Agenda packet — Cotati City Council, October 22, 2024 (part 1 of 6)

AGENDA

JOINT MEETING OF THE COTATI CITY COUNCIL AND THE SUCCESSOR AGENCY TO THE

FORMER COTATI COMMUNITY REDEVELOPMENT AGENCY
City Council Chamber, City Hall 201 W. Sierra Avenue
Tuesday, October 22, 2024
6:00 PM REGULAR MEETING
The Cotati City Council welcomes you to its meetings that are generally scheduled for the 2nd and 4th Tuesday of every month. Your interest and participation are encouraged and appreciated.

City Council meeting agendas, minutes and recordings are posted on the City’s Meeting Portal at www.cotaticity.org. For questions about the agenda or to receive the City Council agenda by e-mail, contact the Deputy City Clerk at [email protected] or 707-665-3622.

Cotati City Council Meetings will be conducted in person in the Council Chamber. To guarantee your ability to participate, you must attend the meeting in person. As a courtesy to the public, the City allows citizens the opportunity to view and offer public comments virtually through Zoom Online video conferencing platform. Technical difficulties may occur that make the Zoom platform unavailable. If Zoom is unavailable, the meeting will continue. Participants considering using Zoom should consider attending in person, if they desire to ensure their ability to view the meeting and offer public comments.

Subject to the above disclaimer, Zoom Online video conferencing is available to watch or listen in the following ways:

1. Using the following online livestream meeting portal link: https://cotaticity.primegov.com/public/portal

2. Cable T.V. Broadcast, local channel 28
Members of the public can participate in the meeting online by clicking the link below:
https://us02web.zoom.us/j/88948628313?pwd=D4mVrcpI0NnX0fuMbTezS8Yk0o84Fr.1 If you do not have the ability to join online, but would like to participate in the meeting, you can call into the meeting using your telephone, by dialing one of the following numbers and entering the meeting credentials:

Webinar ID: 889 4862 8313 Passcode: 322406
+1 (669) 900-6833 or +1 (346) 248-7799 or +1 (253) 215-8782 or +1 (301) 715-8592 or +1 (312) 626-6799 or +1 (929) 436-2866 Attendees may join the meeting any time after 5:45pm. Attendees will be muted until they are called upon for Public Comment. To make a public comment, use the “raise hand” icon on your smart device or desktop computer, or dial *9 if you are using just your telephone. Please listen carefully for the Mayor or City Clerk to address you by name (or phone number) and for the audible Zoom notification that you have been unmuted. Once you begin your public comment, your three minutes will begin.

If you would prefer to submit your public comment in writing, please email your comments to [email protected]. If you are commenting on a specific agenda item or items, please state the agenda item number(s) in the subject line of the email. All comments received via email will be provided to the City Council or Planning Commission in writing and included as part of the record of the meeting.

Notice is hereby given that Council may discuss and/or take action on any or all of the items listed on this agenda.

Any writings or documents provided to a majority of the Cotati City Council regarding any item on this agenda will be made available for inspection in the online Meeting Portal at www.cotaticity.org and in the City Manager’s office located at 201 West Sierra Avenue, Cotati, California, during the City’s posted business hours.

Disabled Accommodation: Upon request, this agenda will be made available in appropriate formats to persons with disabilities as required by Section 202 of the Americans with Disabilities Act of 1990. Any person with a disability who requires a modification or accommodation in order to participate in a meeting should contact the Deputy City Clerk at (707) 665-3622 at least 48 hours in advance of the meeting.

Rules of Decorum: To avoid distraction, the following meeting etiquette shall be enforced. • Silence electronic devices, including cell phones.

Cotati City Council Packet October 22, 2024
• Audience members are advised to keep conversations to a minimum or conduct them outside the building. • Photographs or video recordings using tri-pods or other means that would be distracting are to be taken only from the designated media area. • The Presiding Officer shall request that the audience withhold expressions of support or opposition for speakers in the interest of time and to encourage the full expression of differing views. (City Council Policy 2023-01 III.B.1.) Public Comment (Action items): Public comment on any one agenda item where the City Council will be taking some action is limited to no more than three (3) minutes per person. Action items are typically designated on the agenda title.

Public Comment (Non-Action items): Public comment on non- action agenda items shall be received during the designated portion of the agenda.

Comments shall be limited to no more than three (3) minutes for all non-action agenda items.

Waiver Warning: If you challenge decisions/direction of the City Council of the City of Cotati in court, you may be limited to raising only those issues you or someone else raised at public hearing(s) described in this agenda, or in written correspondence delivered to the City of Cotati at, or prior to, the public hearing(s).

City Council meetings are conducted according to City Council Policy 2023-01: City Council Rules. This policy available for inspection in the online Meeting Portal at www.cotaticity.org and in the City Manager’s office located at 201 West Sierra Avenue, Cotati, California, during the City’s posted business hours.

Those wishing to address the Council are asked to complete a speaker card and give it to the City Clerk. When you are called, step to the podium and state your name and address for the record. Persons wishing to address the Council are not required to identify themselves or complete a speaker card; (Gov’t. Code § 54953.3); however, this information assists the Mayor by ensuring that all persons wishing to address the Council are recognized and it assists the City Clerk in preparing the City Council meeting minutes.

1. CALL TO ORDER

2. ROLL CALL

3. LAND ACKNOWLEDGEMENT
The City of Cotati recognizes that we’re on the ancestral lands of the Coastal Miwok, who are the original caretakers of this area. We respectfully acknowledge the Indigenous peoples who have been stewarding and maintaining a relationship on this land as knowledge keepers for millennia. This acknowledgement does not take the place of authentic relationships with Indigenous communities but serves as a gesture of respect to the land we are on.

4. PLEDGE OF ALLEGIANCE

5. APPROVAL OF MINUTES AND NOTICE OF WAIVING OF READING OF ALL

RESOLUTIONS AND ORDINANCES INTRODUCED AND/OR ADOPTED UNDER THIS

AGENDA (ACTION)
A. COTATI CITY COUNCIL – REGULAR MEETING – OCT 8, 2024

6. ANNOUNCEMENTS
A. Meeting Orientation for New Attendees/Viewers. In conformance with the Brown Act and the adopted City Council Rules, the meeting agenda includes items labeled as Action Items, where the City Council may consider the item. If the City Council considers the item, citizens will be afforded the opportunity to provide comments relevant to the item being discussed. The meeting agenda also includes a Citizens Business item, which is the designated place on the agenda where citizens have the right to say whatever they wish. However, the Brown Act prohibits the City Council from taking action or considering any item that is not on this agenda, to ensure that other members of the community who wish to provide comment are notified in advance through a properly noticed meeting agenda.

B. Measure S supports police services, a variety of recreation programs for all ages, and the Cotati City Council Packet October 22, 2024
maintenance of our streets, parks, and public buildings. See details on the web at cotaticity.org C. Citizens interested in receiving City of Cotati community alerts via text or email are encouraged to enroll with CivicReady, by signing up on the City’s website, www.cotaticity.org, under the “How do I” link at the top of the homepage.

D. Like always, we love to hear from you, so please feel free to contact the City at 707-792-4600 or [email protected]. If you have a non-emergency issue after normal business hours, you can contact us at 707-792-4611 and of course if you have an emergency, please contact 9-1-1. Continue to look for updates on the City's website and social media channels available on Facebook, Instagram, and CivicReady.

7. PROCLAMATIONS
A. PROCLAMATION OF THE CITY COUNCIL OF THE CITY OF COTATI RECOGNIZING OCTOBER 24, 2024 AS POLIO AWARENESS DAY

8. APPROVAL OF FINAL AGENDA (ACTION)
This item will only be opened for public comment if the City Council proposes to take any action to modify this agenda.

9. CITIZEN BUSINESS AND PUBLIC COMMENT FOR CONSENT CALENDAR ITEMS Any member of the public wishing to speak to the Council on any item(s) listed on the Consent Calendar or any matter(s) not listed on the agenda that are within the subject matter jurisdiction of the Council may do so at this time. Pursuant to the Brown Act, the Council is not allowed to consider issues or take action on any item not listed on the agenda. Pursuant to City Council Policy 2023-01, comments of any member of the public are normally restricted to a total of three (3) minutes in length per person for matters not on the agenda and a total of three (3) minutes per person in length for any and all items on the Consent Calendar. The Mayor may extend the time limit for a reasonable time where a disability accommodation has been requested. To facilitate public comment, the Deputy Clerk will alert speakers when there are thirty seconds remaining.

10. CONSENT CALENDAR (ACTION)

11. DIRECTION ON FUTURE AGENDA ITEMS

12. REGULAR AGENDA (ACTION)
A. AWARD ENERGY SERVICES AGREEMENT FOR MICROGRID, EV FLEET

INFRASTRUCTURE
It is recommended that the City Council adopt a resolution awarding an energy services agreement to Schneider Electric for a preliminary assessment and authorize the City Manager to execute said agreement and take other necessary actions.

B. FISCAL YEAR 2024/25 -FIRST QUARTER FINANCIAL UPDATE - REPORT FOR

SUMMARY OF REVENUE SOURCES, CASH AND INVESTMENT
It is recommended that the City Council receive the presentation on the un-audited financial position for the City as of the First Quarter Fiscal Year 2024/25.

C. DISCUSSION ABOUT THE WEEK WITHOUT DRIVING
It is recommended that the City Council discuss the Week Without Driving. No action will be taken.

13. CITY MANAGER'S REPORT
Cotati City Council Packet October 22, 2024

14. CITY COUNCIL MEMBER REPORTS

15. PUBLIC COMMENT ON NON-ACTION AGENDA ITEMS

16. INFORMATION RECEIVED AFTER THE AGENDA WAS POSTED

17. ADJOURNMENT
Certification of Posting of the Notice: I declare under penalty of perjury that I am employed by the City of Cotati and that I posted this notice on the City’s website, bulletin boards of City Hall, Veterans’ Memorial Building and the SMART Train Depot, on or before October 18, 2024. /s/ Kevin Patterson, Deputy City Clerk

MINUTES

JOINT MEETING OF THE COTATI CITY COUNCIL AND THE SUCCESSOR AGENCY TO THE

FORMER COTATI COMMUNITY REDEVELOPMENT AGENCY
City Council Chamber, City Hall 201 W. Sierra Avenue
Tuesday, October 08, 2024
6:00 PM REGULAR MEETING

1. CALL TO ORDER
Mayor Sparks called the meeting to order at 6:05pm.

2. ROLL CALL
Attendee Name Title Status
Laura Sparks Mayor Present
Ben Ford Vice Mayor Present
Susan Harvey Councilmember Present
Sylvia Lemus Councilmember Present
Kathleen Rivers Councilmember Present
Staff Present: City Manger Damien O’Bid, City Attorney John Bakker, Deputy City Clerk Kevin Patterson, Director of Administrative Services Angela Courter, Director of Community Development Noah Housh, Director of Public Works/City Engineer Craig Scott, Police Chief Chris Simmons, Senior Planner JP Harries

4. PLEDGE OF ALLEGIANCE

5. APPROVAL OF MINUTES AND NOTICE OF WAIVING OF READING OF ALL

RESOLUTIONS AND ORDINANCES INTRODUCED AND/OR ADOPTED UNDER THIS

AGENDA (ACTION)
A. COTATI CITY COUNCIL – REGULAR MEETING – SEP 24, 2024 5 of 1021
Cotati City Council Minutes October 08, 2024
RESULT: Approve [4 TO 0]
MOVER: Susan Harvey, Councilmember
SECONDER: Sylvia Lemus, Councilmember
AYES: Sparks, Ford, Harvey, Lemus
NAYS: None
ABSTAIN: Rivers
No public comment.

B. Measure S supports police services, a variety of recreation programs for all ages, and the maintenance of our streets, parks, and public buildings. See details on the web at cotaticity.org C. Citizens interested in receiving City of Cotati community alerts via text or email are encouraged to enroll with CivicReady, by signing up on the City’s website, www.cotaticity.org, under the “How do I” link at the top of the homepage.

7. PROCLAMATIONS
A. INDIGENOUS PEOPLES DAY / NATIVE AMERICAN HERITAGE MONTH Councilmember Sylvia Lemus read the proclamation. Jack Pollard of the Progressive Tribal Alliance accepted the proclamation.

B. NATIONAL DISABILITY EMPLOYMENT AWARENESS MONTH PROCLAMATION Vice Mayor Ben Ford read the proclamation. Sean Paul Higgans of Becoming Independent accepted the proclamation.

8. APPROVAL OF FINAL AGENDA (ACTION)
Mayor Sparks requested to add item 13C to the agenda, for the Council to provide voting direction on the Mayors and Councilmembers Association appointees to the Measure O Oversight Committee. In her motion, Mayor Sparks indicated that the information was received after the agenda was 6 of 1021
Cotati City Council Minutes October 08, 2024
published, and the timing of the next meeting of the Mayors and Councilmembers Association required action to be taken prior to the next regular meeting of the Cotati City Council on October 22.

Motion was seconded by Councilmember Rivers, Council unanimously voted to add the item to the end of the regular agenda.

No public comment.

Public Comment:

Peter Alexander
Dawna Gallagher of Cotati
Laurie Alderman of Cotati

10. CONSENT CALENDAR (ACTION)
A. APPROVAL OF A PROFESSIONAL SERVICES AGREEMENT WITH HARRIS AND ASSOCIATES TO DESIGN THE 2025 STREET IMPROVEMENTS PROJECT B. APPROVAL OF 2024 DIA DE LOS MUERTOS EVENT IN LA PLAZA PARK C. APPROVAL OF FISCAL YEAR 24-25 IT SERVICES AND EQUIPMENT

REPLACEMENT
RESULT: Adopt [5 TO 0]
MOVER: Susan Harvey, Councilmember
SECONDER: Ben Ford, Vice Mayor
AYES: Sparks, Ford, Harvey, Lemus, Rivers
NAYS: None

11. DIRECTION OF FUTURE AGENDA ITEMS
Councilmember Harvey requested a future agenda item on options for Landscaping and Lighting Assessment Districts during Strategic Planning in Spring 2025.

12. PUBLIC HEARINGS (ACTION)
A. SECOND READING AND ADOPTION OF AN ORDINANCE (1) AMENDING CHAPTER 17.28 (SPECIAL PURPOSE ZONE AND OVERLAY ZONE STANDARDS) OF TITLE 17 (LAND USE) OF THE COTATI MUNICIPAL CODE TO ALLOW

EXISTING PLANNED UNIT DEVELOPMENT (PUDS) TO BE SUBDIVIDED,

DEVELOPED, REDEVELOPED OR MODIFIED CONSISTENT WITH THE
UNDERLYING ZONING DISTRICT DEVELOPMENT STANDARDS, AND (2)

REZONING MULTIPLE PROPERTIES TO BE CONSISTENT WITH THEIR 7 of 1021
Cotati City Council Minutes October 08, 2024

GENERAL PLAN LAND USE DESIGNATIONS
Presentation by Senior Planner JP Harries.

Councilmembers comment.

No public comment.

RESULT: Adopt [3 TO 2]
MOVER: Ben Ford, Vice Mayor
SECONDER: Sylvia Lemus, Councilmember
AYES: Sparks, Ford, Lemus
NAYS: Harvey, Rivers

13. REGULAR AGENDA (ACTION)
A. UPDATE ON OUTREACH TO CELLULAR PROVIDERS
Presentation by City Manager Damien O’Bid.

Councilmembers comment.

Public Comment:

Peter Alexander
B. CONSIDERATION OF A RESOLUTION OPPOSING SONOMA COUNTY INITATIVE

PETITION MEASURE J
Presentation by City Manager Damien O’Bid.

Councilmembers comment.

Public Comment:

Lewis Bernier of Petaluma
Kathy Tresch of Petaluma
Hannah Stefenoni of Petaluma
Cassie King of Petaluma
Carla Cabral of Occidental
Shelina Moreda of Petaluma
Alex Decarli of Petaluma
Bronte Edwards of Sebastopol
Doug Beretta of Santa Rosa
Jennifer Beretta of Santa Rosa
Tomi Henry of Penngrove
Steve Perucchi of Bodega
Andy Bunnell of Sebastopol
Toni Pimentel of Cotati
Cindy Steffy of Cotati
Duskie Estes
Samantha Faye
Carmen Snyder
8 of 1021
Cotati City Council Minutes October 08, 2024
Dana Gillespie
Marlina Eckel of Cotati
Erik Allen
Don Lipmanson
Lynn Morton Weil
Jaonie Benedetti of Cotati
Kathy Cullen of Occidental
Karin Lease of Sebastopol
Sarah Van Mantgam of Windsor
Susan Bianchi of Petaluma
Judy James of Cotati
Jexi Mondragon of Rohnert Park
Maureen Granados of Santa Rosa
David Rabbitt of Petaluma
Amy Bandiera of Santa Rosa
Jordan Mahrt of Petaluma
Amy Housman of Santa Rosa
Justin Mahrt of Petaluma
Jenny McClelland of Rohnert Park
Peter Alexander
Curtis Vollmar of Petaluma
Lydia Hansen of Sonoma County
Amanda Charles of Petaluma
Andrea Kraut of Sonoma County
Chase Koches of Santa Rosa
Neil Hancock of Cotati
After discussion, Council added an additional “Be It Resolved” clause to the end of the resolution, stating “Be it further resolved that the City of Cotati calls on Sonoma County to fully enforce all applicable laws, and take every possible action to end animal suffering in Sonoma County.”
RESULT: Adopt [4 TO 1]
MOVER: Ben Ford, Vice Mayor
SECONDER: Sylvia Lemus, Councilmember
AYES: Sparks, Ford, Harvey, Lemus
NAYS: Rivers
C. VOTING DIRECTION FOR MEASURE O OVERSIGHT COMMITTEE APPOINTEES (ADDED ITEM)
Presentation by City Manager Damien O’Bid.

Councilmembers comment.

No public comment.

By a motion from Councilmember Harvey, and a second from Councilmember Lemus, the Council directed Mayor Sparks to vote for Ben Ford and Kevin McDonnell as the appointees to the Measure O Oversight Committee at the next City Selection Committee meeting on October 10. 9 of 1021 Cotati City Council Minutes October 08, 2024
RESULT: Approve [5 TO 0]
MOVER: Susan Harvey, Councilmember
SECONDER: Sylvia Lemus, Councilmember
AYES: Sparks, Ford, Harvey, Lemus, Rivers
NAYS: None

14. CITY MANAGER'S REPORT
Report by City Manager Damien O’Bid.

15. CITY COUNCIL MEMBER REPORTS
Councilmembers report out on local and regional events and meetings.

16. PUBLIC COMMENT ON NON-ACTION AGENDA ITEMS
Public Comment:

Laurie Alderman of Cotati

17. INFORMATION RECEIVED AFTER THE AGENDA WAS POSTED

18. ADJOURNMENT
Mayor Sparks adjourned the meeting at 9:44pm.
/s/ Kevin Patterson, Deputy City Clerk
10 of 1021

PROCLAMATION

OF THE CITY COUNCIL OF THE CITY OF COTATI
RECOGNIZING OCTOBER 24, 2024 AS POLIO AWARENESS DAY
WHEREAS, in 1985 Rotary International launched Polio Plus and spearheaded the Global Polio Eradication Initiative with the World Health Organization, U.S. Centers for Disease Control and Prevention, and UNICEF to immunize the children of the world against polio; and WHEREAS, polio cases have dropped by 99 percent since 1988 and the world stands on the threshold or eradicating the disease; and
WHEREAS, to date, Rotary has contributed more than $1.2 billion and countless volunteer hours to the protection of more than two billion children in 122 countries; and WHEREAS, these efforts are providing much needed operational support, medical personnel, laboratory equipment and education materials for health workers and parents; and WHEREAS, Rotary clubs in Cotati, Rohnert Park and throughout the world have sponsored service projects to address issues such as poverty health, hunger, illiteracy, and eradication of polio worldwide.

NOW, THEREFORE, BE IT FURTHER PROCLAIMED on this day of October 22, 2024, by the City Council of the City of Cotati that October 24, 2024 is proclaimed as Polio Awareness Day in the City of Cotati.

Approved:______________________________
Mayor
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Cotati City Council
Agenda Staff Report
Item type: REGULAR AGENDA (ACTION)
To: City Council
Subject: AWARD ENERGY SERVICES AGREEMENT FOR

MICROGRID, EV FLEET INFRASTRUCTURE
Date: October 22, 2024
Written by: Damien O'Bid, City Manager
Recommendation
It is recommended that the City Council adopt a resolution awarding an energy services agreement to Schneider Electric for a preliminary assessment and authorize the City Manager to execute said agreement and take other necessary actions.

Background
On July 17, 2024, the City posted a request for proposals (RFP) for energy services firms, which is attached to this staff report for reference. The announcement for the RFP was distributed to the entire list of Qualified Energy Services Firms published by the Department of Energy, as well as other interested parties, which amounted to about 120 recipients of the announcement.

Proposals were due on August 22, 2024 and the City received a total of 4 proposals. The firms that submitted proposals were ENGIE, Schneider Electric, Centrica and EcoGreen, all of which are available for review on the City Council web agenda. Each of the proposals were reviewed by a review team consisting of internal and external reviewers.

History of Energy Efficiency Upgrades
In 2005, the City completed construction of the new Police Station as part of the City Hall Complex. This facility was LEED certified at that time and includes a variety of energy saving systems. A photovoltaic panel (PV) array was installed on the adjacent Community Center and Cotati Room roofs to partially offset power usage at the Police Station. This PV system was recently decommissioned and largely removed as it was approaching end of life and needed removal for a roof replacement project.

In 2014, the City performed a variety of energy improvements through a Performance Contract, including replacing all customer water meters with remote read meters, converting all city owned high-pressure sodium streetlights to light emitting diode (LED) lights, and retrofitted City 12 of 1021
building lights with compact fluorescent lights, LED lights, and other lower energy use fixtures.

Some spaces received “smart” thermostats, but there were no general heating, ventilation, air conditioning (HVAC) improvements.

Over the past 5 years, the City has been transitioning the vehicle fleet to battery-electric. The City has a total of six (6) level 2 chargers for fleet use in the City Hall complex, including two at City Hall and four in the Police Station parking lot. These serve two electric vehicles for City Hall and five electric vehicles for the Police Department. There are currently no electric vehicles at the Public Works Corporation Yard. The electrical capacity in the existing panels at City Hall and the Police Building is full, preventing additional electric vehicle fleet expansion. The City relies on electric vehicles to provide a variety of public safety and emergency services.

Therefore, a related consideration is the ability to feed backup power to some portion of the installed electric vehicle chargers, which is considered part of the critical load.

Portions of City Hall have also been recently remodeled, including the Community Development and Engineering offices, which received new insulation and energy efficient fixtures to meet current CalGreen building codes. Additionally, older single paned windows have been replaced with new double pane windows on the West Sierra Avenue side of City Hall as well as throughout the Community Center. The East School Street side of City Hall still contains all single paned windows and doors.

As previously mentioned, an old PV system was removed from the roof of the Community Center (which served the Police Department), with the inactive remnants of this system still on the roof of the Cotati Room. The Community Center roof was replaced with a standing seam metal roof with the intent to mount PV panels at some point in the future.

The City Hall complex (including the Police Building) share a backup diesel generator which serves the general electrical uses at these facilities, including supporting a 911 Public Safety Answering Point (PSAP) and the City’s Emergency Operations Center. The Public Works Corporation Yard currently has no installed backup power source, but is a secondary control point and the only broadcast point for the City’s water and wastewater Supervisory Control and Data Acquisition (SCADA) system.

In 2020, an Energy Resiliency Feasibility Assessment was performed by TerraVerde Energy, which was attached to the RFP.

In 2024, the City completed a micro-project to replace older hot water heaters with heat pump water heaters at the Cotati Room in the City Hall Complex, the Train Depot, and at the Public Works Corporation Yard.

The City purchases all of it’s electricity from Sonoma Clean Power, a local Community Choice Aggregator, using 100% renewable power (“EverGreen”).

Analysis/Discussion
The intent of the RFP is to work on implementing the next phase of energy efficiency and resiliency work, consistent with the City Council’s strategic planning goals and objectives, 13 of 1021
including Long-Term Vitality, Climate Change, and Best in Class Services.

Specifically, a major focus of the proposed work was energy efficiency upgrades to lower emissions while simultaneously also stabilizing future energy costs; expanding the electric vehicle fleet infrastructure to continue with fleet electrification; and exploring the feasibility of a microgrid to support public safety and other critical emergency operations at the City Hall complex as well as photovoltaic solar (PV) with battery backup to support disaster operations at the Corporation Yard. The intent of the City Hall complex microgrid is to power it primarily through PV with battery storage for operational peak shaving and backup during emergencies, while retaining the existing diesel generator for extreme situations only. If feasible, this would effectively idle it in most scenarios. It is expected that various other low cost/high efficiency measures will be identified, along with available rebates, to balance the project and ideally achieve a positive reduction in annual City operational costs and also lower the amount of energy needed from the PV-battery systems during emergencies.

Based on the feedback from the review committee, as well as calls to references, Schneider Electric was selected as the top proposer. Most of the teams reviewed could accomplish the proposed work, but the Schneider team had more locally relevant projects and the references contacted consistently reported that they adhered to their commitments (even if it cost them money) and they used them again for new projects (repeat business). Additionally, while initially viewed as a potential negative, only the Schneider team required a financial commitment from the city to conduct the preliminary evaluation and investment grade audit. This fee would be rolled into the construction cost if the City proceeded with any project. In conversation with Schneider Electric, the intent of the fee is to recover some of their costs so that there is a fair evaluation of the project feasibility and costs. A no-cost evaluation can result in a negative incentive to "find” a project or artificially lower project costs then increase them later to get a Public Agency to agree to a Construction project so the ESCO can recover the costs spent on the PE/IGA.

Financial Considerations
As described above, if the City Council authorizes the City to proceed with the assessment with Schneider Electric, the preliminary evaluation could cost $8,000 if the City chooses not to proceed further with an investment grade audit (IGA). If the City then moves to an IGA, which is needed to guarantee the performance of the energy improvements, the IGA could cost between $75,000-$110,000, subject to negotiation at that time. If the City moves forward with any identified project, this cost would be rolled into the project costs. If the City declines to move forward, the City would be required to pay for the IGA. However, if the initial work is authorized by the City Council, staff would return to the City Council after the preliminary audit to discuss which projects appear to be viable and getting further authorization before proceeding to the IGA phase.

The adopted City budget includes a reserve of $75,000 for this work, so no appropriation is required at this time. Ultimately, the City is looking for a mix of projects that reduce our operational costs and do not require an initial outlay of capital. If feasible, this would most likely come from a combination of grants, rebates, lending and measures that improve efficiency and 14 of 1021
reduce energy costs. Some of the energy savings would then be available to fund a portion of the proposed work.

Environmental Issues
This action is found to qualify for a Class 1 Categorical Exemption under CEQA Section 15301 in that the project consists of the operation, repair, maintenance, permitting, leasing, licensing, or minor alteration of existing public or private structures, facilities, mechanical equipment, or topographical features, involving negligible or no expansion of the existing or former use. 15 of 1021

REQUEST FOR PROPOSALS

FOR AN ENERGY/WATER RESOURCES AUDIT

AND IMPLEMENTATION OF ENERGY AND WATER RESOURCES EFFICIENCY

IMPROVEMENT PROJECTS
PROPOSAL DUE DATE/TIME: AUGUST 22nd AT 4:00 PM
PRE-PROPOSAL MEETING:

WEDNESDAY, August 14, 2024 AT 11:00 AM
City Council Chambers
Cotati City Hall
City of Cotati
201 West Sierra Avenue
Cotati, CA 94931
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Page 1 of 9 ends

REQUEST FOR PROPOSALS
Energy/Water Resources Audit
and Implementation of
Energy and Water Resources
Efficiency Improvement Projects
In accordance with The City of Cotati’s (hereinafter “City”) California Government Code 4217.10 - 4217.18, the City is requesting sealed proposals for an Energy/Water Resources Audit to Identify and Implement Energy and Water Resources Efficiency Improvement Projects. Proposals shall be reviewed and ranked based on responsiveness to the City’s RFP, with consideration of the proposed budget done secondarily.

I. INTRODUCTION
The City hereby solicits proposals from qualified firms to first perform an audit of all city facilities to identify and then to ultimately implement a full range of energy services, energy and water-related improvements and related programs (hereinafter “Project”). The City is seeking to partner with an entity that is qualified to provide holistic, turn-key energy and water savings projects that further implementation of the City’s Climate Action Plan. https://www.cotaticity.org/1485/Climate-andSustainability The City anticipates working with a single firm or consultants team through three (3) stages of project activity:
 Preparation of a preliminary energy/water resources audit and identification of potential efficiency projects that meet the City’s goals;
 Preparation of an Investment Grade Audit (IGA) to refine the project scope, savings and costs; to perform project development (engineering assessment, project budget, financial options for viable projects, workshop to City Council for selection of projects and financing instruments)  Enter into a Guaranteed Savings Agreement (aka Performance Contracting Agreement) for project implementation (design, bid, construction, commissioning, and training).

Depending on the results of the preliminary audit or IGA and available funding, the City, in it’s sole discretion, may chose to reduce the scope of the project or stop any further work on the project.

History & Facilities
The City owns and operates City buildings, parks, roads, storm drains, a water distribution system and a sewer collection system.
• City buildings at the City Hall Complex (including the Police Station) at 201 West Sierra Avenue, the Public Works Corporation Yard at 1 Trebino Court, and the Train Station at 970 East Cotati Avenue. The Train Station has an operational PV array.
• The road network within Cotati (24 centerline miles), including eight (8) traffic signals and a portion of the street lighting.
• City parks include 12 municipal parks and a livestock ranch, amounting to approximately 28 acres of park lands. La Plaza Park in downtown Cotati has a stage, restroom and park lighting.

Recently upgraded Kotate Park has park lighting and a restroom. Two other parks have restrooms, but currently no park lighting. The City does not own or operate any municipal pools. • The storm water system consists primarily of road drainage, a combination of underground piping and road side ditches and all flow by gravity to the Laguna de Santa Rosa. • The water distribution system includes three (3) municipal wells, two (2) turnouts from a water wholesaler and two 2 water tanks (1 inactive) and approximately 2,678 water customer accounts.

All customer accounts are served by remote radio read meters. Municipal well production is 17 of 1021

Page 2 of 9 ends

monitored and controlled by a SCADA system. The production and consumption monitoring is not currently integrated.
• The sewer collection system includes four (4) sewer lift stations and up to 4 active flow monitoring stations. The City conveys wastewater to the Subregional Wastewater Plant for treatment. Sewer lift stations and some flow monitoring is monitored and controlled by a SCADA system. • The sewer lift stations and water well facilities have a power connection “pig tail” for portable generation, but no site currently has installed back up power. During power outages, provided the system has not been physically damaged, water flows by gravity through the water turnouts into the City’s distribution system.
• The water and sewer systems are run as independent enterprises, which remain financially selfsufficient and separate from other City infrastructure, which is primarily funded by the City’s General Fund.

In 2005, the City completed construction of the new Police Station as part of the City Hall Complex. This facility was LEED certified at that time and includes a variety of energy saving systems. A photovoltaic panel (PV) array was installed on the adjacent Community Center and Cotati Room roofs to partially offset power usage at the Police Station. This PV system was recently decommissioned and largely removed as it was approaching end of life and needed removal for a roof replacement project.

In 2014, the City performed a variety of energy improvements through a Performance Contract, including replacing all customer water meters with remote read meters, converting all city owned high-pressure sodium streetlights to light emitting diode (LED) lights, and retrofitted City building lights with compact fluorescent lights, LED lights, and other lower energy use fixtures. Some spaces received “smart” thermostats, but there were no general heating, ventilation, air conditioning (HVAC) improvements.

The electrical capacity in the existing panels at City Hall and the Police Building is full, preventing additional electric vehicle fleet expansion. The City relies on electric vehicles to provide a variety of public safety and emergency services. Therefore, a related consideration is the ability to feed backup power to at some portion of the installed electric vehicle chargers, which is considered part of the critical load..

Portions of City Hall have also been recently remodeled, including the Community Development and Engineering offices, which received new insulation to meet current building codes. Additionally, older single paned windows have been replaced with new double pane windows on the West Sierra Avenue side of City Hall as well as throughout the Community Center. The East School Street side of City Hall still contains all single paned windows and doors. As previously mentioned, an old PV system was removed from the roof of the Community Center (which served the Police Department), with the inactive remnants of this system still on the roof of the Cotati Room. The Community Center roof was replaced with a standing seam metal roof with the intent to mount PV panels at some point in the future.

In 2020, an Energy Resiliency Feasibility Assessment was performed by TerraVerde Energy, which is attached as Attachment A to this RFP.

In 2024, the City completed a micro-project to replace older hot water heaters with heat pump water 18 of 1021

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heaters at the Cotati Room in the City Hall Complex, the Train Depot, and at the Public Works Corporation Yard.

The City purchases all of it’s electricity from Sonoma Clean Power, a local Community Choice Aggregator, using 100% renewable power (“EverGreen”).

II. PROJECT GOALS
The overall objectives of this project are to expand the City’s existing fleet electric vehicle charging infrastructure, add resilience to key City facilities during a power outage and lower operating costs. The specific goals are to:

1. Expand electric vehicle charging infrastructure for staff and the public at the City Hall complex; and

2. Expand electrical vehicle charging infrastructure for the Police building; and

3. Add electric vehicle charging infrastructure to the City’s Public Works Corporation Yard; and

4. Determine the best approach for fleet and workplace charging by evaluating the time of use electric rates (i.e cost savings due to lower mid-day rates or late evening rates) and potential climate profile of charging during different times of day (i.e. different energy sources available during different parts of the day).

5. Develop a microgrid for the City Hall complex, including the Police building with the ability provide critical loads for up to 2 days before relying on the existing diesel generator; and

6. Develop a photovoltaic and battery backup system for the City’s Public Works Corporation Yard, with the ability provide critical loads for up to 2 days with a local interconnect for longer outages; and

7. Evaluate opportunities for load-shaving and supplying grid power (virtual power plant) during peak demand times to reduce costs and/or contribute revenue; and

8. Evaluate the ability of existing and future electric vehicles to provide vehicle to load or vehicle to grid capabilities to support the City Hall Complex and Public Works Corporation Yard with back up power during emergencies, to support load shaving to reduce electric costs and to support the grid as a virtual power plant during peak power events to drive revenue.

9. Evaluate the possibility of virtual net metering across adjacent and non-adjacent City electrical accounts; and

10. Integrate overall water production/use/loss monitoring into either the water system production SCADA system or the consumption monitoring system; and

11. Evaluate the feasibility of distribution system zone monitoring for evaluating relative water loss by zone; and

12. Evaluate the overall cost savings of time of use municipal well pumping to rely on “free” wholesale water during the times of day with peak electrical rates and municipal wells when electrical rates are lowest; and

13. Other energy improvements that meet the City’s Climate and Sustainability goals may be proposed to develop a financing portfolio that meets the City’s goals.

For the project to be viable, it must be completed with no capital outlay and no increase in net annual operational costs. The intent is that the improvements will either be cost neutral at time of construction or will pay for themselves over time from cost savings and continue to reduce costs to the City once paid for.

The services and capital improvements will be completed through an energy performance contract which will accomplish the following:
 Can be financed under the IGA to deliver costs savings in each month through the entire term, and at least until the full cost of ESCO services are paid for;  Turn-key project design and implementation of improvements and updates to the City’s infrastructure;
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 Upgrades old and/or inefficient systems;
 Maintains consistent and reasonable levels of occupant comfort;  Maintains building functionality and compatibility with existing equipment;  Improves utilization of technology to achieve optimum performance and savings;  Provides additional benefits that directly result from energy related services and capital improvements, reduced maintenance needs, improved indoor air quality, building improvements, etc.;  Minimizes financial and technical risk to the City;
 Provides training to employees on maintenance and repair of equipment and controls;  Provides funding solutions; and
 Provides on-going annual metrics for use in reporting to the City Council and community.

III. MINIMUM REQUIREMENTS
Respondents must meet the following criteria to participate in the City’s RFP selection process:
• Current accreditation by the National Association of Energy Services Companies (NAESCO); • Included on the U.S. Department of Energy’s (DOE) Qualified List of Energy Service Companies; • Active General Contractor’s license in the state of California for a minimum of 24 months; • Has a minimum bonding capacity of $15 Million;
• Successful implementation of similar projects, including design and construction of a minimum of five (5) comprehensive energy savings, water savings and Distributed Generation (DG) projects with public entities within the past three (3) years. Provide current client references, with contact information from relevant projects that included:
o Renewable generation, energy saving, and/or water saving measures o Strategic and transparent costing and financing approach o Other benefits, including Climate Action Plan (CAP) implementation, economic development workforce training and development, and related marketing/PR • Demonstrated experience in retrofitting municipal infrastructure to reduce energy and water consumption;
• Proven ability to provide a team of California licensed mechanical, electrical, structural and civil engineers as may be necessary;
• Savings Methodology shall be a bill to bill comparison – International Performance Measurement and verification protocol (IPMVP) Option C (whole facility savings are determined by measuring energy use at the whole facility or sub-facility level) and include examples of Measurement and Verification (M&V) Reports; and
• No pending or recent litigation in the past (36) months associated with the savings performance and/or measurement and verification (M&V) of a guaranteed energy savings project. 20 of 1021

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IV. PROJECT SCOPE
The successful proposer/team will be responsible for implementing all tasks associated with achieving the above project goals and objectives as defined during the preliminary evaluation and IGA phases, via the following, at a minimum:

Energy and Water Audit
 Conduct a preliminary evaluation of City facilities and infrastructure to determine if potential projects or project elements appear feasible.
 Based on direction from the City after review of the preliminary evaluation, conduct a comprehensive IGA of City facilities and infrastructure. The investment grade audit shall identify and analyze the costs as well as financial and energy/water savings for each individual program or measure evaluated; and
 Conduct a comprehensive feasibility analysis of microgrid/distributed generation opportunities for the City Hall Complex and the Public Works Corporation Yard, including solar PV and solar arrays, and any other economically and environmentally viable distributed generation (DG) solutions; and  Prepare a detailed evaluation of potential grant/rebate/loan/incentive programs available to offset costs of the recommended programs or measures; and
 Make recommendations for viable energy and water projects based on the audit/analyses and the goals of the program. For all proposed recommendations, provide a full lifecycle economic assessment with and without available grants/rebates/loans/incentive programs, including estimated installation cost, cost of maintenance, insurance, and all other costs;  Prepare and conduct presentations to City staff and provide support to City staff for presentation to the City Council, summarizing activities, analyses, and recommendations of the energy and water audit. It is anticipated that there will be up to two (2) presentations to City staff and one (1) presentation to City Council during this audit phase.

Design and Construction
 Develop an overall project delivery approach;
 Design the project(s) in consultation with City staff;  Coordinate with the City’s Public Works Department, Police Department, City Manager’s Office, and any other City departments with ownership or functional authority over various facilities involved;  Comply with the Public Contract Code, all applicable City codes, regulations, specifications and design standards;
 Manage and administer all sub-contractors’ work;
 Provide on-site construction management;
 Obtain all permits and apply for, manage and otherwise secure available, applicable energy grants, rebates and incentives with applicable utility companies/granting entities;  Direct and manage equipment testing, start-up, commissioning and monitoring to ensure proper 21 of 1021

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operation in accordance with design intent and to ensure and verify energy savings performance.  Prior to executing an IGA, provide a training session on the computer modeling approach you will use to validate savings, including approaches for weather normalization, changes in schedules, changes in building and equipment usage, changes in utility rates, and whether load dispatch by the City or a third party would modify the calculation. The City, at its discretion, may include an independent energy engineer or commissioning agent in this training.

Project Financing
• Projects will be 100% funded by the successful proposer through reduction in utility costs and/or procurement of utility incentives and/or grants; • Identify and secure the lowest-cost financing available to the City (including, but not limited to, 0% on-bill financing offered by PG&E and low-interest financing offered by the California Energy Commission).

Training
 Training of City personnel in the operation and maintenance of the equipment installed;  Provide operating and maintenance manuals for all equipment installed or provided;  Turn over all warranty information to the City in the City’s name.

Additional Energy-Related Programs and Funding
 Create, implement and fund innovative programs or measures within the overall project that create benefits and contribute to the City’s goals and objectives related to:
o Greenhouse gas reduction and carbon mitigation
o Reduced operational costs
o Economic development within the City
 Publicity, branding and marketing of the City as a leader in energy and environmental stewardship.

V. CONTRACT TERMS ANTICIPATED
Contract terms may include, but will not be limited to:
 Life-cycle pro-forma of proposed energy improvements, including reasonable and fully documented annual energy, water, and operations and maintenance costs and savings. The City may choose to impose a security for as a cost savings guarantee;
 Full documentation of project labor and materials costs, by measure, with negotiated and agreed-to ESCO mark-ups, fees and profit clearly presented in an open-book pricing/cost structure.

Performance bonds will be required for construction;
 Timetables for completing engineering and construction work;  Detailed description of services to be provided;
 Project key staffing assignments and guarantee of availability of assigned key staff to work on the 22 of 1021

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project;
 Specific financing arrangements and terms;
 Estimates of water and energy savings in annual and life-cycle kwh, kW, therms, gallons, acre-feet or other appropriate units;
 A detailed description of, and plan for, ongoing measurement and verification to quantify and document project water and energy and cost savings and performance;  A requirement for a performance bond guaranteeing that the facility will be either completed as planned or restored to the original condition in the event of default;  A clause specifying who will be responsible for maintaining the equipment to ensure cost savings and continued equipment optimum performance.

As an example of the contract for the audit portion of the project, a copy of the City’s standard Consultant’s Services Agreement, with insurance requirements, is included as Attachment B.

The City retains the final decision on which potential projects to ultimately implement (some or all), and the prioritization/timing for project implementation. The City further retains the exclusive right to modify the project list prioritization and whether or not a potential project is ultimately contracted for implementation.

VI. PROPOSAL INSTRUCTIONS
One (1) hard copy and one (1) electronic PDF copy of your proposal is required.

Proposals are to be sent or delivered to:

City of Cotati
Attn: City Manager’s Office
201 West Sierra Avenue
Cotati, CA 94931
Proposals must be received by the City no later than the date and time indicated on the cover sheet of this RFP. Any proposals received after the indicated date and time will be rejected.

Each submittal should address the following sections as outlined and adhere to requirements referenced above:
 Provide a description of how your firm is uniquely qualified for this project. Please include years in business, fiscal strength and evidence that the firm meets each element of the Minimum Qualifications, in accordance with Section III of this RFP. Include one (1) copy of the Company’s most recent audited financial report.
 Provide an organizational chart showing the proposed team for this project. Also, include resumes for key individuals showing their experience with these types of projects, and specifically their role in the projects included as reference projects. Include a table of key individuals, their role in this project, the percentage of full time commitment to this project for each individual, and a management guarantee of key staff to work on this project at the percentage shown in the staffing table.  Describe your firm’s (or team’s) capabilities, experience and approach to preparing energy/water audits and implementing similar projects for similar local government. Included shall be a description 23 of 1021

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of at least five (5) design-build energy/water/DG projects of similar or greater complexity that your firm has completed within the past three (3) years. Please include a comparison between estimated and actual implementation costs, and anticipated and actual savings for the five projects. Include the following information:
o Project description (include type of energy/Designated Generation and water conservation measures)
o Proximity to the City of Cotati
o Project size (total implementation cost)
o Key staff that worked on the project
o Total annual energy and water savings cost savings/avoidance o Finance and funding approach, and economic benefits and payback o Additional value created
o Client reference name and current contact information  Describe your firms proposed approach to the requested project, including audits, project management, training, etc., including additional benefits resulting for energy/water efficiency project implementation and respondent’s added value elements
 Using the IGA Pricing Proposal Sheet (Attachment C), indicate the cost for performing the preliminary evaluation and investment grade water and energy audit.  Provide a sample Performance Energy Contract.
 Acknowledgement of receipt of any City responses to written questions received during the proposal period. The City will only respond to written questions with written responses, which are posted to the City website with the RFP. Any questions must be received no later than 5 business days prior to the RFP due date.

VII. CONSULTANT SELECTION PROCESS
The City will evaluate proposals based on the scoring criteria outlined in this section. Respondents who are not actively engaged in providing services of the nature proposed in their response to the RFP and/or who cannot clearly demonstrate to the satisfaction of the City their ability to perform the work in accordance with the RFP requirements will not be considered. Respondents who do not meet the minimum requirements will not be considered.

The City reserves the right to reject any and all proposals, to waive informalities and minor irregularities in offers received, and/or to accept any portion of the offer if deemed in the best interest of the City.

The City may elect to forgo the oral interview process and select a firm to negotiate with based solely on review of proposals and reference checks. If the City chooses to conduct interviews, it will notify selected consultants after the proposal submittal date to arrange a time.

The following criteria will be used in evaluating and scoring the proposals:
 Background – qualifications, experience, resources, financial solvency (20 points)  Project Team & Management Structure – amount of work self-performed, strength of proposed team, trainers, and management structure (25 points)  Project History & References – relevant past project experience (20 points)  Project Approach – approach to audits, project management, training, etc. (25 points) 24 of 1021

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 Additional Benefits & Added Value – additional benefits resulting for energy/water efficiency project implementation and respondent’s added value elements (10 points)  Savings – savings approach, Measurement & Verification practices, etc. (35 points)  Contracts – sample contract terms and conditions of Performance Energy Contract, overhead & profit markups, and also the cost of the investment grade audit submitted via the IGA Pricing Proposal (Attachment C), (60 points)
 Response – responsiveness and compliance with the requirements of the proposal (5 points) Total Maximum Point Valuation: 200
Any proposals received shall be deemed the property of the City and will either be kept or destroyed at the completion of the evaluation and selection process.

For questions relating to this RFP, please contact the City Manger’s Office, by phone at 707-665.3622 or via email at [email protected].
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Attachment A
2020 Energy Resiliency Feasibility Assessment
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October 30, 202o TerraVerde Energy Page 1 of 38
City of Cotati:

Energy Resiliency Feasibility Assessment
October 30, 2020
PREPARED BY:

SPONSORED BY:
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PREFACE
TerraVerde Energy (TerraVerde) was retained by Sonoma Clean Power (SCP) to provide a preliminary assessment of the feasibility for adding battery energy storage systems at City of Cotati facilities that have existing solar photovoltaic (PV) systems. The premise for the assessment is the desire to understand whether sites would be ideal for a solar plus battery energy storage system resiliency project, which could provide backup power during Pacific Gas & Electric (PG&E) Public Safety Power Shutoff (PSPS) events and other power outages.

The assessment was performed in two stages. The initial stage included an evaluation of the electricity usage and solar generation at the following City of Cotati sites:
• Train Station
• Police Department
Based on the City’s desire for resiliency, the Police Department was advanced for further project evaluation. We appreciate the opportunity to provide SCP and the City of Cotati with the following results of this analysis. 28 of 1021
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CONTENTS
Preface .............................................................................................................................................................. 2 1 Executive Summary ...................................................................................................................................... 5 2 Glossary of Terms & Acronyms ......................................................................................................................7 3 Policy and Tariff Background ........................................................................................................................ 8

3.1 Time-of-Use Transition............................................................................................................................. 8

3.2 Net Energy Metering ................................................................................................................................ 8

3.3 Power Charge Indifference Assessment.................................................................................................... 8 4 Facility Assessment and Energy Use Profile .................................................................................................10

4.1 PG&E Accounts and Consumption Profile Assessment............................................................................10

4.2 Rate Analysis...........................................................................................................................................14

4.3 Results of Rate analysis ...........................................................................................................................15 5 Project Sizing Analysis .................................................................................................................................16

5.1 Battery Energy Storage Systems Benefits ...............................................................................................16 Demand Reduction and Peak Shaving....................................................................................................... 17 Energy Arbitrage.......................................................................................................................................19 Energy Storage Net Energy Metering........................................................................................................19 Resiliency..................................................................................................................................................19

5.2 MicroGrid Systems ................................................................................................................................. 20 6 Financing Options....................................................................................................................................... 22

6.1 SGIP Incentives Overview....................................................................................................................... 22

6.2 Other Incentives Overview ..................................................................................................................... 24

6.3 Battery Energy Storage System Financing Overview...............................................................................25

6.3 Solar Financing Overview ....................................................................................................................... 26 7 Battery Energy Storage System Feasibility Analysis Results........................................................................ 29 8 Conclusion...................................................................................................................................................34 9 Additional Calculations, Assumptions and References .................................................................................36

9.1 Assumptions & Calculations ....................................................................................................................36 10 Exhibits......................................................................................................................................................38 Cash Flow Savings Pro Formas ..................................................................................................................38 29 of 1021
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TABLES
Table 1: Proposed Rates, System Sizing, Incentives & Savings Under a Cash Purchase Scenario .................... 5 Table 2: Electric Account Overview...............................................................................................................11 Table 3: Current TOU Electric Account Details ..............................................................................................12 Table 4: New TOU Electric Account Rate Details...........................................................................................13 Table 5: Rate Optimization ...........................................................................................................................14 Table 6: Historical Rate Analysis Summary ...................................................................................................15 Table 7: SGIP Program Levels & Status .........................................................................................................23 Table 8: SGIP Application Fee ...................................................................................................................... 24 Table 9: Solar & Battery System Component Sizing, Costs and Back-Up Power Durations........................... 29 Table 10: Battery System Costs & Savings.....................................................................................................30 Table 11: Proposed Rates, System Sizing, Incentives & Savings under a CAsh purchase scenario ..................34

FIGURES
Figure 1: Train Station Electricity Consumption Overview.............................................................................10 Figure 2: Police Department Electricity Consumption Overview....................................................................10 Figure 3: Example Demand Reduction Current TOU...................................................................................... 17 Figure 4: Example Demand Reduction New TOU ..........................................................................................18 Figure 5: Example Peak Shaving....................................................................................................................18 Figure 6: Example Energy Arbitrage Charge / Discharge Profile ....................................................................19 Figure 7: Energy Consumption and Sources in a Microgrid ............................................................................21 Figure 8: Sample Solar Installation1 ............................................................................................................. 26 Figure 9: Historical Lithium-Ion Battery Prices Through 2018........................................................................31 Figure 10: Battery Energy Storage System Cash Purchase Cumulative Cash Position....................................32 Figure 11: Battery Energy Storage System Third-Party Ownership Cumulative Cash Position .......................32 Figure 12: Battery Energy Storage System & Solar PV Cash Purchase Cumulative Cash Position...................33 Figure 13: Battery Energy Storage System & Solar PV Third-Party Ownership Cumulative Cash Position......33 30 of 1021
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1 EXECUTIVE SUMMARY
This report describes the results of a review of the electricity usage, and PG&E and SCP rates for each of the City of Cotati sites. A summary of both the electricity usage and solar photovoltaic (PV) generation is provided, as well as feedback on the optimal rate schedule to minimize electricity costs and optimize financial savings from a solar PV system paired with a battery energy storage system. This report also describes the results of the battery energy storage system feasibility assessment and is organized as shown in the Table of Contents.

Of the two (2) City of Cotati sites evaluated for initial viability, the Police Department was advanced for further study based on the City’s desire for resiliency at this site, as well as the annual electricity usage, maximum electricity demand, and rate schedule, which determine financial viability.

At the Police Station, a battery energy storage system sized to optimize cost and incentives was determined.

This size was used to assess the financial impacts as well as the resiliency benefits to the site, and the results have been included in this report. An additional assessment of replacing the existing solar PV system was conducted to determine the financial benefits of a larger system paired with a battery energy storage system. The results of this assessment have also been included in this report.

TABLE 1: PROPOSED RATES, SYSTEM SIZING, INCENTIVES & SAVINGS UNDER A CASH PURCHASE SCENARIO SITE /

SCENARIO

CURRENT
RATE
IDEAL
RATE1
ANNUAL

SAVINGS
FROM
RATE
CHANGE
($)

EXISTING

SOLAR PV

SIZE (KW DC)
/ PROPOSED

SOLAR PV

SIZE (KW DC)

PROPOSED

BATTERY
SYSTEM
SIZE
(KW AC)

RESILIENCY

BENEFIT
(%) 2
SGIP
INCENTIVE3
($)

CUMULATIVE

NET CASH

POSITION
(YR 15 / 25)
($)
TRAIN
STATION A-6 A-6 N/A 12 N/A - N/A N/A
POLICE

DEPARTMENT
/ CURRENT

SOLAR PV
A-10 A-10
TOU $943 30 43 64.8% $101,000 ($152,599)
POLICE

DEPARTMENT
/ INCREASED

SOLAR PV
A-10 A-10
TOU $943 108 43 86.2% $101,000 $267,316
1 Ideal rates are assumed to be the rate that provides the lowest annual energy bill based on both PG&E and SCP costs. 2 Resiliency Benefit represents the probability of supporting 100% of the load for a 12-hour outage. This value is determined by taking the average probability amongst random days using historical consumption from February 2019 through January 2020, assuming the battery is 100% charged at the start of the outage and the solar PV system will produce 75% of its anticipated production. 3 Assumes the Large-Scale Storage Budget with the Resiliency Adder due to the current lack of funding for the SGIP Equity Resiliency budget.

The first portion of the analysis completed and reviewed in this report was to determine the “ideal” rate schedule that would provide the lowest annual energy bill for the City at each account analyzed based on both PG&E and SCP costs. Under the current time-of-use (TOU) period definition rates, the Train Station is enrolled in the A-6 rate tariff which results in the lowest annual bill, and therefore a rate change is not suggested. At the Police Station, A-10 TOU results in the lowest annual bill, but in this case, as this is not the current rate for this site, by switching to A-10 TOU the Police Station could realize a projected $943 annual savings under the current TOU if a full year of savings was still available under the current TOU rates. The full annual savings will not be able to be 31 of 1021
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realized given that the current TOU rates are only available through March of 2021. Similarly, under the new TOU, the Police Station would maintain the lowest annual bill on rate schedule B-10, and the Train Station would benefit from B-6. However, these are the rates the sites will be transitioned to anyway under the new TOU, in March 2021 for the Police Department, and in 2025 for the Train Station, and thus the City would not see any rate change savings.

The second portion of the analysis completed and reviewed in this report was to determine the financial and resiliency impacts of a battery energy storage system at the site included for consideration. As can be seen in Table 1, under a cash purchase scenario the battery energy storage system results in a net loss at the end of its useful life for the Police Station. This is due to the fact that this site has a relatively low maximum demand, resulting in minimal battery energy storage savings due to demand reduction. Additional bill savings are available through energy arbitrage, and is discussed further in the body of the report. A third-party ownership model was also assessed and although this is an option that the City could consider in order to pay for the costs of the installation of the battery energy storage system over time instead of upfront, the financial savings were not as favorable as the cash scenario due to the need for a return on investment by the third-party system owner.

This battery energy storage systems results in a net loss at the end of its useful life but is sized to meet the maximum demand based on the consumption data between February 2019 and January 2020, is eligible for SGIP, and can provide resiliency. The analysis does not currently consider other expenses that the City may incur and that may arise due to a power outage at either of the sites analyzed (loss of refrigerated items, loss of communication, loss of data back-up systems, etc.). The analysis also does not include costs related to other forms of backup power, such as fossil fuel generators. The City may want to consider these additional expenses as part of the overall financial benefit that could result from the installation of a battery energy storage systems and an associated microgrid. As can be seen in Table 1, this battery energy storage system has roughly a 70% probability of supporting 100% of the anticipated site load for a 12-hour outage. If the City is interested in providing resiliency to only the critical site loads, this battery size could potentially be able to support those needs for a much longer duration, more information is provided in section 5.2.

As an addition to the battery energy storage system analysis, an assessment of installing a new solar PV system was conducted for the Police Department. Solar panel efficiencies have increased significantly over the past 17 years; thus, a new solar PV system of the same size would take up less space, potentially allowing for a larger PV system to replace the old one. The new proposed PV system is sized to offset roughly 85% of the site load, and as can be seen in Table 1, provides a positive cash position at the end of the project’s useful life. Additionally, the increase solar PV size paired with the same battery energy storage system has roughly an 86% probability of supporting 100% of the anticipated site load for almost 12-hour outage Should the City be interested in pursuing either of the projects outlined in this report, the next step would be a competitive solicitation process to find the best vendor for the City to partner with. Prior to running a solicitation process, additional due diligence including site walks to finalize project specifications are suggested. Running a competitive solicitation process to obtain pricing for the options explored in this report will provide SCP and the City of Cotati the opportunity to verify the preliminary feasibility findings presented herein. 32 of 1021
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2 GLOSSARY OF TERMS & ACRONYMS
CA California
CPUC California Public Utilities Commission
GHG Green-House-Gas
GRC General Rate Case
IOU Investor Owned Utility(ies)
kW Kilowatt
kWh Kilowatt-hour
MW Megawatt
MWh Megawatt-hour
PCIA Power Charge Indifference Adjustment
PG&E Pacific Gas and Electric
PV Photovoltaic
SCP Sonoma Clean Power
TOU Time-of-Use
W Watt
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3 POLICY AND TARIFF BACKGROUND

3.1 TIME-OF-USE TRANSITION
In May 2017, PG&E completed a General Rate Case (GRC) filing, wherein it proposed a series of revisions to rate schedules and implemented a California Public Utilities Commission (CPUC) approved decision 17-01-006 in January of 2017 that allowed all the California investor owned utilities (IOUs) to adjust their definitions of TOU peak periods. The decision allowed PG&E to expand the definition of the on-peak period from 12:00-6:00pm during the summer to all year from 4:00-9:00pm. The GRC filing has currently been approved by the CPUC and the new rate schedules have been available for voluntary enrollment since November 2019. The new rate schedules will become mandatory in March of 2021 for all PG&E accounts that are not eligible for some form of legacy rates (defined using “grandfathering” in current IOU documents). All the City of Cotati’s electric accounts will be subject to changes in TOU period definitions and corresponding rates, starting with the Police Department in March 2021.

3.2 NET ENERGY METERING
Due to the proliferation of behind-the-meter solar PV systems in California over the past ten years, the State’s net energy metering program (NEM) cap was reached, which has triggered a transition from the original net metering program tariff, known as NEM 1.0, to a new “successor” NEM tariff known as NEM 2.0. PG&E reached their NEM 1.0 program capacity caps in 2016.

The primary differences between the original NEM 1.0 tariff and the new NEM 2.0 tariff is the removal of caps on solar PV system size, and a decrease in potential cost savings due to the removal of credits for utility bill components known as non-bypassable charges. While the new NEM 2.0 tariff does not provide the same level of retail credit value as the NEM

1.0 tariff, the fact that the 1MW CEC-AC system size cap limitation is no longer in place means solar PV systems can be sized for optimum offset of energy consumption and maximum energy cost savings potential.

The NEM tariff also includes a special condition option known as Net Energy Metering Aggregation (NEM-A). NEM-A allows a PG&E customer with multiple meters on the same property, or on adjacent or contiguous properties, to use the generation from a solar PV system interconnected behind one meter to provide NEM benefits for the other (aggregated) meters through a Utility accounting process. NEM-A customers are prohibited by State law from receiving net surplus compensation.

Decision 19-01-030 by the CPUC in February of 2019 has expanded the NEM 2.0 tariff to allow battery energy storage systems to receive NEM credits for energy exported to the grid when the battery energy storage system is charged 100% from a renewable generation source, such as solar PV systems, and has a power control configuration that is certified by a national recognized standard.

3.3 POWER CHARGE INDIFFERENCE ASSESSMENT
In 2002, California passed Assembly Bill 117 enabling the establishment of Community Choice Aggregators (CCAs) and thus providing customers of the California Investor-Owned Utilities (IOUs) an alternative source to procure energy from.

The Power Charge Indifference Adjustment (PCIA) fee is considered an “exit” fee, which IOU customers must pay for electing to purchase their energy from an alternative source, such as a CCA. The PCIA fee was established on the premise that it ensures that all electricity ratepayers pay an equal share of the costs the IOU spent on procuring energy 34 of 1021
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(generation) prior to customers electing to procure energy from a CCA instead of the IOU. The PCIA charge is dependent on when a customer starts procuring their energy from a CCA and based on this a “vintage” for the PCIA charge is established.

In October of 2018, the CPUC approved a new methodology for calculating the PCIA. The decision allows the IOUs to continue charging the PCIA, with no time limitations, on all legacy IOU owned generation sources that qualify as energy procured by the IOU to meet customer needs. Beginning in 2020, the CPUC decision also placed a $0.005/kWh yearly limit on the PCIA cost and added credits for greenhouse gas-free resources, renewable resources, and capacity attributes towards the costs associated with the legacy generation sources. 35 of 1021
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4 FACILITY ASSESSMENT AND ENERGY USE PROFILE

4.1 PG&E ACCOUNTS AND CONSUMPTION PROFILE ASSESSMENT

ELECTRICITY CONSUMPTION (KWH)
As part of this report the consumption profiles for each of the City of Cotati sites were investigated. The following figures provide information on the solar PV production, on-site consumption of the solar PV, and grid-power consumption net of solar. Additional information can be found in Exhibit A. It is important to note that operational production data was unavailable and the solar PV production data used in this analysis was estimated based on the solar PV system data provided and an estimation software (PVWatts). Additional information on assumptions and calculations can be found in Section 9.1.

FIGURE 1: TRAIN STATION ELECTRICITY CONSUMPTION OVERVIEW FIGURE 2: POLICE DEPARTMENT ELECTRICITY CONSUMPTION OVERVIEW 36 of 1021
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PG&E provides energy distribution services to both City of Cotati sites, while SCP provides generation services. Both City of Cotati electric accounts are enrolled in SCP’s EverGreen service, the 100% renewable, locally produced energy 24/7 option. The following tables provide information currently available about the electric accounts, including rates and total consumption over the specified 12-month period.

TABLE 2: ELECTRIC ACCOUNT OVERVIEW
Site PG&E SAID Current
Rate Tariff
Annual
Consumption
Feb. 2019-
Jan. 2020
(kWh)
Highest Monthly
Load (kW) between
Feb. 2019-
Jan. 2020
Demand
Charges on
Current Rate?
Permission to
Operate Date
Train Station XXXX507074 A-6 11,977 18 NO 2015
Police
Department
XXXX507311 A-10 154,377 43 YES 2003
Electricity consumption is measured by metering the usage of kilowatt-hours (kWh) of electricity and is updated in PG&E’s meter reading system every 15 minutes (known as an interval). Electric load profile is expressed as “demand” or “load” and is measured in kilowatts (kW). Over the 12-month period (February 2019 to January 2020) used in the analysis, the City of Cotati consumed 166,354 kWh of electricity across the two accounts listed in Table 2.

Understanding electricity consumption and utility billing requires knowledge of the TOU rate structures for the various accounts. The City of Cotati accounts are enrolled on different rate structures which are shown for each account in Table

2. Rate structure selection for each account is dependent on the consumption and load profile of the applicable meter.

Table 3 below provides a summary of the various TOU rate structures assigned to the City of Cotati accounts based on the current TOU period definitions and the limits on demand (kW) and consumption (kWh) that dictate which rate structures the accounts are enrolled in. Each TOU rate structure consists of a set of three standard charges:
a) monthly customer (meter) charge which is the same each month; b) time-of-use energy charges per kWh of consumption; and c) time-of-use demand charges which use a rate that varies depending on the time of the day and season and are applied to the highest demand recorded during the applicable TOU periods for a given month. 37 of 1021
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TABLE 3: CURRENT TOU ELECTRIC ACCOUNT DETAILS
Rate Structure
Peak Monthly
Demand Limit Consumption Limits Additional Considerations A-6
(Pre 4.1.2017)
499 kW N/A
Rate not available for enrollment after April 1, 2017.

Accounts enrolled before April 1,2017 remain eligible for this rate structure. No demand charges.

A-6
(Post 4.1.2017)
75 kW 150,000 kWh
Demand must not exceed Monthly Demand Limit for
more than 3 consecutive months or a transition to A-10
would be required. No demand charges. Higher rates on
summer weekdays during peak periods than A-1. Slightly
lower winter and off-peak kWh rates than A-1.

A-10 499 kW N/A
Demand must not exceed Monthly Demand Limit for
more than 3 consecutive months or a transition to E-19
would be required. Demand charges based on maximum
kW per month and vary by season. Lower TOU kWh
energy charges than A-1 and A-6.

Any City of Cotati accounts that were enrolled continuously in A-6 since March 31, 2017 are enrolled in legacy rates under the pre 4.1.2017 A-6 rate structure. This applies to the City’s Train Station account. Additionally, any site with solar PV systems installed less than 1o years ago behind the meter are enrolled in legacy rates under a TOU-period definition that includes a summer on-peak period from 12-6pm and will remain enrolled in legacy rates under this TOU-period definition through the 10-year anniversary of the solar PV systems’ Permission to Operate (PTO) date as established by PG&E (see Table 2). Given that the Police Station solar PV system was installed more than 10-years ago, this account is no longer eligible for the TOU period legacy rate. The City’s Train Station remains eligible for the TOU period legacy rate through 2025. All other accounts can currently voluntarily transition to the new rate schedules and will undergo a mandatory transition to the new TOU period definitions by March of 2021.

Table 4 below presents the limits on demand (kW) and consumption (kWh) that dictate which rate structure accounts will be enrolled for the new TOU period definitions. There are minimal changes in the rates structures related to maximum demand limits with the key differences between the current TOU and new TOU rate structures outlined below:
• All new TOU rates will contain a year-round, 7-days a week, on-peak period of 4pm – 9pm. • The new TOU rates created a super-off-peak period in the months of March through May that will run between 9am - 2pm.
• The definition of the summer season has changed from a 6-month summer in the current TOU rates to a 4-month summer season (Jun-Sep) in the new TOU rates.
• The standby option on B-19 or B-20 rates structures (new TOU) will be the first-time daily demand charges have been implemented in California.
• The new TOU rates removed the consumption limitations that was in place on A-1 and A-6. 38 of 1021
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TABLE 4: NEW TOU ELECTRIC ACCOUNT RATE DETAILS
Rate Structure
Peak Monthly
Demand Limit Additional Considerations
B-6
75 kW
Demand must not exceed Peak Monthly Demand Limit for more than 3 consecutive months or a transition to A-10 would be required. No demand charges. Higher rates on summer weekdays during peak periods than A-1. Slightly lower winter and off-peak kWh rates than A-1.

B-10 499 kW
Demand must not exceed Peak Monthly Demand Limit for more than 3 consecutive months or a transition to E-19 would be required. Demand charges based on maximum kW per month and vary by season. Lower TOU kWh energy charges than A-1 and A-6.
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4.2 RATE ANALYSIS
TABLE 5: RATE OPTIMIZATION

CURRENT TOU CURRENT TOU NEW TOU NEW TOU
RATES AND COSTS PER CURRENT BILLS IDEAL RATES1 & COSTS PROJECTED RATES AND COSTS IDEAL RATES & COSTS

PG&E SAID SITE NAME
PG&E
Rate
Bundled
PG&E
Costs
PG&E
Solar
Choice2
Costs
PG&E +
SCP
Costs
PG&E +
SCP
EverGreen3
Costs PG&E Rate
Bundled
PG&E
Costs
PG&E
Solar
Choice2
Costs
PG&E +
SCP
Costs
PG&E +
SCP
EverGreen3
Costs
PG&E
Rate
Bundled
PG&E
Costs
PG&E
Solar
Choice2
Costs
PG&E +
SCP
Costs
PG&E +
SCP
EverGreen3
Costs
PG&E
Rate
Bundled
PG&E
Costs
PG&E
Solar
Choice2
Costs
PG&E +
SCP
Costs
PG&E +
SCP
EverGreen3
Costs
XXXX507074 Train Station A-6 $2,259 $2,317 $2,297 $2,597 A-6 $2,259 $2,317 $2,297 $2,597 B-6 $3,135 $3,192 $3,200 $3,500 B-6 $3,135 $3,192 $3,200 $3,500 XXXX507311
Police
Department A-10 $34,987 $35,079 $35,830 $39,688 A-10 TOU $34,063 $34,155 $34,887 $38,745 B-10 $36,036 $36,128 $36,767 $40,625 B-10 $36,036 $36,128 $36,767 $40,625 1 Ideal rates are assumed to be the rate that provides the lowest annual energy bill based on both PG&E and SCP costs. 2 PG&E Solar Choice is PG&E’s 100% solar option, this program has a cap and is available on a first come first serve basis. 3 SCP Evergreen is SCP’s 100% renewable (geothermal and solar) option, produced entirely within the SCP service territory.

As discussed in Section 4.1, the maximum demand of a site/meter determines which rate tariff(s) the site is eligible to enroll in. Additionally, within a specific rate tariff, there are alternative options such as enrolling in a 100% green option, or procuring energy from a CCA, such as SCP. City of Cotati is currently enrolled in the EverGreen rate program with SCP for all their accounts (see bolded italicized blue text in the Table above). All of the various options shown in the table above are outlined below:
a) “Bundled PG&E Costs” - provides the annual bill cost based on PG&E standard rates for both generation and distribution costs (no SCP participation). b) “PG&E Solar Choice Costs” – provides the annual bill cost based on PG&E distribution cost and generation Solar Choice rates wherein 100% of energy procured comes from solar PV systems owned and operated by PG&E (no SCP participation). c) “PG&E + SCP Costs” – provides the annual bill cost based on PG&E rates for distribution and SCP rates for generation and participation in the Standard CleanStart rate program wherein energy procured is 50% renewable and 97% carbon free. d) “PG&E + SCP EverGreen Costs” - provides the annual bill cost based on PG&E rates for distribution and SCP rates for generation and participation in the EverGreen rate program wherein the energy procured is 100% renewable, locally generated energy, day and night.

Due to the transition from the current TOU rate definitions to the new TOU rate definitions in March of 2021 as discussed in Section 4.1, the rate tariffs investigated for each site analyzed both current TOU rates and the new TOU rates. The analyses included annual bill costs for the rate tariff that the site is currently enrolled in, and also identified a potential rate tariff change that could provide financial savings (“Ideal”) should the City decide to pursue the change. The columns shown in bold italicized purple text in the table above indicate the rate tariff option that the sites are currently enrolled in (“Current TOU Rates and Costs per Current Bills”) and the equivalent rate tariff option in the other categories. The “Current TOU Ideal Rates & Costs” section identifies the ideal rate tariff and associated annual bill costs for each site. The “New TOU” sections are the same as the first two, instead utilizing the new TOU rate tariffs versus the current TOU rate tariffs. 40 of 1021
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4.3 RESULTS OF RATE ANALYSIS
As can be seen by the figures in Section 4.1 and Exhibit A, the Train Station solar PV system has been sized to allow for exports which will result in utility bill savings from the exports. The Train Station is consuming approximately 6,100 kWh from the PV, while the system is producing approximately 15,000 kWh. The Police Department PV system has been sized to only offset onsite load and does not export to the grid. However, this system still provides utility bill savings by requiring a lower quantity of energy to be purchased from SCP.

It is important to note that the savings projections in Table 6 (below) are based on PG&E tariffs made effective May 1, 2020, and SCP tariffs made effective July 1, 2020. As of May 1, 2020, PG&E has increased their PCIA fees.

Currently, SCP is providing the lowest possible rates to their customers, however, due to the increase in the PCIA fees from PG&E, as of May 1, 2020 SCP customers are now paying slightly more than they would as a bundled PG&E customer. See section 3.3 for more details.

TABLE 6: HISTORICAL RATE ANALYSIS SUMMARY
Current TOU
Current Rates
Current TOU
Ideal Rates1
New TOU
Similar Rates
New TOU
Ideal Rates1
Total Annual PG&E
Costs $37,246 $36,322 $39,171 $39,171
SCP Annual Savings
(CleanStart) ($881) ($862) ($796) ($796)
SCP Annual Savings
(EverGreen) ($4,889) ($4,870) ($4,805) ($4,805)
Optimized Annual
Rate Savings $9432 $0
1 Ideal rates are assumed to be the rate that provides the lowest annual energy bill based on both PG&E and SCP costs. 2 This is a projected annual savings value, only a portion of this savings value could be realized given that the current TOU rates are only available through March of 2021.

Additionally, the Police Department will benefit from a shift from A-10 to A-10 TOU. By making this immediate switch under the current TOU, a portion of the projected annual savings of $943 can be realized. The full annual savings will not be able to be realized given that the current TOU rates are only available through March of 2021.

The Police Department will benefit from transitioning to the TOU option of A-10 because the non TOU A-10 has a higher energy charge than the part-peak or off-peak energy charges of A-10 TOU. 41 of 1021
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5 PROJECT SIZING ANALYSIS
This section provides information about battery energy storage systems and microgrid systems and describes the process for determining optimized system capacity and estimated implementation costs associated with the proposed system.

The analysis begins with a comprehensive data collection and quality control process, then proceeds to an operations profile analysis (demand, consumption and billing), and concludes with sizing of proposed project components, cost estimates, and a financial projection of project economics using proprietary rate tariff and financial modeling programs.

To perform the baseline operations profile analysis at least 12 months of billing and electricity consumption data must be compiled (in 15-minute intervals). This data is used as a baseline for defining future electricity consumption, and as an input for projecting electricity cost savings over time. Electricity usage data is collected utilizing PG&E authorization forms and communicating with PG&E’s 3 rd party data collection team. The data
collected is in the form of 15-minute interval data files and/or paper (.pdf) bills. Billing data summarizes metered energy consumption (and energy generation in the case of existing on-site solar PV systems or other renewable energy technologies), monthly maximum demand values, and corresponding charges incurred by the agency during each billing period. Paper bills contain information that help to confirm each meter’s rate schedule, service voltage, and demand response program participation. Interval data is comprised of metered demand values at 15-minute intervals and shows the shape and load profile of a specific operation/facility (meter/site). Using the interval data and information extracted from the paper bills, along with most current rate information (PG&E tariff periods and costs), it is possible to reconstruct monthly bills to establish an accurate basis for comparing expected energy and demand reductions associated with proposed energy storage systems.

Verification of the accuracy of data used to create the baseline billing (electricity costs) assumptions is critical to determining an accurate avoided cost calculation and energy cost savings estimate. To ensure that billing assumptions and tariff related variables are correct for each meter prior to modeling project cash flows and net savings, 12 months of billing for each proposed meter is recalculated by calendarizing the 15-minute interval data and applying the applicable (historic) rate schedules. If a large variance between the actual PG&E bills and the recalculated bills is observed, the inputs are re-evaluated for missing data, or missing or incorrect rate components. Factors that can affect the calculated baseline billing assumptions include voltage levels, demand response programs, standby charges, and exported energy production. This iterative process of systematically reducing the total variance between actual and recalculated historical billing provides confirmation that the inputs are correct and accurate, which results in accurate avoided cost calculations and projected savings values.

5.1 BATTERY ENERGY STORAGE SYSTEMS BENEFITS
The primary financial benefits from battery energy storage systems are electric demand reduction and peak shaving. For energy usage profiles that have significant jumps in demand over a billing period, a battery can be used to provide an alternative source of power that ensures that the peak amount of power drawn from the utility company never exceeds a set threshold, thereby allowing a customer to remain on a more cost-effective rate structure, and/or to reduce demand costs.
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Battery energy storage systems can also provide a number of other financial and operational benefits including energy arbitrage (charging and discharging the battery based on time-of-use price of electricity) and resiliency (back-up power).

DEMAND REDUCTION AND PEAK SHAVING
Integrating battery energy storage with solar PV can facilitate an optimum (maximum) level of financial savings.

A solar PV system by itself provides per-kWh utility bill savings and some level of peak demand reduction.

However, solar PV is subject to intermittency based on weather conditions, and therefore is unreliable in ensuring consistent demand charge reduction. In cases where customers are experiencing high demand charges and cannot adjust the demand profile of the operation/facility, solar PV and energy storage can be controlled together to provide the optimal overall bill savings and peak demand savings. This capability can be managed through charge/discharge management software capable of making “decisions” to optimize financial savings based on the actual operating profile and the TOU rate structure on a real-time basis. The software can direct the battery system to charge with solar PV energy, ensuring that the battery is always charged and available for use during periods of low solar energy production.

FIGURE 3: EXAMPLE DEMAND REDUCTION CURRENT TOU
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FIGURE 4: EXAMPLE DEMAND REDUCTION NEW TOU
FIGURE 5: EXAMPLE PEAK SHAVING
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ENERGY ARBITRAGE
As noted previously, batteries charged by a solar PV system also have the potential of providing “energy arbitrage” savings, i.e., charging the batteries from the solar PV system during low bill credit periods and discharging the batteries for facility operation and/or exporting the energy during high bill credit periods. In the first year of operation, the battery energy storage system at the Police Department could provide approximately $1,074 in savings due to “energy arbitrage”.

FIGURE 6: EXAMPLE ENERGY ARBITRAGE CHARGE / DISCHARGE PROFILE

ENERGY STORAGE NET ENERGY METERING
Integrated solar PV and battery energy storage systems should also be designed to include the installation of a Net Generating Output Meters (NGOM) to allow the facility to participate in energy storage net energy metering programs while maintaining the flexibility to charge from the grid. An NGOM is a meter required by the Utility to ensure that only renewable energy generation systems receive net metering credits under current net metering rules (i.e., to ensure only the NEM solar PV system or energy storage systems charged 100% from solar energy receive export credits). Energy storage net energy metering (NEM) allows facilities to receive export credits from the Utility for energy exported to the grid from energy storage systems that are charged solely from on-site (colocated) solar PV systems. To achieve maximum flexibility in controlling the battery energy storage system, the interconnection application submitted to the Utility for the battery system should assume the battery system will export through Energy Storage NEM.

RESILIENCY
In addition, an integrated solar PV and energy storage system can be configured for the added benefit of providing an alternative source of back-up power when the grid is either unreliable or not available. This added resiliency allows for the site electrical load to be maintained during a grid outage and is explored in more depth in Section 5.2.
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5.2 MICROGRID SYSTEMS
As noted previously, microgrids use onsite electricity generation (such as solar PV) and a battery energy storage system to create an onsite miniature version of the distribution grid. Microgrids typically function in parallel with the utility grid but can also become electrically isolated from the grid in the event of a power outage.

Battery energy storage and solar PV systems installed with proper switching and a microgrid controller can be configured to provide various levels of back-up power for facilities including all or a portion of a facilities loads.

Microgrids can be designed to provide backup power for an entire facility/site electrical load, certain critical loads only, or somewhere in between. The determination of “critical loads” will vary site-by-site depending on the goal of the microgrid (e.g., life sustaining services only, maintaining critical operations during an emergency, etc.). In many cases, the most economically viable path is to select a portion of a facilities loads (critical loads) to be supported by these systems. The complexity and cost of a microgrid system increases as the size of the load it must service increases. Larger loads require larger (and more expensive) battery energy storage systems. The length of time a microgrid can support a given load (kW) is dependent on the battery energy storage system which will have a limited capacity without being recharged, but also on the ability of the energy generation source to recharge the battery energy storage system.

For solar PV systems, energy generation only occurs during the day. Once the sun goes down, the battery energy storage system will be the only source of power unless additional energy generation sources are available.

Despite the fact that the solar PV system only produces energy during the day, with sufficiently sized components, a combined solar PV and battery energy storage system can provide sufficient energy to meet both daytime and night-time loads.

If it is determined that only a subset of the site’s loads need to kept online during a grid outage, load management techniques (such as controllable breakers or dedicated electrical load panels) can be used to isolate those loads so that they are the only loads that draw power from the microgrid during a power outage. Determination of which loads should continue to receive power during a grid outage requires feedback from site personnel. If a subset of loads is identified for inclusion in a microgrid, an investigation to determine what portion of the overall site consumption the identified loads represent would be required for resizing of the battery energy storage system.

Regardless of whether back-up energy is provided by the microgrid to all loads or critical loads only, a means to isolate the site from the distribution grid (typically a transfer switch or equivalent) and a controller that optimizes the performance of the microgrid are required. The costs associated with a typical transfer switch (or equivalent) and microgrid controller is estimated to be approximately $50,000 per interconnection point.

TOTAL BACKUP CAPACITY (NIGHT-TIME) = RATED CAPACITY OF THE BATTERY SYSTEM (kW) TOTAL BACKUP DURATION (NIGHT-TIME) = RATED DURATION OF THE BATTERY SYSTEM (HRS) TOTAL BACKUP CAPACITY (DAY-TIME) = RATED CAPACITY OF THE BATTERY SYSTEM (kW) + SOLAR PV SYSTEM OUTPUT (kW)
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FIGURE 7: ENERGY CONSUMPTION AND SOURCES IN A MICROGRID 47 of 1021
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6 FINANCING OPTIONS

6.1 SGIP INCENTIVES OVERVIEW
The CPUC offers the Self-Generation Incentive Program (SGIP) that provides funding to support existing, new, and emerging distributed energy resources (DERs) installed on the customer's side of the utility meter. Qualifying technologies include wind turbines, waste heat to power technologies, pressure reduction turbines, internal combustion engines, microturbines, gas turbines, fuel cells, and advanced energy storage systems (including batteries). There are 5 “Steps” that categorize the funding levels for certain DER types and sizes, and the different budgets that apply to various types of customers. The rebate is administered through program administrators throughout the State, in this case, PG&E.

INCENTIVE LEVELS
There are four SGIP incentive levels for municipal battery energy storage projects, based on the facility type and geographical location of the site:
• General Market Large-Scale Storage
• General Market Resiliency Adder
• Equity
• Equity Resiliency
Please see below for current availability.

ELIGIBILITY
All customers are eligible for a General Market Large-Scale Storage incentive level.

To qualify for the SGIP Resiliency Adder, the site must qualify as a “critical facility”, and either be located in or serve a high fire threat district (HFTD) or have experienced 2 more discrete Public Safety Power Shutoff (PSPS) events. Qualified critical facilities include: police & fire stations, emergency response providers, emergency operations centers, 911 call centers, hospitals & health care facilities, public and private gas, electric, water, wastewater or flood control facilities, jails and prisons, cooling centers, homeless shelters, independent living centers, food banks, small business grocery stores, or locations designated by the utility to provide assistance during power shutoffs.

To qualify for SGIP Equity, the site must be located in a low-income designated community or a designated disadvantaged community. To qualify for SGIP Equity Resiliency, the site must be located in or serve a HFTD or have experienced 2 or more PSPS events, and is a “critical facility” that serves a low-income or disadvantaged community and that is in HFTD or has experienced two or more PSPS events. 48 of 1021
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PROGRAM STATUS
SGIP generally can offset 30% of energy storage project costs but can offset potentially more, depending on a number of factors: the eligible SGIP budget, current incentive step level, consideration for taking the Investment Tax Credit (ITC) benefit, duration of the battery’s discharge period (2hr, 4h, etc.), overall battery capacity, cycling and greenhouse emission requirements, and site specific installation costs.

Currently, PG&E’s SGIP allocation is in step 3 for the Large-Scale Storage budget, and there is approximately $25.7M in funding remaining in step 3 as of October 30, 2020. Step 3 incentive levels start at $0.35/Wh and are adjusted downward with consideration for the factors mentioned above. The SGIP Resiliency Adder can provide an additional $0.15/Wh in incentives on top of the Large-Scale Storage incentives for eligible sites. The SGIP Equity Resiliency budget is currently waitlisted, and the SGIP Equity is currently oversubscribed as of May 12, 2020.

TABLE 7: SGIP PROGRAM LEVELS & STATUS
General Market
Large-Scale Storage Resiliency Adder
$0.35/Watt-hour
$350/kilowatt-hour
+ $0.15/Watt-hour
Equity
Non-Residential Storage WAITLISTED
$0.85/Watt-hour
$850/kilowatt-hour
Equity Resiliency
Residential and Non-Residential WAITLISTED
$1.00/watt-hour
$1,000/kilowatt-hour
This analysis uses the Large-Scale Storage with the Resiliency Adder incentive due to the current lack of funding for the SGIP Equity Resiliency budget.

IMPORTANT PROGRAM INFORMATION
The SGIP program continues to evolve rapidly. Current program information can be found on the PG&E website www.pge.com/sgip. SCP staff are available to provide updates on the program and advise customers.

Additionally, it is important to note, that the SGIP incentive is performance based. 50% of the incentive value is provided in year 1 of operation, with 10% each year for the next 5 years, as long as the battery cycles at least 104 times per year.

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incentive award and is refunded once the project is constructed. The anticipated SGIP application fee for each project is shown below:

TABLE 8: SGIP APPLICATION FEE
Site Name SAID Site Address
Proposed Battery
System Size (kW / kWh)
SGIP Application
Fee ($)
Police Department XXXX507311 203 W Sierra Ave, Cotati CA 43 kW / 232 kWh $5,050

6.2 OTHER INCENTIVES OVERVIEW

INVESTMENT TAX CREDITS
Federal incentives for battery energy storage systems are available in the form of investment tax credits, known as the Investment Tax Credit (ITC) when the battery energy storage system is paired with a new renewable energy system (such as a solar PV system). In addition, in order to be eligible for the ITC, the battery energy storage system and solar PV system must be owned by the same tax-qualified entity and the battery energy storage must be charged a minimum of 75% of the time on an annual basis by the paired solar PV system. Battery energy storage systems that are charged by solar PV systems between 75% and 100% of the time will receive the equivalent percentage of the ITC value. In City of Cotati’s case, since the City is a public agency, they are not eligible to receive the ITC directly, thus the ITC can only be realized under the third-party ownership model.

Not all project costs are eligible for ITC considerations, however Internal Revenue Services (IRS) rules allow for some level of interpretation, and each company makes an independent assessment of what costs are considered eligible based on the final project requirements, inclusions, and investor risk profile. The ITC is currently set to decrease from its current 26% value at the end of 2020 to 22% starting January 1, 2021. The ITC will remain at 10% indefinitely starting in 2022 for commercial projects without a change in current legislation. Starting construction for a project before the designated date of change in ITC value will maintain eligibility for the relevant ITC level (i.e. to achieve the 26% credit, construction must be started prior to the end of 2020).

In addition to the ITC, the IRS allows for accelerated depreciation through the Modified Accelerated CostRecovery System (MACRS). Without consideration for a paired renewable energy system to charge the battery energy storage system, a battery energy storage system may be eligible for the 7-year MACRS. When paired with an eligible renewable energy system and meeting the minimum 75% charging requirement, the 5-year MACRS should be available.

DEMAND RESPONSE REVENUE OPPORTUNITIES
A future revenue opportunity for the City of Sonoma’s battery energy storage systems might be demand response programs, such as Sonoma Clean Power’s GridSavvy Community. Programs like the GridSavvy Community allow Sonoma Clean Power to dispatch a group of grid-connected technologies such as battery storage systems as an alternative to purchasing expensive, carbon-intensive power in wholesale electricity markets. By participating in wholesale energy markets—either directly with a demand response provider or 50 of 1021
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through a utility sponsored program—battery energy storage system owners have the opportunity to shift load when demand for energy is high (i.e.: during peak hours) and thereby receive financial incentives for providing balance to the electric grid.

Although these additional revenue streams have been available for a long time, knowledge about this is limited, and thus participation in the wholesale markets by customers is currently limited. Additionally, there is typically some certainty around the amount and timing of the additional revenue streams, and hence have not been considered in our financial analysis.

A recent study by the Smart Electric Power Associated (SEPA) and prominent technology vendors in the industry currently consider these alternative revenue streams as reliable enough to justify the cost of a battery energy storage system under a third-party ownership model. The Demand Response (DR) marketplace, business models, technology solution is also rapidly changing making it harder to identify the right solution for the City of Sonoma.

Given the current evolution of the market, the ideal way to find a partner willing to consider all potential revenue streams for a battery energy storage system is through a competitive solicitation process that clearly outlines the market considerations and revenue streams to be considered by participants.

6.3 BATTERY ENERGY STORAGE SYSTEM FINANCING OVERVIEW
There are two main ownership and financing options available for battery storage system projects: direct ownership and third-party ownership.

Direct Ownership: Under a direct ownership scenario, the customer finances and owns the battery storage system asset(s). There are several options that can be used individually or collectively to achieve full project funding for direct ownership.
a) Cash - Battery storage systems can be purchased outright when the facility owner/operator possesses available capital in reserves or other liquid assets. Purchasing a battery system project using cash can have the additional benefits:
i) allows faster and more streamlined installation process that sidesteps potentially timeconsuming third-party financing approval processes; and ii) provides the potential for greater savings by avoiding third-party financing expenses and interest costs. It is important to also consider estimated operations and maintenance costs when comparing project financing options. In a cash purchase scenario, the facility owner/operator is responsible for the scope and cost of system operation, maintenance, warranty support and equipment replacement over the anticipated EUL of the system (typically 10 years). b) Loans - For facility owners/operators who do not possess upfront capital, a loan can provide the necessary funds to allow for a direct purchase. Loans can be obtained directly from a preferred lender or alternatively many battery storage system vendors also have approved lending partners that are familiar with battery storage system projects.
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Third Party Ownership:

The third-party ownership model for battery systems provides direct demand cost savings to the customer without capital investment or operation and maintenance responsibilities. In this scenario all applicable SGIP incentives are retained by the third-party owner, who uses the incentives to help offset the cost of installation and on-going maintenance. In addition to SGIP incentives, discussed in Section 6.1 above, the system owner may receive revenues by requiring the customer to pay for a portion of the kW demand reduction based on a $/kW rate determined at the time of contract signing, or through an arrangement where the monthly utility demand cost savings are shared (“split”) between the customer and the system owner.

6.3 SOLAR FINANCING OVERVIEW
This section explores the different ownership and financing options available for the solar PV installations, including direct ownership and third-party ownership.

FIGURE 8: SAMPLE SOLAR INSTALLATION1
1 Image from iStock

SOLAR PV OWNERSHIP AND FINANCING
Direct Ownership: Under the direct ownership scenario, the solar PV system is purchased with available cash, or is financed using different loan structures. There are several options that can be used individually or collectively to achieve full project funding under a direct ownership scenario. a) Cash - PV systems can be purchased outright when the facility owner/operator has the capital available in reserves or other liquid assets. For tax-paying entities with tax liabilities, this procurement path allows the use of the Federal Investment Tax Credit (ITC), which can offset up to 30% of the gross capital cost of the project in the form of a direct tax credit in the tax year the system(s) is completed and commissioned.

Purchasing a solar PV system using cash can have the additional benefits: i) allows for a faster and more streamlined installation process that sidesteps the potentially time-consuming third-party financing approval process; and ii) provides for improved project economics by avoiding loan costs and interest expenses associated with debt servicing. It is also important to consider operating costs when comparing project financing options. In particular, projects purchased through direct procurement options require the system owner perform all necessary operation maintenance and equipment replacement for the PV system 52 of 1021
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over the anticipated estimated useful life (EUL) of the system (25 years or more). Operations, maintenance and warranty support can be self-performed, or a third-party asset management firm can be contracted to perform these services.
b) Loans - For facility owners/operators interested in owning a solar PV system, but lacking the upfront capital for the purchase, a loan can provide the necessary funding. Loans can be obtained from a preferred lender, or alternatively many solar PV system vendors have approved lending partners that are familiar with financing solar PV projects.

Third-Party Ownership: Under a third-party ownership scenario, an outside entity (typically a private sector tax paying entity that can benefit from the ITC) finances and owns the solar PV asset(s), thus requiring little or no upfront capital cost by the facility owner/operator. Most third-party financing strategies also provide an optional path to direct ownership over the term of the contract. a) Power Purchase Agreements (PPA) - Under a PPA contract, the customer enters into an agreement with a private company who finances, installs, owns, operates and maintains the PV system for a set contract term (typically 20, 25, or 30 years). The customer agrees to purchase all of the energy generated by the system for a negotiated PPA rate. Typically, the PPA rate (expressed as cents per kWh or “$/kWh”) is lower than the utility cost of electricity (referred to as the avoided cost, or what the energy would otherwise cost to purchase from PG&E in the absence of the solar PV system). PPA rates can be either fixed (0% annual escalation) for the term of the agreement or can use annual escalators to keep the PPA rate artificially lower in the early years of the agreement. Historically, the cost of purchasing energy from PG&E has escalated over time; thus, a PPA rate with a 0% escalator provides a hedge against the anticipation of rising energy prices.

A performance guarantee aligned with the term of the PPA is typically included to ensure that if the solar PV project does not perform as expected potentially reducing the expected savings to the facility owner/operator (the PV system host), a payment will be made by the third-party owner to address a portion of the lost savings based on the shortfall in production on an annual basis.

For public agencies (and non-profit entities) who do not possess tax-liability or sufficient tax-appetite to monetize the available tax credits, a PPA financing strategy allows the third-party financier/system owner to monetize the tax incentives, and pass a portion of the savings benefit to the host customer in the form of a lower PPA rate(s). All PPA contracts should include certain buyout provisions that allow the host customer to purchase the PV system at a depreciated value (“fair market” value) after the financiers have consumed the tax benefits (typically at the end of the sixth year of operation, or at other pre-defined periods of the PPA contract term. Exercising a buyout option during the PPA can provide added savings potential, however the added cost of maintenance, warranty support, insurance, and other owner-related costs (along with the cost of capital or financing) should be closely evaluated when considering taking over ownership.

At the end of the term of the PPA, the customer has the option to purchase the system, renew the PPA for additional years (typically 5 years), or have the system removed. b) Leases - Equipment leasing is a common method for facility owners/operators to finance certain hard assets associated with the PV system. Similar to the PPA, there is a monthly payment to the equipment owner, but 53 of 1021
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unlike a PPA the monthly payment is tied to the system installation cost versus the operation of the system over time. Typically, the lease payment is offset by the savings on the customer’s electricity bills. At the end of the lease agreement (typically 15-20 years), the customer has the option to purchase the system, renew the lease, or have the system removed.

SOLAR INCENTIVES
Investment Tax Credit: Federal incentives for solar PV systems are provided in the form of investment tax credits, known as the Solar Investment Tax Credit (ITC). The ITC provides a 26% tax credit based on the capital value of the installed solar PV investment. Not all project costs are eligible for ITC considerations, however Internal Revenue Services (IRS) rules allow for some level of interpretation, and each company makes an independent assessment of what costs are considered eligible based on the final project requirements, inclusions, and investor risk profile. The ITC is currently set to decrease from its current 26% value at the end of 2020 to 22% starting January 1, 2021. The ITC will remain at 10% indefinitely after 2021 for commercial projects without a change in current legislation. Starting construction for a solar PV project before the designated date of change in ITC value will maintain eligibility for the relevant ITC level (i.e. to achieve the 26% credit, construction must be started prior to the end of 2020).

In addition to the ITC, the IRS allows for accelerated depreciation of solar assets through the Modified Accelerated Cost-Recovery System (MACRS). The MACRS allows for a class life of five years for solar PV systems, meaning the solar PV asset may be fully depreciated in only five years.

Renewable Energy Credits (RECs): RECs are the environmental attributes associated with the production of electricity from a renewable resource. One REC represents the environmental attributes associated with 1.0 MWh of electricity generated by a qualified and registered renewable energy source. A REC generated from an onsite solar PV can be sold into a REC trading market either "bundled" with its underlying energy or "unbundled" as a separate commodity from the energy itself. Once unbundled, the energy associated with the unbundled RECs may no longer be claimed as renewable or “green” energy. RECs can be traded in the Voluntary Market, which includes RECs purchased by private and public entities in fulfillment of sustainability goals. An example would be a corporation reducing their carbon footprint by purchasing RECs to offset nonrenewable energy supplied to their facilities by local energy retailers. Currently, the value of RECs from Distributed Generation projects in California is approximately $9.00 to $10.00 per REC. Due to the relatively low value, especially for smaller projects, the administrative costs of registering, certifying, and taking RECs to market may be cost prohibitive in California.
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7 BATTERY ENERGY STORAGE SYSTEM FEASIBILITY ANALYSIS RESULTS Based on the load and consumption profiles of the Police Department that was investigated in this study, the table below displays the proposed battery energy storage system size to pair with the existing solar PV system.

This battery energy storage system size is based on maximizing the SGIP incentive, in order to allow for the most financial benefits. Additionally, Table 9 displays the proposed solar PV system sized to offset 85% of the site load.

Table 9 also presents the duration these systems will provide resiliency on the worst-case day.

TABLE 9: SOLAR & BATTERY SYSTEM COMPONENT SIZING, COSTS AND BACK-UP POWER DURATIONS

SITE NAME /

SCENARIO
Resiliency
Benefit
(%)1

PROJECTED

DURATION
MET BY

MICROGRID

ON WORST
DAY2

SOLAR PV

SYSTEM SIZE
(KW DC)

PROPOSED

SYSTEM SIZE
(KW AC)

PROPOSED
SYSTEM
SIZE
(KWH)

CAPITAL
COST3
($)
POLICE

DEPARTMENT /

EXISTING SOLAR
PV

64.8% 11 HOURS 30 43 232 $261,391
POLICE

DEPARTMENT /

PROPOSED

SOLAR PV

86.2% 17 HOURS 108 43 232 $591,113
1 Resiliency Benefit represents the probability of supporting 100% of the load for a 12-hour outage. This value is determined by taking the average probability amongst random days using historical consumption from February 2019 through January 2020, assuming the battery is 100% charged at the start of the outage and the solar PV system will produce 75% of its anticipated production. 2 Worst day is the day with the highest consumption (kWh) using historical consumption data from February 2019 through January 2020. The durations provided assume that the battery is 100% charged at the start of the outage and the applicable solar PV system will produce 75% of its anticipated production.
3 This is an estimate of the capital cost for: (i) the proposed battery energy storage system; and (ii) the micro-grid controller and transfer switch. It does not include costs for load management or labor costs for electrical work that may be required to implement these systems as a microgrid. 55 of 1021
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TABLE 10: BATTERY SYSTEM COSTS & SAVINGS

SCENARIO
SYSTEM

PURCHASE
COST1
($)
SGIP
INCENTIVE2
($)
EST. YR 1
GROSS

BENEFITS
($)

EXPECTED
YR 1

OPERATION
COSTS
($)
EST. YR 1
NET
BENEFITS3
($)

CUMULATIVE

NET CASH

POSITION
(YR 15 / 25)
($)
CASH

PURCHASE /

EXISTING

SOLAR PV
$261,391 $101,000 $3,720 $3,529 $191 ($152,599)
CASH

PURCHASE /

PROPOSED

SOLAR PV
$591,113 $101,000 $31,858 $8,060 $23,798 $267,316

THIRD PARTY

OWNERSHIP /

EXISTING

SOLAR PV
BY

PROVIDER
TO
PROVIDER $3,720 $21,682 ($17,962) ($259,636)

THIRD PARTY

OWNERSHIP /

PROPOSED

SOLAR PV
BY

PROVIDER
TO
PROVIDER $31,858 $39,572 ($7,714) $187,239
1 System Purchase costs include: (i) the proposed battery energy storage system, (ii) the micro-grid controller switch, and all installation-related costs. It does not include costs for load management or added electrical work that may be required to reconfigure the existing interconnection to facilitate the microgrid.
2 Assumes the Large-Scale Storage Budget with the Resiliency Adder due to the current lack of funding for the SGIP Equity Resiliency budget. 3 Does not include SGIP.

The above tables present the overall findings of the battery energy storage system analysis. Utilizing lithium-ion batteries and their current market value, the cost of a micro-grid controller and transfer switch, and installation costs, the system purchase cost of $261,391 was determined for just adding the battery energy storage system.

In the case where a larger solar PV system is proposed, the purchase cost for all of the above plus the larger solar system was determined to be $591,113. While it is expected that current battery energy storage system market prices will continue to decrease, the market is seeing a plateau in these prices, as can be seen in Figure 9 below. 56 of 1021
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FIGURE 9: HISTORICAL LITHIUM-ION BATTERY PRICES THROUGH 2018 Data Source: Bloomberg NEF, https://about.bnef.com/blog/behind-scenes-take-lithium-ion-battery-prices/ This analysis also assumes the battery energy storage system will charge from the energy produced by the solar PV system providing for the option to use the stored energy from the battery energy storage system to offset the site’s energy usage at times when the utility electricity rate is more expensive – called “energy arbitrage”. In doing so, this could impact the green-house-gas (GHG) emissions associated with the energy consumption at the site in a couple of ways. By charging from the solar PV system, the battery energy storage system may be reducing the amount of zero emission energy the site is receiving during the day from the existing solar PV system, which may result in slightly higher equivalent GHG emissions during the day given that more energy would be consumed from the utility grid. However, by discharging the batteries during the more expensive hours, which usually also coincide with the hours of the day in which the electric grid has the most GHG emissions, the batteries could be reducing the sites overall GHG emissions by reducing the amount of energy required from the grid when the distributed energy has a higher GHG content.

The year 1 utility bill savings values presented in Table 10 are determined utilizing the results of the rate change analysis. The Police Department’s savings values are based on the assumption that the rate change to A-10 TOU will occur before the battery energy storage system installation. Additionally, the analysis assumes utility rates will increase by 3% each year based on a conservative approach using historical data. The actual escalation value depends on the specific rate schedule, and actual escalation rates may differ from this assumption. Figures 10 and 12 represents the cumulative cash position of the projects under a cash purchase scenario, while Figures 11 and 13 represents the cumulative cash position under a third-party ownership scenario. 57 of 1021
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FIGURE 10: BATTERY ENERGY STORAGE SYSTEM CASH PURCHASE CUMULATIVE CASH POSITION FIGURE 11: BATTERY ENERGY STORAGE SYSTEM THIRD-PARTY OWNERSHIP CUMULATIVE CASH POSITION 58 of 1021
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FIGURE 12: BATTERY ENERGY STORAGE SYSTEM & SOLAR PV CASH PURCHASE CUMULATIVE CASH POSITION FIGURE 13: BATTERY ENERGY STORAGE SYSTEM & SOLAR PV THIRD-PARTY OWNERSHIP CUMULATIVE CASH

POSITION
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8 CONCLUSION
TerraVerde’s financial analysis for the proposed battery energy storage system/microgrid project when added to the existing solar PV system resulted in a projected cumulative cash position of ($152,599) over the life (warranty period) of the system in the case of the cash purchase scenario which yielded the highest cumulative net cash position. The analysis for the battery energy storage system/microgrid project when considering a new and larger solar PV system resulted in a projected cumulative cash position of $267,316 over the life (warranty period) of the system in the case of the cash purchase scenario which yielded the higher cumulative net cash position. This analysis does not include other cost savings that may be site specific benefits from resiliency or take into account other backup power costs associated with fossil fuel generators. Given the relatively small size of the proposed battery energy storage system and the associated costs, the cumulative net cash position for these projects is primarily a result of insufficient SGIP incentives and projected utility bill demand savings (kW) to offset the costs of the battery energy storage system. Adding a larger solar PV system will not only have the benefit of providing additional financial savings, it also provides additional financing resiliency and allows the paired battery energy storage system to be eligible for the ITC if installed under a third-party ownership scenario. The results of the analysis are summarized in the table below.

TABLE 11: PROPOSED RATES, SYSTEM SIZING, INCENTIVES & SAVINGS UNDER A CASH PURCHASE SCENARIO SITE /

SCENARIO

CURRENT
RATE
IDEAL
RATE1
ANNUAL

SAVINGS
FROM
RATE
CHANGE
($)

EXISTING

SOLAR PV

SIZE (KW DC)
/ PROPOSED

SOLAR PV

SIZE (KW DC)

PROPOSED

BATTERY
SYSTEM
SIZE
(KW AC)

RESILIENCY

BENEFIT
(%) 2
SGIP
INCENTIVE3
($)

CUMULATIVE

NET CASH

POSITION
(YR 15 / 25)
($)
TRAIN
STATION A-6 A-6 N/A 12 N/A - N/A N/A
POLICE

DEPARTMENT
/ CURRENT

SOLAR PV
A-10 A-10 TOU $943 30 43 64.8% $101,000 ($152,599)
POLICE

DEPARTMENT
/ INCREASED

SOLARPV
A-10 A-10 TOU $943 108 43 86.2% $101,000 $267,316
1 Ideal rates are assumed to be the rate that provides the lowest annual energy bill based on both PG&E and SCP costs. 2 Resiliency Benefit represents the probability of supporting 100% of the load for a 12-hour outage. This value is determined by taking the average probability amongst random days using historical consumption from February 2019 through January 2020, assuming the battery is 100% charged at the start of the outage and the solar PV system will produce 75% of its anticipated production. 3 Assumes the Large-Scale Storage Budget with the Resiliency Adder due to the current lack of funding for the SGIP Equity Resiliency budget.

In the first portion of the analysis it is determined that the Police Department would benefit from a rate change to A-10 TOU. In the battery energy storage system portion of the analysis, it is assumed this rate switch has taken place when determining the financial impacts of the addition of a battery energy storage system. It was found that the battery energy storage system does not provide financial savings from bill savings sufficient to offset the cost of the battery energy storage system. However, the battery energy storage system can provide resiliency, as can be seen in Table 11, this battery energy storage system has roughly a 70% probability of supporting 100% of the anticipated site load for a 12-hour outage.
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Additionally, this first assessment was conducted assuming the existing solar PV system remains in place. The standard life of a PV system is 25 years, although they may last longer. Given that operational data was not available, it is difficult to assess the condition of the system and its output. It is suggested that the City install monitoring equipment to assess operational status of the solar PV systems before determining if there would be a benefit from replacement. Solar panel efficiencies have increased significantly over the past 17 years; thus, a new solar PV system of the same size would take up less space. The second battery energy storage system assessment included an assessment to replace the existing solar PV system with a new larger system. Under this scenario, the new systems together can provide financial benefit over the system life and increases the probability of resiliency in the case of an outage.

There are also additional potential revenue streams that were not included in this analysis. These have to do with virtual power plants (VPPs) and demand response programs. VPPs are networks of local energy storage devices that may be centrally controlled by a Load Serving Entity (LSE) to dispatch power as an alternative to purchasing power in wholesale electricity markets. VPPs can also dispatch excess power to sell into the wholesale markets at times when wholesale prices are high. In addition, VPPs can store excess generation as an alternative to selling into wholesale markets when prices are low. Demand response programs are offered through direct contracts with local LSEs and the California Independent System Operator (CAISO). For example, in regions where existing LSE substations and distribution networks are experiencing high demand conditions and are deemed “unreliable” to support late afternoon and early evening demands for electricity, and/or are in locations where additional grid infrastructure is contemplated to resolve reliability concerns, energy storage systems may be contracted for use through an LSE demand response program.

Although these additional revenue streams are currently available, they have not evolved to the point where there is certainty around the amount and timing of the additional revenue streams, and hence have not been considered in our financial analysis. A limited number of vendors in the industry currently consider these alternative revenue streams as reliable enough to justify the cost of a battery energy storage system under a third-party ownership model, although this is also rapidly changing.

Given that the industry is evolving and there are a number of policy changes coming in the near future, it may be wise to run an RFP process to obtain pricing for the options explored in this report, including the battery energy storage system (with a specific request for all potential revenue streams to be explored for the battery energy storage system). An RFP process will provide the City the opportunity to verify the preliminary feasibility findings presented herein. A typical RFP process takes approximately 4-5 months, which includes running a comprehensive and transparent process, vendor selection, contract negotiations, and any required governing body approval. If successful, the RFP process would be followed by the design/construction phase of the project typically running between 7-10 months dependent on many of the key factors that can influence project schedule such as interconnection application and study processes, permitting, and the construction timeline for any Distribution Utility identified upgrades that may be required by the project. It may also be advantageous for the City to determine if any other agencies in the area surrounding the proposed project may be interested in a joint procurement process.
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9 ADDITIONAL CALCULATIONS, ASSUMPTIONS AND REFERENCES

9.1 ASSUMPTIONS & CALCULATIONS

9.1.A RATE ANALYSIS ASSUMPTIONS
1) PG&E meter 15-minute interval data was obtained from SCP for all PG&E meters. 2) The analysis shown in this report were calculated using the interval data, the PG&E tariffs made effective May 1, 2020, and the SCP tariffs made effective July 1,2020. 3) The analysis shown in this report used 2013 vintage rates for the Power Charge Indifference Adjustment (PCIA) charges for the Police Department and the 2014 vintage rates for the Train Station. 4) The solar production data was estimated using PVWatts, weather data, and a solar production de-escalator of 0.05% per year based on the solar PV system size data provided by the City of Cotati given that operational data was unavailable.

9.1.B BATTERY STORAGE SYSTEM ASSUMPTIONS
• Current market data for battery costs (recent similar projects) • Installation date (2021)
• City’s credit rating (assumed to be investment grade) • Operation and Maintenance costs, Insurance costs, and warranty costs per industry standard

9.1.C SOLAR PHOTOVOLTAIC SYSTEM ASSUMPTIONS
• System sizes: per modeling to obtain optimal financial benefit or based on available space for the PV system
• Solar Technology: High efficiency PV modules and inverters • Interconnection: Per PG&E Rule 21 and NEM 2.0 tariff
• Project cost estimates: current market data (recent similar projects) • Consumption & billing analysis using 15-minute interval data • PG&E and MCE annual cost escalation rate: 3%
• PV system annual production degradation rate: 0.5% (industry standard default) • Solar energy generation profile: per PVWatts hourly production model • Assumed no array shading: vegetation / trees / other obstacles removed where they would shade the arrays
PPA rates assumptions:
• Current market data for rates (recent similar projects) • Investor IRR requirements per market rates
• Federal ITC of 26% + Accelerated Depreciation Schedule (based on start of construction before EOY 2020)
• PPA term length (25yrs)
• Performance Guarantee terms (95% of projected annual production on a weather adjusted basis) 62 of 1021
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• Installation date (2020)
• County’s credit rating is assumed to be investment grade • O&M costs, insurance costs, and extended warranty costs per industry standards (are the responsibility of the PPA provider and are incorporated into the PPA rate) • Project Development costs (i.e.,: consultants, permitting, CEQA, legal, geotechnical, interconnection are assumed to be the responsibility of the PPA provider and incorporated into the PPA rate)
• PPA escalator of 0% (PPA escalators are typically used when/if the avoided cost is greater than the PPA rate in the 1st year)
• REC ownership and value (revenue): RECs retained by the County. The County can elect to sell the REC’s for additional revenue or, alternatively, green brand. • Asset Management Services (AMS) cost: $0.01/kWh with a 3% annual escalation rate (oversight of PPA provider to ensure compliance with contract terms and performance guarantee agreement)
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10 EXHIBITS

CASH FLOW SAVINGS PRO FORMAS
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Attachment B
City of Cotati Professional Services Agreement
(Anticipated for the Preliminary Evaluation/IGA Work)
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v. 2022.1 Page | 1

CITY OF COTATI

STANDARD

PROFESSIONAL SERVICES AGREEMENT
Accounts_____________________________
THIS PROFESSIONAL SERVICES AGREEMENT (“Agreement”) is entered into and effective as of ____________________________ (“Effective Date”), by and between the City of Cotati, a municipal corporation (“City”) and _____________________________ (“Consultant”) (collectively, the“Parties”).

WHEREAS, the Parties enter into this Agreement for the purpose of Consultant providing professional services to City under the terms and conditions set forth herein.

THEREFORE, in consideration of the mutual covenants contained in this Agreement, the Parties agree as follows:

1. Services. Consultant shall provide the services as described in and in accordance with the schedule set forth in Exhibit A, attached hereto and incorporated herein (“Services”).

At all times, Consultant shall act as a Consultant and shall not be an employee, officer, agent, partner, or joint venture of the City by virtue of this Agreement. Consultant acknowledges that Consultant: (1) is free from the control and direction of the City in connection with the performance of Services; (2) performs Services outside the usual course of the City’s business; and (3) is customarily engaged in an independently established trade, occupation, or business of the same nature as the Consultant performs for the City, and has the option to perform such work for other entities. Consultant shall have no authority to contract for other otherwise bind the City.

2. Compensation
A. For the full performance of the Services described in Exhibit A hereto City shall compensate Consultant on a time-and-materials basis at the compensation rates specified in Consultant’s Services Rate Schedule included as the last page of Exhibit A; provided, however, that total compensation for the full performance by Consultant of all Services under all Task Orders shall not exceed _________________________ ($____________), of non-reimbursable, public monies (monies not reimbursed through permit fees or developer deposits; said amount being referred to herein as the “not-to-exceed” amount.

B. Consultant shall submit detailed monthly invoices reflecting all services performed during the preceding month, and including a revised schedule for performance and additional documentation requested by City, as applicable.

C. Consultant shall be compensated for services in addition to those described in Exhibit A, only if Consultant and City execute a written amendment to this Agreement describing the additional services to be performed and the compensation to be paid for such services. In no case shall the total compensation 66 of 1021 v. 2022.1 Page | 2
under this Agreement exceed the “not-to-exceed” amount specified in Paragraph A, above, without prior written authorization of the City Manager.

D. City’s obligation to pay compensation to Consultant as provided herein is contingent upon Consultant’s performance of the Services pursuant to the terms and conditions of this Agreement and any amendments thereto. Notwithstanding any other provision herein, Consultant shall not be paid any compensation until Consultant has complied with the City's Business Registration Ordinance.

3. Term. The term of this Agreement commences on the Effective Date, and terminates on ______________________, unless sooner terminated in accordance with Section 4. Upon termination, any and all of City’s documents or materials provided to Consultant and any and all of the documents or materials prepared for City or relating to the performance of the Services, shall be delivered to the City as soon as possible, but not later than fourteen (14) days after termination of the Agreement.

4. Termination. City may terminate this Agreement without cause upon ten (10) days’ written notice. City may immediately terminate or suspend this Agreement for cause.

Cause for immediate termination or suspension shall include, but not be limited to, any breach of this Agreement by Consultant or Consultant’s bankruptcy or insolvency. Upon receipt of notice of termination or suspension for cause, Consultant shall immediately stop all work in progress under this Agreement. In the event of early termination of this Agreement by City, Consultant shall be entitled to payment for all Services performed to the date of termination to the extent such Services were performed to the satisfaction of City in accordance with the terms and conditions of this Agreement. If City terminates this Agreement for cause, Consultant shall be liable to City for any excess cost City incurs for completion of the Services.

5. Consultant’s Representation; Independent Contractor. Consultant represents that Consultant possesses distinct professional skills in performing the Services. City has relied upon said representation as a material inducement to enter into this Agreement.

Consultant shall, therefore, provide properly skilled professional and technical personnel to perform all Services under this Agreement. It is expressly understood that Consultant, its agents and employees shall act in an independent capacity and as an independent contractor and not as officers, employees or agents of City. This Agreement shall not be construed as an agreement for employment.

6. Facilities and Equipment. Consultant shall, at its sole cost and expense, furnish all facilities and equipment that may be required for furnishing Services pursuant to this Agreement. City shall furnish to Consultant no facilities or equipment, unless the City otherwise agrees in writing to provide the same.

7. Licenses, Permits, Etc. Consultant shall, at Consultant’s sole cost and expense, keep in effect at all times during the term of this Agreement any licenses, permits or other such approvals which are legally required for performing the Services. 67 of 1021
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8. Time. Consultant shall devote such time to the performance of the Services as may be reasonably necessary for satisfactory performance of Consultant’s obligations pursuant to this Agreement.

9. Inspection. Consultant shall provide the City every reasonable opportunity to ascertain that the Services are being performed in accordance with the requirements and intentions of this Agreement. All work done and materials furnished, if any, shall be subject to inspection and approval by the City. The inspection of such work shall not relieve Consultant of any of its obligations pursuant to this Agreement.

10. Progress Reports. Upon the City’s request, Consultant shall provide, in a form acceptable to City, written progress reports of all oral and written observations, opinions, recommendations, analyses, progress and conclusions related to Consultant’s performance of the Services.

11. Confidentiality. In the course of providing services for City, Consultant may have access to trade secrets and confidential information, disclosure of which is protected or limited by law. Consultant shall not directly or indirectly disclose or use any such confidential information, except as required for the performance of the Services.

12. Conflict of Interest. Consultant represents that it presently has no interest, and covenants that it shall not acquire any interest, direct or indirect, financial or otherwise, which would conflict in any manner or degree with the performance of the Services hereunder. Consultant further covenants that, in the performance of this Agreement, it shall not employ any subconsultant or person having such a conflict of interest.

Consultant represents that no one who has or will have any financial interest under the Agreement is an officer or employee of City. If such conflict of interest arises during this Agreement or any extension, Consultant will immediately advise City and City may, at its sole discretion, immediately terminate this Agreement.

13. Consultant No Agent. Except as City may specify in writing, Consultant shall have no authority, express or implied, to act on behalf of City in any capacity whatsoever as an agent. Consultant shall have no authority, express or implied, pursuant to this Agreement to bind City to any obligation whatsoever.

14. Standard of Performance. Consultant shall perform all the Services in a manner consistent with the standards of Consultant’s profession. All instruments of service of whatsoever nature, which Consultant delivers to City pursuant to this Agreement, shall be prepared in a substantial, first class and workmanlike manner and conform to the standards of Consultant’s profession. All such instruments of service shall become the sole and exclusive property of City upon delivery of the same.

15. Assignment/Transfer. Consultant shall make no assignment or transfer in whole or in part of this Agreement shall be made without the prior written consent of City.

16. Subconsultants. Consultant shall directly perform all Services, and shall not subcontract any portion of performance of the Services without the prior written consent of the City. Any such subconsultants shall be required to comply, to the full extent 68 of 1021
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applicable, with the terms and conditions of this Agreement, including but not limited to, procuring and maintaining insurance coverage as required herein and which shall name City as an additional insured.

17. Business Registration. Consultant shall file a Business License Application as required by the City. The Administrative Services Department shall provide the Consultant with the required form. Consultant shall complete and file the form with the City and shall pay the business license fee before any payment for Services under this Agreement is rendered.

18. Statement of Economic Interests. The City may determine that the Consultant must file a Form 700, Statement of Economic Interests, as required by the City’s Conflict of Interest Code. If such is the case, the City Clerk's office will provide the Consultant with form and Consultant shall file form with the City Clerk’s office. Said filing shall include an Assuming Office Statement within thirty (30) days of execution of this contract, annual statements on or before April 1 of each year, and a Leaving Office Statement within thirty (30) days after termination of this Agreement or any extensions thereto.

19. Internal Revenue Service Form W-9. Consultant must file an Internal Revenue Service Form W-9, Request for Taxpayer Identification Number and Certification, as required by the City to comply with regulations of the United States Department of the Treasury. If such is the case, the Administrative Services Department shall provide the Consultant with the required form. Consultant shall complete and file the form with the City before any payment for Services under this Agreement is rendered.

20. Compliance With All Laws. Consultant and any subconsultants shall fully comply with all applicable local, state and federal rules, laws, regulations and ordinances pertaining to performance of the Services required hereunder, including the Americans with Disabilities Act and any copyright, patent or trademark law. To the extent that any other government agency or entity provides compensation for any Services, Consultant shall comply with all rules and regulations applicable to such fiscal assistance. Consultant’s failure to comply with any law(s) or regulations(s) applicable to the performance of the Services hereunder shall constitute a breach of contract.

Such laws include, but are not limited to, the California Prevailing Wage Law, California Labor Code section 1720 et seq. Because the services described in Exhibit A include “work performed during the design and preconstruction phases of construction including, but not limited to, inspection and land surveying work,” the services constitute a public works within the definition of section 1720(a)(1) of the California Labor Code.

Therefore, the services described in Exhibit A shall be performed in accordance with all applicable requirements of the California Prevailing Wage Law including, but not limited to, all applicable requirements contained in Exhibit B, which is attached to and made a part of this Agreement. To the extent that any other government agency or entity provides compensation for any services, consultant shall comply with all rules and regulations applicable to such fiscal assistance.”
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21. Discrimination. During the performance of this Agreement, Consultant shall not discriminate against any employee or applicant for employment because of race, religion, creed, color, national origin, ancestry, gender, sexual orientation, age or physical or mental disability in violation of any applicable law.

22. Notice. Except as otherwise specified in this Agreement, all notices to be sent pursuant to this Agreement shall be made in writing, and sent to the Parties at their respective addresses specified below or to such other address as a Party may designate by written notice delivered to the other Party in accordance with this Section. All such notices shall be sent by:

A. Personal delivery, in which case notice is effective upon delivery; B. Certified or registered mail, return receipt requested, in which case notice shall be deemed delivered on receipt if delivery is confirmed by a return receipt; C. Nationally recognized overnight courier, with charges prepaid or charged to the sender’s account, in which case notice is effective on delivery if delivery is confirmed by the delivery service; or
D. Facsimile transmission, in which case notice shall be deemed delivered upon transmittal, provided that (a) a duplicate copy of the notice is promptly delivered by first-class or certified mail or by overnight delivery, or (b) a transmission report is generated reflecting the accurate transmission thereof. Any notice given by facsimile shall be considered to have been received on the next business day if it is received after 5:00 p.m. recipient’s time or on a non-business day.

City: Attn:

City of Cotati
201 West Sierra Ave.

Cotati, CA 94931-4217
Consultant Attn:

Address:

Phone: Fax:

Email:

23. Ownership of Documents. All original papers, documents or computer material on disk or microfilm, and copies thereof, produced as a result of this Agreement, shall be the property of the City and may not be used by Consultant without the written consent of City. Consultant shall provide documents in electronic form in a format required by the 70 of 1021
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City. Copies of such documents or papers shall not be disclosed to others without the written consent of the City Manager or his or her designated representative.

24. Internet-Ready Deliverables. If applicable to this Agreement, each contract deliverable shall be delivered as a data file suitable for publication on the Internet. The following specifications define the formats that satisfy this requirement:

A. Brochures, reports, plan documents, catalogues, flyers with graphics included, and forms are to be formatted as screen-optimized “.pdf” files, if possible.

B. Freestanding, individual graphics such as logos, small maps and photos are to formatted as “.tif” files, with the largest side no larger than four inches.

C. Large maps are to be formatted as “.jpg” files with the largest side no larger than four inches, unless mutually agreed otherwise by the Parties.

D. Short text documents with no graphics are to be in MS Word.

E. Freestanding charts, graphs and listings are to be in MS Excel.

25. Indemnification. To the fullest extent allowed by law, Consultant shall indemnify, defend with counsel acceptable to City, and hold harmless City and its officers, officials, employees, agents and volunteers from and against any and all liability, loss, damage, claims, suits, actions, arbitrations proceedings, administrative proceedings, regulatory proceedings, civil penalties and fines, taxes, expenses and costs (including, without limitation, attorney's fees and costs and fees of litigation) (collectively, "Liability") of every nature, whether actual, alleged or threatened, arising out of Consultant's performance of the Services, its misclassification of its employees (as independent contractors) who provide services under this Agreement, or its failure to comply with any of its obligations contained in this Agreement, except to the extent such Liability caused by the sole negligence or willful misconduct of City or its officers, officials, employees, agents or volunteers.

The Consultant's obligation to defend and indemnify shall not be excused because of the Consultant's inability to evaluate Liability or because the Consultant evaluates Liability and determines that the Consultant is not liable to the claimant. The Consultant must respond within thirty (30) days to the tender of any claim for defense and indemnity by the City, unless this time has been extended by the City. If the Consultant fails to accept or reject a tender of defense and indemnity within thirty (30) days, in addition to any other remedy authorized by law, so much of the money due the Consultant under and by virtue of this Agreement as shall reasonably be considered necessary by the City, may be retained by the City until disposition has been made of the claim or suit for damages, or until the Consultant accepts or rejects the tender of defense, whichever occurs first.

With respect to third party claims against the Consultant, the Consultant waives any and all rights of any type to express or implied indemnity against the Indemnitees. 71 of 1021
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Notwithstanding the forgoing, to the extent this Agreement is a "construction contract" as defined by California Civil Code section 2783, as may be amended from time to time, such duties of Consultant to indemnify shall not apply when to do so would be prohibited by California Civil Code Section 2782.

Notwithstanding the foregoing, to the extent that this Agreement includes design professional services under Civil Code Section 2782.8, as may be amended from time to time, such duties of Consultant to indemnify shall only be to the full extent permitted by Civil Code Section 2782.8.

If any term of portion of this section is held to be invalid, illegal, or otherwise unenforceable by a court of competent jurisdiction, said section shall be interpreted to allow the broadest indemnity permitted by law.

This obligation to defend and indemnify City set forth here is binding on the successors, assigns or heirs of Consultant and shall survive the termination or completion of this Agreement or this section or final payment to the fullest extent and duration allowed by law.

The defense and indemnification obligations of this Agreement are undertaken in addition to, and shall not in any way be limited by, the insurance obligations contained in this Agreement.

26. Insurance. Consultant shall procure and maintain for the duration of this Agreement insurance against claims for injuries to persons or damages to property which may arise from or in connection with the performance of the work hereunder by the Consultant, Consultant’s agents, representatives and employees.

A. Minimum Scope of Insurance. Coverage shall be at least as broad as:

1. Insurance Services Office Commercial General Liability coverage (occurrence form CG 0001).

2. Insurance Services Office form number CA 0001 (Ed. 12/90) covering Automobile Liability, code 1 (any auto), or code 8, 9 if no owned auto.

3. Workers’ Compensation Insurance as required by the State of California and Employers’ Liability Insurance. If no employees are utilized, the Consultant shall sign a declaration as described in California Health and Safety Code Section 19825.

4. Errors and Omissions liability insurance appropriate to the Consultant’s profession. Architects’ and Engineers’ coverage is to be endorsed to include contractual liability.
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B. Minimum Limits of Insurance. Consultant shall maintain limits no less than:

1. General Liability: $2,000,000 per occurrence for bodily injury, personal injury and property damage. If Commercial General Liability Insurance or other form with a general aggregate limit is used, either the general aggregate limit shall apply separately to this project/location or the general aggregate limit shall be twice the required occurrence limit.

2. Automobile Liability: $2,000,000 per accident for bodily injury and property damage.

3. Employers Liability: $1,000,000 per accident for bodily injury or disease

4. Workers’ Compensation, Statutory Limits: $1,000,000 per accident for bodily injury or disease.

5. Errors and Omissions liability: $1,000,000 per occurrence or claim as approved by the City’s Administrative Services Director.

C. No Coverage Limitations or Restrictions. It shall be a requirement under this Agreement that any available insurance proceeds broader than or in excess of the aforementioned specified minimum insurance coverage requirements and/or limits shall be available to the Additional Insureds (defined below). Furthermore, the requirements for coverage and limits shall be (1) the minimum coverage and limits specified in this Agreement; or (2) the broader coverage and maximum limits of coverage of any insurance policy or proceeds available to the named insured; whichever is greater.

D. Deductibles and Self-Insured Retentions (“SIR”). All deductibles or SIR must be declared to and approved by the City and shall not reduce the limits of liability.

At the option of the City, either: the insurer shall reduce or eliminate such deductibles or SIR as respects the City, its officers, officials, employees and volunteers, or the Consultant shall provide a financial guarantee satisfactory to the City guaranteeing payment of losses and related investigations, claim administration and defense expenses. Policies containing any SIR provision shall provide or be endorsed to provide that the SIR may be satisfied by either the named insured or the City. City reserves the right to obtain a full certified copy of any insurance policy and endorsements. Failure to exercise this right shall not constitute a waiver of the right to so exercise later.

E. Other Insurance Provisions. The Commercial General Liability and Automobile Liability policies are to contain, or be endorsed to contain, the following provisions:
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1. The City, its officers, officials, employees and volunteers (“Additional Insureds”) are to be covered as insureds as respects: liability arising out of work or operations as performed by or on behalf of the Consultant; or automobiles owned, leased, hired or borrowed by the Consultant.

2. The Additional Insured coverage under Consultant’s policy shall be“primary and non-contributory” and will not seek contribution from the City’s insurance or self-insurance, and shall be at least as broad as CG 20 01 04 13.

3. Each insurance policy required by this clause shall be endorsed to state that coverage shall not be canceled by either party, unless thirty (30) days prior written notice by certified mail, return receipt requested, has been given to the City.

4. The Workers’ Compensation endorsement shall contain a Waiver of Subrogation against the City. The Consultant shall provide to the City an endorsement from the Worker’s Compensation insurer, if any, agreeing to waive all rights of subrogation against the City for injuries to employees of the Insured resulting from work for the City or use of the City’s premises or facilities.

5. The limits of insurance required in this Agreement may be satisfied by a combination of primary and umbrella or excess insurance. Any umbrella or excess insurance shall contain or be endorsed to contain a provision that such coverage shall also apply on a primary and non-contributory basis for the benefit of City (if agreed to in a written contract or agreement) before the City’s own insurance or self-insurance shall be called upon to protect City as a named insured.

F. Acceptability of Insurers. Insurance is to be placed with insurers with a current A.M. Best’s rating of no less than A:VII, unless otherwise acceptable to the City.

G. Verification of Coverage. Consultant shall furnish the City with original certificates and amendatory endorsements effecting coverage required by this clause. The endorsements should be on forms provided by the City or on other than the City’s forms provided those endorsements conform to the City’s requirements. All certificates and endorsements are to be received and approved by the City before work commences. The City reserves the right to require complete, certified copies of all required insurance policies, including endorsements affecting the coverage required by these specifications at any time.

H. Subconsultants. Consultant agrees to include with all subconsultants in their subcontract the same requirements and provisions of this Agreement, including the indemnity and insurance requirements to the extent they apply to the scope of a subconsultant’s work. Subconsultants hired by Consultant agree to be bound to 74 of 1021
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Consultant and City in the same manner and to the same extent as Consultant is bound to City under this Agreement. Subconsultants shall further agree to include these same provisions with any sub-subconsultant. A copy of these indemnity and insurance provisions will be furnished by Consultant to a subconsultant on request. Consultant shall require all subconsultants to provide a valid certificate of insurance and the required endorsements included in their agreement prior to commencement of any work and Consultant shall provide proof of compliance to City.

27. Amendment. This Agreement may be amended only by a written instrument executed by both Parties.

28. Litigation. If litigation ensues between City and a third-party which pertains to the subject matter of Consultant’s services hereunder, Consultant, upon request from City, agrees to testify therein at a reasonable and customary fee.

29. Construction. This Agreement is the product of negotiation and compromise on the part of both Parties and that the Parties agree that, notwithstanding Civil Code Section 1654, any uncertainty in the Agreement shall not be construed against the drafter of the Agreement.

30. Governing Law; Venue. This Agreement shall be enforced and interpreted under the laws of the State of California and the City of Cotati. Any action arising from or brought in connection with this Agreement shall be venued in a court of competent jurisdiction in the County of Sonoma, State of California.

31. Non-Waiver. The City’s failure to enforce any provision of this Agreement or the waiver thereof in a particular instance shall not be construed as a general waiver of any part of such provision. The provision shall remain in full force and effect.

32. Severability. If any term or portion of this Agreement is held to be invalid, illegal, or otherwise unenforceable by a court of competent jurisdiction, the remaining provisions of this Agreement shall continue in full force and effect.

33. No Third Party Beneficiaries. The Parties do not intend to create, and nothing in this Agreement shall be construed to create, any benefit or right in any third party.

34. Mediation. The Parties agree to make a good faith attempt to resolve any dispute arising out of this Agreement through mediation prior to commencing litigation. The Parties shall mutually agree upon the mediator and shall divide the costs of mediation equally.

35. Consultant’s Books and Records.

A. Consultant shall maintain any and all ledgers, books of accounts, invoices, vouchers, canceled checks, and other records or documents evidencing or relating to charges for services, or expenditures and disbursements charged to the City for a minimum period of three (3) years or for any longer period required by law, 75 of 1021
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from the date of final payment to Consultant pursuant to this Agreement.

B. Consultant shall maintain all documents and records which demonstrate performance under this Agreement for a minimum period of three (3) years or for any longer period required by law, from the date of termination or completion of this Agreement.

C. Any records or documents required to be maintained pursuant to this Agreement shall be made available for inspection or audit, at any time during regular business hours, upon written request by the City Manager, City Attorney, City Finance Director, or a designated representative of these officers. Copies of such documents shall be provided to the City for inspection at Cotati City Hall when it is practical to do so. Otherwise, unless an alternative is mutually agreed upon, the records shall be available at Consultant’s address indicated for receipt of notices in this Agreement.

D. Where City has reason to believe that such records or documents may be lost or discarded due to dissolution, disbandment or termination of Consultant’s business, City may, by written request by any of the above-named officers, require that custody of the records be given to the City and that the records and documents be maintained by the City. Access to such records and documents shall be granted to any party authorized by Consultant, Consultant’s representatives, or Consultant’s successor in interest.

36. Headings. The headings used in this Agreement are for convenience only and are not intended to affect the interpretation or construction of any provisions herein.

37. Survival. All obligations arising prior to the termination of this Agreement and all provisions of this Agreement allocating liability between City and Consultant shall survive the termination of this Agreement.

38. Entire Agreement. This Agreement, including the exhibits attached hereto and incorporated herein, constitutes the entire agreement between the Parties with respect to the Services, and supersedes all prior agreements or understandings, oral or written, between the Parties in this regard.
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IN WITNESS WHEREOF, the Parties have executed this Agreement as of the day, month and year first above written.

For City of Cotati: For Consultant:
______________________________ ______________________________ Damien O’Bid Name:

City Manager Title:

Taxpayer ID:

Recommended for Approval:
______________________________
Angela Courter
Director of Administrative Services
Recommended for Approval:
______________________________
Approved As to Form:
______________________________
John Bakker
City Attorney
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Attachment C
PE/IGA Pricing Proposal
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PE/IGA Pricing Proposal
RFP

DESIGN-BUILD ENERGY SERVICES
Pursuant to and in compliance with your Notice Requesting Proposals and all other documents relating thereto, the undersigned respondent, having familiarized him/herself with the terms and conditions of the proposal documents, hereby proposes and agrees to perform the work to be done and to provide all labor and materials necessary to perform the work.

Name of Respondent: _____________________________________________________________ Preliminary Evaluation (PE)
If the respondent charges fees to perform a preliminary evaluation, please provide the price and indicate if it’s waived if the City proceeds to the IGA.
$_____________________________ Fees waived if the City proceeds to IGA? Investment Grade Audit (IGA):

Does the respondent require an IGA agreement to be entered into before a Guaranteed Savings Agreement scope of work, price and savings can be finalized?
If an IGA agreement is required, does it include exit fees and/or penalties in the event the City chooses to not implement some or all of the IGA findings?
If the City implements some or all of the IGA findings with the proposer, is the price of the IGA waived? What is the respondent’s price to complete an IGA?
$_____________________________
Certification by proposer
I hereby certify that I am able to commit the firm to the proposal submitted.

Company: _____________________________________________
Name (printed): _________________________________________ Title: _________________________________________________ Signature: ___________________________________________ Date: ________________________ 79 of 1021
Response to Request for Proposals (RFP) Questions #1

RFP FOR AN ENERGY/WATER RESOURCES AUDIT AND

IMPLEMENTATION OF ENERGY AND WATER RESOURCES

EFFICIENCY IMPROVEMENT PROJECTS
Note: This form must be signed, dated and included with the proposal for the proposal to be deemed complete.
(Q) There is an entry on the Requirements for Submission section that asks to fill out out the IGA Price proposal form. However, to give a better estimate of the price would you please inform me of the total square footage of the City's facilities to be audited? Also how necessary is this form for the total point evaluation? (A) See pre-bid meeting presentation, located on the City website with the RFP, for approximate square footages of City facilities. Evaluators will review and factor in all information required for this RFP, as provided for in Section VII – Consultant Selection process of the RFP.
(Q) Considering that the DOE's requirements for accreditation and the requirements for NAESCO are essentially the same, would you consider forgoing this requirement for …[the RFQ]?
(A) The first two bullets under Section III - Minimum Requirements are combined and amended as follows:
• Current accreditation by the National Association of Energy Services Companies (NAESCO) OR Included on the U.S. Department of Energy’s (DOE) Qualified List of Energy Service Companies
All other minimum requirements in the RFP remain unchanged.

Consultants Signature
I am authorized to sign on behalf of my organization and hereby acknowledge that the responses to comments
and amendments were received and incorporated into the
proposal submitted.

Date
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ENERGY/WATER RESOURCES AUDIT &

IMPLEMENTATION OF ENERGY AND

WATER RESOURCES EFFICIENCY

IMPROVEMENT PROJECT
Pre-Proposal Meeting
August 14, 2024
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► To meet energy use reduction, climate and emergency needs:
► Microgrid City Hall Complex
► Provide PV/Battery backup for the Corporation Yard
► Build out Fleet EV Infrastructure for expansion at the City Hall Complex and the Corporation Yard, potentially including V2B and V2G options. ► Other improvements to assist in overall project financing that reduces monthly costs and has no initial capital cost
► Other goals, as outlined in the RFP

SUMMARY OF PROJECT GOALS
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► City Hall Complex (201/203 West Sierra Avenue, 216 East School Street)
► City Hall
► Police Station
► Civic Center
► Cotati Room
► Public Works Corporation Yard (1 Trebino Court)
► Cotati Train Depot (970 East Cotati Avenue)
► 12 Municipal Parks, Plus Ranch
► 24 Centerline miles of roads, including street lights and traffic signals ► 3 Municipal Wells, 4 sewer lift stations

CITY FACILITIES
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► City Hall Complex (201/203 West Sierra Avenue)
► City Hall (Lighting retrofits, some smart thermostat work, partial new windows/exterior insulation) ► Police Station (LEED Certified when built in 2005)
► Civic Center (Solar array for the police building, recently removed, new metal roof installed) ► Cotati Room (Heat pump water heater)
► Cotati Train Depot (970 East Cotati Avenue)
► PV array
► Heat pump water heater
► Corporation Yard (1 Trebino Court)
► Heat pump water heater
► All city owned streetlights and traffic signals retrofitted with LEDs ► Radio read customer water meters throughout system
► Municipal Well VFDs
► 5 Level 2 public EV chargers
► 5 Level 2 Fleet EV chargers (2 at City Hall, 3 at Police Station) ► 2 out of 3 City Hall fleet vehicles are EV. 5 police patrol vehicles are upfit EVs.

HISTORY OF ENERGY PROJECTS
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CITY HALL COMPLEX
►City Hall built approximately 1930
►Approx. 9,800 SF of conditioned space
►Civic Center built approx. 1960’s
►Approx. 9,800 SF of conditioned space
►Cotati Room: Approx. 2,000 SF of
conditioned space
►Police Building built 2005
►Approx. 11,000 SF of conditioned space
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COTATI TRAIN DEPOT
► Built approximately 2013
► Approx. 1,900 SF of conditioned
space
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CORPORATION YARD
► Built approximately 1995
► Approx. 1,600 SF of conditioned
space
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► Submit in writing no later than August 15, 2024 in writing. ► [email protected]
► City will respond to questions in writing and post on the City website with the RFP prior to the proposal due date
QUESTIONS?
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General
City of Cotati
Response to RFP for Energy/Water
Resources Audit and Improvement
Projects
August 22, 2024
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City of Cotati, CA
Energy and Water Resources Efficiency Improvement Projects August 22, 2024

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Use or disclosure of data contained on this sheet is subject to the restriction on the table of contents of this proposal Table of Contents
Appendix A – Schneider Electric Audited Financial Report Appendix B – Sample M&V Reports
- Golden Valley USD
- Holyoke School District
This proposal, and any exhibits and attachments hereto, (collectively, this “Proposal”) and any information contained herein, is the property of Schneider Electric Buildings Americas, Inc. (Schneider Electric) and shall constitute proprietary and confidential information. The party to whom this Proposal is addressed (the “Receiving Party”) acknowledges the confidential nature of this Proposal and agrees to take all necessary precautions to ensure the confidential treatment of this Proposal and all information contained herein. This Proposal is intended solely for the employees, representatives, and agents of the Receiving Party (the “Receiving Party Representatives”); provided, however, that this Proposal is only to be disclosed to those Receiving Party Representatives on a “need-to-know” basis. Except for the Receiving Party Representatives, the Proposal will not be used, copied, reproduced, disclosed or otherwise made available, directly or indirectly, to any other person, firm, corporation, governmental unit, association or entity, for any purpose whatsoever, without the prior written consent of Schneider Electric.

Cover Letter............................................................................................... 2 Evaluation Criteria ..................................................................................... 4

1. Firm Qualifications................................................................................. 5

2. Project Team ....................................................................................... 10

3. References .......................................................................................... 21

4. Project Approach ................................................................................. 32

5. IGA Pricing Proposal Sheet ................................................................. 50

6. Sample Contract.................................................................................. 51

7. Acknowledgements ............................................................................. 52 90 of 1021
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Energy and Water Resources Efficiency Improvement Projects August 22, 2024

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Use or disclosure of data contained on this sheet is subject to the restriction on the table of contents of this proposal August 22, 2024
Dear Mr. O’Bid,
As natives of the North Bay, this RFP holds immense personal meaning for us. It goes beyond a mere business transaction or contract. This RFP represents an opportunity to shape the energy and water landscape of a community we deeply understand, ensuring a sustainable and resilient future for a place we’ve spent much time in. We know the uniqueness and rural charm of Cotati. How the fog blankets the rolling hills in the morning and slowly pulls back, resulting in a hot afternoon. We also know how as a City Manager, you must balance investing in ways to modernize your facilities and infrastructure, while not dramatically changing the way “things have always been”. This RFP response demonstrates how we’re invested in the well-being of your neighbors, the protection of your environment, and the long-term prosperity of our community.

Your vision for the City of Cotati is clear – “To preserve Cotati's rural heritage and small-town atmosphere while ensuring that new development reinforces both the quality and economic vitality of the community”. While also focusing putting forth efforts to “facilitate sustainable transportation choices, reduce fossil fuel emissions, conserve water, promote local food production, sustain and grow the urban forest, and promote compact infill development are all examples of Cotati's efforts to proactively respond to and mitigate climate change and preserve precious resources.” This is the cornerstone of Cotati and furthering this vision is key to the City’s success. At Schneider Electric, we have one goal – to be the partner who helps you further support your vision beyond traditional efficiency improvements. We believe that a project as simple as saving energy is much more than that, as has potential to impact the lives of the 7,584+ residents that call Cotati home along with the many visitors that frequent your growing community. That’s why we start at the top and work to identify the goals, priorities, and needs of the City beyond just saving money on utilities. Some of those are:
• Providing a turn-key solution that improves the longevity of your infrastructure, reduces costs, and advances technology and inefficient systems. • Identifying key funding opportunities and submitting strong innovative applications that better the success rate and award to the City of Cotati. • Collaborating with our marketing team to engage community outreach plans that share all your accomplishments and wins.
• Integrating with local labor.
• Implementing innovative programs that meet Cotati’ objectives around sustainability, environment, economy, and community.

As a city committed to sustainability and the environment, Cotati needs a partner that is equally matched to develop a solution that inspires the City’s stakeholders. Schneider Electric has developed the enclosed proposal that we feel will do exactly that – Inspire. From identifying lifecycle savings to a strategic marketing, branding, and community outreach plan to share that big win, our solution covers it all.

Four additional differentiators that we’ll highlight within this response include our ability to provide:
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Energy and Water Resources Efficiency Improvement Projects August 22, 2024

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Use or disclosure of data contained on this sheet is subject to the restriction on the table of contents of this proposal Elliott Feldman
Technical Program Manager
P: 628.245.6638
E: [email protected]
5735 West Las Positas Blvd.

Pleasanton, CA
Rachel Torgerson
Account Executive
P: 916.848.8088
E: [email protected]
5735 West Las Positas Blvd.

Pleasanton, CA
Unmatched Experience and Expertise – For over 180 years, we have had a commitment to excellence for our clients. From a City Hall improved air quality project in Palmdale, CA to a $400M Solar Microgrid resilience project in Tokyo, Japan – we have delivered 1,000+ successful performance contracts – earning the title of #1 ESCO for the last 7 years in a row.

Best Value Solution – Our best value approach combines firm-fixed pricing with the perfect balance of in-house expertise and competitive subcontractor partnerships. In addition, Cotati will benefit from our unique structure of a complete local team run from our regional CA office (within 75 miles from the City), with unparalleled national scale resources – bringing nothing but the highest talent, best solutions, and most value to the table for this unique project.

Sustainability Leadership – With the release of this solicitation, and other proactive priorities, Cotati is leading the sustainability charge for local government in California. As the #1 ranked most sustainable corporation in the world, we bring long-term thought leadership to the table for the City. With aligned sustainability goals, we can help you meet and exceed your sustainability goals, helping you not only advance your vision, but showcase the breadth of your commitment to energy/water improvements and fiscal stewardship to the community and beyond.

Providing the City of Cotati with an Energy Partner, not just an Energy Project – Instead of designing a project for you, we want to design a project WITH you, because although we know sustainability – no one knows your buildings, staff, community, and priorities better than you do. That’s why we’ll work closely with City staff to coauthor everything from project scope to preferred systems and subcontractors – resulting in a customized solution tailored specifically to your unique needs and priorities. We’ll also provide consultative services like helping negotiate the purchase of your streetlights from PG&E, resulting in significant energy and maintenance costs savings. Going even further, we can help keep the rural feel of Cotati by working to develop City policies like the Dark Sky initiative - avoiding light pollution when streetlights are converted to LED.

We have read the City’s Request Proposals (RFP) for RFP for Energy and Water Resources Efficiency Improvement Projects and fully understand its intent. We certify that we have qualified and experienced local personnel, vast successful project experience, and capabilities and resources to provide the City of Cotati and fulfill the requirements. The outcome and success of this project hold significant importance to us, as local natives, and we are committed to completing this program on-time, within budget, and exceeding the expectations set for this initiative.

Taking the Next Step—Together
We’re confident that Schneider Electric is the long-term energy partner that will make that vision a reality and pave the way for a sustainable energy future that benefits all residents, strengthens your local economy, and preserves the beauty, livability, and charm of Cotati.

On behalf of Schneider Electric, we are pleased to submit this proposal in response to the RFP for Energy and Water Resources Efficiency Improvement Projects. Thank you in advance for your consideration of our proposal and for considering Schneider Electric for this important initiative. 1,000+
projects completed
to date
$4.1 Billion+
Program values

99.72%
We have met or
exceeded 99.72%
of our guaranteed energy
savings
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Use or disclosure of data contained on this sheet is subject to the restriction on the table of contents of this proposal Evaluation Criteria
We are confident that Schneider Electric is the long-term energy partner that can make your vision a reality. As you review this response, we hope you’ll see how we stand apart from others. Below you’ll find a recap of how our differentiators identified throughout this response line up with the scoring priorities you identified for this RFQ – further proving that we are the right innovation and sustainability partner for Bullhead City:

Criteria Description Section
Background – qualifications, experience, resources, financial solvency (20 points) Section 1 – Pages 5-9
Project Team & Management Structure – amount of work self-performed, strength of proposed team, trainers, and management structure (25 points) Section 2 –
Pages 10-20
Project History & References – relevant past project experience (20 points) Section 3 – Pages 21-31
Project Approach – approach to audits, project management, training, etc. (25 points) Section 4 – Pages 32-46
Additional Benefits & Added Value – additional benefits resulting for energy/water efficiency project implementation and respondent’s added value elements (10 points) Section 4 –
Pages 47-49
Savings – savings approach, Measurement & Verification practices, etc. (35 points) Section 4 –
Pages 37-40;
44-46
Contracts – sample contract terms and conditions of Performance Energy Contract, overhead & profit markups, and also the cost of the investment grade audit submitted via the IGA Pricing Proposal (Attachment C), (60 points)
Sections 5
and 6 – Pages
50-51
Response – responsiveness and compliance with the requirements of the proposal (5 points) All
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1. Firm Qualifications
Provide a description of how your firm is uniquely qualified for this project. Please include years in business, fiscal strength and evidence that the firm meets each element of the Minimum Qualifications, in accordance with Section III of this RFP. Include one (1) copy of the Company’s most recent audited financial report.

Brief History
Schneider Electric was established in 1836 and
has grown into a global specialist in energy
management, efficiency, and infrastructure. We
entered the ESCO business 32 years ago with the
founding of our Sustainability Business in 1992.

Our operations span more than 100 countries,
with nearly 135,000 employees and $36 Billion in
annual revenue. In short, we offer the backing and
stability of a large company, while the
Sustainability Business operates within the ESCO
space as a smaller division. Cotati will receive the
resources and expertise you need with the
personal touch of local representatives who
understand your unique challenges.

Evidence of our commitment to long-term
partnerships, value, and performance includes over $1,178,365,700 in repeat business from customers who trust us to deliver time and again.

Fiscal Strength
By partnering with Schneider Electric, you will have a dedicated financial expert at your side to answer your questions and explain your options as you seek financing associated with your project.

According to Dun & Bradstreet, we have a higher-than-average financial strength, compared to others in our industry sector, and a lower-than-average risk indicator when comparing other businesses of the same financial strength category.

Our Sustainability Business Division is backed by Schneider Electric’s annual revenue of $36 Billion and assets of $17.5 billion. Our financial strength enables us to shoulder monetary risk and withstand periods of reduced cash flow should they occur during our partnership with you.

In the past 32 years:

Total Performance
Contracts Implemented: 1,010 nationwide
Total Value of
Construction Projects
Implemented:
$4,174,457,616
Guaranteed Savings: $3,984,834,695
Exceeded Guaranteed
Savings:

99.72% of our
guaranteed dollars
You will have the support and backing of
a reputable, credit-worthy ESCO partner:

A3
Moody’s
Rating
AS&P Global
Rating
5A1
Dun & Bradstreet
Rating
Fully Insured &
Bonded

A PARTNER WITH

EXCELLENT FINANCIAL

STANDING
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Use or disclosure of data contained on this sheet is subject to the restriction on the table of contents of this proposal For bonding, we primarily use Western Surety Company when providing payment and performance bonds.

Western Surety Company is rated “A-” by AM Best and can provide written confirmation of our bonding capacity.

Schneider Electric is in the position to consider single projects up to $50 million with an aggregate limit of $400 million. This excellent bonding capacity translates into lower bonding costs for Schneider Electric, which translates into savings for you.

Energy Project Approach
Schneider Electric’s ESCO business unit, our Sustainability Business, specializes in comprehensive facility improvement projects for local and federal government, healthcare, higher education, and K-12 markets. We’ve helped facilities across the country transform energy savings into operational gains for the past 32 years, with more than 1,000 projects and $3,984,834,695 in savings guaranteed to date.

We offer an approach that extends beyond standard performance contracting services. We’ll help Cotati realize your vision and accomplish your highest priority goals in several key areas, including:

Energy Technology Funding
Reduce and optimize your utility
and energy usage through
infrastructure improvements.

Modernize your facility
using the latest technology
tailored to your needs.

Leverage reallocated funds
from your energy savings to fund
improvements and explore available
grants, Federal incentives, and more.

Facilities/Operations Community Engagement Public Image Training to sustain optimal
equipment performance and
solutions that reduce long-term
operating and maintenance costs.

Empower stakeholders
and educate them
regarding behaviors that
affect your budget.

Co-create a marketing
vision plan that will help build
awareness of your facility and
sustainability improvements through
press releases, community outreach
events, specialized signage, and
more.
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Use or disclosure of data contained on this sheet is subject to the restriction on the table of contents of this proposal Technical Experience and Expertise

ELECTRIC VEHICLE INFRASTRUCTURE
As electric vehicle (EV) ownership expands, the need for widely distributed, publicly accessible charging stations will grow. Cotati can attract and retain a cutting-edge workforce and demonstrate your leadership in adopting
advanced technologies by installing EV infrastructure.

EV charging can easily be combined with solar PV and
battery storage to provide sustainable and efficient
vehicle charging, and it is often supported by grant
funding. Schneider Electric, with our wealth of
understanding of electrical infrastructure, generation
assets (renewable and non-renewable), and funding
procurement can help you create an advanced EV
charging infrastructure for your bus and/or vehicle fleet.

CA Project examples that provided EV Fleet / EV Infrastructure

NAME TOTAL PROJECT SIZE SCOPE DESCRIPTION
Modesto City Schools Ph. 1-3 (CA) $50,640,163
EV Charging Infrastructure
installation 30 EV busses
involving 800 kWp worth of solar
Carports
~ 4MW Solar Carports at other
District Sites
Turlock USD
$4,018,087
6 DC Fast Chargers
18 Level 2 Chargers
Grant Procurement
~300 kWp Solar PV Carports
Stockton Unified School District Ph. 5 $1,762,585
Grant procurement of CEC Bus
Program Grant; installed 4 DC
fast chargers and another 12
charging stations
Los Banos USD $8,313,000
2 DC Fast Chargers
8 Level 2 Chargers
Grant Procurement
~510 kWp Solar PV Carports
and Rooftop Arrays
Additional HVAC Improvements
Modesto, CA – Our team has extensive
experience with installing EV Infrastructure in
both educational and municipal settings. For
Modesto City Schools, we installed EV
infrastructure for 30 EV busses involving 800
kWp worth of solar canopies, the most
ambitious fleet electrification effort in the
country.
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SOLAR POWER OPPORTUNITIES
Solar energy can provide significant benefits to Cotati by unlocking financial savings for your project, furthering your decarbonization goals, increasing the resilience of your energy sources, and by impacting your community.

Like EV infrastructure, we have a wealth of knowledge and experience implementing a wide away of opportunities including photovoltaic, microgrid, battery backup, and net metering scopes of work.

Financial Benefits
While the initial cost of solar has historically been a deterrent, today's solar solutions are more affordable
and efficient than ever. With rising and unpredictable
energy prices, the City of Cotati can lock in your
electricity rates for the 25–30-year lifespan of your solar panels resulting in substantial energy cost reductions.

And, since the price of solar panel production has fallen inversely to the cost of utility pricing, this translates to quicker return on upfront investment, better long-term
savings, and the opportunity to shield your operation
budgets from unpredictable utility costs.

Harnessing solar power can also be a powerful
economic lever by also offset EV charging costs.

Across the country, we’re seeing organizations redirect solar energy savings to fund fleet electrification
programs. We understand this is a high priority for the City of Cotati. The possibilities are as diverse as the needs of each entity. As we explore the needs of Cotati during the investment grade audit, our engineering
team can creatively scope items that are most
important to you often by using solar savings to cash
flow the project.

CA Project examples that provided Solar/Photovoltaic Scope of Work

NAME TOTAL PROJECT SIZE SCOPE DESCRIPTION
Goleta USD $3,695,101
275 kWp Solar Shade Structure
0% Loan Procurement
Ojai USD $5,887,739
345 kWp solar canopies @ HS
88 kWp solar canopies @ MS
50 kWp solar canopies @ ES
Pleasant Ridge USD $1,898,746
District-Wide LED Lighting
Retrofit
~220 kWp Solar PV Ground
Mounted Arrays
Moraga School District $6,994,996.
~285 kWp Solar Shade
Structures
LED Lighting
Water Conservation
HVAC Upgrades
Schneider Electric developed and installed a 7 MW
Microgrid project at Marine Corps Air Station
Miramar in CA to specifically reduce utility demand
charges and participate in demand response
programs in California.

STRATEGIZING AROUND

UTILITY PROGRAM CHANGES
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Use or disclosure of data contained on this sheet is subject to the restriction on the table of contents of this proposal Chowchilla USD $7,902,391 ~530 kWp Solar PV Shade
Structures and Carports
LED Lighting Upgrades
EV Charging Infrastructure
Building Control and HVAC
Replacements

MUCH MORE THAN THE MINIMUM
As you review this response, we hope you’ll see what a great fit we seek to serve the City of Cotati. Below are our qualifications that exceed the minimum criteria listed in RFQ Section III.

MINIMUM CRITERIA SCHNEIDER ELECTRIC QUALIFICATIONS
Current Accreditation by NAESCO SE has been accredited since 1999 and was named the #1 ESCO in the nation by Guidehouse Insights
Currently on the US DOE Qualified list
SE is an approved contractor by the DOE, named
partner of the year by Energy Star (EPA), and has
acquired more than $314M in task orders by the
Department of Defense (DOD)
Active GC license in CA SE is GC licensed in CA and has been for 29 years Minimum of $15M in bonding capacity
SE can bond projects up to $50M with an aggregate
limit of $300M. We have the best possible financial
rating by Dun & Bradstreet 5A1
Successful implementation of similar projects /
Municipal Infrastructure Experience
Over 125 CA projects totaling over $630M
Over 160 municipal projects nationwide totaling over
$840M
CA licensed personnel
We have 16 personnel with CA licensing and three
are currently assigned to Cotati:

Jose Carrasco – M-39275
T. Dale Bitting – M-39930
David Hodson – M-38301
We can draw more CA licensed personnel if needed.

IPMVP Option C Experience
We currently have 148 projects nationwide with an
active Option C Savings Agreement. See Appendix B
for a sample M&V Report.

No recent savings/M&V litigation
We can confirm no pending or recent litigation
associated with savings performance or M&V of any
kind.

FINANCIAL REPORT
Please see the Appendix for a copy of our most recent audited financials, which has been extracted from Schneider Electric’s larger audited annual report due to brevity. 99 of 1021
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2. Project Team
Provide an organizational chart showing the proposed team for this project. Also, include resumes for key individuals showing their experience with these types of projects, and specifically their role in the projects included as reference projects. Include a table of key individuals, their role in this project, the percentage of full time commitment to this project for each individual, and a management guarantee of key staff to work on this project at the percentage shown in the staffing table.

ORGANIZATIONAL CHART
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RESUMES
Rachel Torgerson
Current Title Account Executive
Responsibilities
Rachel will be your main point of contact for the development, design, and implementation of this project. She will collaborate with your stakeholders to determine your facility needs, deferred maintenance issues, sustainability goals, and/or other improvements that could be addressed as part of this project. Rachel will lead the Schneider Electric project team through each phase of the ESPC process to create consistency and continuity between each project phase. Rachel will also provide leadership of customer meetings and correspondence, working with all stakeholders at an executive level.

Years in
Company/Industry 4 Years at Schneider Electric, 9 years total Academic
Qualifications B.A. Journalism and Advertising, University of Oregon Selected Project History
Project Name Value
City of Palmdale Ph. 1-2 $14,663,872
Kings Canyon USD Ph. 1-3 $21,014,436
Los Banos USD 1-3 $5,377,992
Sierra USD Ph. 1-2 $5,457,234
Ojai USD Ph. 1 Solar and EV $7,217,588
Ojai USD Ph. 2 $3,362,000
Elliott Feldman
Current Title Technical Program Manager
Responsibilities
Elliott oversees the overall program performance on behalf of the customer.

From the initial conversation all the way through the completion of construction, Elliott leverages his technical background and expert project management skills to ensure success for the customer. The Technical Program manager will help the client define the highest priority needs, evaluate funding solutions and receive stakeholder buy-in for the desired Energy Savings Program.

Years in
Company/Industry 6 Years at Schneider Electric, 15 years total Academic
Qualifications B.S. Planning, Public Policy and Management, University of Oregon Selected Project History
Project Name Value
Modesto City Schools Ph. 1-4 $50,640,163
Turlock USD $4,371,774
Los Banos USD 1-3 $5,377,992
Lemoore USD $2,989,431
Chowchilla ESD $7,902,321
Oakdale JUSD Ph. 1-2 $4,690,135
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Use or disclosure of data contained on this sheet is subject to the restriction on the table of contents of this proposal Jordan Lerner
Current Title Regional Vice President, Executive Leader Responsibilities
Overall management leadership to our sales and account management team of the West Region, which includes dozens of projects throughout the Western United States.

Years in
Company/Industry 29 Years at Schneider Electric, 32 years in the industry Academic
Qualifications B.S. Architectural Engineering, University of Kansas Selected Project History
Project Name Value
Valley Sanitary District $69,869,942
Modesto City Schools Ph. 1-4 $50,640,163
LA County Sanitation District $34,892,541
City of Simi Valley $38,598,999
Turlock USD $4,371,774
Los Banos USD Ph. 1-3 $5,377,992
Robert Davidson, PE, CEM, CMVP
Current Title Project Development Manager
Responsibilities
Robert is responsible for overseeing the project development process. He works closely with customer stakeholders to define project objectives and develop scope that aligns with the customer’s vision and mission. Robert has a working knowledge of the technical and organizational environments in which the project scopes of work will be implemented.

He is an excellent collaborator with all the functions associated with the development of complex projects, and he is a strategic thinker who can adapt to changing needs and requirements in order to maximize value to our customers.

Years in
Company/Industry 18 Years at Schneider Electric and in the industry Academic
Qualifications B.S. Electrical Engineering, Texas A&M University Selected Project History
Project Name Value
City of Sierra Vista Ph. 1-2 $39,929,144
City of Lincoln Streetlights $12,204,095
City of La Porte $9,748,045
City of Houston Ph. III $8,234,709
City of Riverbank $3,944,270
Naval Base Coronado $45,034,918
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Use or disclosure of data contained on this sheet is subject to the restriction on the table of contents of this proposal Jose Carrasco, PE
Current Title Energy Engineering Manager
Responsibilities
Jose is responsible for leading tasks associated with performing preliminary and detailed energy engineering studies of complex projects of unlimited scope and size. He manages, trains, develops, counsels, and sets individual goals for direct reports and coordinates and prioritizes workload to ensure project deadlines and budgets are met. Jose assists with reviews of baseline energy models, energy savings estimates, and utility cost savings estimates for basic and intermediate level projects to ensure plausibility and identify any financial risk. He performs energy-use baseline analysis, including utility rate simulations, generates baseline energy models and perform energy savings calculations.

Years in
Company/Industry 9 Years at Schneider Electric and the energy industry Academic
Qualifications B.S. Mechanical Engineering Boise State University Selected Project History
Project Name Value
Modesto City Schools Ph. 1-4 $50,640,163
Hacienda La Puente USD Ph. 4 $20,746,006
Charter Oak USD Ph. 1-2 $4,345,554
Stockton USD Ph. 1-5 $12,185616
City of Palmdale Ph. 1-2 $14,663,872
Dale Bitting, PE, LEED AP
Current Title Lead MEP Engineer
Responsibilities
Dale is responsible for overseeing the MEP (Mechanical, Electric, Plumbing) design for projects in the West Region. He works closely with the project development team and customer stakeholders to achieve project objectives and develop scope that aligns with the customer’s needs. His primary design focus is to deliver a system that is not only energy efficient, but easy to build, operate, and maintain.

Years in
Company/Industry 12 Years at Schneider Electric and 32 in the energy industry Academic
Qualifications
B.S. Mechanical Engineering, Texas A&M University
M.S. in Mechanical Engineering with Specialization in Energy Management, Texas A&M University
Master of Divinity, Summa Cum Laude, Mid‐America Baptist Theological Seminary
Selected Project History
Project Name Value
City of Sierra Vista Ph. 2 $25,931,203
City of El Centro $14,983,747
City of Gustine $1,554,438
Pasadena USD Ph. 1-3 $7,142,409
Naval Base Coronado $45,034,918
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Use or disclosure of data contained on this sheet is subject to the restriction on the table of contents of this proposal David Hodson, PE
Current Title MEP Engineer
Responsibilities
David is responsible for overseeing the MEP (Mechanical, Electric, Plumbing) design for projects in the West Region. He works closely with the project development team and customer stakeholders to achieve project objectives and develop scope that aligns with the customer’s needs. David’s primary design focus is to deliver a system that is not only energy efficient, but easy to build, operate, and maintain. He is highly involved in the HVAC&R industry, previously serving as an ASHRAE chapter officer and committee chair, and currently as a voting member for the ASHRAE Standard 154 Project Committee.

Years in
Company/Industry 2 Years at Schneider Electric and 9 in the energy industry Academic
Qualifications
B.S. Mechanical Engineering w/ HVAC&R Concentration, California Polytechnic State University, San Luis Obispo
Selected Project History
Project Name Value
City of Palmdale $8,491,602
Silver Valley USD Ph. 2 $1,124,615
Placer Hills USD $2,193,093
Cochise College In Development
Thompson School District In Development
Arash Nadershahi
Current Title Construction Project Manager
Responsibilities
Arash works closely with the Account Executive and Project Development team to create the Project Management Plan. He is then responsible for executing that plan to achieve the defined project objectives and meet scope, schedule, resource and budget commitments. He communicates at all levels within the project environment and is able to adapt to dynamic and diverse situations. Arash schedules and conducts all project construction meetings, participates in the subcontractor bid solicitation process, and oversees monthly project billings, forecasting, bonds, and insurance requirements.

Years in
Company/Industry 7 Years at Schneider Electric and the energy industry Academic
Qualifications
B.A. California State University, Northridge
A.A. Pierce College
Selected Project History
Project Name Value
City of Palmdale Ph. 1-2 $14,663,872
Berkeley USD (multiple phases) $16,952,000
Ojai USD Ph. 1-2 $5,887,739
Cit of Simi Valley $38,598,999
Victor Elementary School District Ph. 2 $2,347,979
Hacienda La Puente USD (multiple phases) $14,000,000
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Use or disclosure of data contained on this sheet is subject to the restriction on the table of contents of this proposal Fred McCandless CEM, CMVP, CDSM
Current Title Site Superintendent; Environmental Health and Safety Manager Responsibilities
Fred leads our regional safety program and assists with the execution of daily operations overseeing staff development, generating project plans, and reviewing and approving estimates and proposals. He assists with system performance evaluations, identifying performance improvement opportunities, commissioning, and provides additional training.

Years in
Company/Industry 21 Years at Schneider Electric and 43 in the energy industry Academic
Qualifications
B.A. Seattle University (Cum Laude)
Selected Project History
Project Name Value
Stockton Unified School District Ph. 1-4 $10,350,000
Berkely Unified School District Ph. 1-3 $16,209,779
Dublin Unified School District Ph. 1-2 $4,880,520
Hacienda la Puente Unified School District $13,451,000
Dixon Unified School District $867,184
Brian Toce
Current Title Construction Manager
Responsibilities
Brian is responsible for overseeing construction activities, including mobilization, project resourcing, invoicing, scheduling, subcontractor selection, etc. across Colorado and the West Region. He provides expert leadership as it pertains to all construction activities to ensure transitions between development, construction, and the guarantee period happen efficiently and in time with a project’s individual timeline.

Years in
Company/Industry 20 Years at Schneider Electric and in the energy industry Academic
Qualifications
B.S. Marketing, Texas A&M University
Selected Project History
Project Name Value
City of Palmdale Ph. 1-2 $14,663,872
Travis County $27,147,357
City of Dallas Electrical Upgrades $2,147,152
Columbia Basin College $9,285,125
Merkel ISD $2,718,587
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Use or disclosure of data contained on this sheet is subject to the restriction on the table of contents of this proposal Dave Horton, CEM, CMVP, LEED AP
Current Title Client Services Manager
Responsibilities
Dave leads the Client Services Team with the goal of ensuring a positive experience for our clients during the guarantee period of our projects. He assists with the execution of daily operations by overseeing staff execution, generating project plans, and reviewing and approving estimates and proposals. Dave will also assist in evaluating the performance of your systems for improvement opportunities on an ongoing basis, as well as provide ongoing training to our clients as needed.

Years in
Company/Industry 20 Years at Schneider Electric and in the energy industry Academic
Qualifications
M.B.A., Auburn University
B.S.B.A., Information Systems Management, Supply Chain Management Auburn University
Selected Project History
Project Name Value
Spartanburg County School District 7 $22,364,708
Richland School District One, Ph. 2 Solar $23,849,344
Dekalb County Board of Education Ph. 4 $11,119,424
Madison County Schools Ph. 4 $18,995,369
Kayla Cornelius
Current Title Measurement & Verification Lead
Responsibilities
Kayla is responsible for developing project-specific Measurement & Verification (M&V) plans during the development phase of a project and supporting clients during the Performance Period phase through those M&V activities as well as remote system monitoring. Kayla reviews utility data, BAS trend data, and site information to ensure that the project and the client meet their energy savings goals.

Years in
Company/Industry 23 Years at Schneider Electric and in the energy industry Academic
Qualifications
B.S. Mathematics, Baylor University
Selected Project History
Project Name Value
Hacienda La Puente CISD $20,746,006
Silver Valley Unified School District $3,998,746
Capistrano Unified School District $4,321,505
Golden Valley Unified School District $4,818,000
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Use or disclosure of data contained on this sheet is subject to the restriction on the table of contents of this proposal Ivy Carsten
Current Title Regional Client Coordinator
Responsibilities
Ivy’s focus is to foster and maintain our client relationships in the West Region. She serves as a liaison during and after installation to ensure sustained focus on client needs and goals as identified during the project development period. She also coordinates and facilitates client events that promote their infrastructure projects or educate stakeholders. It is Ivy’s goal to continue providing exceptional customer service and advance overall client satisfaction long after install is complete.

Years in
Company/Industry 4 Years at Schneider Electric and the energy industry Associations AASBO, ASA, CASBO, CASH, League of CA Cities Academic
Qualifications B.S. Selling and Sales Management, Purdue University Selected Project History
Project Name Value
Berkeley USD Ph. 2 $3,000,000
Moraga USD $6,994,996
Ojai USD $5,993,075
Huntington Beach Union High School District $6,876,381
Korey Smith
Current Title Marketing Specialist
Responsibilities
Korey works closely with our clients to devise marketing plans that engage stakeholders, generate excitement within the community, and promote project success. The marketing plans are customized for each client and could include public relations outreach to local and national media, community and media events to celebrate key project milestones, special events like Earth Day, Arbor Day, and community fairs, grant or rebate check presentations, and social media campaigns and communication templates.

Years in
Company/Industry 1 Years at Schneider Electric and 10 Years total Academic
Qualifications B.S. Business Administration, Baylor University Selected Project History
Project Name Value
Modesto City Schools $13,492,447
Hacienda La Puente USD (Multiple phases) $31,297,827
Silver Valley USD $3,998,746
Stockton USD (Multiple phases) $12,185,616
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Use or disclosure of data contained on this sheet is subject to the restriction on the table of contents of this proposal Kim Albertson
Current Title Finance Director
Responsibilities
Help our clients obtain the best financing on their projects. Assists our clients in bidding out the financing, reviewing the results, explaining terms and conditions, and coordinating with the appropriate parties throughout the funding process and through closing.

Years in
Company/Industry 10 Years at Schneider Electric and 16 in the energy industry Academic
Qualifications
B.A., Hillsdale College
Selected Project History
Project Name Value
Valley Sanitary District $69,869,942
City of Simi Valley $38,598,999
Travis County $27,147,357
Naval Base Coronado $45,034,918
Brent Johnson, PE
Current Title Principal Consulting Engineer
Responsibilities
Brent has 15 years of engineering and management experience in the clean transportation, renewable energy, and water sectors. He leads zeroemission transportation strategy and planning for NV5’s Clean Energy group. His experience includes over a decade of renewable project planning, design, and program management. He has helped negotiate numerous public-private partnership contracts in the renewable and clean transportation space, including solar PV, energy storage, charging-as-aservice, battery electric vehicles, EV infrastructure, and microgrids. Brent’s experience includes large program-level work on both behind- and front-ofthe-meter projects, strategy for clean energy and transportation implementation, and environmental credit management. He also serves as a director for his local water and fire district.

Years in
Company/Industry 15 years in the energy industry
Associations California Solar + Storage Association (CalSSA) Center for Transportation and the Environment
Academic
Qualifications
M.S., Civil Environmental Engineering, University of California, Berkeley B.S., Civil Environmental Engineering, Worcester Polytechnic Institute Selected Project History
Project Name
City of San Diego - EV/FLEET ELECTRIFICATION
City of Santa Rosa - FLEET ELECTRIFICATION, EV CHARGING STRATEGY, RESILIENCY, San Joaquin Regional Transit - OWNER’S REP FOR PV SOLAR Ontario, CA - EV CHARGING SUPPORT AND SOLAR PV AT TWO CITY FACILITIES 109 of 1021
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Energy and Water Resources Efficiency Improvement Projects August 22, 2024

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PERSONNEL TABLE
Phase Name, Title, Staff or Subcontractor,
Base Location Intended Role % of Time on Project
Experience and
Certifications
Program
Management
Rachel Torgerson
Account Executive
* Leadership of entire program team
CA-based Schneider Electric staff
Program management
during all project
phases
30% 9 years
Technical Leadership &
Analysis
Elliott Feldman
Technical Program Manager
* Leadership of entire program team
CA-based Schneider Electric staff
Program Management
and Technical Liaison
60% 15 years
Robert Davidson
Project Development Manager
National Schneider Electric Staff
Overall management of
project development
and design
30% 18 years

PE, CEM,
CMVP,
OSHA 30
Jose Carrasco
Energy Engineering Manager
CA-based Schneider Electric staff
Overall management of
energy design and
analysis
15% 9 years
PE
Engineering Design
Dale Bitting
Lead MEP Engineer
National Schneider Electric Staff
MEP (Mechanical,
Electrical, Plumbing)
design and analysis
10% 32 years

PE, LEED AP
David Hodson
MEP Engineer
National Schneider Electric Staff
MEP (Mechanical,
Electrical, Plumbing)
design and analysis
30% 9 years
PE
Brent Johnson
Principal Consulting Engineer
NV5
EV and Solar design
and analysis
20% 15 years

PE, LEED AP
Construction &
Construction Management
Arash Nadershahi
Construction Project Manager
CA-based Schneider Electric staff
Management of
construction activities
for your project.
25% 7 years
PE
Fred McCandless
Site Superintendent
National Schneider Electric Staff
Day-to-day
management of
construction activities
for your project.
30% 44 years

CEM, CMVP,
CDSM
Brian Toce
Construction Manager
National Schneider Electric Staff
Management of
construction activities in
our region portfolio
10% 22 years
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Use or disclosure of data contained on this sheet is subject to the restriction on the table of contents of this proposal Phase Name, Title, Staff or Subcontractor,
Base Location Intended Role % of Time on Project
Experience and
Certifications
Training & PostConstruction
Support
Dave Horton
Client Services Team Leader
National Schneider Electric Staff
Measurement and
Verification Leadership 10%
12 years

CEM, CMVP,

LEED AP
Kayla Cornelius
M&V Specialist
National Schneider Electric Staff
Measurement and
Verification Specialist
10% 24 years
Client Support
Ivy Carsten
Regional Client Coordinator
National Schneider Electric Staff
Management of Postconstruction project
activities
10% 5 years
Kim Albertson
Director of Project Finance
National Schneider Electric Staff
Financial Services
Manager
20% 34 years
Korey Smith
Marketing Specialist
National Schneider Electric Staff
Project marketing and
community
engagement
10% 1 year
Andrew Henshaw
Grants Consultant
Analysis and writing
support for grants,
rebates, incentives, and
other funding sources
10% 13 years
Jordan Lerner
Regional Vice President
National Schneider Electric Staff
Regional support on all
account management
activities
5% 32 years

MANAGER GUARANTEE
I can confirm that the personnel listed above will be assigned to the energy project for the City of Cotati, and understand any switched assignments without the City’s permission can result in disqualification.

Jordan Lerner, Regional Vice President
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Internal

3. References
3 112 of 1021
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3. References
Describe your firm’s (or team’s) capabilities, experience and approach to preparing energy/water audits and implementing similar projects for similar local government. Included shall be a description of at least five (5) design-build energy/water/DG projects of similar or greater complexity that your firm has completed within the past three (3) years. Please include a comparison between estimated and actual implementation costs, and anticipated and actual savings for the five projects.

The map to the right highlights our vast national
experience in successfully completing over
1,000 guaranteed savings projects. Project
specifics or contact information for any of
these projects is available upon request.

Municipal Experience
We have helped counties and municipalities
of all sizes accomplish their climate action
and financial goals. Our work across more
than 160 municipal projects includes
major US cities such as Dallas, Chicago,
Atlanta, Los Angeles, Houston, Kansas
City, and more.

Our municipal clients state that our integrity,
reliability, and the ease of working with our team members place us on a level above our competition. You will work with certified professionals who have the proven expertise to develop and construct innovative solutions to your most pressing challenges. Our extensive experience and financial strength position us to support your project now and well into the future.

Our understanding is that the City of Cotati seeks to make holistic energy improvements (I.E. solar, mechanical upgrades, lighting retrofits, building envelope, and any other improvements deemed appropriate), alongside those improvements, Schneider Electric can also develop unique ECMs, assist with finding and applying for grants, and implement renewable energy opportunities. We can also support bond campaigns and co-develop programs to ensure staff and community members are engaged with the overall vision of Cotati’s efficiency and economic development goals.

Experience in Similar Facility Types
With such a broad range of experience in cities and counties all over the country, our team has ample experience in facility types similar to those in Cotati. We have performed ESPC projects in public sector facilities such as:
• Battery storage, street and sports field lighting (City of Palmdale) • Microgrid (Ojai USD)
• Solar, EV infrastructure, and lighting (City of Auburn) Schneider Electric ESPC Work – Over $1B Nationwide.
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Use or disclosure of data contained on this sheet is subject to the restriction on the table of contents of this proposal • Aquatic centers (Berkeley High School Natatorium)
• EV Infrastructure and fleet plans (Stockton USD, Modesto USD, Sierra USD) • Controls and Mechanical replacements (Kings Canyon USD) • Sustainable Outdoor Community Centers (Modesto USD, Thousand Oaks USD, Berkeley USD) • Solar (City of La Porte, Ojai USD, Pleasant Ridge USD, Moraga USD, Modesto USD) • Wastewater treatment plants (LA County Sanitation, Simi Valley) • Sports fields, Parks, Sports Tourism (City of Sierra Vista) • City halls (City of Palmdale, City of Auburn, City of Lomita) • Water wells (Virginia National Guard)
• Fire stations (Dallas County)
• Police stations (City of Smyrna)
• Recreation buildings (University of Maryland)
• Airports (Valley International Airport, City of Auburn) The City of Cotati is an innovative city with high aspirations of efficiency and sustainability. As you’re looking for energy experts to guide you through your efficiency journey, you need an ESCO that is equally matched and able to develop a solution that is worthy of the Cotati name.

Our Experience in California
We have a long history of providing energy work in the State of California since 1995. Schneider Electric employs over 2,100 professionals across the state. We have developed and implemented over $370M worth of work for cities, counties, school districts, and special districts across the state.

We are registered as a California Professional Engineering firm and function as a general contractor on energy savings performance contracts. Our registration number is 708952.

CALIFORNIA PRESENCE
75 offices located in
California delivering
Schneider Electric
solutions
Over 125 projects
totaling over $600M in
work.
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REFERENCES CHOSEN FOR COTATI
We have selected six recent EPC projects that are of most similar type, scope likeness, or relatable project goals as Cotati to illustrate Schneider Electric’s ability to develop solutions for your unique needs and project vision:
• City of Palmdale, CA – Palmdale partnered with us to replace aging infrastructure and upgrade their community facilities, and face many of the same municipal challenges as Cotati. • City of Auburn, CA – The City of Auburn has worked with us to implement some of the same scope of work Cotati is looking for, specifically solar PV arrays and EV charging infrastructure. We have completed our auditing and will move into construction shortly.
• Ojai Unified School District – Ojai USD has much of the same scope Cotati is seeking, including solar carports, solar canopies, and EV charging infrastructure. We finished construction last year and are currently working on phase 2 of our partnership.
• Modesto Schools, Berkeley USD – Modesto Schools has much of the same scope Cotati is seeking, including solar carports, solar canopies, and EV charging infrastructure. We have worked on 3 separate phases with the District, highlighting our ability to perform multiple phases and upgrade facilities in a systematic manner.
• Berkeley USD – We chose Berkeley USD as a reference due to its extremely close proximity to Cotati, highlighting our ability to work in the local area including travel time, geography, local contractors, etc. • NV5 (Design Partner) Projects
o Cotati-Rohnert Park USD
o Tamalpais UHSD
o Town of San Anselmo
The organizations listed above had many of
the same project goals that Cotati has,
including Microgrids, solar, EV
infrastructure and planning, maximizing
cost savings, reducing energy/utility
usage, leveraging creative funding,
renewable energy generation, and more.

We’ve included contact information from
these organizations in the following project
profiles and would highly encourage you
to connect with the references of any ESCO
that you are considering as a partner

COSTS COMPARISON
We take great pride in our design-build ESPC process. Our ESPC projects are developed with firm, fixed price proposals. Our projects have no change orders, unless initiated by the client. It is the responsibility of Schneider Electric to ensure the project meets the performance requirements within the price provided in the proposal. This ensures that your ESPC will be completed within the budget expected. Therefore, all of our projects listed above met our contract costs numbers.

Our team in Sierra Vista has a long-term vision to
become a leading attraction for sports and recreation
in the state. With Schneider Electric’s expertise, we’re on our way to achieving that vision and much more.

We’re excited to work to improve our City grounds
and facilities, creating ideal locations for local events, vendors, and visitors alike.

Rick Mueller
Mayor, Sierra Vista, AZ
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CITY OF

PALMDALE

PALMDALE, CA

CONTACT INFORMATION
Ben Lucha
Environmental Resources Manager
38300 Sierra Highway
Palmdale, CA 93550
Phone: 661-267-5308
Email: [email protected]

PROJECT DESCRIPTION
The City of Palmdale has embarked on a transformative journey with Schneider Electric to revitalize its aging infrastructure and enhance community facilities. This collaboration brought together various city departments, including Public Works, Maintenance, Energy/Utility, Finance, Parks and Recreation, and the City Manager's Office, to address critical needs and align with the city's strategic objectives.

Faced with 15+ year old mechanical units and a Building Automation System reliant on obsolete parts, Palmdale was at a crossroads. Key facilities like the Cultural Center, Developmental Services, the Library, and Oasis Rec Center were at risk of closure due to potential HVAC and control system failures. Moreover, the city's automated irrigation control platform required an urgent upgrade to continue efficient water management.

ADDITIONAL VALUE CREATED
This comprehensive project promises significant benefits for Palmdale's residents outside of new equipment and saved energy.

The City wanted a project that could provide enhanced safety and improved indoor air quality in many of their facilities.

PROJECT COST
Phase 1: $8.49M
Phase 2: $6.17M

ANNUAL PROJECT SAVINGS
Phase 1: $548,000
Phase 2: $165,000

SCOPE OF WORK
Phase 1
• LED lighting (interior & exterior)
• HVAC upgrades
• Irrigation upgrades & controls
Phase 2
• LED lighting (interior & exterior)
• Sports LED lighting retrofits
• HVAC TAB Report

PROXIMITY TO COTATI
400 miles

KEY STAFF
Rachel Torgerson – Account Executive
Robert Davidson – Project Manager
Jose Carrasco – Energy Team Lead
David Hodson – MEP Engineer

FINANCIAL APPROACH
The City did not pursue traditional financing
but utilized on-bill financing for lighting
portions. Savings would be used to offset OBF
and as an ROI for the project.
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CITY OF
AUBURN

AUBURN, CA

CONTACT INFORMATION
Mengil Deane
Public Works Director
1225 Lincoln Way
Auburn, CA 95603
Phone: (530) 823-4211
Email: [email protected]

PROJECT DESCRIPTION
The City of Auburn is poised to embark on a groundbreaking project with Schneider Electric, aimed at revitalizing its historic cityowned facilities, some dating back to the early 20th century. The project is currently in the evaluation phase, assessing energy conservation measures (ECMs) across key sites including City Hall, the Police Department, and the Wastewater Treatment Plant, among others. The proposed scope of the project is
comprehensive, with plans to introduce revenue-generating EV charging infrastructure, interior and exterior LED lighting, upgraded HVAC units, and renewable energy through solar arrays and battery storage systems.

Financially, this project is supported by a mix of traditional financing, grants, and tax credits, with $1,345,000 in grant applications currently under review and a significant tax credit anticipated for solar and microgrid costs. With the City's annual energy expenses totaling $399,190, Schneider Electric's analysis suggests that the full implementation of the energy efficiency project could result in cost savings of approximately 68%.

This initiative represents a significant step towards a more sustainable and economically sound future for the City of Auburn, demonstrating a commitment to both the community and the environment.

ADDITIONAL VALUE CREATED
For the City of Auburn, this project is more than an upgrade—it's about setting a new standard for city facilities and establishing a baseline for future improvements. The community's priorities are clear: to implement impactful enhancements that elevate building health, safety, comfort, and efficiency, all while maintaining fiscal responsibility through the strategic use of federal and grant funding for a budget-neutral scope.

PROJECT COST
In development, est. $10-$12M

ANNUAL PROJECT SAVINGS
In development, lifecycle savings est.
$10-11M

SCOPE OF WORK
• Interior/Exterior LED Lighting
• Lighting Controls
• HVAC Unit Replacements
• BAS Upgrades
• Roof Replacements
• Solar PV Arrays
• EV Charging Infrastructure
• Microgrids & Energy Storage
Systems

PROXIMITY TO COTATI
122 miles

KEY STAFF
Rachel Torgerson – Account Executive
Robert Davidson – Project Manager
Jose Carrasco – Energy Team Lead
David Hodson – MEP Engineer

FINANCIAL APPROACH
The City is utilizing a budget-neutral approach,
pursuing project financing over a 20-year
project term while utilizing IRA ITC tax credits
and available grants.
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OJAI UNIFIED
SCHOOL

DISTRICT

OJAI, CA

CONTACT INFORMATION
Contact Information:

Alan White – Bond Manager
414 East Ojai Ave
Ojai, CA 93023
Phone: 805-701-4231

PROJECT DESCRIPTION
Schneider Electric has partnered with Ojai Unified School District to transform the entire district through multiple environmental measures. After conducting a thorough analysis of the district’s energy and utility usage, environmental conditions, and key goals, Nearly every facility in the district was part of this project, including Nordhoff High School, Chaparral High School, Matilija Middle School, Mira Monte Elementary, Meiners Oak Elementary, Topa Topa Elementary, San Antonio Elementary, and Summit
Elementary. For Nordhoff High School, energy consumption data revealed an increase from 548,000 kWh in the 2018/2019 school year to 601,000 kWh in 2019, with a slight decrease in 2020 due to COVID-19. With the addition of an aquatic center, new sports field lighting, and a sports complex, Schneider Electric conducted a preliminary energy study to optimize PV array sizing for anticipated load growth.

The entire district-wide project is expected to save over 500 tons of CO2-equivalent per year and accumulate over $8,500,000 in total financial savings. This initiative exemplifies Schneider Electric's commitment to helping educational institutions achieve their sustainability goals while enhancing their facilities for the betterment of the community.

ADDITIONAL VALUE CREATED
Outside of scope and savings, the District valued a project that will improve building health, safety, comfort, and efficiency in addition to positively impact the students and local community.

PROJECT COST
Phase 1: $2,348,181
Phase 2 (Microgrid): $3,539,558

LIFECYCLE PROJECT SAVINGS
$8,560,213

SCOPE OF WORK
• Solar carports & canopies
• EV charging infrastructure
• LED lighting (exterior)
• ADA compliance upgrades
• Battery Energy Storage System
• Microgrid

PROXIMITY TO COTATI
400 miles

KEY STAFF
Rachel Torgerson – Account Executive
Brian Toce – Program Manager
Jose Carrasco – Energy Team Lead
Kayla Cornelius – M&V Specialist

FINANCIAL APPROACH
The District utilized Bond Dollars
(Measure J) while seeing Lifecycle
savings as an ROI. They also secured
available grant dollars (AB 841/ ESSER
Funding) to pay down much of the
project.
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MODESTO

CITY SCHOOLS

MODESTO, CA

CONTACT INFORMATION
Contact Information:

Gilbert Rosas, Associate Superintendent
1300 Woodland Avenue
Modesto, CA 95351-2631
Phone: 209-207-2012
Email: [email protected]

PROJECT DESCRIPTION
Modesto City Schools committed to finding innovative strategies to reduce environmental pollution while conserving energy and improving their overall learning environment. After receiving a grant from California’s Hybrid and Zero-Emission Truck & Bus Voucher Incentive Program (HVIP) to purchase 30 electric school busses, they needed a partner to implement the necessary infrastructure.

Modesto selected Schneider Electric to install the EV fleet infrastructure, provide 800 kWp worth of solar canopies, and implement six Sustainable Outdoor Learning Environments to help forward the district’s STEAM curriculum.

The overall Phase I project will save 1,898,642 kWh in energy consumption and remove 402 tons of carbon emissions. The impact is equivalent to removing 86 cars from the road or planting 16,080 trees. The bus fleet alone will save $250,000+ in fuel costs and overall maintenance. Each bus can run up to 120 miles on a single charge.

Modesto City Schools was so pleased with Schneider Electric’s performance, they chose to partner with them on two additional phases of work. Phases 1, 2 and 3 included more solar PV carports and an expansion of their EV charging.

ADDITIONAL VALUE CREATED
In addition to the great cost savings delivered more importantly, this project improved the life of many students and staff by eliminating harmful diesel emissions.

PROJECT COST
Phase 1: $13,492,447
Phase 2: $20,472,549
Phase 3: $16,675,167

ANNUAL PROJECT SAVINGS
$1,200,000

SCOPE OF WORK
• Solar carports
• Solar canopies
• Advanced EV Charging
Infrastructure

PROXIMITY TO COTATI
128 miles

KEY STAFF
Elliott Feldman – Technical Program
Manager
Bjorn Enstrom – Project Development
Manager
Tim Brady – Senior Construction Manager

FINANCIAL APPROACH
The District utilized Bond while seeing
energy savings savings as an ROI.

They also secured available grant
dollars (ESSER/other grants) to pay
down much of the project. 119 of 1021

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BERKELEY
USD

BERKELEY, CA

CONTACT INFORMATION
John Calise
Executive Director of Facilities
707 Russell Street
Berkeley, CA 94703
(707) 624-5003

PROJECT DESCRIPTION
Berkeley USD and Schneider Electric began their partnership during Proposition 39. During a competitive RFQ/P Schneider Electric was selected to implement services for mechanical projects. The following was addressed at Berkeley HS Natatorium:

1. Replaced pool heater

2. Installed unique pool heater flue

3. Replaced pool pump

4. Installed VFD on pool pump

5. Configured backwash controller and pump/VFD to existing system

6. Provided training on operation and maintenance of equipment Berkeley HS Natatorium has a history of poor air quality and water chemicals not being managed correctly. To address these problems, Schneider Electric is currently installing a Zero Net Energy Natatorium project to permanently resolve potential health and safety issues that can arise from not managing chlorine and chloramines properly. In addition to this project objective, Berkeley USD also wanted to offset the electrical load through the implementation of renewables and battery storage to qualify the building for ZNE. Lastly, through the partnership with Schneider Electric, the project team was able to obtain a local rebate incentive from PG&E related to the Battery Energy Storage system as well as align the Inflation Reduction Act Federal program funding to offset costs relative to the rooftop and canopy solar PV.

ADDITIONAL VALUE CREATED
In the wake of COVID-19, Berkeley USD looked to Schneider Electric to recommend and implement measures necessary to reopen schools and meet health and safety requirements.

PROJECT COST
$552,000 – Natatorium / Prop 39
$3,000,000 – Indoor Air Quality / AB 841
$13.4M - ZNE Natatorium Project

ANNUAL PROJECT SAVINGS
Phase I: $30,583
Phase III: $126,869

SCOPE OF WORK
• HVAC Replacements
• Paddock Bench Exhaust Systems
• Rooftop / Canopy Solar Systems
• Battery Energy Storage System
• Sustainable Outdoor Learning
Environment (SOLE)
• Indoor Air Quality Measures
• Zero Net Energy Certification by
New Building Institute

PROXIMITY TO COTATI
47 miles

KEY STAFF
Arash Nadershahi – Project Manager
Dave Horton – Client Services Manager
Ivy Carsten – Regional Client Coordinator

FINANCIAL APPROACH
The District utilized Bond Dollars while
seeing energy savings as an ROI. They
also secured available grant dollars
(ESSER/other grants) to pay down much
of the project.
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NV5 is working with the Cotati-Rohnert Park Unified School District (CRPUSD) to plan and implement 2.7 MW of solar canopies and Title 24-compliant public EV charging at various elementary, middle, and high schools across the District. As owner’s representative, NV5 is supporting the District’s goals of reducing energy costs while increasing the amount of shade on campus for students and staff.

NV5 completed feasibility studies for 11 sites to evaluate solar, battery energy storage, and public EV charging for parking lot canopies. Our team also created conceptual designs. The District opted to move forward with a solar PPA and EV charging. NV5 ran the procurement via an RFP, advised the District on the submissions, assisted in the selection of a top vendor, and will help negotiate the contract.

To preserve NEM2 grandfathering for the District, the project will be completed prior to April 2026. The solar will generate $5 million in energy savings over the next 25 years and allow the District to hedge against future increases in electricity costs.

COTATI-ROHNERT PARK UNIFIED SCHOOL DISTRICT

2.7 MW SOLAR PPA, EV CHARGING AT 11 SITES
ROHNERT PARK, CA | COTATI-ROHNERT PARK UNIFIED SCHOOL DISTRICT | 2024 - PRESENT

SERVICES
Feasibility Study
Financial Modeling
RFP Management
NV5.COM | Beyond Engineering
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TAMALPAIS UHSD 3-SITE 1.4 MW SOLAR & PUBLIC CHARGING
MILL VALLEY, CA | TAMALPAIS UNION HIGH SCHOOL DISTRICT | 2022 - PRESENT NV5 helped Tamalpais Union High School District plan and implement a 3-site renewable generation and a public electric vehicle charging project. One striking element of this project was the timeline: the District needed the solar project to be constructed in just 18 months—from feasibility to structural completion.

We conducted feasibility studies for solar, battery energy storage, microgrids, and EVSE for the three high school sites. The District decided to move forward with the solar and EVSE.

To accommodate the tight timeline for the solar and EVSE project, we recommended a major modification to our usual process. We proposed running the feasibility studies simultaneously with the drafting and release of the District’s RFP and procurement schedule.

We also recommended that the District perform a Geotechnical analysis before the procurement instead of waiting for the due diligence work by the awarded vendor. This proved to be key to preserving the project’s timeline and setting accurate budget expectations for the school’s Board since the Geotech analysis determined that the parking lot canopies would require much deeper than usual foundations – which resulted in major cost implications for the project. In one case, the canopy required 60-foot-deep foundations and a spread-footing design instead of a typical average depth of 13 feet.

As the District’s Owner’s Representative, we ran the vendor procurement, interviewed firms, evaluated bids, and assisted in contracting with the selected vendor, Engie. Since the District specified that preserving the timeline of the solar component of the project was of special importance, we encouraged the District to provide an at-risk notice-to-proceed (NTP) to Engie for the pre-ordering of steel and panels prior to the approval of the final design from DSA.

For the EV charging stations, we modeled current and future demand for EV charging, forecasted local electrification adoption and public-charging utilization rates, and conducted a break-even analysis for their charging management system (CMS) to ensure that fees being charged to the public would recoup any District costs for offering the available service.

The final project design included 11 solar canopies totaling 1.4 MW estimated to generate approximately 2.05 GWh/year and also 42 EV charging dispensers, with spare conduit for expansion of up to 300 more EV dispensers. The District is expected to save $11M in energy costs over the next 25 years.

SERVICES
Tamalpais Union
High School
District is
expected to save
$11 million in
energy costs over
the next 25 years.

Feasibility Study
Financial Modeling
Utility Interconnection
RFP Management
Contracting Support
Design Review
Construction Management
Commissioning
NV5.COM | Beyond Engineering
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The Town of San Anselmo wanted to establish a public resiliency center in the downtown area for grid outages due to storms or utility power safety shut-offs (PSPS events). Using a solar system paired with battery storage and a microgrid, this center would provide power for residents to use the internet, have access to heating and A/C, power their devices, and recharge electric vehicles.

Our team fast-tracked the PG&E utility interconnection application to qualify for NEM 2.0 grandfathering, which will have a significant positive effect on the long-term financial viability of the project.

Our team assessed existing electrical demand and met with stakeholders to determine their resiliency goals and budgetary constraints—two important factors in right-sizing a resiliency project. NV5 performed a full solar and battery storage feasibility study, inclusive of lifetime NPV savings, sensitivity analysis, and Monte Carlo simulation. We used HOMER and our proprietary tools to model the probability of the selected battery storage system successfully supplying off-grid power to the facility for 4-hour, 6-hour, and 24-hour outages.

NV5 is serving as Owner’s Representative for the Town’s procurement and construction of a 94kW solar system and a 90 kW/225 kWh battery energy storage system with fully functioning automated microgrid controls. Our team will advise the Town throughout the contracting, design, commissioning, and closeout phases of the project.

As a result of the new solar microgrid system, San Anselmo will significantly decrease its electricity bills and its reliance on existing diesel generators, which will only be used for rare, extended power outages.

TOWN OF SAN ANSELMO 94 KW SOLAR PV, 90 KW/225

KWH BATTERY STORAGE AND MICROGRID
SAN ANSELMO, CA | TOWN OF SAN ANSELMO | 2022 - PRESENT
With solar and
battery storage,
San Anselmo
will decrease its
electricity bills and
improve resiliency.

SERVICES
Feasibility Analysis
Procurement
Management
Contracting Support
Design Review
Technical Construction
Oversight
Commissioning &
Closeout Verification
NV5.COM | Beyond Engineering
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Internal
Project Approach
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Energy and Water Resources Efficiency Improvement Projects August 22, 2024

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4. Project Approach
Describe your firms proposed approach to the requested project, including audits, project management, training, etc., including additional benefits resulting for energy/water efficiency project implementation and respondent’s added value elements
With Schneider Electric, Cotati will gain a knowledgeable partner that provides innovative solutions and will take on the roles and risks of project management. You’ll have a single, integrated team that works side-by-side with you and your stakeholders to:

You have our commitment that trust,
collaboration, and communication will remain
consistent in your project, so that you know what to expect at every step.

Approach to Project Management
Infrastructure projects are complex undertakings with many moving parts. Cotati can proceed with confidence knowing that our project management approach will account for every detail while also minimizing disruption to your daily activities.

From development to the guarantee period, your project will be managed by seasoned experts using tools and processes that foster collaboration and communication. Schneider Electric’s project management process includes:
• Single-source accountability, including coordination and management of subcontractors, to reduce your risk • A fully integrated team that works hand-in-hand with your stakeholders to design and deliver solutions that advance your strategic goals
• The use of PROCORE, an industry leading Project Management Information System (PMIS) software to keep your project organized and on track
• Regular, frequent project updates to eliminate surprises and minimize occupant disruption • Well-defined processes that keep your vision, goals, expectations, and priorities at the forefront Consistency is the backbone of our project management approach. Built on PMP® and ISO standards, our processes are robust and proven, while also flexible and scalable. This enables us to plan with great detail, Define your goals
Prioritize your needs
Develop and implement
innovative solutions
Ensure long-term facility performance
1 2
3 4
“This comprehensive infrastructure
improvement project will create a more
inviting, comfortable environment where
our students and staff can thrive and
supports our vision to embrace a belief in
developing a strong culture of Courage,
Collaboration, Innovation and SelfDirection.”
Dr. Carlos Rios
Superintendent, San Felipe Del Rio CISD
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Use or disclosure of data contained on this sheet is subject to the restriction on the table of contents of this proposal execute with excellence, and make fast, precise decisions when necessary so that we design and implement your project right the first time.

The outcome: you can deliver on
your commitments to your
stakeholders because our team is
vested in your success. Your
project will be delivered on time, on
budget, and will produce the
savings we promised.

Division of Responsibility Among Staff
An integrated core team of highly skilled, cross-functional experts will be at your side throughout your project— and even long after construction.

Your core team will include:
• An Account Executive, who serves as your point of contact throughout the project • A Project Development Manager, who oversees development and collaborates with you to define the scope • A Project Manager, who oversees construction scheduling and implementation • A Site Superintendent, who provides day-to-day oversight of the project, subcontractors, quality control, and health and safety related performance
• A Client Services Representative, who manages monitoring, measurement and verification (M&V), ongoing support and training, and ensures your project delivers guaranteed savings This core team does not divide responsibility into silos. Instead, representatives from each discipline are brought together to pool their expertise throughout your project. Unlike common project management models, your Schneider Electric Project Manager is involved during the development phase to ensure your solutions will be constructed as intended. Likewise, your Client Services Representative is also involved during development to create an M&V plan that is best suited for the proposed scope.

You can expect:

Your vision to be carried forward with fidelity and with smoother transitions between phases Less rework and no change orders, minimizing risk to your schedule and budget

A CULTURE OF SAFETY
200+ Schneider Electric received more than
200 safety awards since 2016, demonstrating our
commitment to hazard-free work environments with
zero lost-time accidents.
1 2
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Use or disclosure of data contained on this sheet is subject to the restriction on the table of contents of this proposal Our Holistic Approach With everyone at the table, Cotati can count on high quality and lower risk when working with our cross-functional core team who collaborate throughout the project life cycle.

Interaction with Cotati
Representatives
Cotati will work with a partner that
designs solutions with you, not for
you. Bringing everyone to the table at
the outset is key to transforming your
vision into reality. Our approach is
inclusive of your key stakeholders
and receptive to their ideas and
opinions from start to finish.

Your Schneider Electric Account
Executive will be your primary point of
contact throughout the project, and
other members of our core team will
meet with your stakeholders at key
points.

Cotati can rely on the frequent,
regularly scheduled communication
outlined below that eliminates

SCHEDULED COMMUNICATIONS BY YOUR

PROJECT MANAGER
Summarizes daily accomplishments, safety
briefings, equipment used, staff involved, and any
events that occurred causing impact to schedule
Consists of the past week, the present week, and
the next two weeks to come, providing a detailed
picture of historical and current work progress
Provides an evaluation of the project schedule
compared against baseline target and the
percentage complete for each activity
Summarizes the work performed to date, risks,
issues, and financial performance; includes a
recovery plan if a milestone is predicted to slip by
more than one week
Daily Report
Weekly FourWeek Rolling
Schedule
Monthly
Progress
Meeting
Monthly
Progress
Report
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Use or disclosure of data contained on this sheet is subject to the restriction on the table of contents of this proposal uncertainty of what is coming next. We will collaborate with you and your team on logistics and schedule at every step. The Project Manager will schedule regular project update meetings to cover process and schedules and address any concerns.

We also collaborate with your team on innovative ways to keep your stakeholders informed. This could be a combination of press releases, information kiosks, or interactive websites.

EFFICIENCIES REALIZED WITH PROVEN PROJECT MANAGEMENT INFORMATION SYSTEM (PMIS) FROM PROCORE
Because infrastructure upgrades involve a lot of moving parts and people, we specifically designed our PMIS to capture, manage, and track the details for your project. PROCORE:
• Plans, tracks, and monitors activities to ensure they are on time and on budget
• Provides real-time project information reports from your Project Manager to your City stakeholders • Ensures we meet and exceed safety and performance expectations All members of the core team use this tool to maintain all project information in one place. This ensures that transitions between phases are seamless and provides your team with a single source for project details. Any time Cotati needs information, our PMIS allows our Project Managers to access real-time information and documents, including meeting minutes, the risk register, and installation timelines.

Project Phases and What to Expect
Your Schneider Electric team will focus on delivering with excellence, with your vision at the forefront, at every stage of our three-phase approach:

Development Construction &
Commissioning
Customer Support
& Guarantee Period
Facility surveys, energy modeling
and analysis, project development,
preliminary engineering and
design, cost estimating
Final engineering, construction
and project management,
commissioning, training, safety,
and quality assurance
M&V of savings and
performance assurance activities,
ongoing support and training
A Streamlined Process: We use PROCORE, an
all-in-one 3rd party project management tool
PHASE 1 PHASE 2 PHASE 3
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Use or disclosure of data contained on this sheet is subject to the restriction on the table of contents of this proposal PHASE 1 Development
Cotati’s project will launch with
a series of visioning sessions
and facility surveys. During this
time, your key stakeholders will
also share their wants and
needs with our team. Site
audits will enable us to identify
hidden challenges and opportunities to improve your operations. We will then begin to determine where performance, security, and/or public engagement expectations are falling short and start identifying potential solutions.

As the project scope takes shape, we will conduct an Investment Grade Audit to:

This assessment enables us to develop a holistic set of infrastructure improvements based on real data that is specific to your facilities. Your team will then select the combination of scope options that will best satisfy your goals and budget.

Unlike our competitors, we begin engineering work during the development phase. This gives you:

We don’t develop stand-alone solutions and hope for the best. Our energy analysts incorporate your actual metering data into their detailed energy models to test how the Energy Conservation Measure (ECM) will interact with each other and your existing systems. This exacting level of analysis ensures your ECMs work in concert to achieve your goals and deliver sustainable savings to your operations. Along with traditional Energy Conservation Measures, we also propose non-construction-related options to improve your energy savings, such as stakeholder training and behavioral awareness.

Analyze your facilities, review actual utility data, and conduct detailed energy modeling and analysis Evaluate how your facilities and their systems operate now, and how they could most efficiently operate in the future
Generate a list of recommended solutions for your facilities A defined scope earlier in the process, minimizing the risk of change orders later A realistic M&V plan that ensures you will see the savings you were expecting Detailed cost estimates, so that financing is based on accurate numbers ROBERT DAVIDSON will be the Project Development
Manager for your project. He will be responsible for every aspect of technical development including energy baseline creation, scope development, and development resourcing. 1 2
3 1
2 3
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ENERGY SAVINGS METHODOLOGY
Cotati’s ability to fund
priorities by using energy
savings is dependent on your
facilities performing as
promised. Establishing an
accurate estimate of savings
on the front end is key to
ensuring you can achieve your goals.

When it comes to estimating savings, many ESCOs simply take a snapshot of energy use at a specific time and place. A prescribed set of assumptions are applied to the data to land on a set of savings projections. These calculations may or may not account for interactions with other building systems, the magnitude of savings relative to the baseline, and changes to how spaces are used seasonally, on holidays, or even on weekends.

When you partner with Schneider
Electric, you can count on accurate
energy savings. Schneider Electric
does not delegate the critical task of
energy analysis to a project manager.

Instead, we have a dedicated team of
energy engineers within our larger
engineering group who are charged
with developing precise utility and
energy baselines and determining
reliable savings projections.

Our energy engineers will walk your
buildings, review as-builts and design
drawings, study your equipment, talk
with your staff, and dig into your utility
data. We develop an in-depth
understanding of how your facilities
were designed and how they are
being operated. All of this information
is used to establish the energy
baseline and is critical for determining the potential savings that can be achieved in the future.

Once we have established your baseline, we will use a combination of modeling tools and calculations to determine energy and utility savings. Our energy engineers will calibrate these models and calculations against actual utility bills to develop an accurate representation of how your building is designed and operated.

JOSE CARRASCO will be the Energy Engineering Lead for
your project. He will be responsible for establishing the overall energy baseline, energy modelling, weatherization, and
determining scope feasibility.

The group of energy engineers available to you is unparalleled in the industry. Our certified professionals include:
76 Certified Energy
Managers (CEM™)
10 Certified M&V
Professionals
(CMVP®)
50 Professional
Engineers (PE)
Our energy engineers are active members of several leading industry organizations, including:
• The American Society of Heating, Refrigerating and AirConditioning Engineers (ASHRAE) • The Association of Energy Engineers (AEE)
• The International Building Performance Simulation Association (IBPSA)

YOUR ENERGY EXPERTS
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Use or disclosure of data contained on this sheet is subject to the restriction on the table of contents of this proposal Steps to Establish Projected Savings There are four important steps in determining energy savings. • Our analysis starts with a building and systems survey, including lighting, HVAC, controls systems, building operating characteristics, building construction, and other miscellaneous energy-consuming equipment. • We also review site data, drawings, specifications, codes, and standards related to the project scope, and collaborate with site personnel to fully understand existing conditions.

STEP
1 Survey
Facilities
• Schneider Electric collects two years of actual utility bills for analysis. • We perform year-to-year utility data comparisons to identify trends and anomalies.
• The baseline normalization process involves a linear regression analysis comparing energy usage and weather. The most
representative 12-month utility baseline is established for the project.

STEP
2 Establish
Utility
Baseline
• We develop a thorough understanding of each utility meter and rate structure to fully analyze energy costs and savings potential. • We create rate simulations based on actual utility tariffs. • The rate simulations are calibrated to the actual utility billing data to verify rates and formulas match the utility provider.

STEP
3 Perform
Utility Rate
Analysis
• Energy models are developed using baseline data collected and calibrated to the utility baseline established.
• Energy savings are determined through the difference
between baseline and post project energy consumption.
• Cost savings are calculated using the utility rates
established.

STEP
4 Calculate
Savings

PROJECT ADAPTABILITY
Your goals and how you use your facilities are unique to your City. For Cotati, we will tailor our savings analysis to your situation and the needs of your project. You will benefit from an energy development plan that is customized to your buildings and specific Energy Conservation Measures. Our energy analysis approach is influenced by several factors:

Magnitude of cost savings
Impact of savings on the meter (overall percent reduction) Complexity of the measure
Impact the measure will have on other systems (system interaction) M&V plan
Impact of other measures on shared meter or building
1 2
4 3
5 6
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Use or disclosure of data contained on this sheet is subject to the restriction on the table of contents of this proposal We do not take a one-size-fits-all approach to energy analysis, nor do we operate with the same set of assumptions across different projects. Rather, we have multiple tools at hand to forecast energy savings, including:
• Commercially available energy modeling tools to simulate complex buildings and campuses • Spreadsheet calculation tools to model simple buildings, systems, and specific ECMs • A suite of in-house spreadsheet tools to process and analyze utility data, simulate rate tariffs, and manage energy model results and savings
Our experience spans single buildings with complex systems, to simple buildings with a similar scope, to facilities that have undergone multiple renovations and additions. You can expect us to scale our analysis methods up or down to match the needs of your project.

Project Scope Determines our Tools and Approach Your priorities and project scope will determine our approach for analyzing energy savings. Below are some examples of our analysis approach based on ECM type.

Lighting
Upgrades
HVAC
Retrofits
Controls
Improvements Solar PV Whole Building
Measures
TOOLS
• Line by Lines
• LEAPS1

APPROACH
• Account for burn
outs, demand
diversity, heating
and cooling
interaction
• Verify baseline and
savings against
utility baseline
• May include shortterm data logging to
verify burn hours
TOOLS
• eQuest1
• eCalcs2

APPROACH
• Varies based on
system and facility
complexity
• Evaluate equipment
efficiency
performance over
different part-load
ratios and outdoor
air conditions
• May include
building models
and/or load
calculations
TOOLS
• eQuest1
• eCalcs2

APPROACH
• Employ a wholebuilding model such
as eQuest for
capturing
interactions
• Use eCalcs suite of
bin-hour
spreadsheets for
simple or limited
scope measures
TOOLS
• Helioscope1
• System Advisor
Model (SAM)1
• PV Watts1
• Solar Energy
Analysis Tool2

APPROACH
• Depends on system
complexity and
development stage
• Calculate solar
production based
on key factors
TOOLS
• eQuest1
• HAP1
• Element2
• Simple Building
Modeler (SBM)2

APPROACH
• Capture multiple
ECM interaction
within a model and
simulate them in
succession so that
no one measure is
overestimated
1 Industry tool
2 Schneider Electric proprietary tool

CALCULATING COST SAVINGS
Establishing a monetary value for units of energy savings is a critical step to every project. To accurately assign cost savings for energy saved, it is essential to have a thorough understanding of each rate structure for every utility account. An accurate savings projection is pointless if the cost rates applied are not representative of the actual rates. That’s why Schneider Electric traces each unit of energy saved back to the utility meter.

All utility companies have different rates and unique billing structures. Based on the region and market, energy costs may vary based on:
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Use or disclosure of data contained on this sheet is subject to the restriction on the table of contents of this proposal • When energy is consumed (time of use rate, seasonal rate) • How much energy is consumed (tiered rate)
• Maximum peak draw (demand charge)
• Other factors, such as a ratchet rate or contract rate For this reason, simplified approaches to rates—such as blended or marginal rates—can overstate cost savings.

Schneider Electric does not take shortcuts to determine the appropriate rates to use for each project. We have expertise in analyzing utility rates as well as an extensive utility rate library, which enables us to quickly and accurately analyze the rate structures that apply to you. A key step of our energy analysis process is developing and calibrating tariff rate simulations to accurately reflect all the components of your utility bill. We apply these same rates to projected future use after our energy measures are implemented to determine the true financial impact. This comprehensive approach makes sure your energy savings align with the cost savings seen on your bill.

PHASE 2 Construction & Commissioning
Cotati will have a professional team at your side who takes full responsibility for ensuring your operations stay up and running with minimal disruption to your building occupants.

Regularly scheduled communications will provide plenty of time to prepare your stakeholders for what to expect during each phase of construction. In addition, the project schedule will account for the dynamic environment of your organization. Much of our work can be performed during second shift, evenings, weekends, and holidays.

At the outset of Phase 2, the Project Manager will work with your team to:

Finalize the estimated project timeline
Schedule regular project updates
Determine logistics that best accommodate your operational needs Review and finalize your Quality Control Plan and Health and Safety Plan 1 2
3 4
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Use or disclosure of data contained on this sheet is subject to the restriction on the table of contents of this proposal These items will be captured, tracked, and
communicated throughout the project via your project
manager. Any potential for scope or schedule creep will be identified and immediately addressed to keep your
project on target.

We use a design-build approach, meaning we take sole
responsibility for all aspects of project implementation.

This provides you with:
• A more streamlined implementation schedule, with
much of the engineering work already completed
• No risk of change orders; if we find an issue in the
field relating to our scope of work, we will correct it and take full responsibility for fixing it
• Better quality equipment without “low-bid”
requirements often seen in design-bid-build projects
Another unique Schneider feature is our core team
approach that includes disciplinary experts that give
their guidance throughout project implementation. Our
in-house design engineers will inspect systems during, and after implementation, to make sure they are installed per design. It is typical for our engineers to visit the site multiple times to ensure everything is in working in concert.

COMMISSIONING
You can depend on our guaranteed savings, which start by confirming that all ECMs work as intended and that your staff can confidently operate new equipment before project closeout.

Our Commissioning Approach Our approach verifies that equipment is installed correctly, functions together as a system, and complies with design intent to ensure sustained and optimal performance over time.

Schneider Electric is a member of the Building Commissioning Association (BCA), and our commissioning approach is based on BCA best practices. We focus on optimizing system interactions between installed, retrofitted, and existing equipment. The process also benchmarks a number of operational and maintenance conditions against which performance can be checked for years to come.

A project-specific Commissioning Approach and Plan can be developed and carried out by our team of commissioning engineers if required.

Whatever the situation, we have the expertise in-house to meet your commissioning requirements.

Jersey City, New Jersey – We partnered with Jersey
City, NJ to build the state’s first municipal multi-site microgrid to support critical operations during
extended power outages while achieving 50% GHG
reduction three years ahead of schedule

PROVEN CONSTRUCTION FOR

CRITICAL OPERATIONS
Performance
Verification (PV)
Testing,
Adjusting and
Balancing (TAB)
Functional
Testing (FT)
Pre-Functional
Testing (PFT)
Our commissioning
process often yields
5–10 percent
improvements over
and above building
energy efficiency
savings.
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TRAINING
One of the most effective ways to secure long-term operational efficiency is by ensuring that facilities personnel:

As we develop project scope, we will determine with the City how much training is needed and how often City personnel will need to attend. On all projects, informal, on-site training begins during the project implementation phase and continues through the guarantee period. You will also receive copies of all equipment and training manuals prior to project closeout.

QUALITY AND COMPLIANCE
Schneider Electric’s objective is to provide total quality assurance on every project. For Cotati, we will develop and adhere to a Quality Control (QC) Plan specific to the scope of work included in your project. To ensure firsttime quality, we:
• Review subcontractor submittals for accuracy according to specifications before materials are ordered • Use pre-construction QC checklists to evaluate existing conditions and verify that all site protocols are being followed before work commences
• Conduct daily inspections and document activities performed, materials received, and inspection results • Conduct building closeout inspections with you to ensure the work is done right and to your satisfaction prior to moving on to another building
• Use post-construction QC checklists to confirm that ECMs are operating as intended and to identify any deficiencies as punch list items
As a successful turnkey organization, our construction team adheres to the codes and standards required by all applicable local, state, and national governing bodies. We will also identify and comply with any customer-specific standards and specifications for equipment, materials, and workmanship.

HEALTH AND SAFETY
Safety is paramount for the City of Cotati. That’s why your project will include a Health and Safety Plan that marries global safety practices and OSHA standards with requirements specific to your site. Nothing will be left to chance; our detailed plan will assess the potential risk of every ECM on your project.

Our track record for safety is 9.5 times better than the industry average, with more than 200 OSHA certified employees in our ESCO division alone. Monthly safety meetings, Operate your new building systems proficiently
Understand how the ECMs interact
Monitor any changes to the system protocol that would affect your savings performance 1 2
3 0.17
Schneider’s
medical incident rate

9.5x
Safer than the
industry average

0.70 2023 EMR
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Use or disclosure of data contained on this sheet is subject to the restriction on the table of contents of this proposal daily toolbox talks, and regular jobsite safety audits will ensure the implementation team and all subcontractors follow your Health and Safety Plan.

The Site Superintendent will be responsible for ensuring compliance with the Safety and QC Plan and will be willing to stop work if necessary to correct any problems.

PHASE 3 Customer Support and Guarantee Period
To ensure the ongoing efficiency and effectiveness of Cotati’s ECMs, you will have the full support of our Client Services program during the guarantee period. You will have:

Unlike our competitors’ M&V programs, our M&V program relies on actual utility bills and metering data to confirm that you are receiving the savings we promised. If your savings are not meeting expectations, we:
• Investigate and fix the
issue
• Pay you the difference
between the guaranteed
and actual savings
The program will also provide your team with enhanced M&V services. This provides you with:
• Analysis of your actual utility bills and metering data to measure and confirm real savings • Remote phone and monitoring support, available 24/7
• Flexible contract options to match your needs and resources on an annual basis Our Client Services program is an annually renewable service that is customizable to your facility’s needs, allowing you budget flexibility in future contract years. You are free to cancel at any time with no “buy-out” or early termination penalty. But many of our customers have achieved savings far above expectations based on the analysis provided by our team.

A dedicated Client Services Representative who is familiar with your systems, operations, and vision to provide technical support and potentially uncover additional savings opportunities Training and preventive maintenance support, to ensure your staff understands and is confident in the correct operation and maintenance of your new systems Remote monitoring to verify intended energy savings are being delivered and to provide early detection of issues
1 2
3 DAVE HORTON will be the Client Services Team Leader for your project. He will be responsible for all aspects of M&V and performance assurance during the project’s guarantee period. 136 of 1021
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Use or disclosure of data contained on this sheet is subject to the restriction on the table of contents of this proposal Client Services
Program
Deliverables
Monthly systems
performance
comparisons
Quarterly savings
reports
Annual reconciliation
reports
Online access
to savings reports
anytime
Online access to
savings calculations
methodology
Calculation relating
energy savings to
environmental impact
Conversion of energy
units saved into tons of
greenhouse gases
abated
Client Services Program Deliverables Unlike most competitors, our Client Services program goes beyond traditional M&V. Our menu of program deliverables is designed to ensure savings show up on your utility bills.

During the guarantee period, Cotati will also have access to Resource Advisor, our secure, cloud-based platform for tracking and managing energy, water, and other resource usage. More than 4,500 clients of all sizes in 300,000 sites around the world trust Resource Advisors to manage and track their energy and sustainability initiatives across their enterprises.

M&V APPROACH
Like most ESCOs, Schneider
Electric follows the guidelines
established by the International
Performance Measurement and
Verification Protocol (IPMVP).

The IPMVP offers a framework and four M&V options for measuring, computing, and reporting savings.

However, we stand apart in that we do not rely on a one-time data logging exercise of specific ECMs after construction and declare the savings achieved. Rather, to deliver the highest value and lowest risk to our customers, we almost always recommend Option C, the “whole-building,” meter approach. By measuring building performance against the meter, we hold ourselves accountable for actual performance as reflected in your utility bills. This ensures that you see a reduction in energy use over the long term. There is no murky math or vague guarantees that your savings are being met—you will see the savings reflected on your utility invoices.

In the unlikely event that your savings performance falls short, we will make up the difference. We keep our promises to you, so you can keep your promises to your stakeholders.

In this way, Schneider Electric assumes most of the risk for energy performance. We can take on this higher level of risk because our M&V department is second to none. We have 60 energy professionals who are dedicated to measuring energy performance and troubleshooting issues as they arise.

If you don’t save what we promised, we’ll pay you the
difference. We have met or exceeded 99.7% of our
guaranteed savings

SAVINGS GUARANTEED

99.72%
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Use or disclosure of data contained on this sheet is subject to the restriction on the table of contents of this proposal Your project’s needs will dictate which option is best suited for your City. In cases when Option C is not prescribed, will recommend Options A, B, or D. We have demonstrated experience with all IPMVP options. This expertise will ensure your savings are accurately measured and transparently verified, no matter the scope of your project. The figure below summarizes how the different IPMVP options are typically applied based on project scope.

Measurement and Verification Matrix When establishing an M&V plan, the cost of conducting the measurement versus the project risk must be weighed. The table below shows typical ECMs with the most common IPMVP option proposed for tracking savings.

Describe monitoring and support methods used after installation to guarantee ongoing savings.

During the guarantee period, Cotati will have the full support of our Client Services program, which provides ongoing performance assurance and support services through the contract term.

Unlike traditional M&V programs, which offer a one-time confirmation of savings, our Client Services program offers ongoing monitoring of your facilities throughout the guarantee period. This ensures that your energy savings are protected, and even improved, over time. You will receive:
• A dedicated Client Services representative. Your Client Services consultant will provide technical assistance during business hours and with most after-hours needs. If your consultant is unavailable, one of our other consultants will be available 24 hours a day, 7 days a week through a toll-free Client Services Hotline. • Training and preventive maintenance. Your facilities team will have the support they need to ensure that your equipment is properly operated and kept in top condition.

B D
IPMVP Option Typical ECMs
Typical Cost
A
Partial Retrofit
Isolation
Lighting retrofits, water conservation
measures
B
Retrofit
Isolation
Renewable energy generation, chiller
replacement, process improvement-related
ECMs, such as laundry facilities where submetering was included C A
C
Whole Meter
Measurement
Multiple interactive ECMs (for example, a
project that includes HVAC replacements,
lighting retrofits, and building automation
controls
D
Calibrated
Simulation
New construction performance contracting,
ECMs implemented when significant
historical data is unavailable.

Customer Risk
0 0
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Use or disclosure of data contained on this sheet is subject to the restriction on the table of contents of this proposal • Secure remote monitoring. Your utility data will be monitored down to individual meters to ensure that you are benefitting from the savings we promised. Regular reviews of your building automated systems will also provide leading indicators of performance and flag areas that may need to be addressed. • Onsite services. We offer onsite support that is annually tailored to your needs, whether it is finding ways to improve your energy savings, helping you cross items off your list of priorities, offering hands-on training, or even evaluating your operating strategy. These services are highly customized to assist you and your team with meeting your energy performance expectations.
• Resource Advisor. You will have access to Resource Advisor, our secure, cloud-based software platform for tracking and managing energy, water, and other resource usage. You can even use Resource Advisor for managing your utility bills. All information is provided in real time and available at your fingertips.

Client Services Deliverables Schneider Electric’s unparalleled support services are designed to optimize your system performance and energy use.

Your Client Services team will pay attention to energy performance details so that you don’t need to. This also enables us to identify potential concerns before they become problems. If any performance issues emerge, we will:
• Investigate the issue
• Pay you the difference between the guaranteed and actual savings • Work to resolve the issue to avoid future shortfalls

EXAMPLE SAVINGS REPORT
Please see the Appendix for two sample M&V Reports. We chose Golden Valley USD as a California reference with a standard M&V report, generated from our client M&V interface in Resource Advisor. The 2nd is Holyoke School District in Colorado, where we need to meet specific state program M&V reporting requirements. These two reports demonstrate how we can customize any type of format Cotati wishes to see their energy savings performance.

Training and
Preventive
Maintenance
Online Access to Live
Savings Data
Hands-on System Training
and Building Analysis
Software Back-up and
Database Protection
Energy Star
Consulting
Ongoing System
Recalibration

MAXIMIZED

VERIFIED

SUSTAINED

ENERGY SAVINGS
= Unique to Schneider Electric
Client
Services
On-site
Services Resource
Advisor
Secure
Remote
Monitoring
Access to
Technical Rep
& 24-7 Hotline 5
4 3
2 1
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Cotati City CouncilOctober 22, 2024

Cotati City Council
October 22, 2024