspection in coordination with CPA and EPC Contractor.

3.3. Perform one (1) unannounced monthly on-site Project inspection to ensure the EPC Contractor is performing their contractual obligations, particularly ensuring safety and quality.

3.4. Produce a post-inspection report for CPA as defined and agreed upon in the Inspection Protocol and Safety Plan.

3.5. Document on-site Project safety conditions and identify compliance, shortcomings, and recommendations for improvement; summarize findings in a report.

3.5.1. Notify CPA immediately of any hazardous conditions.

3.6. Perform on-site Project inspections to monitor and track project schedules, milestones and validate project completion.

3.7. Identify risks to project scope, budget, and/or schedule.

3.8. Propose recommendations to address them throughout the project lifecycle.

3.9. Provide photographs of key construction activities.

3.10. Institute a stop work order to the EPC Contractor and immediately notify CPA when observations of unsafe work environments, non-code compliant construction activities, and other circumstances that arise that may cause immediate harm, property damage, and/or violate laws and regulations.

3.11. Immediately notify CPA of any conditions and escalate any hazardous workplace safety conditions, non-compliance, or similar critical items discovered.

4. Assist with change order review.

4.1. Review change order requests from EPC Contractor, validate technical feasibility and cost assumptions, determine impacts to code compliance and permitting, and provide recommendations for CPA to determine and proceed with the best course of action.

4.2. Provide recommendations to CPA and EPC Contractor on how to remedy code compliance, permit compliance, product integration, and other timely construction-related requests as they arise.

4.3. Communicate change order comments and recommendations to CPA.

5. System, inspections, commissioning verification, and operation.

5.1. Assist with AHJ and utility inspections.

5.2. Conduct system inspections and provide an overall workmanship evaluation report for EPC Contractor to address any outstanding items prior to completion, and ensure the systems are operating in accordance with the contract specifications.

5.3. Review the EPC Contractor’s commissioning plans, templates, tests, and methodology, and provide feedback on the approach in a Commissioning Plan Methodology Report that will be used to validate completion certifications.

Agenda Page 42

5.4. Review the commissioning results and provide a Commissioning Report to validate systems are operating within the parameters of the Project scope of work and other contracts.

5.5. Confirm systems have achieved mechanical completion and validate the certification.

5.6. Confirm systems have achieved substantial completion and validate the certification.

5.7. Confirm systems have achieved commercial operation and validate the certification.

5.8. Review as-built drawings from the EPC Contractor and recommend and document changes based on the completed project as needed.

6. Asset transfer assistance.

6.1. Assist CPA with the asset transfer from the EPC Contractor to CPA after completion of construction and issuance of the completion certifications.

6.2. Assistance will include reviewing the transfer package, bill of sale, assignment documents, title and recording documents, certificates, proof of no liens, and confirming contract assignments.

7. Construction close-out documentation.

7.1. Assist and compile all system specifications, warranties, standard operating procedures, and related documents in a coherent package, from the EPC Contractor.

7.2. Verify the as-built engineering plan set including all changes made during construction.

8. Stakeholder coordination.

8.1. Attend one (1) project kick-off meeting with CPA, Site Host, EPC Contractor and their subcontractors, and Site Host prior to construction start.

8.2. Attend recurring weekly meetings between CPA and EPC Contractor.

8.3. Attend recurring annual meetings between CPA and EPC Contractor.

8.4. Coordinate with EPC Contractor regularly per CPA’s and/or EPC Contractor’s request.

8.5. Assist CPA with presenting to Site Host governing bodies about the project status.

Task #4 Deliverables:

1. Recurring construction support service summary.

2. Recurring payment review summary.

3. Recurring post-inspection reports.

4. Ad-hoc change order review reports.

5. Commissioning Plan Methodology Report.

6. Commissioning Report.

7. Substantial Completion Report.

8. Mechanical Completion Report.

Agenda Page 43

9. Certification of Completion Report.

10. Asset purchase transfer review.

11. Construction close-out package.

12. Verify as-built plan set.

13. Attend recurring and ad-hoc meetings.

Timeline for Task #4:

1. Recurring construction support service summary within one (1) business day after request.

2. Recurring payment review summary within two (2) business days after request.

3. Recurring post-inspection reports within one (1) business day after inspection.

4. Ad-hoc change order review reports within one (1) business day after request.

5. Commissioning Plan Methodology Report within ten (10) business days after request.

6. Commissioning Report within ten (10) business days after request.

7. Substantial Completion Report within ten (10) business days after request.

8. Mechanical Completion Report within ten (10) business days after request.

9. Certification of Completion Report within five (5) business days after request.

10. Asset purchase transfer review within five (5) business days after request.

11. Construction close-out package within ten (10) business days after request.

12. As-built plan set within twenty (20) business days after request.

13. Attend recurring and ad-hoc meetings to be held at mutually agreed upon times.

Task #5: Project Operations and Maintenance Support
During the operation phase of the Project, Contractor will assist CPA with overseeing the O&M Contractor to ensure the systems are maintained and performing as expected, and provide recommendations for the O&M Contractor to optimize and repair them.

1. Preventative Maintenance and Performance Monitoring Plans.

1.1. Review the O&M Contractor’s Preventative Maintenance Plan, in accordance with product warranties and best practices, and provide recommendations to incorporate.

1.2. Update the Safety Plan and review O&M Contractor’s project-specific plans prior to commencement of work.

1.3. Update the Stakeholder Communication Plan.

1.4. Review the O&M Contractor’s Performance Monitoring Plan for CPA to verify that systems are operating as designed.

2. O&M implementation oversight.

Agenda Page 44

2.1. Review the O&M Contractor’s project-specific maintenance and repair scope prior to their start and provide recommendations to adhere to existing contracts, product warranties, and specifications.

2.2. Coordinate with O&M Contractor and OEM as needed to resolve performance issues and propose recommendations to identify them.

2.3. Confirm O&M Contractor performed preventative maintenance obligations; document and collect results.

3. Perform On-site Project O&M inspections.

3.1. Perform one (1) recurring quarterly on-site Project inspection in coordination with CPA and O&M Contractor to monitor and track project O&M schedules and validate project completion.

3.2. Document O&M Contractor’s on-site Project safety conditions and identify compliance, shortcomings, and recommendations for improvement; summarize findings in a post-inspection maintenance report.

3.2.1. Notify CPA immediately of hazardous conditions.

3.3. Produce a post-inspection report for CPA as defined and agreed upon in the Inspection Protocol and Safety Plan.

3.4. Identify risks to O&M Contractor’s scope, budget, and/or schedule.

3.5. Provide photographs and relevant documentation of key O&M Contractor activities.

3.6. Immediately notify CPA of any conditions and escalate any hazardous workplace safety conditions, non-compliance, or similar critical items discovered

4. Unplanned maintenance.

4.1. For maintenance and performance remedies beyond the Preventative Maintenance Plan, review the O&M Contractor’s project-specific scope prior to their start and provide recommendations to adhere to existing contracts, product warranties, and specifications.

4.2. Assist CPA to identify the source of system failure, including reviewing the OEM performance guarantees and warranties, reviewing EPC Contractor workmanship, reviewing O&M Contractor workmanship, reviewing unauthorized Site Host modifications and/or third-party fault.

4.3. Assist CPA and O&M Contractor to coordinate insurance claims as they arise.

4.4. Assist CPA to recommend if EPC Contractor’s workmanship warranty or similar warranties should be applied to remedy the maintenance and operations.

5. Substantial maintenance.

5.1. Maintenance requests above $75,000 will require additional design engineering and product integration review. Coordinate closely with CPA, EPC Contractor, O&M Contractor, and OEM as required.

6. Asset Management Report template.

6.1. Review the Asset Management Report template provided by EPC Contractor, O&M Contractor, and/or CPA, that will be used to review solar and BESS performance monthly to identify performance issues.

Agenda Page 45

6.2. Coordinate with CPA and O&M Contractor to enact performance optimization strategies and verify results.

7. Training for CPA.

7.1. Assist CPA in accessing the monitoring systems, understanding key monitoring metrics, downloading reports, and receiving performance alert notifications.

7.2. Identify best practices to optimize system performance.

8. Training for Site Host.

8.1. Train Site Host by performing a mock power outage event, how Site Host staff will coordinate during the power outage event, and how to interact with the designated critical loads.

8.2. Identify operational safety protocols and procedures.

9. Lessons Learned Report.

9.1. Create a Lessons Learned Report to identify areas for improvement related to the process from design to completion.

10. O&M Contractor coordination.

10.1. Attend one (1) project kick-off meeting with CPA and O&M Contractor.

10.2. Attend recurring weekly and annual meetings between CPA and O&M Contractor.

10.3. Coordinate with O&M Contractor regularly at CPA’s and/or O&M Contractor’s request.

Task #5 Deliverables:

1. Preventative Maintenance Plan.

2. Performance Monitoring Plan.

3. Recurring Post-Inspection Maintenance Report.

4. Recurring Asset Management Report.

5. Training for CPA.

6. Training for Site Host.

7. Lessons Learned Report.

8. Attend recurring and ad-hoc meetings.

Timeline for Task #5:

1. Attend recurring and ad-hoc meetings to be held at mutually agreed upon times.

2. Preventative Maintenance Plan within ten (10) business days upon request.

3. Performance Monitoring Plan within ten (10) business days upon request.

4. Recurring Post-Inspection Maintenance Report within five (5) business days after inspection.

5. Recurring Asset Management Report within five (5) business days at the end of each month.

6. Training for CPA within twenty (20) business days upon request.

Agenda Page 46

7. Training for Site Host within twenty (20) business days upon request.

8. Lessons Learned Report – within thirty (30) business days upon request.

9. Attend recurring and ad-hoc meetings – held at mutually agreed upon times.

Task #6: Additional Technical Support for Projects
Provide miscellaneous Power Ready Program support.

1. Support ad hoc and/or miscellaneous requests related to the Power Ready Program and Project questions and technical support, as requested by CPA.

2. CPA will request a cost estimate from Contractor based on the tasks and Contractor will provide a NTE cost for the task in writing via email.

3. Tasks will be billed at an hourly rate as agreed upon by the parties.

Task #6 Anticipated Deliverables:

1. As-requested support services set forth above.

Timeline for Task #6:

1. As requested, and mutually agreed upon.

Agenda Page 47
EXHIBIT B – INTENTIONALLY LEFT BLANK

Agenda Page 48
EXHIBIT C – COMPENSATION
Contractor shall satisfactorily provide all the contemplated Services detailed in Exhibit A at the following hourly rates specified in Table 1 below and in compliance with the terms and conditions of this Agreement.

Table 1: Contractor’s Rate Schedule
Hourly Rate*
Resource 2026 2027 2028
Principal Engineer $296 $305 $314
Director of Engineering $296 $305 $314
Senior Engineering Manager $279 $287 $296
Engineering Manager $262 $270 $278
Lead Engineer $251 $259 $267
Staff Engineer $224 $231 $238
Senior Engineer $201 $207 $213
Engineer $177 $182 $187
Associate Engineer $145 $149 $153
Senior Construction Project Manager $224 $231 $238
Senior Superintendent $201 $207 $213
Managing Director $296 $305 $314
Program Manager III $279 $287 $296
Program Manager II $262 $270 $278
Program Manager I $251 $259 $267
Operations Manager II $224 $231 $238
Operations Manager I $201 $207 $213
Safety Manager $195 $201 $207
*Upon the start of the new calendar year (January 1), there will be an annual rate escalation not to exceed three percent (3%)

Agenda Page 49
Contractor shall not exceed the Maximum Authorized Fees specified for each Task listed in Table 2, 3 and 4 below:

Table 2: Maximum Authorized Fees for the Initial Term (Initial Term September 7, 2026, through September 6, 2029) Tas
k
Description Sub-Task Description Estimated Due Date
Estimated
Subtotals by
Sub-Task
Not to Exceed
Amount

1.1 Power Ready Program review $45,116

1.2 Power Ready form review October 2026 $31,644

1.3 Project Execution Plan $110,190

1.4 Safety Plan November 2026 $14,336

1.5 Inspection Protocol December 2026 $71,300 1
Coordination and
Reporting

1.6-1.10 Remaining Task 1 Deliverables
September 2026 and
ongoing over the duration
of the Agreement
$20,000
$292,587

2.1 RFQ solicitation package review August 2027 $5,880

2.2 RFQ evaluation results $12,197

2.3 RFP solicitation package review October 2027 $14,597

2.4 RFP evaluation results November 2027 $66,012
2 Solicitation Support

2.5 Attend interviews February 2028 $4,555
$103,242

3.1 30%, 60%, and 90% engineering
plan reviews April 2028 $40,806

3.2 Interconnection application
reviews April 2028 $10,403

3.3 Permit reviews $5,202

3.4 Staging Plan reviews $22,641

3.5 Safety Plan reviews $11,403

3.6 CEQA reviews $31,313

3.7 Workforce Development Plan
review $1,161
3 Project Pre-Construction Design
and Engineering
Support

3.8 On-site Project assessment
summary
September 2028
$36,163
$160,547

Agenda Page 50
Remaining Task 3 Deliverables $1,455

4.1 Recurring construction support $42,716

4.2 Recurring payment review $553

4.3 Recurring post-inspection
reports
$245,287

4.4 Ad-hoc change order review
Ongoing over the
duration of the
Agreement
$2,505

4.5 Commissioning Plan
Methodology Report April 2029 $145,530

4.6-4.9
Commissioning, Substantial
Completion, Mechanical
Completion, and Certification
of Completion Report
May 2029 $11,813

4.10 Asset purchase transfer review $31,135

4.11 Construction close-out package $44,889
4 Project Construction
Support
Remaining Task 4 Deliverables
September 2029
$16,960
$541,388

5.1 Preventative Maintenance Plan $7,129

5.2 Performance Monitoring Plan $2,376

5.3 Recurring Post-Inspection
Maintenance Report $58,062

5.4 Recurring Asset Management
Report $9,506

5.5 Training for CPA $5,326

5.6 Training for Site Host $4,265

5.7 Lessons Learned Report $5,559

5.8 Recurring and ad-hoc meetings $18,061
5 Project Operations and
Maintenance Support
Remaining Task 5 Deliverables
September 2029
$87,915
6 Additional Technical
Support for Projects 6
Additional Technical Support
for Projects
Ongoing over the
duration of the
Agreement
$70,483
$175,783
Maximum Authorized Fees for the Initial Term $1,344,031

Agenda Page 51
Table 3: Maximum Authorized Fees for the First Renewal Term First Renewal Term September 6, 2029, through September 6, 2030 Task Description Estimated Due Date Not to Exceed Amount 1 Coordination and Reporting Sept 6, 2030 $0
2 Solicitation Support Sept 6, 2030 $0
3 Project Pre-Construction Design and
Engineering Support Sept 6, 2030 $0
4 Project Construction Support Sept 6, 2030 $200,000
5 Project Operations and Maintenance Support Sept 6, 2030 $200,000 6 Additional Technical Support for Projects Sept 6, 2030 $200,000 Maximum Authorized Fees for the First Renewal Term $600,000 Table 4: Maximum Authorized Fees for the Second Renewal Term Second Renewal Term September 6, 2030, through September 6, 2031 Task Description Estimated Due Date Not to Exceed Amount 1 Coordination and Reporting September 6, 2031 $0
2 Solicitation Support September 6, 2031 $0
3 Project Pre-Construction Design and
Engineering Support September 6, 2031 $0
4 Project Construction Support September 6, 2031 $0
5 Project Operations and Maintenance Support September 6, 2031 $100,000 6 Additional Technical Support for Projects September 6, 2031 $200,000 Maximum Authorized Fees for the Second Renewal Term $300,000

Agenda Page 52
Any travel, administrative expenses, and materials (hereinafter, “Expenses”) will be billed in the amount incurred by Contractor for actual out-of-pocket cost, without any additional mark-up by Contractor. Any Expenses incurred shall be billed for the month in which the Expenses are incurred. Expense reports detailing all Expenses, along with receipts, shall be presented to CPA for reimbursement. All expenses must be approved by CPA in advance writing before they are incurred. The following Expenses set forth below may be eligible for reimbursement under this Agreement:

Maximum Authorized Expenses $0
The Total Maximum Amount that CPA shall pay Contractor, including any subcontractor that the Contractor may retain, for all Services and Expenses to be provided under this Professional Services Agreement shall not exceed One Million Three Hundred Forty-Four Thousand and Thirty-One Dollars ($1,344,031) ("Not-to-Exceed" or "NTE") during the Initial Term.

Initial Term: Maximum Amount Up to and Not to Exceed $1,344,031 The Total Maximum Amount that CPA shall pay Contractor, including any subcontractor that the Contractor may retain, for all Services and Expenses to be provided under this Professional Services Agreement shall not exceed Six Hundred Thousand Dollars ($600,000) ("Not-to-Exceed" or "NTE") during the First Renewal Term, if authorized.

First Renewal Term: Maximum Amount Up to and Not to Exceed $600,000 The Total Maximum Amount that CPA shall pay Contractor, including any subcontractor that the Contractor may retain, for all Services and Expenses to be provided under this Professional Services Agreement shall not exceed Three Hundred Thousand Dollars ($300,000) ("Not-to-Exceed" or "NTE") during the Second Renewal Term, if authorized.

Second Renewal Term: Maximum Amount Up to and Not to Exceed $300,000

Agenda Page 53
Contractor shall satisfactorily perform and complete, in the judgement of CPA, all required Services in accordance with Exhibit A notwithstanding the fact that total payment from CPA shall not exceed the NTE.

Agenda Page 54
EXHIBIT D –DATA PROTECTION REQUIREMENTS
To the extent applicable, Contractor shall comply with the following additional data protection requirements:

1. Contractor represents and warrants that Contractor will perform the Services in accordance with CPA’s risk management policies and protocols, including but not limited to, policies and protocols relating to energy risk management and customer data and privacy, as those policies and protocols may be amended by CPA from time to time. A link to the policies is available at:
https://cleanpoweralliance.org/public-documents/administrative-documents/ Contractor shall execute any required acknowledgements of such policies and protocols as those policies and protocols are amended from time to time.

2. Contractor represents and warrants that Contractor shall comply with the requirements of California Public Utilities Commission Decision D.12-08-045 Attachment B (Rules Regarding Privacy and Security Protections for Energy Usage Data Applicable to Community Choice Aggregators or Electrical Service Providers), available at:
https://docs.cpuc.ca.gov/PublishedDocs/Published/G000/M026/K531/26531585.PDF

Agenda Page 55
Staff Report – Agenda Item 3
To: Board of Directors
From: Gabby Monzon, Clerk of the Board
Nancy Whang, General Counsel
Approved By: Ted Bardacke, Chief Executive Officer
Subject: Receive and File Annual Electricity Usage by Jurisdiction Date: September 3, 2026

RECOMMENDATION
Receive and file.

BACKGROUND
Per CPA’s Joint Powers Agreement, in the case of a weighted (voting shares) vote by the CPA Board of Directors, voting shares are based on CPA’s overall retail load served by jurisdiction in the previous fiscal year. Attachment 1 shows the annual retail load by jurisdiction for FY2025/26. These percentages will be used in the event of a voting shares vote during FY2026/27. A weighted vote may be called for by a minimum of three members of the Board of Directors following an affirmative vote of the Board via the standard “one member, one vote” voting procedure. A voting shares vote may only be used to invalidate an affirmative vote by the Board.

Since CPA was first established in 2017, the Board of Directors has never held a voting shares vote.

DISCUSSION
CPA uses the estimated load for new member agencies in the fiscal year in which the new member agencies are to begin service with CPA. For example, when the cities of Monrovia, Santa Paula, and Hermosa Beach were scheduled to begin service in March Agenda Page 56
Board of Directors Item 3
2024, their estimated loads were included in the FY 2023/2024 annual load calculations because they would begin CPA service during that year. Similarly, when the cities of Lynwood, La Canada Flintridge, and Port Hueneme were scheduled to begin service in October 2025, their estimated loads were included in the calculations used during FY 2025/2026. In both instances, the communities began receiving CPA service during the same fiscal year in which the estimated load was established.

As the cities of Fillmore and Cudahy are scheduled to begin service in October 2027, after FY 2026/27 has ended, their load is not included in the FY 2026/27 voting shares calculation. Estimated loads for Fillmore and Cudahy will be included in the FY 2027/2028 voting shares calculation, as it aligns with the annual load figures with the period in which Fillmore and Cudahy will begin CPA service and is consistent with the Joint Powers Agreement.

Consistent with past practice, representatives from Fillmore or Cudahy may join the Board during the current fiscal year. If a voting shares vote is required from the time of appointment until September 2027 when the FY 2027/28 load share is determined, Fillmore and Cudahy will be assigned 0% voting shares.

ATTACHMENT

1. FY 2025/26 Annual Load by Jurisdiction

Agenda Page 57
Board of Directors Item 3
Jurisdiction Annual Retail Load (KWH) for
July 1, 2025 to June 30, 2026 Percent of Total
LOS ANGELES, COUNTY OF 2,882,382,612 27.6%
CARSON, CITY OF 519,697,952 5.0%
SANTA MONICA, CITY OF 482,835,495 4.6%
OXNARD, CITY OF 474,797,238 4.5%
THOUSAND OAKS, CITY OF 422,949,697 4.1%
SIMI VALLEY, CITY OF 400,089,473 3.8%
VENTURA, COUNTY OF 363,490,934 3.5%
BEVERLY HILLS, CITY OF 359,002,148 3.4%
DOWNEY, CITY OF 339,906,109 3.3%
VENTURA, CITY OF 339,885,604 3.3%
WHITTIER, CITY OF 294,365,870 2.8%
CAMARILLO, CITY OF 283,575,088 2.7%
ARCADIA, CITY OF 255,246,134 2.4%
ALHAMBRA, CITY OF 243,210,569 2.3%
CULVER CITY, CITY OF 231,663,757 2.2%
WEST HOLLYWOOD, CITY OF 227,979,369 2.2%
HAWTHORNE, CITY OF 216,924,062 2.1%
REDONDO BEACH, CITY OF 200,543,126 1.9%
MONROVIA, CITY OF 164,744,977 1.6%
LYNWOOD, CITY OF * 154,582,976 1.5%
PARAMOUNT, CITY OF 149,101,419 1.4%
MANHATTAN BEACH, CITY OF 142,641,835 1.4%
LA CANADA, CITY OF * 138,627,805 1.3%
CALABASAS, CITY OF 130,457,679 1.2%
MALIBU, CITY OF 116,174,928 1.1%
CLAREMONT, CITY OF 115,920,652 1.1%
MOORPARK, CITY OF 112,895,643 1.1%
TEMPLE CITY, CITY OF 98,788,586 0.9%
AGOURA HILLS, CITY OF 96,671,265 0.9%
SOUTH PASADENA, CITY OF 78,705,577 0.8%
SANTA PAULA, CITY OF 72,105,477 0.7%
WESTLAKE VILLAGE, CITY OF 69,161,380 0.7%
HERMOSA BEACH, CITY OF 61,987,516 0.6%
ROLLING HILLS ESTATES, CITY OF 53,113,205 0.5%
PORT HUENEME, CITY OF * 46,902,631 0.4%
SIERRA MADRE, CITY OF 36,007,628 0.3%
HAWAIIAN GARDENS, CITY OF 35,742,538 0.3%
OJAI, CITY OF 27,523,973 0.3%
Total 10,440,402,924 100%
* Includes estimated load

Agenda Page 58
Staff Report – Agenda Item 4
To: Board of Directors
From: Gina Goodhill, Senior Director, Government Affairs Approved By: Ted Bardacke, Chief Executive Officer
Subject: Receive and File August 2026 Bill Positions Report Date: September 3, 2026

RECOMMENDATION
Receive and file.

ATTACHMENT

1. 2026 Legislative and Regulatory Policy Platform

Agenda Page 59
Board of Directors Item 4
Bill Number &
Author
Title & Summary Status CPA Position Alignment
with CPA
Policy
Platform
Notes
AB 2396
Assemblymember
Jacqui Irwin
Community choice
aggregators: electric
transmission lines Would
authorize a CCA to develop,
finance, construct, operate,
lease purchase and maintain
electric transmission lines as
part of the State’s newly
created Transmission
Accelerator.
5/14/26
Failed, Held in
Assembly
Appropriations
Committee
Sponsor 1g Stemming from direction at
the 2025 Board retreat, this
CPA sponsored bill would
allow CCAs to take advantage
of tax-exempt debt to bring
down the cost of transmission
lines via a new state-backed
Transmission Accelerator,
with savings that would be
passed on to ratepayers.

AB 1761
Assemblymember Chris
Rogers
Electricity: calculation
methodology: data
disclosure
Would require the CPUC or
IOUs to share all data
underlying the Power Charge
Indifference Adjustment
(PCIA) with CCAs.
08/26/2026
Enrolled
Support 1a, 4a This California Community
Choice Association (CalCCA)
sponsored bill would allow
CCAs to ensure PCIA
calculations are accurate and
CCA customers are not
overcharged.

SB 1138
Senator Steve Padilla
Load-serving entities:
resource adequacy
requirements. Would give
CCAs and other load-serving
08/14/2026
Failed, held in
Assembly
Support 2a This CalCCA sponsored bill
would correct a mismatch
between how LSE’s RA
obligations are calculated and

Agenda Page 60
Board of Directors Item 4
entities (LSEs) flexibility to
transact Resource Adequacy
(RA) load obligations at the
hourly level.

Appropriations
Committee
how LSEs buy and sell RA. It
could annually save millions of
dollars on unnecessary costs
for ratepayers.

AB 2313
Assemblymember Marc
Berman
Gas corporations: gas
distribution service line
replacements: alternatives
Would require gas utilities to
offer a Gas Distribution
Service Line Replacement
Alternative Program.
08/27/2026
Sent to Assembly for
concurrence vote
Support 3b, 5a Also known as the Home
Energy Choice Act, this bill
would allow a residential gas
customer facing a planned or
forecasted gas service line
replacement to their home to
discontinue gas service and
instead choose a voluntary
incentive to electrify their
home.

SB 868
Assemblymember Scott
Wiener
Electricity: portable solar
generation devices. Would
temporarily exempt certain
portable solar devices from
state law and electric utility
rules regarding
interconnection requirements
08/26/2026
Enrolled
Watch 3a, 5c This bill would exempt plug-in
solar panels, also known as
balcony solar, from typical
interconnection requirements
from a utility, electrician or a
building code official. While
popular in many parts of
Europe, balcony solar is
typically not allowed in the US
without utility approval, and
therefore not as prevalent.

Agenda Page 61
Board of Directors Item 4
AB 2383
Assemblymember Rick
Chavez Zbur
Electricity: large energy use
facilities
Would require the CPUC to
establish a retail electricity
classification and schedule for
large energy use facilities, as
well as a standard contract
overseen by the CPUC.
08/17/2026
Read second time.

Ordered to third reading
Watch 1b, 1e, 1f, 2a,
2b
One of several bills focused
on data centers, CCAs
support the general goals of
ensuring that data centers
cover their costs without
burdening other ratepayers.

CPA’s trade association
CalCCA helped to secure
recent amendments that
ensured these goals could be
met without giving the CPUC
new authorities over CCA
rates and customer contracts.

AB 2111
Assemblymember Diane
Papan
Electricity: transmission
planning and transmission
facilities
Would require the CEC,
CPUC, and CAISO to update
transmission planning in-line
with FERC guidance.
08/26/2026
Enrolled
Watch 2a, 2b Would modernize California’s
transmission planning
framework by requiring
planners to evaluate multiple
future eventualities instead of
relying on a single load
forecast to drive transmission
investments.

SB 1329
Senator Jerry McNerney
Real property tax:
valuation: active solar
energy system
Would establish valuation
rules for active solar energy
systems for property tax
08/05/2026
August 5 set for first
hearing canceled at the
request of author
Watch 2b This bill would establish
uniform valuation for a solar
energy system and that the
valuation of such a system is
limited to only the tangible
property comprising the active

Agenda Page 62
Board of Directors Item 4
purposes and would require
assessors to exclude certain
benefits, including renewable
energy credits, when using
the income method.
solar energy system and does
not include intangible assets
and rights of the system.

AB 1975
Assemblymember Nick
Schultz
Electric corporations:
distribution grid utilization
metric
Would require the CPUC to
establish a grid utilization
metric to encourage load
shifting.
5/14/26
Failed, Held in
Assembly
Appropriations
Committee
Watch 3a This bill aims to manage
distribution costs and reduce
the need for infrastructure
upgrades by providing
financial incentives to IOUs to
encourage load shifting and
more efficient use of existing
grid technology. Ensuring
CCAs are not put at a
competitive disadvantage will
be key.

AB 2369
Assemblymember Chris
Rogers
Electricity: resource
adequacy requirements:
transmission facility
planning
Would require the Public
Utilities Commission to better
account for energy-only
resources in clean energy
procurement, transmission
planning, and interconnection
decisions.
08/24/2026
Read second time.

Ordered to third reading
Watch 2a, 2b, 2d This bill would direct the
commission to consider how
these resources can help
meet clean energy
deployment goals, charge
storage during off-peak hours,
and add diversity to the grid,
while also identifying cost-effective transmission
upgrades to improve their
deliverability and reserving

Agenda Page 63
Board of Directors Item 4
deliverability for geothermal
and wind where appropriate.

AB 2266
Assemblymember Nick
Schultz
Electricity: load-serving
entities
Would direct the Public
Utilities Commission to
consider by January 1, 2030,
whether to consolidate certain
load-serving entity
procurement plans and
reliability compliance reports,
and to explain any decision
that consolidation is not
feasible.
08/24/2026
Read second time.

Ordered to third reading
Support 2a, 2b, 2c LSEs spend significant
resources tracking and
compiling compliance reports,
and any changes to provide
more certainty and reduce
duplicate work could benefit
all LSEs.

AB 1934
Assemblymember Steve
Bennett
State Fire Marshal: home
hardening certification
Would require the Office of
the State Fire Marshal’s
Wildfire Mitigation Advisory
Committee to develop an
implementation plan for a
home hardening certification
program.
08/17/2026
Read second time.

Ordered to third reading
Support 3c, 5a One of several bills proposed
in response to wildfire
destruction, this bill would
develop a voluntary, home
hardened certification
program that state incentives
could then be tied to.

AB 1960
Assemblymember Steve
Bennett
Wildfire Prevention Grant
Program: identified
cohesive fire communities
08/20/2026
Read second time.

Ordered to third reading
Support 3c, 5a One of several bills proposed
in response to wildfire
destruction, this bill

Agenda Page 64
Board of Directors Item 4
Would allow CAL FIRE to
disperse Wildfire Prevention
Grant funding to communities
that have reached at least
50% of homes hardened.
approaches wildfire resilience
on a community level by
incentivizing communities to
reduce risk together rather
than one at a time.

AB 1964
Assemblymember Steve
Bennett
State Fire Marshal: Home
Hardening
Would strengthen statewide
standards for home hardening
in fire-prone areas by
directing the State Fire
Marshal to expand and
update requirements for
ember-resistant construction
and retrofit measures.
08/20/2026
Passed out of
Assembly, ordered to
Enrollment
Support 3c, 5a One of several bills proposed
in response to wildfire
destruction, this bill
approaches wildfire resilience
on a community level by
establishing a more robust,
science-based home
hardening standards for new
and existing homes.

SB 894
Senator Ben Allen
Wildfire resiliency: financial
assistance
Would establish the California
Wildfire Resilience Loan
Program to provide financial
assistance for projects and
activities that reduce wildfire-related risks and losses 08/26/2026
Sent to Senate for
concurrence vote
Support 3c, 5a One of several bills proposed
in response to wildfire
destruction, this bill would
connect borrowers with low
interest financing options,
backed by the state, to
finance home hardening
improvements.

AB 710
Assembly Member Jaqui
Irwin
Microgrid Projects
Would establish mandatory
collaborative frameworks and
8/13/2026 Watch 3a,3c Has potential to increase
transparency and data for
CCAs that would allow them

Agenda Page 65
Board of Directors Item 4
strict data-sharing protocols
between IOUs and local
public agencies.

Failed, Held in Senate
Appropriations
Committee
to more easily develop
microgrid projects by requiring
technical data from IOUs.

AB 1787
Assembly Member Jaqui
Irwin
Smart meter infrastructure:
dynamic rate option
Would require large IOUs to
offer customers an optional
dynamic rate tariff tied to
upgraded smart meter
infrastructure and real-time
grid conditions.
8/13/2026
Failed, Held in Senate
Appropriations
Committee
Watch 2b, 4a, 4c While the measure advances
California’s broader demand
flexibility and electrification
goals, it raises key concerns
for CPA and CCAs,
particularly around rate parity,
data access, cost shifting, and
CCA program autonomy.

CalCCA is actively working to
try to resolve these issues.

Agenda Page 66
2026 Legislative and Regulatory Policy Platform
Overview and Purpose
The Clean Power Alliance (CPA) Legislative and Regulatory Policy Platform (Platform) serves as a guide to the CPA Board of Directors and CPA staff in their advocacy efforts and engagement on policy matters of interest to CPA. The Platform allows both members of the CPA Board of Directors and CPA staff to pursue actions at the regional, state and federal legislative and regulatory levels in a consistent manner and with the understanding that they are pursuing actions in the best interest of the organization and its mission, its member agencies, and its customers.

The Platform provides direction to CPA staff on positions that should be taken on regulatory matters and legislative bill proposals. The Platform also provides guidance to the Chief Executive Officer on positions that should be taken on legislative and regulatory matters that come before the California Community Choice Association (CalCCA) Board of Directors.

CPA staff report to the Board monthly on all positions taken on legislative bills. For bills that fall outside the scope of this platform; bills that are likely to attract high-profile supporters and detractors, including bills that would modify the California Environmental Quality Act (CEQA); bills that would directly raise taxes; or bills that would knowingly put CPA at odds with positions that its member agencies have taken, CPA staff will seek approval of a proposed position to the Legislative & Regulatory Committee and Board of Directors before taking a position.

Policy Principles
The Legislative and Regulatory Policy Platform is centered around five basic principles:

1. Protecting CPA’s local control and competitive position, especially as it relates to rates, finances, power procurement and expansion of its service territory.

2. Pursuing power resource planning and procurement that promotes the growth in renewable energy capacity at the local, state, and regional level and reduces fossil fuel dependency, with the goal of combating climate change.

3. Developing and administering customer programs that encourage clean energy adoption by CPA customers and the use of that clean energy in an efficient and managed way to support cost reduction and grid reliability.

Agenda Page 67

4. Ensuring fair access to data, particularly as it relates to energy usage, billing, and information needed to develop and administer customer programs.

5. Supporting CPA’s ability to set electric rates and offer programmatic services that are affordable and inclusive for all.

These principles are incorporated throughout the platform below.

Policy Platform

1. Affordability and Local Control
a. Cost allocation: CPA will pursue administrative and legislative initiatives that will ensure that non-bypassable charges for CPA customers, including any income-based fixed charges, are assessed fairly compared to bundled customers. b. Fair rates: CPA will engage in legislative initiatives that seek to ensure that rates are reasonable and transparent, and that balance evolving wildfire and grid hardening needs with affordability.
c. Finances: CPA will pursue administrative and legislative initiatives to ensure that CPA is eligible to apply and receive funding made available to the electricity sector for decarbonization, reliability, and affordability purposes, and that CPA’s financial health is not disparately impacted by new regulations. d. CCA Expansion: CPA will pursue administrative and legislative initiatives to protect CPA’s ability to expand its service to new member agencies. e. Customer Acquisition: CPA will pursue administrative and legislative initiatives that preserve the CCA model as the default service provider for all eligible customers in its service territory.
f. Local Control: CPA will pursue administrative and legislative initiatives to protect CPA Board’s authority over CPA’s procurement, rate-setting, governance, and customer program development activities.
g. Infrastructure Financing: CPA will pursue administrative and legislative initiatives that support alternative approaches to financing energy infrastructure that reduce costs for all customers.

2. Power Resources Planning and Procurement
a. Resource Adequacy and Reliability: CPA will pursue administrative and legislative initiatives that will enable CPA to secure capacity resources to meet

Agenda Page 68
its reliability obligations, such as initiatives that evaluate the supply of capacity resources available to load serving entities (LSEs), determine the appropriate market mechanisms for LSEs to procure capacity resources, and develop a durable policy framework that encourages all LSEs to construct their fair share of new capacity resources to maintain grid reliability while pursuing decarbonization efforts.
b. Renewable and Carbon-Free Resources: CPA will pursue administrative and legislative initiatives that will maximize CPA’s ability to procure eligible Renewable Portfolio Standard (RPS) and carbon-free resources to meet the needs of CPA’s three product offerings and its long-term RPS procurement goal as required by SB 100 and other statutory or regulatory obligations, as well as providing CPA adequate and equal access to transmission capacity. c. Integrated Resource Plan: CPA will pursue administrative and legislative initiatives that will maximize CPA’s ability to plan and procure resources to meet various environmental and reliability goals set by state laws and by its Board of Directors, while offering affordable products and programs to serve its customers, including disadvantaged communities.
d. Customer Interconnection: CPA will pursue administrative and legislative initiatives that support reducing timelines in interconnection and service extensions for new construction, critical services, renewable energy, building decarbonization, and other projects in CPA’s service territory. e. Research & Development: CPA will pursue administrative and legislative initiatives that support the research and development of new energy resources that can be procured to meet the reliability and decarbonization goals set by the State and its Board of Directors.
f. Grid Reliability: CPA will pursue administrative and legislative initiatives that support the expansion of a regional Western energy grid that improves reliability; accelerates decarbonization; improves transmission planning; reduces costs for ratepayers and load serving entities; maintains California’s ability to set, meet and implement its own climate goals; and protects clean energy jobs within the State.

3. Customer Programs
a. Demand Response, Demand Flexibility and Energy Efficiency: CPA will pursue administrative and legislative initiatives that will enable CPA and its customers

Agenda Page 69
to develop and participate in programs that promote the use of clean energy in an efficient and managed way to support cost reduction, grid reliability, and lower greenhouse gas emissions.
b. Building and vehicle decarbonization: CPA will pursue administrative and legislative initiatives that support the ability of CPA to promote statewide building and vehicle decarbonization, primarily through electrification. c. Local Grid Management and Resiliency: CPA will pursue administrative and legislative initiatives that support the ability of CPA and its member agencies to offer local grid management and resiliency solutions to increase local reliability, and adaptability that could protect against power outages and extreme heat. d. Research and Development: CPA will pursue administrative and legislative initiatives that support the ability of CPA to explore new opportunities related to behind-the-meter clean energy resources.

4. Data Access
a. Timely and Accurate Access to Customer Data: CPA will pursue administrative and legislative initiatives that will enable CPA to obtain timely and accurate access to its customers’ data to improve billing accuracy, inform the development and implementation of customer programs, and properly plan for procurement needs.
b. Fair Fees for Data Management Services: CPA will pursue administrative and legislative initiatives to ensure that the fees due to Southern California Edison for data access and management are fairly assessed based on data needs, potential technological improvements, and other factors. c. Billing Transparency: CPA will pursue administrative and legislative initiatives that increase customer understanding of electricity bill components and display electricity charges in a clear and consistent manner for both bundled and unbundled customers.

5. Diversity, Equity, Inclusion
a. Protecting vulnerable customers: CPA will pursue administrative and legislative initiatives that support healthy communities, particularly environmental and social justice communities in CPA’s service territory.
b. Supplier Diversity: CPA will pursue administrative and legislative initiatives that support supplier diversity in CPA’s contracting activities and through women-

Agenda Page 70
owned, minority-owned, disabled-veteran-owned, and lesbian, gay, bisexual, and/or transgender owned business enterprises.
c. Energy Equity: CPA will pursue administrative and legislative initiatives that support increased access to clean energy technologies, workforce development initiatives that support the clean energy industry, and clean energy opportunities for environmental and social justice communities in CPA’s service territory.

Agenda Page 71
Staff Report – Agenda Item 5
To: Board of Directors
From: Christian Cruz, Senior Community Outreach Manager Reviewed by: Francis Choi, Assistant General Counsel
Approved by: Ted Bardacke, Chief Executive Officer
Subject: Community Advisory Committee (CAC) Report
Date: September 3, 2026

RECOMMENDATION
Receive and file.

MEETING REPORT
CAC Annual Retreat
Community Advisory Committee (CAC) members participated in the annual CAC retreat on July 17. This year’s retreat featured a panel discussion and breakout session focused on “Building Strategic Partnerships to Advance Community Impact.” The panel discussion explored how the CAC can expand its impact by fostering and supporting strategic partnerships throughout Clean Power Alliance’s (CPA) service territory. The session featured a panel of experts who shared examples and insights on creating successful, lasting partnerships with educational institutions and other community partners. Panelists included:
• Dr. Beth Karlin, CEO, SeeChange Institute,
• Haley Ehlers, Executive Director, CFROG
• Daniel Mora, Business Agent, LiUNA
• Reata Kulcsar, Energy and Sustainability Officer, City of Carson This session also explored how the CAC can expand its impact by fostering strategic partnerships throughout Clean Power Alliance’s service territory. Panelists shared examples of successful partnerships with community-based organizations, educational

Agenda Page 72
Board of Directors Item 5
institutions, local governments, businesses, and workforce development partners, highlighting strategies for building trust, aligning common objectives, and creating long-term community value. The discussion emphasized how effective partnerships can strengthen community engagement, increase program participation, and broaden the reach, effectiveness, and impact of CPA’s work.

The discussion also featured a breakout session that allowed CAC members to provide feedback on various questions, such as:

1. How can CPA better integrate community engagement and education efforts to increase awareness of clean energy programs and services?

2. How can partnerships help build trust, increase community awareness, and strengthen CPA’s long-term relationships across its service territory?

3. What strategies should CPA prioritize to strengthen both community education and awareness of clean energy programs across its service territory?

4. What new partnerships or engagement approaches should CPA explore to reach communities that are currently underrepresented or less engaged with CPA programs and services?
Key takeaways from the breakout session included:
• Expanding educational partnerships: The CAC would like to explore connecting with schools to provide students with a stronger understanding of clean energy, climate change, and extreme heat events. In addition, the CAC should identify opportunities to strengthen school programs, and work with PTA committees to expand educational outreach and engagement. The CAC also emphasized the need for clear educational materials, videos, and graphics that can be incorporated into these efforts to help students and community members better understand energy related topics.
• Strengthening partnerships with community-based organizations: CAC recommended working more closely with community-based organizations, including Community Benefits Grant recipients. They also pointed to business associations and faith-based organizations as potential partners. The CAC recommended convening focus groups to better understand community needs

Agenda Page 73
Board of Directors Item 5
and identify opportunities for collaboration. The CAC also emphasized focusing on the quality rather than quantity of partnerships, using storytelling to highlight community impact, and recognizing volunteers through certificates, academic credit, and resume–building opportunities. Successful programs and partnerships should also be highlighted to encourage broader collaboration and replication. • Strengthening member agency connections: CAC recommended greater coordination with town councils and city leadership on outreach and engagement activities. The CAC could serve as a bridge and connector by identifying critical community issues related to CPA, sharing information, and tracking partnership opportunities. CAC members also suggested hosting leadership events and webinars to bring community leaders together and strengthen relationships with member agencies while providing member agency leadership with information and resources they can share about CPA and its programs The retreat concluded with a presentation and discussion that focused on CPA’s future growth and strategic priorities. Key considerations for the discussion included maintaining local control, community connection, reliability, affordability, and equity, as well as evaluating the load requirements of potential new member agencies. The discussion also emphasized balancing expansion with the need to deepen relationships and engagement within existing member communities, while looking for alignment with local Climate Action Plans for both existing and potential new communities.

CPA staff will work with the CAC to explore the recommendations and feedback from the retreat and coordinate implementation, as appropriate.

ATTACHMENT

1. CAC Meeting Attendance

Agenda Page 74
Board of Directors Item 5
Community Advisory Committee Attendance
2026
Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov
East Ventura/West LA County
Angus Simmons ✓ ✓ A A ✓ ✓
Kat Selm ✓ A ✓ A A ✓
Vacant
San Gabriel Valley
Vacant
Hamarz Aryafar ✓ ✓ ✓ ✓ ✓ ✓
West/Unincorporated Ventura County
Kent Bullard ✓ ✓ ✓ ✓ ✓ ✓
Daniel Mora ✓ ✓ ✓ ✓ ✓ ✓
South Bay
Cort Casady A ✓ ✓ A ✓ ✓
Diane Wallace A ✓ ✓ ✓ ✓ ✓
Gateway Cities
Vacant
Genaro Bugarin ✓ A ✓ A ✓ ✓
Westside
Cris Gutierrez A ✓ A ✓ ✓ ✓
David Haake ✓ A ✓ ✓ ✓ A
Unincorporated LA County
Neil Fromer ✓ ✓ ✓ ✓ ✓ ✓
Margaret Fuentes ✓ ✓ ✓ ✓ ✓ ✓
✓ - Attended A – Absent X – Medical/Personal Leave Gray – Vacant/Dark Action Items and Presentations
January
CPA Multifamily Programs
July
Strategic Partnerships
CPA Growth
February
Policy Platform and Leg Update
TOU-SMART Pilot
August
Dark
March
Programs Update
Marketing and Communications Update
September
April
FY 2026-2027 Rates Approach
October
May
FY 26/27 & FY 27/28 Budgets
November
June
Dark
December

Agenda Page 75
Staff Report – Agenda Item 6
To: Board of Directors
From: Lyon Hardgrave, Director, Energy Risk Management
Approved by: Ted Bardacke, Chief Executive Officer
David McNeil, Chief Financial Officer
Subject: Receive and File Quarterly Risk Management Team Report April 1, 2026, through June 30, 2026 (Q2 2026)
Date: September 3, 2026

RECOMMENDATION
Receive and file.

ATTACHMENT

1. RMT Quarterly Report

Agenda Page 76
Quarterly Report of Risk Management Team
April 1, 2026 through June 30, 2026 (Q2 2026)
I. Introduction
The Board of Directors of Clean Power Alliance (CPA) approved an Energy Risk Management Policy (ERMP) at its July 12, 2018 meeting, which provides the framework for conducting procurement activities in a manner that maximizes the probability of CPA meeting its portfolio, reliability, and financial goals. The ERMP has been amended on an annual basis, most recently on July 10, 2025.1
The ERMP requires quarterly reporting to the Board on the activities, projected financial performance, and general market outlook facing CPA. The Risk Management Team (RMT)2 submits this report in accordance with this requirement. Though not required by the ERMP, the RMT also reports on ERMP compliance monthly to both the Finance Committee and Energy Planning & Resources Committee.

II. Risk Management Team Activities
The RMT is responsible for implementing, maintaining, and overseeing compliance with the ERMP and for maintaining the Energy Risk Hedging Strategy. The primary goal of the RMT is to ensure that the procurement activities of CPA are executed within the guidelines of the ERMP and are consistent with Board directives. Several business practices are prescribed in the ERMP. What follows is a summary of CPA’s compliance with these practices as outlined in the Policy.

A. ERMP Acknowledgement Form
It is the policy of CPA that all CPA Representatives participating in any activity or transaction within the scope of the ERMP shall sign on an annual basis or upon any revision, a statement acknowledging compliance with the ERMP. Execution of the 2025 ERMP Acknowledgement Form was completed by relevant CPA staff, consultants and Board members.

B. Transaction Types
The ERMP includes a list of approved transaction types. All products that have been purchased or sold by CPA during the current quarterly period represent an approved transaction type as listed in Appendix C of the ERMP.
1 The most recent amendment to the ERMP was on July 2, 2026, outside of the time scope of this quarterly report. 2 The RMT is comprised of CPA’s Chief Executive Officer, Chief Operating Officer, Chief Financial Officer, and Vice President, Power Supply.

Agenda Page 77
C. Counterparty Suitability
The ERMP requires that all counterparties with whom CPA transacts be reviewed for creditworthiness and assigned a credit limit. A formal Counterparty Credit Protocol document (Protocol) that describes the method for evaluating counterparties and establishing a credit limit was developed by CPA’s Chief Financial Officer and CPA’s former scheduling coordinator, The Energy Authority (TEA). The Protocol was approved by the Chief Executive Officer, in consultation with the RMT, and enacted in Q1 2019.

Pursuant to the ERMP, no counterparty credit limit may exceed $50 million unless approved in writing by the Board. CPA continues to manage counterparty credit exposures through margining and other credit enhancement requests where contractually permitted. During the quarter, no counterparty that contracted to provide electricity system hedges exceeded its credit limit.

D. System of Record
As required by the ERMP, all transactions are being stored both in CPA’s systems as well as in CPA’s current scheduling coordinator’s (currently Tenaska Power Services, or TPS) trading and risk management system. Similarly, all transaction approvals are being logged and stored on TPS’s servers, with information being made available to CPA staff via a secure web portal. The transaction record also includes the confirmation letters for each transaction. CPA is in the process of transitioning its transaction repository to an internal data warehouse, which will provide additional functionality and security features.

E. Position Tracking and Management Reporting
To manage risk, the ERMP requires regular production of various reports. The status of each report required by policy follows:
• Financial Model Forecast: The financial model captures projected revenues and energy and operating costs and produces various financial reports and forecasts on an accrual basis. The model uses load forecast data produced by CPA, energy contract details from CPA’s Front Office and Middle Office systems, revenue projections from CPA’s revenue model and forward prices from the ICE Data Service and TPS.
• Net Position Report: Short- and long-term net position reports are in production, managed directly by CPA procurement staff, and linked to TPS’s trade capture system or to CPA’s internal energy trading and risk management system (ETRM).

The short-term net position report updates daily and incorporates the current weather outlook for the next 60 days to show net positions for the current and next months. The long-term net position report assumes normal weather and shows net positions through the balance of the current year and prompt four years. • Counterparty Credit Exposure: CPA is adhering to the credit policies included in the ERMP. CPA receives daily updates of counterparty credit exposures on both a notional and mark-to-market basis.

Agenda Page 78
• Monthly Risk Analysis: The ERMP requires both stress testing of financial results and probability-based assessments of future financial projections. CPA continues to implement and improve risk analysis tools to stress test financial results and validate potential hedging transactions. Recurring monthly risk analysis focuses on the prompt 12 months, while specific studies extend through calendar 2026 or beyond.
• Quarterly Board Report: Subject of this report.

F. Delegation of Authority
All executed transactions during the current period have been approved consistent with the Delegation of Authority outlined in Section 5 of the ERMP.

G. Limit Deviations or Business Practice Reporting
The ERMP requires that transaction volumes should not be executed that exceed the requirements of meeting CPA’s load (energy and capacity), renewable and/or carbon free energy requirements. The ERMP designates specific hedge targets for the prompt-year (PY) through the prompt plus 9-years for different product types.

RMT reviewed the relevant hedge targets for the remainder of 2026 and beyond and identified the following policy deviations:

Policy Deviation Required Action
The renewable energy hedge ratio
exceeds the maximum hedge percentage
for 2027-2031 due to cumulative PPA
supply additions, a reduction in the load
forecast, and updates to product content
strategy that reduced clean power RE
targets in 2027-2030.

None.

The deviations for 2027-2030 will be
resolved as CPA nears these years and
the maximum hedge percentages
increase.

There are no existing or potential violations of conflicts of interest or General Conduct to report for this quarterly period.

H. Training
The ERMP acknowledges the importance of ongoing education as part of its risk management framework. Consistent with this, the ERMP outlines certain training requirements. All procurement and risk management staff, including the members of the RMT, were up to date on required training.

Agenda Page 79
I. Hedging Strategy
CPA is compliant with the hedging strategy provided in Appendix A of the ERMP.

III. General Market Conditions
Southern California experienced mild weather conditions throughout Q2 2026, with both cooling and heating degree days running below their 10-year averages across CPA's service territory. As a result, customer electricity use came in below forecast in every month of the quarter. Record wind project generation in April, supported in part by production from the recently energized Sunzia Wind project, also contributed to lower midday energy prices, and the market remained well supplied through May and June.

Day-ahead energy prices settled below the levels indicated by forward prices resulting in lower costs to serve CPA’s customer load. Forward market prices for resource adequacy and renewable energy for 2026 and beyond declined slightly over the quarter.

Agenda Page 80
Staff Report – Agenda Item 7
To: Board of Directors
From: Joanne O’Neill, Senior Director, Customer Programs Reviewed By: Matthew Langer, Chief Operating Officer
Francis Choi, Assistant General Counsel
Approved By: Ted Bardacke, Chief Executive Officer
Subject: Customer Programs Quarterly Report
Date: September 3, 2026

RECOMMENDATION
Receive and file.

ATTACHMENTS

1. Customer Programs Quarterly Report

2. Member Agency Programs Quarterly Report

Agenda Page 81
Attachment 1: Customer Programs Quarterly Report – Q3 2026

INTRODUCTION
In June 2020, the Board of Directors approved a "Local Programs for a Clean Energy Future" strategic plan and, in 2023, CPA published the Local Programs Action Plan building upon the strategic plan and outlining new programs it planned to launch over the next several years. These programs fall into three categories, or “program pillars,” and offer a combination of incentives and technical support to help advance projects for residential, commercial, and public sector customers. The “program pillars” include:

1. Resilience and Grid Management: Resilience programs are designed to support customer and community resilience to climate-related impacts such as extreme heat and wildfires. Grid management offerings increase reliability and affordability by reducing the cost to procure energy and providing emergency resources during times of high usage and grid strain.

2. Building and Transportation Electrification: These programs help transition buildings and vehicles from fossil fuel sources to clean electricity, thereby reducing greenhouse gas emissions while improving both indoor and outdoor air quality.

3. Local Clean Energy Procurement: These programs and procurement initiatives increase access and availability of clean energy resources within CPA communities, increasing the volume of renewable resources, increasing our customers’ ability to generate on-site clean energy, and creating local jobs and economic development.

This quarterly report provides overall program status, key accomplishments, challenges, risks, and impacts for the CPA portfolio of customer programs covering data and activities through July 31st, 2026. The status of the Power Ready and Energized Communities programs, which focus directly on supporting member agencies, is reported in Attachment 2: Member Agency Programs Quarterly Report.

Agenda Page 82

CUSTOMER PROGRAMS ACTIVITIES
Customer Programs Snapshot below shows the cumulative impacts of the CPA portfolio of programs from inception through July 31st, 2026:

Key Accomplishments
• CPA finalized agreements with four community colleges (Cerritos College, Mount San Antonio College, Pierce College, and Los Angeles Trade Technical College), which will each receive $15,000 to distribute 5-10 scholarships at each college starting in January 2027 for students pursuing science, math, and other coursework related to energy-focused careers.
• On July 23rd, CPA celebrated passing a milestone of supporting 100 pre-apprentice students at Flintridge Center for Multi-Craft Core Curriculum training.

Since 2025, CPA has supported 122 justice impacted students at Flintridge Center with stipends and supportive services. Relatedly, the first cohort of 15 pre-apprenticeship students began their training in Ventura County through a partnership with Workforce Development Board of Ventura County (WDBVC). • CPA has completed competitive solicitation processes and selected vendors for three programs; the Apartment Building Cooling Assistance Program, Multifamily Electric Vehicle Charging Program, and a new vendor for the Power Response Program. CPA staff will be presenting Professional Services Agreements (PSA) to the Board for approval in September and October.
29,390
participants
$6.8M in
customer bill
savings
$1.9M in
customer
incentives

4.67 MW of
demand
response
capacity
Shifted
1,710,192
kWh of EV
charging
CPA Customer Programs Snapshot

Agenda Page 83
Challenges and Risks
• In May, CPA signed an amendment to the Professional Services Agreement with CLEAResult Consulting Inc. to extend Instant AC Savings implementation services through December 31, 2026. Golden State Rebates, the statewide rebate program that Instant AC Savings was layered on top of, expired on August 1, 2026. The transition to a new website that omitted the Golden State Rebates incentives required a two day pause in the program and reissuance of previously reserved customer coupons.
• Interconnection and permission to operate (PTO) for battery storage systems installed through Solar and Battery Access Program (SBAP) have been slow due to additional on-site evaluations required from SCE to inspect the equipment installed to operate the virtual power plant functions despite the equipment being CPUC and SCE approved. CPA’s vendor is working with SCE’s interconnection team to understand the reasons for the delays and to develop a solution to speed up the process. Of the 64 installed systems, 29 have received PTO from SCE. • Technical support for member agencies through the Reach Code Program will end at the end of 2026. Several agencies are still considering, or working towards advancing, their new and existing buildings codes but will not be complete by the sunset of the Reach Code Program. CPA is working with those agencies and SCE to identify support for future efforts.

Key Upcoming Activities
• The current Instant AC Savings implementation contract expires at the end of 2026. CPA will issue an RFP in August 2026 for a vendor to provide an enhanced and expanded offering to continue to support customers in accessing low and no-cost efficient cooling equipment. It is anticipated that a PSA with the vendor selected through the RFP process will be presented to the Board for approval at the December meeting.
• CPA plans to launch the Equitable Building Decarbonization webpage and outreach to CPA customers in late Q3 2026.

Agenda Page 84
Quarterly Customer Programs Metrics Report (through July 31, 2026) Program-to-Date Results
Program Name / Program Description Current
Participation Incentives
Paid
Customer Bill
Savings
Energy
Impacts
Resilience and Grid Management
Instant AC Savings:

CARE or FERA customers can receive a $300
instant coupon toward the purchase of an energy
efficient room air conditioner at participating
retailers.
209 $62,700 NC
Energy saved
from efficient
upgrades:
16,100 kWh
Power Response:

Incentivizes customers to temporarily reduce their
electricity usage during periods of high energy
demand through behavioral changes or by
leveraging smart devices.
4,137 $778,884 NC
Energy saved
during DR
events:
288,431 kWh
EV SmartCharge:

Customers receive incentives for enrolling and
participating in the app-based program that
manages an electric vehicle’s charging schedule
to switch charging to off-peak periods.
1,904 $251,360 $116,129
Energy Shifted
Off Peak:
54,000 kWh
Super Off-Peak
(daytime):
287,000 kWh
Peak Management Pricing:

Customers receive bill credits based on
performance to shift or lower energy usage during
designated high-peak events to reduce system
stress and improve grid reliability.
6 $196,310 NC 102,274 Load
Shed (kWh)
Capacity Bidding Program – Elect:

Enables customers to enroll in a qualified demand
response program through CPA, as an SCE-approved aggregator, to temporarily reduce energy use to support grid reliability and qualify
for the SGIP battery rebate.
51 NC NC NC

Agenda Page 85
Board of Directors Item 7
Building and Transportation Electrification
California Electric Vehicle Infrastructure
Project (CALeVIP):

In partnership with the California Energy
Commission, the program provided rebates for
level 2 EV chargers.
15 $548,697 NA NC
Energy Team:

Expert Energy Guidance, no-cost energy upgrade
assessments, and information on ways to access
available rebates for homes or small businesses.
414 NA NC NC
Local Clean Energy Procurement
Sun Storage Rebate:

Residential customers who install a battery
storage system with new or existing solar can
apply for a rebate of up to $2,250.
248 $297,500 NC NC
Power Share:

Develops local solar projects and provides 100%
clean energy at a 20% bill discount for income-qualified, residential customers in disadvantaged communities prioritizing customers at risk of
disconnection.
10,243 NA $6,686,483
162,375,250
kWh of 100%
Green Energy
Delivered
Solar and Battery Access:

Provides income-qualified homeowners with solar
and battery storage system with no out-of-pocket
expenses for equipment and installation.
163 NA NC NC
Definitions:

NA = Not applicable
NC = Not currently calculated, may be calculated at a later time

Agenda Page 86
Attachment 2: Member Agency Programs Quarterly Report

INTRODUCTION
This quarterly report provides overall program status, key accomplishments and challenges, and quarterly goals for two CPA programs that directly support member agencies: the Power Ready and Energized Communities programs. While other programs are available to member agencies, such as Reach Codes or Power Response-Commercial Leaders, Power Ready and Energized Communities are specifically tailored to accelerating decarbonization and improving the resiliency of member agency operations. This quarterly report covers data and activities from May 1st through July 31st, 2026.

POWER READY
Power Ready is a community benefit program offered to CPA’s member agencies and critical community sites. The program enhances energy and community resiliency by installing solar-plus-storage systems as a clean energy backup source that is available when a power outage occurs. Compared with typical solar and battery systems, the Power Ready program provides several unique offerings, including a guarantee that a portion of the battery will be available for planned and unplanned power outages for critical loads at facilities. CPA also guarantees that annual electricity charges for the site host will be equal to, or less than, the amount that would have otherwise been charged if they did not participate in the Power Ready program.

CPA’s Board of Directors approved the Round 1 multi-site Power Purchase Agreement (PPA) on February 1, 2024, with Coast Energy, which is comprised of 11 backup energy systems totaling 1.15 megawatts (MW) of solar photovoltaic system capacity paired with

1.3 MW of battery energy storage system (BESS) capacity collectively.

Agenda Page 87
Board of Directors Item 7
Key Accomplishments
Power Ready Round 1:
• All projects are in various engineering design and permitting stages aligned with the projects’ scope as outlined in the agreed upon and executed Memorandum of Understanding (MOU) between CPA and participating member agencies, and the Site Lease Agreement (SLA) between Coast Energy and the member agencies.

To date:
o All incentive applications through the statewide Self Generation Incentive Program (SGIP) program maintain their “Conditional Reservation Letter” status and, if ultimately successful, will result in a total of $2,173,923 that will be allocated to offset costs of the program.
o All Interconnection Applications have been submitted to SCE and have passed technical review.
o One (1) project has received permit approval from the Authority Having Jurisdiction (AHJ).
o Four (4) projects have submitted their permit applications to the appropriate AHJ, which includes Building, Safety, Structural, and Fire Safety. Projects continue to incorporate edits and re-submit engineering plans until permit approval. The remaining projects are in various stages of engineering review and/or member agency staff review prior to permit submittal.

Power Ready Round 2:
• During the April 2026 Board meeting, staff was directed to (a) proceed with activities necessary to operationalize CPA’s ownership of assets and delivery approach for Power Ready Round 2 and (b) to return to the Board for approval of the potential sites, the proposed budget, and other actions necessary to effectuate the launch of the procurement of services.
o These activities include obtaining an Owner's Representative to provide project development and support oversight of Engineering Procurement and Construction (EPC) contractor. CPA has issued an RFP and is

Agenda Page 88
Board of Directors Item 7
negotiating a PSA with the selected vendor, which will be presented to the Board at the September meeting for approval.
o Staff continues to perform due diligence on the necessary implementation steps and plans to bring potential sites to the Board for approval in Q4 2026. • To date, a total of 157 facilities across CPA’s member agencies and critical community sites have expressed interest in the Power Ready Program. As an output of the screening and prioritization from site hosts, 41 have submitted the Request for Information forms and are in various stages of the technical consulting process. To date, 30 on-site assessments have been conducted to field-verify as-built plans and detail the potential projects’ scope of work. • Draft assessment reports detailing the findings and recommendations have or will be shared with site hosts to provide feedback on the proposed project scope. Site host staff have or will provide comments on the draft report for CPA to create the final report. Relevant committee and Council meetings are being scheduled by potential site hosts.

Challenges and Risks
• Coast Energy, the Round 1 developer, has experienced construction start date delays at all sites. CPA will continue to closely monitor the progress of Coast Energy and assist where appropriate to advance the projects.

Goals for the Next Quarter
• Round 1: Coast Energy to finalize engineering schematics, obtain permits, secure long-lead equipment items, and start construction in subsequent quarters. • Round 2: CPA will finalize the project scope reports and present to member agency governing bodies to receive feedback and formally confirm interest in participating in the Power Ready Program. CPA staff will perform the necessary analysis and prepare the necessary documentation to request Board approval to proceed with public works procurement in late 2026.

Agenda Page 89
Board of Directors Item 7
Key:

Black check marks = complete
Grey check marks = incomplete
Power Ready Round 1 Project Status Summary: (as of July 31, 2026) Member
Agency
Site
Assessments
Complete
SGIP
Incentive
Conditionally
Reserved
Site Lease
Agreement
Signed
Notice to
Proceed
Issued
Permit &
Interconnection
Request
Submitted
Construction
Started
Construction
and Testing
Complete
Permission
to Operate
Received
City of
Agoura Hills      ✓ ✓ ✓
City of
Beverly
Hills
    ✓ ✓ ✓ ✓
City of
Oxnard      ✓ ✓ ✓
City of
Sierra
Madre
     ✓ ✓ ✓
City of
South
Pasadena
     ✓ ✓ ✓
City of
Westlake
Village
    ✓ ✓ ✓ ✓
County of
Los
Angeles
(3 Projects)
    ✓ ✓ ✓ ✓
County of
Ventura
(2 Projects)
    ✓ ✓ ✓ ✓

Agenda Page 90
Board of Directors Item 7

ENERGIZED COMMUNITIES
Energized Communities is a program that provides grant funding and technical assistance to CPA member agencies for implementation of decarbonization and sustainability projects. The Energized Communities program is made up of two parts: (1) Pathways to Electrification, offering pre-selected measures to facilitate building and vehicle electrification, and (2) an Innovation Fund to support creative decarbonization projects in our communities. Member agencies may receive up to $250,000 to implement one of the Pathways to Electrification projects and are also eligible to apply for up to $250,000 from the Innovation Fund. Energized Communities program objectives and general enrollment are summarized in the table below. Project status for each member agency is provided in the Innovation Fund and Pathways to Electrification tables following this quarterly report.

Pathways to Electrification Innovation Fund Energized
Communities
Program
Building
Electrification
Assistance
Electric Fleet
Transition
Community EV
Charging Round 1 Round 2
Program
Goal
Install
electrification
measures in
municipal
facilities
Procure
vehicles and/or
install EV
charging
infrastructure
for municipal
fleets
Support public
EV charging at
City or County
owned sites
Fund projects that support
local government efforts to
achieve climate and energy
goals
# of Agencies
Participating 7 14 4 4 6*
* One agency is still in the process of executing a Participation Agreement Key Accomplishments
 Pathways to Electrification: A total of 26 member agencies have enrolled in one of the three project pathways. Four (4) projects were completed and reimbursed in the last fiscal year. As of July 31st, six (6) agencies are reviewing the Pathways to Electrification participation agreements. Current projects continue to advance, including the following notable milestones:
• Building Electrification Assistance project scope development began for the City of Paramount, the City of Ventura’s project launched, and site visits were completed for the City of West Hollywood.

Agenda Page 91
Board of Directors Item 7
• The City of Hermosa Beach and Los Angeles County received funding for the installation of heat pump units and building controls at the Clark Building Community Center and Willowbrook Senior Center, respectively. • Fleet site design services were completed for Culver City and the City of Carson received funding for the purchase of five (5) electric vehicles and costs associated with fleet EV charging needs.
• The City of Downey is coordinating with SCE to bring new service to their Civic Center to support the Community EV Charging installation. • Additional cities have signed up to participate in the Energized Communities program pathways. Port Hueneme joined the Community Charging Pathway and Monrovia and Calabasas joined the Fleet Electrification Pathway.
 Innovation Fund Round 1: All four (4) active Round 1 Innovation Fund projects are in varying stages of implementation, and program services are being delivered to the participating communities. From project launch through July 31st, 2026:
• The City of Carson provided 71 rebates to 35 EV Charging Wallet customers which totaled $3,424.33 and supported 448 EV charging sessions.
• The City of Culver City began deployment of portable batteries at its weekly Farmer’s Market in March. The batteries have supported 34 municipal and private events including a 5k run, Culver City Pride, and a music festival.
• The City of Santa Monica’s Renter’s Energy and Cooling/Heating (REACH) Program has delivered electric equipment including portable heat pump HVAC units, portable batteries, and air filters to the first 39 of a total of 250 anticipated customers.
• West Hollywood prepared materials for the August launch of the Equitable Building Priority program to assist in identification of properties that will receive funding for energy improvements and product installations, and assistance with performing energy audits.

Agenda Page 92
Board of Directors Item 7
 Innovation Fund Round 2: Five (5) of the six (6) projects selected executed their participation agreements, and three projects held their kickoff meetings this quarter, bringing the total number of kickoff meetings to five (5). The cities of Alhambra, Carson, and Whittier are in the process of finalizing their project scopes.

Challenges and Risks
 The member agencies’ internal processes to select a Pathways to Electrification program and approve the corresponding Participation Agreement has led to later than expected start dates for some projects. Similar extended timelines for approving Innovation Fund Participation Agreements have resulted in delayed start times for the projects. This may result in additional time being incorporated into the individual project timelines.
 Several member agencies are experiencing staff capacity and budget issues and have deferred the start of their Pathways to Electrification projects.  Some of the Electric Fleet and Community EV Charging projects will likely require energy infrastructure upgrades and coordination with Southern California Edison (SCE). SCE has a lengthy project implementation queue, which could add to the scheduled timeline of CPA-funded projects.

Key Upcoming Activities
 CPA continues to engage with member agencies who have not yet selected an Energized Communities pathway and aims to enroll ten (10) more agencies this fiscal year, prior to closing the current program round.  CPA staff is aiming to finalize one remaining Participation Agreement for Round 2 of the Innovation Fund and launch the final Round 2 project over the next quarter.  Due to the level of interest in community-wide resilience projects, CPA is designing Round 3 of the Innovation Fund focused on community-wide energy resilience. Staff will consult with the agencies that submitted resilience projects to the Innovation Fund in past rounds to gather input on the approach. The Round 3 funding opportunity is expected to launch in the next quarter.

Agenda Page 93
Board of Directors Item 7
Key: Black check marks = complete
Grey check marks = incomplete
CPA Innovation Fund Round 1 Program Status: (as of July 31, 2026) Agency & Project Title
Executed
Participation
Agreement
Project Started Project
Completed
Carson EV Charging Wallet Pilot Program   
Culver City Portable Battery Fleet Program
to Replace Gas Generators   
Oxnard Lamppost Electric Vehicle Charging
Pilot Project Agency is not moving forward
Santa Monica Renter’s Energy and
Cooling/Heating (REACH) Program   
West Hollywood Equitable Building
Performance Standards and Benchmarking
Support
  
CPA Innovation Fund Round 2 Program Status: (as of July 31, 2026) Agency & Project Title
Executed
Participation
Agreement
Project Started Project
Completed
Alhambra Equity-Driven Green
Electrification (EDGE) Pilot Program   
Carson Portable Battery Fleet Program to
Replace Gas Generators   
Los Angeles County Cool Homes   
Thousand Oaks Residential Induction Stove
Rebate Program   
Ventura County Skilled and Trained
Residential Heat Pump Workforce and
Rebate Initiative
  
Whittier Cruiser EV Program   

Agenda Page 94
Board of Directors Item 7
Key: Black X = Selected
Black check marks = complete
Grey check marks = incomplete
CPA Energized Communities Project Status Summary (page 1): (as of July 31, 2026) Pathway Selection Milestones
Member Agency Fleet
Electrification
Building
Electrification
Community
EV Charging
Agency
Briefing
Project
Scope
Selected
Executed
Participation
Agreement
Project
Started
Project
Completed
Agoura Hills x     
Alhambra x     
Arcadia x     
Beverly Hills x     
Calabasas x     
Camarillo x     
Carson x     
Claremont x     
Culver City x     
Downey x     
Hawaiian Gardens x     
Hawthorne x     
Hermosa Beach x     
La Cañada Flintridge     
Los Angeles Co. x     

Agenda Page 95
Board of Directors Item 7
Key: Black X = Selected
Black check marks = complete
Grey check marks = incomplete
CPA Energized Communities Project Status Summary (page 2): (as of July 31, 2026) Pathway Selection Milestones
Member Agency Fleet
Electrification
Building
Electrification
Community
EV Charging
Agency
Briefing
Project
Scope
Selected
Executed
Participation
Agreement
Project
Started
Project
Completed
Lynwood x     
Malibu x     
Manhattan Beach     
Monrovia x     
Moorpark x     
Ojai x     
Oxnard x     
Paramount x     
Port Hueneme x     
Redondo Beach x     
Rolling Hills
Estates     
Santa Monica x     
Santa Paula     
Sierra Madre   
Simi Valley     
South Pasadena     
 
Agenda Page 96
Board of Directors Item 7
Key: Black X = Selected
Black check marks = complete
Grey check marks = incomplete
CPA Energized Communities Project Status Summary (page 3): (as of July 31, 2026) Pathway Selection Milestones
Member Agency Fleet
Electrification
Building
Electrification
Community
EV Charging
Agency
Briefing
Project Scope
Selected
Executed
Participation
Agreement
Project
Started
Project
Completed
Temple City x     
Thousand Oaks x     
Ventura x     
Ventura County x     
West Hollywood x     
Westlake Village x     
Whittier x     
Agenda Page 97
Staff Report – Agenda Item 8
To: Board of Directors
From: Cara Rene, Senior Director, Communications & Marketing Approved By: Ted Bardacke, Chief Executive Officer
Subject: Quarterly Communications Update
Date: September 3, 2026

RECOMMENDATION
Receive and file.

ATTACHMENT

1. Quarterly Communications Update
Agenda Page 98
Communications & Marketing
Community Engagement
Quarterly Update
May through July 2026
September 3, 2026
Agenda Page 99
What We’re Excited About
1 The Community Advisory Committee provided insightful feedback during their annual retreat on new ways to engage and educate our communities, including using tactics such as webinars and developing new CBO partnerships.

The application period for the 2026-2027 Community Benefits Grant opened Sept. 1 and will run through Sept. 15.

Nonprofit organizations working in CPA’s service area may apply for funding to support programs that focus on energy education, resilience, benefits to disadvantaged communities, clean energy research, and workforce development. $358,000 in grants is available.

New video content to help customers and stakeholders grow their understanding of what CPA is and does. Video links are available in the online portal.

Garnered 24,000 website visits to the customer programs page driven by an integrated program marketing campaign.

Agenda Page 100
Community Engagement
Staying active in LA and Ventura Counties
CPA staff participated in 33 outreach or education activities in our communities, including chamber and business association meetings, tabling events, conferences, and regional presentations.

Engagements included:

Joined Designing Resilience, a CPA’s 2025/26 Community
Benefits Grant recipient, in a walkthrough of Altadena as part of their efforts to survey and map post-fire rebuilding efforts.

Presented to the Gateway Cities Council of Governments to discuss collaboration opportunities.

Joined CPA’s CAC members and board directors at the “Data Centers and Community Impact: A Workshop for Local Leaders,” hosted by the Resnick Center at Caltech.

Tabled at the EV Resource Fair at the East Los Angeles County Library to promote CPA’s EV SmartCharge program.

Hosted the second of our bi-annual City Manager meetings, where we updated city managers on CPA’s Instant AC Savings program, rate change, and the next round of the Innovation Fund.

Participated in the second meeting of the Los Angeles Resilience District Colloquium, a coalition of community leaders and CBOs working in Southern California communities impacted by fire.

Designing Resilience, a CBO that CPA helps fund, surveys community members on rebuilding goals for Altadena
Agenda Page 101
2 Community Advisory
Committee Retreat
CAC members met for their annual retreat to focus on
planning for the year ahead
Discussion/planning included:

Deepening community impact through strategic partnerships, trusted local relationships, and expanded outreach efforts.

Strengthening education and engagement while increasing awareness of CPA programs and services.

Brainstorming potential CPA expansion and strategic priorities.

CPA's long-term future, including organizational growth, expansion considerations, and the importance of maintaining local control, affordability, reliability, and strong connections to member communities.

Agenda Page 102
3 Marketing Update: CPA Brand Campaign
"Change is electric. Together, we power potential."
Attention grabbing bus wraps and bus kings ran through early May 2026 as part of the FY25/26 brand campaign to maintain strong brand awareness as we transitioned into our summer program awareness and customer engagement push.

Bus wraps
Strategic approach:

Extended community visibility through bus wraps
and bus banners
May outcomes:
• Impressions: 465,000
• Website visits: 4,000
Bus kings
Agenda Page 103
4 Marketing Update: CPA Program Campaign
The program campaign is essential to building awareness and driving enrollment—especially during the peak spring and summer recruitment period.

Premium display
Strategic approach:

Fewer than half of CPA customers are aware that
programs are available to them. The strategy was
to use an integrated mix weighted towards
broad-reach awareness - supported by select
engagement-focused tactics - to increase
awareness of CPA’s programs.

The campaign used inclusive, welcoming
messaging and emphasized cost savings—a key
priority for both residential and commercial
customers.

Outcomes:

Impressions: 22.4 million
Website visits: 24,000
Radio KCRW
Streaming audio – podcast
Bus kings Interior bus cards
Agenda Page 104
5 Marketing Update: Instant AC Savings
Poster standees Transit interior cards
The Instant AC Savings program gives income-qualified residents a $300 coupon toward an energy-efficient room air conditioner. As summer temperatures climbed, we layered extra promotion on top of core marketing and added tactics during heat waves, focusing on hyper-local, culturally resonant channels to build awareness and trust with heat-impacted households. Strategic Approach:

Introduced health- and product-focused messaging angles to broaden the program's appeal and speak to customer
motivations beyond cost savings.

Refined email messaging, creative, and sequential retargeting to move customers from awareness to coupon reservation,
prioritizing the audiences most likely to convert.

Ran a campaign with outdoor, display, and streaming
television—including posters, transit interior cards, ESPN display ads, and Vix+/Univision streaming placements—timed to coincide with FIFA activity, which was highly effective at engaging Spanish-speaking customers.

Developed and distributed a social media toolkit to enable organic promotion by member agencies and external partners.

Outcomes:
• 51,480 website visitors
• 7,753 leads
• 623 coupons (414 reserved and 209 redeemed)
Agenda Page 105
6 Marketing Update: EV SmartCharge
By honing EV SmartCharge's target audience, there was a four times increase in new users acquired. The audience was refined using primary data about customer energy use, provided by the Load Forecasting team, as well as third party data to indicate customers' interests and where they consume media.

ESPN streaming ad
Strategic Approach:

EV SmartCharge's target audience was reached with an ESPN ad during high visibility sporting events. The creative direction for the video drew from the audience's interests in sports, environment, and EVs.

A new email campaign tested data that provided a targeted audience of CPA customers who may have Level 2 at-home charging.

Meta ads were optimized to adjust the audience based on research into program participants and EV owners.

Continued Meta advertising to maintain visibility, while search engine marketing targeted customers actively seeking program information.

Outcomes:
32,039 website visits via ads and direct mail
1,010 new users acquired
Email campaign
Agenda Page 106
7 Marketing Update: Power Response
As temperatures continued to rise in spring and into summer, we kept marketing the Power Response pathways Home, Smart Home and Commercial Leaders in three languages (English, Spanish, Simplified Chinese) Meta
Strategic Approach:

Power Response Smart Home: We used streaming TV (Peacock) and social media to build awareness and engagement, supported by search engine marketing (SEM) to capture high-intent customers and drive enrollment.

Power Response Home: We used social media and YouTube to build awareness and engagement among a broader, more socioeconomically diverse audience, supported by SEM to capture high-intent customers and drive enrollment.

Power Response Commercial: We used Meta to test and optimize messaging while precisely targeting commercial customers based on location and business-owner audience data.

Outcomes (webpage views):
• Power Response: 12,759
• Smart Home: 14,491
• Home: 7,533
• Commercial Leaders: 252
Agenda Page 107
8 Marketing Update: Energy Team
CPA continued to promote and refine advertising efforts for the Energy Team service. Targeted promotion of the home hardening service drove an increase in virtual energy assessment requests.

Outcomes:
20,465 website visits via ads and direct mail
Social media
Home hardening email
Strategic Approach:

Promoted the home hardening service offered by the Energy Team to residential customers, increasing virtual energy assessment requests and inbound leads via email.

Aired the Energy Team commercial on Amazon Prime and CBS (cable television), gaining over 4.6 million impressions.

Experimented with messaging on Meta to find that residential customers continue to be the most interested in learning about rebates and incentives, even after federal tax credits have sunset.

Agenda Page 108
10 Marketing Update: Sun Storage Rebate
CPA’s Sun Storage Rebate promotions emphasized home battery systems as a way to "create and store energy." New streaming television ads on YouTube TV resulted in a 30% increase in online searches for Sun Storage Rebate.

Targeted households inside communities that have the highest amount of battery adoption and home ownership.

Outcomes:
22,067 website visits via paid media and direct mail
Streaming TV Ad
Strategic Approach:

As a result, the following metrics were achieved:

Streaming television advertising helped strengthen overall campaign visibility, supporting a 30% increase in average weekly search engine results, expanding reach among the target audience.

The combined impact of streaming television ads, Meta, and search ads contributed to exceeding monthly web traffic goals by an average of two times month-over-month.

Launched LinkedIn and IronPros campaign targeting solar storage contractors to increase awareness of Sun Storage Rebate and encourage contractors to promote the program to their clients.

Framed solar storage as a lifestyle and security investment instead of a technical upgrade.

Agenda Page 109
11 Program Research: Understanding how to
increase participation in Sun Storage Rebate
Strategic Approach: To prepare for program strategies and tactics for this fiscal year, we surveyed over 180 customers who had bought solar home batteries but did not apply for the CPA Sun Storage Rebate. We wanted to know whether the problem was a lack of awareness, trust, or qualification. Findings will inform marketing and communications for the year including channel selection and message testing.

Learnings:

Most customers had not applied because they were unaware the rebate was available.

Customers who knew about the rebate stated that the
application was a pain point and suggested more automation and customer support to make the process easier.

Actionable Insights:

Research shows that these customers are already a target audience and sit within our priority segments, reinforcing the value of investing in awareness campaigns.

Lead with one-page online application in messaging.

Target recent battery installers since most apply after installation.

Agenda Page 110
12 Earned Media Highlights
From May to July 2026, Clean Power Alliance distributed five news releases. Those releases, plus additional organic mentions, garnered a global news coverage total of $7.5M in earned media value. Sentiment remains mostly positive or neutral.

Media Potential
Reach
Earned
Value
Exposure
Mentions
Print/Online 1.3B $7.5M 724
High-performing Media Outreach:

Clean Power Alliance Launches its 2026 Clean
Energy and Reliability Request for Offers;
audience reach of 79.18M, 5,069 views, 68
mentions
Clean Power Alliance Launches 2026 Clean
Energy Innovation Solicitation and Customer
Programs Request for Information, 128.4M, 4,410
views, 675 mentions
Notable Earned Media:

Yahoo News: California officials announce ultra-efficient HVAC rebate program; audience reach 376M, $2.3M value
Yahoo News: As power bills climb, California city
turns rooftop solar into relief for low-income
homes; audience reach 363M, $2.2M value
Spectrum News 1: Carson welcomes first
community solar project; audience reach 13.17M;
$20k value
Associated Press: The Geysers Geothermal
Complex Completes 25-Megawatt Expansion
Project, Strengthening California Grid Reliability;
audience reach 28.4M; $83.7k value
Agenda Page 111
13 Social Media Highlights
Please share CPA’s messages through your social media channels! Our X page had 1.5k
impressions, 22
engagements,
and 9 likes.

Added 26 followers.

Best performing post:

CPA is now on Bluesky
post on July 31, which
had 98 impressions
and 16 likes.

Our Facebook page had

5.4 million views, a 6.8%
increase, 724k viewers, a 1.9%
increase, 32.6k visits, a 35.3%
increase, 22.2k content
interactions, a 56.6% increase
and 62.6k link clicks, a 49.4%
increase.

Added 212 followers, a
125.5% increase.

Best performing post:

CPA celebrating National
Small Business Month post on
May 21, with 138k views, 47k
accounts reached and 57 likes.

Our LinkedIn page had
552k impressions, 4k
views, and 1.7k unique
visitors.

Added 1,079 new
followers.

Best performing post:

CPA celebrating
National Small
Business Month post on
May 22, with 211k
impressions and 3.5k
engagements.

Our Instagram page had

1.2 million views,
reached 621k accounts,
22k visits, a 37.8%
increase.

Added 1.5k new
followers.

Best performing post:

CPA celebrating
National Small Business
Month post on May 21,
which had 138k views,
reached 47k accounts
had 69 interactions, with
57 likes.

Agenda Page 112
14 Website Performance
From May through July, the CPA website generated 450,641 views—an approximate 92% increase over the previous quarter. Successful digital campaigns and seasonal demand contributed to the significant increase in traffic.

In July, CPA also upgraded its website infrastructure with a dedicated environment and a content delivery network, reducing webpage load times and improving overall site performance. These enhancements provide customers with a faster, more reliable experience and support stronger engagement and retention across CPA’s digital channels.

Top viewed webpages:

1. Power Response Commercial Leaders

2. Homepage

3. Instant AC Savings Program

4. EV SmartCharge

5. Power Response Smart Home
Agenda Page 113
15 Video content to educate and inform
Animated energy explainer to define the
roles of CPA and SCE and show how
customers are served with clean energy.

Available in English and with Spanish and
Chinese subtitles.

Live action explainer video about how CPA
benefits customers, communities and the
region.

EV SmartCharge content with an
environmental lifestyle message and cost
savings.

Programs campaign video to build interest
in CPA offerings.

CPA continues to create shorter and longer form video content to build understanding of who we are and what we do. Some of the current content that has been produced or is in development includes:

The live action explainer video includes
customer testimonials about CPA offerings
Agenda Page 114
16 Your Online Portal: What’s new
Instant AC Savings toolkit to support communicating about the program benefits. The toolkit features social media assets in English, Spanish and Chinese, customized with county seals for LA County and Ventura County communities.

Earned media news stories that feature CPA.

Live action “explainer” video about CPA’s role as a leader in sustainability, community resilience and customer support.

Animated “explainer” video that describes how CPA provides customers with clean energy.

The online portal on CPA’s website continues to be an easy access point for board directors, member agency staff and CAC members to find tools and information about CPA. Recently updated content includes:

The Instant AC
Savings toolkit can be
found in the programs
section by clicking on
the program name.

A list of assets are
available including
instructions on
suggested use.

If you need help
accessing the
portal, please
let us know!
Agenda Page 115
17 A Look Ahead
Update on the outcomes from the 2025-2026 Community
Benefits Grant cycle.

Program campaign video to promote the value of CPA
customer offerings.

Development of the 2026 Impact Report and improved online experience.

New website homepage design and updated navigation to
improve user experience.

Sponsorship of National Drive Electric Month Ventura EV Showcase at Ventura Harbor.

Distribution of the 2025 Power Content Label to customers, disclosing the energy sources and greenhouse gas intensities of electricity products.

Agenda Page 116
18 Staff Report – Agenda Item 9
To: Board of Directors
From: Jack Hawley, Program Manager, Building Electrification Partnerships
Sage Stone, Program Manager, Transportation Electrification Reviewed by: Joanne O’Neill, Senior Director, Customer Programs Matthew Langer, Chief Operating Officer
Francis Choi, Assistant General Counsel
Approved by: Ted Bardacke, Chief Executive Officer
Subject: Approve Various Agreements and related Delegation of Authority for New Multifamily Programs
Date: September 3, 2026

RECOMMENDATION
A. Multifamily Electric Vehicle (“EV”) Charging Program i. Approve and authorize the Chief Executive Officer (“CEO”) to execute the Professional Services Agreement (“PSA”) with Ecology Action of Santa Cruz (“Ecology Action”) to provide program implementation and technical services to support the Multifamily Electric Vehicle (“EV”) Charging program with an not-to-exceed (“NTE”) amount of $1,991,127 for a three (3) year initial term, and an option to extend for two (2) consecutive one (1) year terms with an NTE of $902,639 for the first one-year extension and $946,370 for the second one-year extension. ii. Delegate authority to the CEO to execute Participation Agreements to enroll customers in the Multifamily EV Charging Program and to develop and maintain other necessary enrollment documents such as Program Terms and Conditions consistent with the parameters specified in this staff report.

B. The Apartment Building Cooling Assistance Program

Agenda Page 117
Board of Directors Item 9
i. Approve and authorize the CEO to execute a PSA with CLEAResult Consulting Inc. (“CLEAResult”) to provide outreach to property owners, technical assistance, and rebate administration services to implement the Apartment Building Cooling Assistance Program with an NTE amount of $1,794,676 for a three (3) year initial term, with an option to extend for two (2) consecutive one (1) year terms with NTE Amounts of $595,682 for the first one-year extension and $620,170 for the second one-year extension.
ii. Delegate authority to the CEO to sign Participation Agreements to enroll customers in the Apartment Building Cooling Assistance Program and to develop and maintain other necessary enrollment documents such as Program Terms and Conditions consistent with the parameters specified in this staff report.

C. Multifamily Cooling Partnerships Program
i. Delegate authority to the CEO to execute (a) a Memorandum of Understanding (“MOU”) with Los Angeles County and (b) a MOU with Ventura County within the parameters as specified in this staff report.

BACKGROUND
There are approximately 21,000 multifamily buildings within CPA’s service territory housing more than 200,000 individual CPA customers/households. In 2023, the Board approved the Local Programs for a Clean Energy Future Action Plan (“Action Plan”). A key component of the Action Plan is for CPA to expand programs that focus on the multifamily sector and to specifically engage property owners and managers to electrify and improve their buildings to benefit their tenants and residents. Since the adoption of the Action Plan, and in support of Los Angeles County’s new maximum indoor temperature threshold for rental housing units, CPA has also expanded its focus on providing efficient and electrified cooling options to increase customers’ resilience to extreme heat. CPA recognizes and seeks to address the importance of healthy communities, including those disproportionately affected by air pollution and climate change1. Increasing access to energy-efficient air conditioning promotes public health 1 Clean Power Alliance of Southern California Joint Powers Agreement Section 8(m).

Agenda Page 118
Board of Directors Item 9
and can decrease the cost of operation for customers. Efficient equipment can also enable participation in demand response programs to support grid reliability, both of which reduce costs for CPA and its customers.

CPA has several programs that can support individual multifamily tenants, such as Power Response, Energy Team, and Instant AC Savings. However, many equipment and infrastructure decisions are made by property owners or managers. This can limit renters’ and apartment building residents’ ability to participate in programs and adopt electrification and resilience measures. There are additional barriers to adoption of electrification measures in multifamily properties, including access to technical knowledge and resources, electrical panel capacity limitations, and cost for upgrades.

DISCUSSION
To support multifamily property owners and managers, and in turn the CPA customers who reside in those buildings, CPA has developed three new programs:

1. One new program to support transportation electrification called the Multifamily EV Charging Program, and

2. Two efficient multifamily cooling programs (jointly referred to as “Multifamily Cooling Programs”)
a. Apartment Building Cooling Assistance Program (“ABCA”) and b. Multifamily Cooling Partnerships Program (“Partnership Program”), These three programs are described in more detail below.

CPA has aligned eligibility for the Multifamily EV Charging and ABCA programs to enable simpler communication with property owners and managers that may be interested in or participating in both offerings. This includes:
• Property must be an existing multifamily building with two or more attached units. • Properties receiving technical assistance must have and maintain an active CPA account; tenant unit/parking space or meter tied to equipment receiving a rebate must have an active CPA account.

Agenda Page 119
Board of Directors Item 9
• Properties that are designated as affordable housing or have at least two thirds’ units on low-income rate assistance programs will be eligible for higher incentives.3 The Multifamily Cooling Partnerships eligibility is mostly aligned with those above, with the exception that participation will include existing multifamily buildings with five or more attached units (not two or more, as is the requirement for the CPA implemented offerings).

A. Multifamily EV Charging Program

1. Program Description and Approach
Building upon the Action Plan, in 2025 staff engaged the Community Advisory Committee and other key internal and external stakeholders to provide input into the design of the Multifamily EV Charging program. The program was designed to include two components:
1) technical support in the form of site assessments and project design, and 2) rebates for charging equipment, panel upgrades, and make-ready4 electrical infrastructure improvements. These services will help eligible customers/buildings install EV chargers that meet current and future tenant needs. This program will also enable managed charging to support reliability and reduce EV charging costs for CPA and its customers through their new ability to leverage off-peak residential electricity rates versus relying on public charging5.

The goals and objectives for the Multifamily EV Charging Program include:
• Support the adoption of more EVs in CPA territory by increasing access to reliable at-home charging for multifamily tenants, reducing the cost of EV ownership. • Provide technical assistance to help property owners and managers who lack the expertise to adequately assess their site for charger feasibility. • Reduce the upfront cost burden of purchasing and installing EV chargers. 3 CPA defines the income-eligibility requirement as either (1) at least two-thirds of tenants at a property are enrolled in either the California Alternate Rates for Energy (“CARE”) and/or Family Electric Rate Assistance Program (“FERA”), or (2) at least two-thirds of the units in a multifamily property are designated as affordable housing units by Los Angeles County or Ventura County.
4 Make-ready infrastructure refers to wiring or conduit necessary to install the charger, but not the charger itself. This allows the charger to be easily installed at a later date. 5 Current off-peak residential electricity rates (generation + delivery + PCIA) for CPA customers range from 27¢ to 33¢ per kWh versus public charging that frequently ranges from 42¢ to 53¢ per kWh.

Agenda Page 120
Board of Directors Item 9
• Enable managed charging to support reliability and reduce EV charging costs for CPA and its customers.

Rebates will support the installation of “low power” charging such as smart EV charging outlets and standalone level 2 chargers, as well as make-ready installations and panel upgrades. Low power options are typically less expensive to install and operate but still meet the typical charging needs of an EV driver compared to direct current (“DC”) fast chargers. The types of charger options typically available to multifamily properties include:
• Level 1 Smart EV charging outlets, which are similar to a typical wall outlet and range from 120-240 volts (“v”) and deliver up to 4.8 kilowatts (“kw”) of power. A smart outlet is network-connected, monitors charging activity, and can report usage or charging activity. These outlets require users to have their own cable (which is typically provided with the purchase of the EV) and can provide 5-15 miles of charge per hour, making them ideal for overnight charging in dedicated parking stalls at multifamily dwellings.
• Level 2 charging stations are better suited for shared parking spaces at multifamily properties, due to their faster charging speeds and moderate cost. Some models are also equipped with capabilities to manage charging and respond to demand response events and price signals. These chargers can add up to 40 miles in an hour of charging.
• Faster charging requires the use of DC infrastructure, known as DC fast chargers (“DCFC”), which utilize up to 1000v to charge at a power of up to 350kw. These stations can fully charge an EV battery in less than an hour but are costly to install, usually requiring significant electrical upgrades at a property and are therefore better suited for public charging applications where there are many users charging every day. The proposed program will not offer incentives for the installation of DC fast chargers, though eligible properties will be able to access technical assistance to support planning efforts for these charger types.

CPA will offer incentives for eligible measures and “add-on” measures only when paired with a charger or outlet measure. Draft rebate levels are included below in Table 1.

Agenda Page 121
Board of Directors Item 9
Properties’ total incentives will be capped at $100,000 (Market Rate) and $120,000 (Income-Qualified) per property. The anticipated rebate budget for the first 3 years of the Program is $1,937,380. These incentives not only support customers living in multifamily properties by increasing access to home charging and reducing EV cost of ownership, but the promotion of increased electrification also provides direct benefits to CPA. This includes increased load and associated revenue from the new chargers, an ability to enroll these vehicles in managed charging programs to reduce procurements costs, as well as creating an opportunity for CPA to create and monetize Low Carbon Fuel Standard (“LCFS”) credits9.

Table 1: Draft Rebate Measures and Amounts
Measure Market Rate / Unit Income-Qualified / Unit
Level 1 or Level 2 Smart Outlet $ 2,250 $2,750
Level 2 Charger $ 7,000 $8,500
Add-on Measure: Panel Upgrade $ 3,500 $4,200
Add-on Measure: Make-Ready
Infrastructure (Per Port)
$ 800 $960
CPA expects to provide at least forty-five (45) properties with virtual or in-person technical assistance (“TA”) and incentives over the initial 3 years of the program. The program is expected to result in the installation of at least 550 charging ports (excluding make-ready) at the participating properties. It is assumed that some properties will receive rebates without TA and some properties will receive TA without following through to implementation. Additionally, CPA’s target is that a minimum of thirty percent of the participating properties will meet income eligibility requirements, which would qualify applicants for higher rebates. Rebate structures will be finalized prior to program launch.

Technical assistance will support property owners and managers to evaluate charging and configuration options, navigating utility upgrades, and institute managed charging best practices. Support will be provided using a tiered approach based on the number of 9 The California Air Resources Board’s LCFS regulation is designed to reduce greenhouse gas emissions associated with the life cycle of transportation fuels used in California. Producers of clean, low-carbon alternatives (such as electricity) generate "credits" for staying below the benchmark. Fossil fuel providers must buy credits from clean-fuel producers to offset their deficits and remain compliant.

Agenda Page 122
Board of Directors Item 9
parking spots at the property to right-size the level of effort and costs with the complexity of the property and their interest in proceeding with a project. All eligible properties in CPA’s service area will be able to access the program resources. Properties with ten or more parking spots will start with “Base Technical Assistance” and, if they are interested and are ready to move towards installation, will be offered “Comprehensive Technical Assistance” support as described below in Table 2.

Table 2: Tiered Technical Assistance
Resources Only Available only to properties with 10+ parking spots Available to all Eligible
Customers
Base Technical
Assistance
Comprehensive
Technical Assistance
• Site Assessment
Worksheet and/or
Calculator
• Charging Technology
Explainer
• Best Practices for
Securing Utility-Side
Upgrades
• Best Practices for
Managed Charging
• Best Practices for
Engaging Tenants
• Remote, Live Support
• Virtual Site Assessment
• Charging
Recommendations
Report
• Remote, Live Support
• On-Site Assessment
• Charging
Recommendations
Report
• Engineered Site Design
with ADA Compliance
• Support Requests to
SCE for Utility- Side
• Operations and
Maintenance Plan
including Managed
Charging
• Recommendations
• Support through
installation and
commissioning

2. Ecology Action PSA
On April 14, 2026, CPA released an RFP seeking a vendor to provide multifamily residential buildings within CPA’s service territory with turnkey technical assistance to support their evaluation and installation of EV chargers, as well as outreach and rebate management services to support CPA’s implementation of the program. CPA received 7 proposals, from which staff selected 3 vendors for interviews.

Agenda Page 123
Board of Directors Item 9
Ecology Action was selected to provide the technical assistance services being requested and described in Table 2, because they offered a cost-competitive proposal and demonstrated a strong understanding of the challenges and opportunities facing potential EV charging projects at multifamily properties, as well as a strong approach to outreach in our service territory. Ecology Action has experience implementing multifamily technical assistance programs for other Community Choice Aggregators (“CCAs”) and utilities, such as WestLight Energy’s (formerly Peninsula Clean Energy) EV Ready program and Burbank Water and Power's EV technical advisory services. They also have deep understanding of multifamily property EV charging installations via their experience implementing the California Energy Commission’s Reliable, Equitable, and Accessible Charging for Multi-family Housing (“REACH”) grant program.

The NTE for the Ecology Action PSA is $1,991,127 for the initial three (3) year term and includes the option to extend for two (2) consecutive one (1) year terms with an NTE of $902,639 for the first extension and $946,370 for the second extension. If approved by the Board, CPA will work with Ecology Action to initiative the program start-up phase including development of program documents and systems, with the goal to launch outreach and technical assistance for the program in January 2027.

B. Multifamily Cooling Programs
CPA’s work on residential cooling programs began with the coincidence of Los Angeles County’s development and eventual passage of its Safe Indoor Temperature Ordinance11 and the delay of the implementation date for CARE customers in Unincorporated Los Angeles County to transition to the 100% Green Power rate product to the first quarter of 2027, which avoided approximately $6 million in power supply costs.

These avoided costs enabled the 2025 launch of (a) the Instant AC Savings program, which provides CARE customers with a $300 coupon off the purchase of energy efficient (Energy Star®) room air conditioners, and (b) the newly proposed Multifamily Efficient 11 The ordinance establishes a maximum indoor temperature threshold of 82 degrees Fahrenheit for residential rental units.

Agenda Page 124
Board of Directors Item 9
Cooling13 programs effort, which is two distinct program offerings to provide support for multifamily property owners. These two offerings include:
• The Apartment Building Cooling Assistance (“ABCA”) program, which will target small properties, generally ten units or less, with easy to install measures such as room air conditioners and window heat pumps.
• Multifamily Efficient Cooling Partnerships through incentive layering with existing Regional Energy Networks’ (“REN”) comprehensive multifamily upgrade programs targeting central ducted heat pump heating ventilation and cooling (“HVAC”) and mini split systems. These programs are already administered by Los Angeles and Ventura Counties.

1. ABCA
a. Program Description
The ABCA program will provide rebates to low-income and market rate multifamily property owners to purchase and install high-efficiency window air conditioning (“AC”) units or room heat pumps. The ABCA program will also offer technical assistance, virtually and in person, which will provide property owners with a site assessment detailing information about the feasibility and cost to install efficient cooling along with other energy efficiency and resiliency upgrades they could pursue for their property. The program goals include:
• Support multifamily properties within CPA’s service territory that have no, or inadequate, existing cooling options, specifically targeting smaller properties that often don’t often participate in programs.
• Support multifamily property owners and tenants within CPA territory that are most impacted by extreme heat.
• Encourage adoption of high efficiency window heat pump options, which also provide efficient electric heating.
13 This program was previously referred to as “Efficient Cooling for Landlords”

Agenda Page 125
Board of Directors Item 9
• Encourage properties to pursue other resiliency and energy efficiency measures through the site assessment reports that will be provided after technical assistance is conducted.
• Increase access to energy efficient air conditioning to decrease the cost of on-going operation for customers and enable participation in demand response programs to support grid reliability.

The draft measures and incentives levels are shown below in Table 3 and will be finalized with the Vendor during the program start-up phase. The 3-year rebate budget for the Program is $2,835,000. These incentives, in addition to supporting customers in multifamily properties to access reliable cooling, also provide direct benefits to CPA. This includes increased load and associated revenue from the new equipment, and an increased ability for these customers to support grid reliability during demand response events or in response to time-of-use rates which reduce CPA procurement costs.

Table 3: Draft Measures, Unit Estimates, and Rebate Levels Measure and Eligibility Tier Estimated
Units Rebate Estimated Incentives
Market Rate – Efficient Room AC 250 $90 $22,500
Market Rate – Room Heat Pump 750 $350 $262,500
Income Qualified – Efficient Room
AC 1,000 $300 $300,000
Income Qualified – Room Heat
Pump 3,000 $750 $2,250,000
Total 5,000 --- $2,835,000
b. CLEAResult PSA
In March 2026, CPA released an RFP seeking a vendor to provide property owner outreach and engagement, technical assistance, and rebate administration services to implement the ABCA Program. CPA received 5 proposals, from which staff selected the top two vendors for interviews. The two vendors were selected to proceed to the interview stage because they offered competitive pricing, their qualifications and experience most closely aligned with the RFP requirements, they possessed the required relevant experience implementing this type of technical assistance program with CCAs and

Agenda Page 126
Board of Directors Item 9
California utilities, and they had existing knowledge of, and presence in, CPA’s service territory. These factors demonstrated an understanding of CPA’s organizational structure and customer base, and the unique challenges of implementing efficient cooling projects in our multifamily communities.

CLEAResult was chosen because their qualifications and experience most closely aligned with the RFP requirements and they were the lowest price of the vendors that were interviewed. CLEAResult has relevant experience implementing this type of technical assistance program with CCAs, such as Silicon Valley Clean Energy and WestLight Energy, and California utilities, including Southern California Edison, and they have existing knowledge of, and presence in, CPA’s service territory. CLEAResult will be subcontracting with FCI Management (“FCI”), who has decades of experience working with low-income and affordable multifamily properties in Southern California and has a deep understanding of the local barriers and opportunities for electrification and energy upgrades with those customers.

The ABCA scope of work will encompass outreach, recruitment, and engagement of property owners through existing networks and multifamily property associations, along with collaborating with other CPA-led multifamily programs. CLEAResult will also be responsible for providing participants with technical assistance, managing rebate administration, and providing CPA with project management support and reporting.

Through this PSA, the ABCA program plans to achieve the following in the initial 3-year term:
• Outreach to at least 360 multifamily property owners, with targeted recruitment for smaller multifamily properties (2-10 units).
• Install at least 5,000 cooling units, with at least 30% of properties enrolled meeting income qualification requirements.

Outreach will be conducted to engage property owners and managers of multifamily properties within CPA service territory through existing CLEAResult and CPA networks, affordable housing agencies, and multifamily property associations. Interested properties

Agenda Page 127
Board of Directors Item 9
will contact the program via phone, email, or by completing an interest form hosted on CPA’s website to initiate an eligibility screening process. CLEAResult will also host an online rebate portal for property managers and tenants to submit funding reservations and rebate applications.

The PSA with CLEAResult has an NTE of $1,794,676 for a three (3) year initial term, with an option to extend for two (2) consecutive one (1) year terms with an NTE of $595,682 for the first year and $620,170 for the second year. If approved by the Board, CPA will work with CLEAResult to initiate the program start-up phase including development of program documents and systems, with the goal to launch outreach and technical assistance for the program in January 2027.

2. Partnership Program
a. Program Description
To complement the ABCA program, and to support comprehensive and more complex cooling upgrades, CPA staff is seeking approval for the CEO to negotiate and execute two MOUs, one with the County of Ventura, and the second with the County of Los Angeles to enable CPA to layer incentive funds onto the Counties’ existing multifamily programs offered through their respective RENs. Those programs include:
• Multifamily Efficient Cooling Partnership offered by the Tri County Regional Energy Network (“3CREN”) and serving Ventura County.
• Multifamily Efficient Cooling Partnership offered by the Southern California Regional Energy Network (“SoCalREN”) and serving Los Angeles County.

This partnership approach with the RENs will allow CPA to drive additional adoption of heat pumps and comprehensive electrification projects in our service territory by offering higher combined incentives for these projects, which addresses the cost barrier most commonly referenced by property owners as the reason for not pursuing these comprehensive projects.

Agenda Page 128
Board of Directors Item 9
Leveraging the existing program infrastructure – including outreach, technical assistance, rebate processing, and quality control measures – reduces administrative costs, allowing CPA to dedicate most of the funding to customers incentives. This layering approach will also enable a single and streamlined participation process for property owners with only one application. These incentives support multifamily properties, and the customers living within them, by providing access to reliable cooling and provide direct benefits to CPA.

This includes increased load and associated revenue and an increased ability for these customers to support grid reliability during demand response events or in response to time-of-use rates which reduce CPA procurement costs.

Table 4: Draft Measures, Estimated Number of Units, and Rebate Amounts Measure & Eligibility Tier
Estimated
Units
Rebate /
Unit
Estimated
Incentives
Market Rate – mini split heat pumps 142 $1,500 $213,000 Market Rate – Central Ducted 142 $1,500 $213,000
Income Eligible – mini split heat pumps 83 $2,500 $207,500 Income Eligible – Central Ducted 83 $2,500 $207,500
Total 450 ---- $841,00015
b. MOUs with the Counties of Los Angeles and Ventura and Delegation of Authority to CEO to execute MOUs
Pending Board approval, CPA will negotiate and execute MOUs with Ventura and Los Angeles Counties. These MOUs will detail the terms, mutual obligations, incentive amounts, data sharing perimeters, and other aspects of the partnership but no event will exceed the rebate amounts provided in Table 4, above. If the MOUs are successfully negotiated and executed by the CEO per the delegation being proposed, CPA will also execute a PSA with the Association for Energy Affordability, Inc. (“AEA”), the implementer of 3CREN’s multifamily program, in order to facilitate customer validation, incentive management, and reporting for the incentive layering with that program. It is anticipated 15 $562,000 will be allocated the program serving residents of Los Angeles County (including incorporated cities) and $279,000 for residents of Ventura County (including incorporated cities).

Agenda Page 129
Board of Directors Item 9
that this PSA would not exceed $59,935 for a three (3) year initial term and an option to extend for two (2) consecutive one (1) year terms with an NTE of $21,597 for the first optional year and $22,461 for the second optional year; the total NTE of $103,993 is within the CEO’s delegated signing authority. It is not anticipated that a similar arrangement will be necessary with SoCalREN’s implementer, ICF Consulting.

If the Board approves proceeding with the MOUs and delegates authority to the CEO, CPA will take the necessary steps to coordinate with the Counties to finalize agreements and implement the layering approach. We anticipate this process would take several months and plan to launch the combined incentive in the second quarter of 2027.

FISCAL IMPACT
The Multifamily EV Charging, Apartment Building Cooling Assistance, and Multifamily Efficient Cooling Partnership costs were included in the Board approved FY 2026/27 and FY 2027/28 budgets. Costs for subsequent years will be included in future budget proposals.

ATTACHMENTS

1. Multifamily Programs Update Presentation

2. Professional Services Agreement with Ecology Action of Santa Cruz

3. Professional Services Agreement with CLEAResult Consulting Inc Agenda Page 130
New Programs for Multifamily Properties
September 3, 2026
Agenda Page 131
Agenda
2 Introduction and Multifamily Sector Overview
Expanding Focus on Serving Multifamily Tenants and Property Owners • Multifamily Electric Vehicle Charging Program
• Apartment Building Cooling Program
• Multifamily Efficient Cooling Partnerships
Q&A
Actions Requested: Approve Various Agreements and related Delegation of Authority for New Programs for Multifamily Properties Programs
Agenda Page 132
Expanded Focus Multifamily Tenants/Properties
3 CPA has programs that can support individual multifamily tenants, such as Power Response, Energy Team, and Instant AC Savings.
• However, many equipment and infrastructure decisions are made by property owners or managers. This can limit renters’ ability to participate in programs and adopt electrification and resilience measures.
• There are additional barriers to adoption of electrification measures in multifamily properties, including access to technical knowledge and resources, electrical panel capacity limitations, and cost for upgrades.

In 2023 the Board approved the Local Programs for a Clean Energy Future Action Plan which envisioned CPA’s continued expansion of programs that focus on the multifamily sector to specifically engage property owners and managers to electrify and improve their buildings to benefit the tenants and residents of those properties.

Since the adoption of the Action Plan, and in support of the adoption of Los Angeles County’s maximum indoor temperature threshold for rental housing units, CPA has also expanded its focus on providing efficient and electrified cooling options to increase customer’s resilience to extreme heat. CPA recognizes and seeks to address the importance of healthy communities, including those disproportionately affected by air pollution and climate change1. 1Clean Power Alliance of Southern California Joint Powers Agreement Section 8(m) Agenda Page 133
The Multifamily Sector in CPA Territory
Multifamily building defined as a
property with two or more
attached units
Estimated 21,000 multifamily
buildings receiving CPA service,
most of which have fewer than 10
units
23% of those buildings are in
Disadvantaged Communities
(DACs) as defined by
CalEnviroScore
750+ buildings have at least 2/3
of tenants enrolled in CARE or
FERA rate assistance programs
Agenda Page 134
4 5
Both the Multifamily EV Charging and Apartment Building Cooling Assistance programs share the same eligibility requirements to enable simpler communication with property owners and managers.

Property must be an existing multifamily building with two or more attached units Properties receiving technical assistance must have and maintain an active CPA account; tenant unit/parking spot or meter tied to equipment receiving a rebate must have an active CPA account.

Properties that are designated as affordable housing or have at least two-thirds of units on low-income rate assistance programs will be eligible for higher incentives.

Multifamily Program Eligibility
Agenda Page 135
Multifamily Electric Vehicle Charging Program
Agenda Page 136
Multifamily Electric
Vehicle (EV) Charging
7 Goal: Support the transition to electric vehicles by providing closer and more cost-effective charging for current (and prospective) EV owners. This program will also enable managed charging to support reliability and reduce EV charging costs for CPA and its customers.

Program Overview: Technical assistance and incentives for multifamily properties to install low-powered EV charging outlets and level 2 chargers for residents’ use. Self-service and incentive only options available for smaller properties. 3-Year Budgets & Targets: • Budget: $1,991,127 implementation and $1,937,380 incentives
• 45 buildings receive technical assistance and incentives • 550 rebates issued for EV Charging ports • 30%+ of participating properties meet low-income eligibility requirements Agenda Page 137
Types of EV Charging Infrastructure
8 Low - Powered Outlets
Residents bring their own cable
Cost: up to $5k
220-240 v

4.8 kw
+15 mi per
hour
120 v

2.4 kw
+5 mi per hour
Level 1 Level 2
Level 2 Charger
The charger includes one or more
cables
Cost: Up to $11k
240 v
7-19.2 kw
+40 mi per
hour
Home Charging
DC Fast Charger
The charger includes one or
more cables
Cost: $50k+
Up to 1000 v DC
Up to 350 kw
Full charge per hour
Public & Fleet Charging
Agenda Page 138
Technical Assistance
9 Technical assistance will support property owners and managers to evaluate charging and configuration options, navigating utility upgrades, and institute managed charging best practices.

Support will be provided using a tiered approach to right-size the level of effort/costs with the complexity of the property and their interest in proceeding with a project.

Resources Only Comprehensive Technical Assistance
Site Assessment Worksheet and/or
Calculator
Charging Technology Explainer
Best Practices for Securing Utility-Side Upgrades
Best Practices for Managed
Charging
Best Practices for Engaging Tenants
Remote, Live Support
On-Site Assessment
Charging Recommendations Report
Engineered Site Design with ADA
Compliance
Support Requests to SCE for Utility-Side Upgrades
O&M Plan including Managed Charging
Recommendations
Support through installation and
commissioning
Base Technical Assistance
Remote, Live Support
Virtual Site Assessment
Charging Recommendations Report
Available to all eligible customers Available only to properties with 10+ parking spots Technical assistance tiers
Agenda Page 139
Measures and Draft Incentives
10 CPA will offer incentives for eligible measures and “add-on” measures when paired with a charger or outlet measure.

Properties’ total incentives will be capped at $100,000 (Market Rate) and $120,000 (Income-Qualified) per property. The 3-year incentive budget is $1,937,380.

CPA will produce equipment specification requirements and/or utilize an eligible equipment list, such as Energy Star
Measure Market Rate / Unit
Income-Qualified /
Unit
Level 1 or Level 2 Smart Outlet $ 2,250 $2,750
Level 2 Charger $ 7,000 $8,500
Add-on Measure: Panel Upgrade $ 3,500 $4,200
Add-on Measure: Make Ready Infrastructure (Per Port) $ 800 $960 Draft Incentive Levels
Agenda Page 140
Ecology Action PSA
11 Following a competitive solicitation process, staff is requesting Board approval to execute a Professional Services Agreement (PSA) with the Ecology Action of Santa Cruz to implement CPA’s Multifamily EV Charging Program.

Ecology Action was selected based on their competitive pricing and experience running multifamily technical assistance programs for CCAs and utilities, such as Westlight Energy’s (formerly Peninsula Clean Energy) EV Ready program and Burbank Water and Power's EV technical advisory services. They also have deep understanding of multifamily property EV charging installations via their experience implementing their awarded California Energy Commission REACH 1.0, 2.0, and 3.0 grants.

The PSA has a Not-to-Exceed value of $1,991,127 for the initial three (3) year term. The contract includes the option to extend for two (2) consecutive one (1) year terms of $902,639 and $946,370, respectively.

Agenda Page 141
Program Services Provided by Ecology Action
12 Targeted outreach that incorporates localized messaging, marketing segmentation, and trust-based connection points • Dedicated point of contact to answer participant questions within 1 business day.

Application webform for technical assistance and rebate management • The vendor will collect information that is needed to provide the technical assistance services and validate participant eligibility.
• Vendor will evaluate applications and issue rebates on behalf of CPA, Vendor will verify eligibility, measures, and costs by either photo review or onsite inspection.

Tiered technical assistance to meet the needs of a different property types • Vendor will right-size technical assistance offering according to the number of parking spaces and the likelihood of project implementation. Vendor will also create a public-facing list of eligible equipment.

Data tracking and reporting to measure program success
• Vendor will track and report key metrics to ensure program is on-track and meeting goals.

Agenda Page 142
Timeline
13 Board Meeting: 9/3
Program start-up phase
Determining final incentive levels & developing
documentation and systems
Fall / Winter 2026 Early 2027 2027-2029
Outreach begins
Rebate Portal available to
start accepting applications
On-going customer
recruitment, engagement,
and technical assistance
Agenda Page 143
Apartment Building Cooling Assistance
Program and Multifamily Efficient
Cooling Partnerships
Agenda Page 144
Background – Multifamily Cooling
In October 2024, staff presented a plan to the CPA Board of Directors to develop new programs to increase access to energy efficient air conditioning which promotes public health and decreases the cost of on-going operation for customers. Efficient equipment can also enable participation in demand response programs to support grid reliability.

CPA developed multiple initiatives to support homeowners, tenants, and property owners to adopt efficient cooling which include:

1. The Instant AC Savings program, which launched in 2025, and provides CARE customers with a $300 coupon off the purchase of Energy Star room air conditioners.

2. Two new programs that target multifamily property owners and managers which are described in detail in later slides and include:
a) Apartment Building Cooling Assistance, and
b) Multifamily Efficient Cooling Partnerships
Agenda Page 145
15 Apartment Building Cooling
Assistance (ABCA)
Agenda Page 146
Apartment Building
Cooling Assistance
17 Goal: Address property owners technical and funding
barriers to increase availability of high efficiency cooling equipment for tenants in extreme heat prone areas
Program Overview: CPA implemented program focused
on small properties without existing or adequate cooling to incentivize installation of easy to install room/window AC and heat pumps
3-Year Budgets & Targets:
• $1,794,676 implementation & $2,835,000 incentives
• Outreach to 360 properties
• Incentives for 5,000 cooling units. 30%+ of
participating properties meet low-income eligibility
requirements
Target Audience
• Multifamily properties without existing air
conditioning or with inadequate cooling
options
• Smaller "mom & pop" property owners
who are historically harder to reach with
programs
Agenda Page 147
Measures and Draft Incentives
18 Property owners will be able to submit multiple units for their property and there will also be a direct tenant rebate request process for individual customers to request rebates
• CPA will offer rebates for eligible measures (rebate cannot exceed total cost) • 30% of total funds will be set aside for income qualified customers CPA has planned for $2,835,000 in customer incentives across the first 3 years. Draft rebate levels are shown below, values will be finalized during program start-up phase.

CPA will produce equipment specification requirements and/or utilize an eligible equipment list, such as Energy Star and Air-Conditioning, Heating, and Refrigeration Institute (AHRI).

Measure Market Rate / Unit Income-Qualified / Unit
Efficient Room Air Conditioner $300 $90
Room Heat Pumps $750 $350
Draft Incentive Levels
Agenda Page 148
CLEAResult Professional Services
Agreement
Following a competitive solicitation process, staff is requesting Board approval to execute a Professional Services Agreement (PSA) with CLEAResult Inc., to implement CPA’s Apartment Building Cooling Assistance Program
CLEAResult has experience running multifamily programs for Southern California Edison, Silicon Valley Clean Energy and Westlight Energy.

They will be partnering with FCI, a Southern California based firm with experience working on SCE multifamily and income-qualified programs.

The PSA has a Not-to-Exceed value of $1,794,676 for the initial three (3) year term, with an option to extend for two (2) consecutive one (1) year terms in the amounts of $595,682 and $620,170 respectively.

Agenda Page 149
19 Program Services Provided by CLEAResult
20 Manage customer inquires and communication with a phone number, webform, and email for potential participants to express interest and get connected with support. • During initial interaction, vendor will collect baseline information from the participant on their property (existing equipment / system type if applicable, number of units etc) and location/account information to validate eligibility.

Property owners who participate will have access to virtual or in person technical assistance, or can choose to just proceed with the rebate process (individual customers not eligible for technical assistance)
Equipment support to identify where eligible equipment can be purchased and maintain a list of retailers and distributors in the region that stock these products.

Online rebate portal for property managers and tenants to submit reservations and rebate applications. Vendor will verify eligibility, measures, and costs by either photo review or onsite inspection and issue payments.

Agenda Page 150
Timeline
21 Board Meeting: 9/3
Program start-up phase
September
Finalized outreach
& implementation
plans.

Finalized technical
assistance plans.

October November 2027-2029
Rebate Portal
available to start
sending rebates
to customers
On-going customer
recruitment and
engagement
Vendor drafts
implementation and
outreach plans
January
Agenda Page 151
Multifamily Efficient
Cooling Partnerships
Agenda Page 152
Multifamily Efficient
Cooling Partnerships
23 Goal: Partner with regional programs to drive additional uptake in efficient and electrified cooling upgrades, while minimizing administrative burden and level of effort to participate
Program Overview: Layer incentives onto existing
comprehensive upgrade programs administered by the
Southern California and Tri-County Regional Energy
Networks to support larger projects and complex HVAC
system installations of central ducted heat pumps and
mini splits
3-Year Budgets & Targets:
• $57,600 implementation and $841,000 incentives
• 450 efficient cooling units/systems installed. 30%+ of participating properties meet low-income eligibility
requirements
Target Audience
• Larger buildings with inadequate or
inefficient cooling options
• Properties looking for efficient cooling
systems and comprehensive upgrades not
covered by CPA (central systems, water
heating, weatherization, etc).

Agenda Page 153
Regional Energy Network (REN) Partnerships
Southern California Regional Energy
Network (SoCalREN)
Tri-county Regional Energy Network
(3CREN)
24 • General Multifamily Program
• Administered by Los Angeles County with
implementation support from ICF
• Serves 5+ unit properties in Los Angeles County
• Multifamily Home Energy Savings Program
• Administered by Ventura County with
implementation support from AEA
• Serves 5+ unit properties in Ventura County
Currently both Los Angeles and Ventura County have RENs that provides rebate incentives for property owners who are looking to upgrade their HVAC systems to heat pumps Partnering with existing comprehensive programs serving multifamily customers in our service territory to layer incentives will:

1. Drive additional uptake in efficient and electrified cooling options where cost is the key barrier to adoption

2. Minimize CPA administrative burden allowing that funding to go to customer incentives

3. Enable a single and streamlined participation process for customers with only one application Agenda Page 154
Incentive Layering Approach
25 CPA will offer additional incentives for eligible measures (total combined rebate cannot exceed total cost, however cost can include installation) through the REN programs.

Draft incentive levels are shown below and will be finalized prior to launch. The 3-year incentive budget for these partnerships is $841,000.

Measure Type
Mini split (MR) Central Ducted (MR)
Market Rate Income-Qualified Market Rate Income-Qualified CPA Incentives $1,500 / unit $2,500 / unit $1,500 / unit $2,500 / unit 3CREN Total Incentives
(CPA + REN)
$4,000-$5,000 /
unit $7,500 / unit $4,000-$5,000 / unit $7,500 / unit
SoCalREN* Total
Incentives (CPA + REN)
$2,000 - $4,000 /
unit
$2,000 - $5,000 /
unit
$2,000 - $4,000 /
unit
$2,000 - $5,000 /
unit
*SoCalREN's rebates are based on calculated energy savings, so the amounts vary. 3CREN is a flat amount based on equipment and income eligibility Agenda Page 155
Timeline and Next Steps
26 MOUs to be negotiated and
executed with Los Angeles and
Ventura Counties
Execute PSA with AEA, 3CREN’s
implementer, for data validation,
rebate administration and
reporting (within CEO’s signing
authority).

Execute NDA with ICF,
SoCalREN’s implementer, to
facilitate data sharing and
customer validation.

CPA incentives
available to layer
onto REN
programs
Q1 2027 Q2 2027 +
MOUs, PSA and
NDA to be
negotiated and
executed
Partnership start-up
phase
Q4 2026
Agenda Page 156
Action Requested
27 1. Multifamily EV Charging Program
(a) Approve and authorize the Chief Executive Officer (“CEO”) to execute the Professional Services Agreement with Ecology Action of Santa Cruz to provide program implementation and technical services to support the Multifamily Electric Vehicle (EV) Charging program with a total not-to-exceed amount of $1,991,127 for the initial three (3) year term, and an option to extend for two (2) consecutive one (1) year terms of $902,639 and $946,370, respectively. (b) Delegate authority to the CEO to sign Participation Agreements to enroll customers in the Multifamily EV Charging Program and to develop and maintain other necessary enrollment documents such as Program Terms and Conditions consistent with the parameters specified in this Staff Report.

2. Apartment Building Cooling Assistance Program
(a) Approve and authorize the CEO to execute a Professional Services Agreement with CLEAResult Consulting Inc. (CLEAResult) with a Not-to-Exceed (NTE) of $1,794,676 for the initial three (3) year term, with an option to extend for two (2) consecutive one (1) year terms, of $595,682 and $620,170 respectively. (b) Delegate authority to the CEO to sign Participation Agreements to enroll customers in the Apartment Building Cooling Assistance Program and to develop and maintain other necessary enrollment documents such as Program Terms and Conditions consistent with the parameters specified in this Staff Report.

3. Multifamily Efficient Cooling Partnerships
(a) Delegate authority to the CEO to execute (a) a Memorandum of Understanding (MOU) with Los Angeles County and (b) a Memorandum of Understanding (MOU) with Ventura County within the parameters as specified on page 15 of the Staff Report.

Agenda Page 157
Questions
Agenda Page 158
Appendix:

Participation Flows
Agenda Page 159
MF EV Charging Participation Flow
30 Interested
Property owner
contacts
Program
Initial eligibility
verification
performed by
Vendor
Vendor
supports owner
with virtual or
in-person
assessment and
technical
assistance
(optional)
Contractor
bidding and
installation
support
(optional)
Participant
submits rebate
application
Vendor verifies
application and
issues rebate
Participant leverages online resources, then purchases and installs eligible equipment
Medium /
Large
Properties
≥10 parking spots
Smaller
Properties
<10 parking spots
The Multifamily EV Charging program will focus its virtual and in-person Technical Assistance on properties with 10 or more parking stalls. However, any property can apply directly for rebates without taking part in technical assistance.

Participant
submits
rebate
reservation
Agenda Page 160
ABCA Participation Flow
31 Interested
Property owner
or tenant
contacts Program
Initial eligibility
verification
performed by
Vendor
Vendor supports
owner with virtual or
in-person assessment
and technical
assistance (optional)
Owner submits online
rebate reservation
Owner purchases and
installs eligible
equipment
Participant
submits rebate
application
Vendor verifies
application and
issues rebate
Tenant purchases and installs eligible equipment
Property
Owner
Tenant
The ABCA program will focus its outreach and engagement on multifamily property owners; however, it will also support direct rebate applications from individual tenants that might be interested but unable to get their property owner’s support to fund the project. This will also be a pathway for individuals that are not income-qualified or are seeking a different product or retailer than is available in Instant AC Savings.

Agenda Page 161

CLEAN POWER ALLIANCE OF SOUTHERN CALIFORNIA
This Professional Services Agreement (this “Agreement”), dated and effective as of September 7, 2026 (the “Effective Date”), is made by and between:

CLEAN POWER ALLIANCE OF SOUTHERN CALIFORNIA (“CPA”), and ECOLOGY ACTION OF SANTA CRUZ (“Contractor”).

RECITALS
WHEREAS, CPA may contract with a provider for technical and administration services to implement a multifamily electric vehicle charging program that provides property owner outreach and engagement, technical assistance, and rebates to multifamily properties to support the installation of EV chargers within CPA’s service territory; WHEREAS, CPA conducted Request for Proposals (“RFP”) and CPA selected Contractor because Contractor has the expertise and experience to provide the specified services to CPA and offered CPA the Best Value;
WHEREAS, Contractor desires to provide these specified services to CPA; WHEREAS, the purpose of this Agreement is to set forth the terms and conditions upon which Contractor shall provide services to CPA;
NOW, THEREFORE, it is agreed based on the consideration set forth below by the Parties to this Agreement as follows:

AGREEMENT

1. Definitions.

1.2. The definition of “Confidential Information” is set forth in paragraph 10.2 of this Agreement.

1.3. “CPA Data” shall mean all data gathered or created by Contractor in the performance of the Services pursuant to this Agreement, including any customer or customer-related data.

Agenda Page 162

1.4. “CPA Information” shall mean all confidential, proprietary, or sensitive information provided by CPA to Contractor in connection with this Agreement.

1.6. “CPA Product” includes collectively CPA Data, CPA Information, and CPA Materials.

1.7. “Services” shall mean the scope of work Contractor provides to CPA as specified in Exhibit A.

2. Exhibits and Attachments.

The following exhibits and attachments are attached to this Agreement and incorporated into this Agreement by this reference:

Exhibit A – Scope of Work
Exhibit B –Reserved
Exhibit C – Compensation
Exhibit D – Data Protection Requirements
Should a conflict arise between language in the body of this Agreement and any exhibit or attachment to this Agreement, the language in the body of this Agreement controls, followed by Exhibit A, B, C, and D in that order.

3. Services to be Performed by Contractor.

In consideration of the payments set forth in this Agreement and in Exhibit C, Contractor shall perform services for CPA in accordance with the terms, conditions, and specifications set forth in this Agreement and in Exhibit A (“Services”).

4. Compensation.

CPA agrees to compensate Contractor as specified in Exhibit C:

Agenda Page 163
calendar days after the date the invoice is submitted to CPA at the specified email address. All payments must be made in U.S. dollars.

5. Term.

Subject to compliance with all terms and conditions of this Agreement, the term of this Agreement shall be three (3) years from the Effective Date (“Initial Term”). At the end of the Initial Term, the Parties may renew this Agreement for two (2) successive one (1) year terms for a maximum of two (2) additional years (each, a “Renewal Term”), unless either Party provides ninety (90) days prior written notice of its intent not to renew the term of the Agreement (“Renewal Notice”).

6. Termination.

6.1. Termination for Convenience.

CPA may, but shall not be required to, agree on any such equitable adjustment.

6.2. Termination for Default. If Contractor fails to provide in any manner the Services required under this Agreement, otherwise fails to comply with the terms of this Agreement, or violates any ordinance, regulation or law which applies to its performance herein and such default continues uncured for thirty (30) calendar days after written notice is given to Contractor, CPA may terminate this Agreement by giving five (5) business days' written notice. If Contractor requires more than thirty (30) calendar days to cure, then CPA may, at its sole discretion, authorize additional time as may reasonably be required to effect such cure provided that Contractor diligently and continuously pursues such cure.

Agenda Page 164

6.3. Termination for Lack of Third-Party Funding. CPA may terminate this Agreement if funding for this Agreement is reduced or eliminated by a third-party funding source.

6.4. Effect of Termination.

6.4.1. Upon the effective date of expiration or termination of this Agreement:

6.4.1.1. Contractor may immediately cease providing Services in its entirety or if a termination to a part of the Agreement, cease providing the Services that have been terminated.

6.4.1.2. Any and all payment obligations of CPA under this Agreement will become due immediately except any equitable adjustment pursuant to Paragraph

6.1.2. 6.4.1.3. Contractor shall promptly transfer title and deliver to CPA all CPA Product or any work in progress pursuant to this Agreement.

6.4.2. Upon such expiration or termination, and upon request of CPA, Contractor shall reasonably cooperate with CPA to ensure a prompt and efficient transfer of all data, documents and other materials to CPA in a manner such as to minimize the impact of expiration or termination on CPA’s customers.

7. Contract Materials.

CPA owns all right, title, and interest in and to all CPA Materials and CPA Data. Upon the expiration of this Agreement, or in the event of termination, CPA Materials and all CPA Information, in whatever form and in any state of completion, shall remain the property of CPA and shall be promptly returned to CPA. Upon termination, Contractor may make and retain a copy of such CPA Materials if required by law or pursuant to the Contractor’s reasonable document retention or destruction policies.

8. Payments of Permits/Licenses.

9. No Recourse Against Constituent Members.

Agenda Page 165
Agreement. Contractor shall have no rights and shall not make any claims, take any actions or assert any remedies against any of CPA’s constituent members in connection with this Agreement.

10. Confidential Information.

10.1. Duty to Maintain Confidentiality. Contractor agrees that Contractor will hold all Confidential Information in confidence, and will not divulge, disclose, or directly or indirectly use, copy, digest, or summarize, any Confidential Information unless necessary to comply with any applicable law, regulation, or in connection with any court or regulatory proceeding applicable in which case, any disclosure shall be subject to this paragraph, 10.3, and 10.4, below.

10.2. Definition of “Confidential Information”.

10.2.1. The following constitutes “Confidential Information,” whether oral or written:

10.2.1.1. The terms and conditions of, and proposals and negotiations related to, this Agreement.

10.2.1.2. Information, in whatever form, that CPA shares with Contractor in the course and scope of this Agreement.

10.2.1.3. Information that either Contractor stamps or otherwise identifies as “confidential” or “proprietary” before disclosing it to the other.

10.2.2. Confidential Information shall not include:

10.2.2.1. Information that is generally available to the public or in the public domain at the time of disclosure.

10.2.2.2. Information that becomes publicly known other than through any breach of this Agreement by Contractor or its Representatives.

10.2.2.3. Information which is subsequently lawfully and in good faith obtained by Contractor or its Representatives from a third party, as shown by documentation sufficient to establish the third party as the source of the Confidential Information; provided that the disclosure of such information by such third party is not known by Contractor or its Representatives to be in breach of a confidentiality agreement or other similar obligation of confidentiality.

10.2.2.4. Information that Contractor or its Representatives develop independently without use of or reference to Confidential Information provided by Contractor.

10.2.2.5. Information that is approved for release in writing by Contractor.

Agenda Page 166
California Public Records Act (Government Code Section 7920.000 et seq.). In order to designate information as confidential, the Disclosing Party must clearly stamp and identify the specific portion of the material designated with the word “Confidential.” The Parties agree not to over-designate material as Confidential Information. Over-designation includes stamping whole agreements, entire pages or series of pages as “Confidential” that clearly contain information that is not Confidential Information.

10.4. Third Party Request for Confidential Information. Upon request or demand of any third person or entity not a Party hereto pursuant to the California Public Records Act for production, inspection and/or copying of Confidential Information belonging to Contractor (“Requested Confidential Information”), CPA will as soon as practical notify Contractor in writing via email that such request has been made. Contractor will be solely responsible for taking at its sole expense whatever legal steps are necessary to prevent release to the third party of the Confidential Information designated by Contractor. If Contractor takes no such action after receiving the foregoing notice from CPA, CPA shall, at its discretion, be permitted to comply with the third party’s request or demand and is not required to defend against it. If Contractor does take or attempt to take such action, Contractor agrees to indemnify and hold harmless CPA, its officers, directors, employees, and agents (“CPA Indemnified Parties”), from any claims, liability, award of attorneys’ fees, or damages, and to defend any action, claim, or lawsuit brought against any of CPA Indemnified Parties for Contractor’s attempt to prevent disclosure or CPA’s refusal to disclose any Confidential Information.

11. Insurance.

11.1. All required insurance coverages shall be substantiated with a certificate of insurance and must be signed by the insurer or its representative evidencing such insurance to CPA within ten (10) business days after the Agreement is fully executed. The general liability policy shall be endorsed naming Clean Power Alliance of Southern California and its employees, officers and agents as additional insureds. The certificate(s) of insurance and required endorsement shall be furnished to CPA prior to commencement of work and maintained throughout the Term and any Renewal Term. Each certificate shall provide for thirty (30) days’ advance written notice to CPA of any cancellation or reduction in coverage. Said policies shall remain in force through the life of this Agreement and shall be payable on a per occurrence basis only, except those required by paragraph 11.7 below which may be provided on a claims-made basis consistent with the criteria noted therein.

Agenda Page 167
misconduct in the performance of this Agreement. CPA agrees to timely notify the Contractor of any negligence claim.

11.7. Professional Liability Insurance. Coverages required by this paragraph may be provided on a claims-made basis with a “Retroactive Date” either prior to the date of the Agreement or the beginning of the contract work. If the policy is on a claims-made basis, coverage must extend to a minimum of twelve (12) months beyond completion of contract work. If coverage is cancelled or non-renewed and not replaced with another claims made policy form with a “retroactive date” prior to the Agreement effective date, the Contractor must purchase “extended reporting” coverage for a minimum of twelve (12) months after completion of contract work. Contractor shall maintain a policy limit of not less than $1,000,000 per occurrence. If the deductible or self-insured retention amount exceeds $100,000, CPA may ask for evidence that Contractor has segregated amounts in a special insurance reserve fund or

Agenda Page 168
Contractor’s general insurance reserves are adequate to provide the necessary coverage and CPA may conclusively rely thereon.

11.8. Contractor shall be responsible for initiating, maintaining and supervising all safety precautions and programs in connection with the performance of the Agreement.

Contractor shall monitor the safety of the job site(s) during the project to comply with all applicable federal, state, and local laws, and to follow safe work practices.

12. Indemnification.

Contractor agrees to indemnify, defend, and hold harmless CPA, its employees, officers, and agents, from and against, and shall assume full responsibility for payment of all wages, state or federal payroll, social security, income or self-employment taxes, with respect to Contractor’s performance of this Agreement. Contractor further agrees to indemnify, and hold harmless CPA from and against any and all third- party claims, liabilities, penalties, forfeitures, suits, costs and expenses incident thereto (including costs of defense, settlement, and reasonable attorney’s fees), which CPA may hereafter incur, become responsible for, or pay out, as a result of death or bodily injuries to any person, destruction or physical damage to tangible property, violation of intellectual property rights, or any violation of governmental laws, regulations or orders, to the extent caused by Contractor’s negligent acts, errors or omissions, or the negligent acts, errors or omissions of Contractor’s employees, agents, or subcontractors while in the performance of the terms and conditions of the Agreement, except for such loss or damage arising from the sole negligence or willful misconduct of CPA, elected and appointed officers, employees, agents and volunteers.

13. Independent Contractor.

13.1. Contractor acknowledges that Contractor, its officers, employees, or agents will not be deemed to be an employee of CPA for any purpose whatsoever, including, but not limited to:

13.1.1. Eligibility for inclusion in any retirement or pension plan that may be provided to employees of Contractor.

13.1.2. Sick pay.

13.1.3. Paid non-working holidays.

13.1.4. Paid vacations or personal leave days.

13.1.5. Participation in any plan or program offering life, accident, or health insurance for employees of Contractor.

13.1.6. Participation in any medical reimbursement plan.

13.1.7. Any other fringe benefit plan that may be provided for employees of Contractor.

13.2. Contractor declares that Contractor will comply with all federal, state, and local laws regarding registrations, authorizations, reports, business permits, and licenses that

Agenda Page 169
may be required to carry out the work to be performed under this Agreement.

Contractor agrees to provide CPA with copies of any registrations or filings made in connection with the work to be performed under this Agreement.

14. Compliance with Applicable Laws.

Contractor shall comply with any and all applicable federal, state, and local laws and resolutions affecting this Agreement or Services covered by this Agreement.

15. Use of Artificial Intelligence.

15.3. Contractor represents and warrants that it has the necessary rights and licenses to use any Generative AI.

15.4. Contractor represents and warrants that it has full power and authority to grant to CPA any rights or licenses related to Contractor’s use of Generative AI.

15.5. Contractor represents and warrants that its usage of Artificial Intelligence, production of deliverables, and performance of any Services will not misappropriate, violate, or infringe any third-party intellectual property rights.

16. Nondiscriminatory Employment.

Contractor and/or any permitted subcontractor shall not unlawfully discriminate against any individual based on race, color, religion, nationality, sex, sexual orientation, age, protected veteran status, or condition of disability. Contractor and/or any permitted subcontractor understands and agrees that Contractor and/or any permitted subcontractor is bound by and will comply with the nondiscrimination mandates of all federal, state, and local statutes, regulations, and ordinances.

17. Work Product.

All finished and unfinished reports, plans, studies, documents and other writings prepared by and for Contractor, its officers, employees and agents in the course of implementing this Agreement shall become the sole property of CPA upon payment to Contractor for such

Agenda Page 170
work. CPA shall have the exclusive right to use such materials in its sole discretion without further compensation to Contractor or to any other party. Contractor shall, at CPA’s expense, provide such reports, plans, studies, documents and writings to CPA or any party CPA may designate, upon written request. Contractor may keep file reference copies of all documents prepared for CPA and retain full right to use any of its pre-existing materials incorporated into the Work Product.

18. Notices.

Any notice, request, demand, or other communication required or permitted under this Agreement shall be deemed to be properly given when both: (1) transmitted via email to the email address listed below; and (2) sent to the physical address listed below by either being deposited in the United States mail, postage prepaid, or deposited for overnight delivery, charges prepaid, with an established overnight courier that provides a tracking number showing confirmation of receipt.

In the case of CPA, to:

Name/Title: Theodore Bardacke, Chief Executive Officer
Address: 801 S. Grand Ave., Suite 400, Los Angeles, CA 90017 Telephone: (213) 376-4850
Email: [email protected]
In the case of Contractor, to:

Name/Title: Jane McClellan, Vice President
Address: 877 Cedar St Unit 240, Santa Cruz, CA 95060
Telephone: (831) 515-1437
Email: [email protected]

19. Assignment.

Neither this Agreement nor any of the Parties’ rights or obligations hereunder may be transferred or assigned without the prior written consent of the other Party. Subject to the preceding sentence, this Agreement shall be binding upon and inure to the benefit of the Parties and their respective successors and permitted assigns.

20. Subcontracting.

With the exception of subcontractors listed in Exhibit C, Contractor may not subcontract Services to be performed under this Agreement without the prior written consent of CPA. If CPA’s written consent to a subcontract is not obtained, Contractor acknowledges and agrees that CPA will not be responsible for any fees or expenses claimed by such subcontractor.

Agenda Page 171

21. Retention of Records and Audit Provision.

CPA shall have the right, during regular business hours, to review and audit all records relating to this Agreement during the Agreement period and for at least five (5) years from the date of the completion or termination of this Agreement. Any review or audit may be conducted on Contractor’s premises, or, at CPA’s option, Contractor shall provide all records within a maximum of fifteen (15) days upon receipt of written notice from CPA. Contractor shall refund any monies erroneously charged. Contractor shall have an opportunity to review and respond to or refute any report or summary of audit findings and shall promptly refund any overpayments made by CPA based on undisputed audit findings.

22. Conflict of Interest.

22.2. Contractor shall comply with all conflict of interest laws, ordinances, and regulations now in effect or hereafter to be enacted during the term of this Agreement. The Contractor warrants that it is not now aware of any facts that create a conflict of interest. If the Contractor hereafter becomes aware of any facts that might reasonably be expected to create a conflict of interest, it shall immediately make full written disclosure of such facts to CPA. Full written disclosure shall include, but is not limited to, identification of all persons implicated and a complete description of all relevant circumstances. Failure to comply with the provisions of this paragraph shall be a material breach of this Agreement.

23. Cooperative Purchasing / "Piggyback" Clause.

Contractor is aware that public agencies (including, but not limited to, cities, counties, special districts, and state agencies) may request extension(s) of the terms, conditions, and prices of this Agreement through “piggybacking" on this Agreement to purchase the same or similar goods/services from Contractor. All purchases made by other agencies shall be

Agenda Page 172
understood to be transactions between such agency and Contractor; CPA shall not be responsible for any such purchases, does not endorse any such purchases, and shall not be a party to any transaction between third parties and Contractor.

24. Publicity.

25. Governing Law, Jurisdiction, and Venue.

This Agreement shall be governed by, and construed in accordance with, the laws of the State of California. The Contractor agrees and consents to the exclusive jurisdiction of the courts of the State of California for all purposes regarding this Agreement and further agrees and consents that venue of any action brought hereunder shall be exclusively in the County of Los Angeles.

26. Amendments.

None of the terms and conditions of this Agreement may be changed, waived, modified or varied in any manner whatsoever unless in writing duly signed by the Parties.

27. Severability.

28. Complete Agreement.

This Agreement constitutes the entire Agreement between the parties. No modification or amendment shall be valid unless made in writing and signed by each party. Failure of either party to enforce any provision or provisions of this Agreement will not waive any enforcement of any continuing breach of the same provision or provisions or any breach of any provision or provisions of this Agreement.

29. Counterparts.

Agenda Page 173
[Signature Page Follows]
IN WITNESS WHEREOF, the parties have executed this Agreement on the date first above written.

Accepted and agreed to by: Accepted and agreed to by:

Ecology Action of Santa Cruz Clean Power Alliance of Southern California Signature: ___________________________
Signature
:
___________________________
Name: ___________________________ Name: ___________________________ Title: ___________________________ Title: ___________________________

Agenda Page 174
EXHIBIT A – SCOPE OF WORK

PROJECT TASKS AND DELIVERABLES
Contractor shall be responsible for providing a full range of technical and administration services to implement a multifamily electric vehicle (“EV)” charging program (the “Program”) that provides property owner outreach and engagement, technical assistance, and rebates to multifamily properties to support the installation of EV chargers within CPA’s service territory.

Contractor must account for the following tasks, and all tasks must be completed according to the timelines set forth below:

Task #1: Program Start Up
Contractor shall support Program start up and development, including the development of the Program implementation plan and other documents, systems, and processes needed to implement the Program.

1. Program start up.

1.1. Develop a Program implementation plan (the “Implementation Plan”). In collaboration with CPA, develop a strategy document that describes the outreach and implementation approach, key roles, timelines, reporting requirements, and anticipated results for the Program. This document will describe the strategy to reach CPA’s EV port implementation, project, and equity goals. The Implementation Plan will describe the full approach to Program implementation and operations, including the technical assistance application, the rebate application, and rebate payout process. The Implementation Plan will include the following:

1.1.1. Describe a basic tier and comprehensive tiered approach to providing technical assistance (as described in Task 5, Section 3 below), where limited technical tasks are performed for eligible applicants until they have been validated as likely to proceed with implementation. This will include a process to screen customers for major implementation concerns (e.g., lack of grid capacity) and likelihood of installing ports, and other items determined in coordination with CPA staff. The Implementation Plan will include a process to transition participants from basic tier to comprehensive tier implementation should the customer show readiness for installation. The Implementation Plan will include a data collection plan to ensure compliance with Program and LCFS reporting requirements. The Implementation Plan will define a not-to-exceed cost per basic and comprehensive tier participant and a “stage-gate” check-in process. The stage-gate process will require the Contractor to notify CPA staff that Contractor is projecting to exceed the agreed-upon not-to-exceed funding amount for a participant, and Contractor will collaborate with CPA staff to determine if the participant engagement

Agenda Page 175
should continue and to what extent. CPA staff must authorize Contractor to exceed the agreed upon not-to-exceed amount prior to the Contractor proceeding with participant support activities.

1.1.2. Finalize Program design in coordination with CPA staff. Review the Program details (such as rebate amounts, project caps, etc.) provided by CPA and work with CPA staff to understand CPA concerns and priorities in order to recommend best practices and finalize Program design, to be documented in the Implementation Plan.

1.1.3. Finalize Program requirements, such as customer eligibility, customer eligibility for equity incentive, and equipment eligibility. Create a public-facing list of eligible equipment using existing resources where possible (such as EnergyStar).

1.1.4. In coordination with CPA staff, develop a process for evaluating technical assistance and rebate applications, including applicant eligibility for equity incentive, and issuing and tracking rebate payments to customers.

1.1.5. Advise on best practices to ensure that Program projects adhere to applicable state, federal, and local laws and regulations, for example California Type Evaluation Program (“CTEP”) requirements. These recommendations will be incorporated into the Implementation Plan. This will ensure that any equipment or configuration recommendations provided through technical assistance meet applicable laws and regulations.

1.1.6. Determine the method of collecting project-level data as described in Task 3, Section2.

1.2. Set up and configure a customer relationship management system (“CRM”) to manage all stages of the Program. The CRM will have the ability for CPA to view and export participant information directly, or the information will be integrated into the tracker, as described below in Task 1 Section1.6.

1.3. Support CPA staff in developing Program documents and internal and external processes. This includes, but is not limited to, the following:

1.3.1. In coordination with CPA staff, develop a technical assistance application form and procedure, as well as the rebate application form and procedure. This should include a streamlined process for technical assistance participants to request rebates for their project without completing a second application.

Forms should include an option for a charging vendor to apply on behalf of a participating property.

1.3.2. Design and set up Contractor-hosted TA and Rebate application forms, utilizing Contractor’s online platform. Integrate program processes that include an integrated application programming interface (“API”) for confirming customer status.

Agenda Page 176

1.3.3. Provide support for CPA’s website landing page including but not limited to drafting text, advising on topics to include, sharing best practices and other support as reasonably requested by CPA.

1.3.4. Create all required program documents: write a public-facing program guide for potential participants that includes all program requirements, create a frequently asked questions (“FAQ”) one pager, and all other forms and documents necessary to implement the Program.

1.3.5. Provide technical advice to support the development of the Program’s participant agreement, including language to ensure Low Carbon Fuel Standard (“LCFS”) credits are assigned to CPA, and work with CPA staff to develop any other processes required to assign or collect LCFS credits.

1.3.6. Provide technical advice to CPA staff to support the development of marketing and outreach materials.

1.4. Develop presentation(s) templates for use with property owners, property managers, and charging vendors to inform them about the Program and its benefits. All materials will be reviewed and approved by CPA staff.

1.5. Develop templates for customer-facing deliverables that will be produced through Task 5, Technical Assistance, such as the site assessment and site design report.

Templates may include one or more drafts.

1.6. Develop a Program tracker (the “Tracker”). The Tracker will document participant-level information, including outreach and participant conversion, application status for both technical assistance and rebate, participant progress through technical assistance services. The Tracker will also document project challenges, needs, as well as any other key metrics. The Tracker will also document rebate program budget and progress towards key metrics.

Task #1 Deliverables:

1. Program Implementation Plan.

2. CRM configuration.

3. Program documents, processes and application forms.

3.1. Rebate and technical assistance application forms, hosted by the Contractor

3.2. Program guide, FAQs, and other necessary items.

4. Property owner, property manager, and charging vendor presentation templates.

5. Technical assistance deliverable templates.

6. Program Tracker.

Timeline for Task #1:

Agenda Page 177

1. Work on the Implementation Plan will commence one (1) week after the contract execution and a first draft is expected within thirty (30)days. Final draft to be provided within fifteen (15) days of receiving feedback from CPA staff.

2. First drafts of all other documents and forms to be provided within sixty (60) days of contract execution, and final drafts to be provided within fifteen (15) days of receiving feedback from CPA Staff.

Task #2: Resource Development
Develop and maintain online resources, hosted on CPA’s landing page, that provide EV charging support to all interested parties, including, but not limited to, small properties that do not qualify for live technical assistance and those who are not interested in the Program’s live technical assistance offerings.

1. Develop externally facing resources and educational materials that will be publicly available on CPA’s website, utilizing CPA’s style guide. Resources should mirror the live technical assistance in terms of topic and scope and be comprised of both static resources and downloadable calculators or tools, as appropriate. Resources will include:

1.1. Site assessment worksheet and/or calculator. This resource should take into account existing panel loads (if available), instructions for identifying meter and SAID numbers for sharing peak kW demand utility data, location of existing common area panels and utility transformers, documentation of site conditions, measuring distance from electrical infrastructure to potential EV charging areas, parking lot management style, ADA access and other relevant factors. It should also provide tips on how to collect this data and recommend charging types based on common results.

1.2. Description of charger types, applicability, and power management options. This resource should describe the types of chargers (low powered smart outlets and L2 chargers) and best use cases for each options, including for charging if the panel and or grid is at or near capacity, including best practices for managed charging and load sharing.

1.3. Project implementation best practices sheet. This resource should provide an overview of a general implementation process and timeline and how to select equipment and conduct a solicitation for equipment and installation contractors. It should also discuss best practices and requirements around permits, installation, and commissioning. This resource will include references to applicable laws and requirements, such as Americans with Disabilities Act (“ADA”) requirements.

1.4. Best practices for engaging tenants. This resource will include best practices for communicating to tenants about planned EV chargers and how they can utilize the chargers.

Agenda Page 178

1.5. Cost calculator or worksheet. This resource will describe the factors that must be taken into account to calculate the cost to purchase and operating costs for the property owner, and how to determine a cost to consumer to recover operating cots and utilized electricity.

1.6. Summary of existing funding opportunities. This will provide information about rebates, incentives, and grants for EV charging installations at multifamily properties, including relevant dates, links, and available funds. This summary should be updated quarterly to reflect when funding becomes available or sunsets.

2. All customer-facing resources must be made available, at minimum, in English, Spanish and Simplified Chinese. In addition to digital formats, Contractor will work with CPA staff to develop a paper-based application process to accommodate participants who may have limited internet access or low digital proficiency.

Task #2 Deliverables:

1. Program Resources to be published online in English, Spanish, and Simplified Chinese.

Timeline for Task #2:

1. First drafts in English to be provided within thirty (30) days after completion of Task 1, and final drafts in English within fifteen (15) days of receiving feedback from CPA staff.

Translations to be provided within thirty (30) days of final English draft approval from CPA staff. Update as needed to reflect changes in the program or market.

2. Summary of existing funding opportunities to be updated as Contractor becomes aware of them throughout the contract term.

Task #3: Program Administration
Complete necessary steps to ensure program operations in alignment with the Scope of Services and Implementation Plan, including on-going meetings, project-level data collection, and reporting.

1. Coordination meetings.

1.1. Hold weekly meetings with CPA to provide an update on activities, discuss project needs and timelines, report on key metrics using the Tracker, and discuss the Program budget and project budgets. Provide an agenda in advance of each meeting and summary notes and action items within one (1) business day after the meeting. Meeting cadence may be adjusted based on the needs of the Program and with approval by CPA staff.

1.2. Hold semi-annual review meetings with CPA staff to provide updates on key contractual and Program goals, discuss strategies to improve Program success and

Agenda Page 179
identify opportunities and risk to implementation. Provide an agenda one week in advance of each meeting and summary notes and action items within one (1) business day after the meeting.

2. Project data collection. Collect data required to implement Program as defined in the Implementation Plan. Track and record information on installation progress and post-installation data. The following information will be tracked and reported:

2.1. Key milestones and duration of project development and installation activities.

2.2. Equipment and technology installed, include installer, costs, and other funding sources utilized.

2.3. Information required for CPA to collect LCFS credits.

2.4. Charger uptime and utilization data.

3. Manage and maintain all Program data in accordance with CPA's Privacy Policy and the requirements set forth in CPUC Decision D. 12-08-045.

4. Program reporting.

4.1. Annual reports. Provide a report to review annual progress at the end of each contract year; which shall be each annual anniversary of the execution date of the contract. The annual report shall be no more than 10 pages, unless mutually agreed upon, and include:

4.1.1. An executive summary.

4.1.2. Major accomplishments to date and progress to goals.

4.1.3. Lessons learned and recommendations for improvement.

4.1.4. Installed ports reporting. Provide reporting on types of ports installed, total kilowatt (“kW”) installed, uptime and utilization data of Program-supported charging and provide a written summary describing findings.

4.1.5. Other topics to be determined in collaboration with CPA staff.

4.2. Final report. Provide a final report and presentation of Program. achievements and impacts for public use. This will include projects that used Contractor’s services and those that did not. The report format will include an executive summary, challenges encountered, lessons learned, best practices, summary of total Program cost and impacts, and key performance indicators utilized in annual reports. A final outline of topics to include will be developed in coordination with CPA staff.

Task #3 Deliverables:

1. Participation in coordination meetings and semi-annual review meetings.

1.1. Meeting agendas and notes.

2. Program Tracker Data to be integrated into annual and final reports.

3. Annual and final Reports, with an outline and at least one (1) draft each.

Timeline for Task #3:

Agenda Page 180

1. Coordination meetings will be held weekly beginning after contract execution and semi-annual review meetings will be held twice per contract year, or as determined by mutual agreement. Contractor will provide an agenda at least one (1) day in advance of each meeting and summary notes and action items within one (1) business day after the meeting.

2. Project-level data tracking will be incorporated into the annual and final reports, though a summary may be requested at an earlier interval.

3. Annual report will be due within fifteen (15) business days of the end of the contract year, or as mutually determined. Final report and presentation materials will be provided within fifteen (15) business days of the end of the Program. All reports will include an outline for review by CPA staff and at least one (1) draft.

Task #4: Program Outreach
Utilizing the strategy developed in the Implementation Plan, engage in ongoing outreach to prospective participants. Provide a single point of contact (“POC”) to support engagement and maintain awareness of other multifamily programs at CPA. It is expected that the outreach strategy will be refined as the Program progresses to maintain progress towards Program goals.

1. Property manager, property owner, and charging vendor outreach. Utilize Contractor’s existing relationships and databases of prospective participants (such as Costar) to undertake proactive outreach to encourage program participation.

1.1. Engage prospective applicants both in-person and virtually using culturally and linguistically appropriate approaches designed to reflect the communities served with the intent to onboard them into the Program, supporting participants who need technical assistance and those that seek only rebates. Engagement may include, but is not limited to:

1.1.1. Direct outreach to asset managers via phone, email, and digital media.

1.1.2. Warm referrals from past program participants, local businesses, non-profit organizations, and jurisdictions.

1.1.3. Partnership channels, including EV installers and service providers, affordable housing associations, environmental justice advocates, and municipal sustainability staff.

1.1.4. Targeted campaigns and events to priority communities utilizing property parcel data, demographics

1.2. Engage with vendors who may apply on behalf of properties.

1.3. Provide presentations to associations, property managers, owners, and other potential participants to educate them about the program and its benefits.

1.4. Education and outreach should be provided in English, Spanish, and simplified Chinese.

Agenda Page 181

2. Summarize Program outreach campaigns and results from the CRM. Upon CPA request, provide outreach details such as potential participant’s name, key contacts, potential site address (or portfolio of sites) associated with the potential participant, relevant dates, summary of activities, next steps, and whether or not an application has been submitted.

3. Provide a single POC to support inquiries with a response time of one (1) business day or less via dedicated email address or phone number. POC should be able to provide support and answer questions in English, Spanish and simplified Chinese. All engagements should be tracked and summarized in the CRM and/or Program Tracker.

3.1. POC must be a live human providing responses, not an artificial intelligence (“AI”) response generator.

3.2. Inquiries and responses will be documented in the Tracker.

4. Maintain an awareness of other multifamily-focused offerings. This includes external programs that potential participants can use to support their project and multifamily programs at CPA.

4.1. Maintain an awareness of existing EV charging programs that are relevant to the multifamily sector in order to share the opportunities with prospective participants where appropriate. Be prepared to answer questions about the relative pros and cons of different programs and make recommendations based on the prospective participant’s needs.

4.2. CPA will have other multifamily-focused offerings. Maintain awareness of active multifamily programs and initiate cross promotion and customer hand-offs with CPA staff as needed. This can include funneling projects to the other program as appropriate and working with CPA staff to coordinate work at a property that is participating in both programs.

Task #4 Deliverables:

1. Program outreach summaries

2. Cross promotion and customer hand-offs to and from existing multifamily programs and coordination with CPA on relevant CPA programs.

Timeline for Task #4:

1. Outreach will be ongoing beginning after completion of program setup and resource development (Tasks 1 & 2). This constitutes the launch of the program.

2. Program outreach summaries will be delivered monthly

3. POC will be made available at program launch and continue through the duration of the Program.

Agenda Page 182

4. Cross promotion and customer hand-offs to other multifamily EV charging programs and coordination with CPA on internal programs from program launch shall continue throughout the duration of the Program.

Task #5: Technical Assistance
Receive and evaluate applications for technical assistance, and screen for appropriate technical assistance level. Provide technical assistance that supports customers in evaluating EV charging options and costs for their site in order to drive adoption of this technology within the multifamily segment, with a specific focus on low power and power management opportunities. Provide a tiered approach to technical assistance to manage costs and level of effort to maximize the number of properties served.

1. Manage the application process. Receive, review and manage all applications for technical assistance in accordance with the process set forth in the Implementation Plan (Task 1, Section 3).

1.1. Contractor will receive and review applications as they arrive for evaluation

1.2. Evaluate the eligibility of the applicant to ensure that the applicant and the project are eligible and that the application meets all programmatic requirements as defined in the Implementation Plan.

1.3. Coordinate with CPA staff to screen for customer status, which will involve inputting information into CPA’s API to check customer status and coordinating with CPA to determine a path forward if the API results are inconclusive.

1.4. Determine if the participant’s site is eligible for technical assistance (eligible site will have ten (10) or more parking spaces).

1.5. Discuss issues as they arise with CPA and engage with applicants as needed to resolve. Issues may include unclear or incomplete information etc.

1.6. Communicate results of the application to the applicant and track status in the Tracker.

1.7. Ineligible customers will be informed about ineligibility and allowed the opportunity to respond with additional qualifying information.

2. Conduct participant screening. For eligible technical assistance applications, determine the appropriate level of live technical assistance for the project, if any. Screening will include the following:

2.1. Screen for likelihood of project implementation. This will include an assessment of their intent to install chargers, a high-level assessment of major roadblocks to installation (e.g., lack of grid capacity), and any other processes as described in the Implementation Plan.

2.2. Other criteria to be determined by CPA staff.

Agenda Page 183

3. Provide a tiered approach to technical assistance, as described in the Implementation Plan, reserving highest cost services for eligible participants that are most likely to install ports and the ability to upgrade support if the project requires.

3.1. Base-tier technical assistance should include remote site assessment, a limited site design report, occasional check-ins, and other limited services as described in the Implementation Plan.

3.2. Comprehensive technical assistance should include all of the elements below.

Technical assistance should be provided in English, Spanish and Simplified Chinese.

4. Comprehensive technical assistance tasks will include the following:

4.1. Assigned point of contact for each participant, with a turnaround time of one (1) business day or less for all questions. This point of contact will provide all communications and deliverables from Contractor to the assigned participant on behalf of this Program.

4.2. Coordination meetings with the participants, at a frequency appropriate for the project and level of technical assistance, as agreed upon by CPA.

4.3. Site assessment, either virtual or in person as appropriate. This will assess the existing parking, available capacity, existing electrical layout, and general feasibility of installing charging. Produce a summary document that describes the above and recommend whether a site design report should be pursued.

4.4. Site design report. Prepare a report for eligible participants that describes the site’s opportunities, constraints, costs, and recommends a charging type and layout.

Provide two (2) to three (3) scenarios that include a high-level cost estimate, timeline estimate, charging power and port number, including a mix of low-powered outlets and L2 chargers if appropriate. The report should incorporate:

4.4.1. An assessment of available capacity, with recommendations based on the best use of available capacity. Note the need for upgrades where alternatives are not available, and associated costs and requirements. Describe options for charging if the panel and/or grid is at/near capacity, including best practices for managed charging and load sharing.

4.4.2. Existing and potential future demand for EV charging among tenants.

4.4.3. An estimate of maximum power demand of the EV chargers for each option and cumulative added load per month.

4.4.4. The financial summary for each scenario should include a breakdown of equipment and installation costs, and a description of relevant rebate and grant programs.

4.4.5. Include a high-level layout recommendation, supported by diagrams

4.4.6. Recommend EV specific rates where appropriate, and describe their impact on customer’s electricity bill.

4.4.7. An overview of ongoing operations and maintenance costs for each option to serve as a resource for the participant’s decision-making.

Agenda Page 184

4.5. Support participant’s request to Southern California Edison (“SCE”) for utility-side upgrades, if needed.

4.5.1. Attend meetings with participants and SCE and provide technical documents for applications. Coordinate with SCE staff, project staff, and CPA to submit documentation required for SCE application and to schedule meetings.

4.6. Engineering site design documents. Provide engineering site design documents for one of the scenarios recommended in the site design report that participants can use in a public bid to hire vendors for installation services. These documents will include but are not limited to:

4.6.1. Basis of design.

4.6.2. Project summary and description.

4.6.3. Engineering requirements and performance specifications.

4.6.4. Identification of ADA compliant EV stalls, if required.

4.6.5. Considerations for grading, if required.

4.6.6. Equipment specifications

4.6.7. Other documents, as required by participants, to bid these charging station installation projects or receive permits.

4.6.8. Schematic design document.

4.6.9. Architectural renderings (as built) of the parking areas and other facilities, as relevant.

4.6.10. Electrical single-line diagrams.

4.6.11. Trenching and/or conduit routes.

4.6.12. Panel schedules, if required.

4.6.13. Other documents, as required by participants, to bid these charging station installation projects or receive permits.

4.7. Proactive engagement to support project completion:

4.7.1. Support participant’s internal decision making (e.g., ownership buy-in, board approvals) to finalize project scope and form next steps.

4.7.2. Assist participant with contractor bid evaluations

4.7.3. Support participant with plan review and permit process with selected installer

4.7.4. Assist customers as they place chargers into service and meet compliance requirements with relevant agencies such as California Department of Food and Agriculture (CDFA) Division of Measurement and Standards (DMS) Weights and Measures Regulations

4.7.5. Work with site host and EV Service Provider (EVSP) to support bringing projects online and into operation; including tracking charger commissioning, and confirming they are operational, and visible in the EVSP dashboard

4.7.6. Work with site host to ensure they are well positioned to conduct outreach and educate tenants about EV chargers and EV purchase guidance

Agenda Page 185

4.8. Receive a notice to proceed from the participant confirming their preferred EV charging option before creating engineering site design documents.

5. All technical assistance deliverables will undergo a review by CPA staff prior to delivery to participant.

Task #5 Deliverables:

1. Reviewed applications, to be documented in the Tracker.

2. Implementation of technical assistance, which includes the following deliverables:

2.1. Coordination meetings with participants.

2.2. Site assessment summary for base-tier sites

2.3. Site design report for comprehensive sites.

2.4. Technical documents for SCE applications.

2.5. Engineering site design documents.

2.6. Contractor bids selected by participants

2.7. Issued permits from Authority Having Jurisdiction (“AHJ”)

2.8. Confirmation from EVSP dashboards that chargers are operational. Confirmation from participants that chargers are placed into service.

Timeline for Task #5:

1. Applicant eligibility should be evaluated as they are received, with a determination of eligibility made within two (2) business days of receipt of application. Application status will be updated in the Tracker when a determination is made.

1.1. CPA will be informed of application status once a week during the coordination meetings (Task 3, Section 1)

5.1. Applicant will be informed of eligibility within two (2) business days of application receipt. Ineligible applications will be notified within 2 business days of receipt of application and allowed the opportunity to respond with additional qualifying information.

2. Technical assistance will commence as soon as it is requested by an eligible participant and will follow the following schedule:

2.1. For base-tier site assessments, the summary document will be completed within ten (10) business days of undertaking the remote assessment.

2.2. For comprehensive assessments, the site design will be completed within thirty (30) days of undertaking the assessment.

2.3. Technical documents for SCE applications will be provided as needed.

2.4. Engineering site design documents will be provided to CPA for review within fifteen (15) business days of receiving notice to proceed from a participant confirming their preferred option from the site design report.

2.5. Proactive engagement to support project completion will begin when requested by the participant.

Agenda Page 186

3. Deliverables will be shared with CPA staff for review at least three (3) business days prior to the participant deadline noted above, as defined in the Implementation Plan.

Task #6: Rebate Administration
Contractor will receive rebate applications via online webform, validate application eligibility and issue rebates on behalf of CPA.

1. Evaluate and manage rebate applications from all applicants, including those who did not participate in technical assistance.

1.1. Provide a dedicated Rebate Manager who will administer and maintain the online rebate platform to track applications, equipment purchased, and payments.

1.2. Verify the eligibility of the applicant to ensure that the participant and the project are eligible and that it meets all programmatic requirements as defined in the Implementation Plan (Task 1, Section 3), including verifying that the equipment has been installed.

1.3. Coordinate with CPA staff to screen for customer status, according to the process set forth in the Implementation Plan (Task 1, Section 3), by inputting customer information into CPA’s API to check customer status and coordinating with CPA to determine a path forward if the API results are inconclusive.

1.4. Coordinate with CPA, applicants, and relevant external organizations to evaluate applicants according to the equity eligibility criteria as defined in the Implementation Plan (Task 1, Section 3).

1.5. Track application status in the Tracker and inform CPA of issues as they arise.

Rebate application summaries and key updates to be provided in the coordination meetings (Task 3, Section 1).

2. Hold CPA funds in an escrow account in order to issue rebates to approved payees.

2.1. Develop and implement process for issuing rebates, with the internal capability to send rebate payments to eligible participants, either by electronic transfer or check.

3. Issue rebates on behalf of CPA to eligible applicants.

3.1. Collect all necessary information from approved payees in order to process rebate payments.

3.2. Provide a list of eligible rebate applications to CPA staff on a weekly basis for approval to issue payment.

3.3. Communicate with participants regarding the status of their rebate application, and work to resolve issues that arise.

3.4. Disburse customer payments to eligible CPA customers.

3.5. Track the issued payment and verify that payment has been accepted by the applicant.

3.6. Manage and resolve any participant questions regarding the rebate issuance.

Agenda Page 187
Task #6 Deliverables:

1. Tracking status of rebate applications in the Tracker, with summaries provided at coordination meetings.

2. Escrow account to hold rebate funds.

3. Send rebate payments to eligible participants and respond to participant questions.

Timeline for Task #6:

1. Applications will be evaluated as they are received, with a determination of eligibility made within two (2) business days of receipt of application.

2. CPA will prepay funds to Contractor prior to the Program launch.

3. Rebate payments must be sent out within ten (10) business days of receiving approval from CPA.

Task #7: Program Close out or Transition Services
Perform the following close out or transition services:

1. Program closeout.

1.1. If required by CPA, develop and deliver a program close out plan that documents the steps to close out the program, in coordination with CPA staff.

1.2. Undertake program closeout activities.

2. Transition plan.

2.1. If required by CPA, develop and deliver a transition plan that documents the steps to transition to a new implementation provider, if applicable.

2.2. Undertake program transition activities as described in the transition plan, which will include, but are not limited to, the following:

2.2.1. Transfer all CPA owned materials in a form usable by CPA or the new implementation provider with the exception of any customer data not permitted to be transferred to CPA under applicable law and regulation.

2.2.2. If needed, release all registered CPA customers for transition to new implementation provider.

2.2.3. Support transition, as may be reasonably directed by CPA, to new implementation provider.

2.2.4. Cooperate in a commercially reasonable manner with all parties involved in transition.

Task #7 Deliverables:

1. Close out or transition plan.

2. Close out or transition services.

Agenda Page 188
Timeline for Task #7:

1. Program close out plan will be requested no later than 120 days prior to the termination of the contract.

1.1. Close out plan will be provided ninety (90) days prior to expiration of termination of the contract.

1.2. Close-out services will be provided beginning ninety (90) days prior to expiration of termination of the contract.

2. The transition plan will be requested by CPA no later than 120 days prior to the termination of the contract.

2.1. Transition plan will be provided ninety (90) days prior to expiration of termination of the contract.

2.2. Transition services will be provided beginning ninety (90) days prior to expiration of termination of the contract.

Agenda Page 189
EXHIBIT B – INTENTIONALLY LEFT BLANK

Agenda Page 190
EXHIBIT C – COMPENSATION
Contractor shall satisfactorily provide all the contemplated Services detailed in Exhibit A at the following hourly rates specified in the Table 1 below and in compliance with the terms and conditions of this Agreement. Rates are subject to 5% annual escalation on January 1st of each year.

Table 1: Contractor’s Rate Schedule
Resource Hourly Rate for 2026
Vice President, Energy $261
Program Director $223
Program Manager $155
Technical Assistance QA/QC $169
Accounting Manager $127
Rebate Manager $145
VP, Marketing $214
Creative Director $207
Director, Marketing Strategy $171
Senior Digital Marketing Manager $142
Art Director $136
Sr. Technical Support and Web Administrator $139
Senior Director, IT and Digital Security $226
Business Analyst $98
Contractor shall not exceed the amounts specified for each of the Tasks listed in Tables 2, 3, and 4 below.

Table 2: Maximum Authorized Fees for the Initial Term
Initial Term September 7, 2026, through September 6, 2029 Task Description Estimated
Hours
Estimated
Participants
Maximum
Authorized Fees
1 Program Start Up
2 Resource Development 1,106 $197,457
3 Program Administration 956 $178,134
4 Outreach & Participant Screening 1,390
Not
Applicable
$235,080
Basic Tier Technical Assistance 542 17 $95,722
Comprehensive Tier Technical Assistance 4,979 28 $876,569 5 Additional Technical Assistance services if participant engagement exceeds the estimates above, if authorized in advance in writing by CPA $50,000 6 Rebate Administration 1,942 $302,692
7 Close Out or Transition Services 96
Not
Applicable $19,804
Maximum Authorized Fees for the Initial Term $1,955,458

Agenda Page 191
Table 3: Maximum Authorized Fees for the First Renewal Term First Renewal Term September 7, 2029, through September 6, 2030 Task Description Estimated
Hours
Estimated
Participants
Maximum
Authorized Fees
3 Program Administration 424 $90,523
4 Outreach & Participant Screening 460
Not
Applicable $85,724
Basic Tier Technical Assistance 351 11 $66,507
Comprehensive Tier Technical Assistance 2542 14 $475,198 5 Additional Technical Assistance services if participant engagement exceeds the estimates above, if authorized in advance in writing by CPA $25,000 6 Rebate Administration 762 $130,893
7 Close Out or Transition Services 96
Not
Applicable $20,794
Maximum Authorized Fees for the First Renewal Term $894,639 Table 4: Maximum Authorized Fees for the Second Renewal Term Second Renewal Term September 7, 2030, through September 6, 2031 Task Description Estimated
Hours
Estimated
Participants
Maximum
Authorized Fees
3 Program Administration 424 $95,049
4 Outreach & Participant Screening 460
Not
Applicable $90,010
Basic Tier Technical Assistance 351 11 $69,832
Comprehensive Tier Technical Assistance 2542 14 $498,958 5 Additional Technical Assistance services if participant engagement exceeds the estimates above, if authorized in advance in writing by CPA $25,000 6 Rebate Administration 762 $137,438
7 Close Out or Transition Services 96
Not
Applicable $21,834
Maximum Authorized Fees for the Second Renewal Term $938,120 All Services in support of the Task #5 (Technical Assistance) shall be tracked on a per participant project basis, when reasonably practical, and reported to CPA. Contractor shall seek CPA approval to continue working with basic tier participants that exceed $5,000 per project in Task #5 fees, and will seek approval to continue working with comprehensive tier participants that exceed $10,000 per project in Task #5 fees.

Any travel, administrative expenses, and materials (hereinafter, “Expenses”) will be billed in the amount incurred by Contractor for actual out-of-pocket cost, without any additional mark-up by Contractor. Any Expenses incurred shall be billed for the month in which the Expenses are incurred. Expense reports detailing all Expenses, along with receipts, shall be presented to CPA for reimbursement. All expenses must be approved by CPA in advance writing before they are

Agenda Page 192
incurred. The following Expenses set forth in Table 5 below may be eligible for reimbursement under this Agreement:

Table 5: Maximum Authorized Expenses
Description Initial Term First Renewal
Term
Second
Renewal Term
Mileage for outreach, on-site Technical
Assistance, and project completion
support
$6,169 $2,150 $2,250
Supplies for comprehensive tier Technical
Assistance $1,500 $525 $550
Translation and advertising Expenses $28,000 $5,325 $5,450 Maximum Authorized Expenses $35,669 $8,000 $8,250
The Total Maximum Amount that CPA shall pay Contractor, including any subcontractor that the Contractor may retain, for all Services and Expenses to be provided under this Professional Services Agreement shall not exceed One Million, Nine Hundred and Ninety-One Thousand, One Hundred And Twenty-Seven Dollars ($1,991,127) ("Not-to-Exceed" or "NTE") during the Initial Term.

Initial Term: Maximum Amount Up to and Not to Exceed $1,991,127 The Total Maximum Amount that CPA shall pay Contractor, including any subcontractor that the Contractor may retain, for all Services and Expenses to be provided under this Professional Services Agreement shall not exceed Nine Hundred Two Thousand, Six Hundred Thirty-Nine Dollars ($902,639) ("Not-to-Exceed" or "NTE") during the First Renewal Term, if authorized.

First Renewal Term: Maximum Amount Up to and Not to Exceed $902,639 The Total Maximum Amount that CPA shall pay Contractor, including any subcontractor that the Contractor may retain, for all Services and Expenses to be provided under this Professional Services Agreement shall not exceed Nine Hundred Forty-Six Thousand Three Hundred Seventy Dollars ($946,370) ("Not-to-Exceed" or "NTE") during the Second Renewal Term, if authorized.

Second Renewal Term: Maximum Amount Up to and Not to Exceed $946,370

Agenda Page 193
Contractor shall satisfactorily perform and complete, in the judgement of CPA, all required Services in accordance with Exhibit A notwithstanding the fact that total payment from CPA shall not exceed the NTE.

Agenda Page 194
EXHIBIT D – DATA PROTECTION REQUIREMENTS
To the extent applicable, Contractor shall comply with the following additional data protection requirements:

Agenda Page 195

CLEAN POWER ALLIANCE OF SOUTHERN CALIFORNIA
This Professional Services Agreement (this “Agreement”), dated and effective as of September 3, 2026 (the “Effective Date”), is made by and between:

CLEAN POWER ALLIANCE OF SOUTHERN CALIFORNIA (“CPA”), and CLEARESULT CONSULTING INC. (“Contractor”).

RECITALS
WHEREAS, CPA may contract with a provider for outreach to and engagement with property owners, technical assistance, and rebate administration services to implement CPA’s Apartment Building Cooling Assistance Program;
WHEREAS, CPA conducted a Request for Proposals (“RFP”) and CPA selected Contractor because Contractor has the expertise and experience to provide the specified services to CPA and offered CPA the Best Value;
WHEREAS, Contractor desires to provide these specified services to CPA; WHEREAS, the purpose of this Agreement is to set forth the terms and conditions upon which Contractor shall provide services to CPA;
NOW, THEREFORE, it is agreed based on the consideration set forth below by the Parties to this Agreement as follows:

AGREEMENT

1. Definitions.

1.2. The definition of “Confidential Information” is set forth in paragraph 10.2 of this Agreement.

1.3. “CPA Data” shall mean all data gathered or created by Contractor in the performance of the Services pursuant to this Agreement, including any customer or customer-related data.

Agenda Page 196

1.4. “CPA Information” shall mean all confidential, proprietary, or sensitive information provided by CPA to Contractor in connection with this Agreement.

1.6. “CPA Product” includes collectively CPA Data, CPA Information, and CPA Materials.

1.7. “Services” shall mean the scope of work Contractor provides to CPA as specified in Exhibit A.

2. Exhibits and Attachments.

The following exhibits and attachments are attached to this Agreement and incorporated into this Agreement by this reference:

Exhibit A – Scope of Work
Exhibit B – Contractor’s Workplan and Schedule
Exhibit C – Compensation
Exhibit D – Data Protection Requirements
Should a conflict arise between language in the body of this Agreement and any exhibit or attachment to this Agreement, the language in the body of this Agreement controls, followed by Exhibit A, B, C, and D in that order.

3. Services to be Performed by Contractor.

4. Compensation.

CPA agrees to compensate Contractor as specified in Exhibit C:

Agenda Page 197
calendar days after the date the invoice is submitted to CPA at the specified email address. All payments must be made in U.S. dollars.

5. Term.

Subject to compliance with all terms and conditions of this Agreement, the term of this Agreement shall be three (3) years from the Effective Date (“Initial Term”). At the end of the Initial Term, the Parties may renew this Agreement for two successive one (1) year terms for a maximum of two (2) additional years (each, a “Renewal Term”), unless either Party provides ninety (90) days prior written notice of its intent not to renew the term of the Agreement (“Renewal Notice”).

6. Termination.

6.1. Termination for Convenience.

CPA may, but shall not be required to, agree on any such equitable adjustment.

6.2. Termination for Default. If (a) Contractor fails to provide in any manner the Services or required under this Agreement, (b) CPA fails to make any undisputed payment as required under this Agreement, or (c) Contractor otherwise fails to comply with the terms of this Agreement, or violates any ordinance, regulation or law which applies to its performance herein, and such default continues uncured for thirty (30) calendar days after written notice is given to the defaulting party, the non-defaulting party may terminate this Agreement by giving five (5) business days' written notice. If the defaulting party requires more than thirty (30) calendar days to cure, the non-defaulting party may, at its sole discretion, authorize additional time as may reasonably

Agenda Page 198
be required to effect such cure provided that the defaulting party diligently and continuously pursues such cure.

6.3. Termination for Lack of Third-Party Funding. CPA may terminate this Agreement if funding for this Agreement is reduced or eliminated by a third-party funding source.

6.4. Effect of Termination.

6.4.1. Upon the effective date of expiration or termination of this Agreement:

6.4.1.1. Contractor may immediately cease providing Services in its entirety or if a termination to a part of the Agreement, cease providing the Services that have been terminated.

6.4.1.2. Any and all payment obligations of CPA under this Agreement will become due immediately except any equitable adjustment pursuant to Paragraph

6.1.2. 6.4.1.3. Contractor shall promptly transfer title and deliver to CPA all CPA Product or any work in progress pursuant to this Agreement.

7. Contract Materials.

8. Payments of Permits/Licenses.

9. No Recourse Against Constituent Members.

CPA is organized as a Joint Powers Authority in accordance with the Joint Exercise of Powers Act of the State of California (Government Code Section 6500, et seq.) pursuant to the Joint

Agenda Page 199
Powers Agreement and is a public entity separate from its constituent members. CPA shall solely be responsible for all debts, obligations and liabilities accruing and arising out of this Agreement. Contractor shall have no rights and shall not make any claims, take any actions or assert any remedies against any of CPA’s constituent members in connection with this Agreement.

10. Confidential Information.

10.2. Definition of “Confidential Information”.

10.2.1. The following constitutes “Confidential Information,” whether oral or written:

10.2.1.1. The terms and conditions of, and proposals and negotiations related to, this Agreement.

10.2.1.2. Information, in whatever form, that CPA shares with Contractor in the course and scope of this Agreement.

10.2.1.3. Information that either Contractor stamps or otherwise identifies as “confidential” or “proprietary” before disclosing it to the other.

10.2.2. Confidential Information shall not include:

10.2.2.1. Information that is generally available to the public or in the public domain at the time of disclosure.

10.2.2.2. Information that becomes publicly known other than through any breach of this Agreement by Contractor or its Representatives.

10.2.2.4. Information that Contractor or its Representatives develop independently without use of or reference to Confidential Information provided by Contractor.

10.2.2.5. Information that is approved for release in writing by Contractor.

Agenda Page 200

10.4. Third Party Request for Confidential Information. Upon request or demand of any third person or entity not a Party hereto pursuant to the California Public Records Act for production, inspection and/or copying of Confidential Information (“Requested Confidential Information”), CPA will as soon as practical notify Contractor in writing via email that such request has been made. Contractor will be solely responsible for taking at its sole expense whatever legal steps are necessary to prevent release to the third party of the Confidential Information designated by Contractor. If Contractor takes no such action after receiving the foregoing notice from CPA, CPA shall, at its discretion, be permitted to comply with the third party’s request or demand and is not required to defend against it. If Contractor does take or attempt to take such action, Contractor agrees to indemnify and hold harmless CPA, its officers, directors, employees, agents, and volunteers (“CPA Indemnified Parties”), from any claims, liability, award of attorneys’ fees, or damages, and to defend any action, claim, or lawsuit brought against any of CPA Indemnified Parties for Contractor’s attempt to prevent disclosure or CPA’s refusal to disclose any Confidential Information.

11. Insurance.

11.1. All required insurance coverages shall be substantiated with a certificate of insurance and must be signed by the insurer or its representative evidencing such insurance to CPA within ten (10) business days after the Agreement is fully executed. The general liability policy shall be endorsed naming Clean Power Alliance of Southern California and its employees, officers and agents as additional insureds. The certificate(s) of insurance and required endorsement shall be furnished to CPA prior to commencement of work and maintained throughout the Term and any Renewal Term. Contractor shall provide thirty (30) days’ advance written notice to CPA of any cancellation or reduction in coverage. Said policies shall remain in force through the life of this Agreement and shall be payable on a per occurrence basis only, except those required by paragraph 11.7 below which may be provided on a claims-made basis consistent with the criteria noted therein.

Agenda Page 201

Agenda Page 202
self-insured retention amount exceeds $100,000, CPA may ask for evidence that Contractor has segregated amounts in a special insurance reserve fund or Contractor’s general insurance reserves are adequate to provide the necessary coverage and CPA may conclusively rely thereon.

11.8. Contractor shall be responsible for initiating, maintaining and supervising all safety precautions and programs in connection with the performance of the Agreement.

Contractor shall monitor the safety of the job site(s) during the project to comply with all applicable federal, state, and local laws, and to follow safe work practices.

12. Indemnification.

13. Independent Contractor.

13.1. Contractor acknowledges that Contractor, its officers, employees, or agents will not be deemed to be an employee of CPA for any purpose whatsoever, including, but not limited to:

13.1.1. Eligibility for inclusion in any retirement or pension plan that may be provided to employees of Contractor.

13.1.2. Sick pay.

13.1.3. Paid non-working holidays.

13.1.4. Paid vacations or personal leave days.

13.1.5. Participation in any plan or program offering life, accident, or health insurance for employees of Contractor.

13.1.6. Participation in any medical reimbursement plan.

13.1.7. Any other fringe benefit plan that may be provided for employees of Contractor.

Agenda Page 203

Contractor agrees to provide CPA with copies of any registrations or filings made in connection with the work to be performed under this Agreement.

14. Compliance with Applicable Laws.

Contractor shall comply with any and all applicable federal, state, and local laws and resolutions affecting this Agreement or Services covered by this Agreement.

15. Use of Artificial Intelligence.

Contractor represents and warrants that it has the necessary rights and licenses to use any Generative AI.

15.3. Contractor represents and warrants that it has full power and authority to grant to CPA any rights or licenses related to work product, including that which may arise from Contractor’s use of Generative AI.

15.4. Contractor represents and warrants that its usage of Artificial Intelligence, production of deliverables, and performance of any Services will not misappropriate, violate, or infringe any third-party intellectual property rights.

16. Nondiscriminatory Employment.

Contractor and/or any permitted subcontractor shall not unlawfully discriminate against any individual based on race, color, religion, nationality, sex, sexual orientation, age, protected veteran status, or condition of disability. Contractor and/or any permitted subcontractor understands and agrees that Contractor and/or any permitted subcontractor is bound by and will comply with the nondiscrimination mandates of all federal, state, and local statutes, regulations, and ordinances.

17. Work Product.

Agenda Page 204
All finished and unfinished reports, plans, studies, documents and other writings prepared by and for Contractor, its officers, employees and agents in the course of implementing this Agreement shall become the sole property of CPA upon payment to Contractor for such work. CPA shall have the exclusive right to use such materials in its sole discretion without further compensation to Contractor or to any other party. Contractor shall, at CPA’s expense, provide such reports, plans, studies, documents and writings to CPA or any party CPA may designate, upon written request. Contractor may keep file reference copies of all documents prepared for CPA.

18. Notices.

In the case of CPA, to:

Name/Title: Theodore Bardacke, Chief Executive Officer
Address: 801 S. Grand Ave., Suite 400, Los Angeles, CA 90017 Telephone: (213) 376-4850
Email: [email protected]
In the case of Contractor, to:

Name/Title: CLEAResult Consulting Inc. Attn: Legal Department Address: 2000 SW First Ave, Suite 220, Portland OR 97201 Telephone: (503) 246-4636
Email: [email protected]

19. Assignment.

20. Subcontracting.

Agenda Page 205

21. Retention of Records and Audit Provision.

CPA shall have the right, during regular business hours (with a Contractor escort if performed in person; provided that such escort may not prevent, limit, or inhibit CPA’s rights to review and audit records under this Agreement), to review and audit all records relating to this Agreement during the Agreement period and for at least five (5) years from the date of the completion or termination of this Agreement. Any review or audit may be conducted on Contractor’s premises, or, at CPA’s option, Contractor shall provide all records within a maximum of fifteen (15) days upon receipt of written notice from CPA. Contractor shall refund any monies erroneously charged. Contractor shall have an opportunity to review and respond to or refute any report or summary of audit findings and shall promptly refund any overpayments made by CPA based on undisputed audit findings.

22. Conflict of Interest.

23. Publicity.

Agenda Page 206
Contractor shall not issue a press release or any public statement regarding the Agreement, Services contemplated by this Agreement, or any other related transaction unless CPA has agreed in writing the contents of any such public statement.

24. Governing Law, Jurisdiction, and Venue.

25. Amendments.

None of the terms and conditions of this Agreement may be changed, waived, modified or varied in any manner whatsoever unless in writing duly signed by the Parties.

26. Severability.

27. Complete Agreement.

28. Counterparts.

IN WITNESS WHEREOF, the parties have executed this Agreement on the date first above written.

Agenda Page 207
[Signature Page Follows]
Accepted and agreed to by: Accepted and agreed to by:

CLEAResult Consulting, Inc. Clean Power Alliance of Southern California Signature: ___________________________
Signature
:
___________________________
Name: ___________________________ Name: ___________________________ Title: ___________________________ Title: ___________________________

Agenda Page 208
EXHIBIT A – SCOPE OF WORK

PROJECT TASKS AND DELIVERABLES
Contractor shall be responsible for providing the services described herein to implement CPA’s Apartment Building Cooling Assistance Program (the “Program”). The Program will provide outreach and engagement, technical assistance, and rebates to owners of multifamily properties within CPA’s service territory to support their purchase and installation of efficient cooling equipment such as efficient air conditioners (“AC”) or room heat pumps. Multifamily properties are defined as attached properties of two (2) or more units. While not the primary focus of the Program, the Contractor will also offer customer support and rebate administration for tenants of multifamily properties who are interested in purchasing and installing the equipment themselves.

Contractor must account for the following tasks, and all tasks must be completed according to the timelines set forth below:

Task #1: Program Set Up and Plan Development
Contractor will collaborate with CPA staff to finalize the Program structure, develop detailed implementation and outreach plans, configure a customer relationship management (“CRM”) platform, and complete other activities necessary to launch the Program.

1. Program kick-off meeting. Lead a Program kick-off meeting with key CPA staff to prepare for the implementation of the Program. Provide meeting notes with a summary of key items discussed and any decisions made. During the kick-off meeting:

1.1. Provide a review of the scope of work, program objectives, and budget.

1.2. Identify key milestones, timelines, and dependencies in the launch process.

1.3. Review roles and responsibilities of key staff.

2. Develop an implementation plan (“Implementation Plan”) detailing key elements of the Program design and how key elements of the Program will operate. The Implementation Plan should include the following elements:

2.1. Participant eligibility. Detailed customer and property owner eligibility requirements and process for verification against those criteria. Participants can be either property owners or managers of multifamily properties receiving CPA service or tenants of multifamily properties that are CPA customers, who participate in the Program through technical assistance or rebates, and must meet these requirements at a minimum to be eligible:

2.1.1. Property receiving technical assistance must have and maintain an active CPA account.

2.1.2. Property and/or tenant applying for a rebate must have an active CPA account.

Agenda Page 209

2.1.3. Property must have two (2) or more attached housing units.

2.1.4. Properties may be eligible for “equity incentives” if they meet at least one (1) of the following requirements:

2.1.4.1. At least two-thirds (2/3) of the property’s tenants must be enrolled in California Alternate Rates for Energy (“CARE”) and/or Family Electric Rate Assistance (“FERA”).

2.1.4.2. At least two-thirds (2/3) of units in a multifamily property are designated as Deed-Restricted Affordable Housing by California Department of Housing and Community Development (“HCD").

2.2. Technical assistance. Define the process for offering virtual and in-person technical assistance, which must include an explanation of how Contractor will obtain approval to access any property, and detail the elements that will be evaluated and contained in the property owner report. This includes:

2.2.1. Technical assistance process.

2.2.2. Technical assistance property owner report template.

2.2.3. The form of a Participation Agreement to be executed by Contractor and participant that is receiving technical assistance, which must be approved by CPA in writing prior to commencement of any technical assistance work.

2.3. Participant support. Detail process for a potential participant to express interest in the Program.

2.3.1. Interest form available through a webform or other CPA-approved methods.

2.3.2. Program participant support contact information including email, phone, or other CPA approved methods.

2.3.3. Approach for providing support in English, Spanish, and Simplified Chinese, at a minimum.

2.3.4. Hours of operation (8:00am-5:00pm Monday-Friday Pacific Time at a minimum).

2.3.5. Define service level metrics and guaranteed response period (one (1) business days maximum).

2.4. Rebate administration. Document the process for validating, issuing and tracking incentive payments to participants.

2.5. Rebate structure. Detail final measures, requirements, and rebate levels.

2.5.1. CPA will determine rebate levels for the Program in its sole discretion, with consultation from Contractor.

2.6. Process for verifying participant, developed with CPA based on existing processes, and measuring eligibility.

3. Outreach plan. Develop a detailed plan to perform outreach (“Outreach Plan”) to enroll new participants and to provide on-going engagement of participants to drive enrollment in the Program.

Agenda Page 210

3.1. The Outreach Plan shall include a comprehensive roadmap of how outreach to at least 120 multifamily property owners during each 12-month period of the Term will be completed. The Outreach Plan must, at a minimum, include:

3.1.1. Property owner and manager outreach. Strategies to engage property owners and managers including other key stakeholders such as associations, contractors, or local governments.

3.1.2. Targeted recruitment. Approach to recruiting multifamily units within smaller multifamily properties (two (2) to ten (10) units) and buildings without existing air conditioning.

3.1.3. Onboarding. Approach to onboarding participants, handling requests, and providing on-going engagement and support.

3.1.4. Accessibility. Detailed plan for offering outreach and engagement in English, Spanish, and Simplified Chinese. Translations for print materials created by CPA will be provided by CPA. Offer solutions for different levels of technology, acumen and communication preferences.

3.2. Develop the Outreach Plan under the guidance of CPA’s Programs and Marketing & Communications teams.

3.2.1. External materials made for outreach must consider review timelines with CPA.

3.2.2. All outreach materials must adhere to CPA’s brand guidelines.

3.2.3. No outreach materials can be used externally until they receive written approval from CPA.

4. CRM system. Set up and configure a CRM system to manage and track all stages of the Program. The CRM system must be cloud-based and not hosted on CPA infrastructure.

The CRM will have the ability for CPA to view participant information directly, or as agreed upon with CPA staff. The CRM will document outreach and participant conversion, participant engagement, complaints, inquires, and rebates requested and issued. The CRM will also document the Program budget and progress towards key metrics. The CRM will ensure compliance with CPA’s record retention requirements. The CRM will include the following data at a minimum:

4.1. List of metrics and key performance indicators (“KPIs”) to be tracked, as approved by CPA.

4.2. Detailed budget and anticipated monthly spend.

4.3. Participant name and contact information (email, phone number, address).

4.4. Participant Southern California Edison (“SCE”) account number.

4.5. Participant equity incentive eligibility status.

4.6. Participant property details, such as the quantity of housing units at the property, property configuration, and existing cooling equipment.

4.7. Scope of work property is interested in installing,

4.8. Key milestones and duration of project development and installation activities.

4.8.1. Date of engagement (when was the participant first contacted).

Agenda Page 211

4.8.2. Date of assessment (if the participant pursues technical assistance through the Program).

4.8.3. Date of enrollment (when the participant first reserved funding from the Program).

4.8.4. Expected completion date.

4.8.5. Installation completion date.

4.8.6. Rebate milestones, such as reserved amount of rebate and the date the rebate was issued.

4.8.7. Program reporting dashboards and/or reporting template.

5. Equipment type installed, including installer, costs, and other funding sources utilized.

6. Outreach collateral. Creation of print collateral pieces needed for Program launch and operation, including but not limited to:

6.1. Customer outreach and engagement materials, as described in Task #3.

6.2. Terms and conditions and/or any other required documents necessary to enableT participant enrollment.

6.3. Task #1 Deliverables:

1. Completion of Program kick-off meeting and notes.

2. Implementation Plan approved by CPA.

3. Outreach Plan approved by CPA.

4. Completed CRM system.

5. Outreach collateral.

Timeline for Task #1:

1. Program kick-off meeting within two (2) weeks of Effective Date. Notes within one (1) business day of the kick-off meeting.

2. First draft Implementation Plan within thirty (30) days of Effective Date.

3. Final draft Implementation Plan within fifteen (15) days of receiving feedback from CPA staff.

4. First draft Outreach Plan within thirty (30) days of Effective Date.

5. Final draft Outreach Plan within fifteen (15) days of receiving feedback from CPA.

6. CRM system implementation completed within sixty (60) days of Effective Date, unless day 60 falls on a weekend, then implementation will be completed on the following business day.

7. Initial outreach collateral developed within forty-five (45) days of Effective Date.

8. Additional program collateral developed within ninety (90) days of Effective Date.

Task #2: Program Launch and Implementation

Agenda Page 212
Contractor will launch the Program in coordination with CPA staff based upon the agreed upon Implementation Plan and Outreach Plan created in Task #1. The Implementation Plan shall include all aspects of Program implementation and shall be managed under the direction and oversight of CPA staff. During the implementation of the Program, participant information shall be recorded through the CRM system and reported on a cadence agreed upon with CPA staff.

1. On-going Program implementation. Execute Program delivery as documented in the Implementation Plan and manage required activities under the direction and oversight of CPA. Any changes in Program implementation approaches must be approved by CPA in writing via email. This includes the following items, with additional details provided in their respective sections:

1.1. Perform prospective participant outreach and engagement. (Task #3 Section 1).

1.2. Host Program email and phone contact methods and respond to inquiries. (Task #3 Section 1).

1.3. Provide technical assistance (Task #4 Section 2).

1.4. Manage rebate portal and administer rebate verification and payments. (Task #5 Section 1).

1.5. Maintain CRM system and provide required reporting (Task #2 Section 2).

2. Manage CRM system. Maintain the CRM system to collect relevant project data to implement the Program.

2.1. New participants’ property information should be updated within one (1) business day of initial contact with the Program.

2.2. CPA will be provided access to the CRM system.

2.3. The CPA team will be informed of project data through weekly progress meetings.

The following information will be tracked and reported within the CRM system:

2.3.1. Key milestones and duration of project development and installation activities.

2.3.2. Equipment installed, installer costs, and any other funding sources utilized.

2.3.3. Amount of rebate funds reserved and rebate paid to participants.

3. Program meetings. Organize and host meetings, including:

3.1. Weekly progress meetings. Set up weekly check-in meetings on an agreed upon recurring schedule throughout the period of performance.

3.1.1. Work with CPA to determine the agenda of weekly check-in calls at minimum one (1) business day prior to the meeting.

3.1.2. Issue meeting minutes within one (1) business day of the meeting, which will summarize the discussion, actions items, and any decisions made during the meeting.

3.1.3. Meetings will focus on progress updates; reviewing deliverables; and determining expected milestones for the next meeting, including the following status updates:

Agenda Page 213

3.1.3.1. Status summary, including project progress, timelines for deliverables, challenges encountered, recommendations for improvement, and future short-term and long-term objectives.

3.1.3.2. Enrollment summary, which includes total enrollments, new enrollments, pending enrollments, unsuccessful enrollments, and Participants who have opted out of the Program.

3.1.3.3. Participation summary, reporting on the frequency of participation amongst participants in the Program. This may include the average number of calls or emails the Program receives weekly, daily, etc.

3.1.4. Annual review meeting. Host an annual review meeting with CPA to review annual performance and discuss strategies for improvement.

3.1.4.1. Work with CPA’ to determine the agenda of the annual review meeting at minimum one (1) week prior to the meeting.

3.1.4.2. Issue meeting minutes within one (1) business day of the meeting, summarizing the discussion, actions items, and any decisions made during the meeting.

3.2. Program reporting. Provide on-going reporting to CPA. All reporting will be shared using CPA’s external SharePoint, or other secure method approved by CPA. Data extracts of underlying data will be provided in an agreed upon format upon request to support CPA reporting and data collection efforts. This will include:

3.2.1. Weekly participant enrollment status reporting. Provide CPA with a detailed report or access to a shared system of Participant enrollment status each week. This report will contain the following:

3.2.1.1. Participant information, including name, participant type (property owner or tenant), SCE account number, service address, email address, and phone number.

3.2.1.2. Participant property information, including unit count of property, whether property needs technical assistance, number of heat pumps or ACs being installed, type of heat pump or AC installed, and make and model of heat pump or AC installed.

3.2.1.3. Rebate information, including amount of rebate available, application status, and information of whether the property is utilizing other rebate or funding sources for the project.

3.2.2. Annual report.

3.2.2.1. Provide a high-level report to review progress that includes an executive summary, major accomplishments to date, lessons learned and recommendations for future work, summary of key metrics, and financial summary comparing actual expenditures to the Project budget.

3.2.2.2. Reports will be submitted to CPA for approval before being finalized. The annual report should include KPIs developed as part of Task #1 and additional elements developed over time or directed by CPA.

Agenda Page 214

3.2.2.3. Annual reports will evaluate Program performance and suggest methods for reaching and enrolling more participants.

4. Distributor and retailer coordination. Provide participants with guidance and resources to find products that meet the Program’s requirements, including:

4.1. List of retailers and distributors that sell eligible equipment. This list should be updated at least quarterly.

4.2. Collaborate with retailers and distributors to encourage stocking of eligible equipment in stores in CPA’s service territory.

4.3. Track and coordinate with mutually agreed upon statewide efforts to promote eligible products.

Task #2 Deliverables:

1. Completion of Program implementation and delivery activities.

2. Management of the CRM system.

3. Weekly meetings and notes.

4. Monthly reports.

5. Annual reports.

6. Ongoing maintenance of the distributor and retailer list.

Timeline for Task #2:

1. Retailer and distributor list provided quarterly.

2. Weekly progress meetings conducted throughout the term of the Program.

3. Annual meeting to be held one (1) year after Effective Date, and annually after that.

4. Annual report to be held one (1) year after Effective Date, and annually after that.

Task #3: Program Outreach and Engagement
Contractor will complete the following outreach activities to engage potential participants in the Program and support their ongoing engagement. Education and outreach should be provided, at a minimum, in English, Spanish, and simplified Chinese. Any translations that are produced by CPA will be provided to Contractor. Translations will be provided by CPA. Activities should follow the outreach plan and all materials must be approved in advance by CPA.

1. Property manager and owner outreach. Utilize existing relationships and databases of prospective participants to undertake proactive outreach. This should include, but is not limited to:

1.1. Leveraging relationships where possible, such as through cobranding, collaborating campaigns, joint promotions, and shared marketing assets that can amplify reach

Agenda Page 215
and impact to multifamily property owners or contractors focused on multifamily properties.

1.2. Engaging prospective participants both in-person or virtually using culturally and linguistically appropriate approaches designed to reflect the communities served with the intent to onboard them into the Program, supporting participants who need technical assistance and those that seek only rebates. Engagement may include:

1.2.1. Attending local community events associated with multifamily properties, extreme heat, or other topics as mutually agreed upon.

1.2.2. Providing presentations to associations, property managers, owners, and other potential participants to educate them about the Program and its benefits.

1.2.3. Outreach to multifamily properties through phone or email.

1.2.4. Collaboration with local organizations that support tenants with cooling access.

1.3. Work with CPA to develop targeting criteria and outreach materials. CPA will assist in distributing materials through its available outreach channels based on the agreed-upon targeting criteria.

2. Participant support.

2.1. Provide a trained and knowledgeable point of contact (“POC”) to support inquiries with a response time of one (1) business day for inquires in English, and two (2) business days for non-English inquiries, or less via a dedicated email address or phone number. The POC should be able to provide support and answer questions in English, Spanish, and simplified Chinese. All engagements should be tracked and summarized in the CRM.

2.2. Provide a list of potential questions expected to be received by the POC and draft planned responses, to be reviewed and revised by CPA staff. This is to ensure alignment with CPA on the general approach to questions that are likely to be received.

2.3. Individual tenant support for prospective participants who are interested in rebates for efficient cooling measures but are not the owner or manager of the property.

3. Maintain awareness and coordinate with other multifamily-focused offerings applicable to Program participants. This includes other programs that potential participants can use to support their project and other multifamily programs at CPA.

3.1. Maintain a list of existing cooling programs that are relevant to the multifamily sector to share the opportunities with prospective participants where appropriate.

Be prepared to answer questions about the relative pros and cons of different programs and make recommendations based on the prospective participant’s needs. Update this list quarterly.

3.2. CPA may have other multifamily-focused offerings. Contractor will maintain awareness of CPA’s active multifamily programs and coordinate cross-promotions

Agenda Page 216
and participant hand-offs with CPA staff and other vendors as needed. This can include funneling projects to the other program(s) as appropriate, working with CPA staff to coordinate work at a property that is participating in both programs, and coordinating with CPA on internal programs from program launch throughout the duration of the Program.

4. Optional Community Based Organization (“CBO”) outreach and support, specifically for tenant outreach and engagement. This optional item must be approved to proceed via email from the CPA Program Manager.

4.1. Contractor will submit a detailed plan listing what CBO(s) will be leveraged and providing a scope of work for CPA’s approval prior to contracting with any CBO.

Task #3 Deliverables:

1. Program outreach summaries incorporated into weekly progress meetings.

2. POC provided.

3. List of existing multifamily programs.

Timeline for Task #3:

1. Program outreach summaries will be delivered in the weekly progress meetings beginning after completion of Program setup and Program launch and implementation (Tasks #1 & #2).

2. POC will be made available at Program launch and continue through the duration of the Program.

3. Updates of existing multifamily programs list provided quarterly.

Task #4: Technical Assistance
Contractor shall receive and evaluate applications for technical assistance and provide technical assistance that supports participants in evaluating what type of cooling equipment would function best for their property type. This should include relevant recommendations for other upgrades to support the property’s cooling needs. Technical assistance will only be available to property owners or managers, not individual tenants. Technical assistance deliverable templates will undergo a review and be approved by CPA staff prior to delivery to participants.

1. Enrollment in technical assistance. Receive, review, and manage all requests for technical assistance in accordance with the process set forth in the Implementation Plan (Task #1 Section 2).

1.1. Evaluate the eligibility of the participant to ensure they meet all programmatic requirements as defined in the Implementation Plan.

Agenda Page 217

1.1.1. Validate CPA account. Coordinate with CPA staff to confirm the participant has a valid CPA account using CPA-approved methods as described in Task #5.

1.1.2. Determine if the participant’s site is eligible for technical assistance (participant must be property owner or manager).

1.2. Perform an assessment of participant preference in cooling equipment, a high-level assessment of major roadblocks to installation, and any other processes as described in the Program implementation plan (Task #1 Section 2)

1.3. Track technical assistance eligibility status in the CRM and communicate with the participant the status of their request within one (2) business days after submission.

2. Virtual or in-person technical assistance. Schedule a virtual or in-person technical assistance session with the participant, within one (1) week of confirming eligibility.

2.1. Before any technical assistance is provided, Contractor is responsible for obtaining permission for access to the property.

2.2. Perform site assessment either virtually or in person. This will assess, at a minimum, the existing cooling equipment, available capacity, existing envelope conditions (e.g., window R-factor (if specs are available), window sealant, weather stripping, etc.) and general feasibility of installing cooling based on building configuration and electric panel capacity.

2.3. Site assessment report will be produced after the site assessment and provided to the participant within three (3) business days. Offer to review the information during a phone call if desired by the participant. Site assessment report may contain:

2.3.1. Status of the participant’s building envelope; windows, insulation and potential air leakage that was detected during site assessment.

2.3.2. Status of the existing cooling equipment.

2.3.3. Total cubic volume of space of property that can be conditioned.

2.3.4. Resources that the participant may use to find equipment that will meet the participant’s needs.

2.3.5. Recommendations for other upgrades (example: insulation, weatherstripping, etc.) and resources to applicable programs that can provide rebates or incentives for the participant.

3. Participant support once enrolled in technical assistance. This includes:

3.1. Provide an assigned point of contact for each participant, with a turnaround time of one (1) business day for confirmation of receiving the request and five (5) business days or less to provide answers to all questions. This point of contact will provide all communications and deliverables to the assigned participant on behalf of the Program.

3.2. Coordination meetings with the participants, at a frequency appropriate for the project and level of technical assistance, as agreed upon with participant. During coordination meetings with participants.

Agenda Page 218

3.3. Provide participants with guidance on how to reserve funding through the Program and provide optional review of equipment before participant purchase and install.

Task #4 Deliverables:

1. Participant enrollment in technical assistance.

2. Virtual or in person site assessments.

3. Site assessment report.

4. Ongoing participant support.

Timeline for Task #4:

1. Participant enrollment within (1) business day of receiving complete enrollment information.

2. Site assessment scheduled within one (1) week of enrollment.

3. Site assessment report provided within three (3) business days of completion of the site assessment.

Task #5: Rebate Administration
Contractor will receive rebate applications via an online application portal, validate participants, determine participant eligibility, and issue rebates on behalf of CPA.

1. Develop and maintain a web-based application portal.

1.1. Application portal will align with CPA branding and will be reviewed and approved by CPA before going live.

1.2. Make commercially reasonable efforts to follow CPA staff recommendations on user interface and process flow or suggest alternatives to address CPA recommendations in order to enable a streamlined participant experience.

1.3. Portal is to be available in English, Spanish, and Simplified Chinese. Any translations that are produced by CPA will be provided to Contractor.

1.4. There should be submission pathways for property owners and managers to submit applications for an entire building or property and a direct application for a singular tenant to apply for the rebate for efficient room AC or room heat pump.

1.5. Participant support, as detailed in Task #3 Section 3, will be available via email or phone to troubleshoot participant issues, questions, and complaints.

2. Evaluate and manage rebate applications from participants, including those who did not participate in technical assistance.

2.1. Verify the eligibility of the applicant to ensure that the participant meets all programmatic requirements as defined in the Implementation Plan (Task #1 Section 2).

Agenda Page 219

2.1.1. Screen for active CPA account using CPA approved method such as an application programming interface (“API”) to check participant status, according to the process set forth in the Implementation Plan (Task #1 Section 2).

2.2. Verify measures are eligible and that the equipment has been purchased and installed.

2.3. Verify measure costs and ensure rebate value does not exceed costs.

2.4. Track application status in the tracker and inform CPA of issues as they arise.

Rebate application summaries and key updates to be provided in the weekly coordination meetings (Task #2 Section2).

3. Issue rebates on behalf of CPA to eligible and approved applicants.

3.1. Develop and implement process for issuing rebates (which shall be subject to CPA’s written approval), using internal capabilities to send rebate payments to eligible participants, either by electronic transfer or check.

3.2. Collect all necessary information from approved payees in order to process rebate payments.

3.3. Communicate with participants regarding the status of their rebate application, and work to resolve issues that arise.

3.4. Contractor shall disburse participant payments to eligible CPA customers by drawing down on the Prepaid Balance as applications are approved for payment as described in Task #5 Section 4 below.

3.5. Track the issued payment and verify that payment has been accepted by the applicant.

3.6. Manage and resolve any participant questions regarding the rebate issuance.

3.7. Provide a reconciliation report to CPA that details rebate payments made to CPA customers, including erroneous payments.

4. Prepaid Balance and Customer Payments

4.1. CPA shall be solely responsible for funding Customer Payments pursuant to the process stated below.

4.2. Contractor shall establish a dedicated bank account ("Dedicated Account") that will be solely used for the Prepaid Balance and Customer Payments. The Dedicated Account will be held at a nationally recognized bank opened in the name of CLEARESULT CONSULTING, INC. and called Clean Power Alliance. Contractor will provide monthly bank statements pertaining to the Dedicated Account upon request by CPA.

4.3. Contractor will invoice CPA a prepayment amount of $100,000 (“Prepaid Balance”) upon mutual agreement, in writing via email, of the Implementation Plan for eligible customer incentives (“Customer Payments”). Eligibility for purposes of Customer Payments is to be defined by CPA in consultation with Contractor.

4.4. Contractor shall submit to CPA on a monthly basis an invoice for any Customer Payments, supporting invoices detailing funds transferred to customers to pay

Agenda Page 220
Customer Payments, and other supporting documentation reasonably requested by CPA.

Contractor to invoice CPA for (a) any amounts drawn down from the Prepaid Balance; or (b) in the event that the Customer Payments exceed the Prepaid Balance, the full amount of the Prepaid Balance plus the amount of such excess. Notwithstanding anything to the contrary in this agreement, if CPA (i) fails to pay an invoice to replenish the Prepaid Balance as and when due or (ii) otherwise breaches its obligations or defaults under this agreement, then Contractor will have no obligation to pay any Customer Payments unless and until (x) CPA has replenished the full amount of the Prepaid Balance and paid any other amounts due, and (y) any such breach or default has been cured.

4.5. Contractor acknowledges and agrees that the funds in the Prepaid Balance are property of CPA, not Contractor, and the transfer of funds to the Prepaid Balance does not constitute a payment from CPA to Contractor; provided that, notwithstanding the foregoing or anything to the contrary in this agreement, (a) ownership of the funds in the Prepaid Balance will transfer from CPA to Contractor on a dollar-for-dollar basis as Customer Payment obligations accrue to Contractor, and (b) until the earlier of (x) the expiration or earlier termination of this agreement and (y) the date when no future Customer Payments are contemplated by this agreement to be paid by Contractor, CPA shall have no right to withdraw funds from the Prepaid Balance.

5. Customer Incentives.

5.1. Contractor shall pay Customer Incentives to eligible customers (“Customer Payments”) on behalf of CPA. The total amount of Customer Payments during each specified term of this Agreement shall not exceed the estimated amounts set forth in Tables 1 and 2 below without the prior written approval of CPA. Customer Incentives are only to be paid upon successful enrollment of customers into the program and Customer Payments may not commence until authorized by CPA.

5.2. The estimated Customer Incentive budget below assumes a Program target of 5,000 cooling units installed, of which approximately 20% are Market Rate participants and 80% are Equity participants, with an assumed mix of 25% room air conditioners and 75% room heat pumps within each tier. CPA retains the sole discretion over measures and rebate levels, and will work with Contractor to finalize incentive levels prior to program launch and re-evaluate as needed during the term of the contract. Two rebate scenarios are presented; the applicable scenario will be determined by CPA.

Table 1: Draft Rebate Schedule
Description Market Rate Equity
Efficient Room Air Conditioner $90 - TBD $300
Room Heat Pump $350 - TBD [$750 / $1,200 — TBD]

Agenda Page 221
Additional Measures as Directed
by CPA

TBD TBD
Table 2: Estimated Customer Incentives
Measure & Eligibility Tier Estimated Units Rebate Estimated Incentives Market Rate – Efficient Room AC 250 $90 $22,500
Market Rate – Room Heat Pump 750 $350 $262,500
Equity – Efficient Room AC 1,000 $300 $300,000
Equity – Room Heat Pump (Scenario
A, $750) 3,000 $750 $2,250,000
Estimated Total Customer Incentives — Scenario A (Equity RHP $750) $2,835,000 Task #5 Deliverables:

1. Tracker with status of rebate applications and shared summaries at weekly coordination meetings.

2. Management of Prepaid Balance.

3. Rebate payments sent to eligible participants, along with providing support for participant questions.

4. Monthly rebate reconciliation report.

Timeline for Task #5:

1. Applications will be evaluated by as they are received, with a determination of eligibility, notice of approval, request for additional information, or rejection made within two (2) business days.

2. Execution of application portal within 120 calendar days of Effective Date.

3. CPA will fund the Prepaid Balance prior to the Program launch.

4. Rebate payments must be sent out within two (2) business days of application approval.

Task #6: Program Ramp Down
Prior to the expiration of the Program term or termination of the contract, and continuing until such time as the transition services are complete, Contractor shall perform the following transition services:

1. Transition services.

1.1. Develop and deliver a transition plan ninety (90) days prior to expiration of the Program term of termination of the contract.

1.2. Support transition, as may be reasonably directed by CPA, to a new implementation provider, if applicable.

Agenda Page 222

1.3. Transfer all CPA product(s) in a form usable by CPA or, if applicable, a new implementation provider, with the exception of any customer data not permitted to be transferred to CPA under applicable laws and regulations.

1.4. If needed, release all registered CPA customers for transition to a new implementation provider.

1.5. Cooperate in a commercially reasonable manner with all parties involved in transition.

1.6. CPA shall not be responsible for the removal of any installed equipment.

1.7. CPA will hold back 5% of implementation funds until ninety (90) days after the Program completion date.

2. Final report.

2.1. Provide a final report at the close of the Program term for public distribution, subject to review and approval by CPA. The report format will include an executive summary, challenges encountered, lessons learned, best practices of post installation rebate programs, summary of total Program cost, financial reconciliation of the Program and impact and key performance indicators utilized in annual reports.

Task #6 Deliverables:

1. Completion of transition services as set forth above.

2. Final report to assess the results of the Program.

Timeline for Task #6:

1. Transition services to begin ninety (90) days prior to the expiration of the Program term or termination of the contract and continue until such time as the transition services are complete.

2. Final report to be delivered no later than thirty (30) days prior to the end of the Program term.

Agenda Page 223
EXHIBIT B – INTENTIONALLY LEFT BLANK

Agenda Page 224
EXHIBIT C – COMPENSATION
Contractor shall satisfactorily provide all the contemplated Services detailed in Exhibit A at the following hourly rates specified in the table below and in compliance with the terms and conditions of this Agreement.

Table 1: Contractor’s Rate Schedule
Description Resource *Hourly
Rate
Program Manager $142
Operations Account Management Consultant $153
Senior Operations Analyst $98
Support Specialist I $55
ICS Team Lead $58
ICS Supervisor $78
ICS Manager $99
ICS Manager (Account Manager) $99
Training Specialist $72
ICS Director $182
Contact Center
Workflow & Reporting Analyst $98
Processing Specialist I $55
ICS Team Lead $58
ICS Supervisor $78
ICS Manager $99
ICS Manager (Account Manager) $99
Training Specialist $72
ICS Director $182
Application
Processing
Workflow & Reporting Analyst $98
Marketing Account Portfolio Manager $182
Manager of Marketing Account
Management $142
Marketing Account Manager $108
Media Analyst $98
Creative Director $0
Graphic Designer $87
Copywriter $87
Marketing
Producer $98
Market Outreach Market Outreach $105
Super Copy Editors Copy Editing $94
*Upon the anniversary of the Effective Date, there will be an annual price escalation to the lesser of 1) the twelve (12) month employment cost index as reported by the Bureau of Labor Statistics, or 2) five percent (5%). The annual price escalation is to not be less than one percent (1%).

Agenda Page 225
Contractor shall not exceed the Maximum Authorized Fees specified for each of the Tasks listed in Tables 2, 3 and 4 below:

Table 2: Maximum Authorized Fees for the Initial Term
Initial Term September 4, 2026, through September 3, 2029 Contract (Task) Item Estimated Due Date Not to Exceed Amount Task 1:

Program Set Up and Plan Development November 5, 2026 $105,292 Task 2:

Program Launch and Implementation November 5, 2026 $308,194 Task 3:

Program Outreach and Engagement November 5, 2026 $402,601 Task #4:

Technical Assistance (Virtual) November 5, 2026 $522,972 Task #4:

Technical Assistance (In-Person) November 5, 2026 $290,325 Task #5:

Rebate Administration January 14, 2027 $119,630
Task #6:

Program Ramp Down September 3, 2029 $0
Maximum Authorized Fees for the Initial Term Up to $1,749,014 Table 3: Maximum Authorized Fees for the First Renewal Term First Renewal Term September 4, 2029, through September 3, 2030 Contract (Task) Item Estimated Due Date Not to Exceed Amount Task 2:

Program Launch and Implementation September 4, 2029 $113,171 Task 3:

Program Outreach and Engagement September 4, 2029 $126,075 Task #4:

Technical Assistance (Virtual) September 4, 2029 $191,717 Task #4:

Technical Assistance (In-Person) September 4, 2029 $106,436 Task #5:

Rebate Administration September 4, 2029 $45,126
Task #6:

Program Ramp Down June 5, 2030 $0
Maximum Authorized Fees for the First Renewal Term Up to $582,526

Agenda Page 226
Table 4: Maximum Authorized Fees for the Second Renewal Term Second Renewal Term September 4, 2030, through September 3, 2031 Contract (Task) Item Estimated Due Date Not to Exceed Amount Task 2:

Program Launch and Implementation September 4, 2030 $89,122 Task 3:

Program Outreach and Engagement September 4 2030 $126,104 Task #4:

Technical Assistance (Virtual) September 4, 2030 $201,303 Task #4:

Technical Assistance (In-Person) September 4, 2030 $111,758 Task #5:

Rebate Administration September 4, 2030 $47,382
Task #6:

Program Ramp Down June 5, 2031 $29,707
Maximum Authorized Fees for the Second Renewal Term Up to $605,377 Any travel, administrative expenses, and materials (hereinafter, “Expenses”) will be billed in the amount incurred by Contractor for actual out-of-pocket cost, without any additional mark-up by Contractor. Any Expenses incurred shall be billed for the month in which the Expenses are incurred. Expense reports detailing all Expenses, along with receipts, shall be presented to CPA for reimbursement. All expenses must be approved by CPA in advance writing before they are incurred. the following Expenses set forth in Table 5 below may be eligible for reimbursement under this Agreement:

Table 5: Maximum Authorized Expenses
Expense Description Initial
Term
First Renewal
Term
Second Renewal
Term
Travel, including mileage ($0.75/mi),
meals, and lodging $8,865 $3,204 $3,364
Marketing materials and media $25,338 $7,075 $7,113
IT systems licensing, support and
payment processing costs $11,460 $2,878 $4,317
Maximum Authorized Expenses $45,662 $13,156 $14,793
The Total Maximum Amount that CPA shall pay Contractor, including any subcontractor that the Contractor may retain, for all Services and Expenses to be provided under this Professional Services Agreement shall not exceed One Million Seventy Hundred Ninety-Four Thousand Six Hundred Seventy-Six Dollars ($1,794,676) ("Not-to-Exceed" or "NTE") during the Initial Term.

Agenda Page 227
Initial Term: Maximum Amount Up to and Not to Exceed $1,794,676 The Total Maximum Amount that CPA shall pay Contractor, including any subcontractor that the Contractor may retain, for all Services and Expenses to be provided under this Professional Services Agreement shall not exceed Five Hundred Ninety-Five Thousand Six Hundred Eighty-Two Dollars ($595,682) ("Not-to-Exceed" or "NTE") during the First Renewal Term, if authorized.

First Renewal Term: Maximum Amount Up to and Not to Exceed $595,682 The Total Maximum Amount that CPA shall pay Contractor, including any subcontractor that the Contractor may retain, for all Services and Expenses to be provided under this Professional Services Agreement shall not exceed Six Hundred Twenty Thousand One Hundred Seventy Dollars ($620,170) ("Not-to-Exceed" or "NTE") during the Second Renewal Term, if authorized.

Second Renewal Term: Maximum Amount Up to and Not to Exceed $620,170 Contractor shall satisfactorily perform and complete, in the judgement of CPA, all required Services in accordance with Exhibit A notwithstanding the fact that total payment from CPA shall not exceed the NTE.

Agenda Page 228
EXHIBIT D – DATA PROTECTION REQUIREMENTS
To the extent applicable, Contractor shall comply with the following additional data protection requirements:

Agenda Page 229
Management Report
To: Board of Directors
Subject: Management Report
Date: September 3, 2026
Retreat RSVP Reminder
September 4 is the last day to RSVP for the Sept 18 Board Retreat. If you have not done so already, please fill out the RSVP form or email [email protected] with your status.

Energized Communities Grant Deadline
CPA plans to close the current round of Energized Communities grant funding for member agencies at the end of December 2026 to focus on project execution and launching a second round of funding in 2027 for member agencies who have completed their first round projects or who did not participate in the first round. Per the Member Agency Programs Quarterly Report (Agenda Item 7), twelve of CPA’s 38 member agencies have yet to execute an Energized Communities Participation Agreement for this round; Board Directors of those agencies are encouraged to work with their city staff to make a selection and execute a Participation Agreement prior to the end of the year. Member agencies have up to three years to complete projects from the date of Participation Agreement execution.

TOU-Smart Update
Beginning on August 1, customers who have been selected for the TOU-SMART pilot program began receiving the first of two official program notices. A second notice will arrive to customers in early September prior to the official launch of the pilot program in October. The TOU-SMART pilot program will default approximately 4,200 residential customers with high electrification needs in their homes (EV charging, heat pump water heaters, electric pool pumps, etc.) onto CPA’s TOU-SMART rate, which now offers zero-cost generation charges from the 8AM – 4PM time period. Customers who are defaulted

Agenda Page 230
Board of Directors Management Report
into the pilot program are being separated into two cohorts, one which will receive messaging focused on the zero-cost element of the TOU-SMART rate and the other which will receive messaging focused on environmental/health benefits. In collaboration with researchers from UCLA, CPA will be analyzing the results of the pilot over a two-year period to inform other rate designs and program marketing message emphases.

The idea of a state-wide “zero-cost” time period for electricity in the middle of the day has recently been the subject of several news media reports related to the upcoming gubernatorial election.

Legislative Update
The Board will be provided with a verbal update on the close of the 2025-2026 legislative session and any advocacy requests on priority bills that reached the governor’s desk.

State EV Incentives Resume for First Time Buyers
Over the summer, California launched a $135 million program – MyFirstEV – to provide point-of-sale incentives for first-time EV buyers. Purchasers of both new ($3,500 incentive) and used ($1,750 incentive) vehicles are eligible to receive the incentives, which are available only to vehicles priced less than $50,000 (new) and $25,000 (used).1 The California Air Resources Board expects to incentivize the purchase of over 73,000 vehicles through this program. The use of a point-of-sale incentive coordinated directly with manufacturers and dealers rather than a customer rebate acquired though an application process is a model for these types of incentives that is growing in popularity.

Monthly Financial Performance
CPA’s net position in May increased by $19.4 million, 23% less than the budgeted increase of $25.3 million. May results were below budget largely due to the interim rate reduction approved by the Board in January and which took effect in February. Through the first eleven months of the 2025/26 fiscal year, CPA has recorded an increase to the net position of $92.3 million, 62% higher than the budgeted net increase of $30.6 million.

The monthly financial dashboard for May 2026 is provided in Attachment 1. 1 These price caps do not apply to California-based manufacturers.

State EV Incentives Resume for First Time Buyers
Agenda Page 231
Board of Directors Management Report
CPA is in the process of its year-end fiscal closing and annual financial audit. Full year financial and audit results are scheduled to be presented to the Finance Committee on October 28 and to the full Board on November 5.

Customer Participation Rate and Opt Actions
As of August 24, CPA’s overall participation rate was 93.0%, unchanged from both the previous month and the rolling 6-month average. CPA had 1,075,804 active customers as of August 24, up 1,642 customers from the month before. Opt-outs through August 25 – 335 – were up slightly from the monthly average of 318 in the previous quarter. Monthly and rolling 6-month average participation rates and current active accounts by member agency are provided in Attachment 2.

Customer Service Center Performance
Incoming calls to CPA’s Customer Service Center were down in August, with 1,568 calls through August 25, compared to 1,719 calls in July. Call center performance declined, with 89.7% of calls answered within 45 seconds in the month, compared to 95.0% in July.

Average call center wait time was 15 seconds, up from 10 seconds the previous month.

The decline in performance was due to two hours over two consecutive days when there was a mismatch between call volumes and staffing levels. The top five types of customer inquiries in the month were about bill charges, account status, split billing, opt-outs, and net energy metering.

Contracts and Amendments Executed Under the CEO Authority A list of Long-Term energy transactions, letter agreements, amendments, and terminations executed under the CEO’s Delegated Authority in the previous 12 months is provided in Attachment 3 pursuant the Energy Risk Management Policy. A list of non-energy contracts executed under the CEO’s Signing Authority pursuant to CPA’s Non-Energy Contracting Policy is provided in Attachment 4. This list includes all open contracts as well as all contracts, open or completed, executed in the past 12 months.

Agenda Page 232
Board of Directors Management Report

ATTACHMENTS

1. Monthly Financial Dashboard – May 2026

2. Participation Rates by Member Agency

3. Long Term Energy Transactions, Letter Agreements, Amendments, and Terminations under CEO’s Delegated Authority

4. Non-Energy Contracts Executed under CEO’s Signing Authority

Agenda Page 233
May 2026 Year-to-Date
in $000,000's Actual Budget Var % Actual Budget Var %
Energy Revenues 77.6 96.5 -18.9 -20% 1,091.5 1,203.2 -111.7 -9% Cost of Energy 55.4 66.7 -11.3 -17% 966.1 1,125.4 -159.3 -14% Net Energy Revenue 22.2 29.8 -7.6 -26% 125.4 77.8 47.6 61% Operating Expenses 4.8 6.8 -2.0 -30% 52.8 70.2 -17.4 -25% Operating Income 17.4 23.0 -5.6 -24% 72.6 7.6 65.0 858% Non-Operating Income 1.9 2.3 -0.4 -16% 19.7 23.0 -3.3 -14% Change in Net Position 19.4 25.3 -5.9 -23% 92.3 30.6 61.7 202% Summary of Financial Results
Definitions:

Accounts: Active Accounts represents customer accounts of active customers served by CPA per Calpine Invoice Participation Rate %: Participation Rate represents active accounts divided by eligible CPA accounts YTD Sales Volume: Year-to-date sales volume represents the amount of energy (in gigawatt hours) sold to retail customers Revenues: Retail energy sales and other (grant related) revenues less allowance for doubtful accounts Cost of energy: Includes all direct power costs incurred to serve CPA’s load Operating expenses: Includes general, administrative, consulting, payroll, and other costs required to fund operations Operating Income: Represents the difference between revenues and cost of energy and operating expenses Non-Operating Income: Interest income arising from deposits and investments net of borrowing costs and fees Investments: Liquid and high-quality securities with maturities of 91 days or more Cash and Cash Equivalents: Includes bank deposits and high quality and liquid securities with maturities of 90 days or less Year to date (YTD): Represents the fiscal period beginning July 1, 2025 YTD
May
2026
Financial Dashboard
Note: Numbers may not sum up due to rounding.

Active Accounts
1,073,503
Participation Rate

92.9%
YTD Sales Volume
9,621 GWh
May Volume
800 GWh
Res
43%
Com - Lg
24%
Com - Sm
31%
Agr/Oth
2%
In May 2026, CPA’s net position increased by $19.4 million, $5.9 million lower than the budgeted net gain of $25.3 million. Energy revenues were $77.6 million, 20% lower than budgeted, due to mild weather and the interim rates introduced in February. Cost of energy was $55.4 million, 17% lower than budgeted, driven by lower than budgeted energy market prices and the non-utilization of energy contingencies.

Year to date, CPA’s net position increased by $92.3 million, $61.7 million higher than the budgeted increase in net position of $30.6 million. YTD revenues totaled $1.09 billion, 9% less than budgeted, due to mild weather reducing customer electricity use and the introduction of interim rates in February. YTD energy expenses were $966.1 million, 14% less than budgeted, due to lower than forecasted market prices for energy and renewables and the non-use of energy contingencies. Absent contingencies, energy costs YTD were 8% below budget. YTD operating expenses totaled $52.8 million, 25% less than budgeted, mainly due to less spending than expected across four areas: staffing, where hiring has progressed slower than planned; customer program incentives, which are distributed as customers enroll in programs and will extend into future fiscal years; general & administrative where two software implementations have been postponed to future budget years; and contractor services including professional, legal, and technical services, where two project budgets have shifted to next fiscal year and several engagements have come in under budget.

As of May 31st, 2026, CPA had unrestricted cash, cash equivalents, and investments of $650.7 million, as well as $119.5 million available in its bank line of credit, representing 252 Days Liquidity on Hand. CPA is financially sound and in compliance with its bank and other credit covenants.

Agenda Page 234

!" " #$$ ""

%!! #$$ "" &'()*
!%
#$$ "" +,'*#)

!" **'-#,

!
%!! #$$ "" #-'#(
!
#$$ "" ('*)(
!! #$$ "" *('$,
" *('+(#
! #$$ "" #*'&,-

!
#$$ "" #('**&

.
" +&'$&$
%.
" +')$
%.% #$$ "" *-',,-
%
% #$$ "" ('-*,
! /
0!
#$$ "" '),*
! !

#$$ "" *('#$
!
.
" #'+#)
!

#$$ "" '*((
%
% #$$ "" #)'#((
#$$ "" #'$,
1 " ##'&$&
2 #$$ "" +',#
3 #$$ "" )'),)

" #)'-$,
%
" -'$,

% #$$ "" ++'+*+
!! %!! #$$ "" +')&#
#$$ "" ))'(*-

! #$$ "" ('-(

#$$ "" ,'(#+
!!
!" ,+'+**

%
#$$ "" ##')-
!
!" #*'&*+
%

1 #$$ "" ,,')*

#$$ "" ,)'+*+

#$$ "" ++'+*(
. %!!
.
#$$ "" *'-(+
.!1 !! !" +'&$)
.% " +#'-,-
!

! !

!
! !
! !
!

! ! !
!
! !

!
!
!
! ! ! !

!
! !
!

! !
!
!

!
! !

!
!

! !

$%
&

'
&

( &%

Agenda Page 235
Project or Resource Summary Month Notes
Wilmington 1 Executed Letter Agreement to memorialize CAISO-assigned PNode for settlement purposes.

June 2026
Wilmington 2 Executed Letter Agreement to memorialize CAISO-assigned PNode for settlement purposes.

June 2026
Dominguez Executed Letter Agreement to memorialize CAISO-assigned PNode for settlement purposes.

June 2026
El Segundo Executed Letter Agreement to memorialize CAISO-assigned PNode for settlement purposes and the project's Investment Tax Credit rate.

June 2026
Cape Station 2 Letter agreement to extend the termination deadline for securing interconnection right while parties identify mutually beneficial solutions May 2026 Desert Sands II Amendment to a Letter Agreement to the Energy Storage Agreement to extend the termination deadline while parties identify mutually beneficial May 2026 Sunzia North
Incremental Amendment to Power Purchase Agreement to update curtailment definitions. May 2026 Sunzia South
Incremental Amendment to Power Purchase Agreement to update curtailment definitions. May 2026 Sunzia North Amendment to Power Purchase Agreement to update test energy settlement instructions, WREGIS reporting timelines and curtailment definitions. April 2026 Sunzia South Amendment to Power Purchase Agreement to update test energy settlement instructions, WREGIS reporting timelines and curtailment definitions. April 2026 Fillmore Executed Letter Agreement to confirm project-specific development security issuance and secure Seller's Power Purchase Agreement obligations. April 2026 Saticoy Executed Letter Agreement to confirm project-specific development security issuance and secure Seller's Power Purchase Agreement obligations. April 2026 Sunzia North Executed Letter Agreement to document procedures for bidding the March 2026 Sunzia North
Incremental
Executed Letter Agreement to document procedures for bidding the resource.

March 2026
Sunzia South Executed Letter Agreement to document procedures for bidding the March 2026 Sunzia South
Incremental
Executed Letter Agreement to document procedures for bidding the resource.

March 2026
Fillmore Amendment to Power Purchase Agreement to repair Seller's name. March 2026 Saticoy Amendment to Power Purchase Agreement to repair Seller's name. March 2026 Desert Sands II Amendment to a Letter Agreement to the Energy Storage Agreement to extend the termination deadline while parties identify mutually beneficial January 2026 Drifter Amendment to Energy Storage Agreement to extend the termination deadline while parties identify mutually beneficial solutions January 2026 Cape Station 2 Letter agreement to extend the termination deadline for securing interconnection right while parties identify mutually beneficial solutions December 2025
Eaves 1 Amendment to Power Purchase Agreement to allow for additional payments of liquidated damages to extend the COD
November 2025
Eaves 3 Amendment to Power Purchase Agreement to allow for additional payments of liquidated damages to extend the COD
November 2025
Commerce 4 Amendment to Power Purchase Agreement to allow for additional payments of liquidated damages to extend the COD
November 2025
Southbay 20 Amendment to Power Purchase Agreement to allow for additional payments of liquidated damages to extend the COD
November 2025
Carson 1 Amendment to Power Purchase Agreement to allow for additional payments of liquidated damages to extend the COD
November 2025
Luna
Letter agreement to memorialize approval of an augmentation outage in the summer months, and compensation from Luna to CPA in acknowledgment of such summer outage approval
September 2025
Sunzia Amendments to bifurcate North and South projects into two separate Power Purchase Agreements. September 2025
Previous 12 Months
Long-Term Energy Contract Transactions, Administrative Amendments, Letter Agreements and Terminations Executed Under Chief Executive Officer's Authority

Agenda Page 236
Vendor Purpose Month NTE Amount Status Notes
New Block Digital Agency Website QA services Jul-26 $50,000 Active Getty Images Image database subscription Jul-26 $8,620 Active Berry Dunn
Financial Systems Modernization Planning
Consultant Jul-26 $204,500 Active
Salesforce CRM platform subscription Jul-26 $48,228 Active Language Line Services, Inc.

Translation services for Marketing &
Communications Jul-26 $70,000 Active
Pinnacle AV Services A/V maintenance service plan Jul-26 $25,612 Active Oppenheimer Investigations Group
Amendment to legal services for
employment law Jul-26 $25,000 Active
Uniti Solutions Office phone service Jul-26 $22,812 Active Return to Work Partners Compliance consultant Jul-26 $50,000 Active WPEngine, Inc. Wordpress engine subscription Jul-26 $10,500 Active Saeshe, Inc. Street teams outreach services Jul-26 $100,000 Active Shaw HR Consulting HR consulting services Jul-26 $50,000 Active Advancio Website QA services Jul-26 $18,000 Active
Media Services Group, Inc.
(dba Spirit Media)
Amendment to PSA for videography
services to extend term Jun-26 $0 Active
JCMR Technology, Inc. Managed IT/help desk services Jun-26 $200,000 Active LevelTen Energy, Inc. PPA data platform subscription Jun-26 $12,000 Active Snowflake AWS data subscription Jun-26 $100,000 Active
Green Translations Translation services Jun-26 $30,000 Active Workable Inc
Staffing management platform
subscription Jun-26 $17,007 Active
Cision US Inc. Media monitoring subscription Jun-26 $122,853 Active Stellara Group, LLC Board meeting minutes Jun-26 $3,000 Active HireInfluence, Inc. Online marketing services May-26 $50,000 Cancelled Meltwater News US Inc. Media coverage subscription May-26 $1,600 Active Morgan, Lewis & Bockius LLP
Legal services for employee compensation
law Apr-26 $50,000 Active
Iron Mountain Electronics recycling Apr-26 $1,828 Active Day One
Outreach Services in support of Instant AC
Program Apr-26 $35,000 Active
Ascend Analytics
2026 Clean Energy and Reliability RFO
support services Apr-26 $190,000 Active
Adam Investigations
Amendment to LSA for employment law
services Apr-26 $15,000 Active
Komodo Media Limited Online marketing services Mar-26 $50,000 Complete Saeshe, Inc. Amendment to PSA for outreach services Mar-26 $45,000 Active Arup
Amendment to PSA for Power Ready
engineering consulting services to clarify
fee structure
Mar-26
$0
Active
Draftable Software for comparing legal documents Mar-26 $5,300 Active Power Direct Community Foundation
Outreach Services in support of Energy
Team Program Mar-26 $35,000 Active
LinkedIn Corporation Recruitment software license Mar-26 $13,594 Active Great Place to Work
Subsription to certification survey and
analytics platform Mar-26 $3,852 Active
Keyes & Fox LLP Amendment to Legal Services Agreement
to clarify fee structure
Mar-26 $0 Active
Accuweather
Addendum to Agreement for Weather
Forecasting to extend term period Mar-26 $7,012 Active
Chandler Asset Management, Inc. Investment portfolio manager services Feb-26 $200,000 Active Wood Mackenzie, Inc. Price forecast software subscription Feb-26 $42,107 Active Lumi USA Inc.

Platform for electronic voting for Board Feb-26 $12,000 Active TRC Solutions
Amendment to PSA for building and EV
reach codes to extend term period Feb-26 $0 Active
Sean Hernandez Consulting Agreement for market operations analytics and reporting services
Feb-26 $30,000 Complete
Non-Energy Contracts Executed Under Chief Executive Officer Authority Rolling 12 months.

Agenda Page 237
Liebert Cassidy Whitmore, APC Legal services for employment law Feb-26 $50,000 Active Coro California, Inc. Staff Workshop Facilitator Jan-26 $6,750 Active Electric & Gas Industries Association
Incentive management services for the
residential battery storage incentive
program
Jan-26 $91,000 Active
MG Advisory Corp
Municipal Financial Advisor for Prepay
Transactions
Jan-26 $250,000 Active
Meltwater News US Inc. Media coverage subscription Jan-26 $27,770 Active Ironclad, Inc. Contract Management Software Jan-26 $94,906 Active NewGen Strategies & Solutions, LLC
Cost-of-Service and Rate Setting
consulting services
Dec-25 $40,000 Active
Pinnacle Advocacy LLC Lobbying services for Government Affairs Dec-25 $78,652 Active Omni Government Relations Lobbying services for Government Affairs Dec-25 $106,492 Active Grand Tower LLC Storage Space Lease Dec-25 $12,000 Active DERNet Soft, Inc. Customer Engagement Reporting Tool Nov-25 $60,000 Active ParcelQuest Parcel data web service Nov-25 $12,500 Active Mercer LLC Performance Management Re-design Nov-25 $75,000 Complete Green Translations
Translation services for Marketing &
Communications
Nov-25 $30,000 Active
Salesforce Tableau licenses Nov-25 $4,651 Active
Chapman & Cutler Legal services for prepay transactions Oct-25 $175,000 Active GDS Associates
Technical support for long-term energy
contracts
Oct-25 $95,000 Active
Julia Valler, Inc. Event staffing for LA Car Show Oct-25 $24,948 Complete Alter Agents, Inc. Marketing research services Sep-25 $249,800 Active First Principles Advisory
Integrated Resources Plan technical
consulting
Sep-25 $75,000 Complete

Agenda Page 238

Clean Power Alliance Board of DirectorsSeptember 3, 2026

Clean Power Alliance Board of Directors
September 3, 2026