Agenda packet, first session — Glendale City Council, December 6, 2022 (part 1 of 5)

A G E N D A

GLENDALE CITY COUNCIL

COUNCIL CHAMBERS
613 E. Broadway, 2nd Floor
Glendale, CA 91206
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DECEMBER 6, 2022

REVISED
- ITEMS 1G AND 1H ARE ADDED

ROLL CALL

1. CLOSED SESSION
– 1:00 PM ( To Commence at 3:00 PM
)
a.

Conference with real property negotiators: Property location – Real property

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generally located at the terminus of New York Avenue near Park Vista Drive, commonly referred to as “Mountain Oaks.” Negotiating parties: F.E. & M. Inc.

Employee’s Defined Contribution Plan Trust dated July 10, 1984. Agency negotiators attending the closed session are: Roubik Golanian, John Takhtalian, Michael J. Garcia, Gillian van Muyden, Bradley Calvert, Jason Bradford and Onnig Bulanikian. Instructions to the negotiator(s) will concern the price and terms for the acquisition of property
b.

Conference with Legal Counsel - Pending Litigation: F.E. & M. Inc. Employee’s Defined Contribution Plan Trust dated July 10, 1984 v. City of Glendale et al., L.A.S.C. Case No. BS16989
c.

Conference with Legal Counsel - Pending Litigation: Murphy v. City of Glendale, L.A.S.C. Case No. 20STCV29677
d.

Conference with Legal Counsel - Pending Litigation: Topadzhikyan v. City of Glendale et al., L.A.S.C. Case No. 22STCV36445
e.

Public Employment – Attorneys
f.

Conference with Legal Counsel - Pending Litigation: Kazangian v. City of Glendale, L.A.S.C. Case No. 20STCV41402
g.

Conference with Legal Counsel - Pending Litigation: California Rifle & Pistol Association, Inc., et al. v. City of Glendale, et al., U.S.D.C. Case No. 2:22-cv-07346- SB-JC
h.

Conference with Labor Negotiators. The City-designated negotiators attending the closed session are: Roubik Golanian, John Takhtalian, Michael J. Garcia, Gillian van Muyden, Paula Adams, Jason Bradford and Mark Young. The names of the employee organizations are: Glendale City Employees’ Association, Glendale Management Association, Glendale Police Officers’ Association, Glendale Fire Fighters Association and I.B.E.W., Local 18, Unit 40. Unrepresented Employees:

Executives and Confidential Employees

2. REGULAR BUSINESS AGENDA
– 6:00 PM
Roll Call
a.

Flag Salute: Mayor Ardy Kassakhian
b.

Invocation: Suzie Abajian, City Clerk
c.

Report of City Clerk, re: Posting of Agenda. The Agenda for the December 6, 2022 Regular Meeting of the Glendale City Council was Posted on Wednesday, November 30, 2022, on the Bulletin Board Outside City Hall.

3. PRESENTATIONS AND APPOINTMENTS
a.

Agenda Preview for the Meetings of Tuesday, December 13, 2022

4. CONSENT ITEMS
(Including Minutes)
The following are Routine and May be Acted Upon by One Motion. Any Member of Council or the Audience Requesting Separate Consideration May do so by Making Such Request Before Motion is Proposed.
a.

City Clerk, re: Minutes of the Special City Council and Regular City Council Meetings of November 29, 2022

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Public Works, re: The Summary Vacation of the City of Glendale’s Flood Control Easement located on residential property at 1624 Arboles Drive

1. Resolution Ordering the Summary Vacation of the City of Glendale’s Flood Control Easement on property located at 1624 Arboles Drive, Glendale, CA 91207 c.

Public Works, re: The Summary Vacation of the City of Glendale’s Easements and Right of Way for Public Utility Purposes on property located at 2361 Gardner Place

1. Resolution Ordering the Summary Vacation of the City of Glendale’s Easements and Right of Way for Public Utility Purposes on property located at 2361 Gardner Place, Glendale, CA 91206
d.

Glendale Water and Power, re: Award of Professional Services Agreements (PSAs) with Two Qualified Laboratories, Weck Laboratories, Inc. and Eurofins Eaton Analytical, LLC for Laboratory Services for Water Quality Analysis and Reporting

1. Motion authorizing the City Manager, or his designee, to execute two (2) three-year Professional Services Agreements (PSAs) with two qualified laboratories, Weck Laboratories, Inc. and Eurofins Eaton Analytical, LLC to provide analytical laboratory services for drinking water and environmental compliance for a total not-to-exceed amount of $200,000 per laboratory

5. CITY COUNCIL/STAFF COMMENTS

6. COMMUNITY EVENT ANNOUNCEMENTS (3-Minutes)

7. ADOPTION OF ORDINANCES

8. ACTION ITEMS
a.

Glendale Water and Power, re: Status Update on the Request for Proposals (RFP) for Local Clean Distributed Energy Resources (DER) per Council Resolution No. 22- 34 1.

Motion to note and file report

2. Motion directing staff
b.

Glendale Water and Power, re: Review of Glendale Water & Power Department Public Benefit Charge Programs, Findings and Recommendations

1. Motion to note and file report

2. Motion directing staff
c.

Information Technology Department, re: Renewal of Verizon Wireless Agreement

1. Resolution dispensing with competitive bidding and authorize the Deputy Director of Finance/Purchasing to execute a purchase order with Verizon Wireless for wireless data, voice, and accessories for a period of two (2) years for an amount not to exceed $600,000

9. HEARINGS
a.

Community Development, re: Amendments to the 2021-2029 Glendale Housing Element previously adopted by City Council on February 1, 2022

1. Resolution adopting revised 2021-2029 Glendale Housing Element previously adopted by City Council on February 1, 2022
b.

Community Development, re: Revisions to Chapter 30.26 Advertising Signage Overlay Zone (“ASOZ”) relating to expanding and further defining the number and types of signs permitted in the ASOZ and other miscellaneous text amendments.

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Introduction of an Ordinance approving a First Amendment to the 2020 Statutory Development Agreement with the Americana at Brand, LLC, in accordance with Glendale Municipal Code Chapter 30.26.100 for ASOZ Non- Accessory Signs and Sign Structures and Animated Signs and Sign Structures at the Americana at Brand

1. Introduction of Ordinance amending Title 30

2. Introduction of Ordinance adopting a First Amendment to the 2020 Development Agreement with the Americana at Brand, LLC
c.

Public Works, re:

Resolution Ordering the Vacation of a portion of the First Alley Easterly of Cedar Street, Southerly of Broadway (Alley 502) for the Citrus Crossing affordable housing project, Vacation Case No. 187V

1. Resolution Ordering the Vacation

2. Resolution Adopting Plan No. 12-241

10. REPORTS - INFORMATION
a.

Sanitary Sewer CCTV Assessment Project

11. WRITTEN COMMUNICATIONS

12. ORAL COMMUNICATIONS
Discussion is Limited to Items NOT a Part of this Agenda. Each Speaker is Allowed 5 minutes.

Council May Question or Respond to The Speaker But There Will be no Debate or Decision.

The City Manager May Refer the Matter to the Appropriate Department for Investigation and Report.

13. NEW BUSINESS

14. ADJOURNMENT

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1 4A

M I N U T E S
SPECIAL MEETING: GLENDALE CITY COUNCIL

COUNCIL CHAMBERS
613 E. Broadway, 2nd Floor
Glendale, CA 91206
NOVEMBER 29, 2022
The Special Public Meeting of the Glendale City Council convened in the City Hall Council Chambers, in said City, at 3:08 p.m. on the above date, pursuant to a call for such meeting signed by the City Clerk of the City Council, and on file with the City Clerk, a copy of which is as follows:

November 22, 2022
Date
A SPECIAL PUBLIC MEETING of the City Council is hereby called to meet at 3:00 PM on Tuesday, November 29, 2022, in the Council Chamber, 613 E. Broadway, 2nd Floor, Glendale, CA 91206 to consider the following item(s) of business, to wit;

1. Community Development, re: Alex Theatre Update
a. Motion to Note and File 12-Month Alex Theatre Update and Provide Direction regarding Utilization of City Days at the Theatre

2. Management Services, re: Consideration of Naming Intersections a. Resolution Approving the Naming of the Intersection at Brand Boulevard and Colorado Street as "Homenetmen Ararat Square"
b. Resolution Approving the Naming of the Intersection at Broadway and Isabel Street as "Sadao Munemori Square"
Written Notice of said meeting was given, which Notice consisted of a copy of the foregoing Call, and was served on each Member of the Council not joining in the Call, and upon the in said City not less than 24 hours before the time fixed in said Call for said meeting, as follows:

Upon Elen Asatryan at 5:00 p.m. November 22, 2022 Glendale, CA Upon Dan Brotman at 5:00 p.m. November 22, 2022 Glendale, CA Upon Paula Devine at 5:00 p.m. November 22, 2022 Glendale, CA Upon Ara Najarian at 5:00 p.m. November 22, 2022 Glendale, CA Upon Ardy Kassakhian at 5:00 p.m. November 22, 2022 Glendale, CA Mayor Kassakhian called the meeting to order at 3:08 p.m.

ROLL CALL
- All Present
- Report of the City Clerk of the City Council, re: Posting of Agenda. The Agenda for the Tuesday, November 29, 2022 Special Public Meeting of the City Council was posted on Tuesday, November 22, 2022, on the Bulletin Board Outside City Hall.

1. Community Development, re: Alex Theatre Update
Presenting:

Bradley Calvert, Asst. Director of Community Development Public Comment:

Miles Williams, SAS Entertainment
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2 a. Motion to Note and File 12-Month Alex Theatre Update and Provide Direction regarding Utilization of City Days at the Theatre
Moved: Devine Seconded: Brotman
Item 2 will be brought back at a later time.

Moved: Devine Seconded: Brotman
Ayes:

Noes:

Absent:

Abstain:

Asatryan, Brotman, Devine, Najarian, Kassakhian
None
None
None
Mayor of the City of Glendale
City Clerk of the City of Glendale
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CITY OF GLENDALE, CALIFORNIA

REPORT TO THE CITY COUNCIL

AGENDA ITEM
Report: The Summary Vacation of the City of Glendale’s Flood Control Easement located on residential property at 1624 Arboles Drive.

1. Resolution Ordering the Summary Vacation of the City of Glendale’s Flood Control Easement on property located at 1624 Arboles Drive, Glendale, CA 91207

COUNCIL ACTION
Item Type: Consent Calendar
Approved for December 6, 2022 calendar

EXECUTIVE SUMMARY
The City of Glendale has two easements for flood control purposes on the residential property at 1624 Arboles Drive. The property owner intends to construct an accessory dwelling unit (ADU) on their property at the location of one of the flood control easements, and has requested that the City summary vacate the easement.

Public Works Department staff has investigated and determined that the easement in question is superseded by the second flood control easement and is no longer required by the City and recommends that the easement in question be summary vacated. 7 of 1381

24b
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COUNCIL PRIORITIES
Housing: Will allow the addition of an accessory dwelling unit (ADU) with a single family home on a residential lot.

RECOMMENDATION
That the City Council adopt a Resolution Ordering the Summary Vacation of the easement for flood control purposes granted to the City of Glendale on Tract Map No. 11057 in Book 196, Pages 22 – 26 of Maps, County of Los Angeles, State of California, and authorize the City Manager to execute any other documentation as may be required to accomplish said summary vacation.

BACKGROUND
State of California Streets and Highways Code Section 8333 allows the legislative body of a local agency to summarily vacate a public service easement in either one of the following instances:
(a) The easement has not been used for the purpose for which it was dedicated or acquired for five consecutive years immediately preceding the proposed vacation;
(b) The date of dedication or acquisition is less than five years, and more than one year, immediately preceding the proposed vacation, and the easement was not used continuously since that date; or
(c) The easement has been superseded by relocation, or determined to be excess by the easement holder, and there are no other public facilities located within the easement.

The Summary Vacation process differs from the traditional Vacation process in that a public hearing is not required. If any of the above circumstances are met, the City Council can adopt a Resolution to summarily vacate a public service easement.

In January 1937, an easement for flood control purposes was granted to the City of Glendale on Tract Map No. 11057 in Book 196, Pages 22 – 26 of Maps, County of Los Angeles, State of California (Easement 1). Subsequently, an easement for Flood Control was granted to the City of Glendale by Easements. This easement was recorded on September 4, 1937, in Book 15191, Page 301 of Official Records, County of Los Angeles, State of California (Easement 2). The property and easements are shown on Exhibit “C” - Location Map.

The property located at 1624 Arboles Drive (Property) belongs to the Andrzej Krol and Monika Krol, as Co-trustees of The Andrzej and Monika Krol Family Trust, Dated December 2, 2008 (Owners). In January 2021, the Owners’ architect approached the City of Glendale PWD to vacate Easement 1 in the rear of their property to allow the construction of an Accessory Dwelling Unit (ADU).
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ANALYSIS
After investigation of Easement 1 and Easement 2, PWD determined that no flood control facilities were constructed in Easement 1 on the Property. And, that Easement 2 is available in the future if the City determines that flood control facilities are required.

Additionally, PWD has confirmed that there are no other public facilities located within Easement 1.

Therefore, the vacation qualifies for the summary vacation process, under Streets and Highways Code Section 8333(c). The City’s Easement for Flood Control Purposes (Easement 1) proposed to be vacated is depicted in Exhibits “A” & “B” attached hereto.

STAKEHOLDERS/OUTREACH
PWD has worked with the property owner to facilitate the vacation of the easement.

FISCAL IMPACT
There is no fiscal impact associated with this report.

ENVIRONMENTAL REVIEW
This item is considered a ministerial activity and therefore, not subject to CEQA review.

CAMPAIGN DISCLOSURE
Not applicable.

ALTERNATIVES
Alternative 1: Approve the attached Resolution. City Staff will record a certified copy of the Resolution vacating the flood control easement. This will allow the property owner to construct an ADU on their property.

Alternative 2: Do not approve the attached Resolution. The property owner will not be allowed to construct an ADU on the location of the easement.

Alternative 3: The City Council may consider any other alternative not proposed by staff. 9 of 1381

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ADMINISTRATIVE ACTION
Prepared by:

Maurice Oillataguerre, Environmental Program Administrator William A’Hearn, GIS Analyst
Reviewed by:

Yazdan T. Emrani, P.E., Director of Public Works
Approved by:

Roubik R. Golanian, P.E., City Manager

EXHIBITS/ATTACHMENTS
Exhibit A: Legal Description of Flood Control Easement to be Summary Vacated.

Exhibit B: Drawing Showing Location of Flood Control Easement to be Summary Vacated.

Exhibit C: Location Map
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RESOLUTION NO. ________

A RESOLUTION OF THE COUNCIL OF THE CITY OF GLENDALE, CALIFORNIA,

ORDERING THE SUMMARY VACATION OF THE EASEMENT FOR

FLOOD CONTROL PURPOSES ON PROPERTY LOCATED AT
1624 ARBOLES DRIVE, IN THE CITY OF GLENDALE
WHEREAS, the City of Glendale (City) holds an easement for flood control purposes on property located at 1624 Arboles Drive in the City of Glendale, California, currently owned by Andrzej Krol and Monika Krol, as Co-trustees of The Andrzej and Monika Krol Family Trust, Dated December 2, 2008 (“Owners”); and WHEREAS, the Owners has applied for the vacation of the City’s Easement for Flood Control Purposes, which is not necessary for present or prospective flood control purposes; and
WHEREAS, pursuant to California Streets and Highways Code Section 8333, the City Council may summarily vacate a public service easement if the easement has not been used for the purpose for which it was dedicated or acquired for five consecutive years preceding the proposed vacation or if the easement has been superseded by relocation or determined to be excess by the easement holder, and there are no other public facilities located within the easement;
WHEREAS, the City has determined that the existing easement for flood control purposes, granted to the City on Tract Map No. 11057 in Book 196, Pages 22 – 26 of Maps, County of Los Angeles, State of California which is no longer necessary to the City as an easement for flood control purposes, has been determined by the City to be in excess and there are no other public facilities located within the easement which would be affected by the vacation; and
WHEREAS, the summary vacation of the herein subject easement for flood control purposes is categorically exempt from environmental review under the California Environmental Quality Act (CEQA) pursuant to Section 15061(b)(3) because it can be seen with certainty that there is no possibility that the activity in question may have a significant effect on the environment, as the action involves the vacation of an easement for flood control purposes where the easement has been determined by the City to be in excess and will not cause or facilitate any physical changes that may result in environmental impacts.

NOW, THEREFORE, BE IT RESOLVED BY THE COUNCIL OF THE CITY OF GLENDALE, CALIFORNIA THAT:

Section 1. The City Council of the City of Glendale finds from all of the evidence submitted in the Report to the City Council dated December 6, 2022, by the Director of Public Works, that the Easement for Flood Control Purposes as described in Exhibits “A” & “B”, attached hereto, and by this reference made a part thereof, have been determined by the City to be in excess, and there are no other public facilities located within those certain portions of the easement to be vacated which would be affected by the vacation.
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Section 2. The vacation is consistent with the General Plan.

Section 3.The vacation is made under Chapter 4 of the California Streets and Highways Code, entitled “Summary Vacation.”
Section 4. The City Council orders that from and after the date this Resolution is recorded, the Easement for Flood Control Purposes depicted in Exhibits “A” and “B” are vacated and those easements no longer constitute a public service easement.

Section 5. The City Clerk of the City of Glendale is hereby authorized and directed to certify to the passage of this Resolution. The City Clerk is further authorized to cause a certified copy of this Resolution, attested by the City Clerk and under the seal of the City, to be recorded in the Office of the County Recorder of Los Angeles County, California.

Section 6. The City Manager, or his designee, is authorized to execute any other documentation as may be required to accomplish the herein ordered vacation.

Adopted by the Council of the City of Glendale on this ___ day of _________, 2022.
________________________________
Mayor
ATTEST:
_____________________________________
City Clerk
STATE OF CALIFORNIA ) SS.

COUNTY OF LOS ANGELES )
I, Suzie Abajian, Ph.D., City Clerk of the City of Glendale, hereby certify that the foregoing Resolution No. __________________was adopted by a majority vote of the Council of the City of Glendale, California, at a regular meeting held on the ______ day of ______________________, 2022, and that the same was adopted by the following vote:

Ayes:

Noes:

Absent:

Abstain:
________________________
City Clerk
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9.07 11.09
102.81
130
73 38.43

4.83 134

50.24 58.62
165.64
178.41
107.33
231.77

31.42 90
253.24
102
80 196.19
123
163.78
85 100

96.19 148.61
135.48

85.06 79
157.03
100

38.94 186.16

37.96 80.95
39 101.14

31.42 162.21
253.24

35.35 210.08
282.61

20.94 105

72.58 35.07
52 30
41 37
36 42 40
36 11
35 31
10 1640
1618
1630
1122
1624
1610
1620
¯
EASEMENT #1
Flood Control Easement
to be Summary Vacated
- 5 -
EXHIBIT "C" - LOCATION MAP
Summary Vacation of
Flood Control Easement
at 1624 Arboles Drive
(APN 5650-014-017)
Subject Property
1624 Arboles Dr.
(APN 5650-014-017)
EASEMENT #2
Easement for
Flood Control
(Not to be vacated)
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CITY OF GLENDALE, CALIFORNIA

REPORT TO THE CITY COUNCIL

AGENDA ITEM
Report: The Summary Vacation of the City of Glendale’s Easements and Right of Way for Public Utility Purposes on property located at 2361 Gardner Place.

1. Resolution Ordering the Summary Vacation of the City of Glendale’s Easements and Right of Way for Public Utility Purposes on property located at 2361 Gardner Place, Glendale, CA 91206

COUNCIL ACTION
Item Type: Consent Calendar
Approved for December 6, 2022 calendar

EXECUTIVE SUMMARY
The City of Glendale acquired easements and right of way for public utility purposes on a vacant residential property at 2361 Gardner Place. The property owner intends to construct a single-family home, and has requested that the City summary vacate the easements and right of way for public utility purposes.

Public Works Department staff has investigated and determined that the easements and right of way for public utility purposes are no longer required by the City and recommends that the easements and right of way in question be summary vacated. 16 of 1381

24c
2 7
2 6

COUNCIL PRIORITIES
Housing: Will allow the development of a single family home on a vacant residential lot.

RECOMMENDATION
That the City Council adopt a Resolution Ordering the Summary Vacation of the easements and right of way for public utility purposes granted to the City on Tract Map No. 10232 in Book 146, Pages 60 - 62 of Maps, County of Los Angeles, State of California, and authorize the City Manager to execute any other documentation as may be required to accomplish said summary vacation.

In February 1928, easements and right of way for public utility purposes were granted to the City of Glendale on Tract Map No. 10232 in Book 146, Pages 60 - 62 of Maps, County of Los Angeles, State of California.

The property located at 2361 Gardner Place (Property) belongs to Henry Laguna and Damaris Laguna, husband and wife as community property (Owners). In November 2019, the Owners’ approached the City of Glendale PWD to request vacation of the easements and right of way for public utility purposes to allow the construction of a single family home.

ANALYSIS
After investigation the Public Works Department has determined that no public utility facilities were constructed on the Property. Additionally, staff has confirmed that there are no other public facilities located within the easements and right of way for public utility purposes.
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Therefore, the vacation qualifies for the summary vacation process, under Streets and Highways Code Section 8333(c). The City’s Easements and Right of Way for Public Utility Purposes proposed to be vacated is depicted in Exhibits “A” & “B” attached hereto.

STAKEHOLDERS/OUTREACH
Staff has worked with the property owner to facilitate the vacation of the easement.

FISCAL IMPACT
There is no fiscal impact associated with this report.

ENVIRONMENTAL REVIEW
This item is considered a ministerial activity and therefore, not subject to CEQA review.

CAMPAIGN DISCLOSURE
Not applicable.

ALTERNATIVES
Alternative 1: Approve the attached Resolution. City Staff will record a certified copy of the Resolution vacating the easements and right of way for public utility purposes. This will allow the property owner to construct a single family house on the property.

Alternative 2: Do not approve the attached Resolution. The Owners will not be able to build a single family house on the existing easement.

Alternative 3: The City Council may consider any other alternative not proposed by staff. 18 of 1381

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ADMINISTRATIVE ACTION
Prepared by:

Maurice Oillataguerre, Environmental Program Administrator William A’Hearn, GIS Analyst
Reviewed by:

Yazdan T. Emrani, P.E., Director of Public Works
Approved by:

Roubik R. Golanian, P.E., City Manager

EXHIBITS/ATTACHMENTS
Exhibit A: Legal Description of Easements and Right of Way for Public Utility Purposes proposed for summary vacation.

Exhibit B: Map of Easements and Right of Way for Public Utility Purposes proposed for summary vacation.
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RESOLUTION NO. ________

A RESOLUTION OF THE COUNCIL OF THE CITY OF GLENDALE, CALIFORNIA,

ORDERING THE SUMMARY VACATION OF EASEMENTS AND RIGHT OF WAY FOR PUBLIC UTILITY PURPOSES ON PROPERTY LOCATED AT 2361 GARDNER PLACE, IN

THE CITY OF GLENDALE
WHEREAS, the City of Glendale (City) holds easements and right of way for public utility purposes on property located at 2361 Gardner Place in the City of Glendale, California, currently owned by Henry Laguna and Damaris Laguna, husband and wife as community property (“Owners”); and
WHEREAS, the Owners has applied for the vacation of the City’s Easements and Right of Way for Public Utility Purposes, which is not necessary for present or prospective public utility purposes; and
WHEREAS, pursuant to California Streets and Highways Code Section 8333, the City Council may summarily vacate a public service easement if the easement has not been used for the purpose for which it was dedicated or acquired for five consecutive years preceding the proposed vacation or if the easement has been superseded by relocation or determined to be excess by the easement holder, and there are no other public facilities located within the easement;
WHEREAS, the City has determined that the existing easements and right of way for public utility purposes, granted to the City on Tract Map No. 10232 in Book 146, Pages 60 - 62 of Maps, County of Los Angeles, State of California which is no longer necessary to the City as easements and right of way for public utility purposes, has been determined by the City to be in excess and there are no other public facilities located within the easement which would be affected by the vacation; and
WHEREAS, the summary vacation of the herein subject easement and right of way for public utility purposes is categorically exempt from environmental review under the California Environmental Quality Act (CEQA) pursuant to Section 15061(b)(3) because it can be seen with certainty that there is no possibility that the activity in question may have a significant effect on the environment, as the action involves the vacation of an easement and right of way for public utility purposes where the easement has been determined by the City to be in excess and will not cause or facilitate any physical changes that may result in environmental impacts.

NOW, THEREFORE, BE IT RESOLVED BY THE COUNCIL OF THE CITY OF GLENDALE, CALIFORNIA THAT:

Section 1. The City Council of the City of Glendale finds from all of the evidence submitted in the Report to the City Council dated December 6, 2022, by the Director of Public Works, that the Easements and Right of Way for Public Utility Purposes as described in Exhibits “A” & “B”, attached hereto, and by this reference made a part thereof, have been determined by the City to be in excess, and there are no other public facilities located within those certain portions of the easements to be vacated which would be affected by the vacation.
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Section 2. The vacation is consistent with the General Plan.

Section 3.The vacation is made under Chapter 4 of the California Streets and Highways Code, entitled “Summary Vacation.”
Section 4. The City Council orders that from and after the date this Resolution is recorded, the Easements and Right of Way for Public Utility Purposes depicted in Exhibits “A” and “B” are vacated and those easements no longer constitute a public service easement.

Section 6. The City Manager, or his designee, is authorized to execute any other documentation as may be required to accomplish the herein ordered vacation.

Ayes:

Noes:

Absent:

Abstain:
________________________
City Clerk
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CITY OF GLENDALE, CALIFORNIA

REPORT TO THE CITY COUNCIL

AGENDA ITEM
Report: Award of Professional Services Agreements (PSAs) with Two Qualified Laboratories, Weck Laboratories, Inc. and Eurofins Eaton Analytical, LLC for Laboratory Services for Water Quality Analysis and Reporting.

COUNCIL ACTION
Item Type: Consent Calendar
Approved for December 06, 2022 calendar

EXECUTIVE SUMMARY
Glendale Water and Power (GWP) staff recently completed a Request for Proposal (RFP) process with accredited laboratories to perform laboratory services for a three- year period. Staff is seeking approval to award Professional Services Agreements to two laboratories for a not-to-exceed amount of $200,000 per laboratory.

COUNCIL PRIORITIES
Infrastructure: The Water Division of GWP has the responsibility to protect the health of Glendale’s residents, workers, and visitors from pathogenic organisms and chronic illnesses that could be caused by ingesting or using contaminated drinking water.

Utilizing qualified laboratories to test and analyze water samples is a critical part of protecting public health within the City.

RECOMMENDATION
Authorize the City Manager, or his designee, to execute two (2) three-year Professional Services Agreements (PSAs) with two qualified laboratories, Weck Laboratories, Inc. and Eurofins Eaton Analytical, LLC, to provide analytical laboratory services for drinking water and environmental compliance for a total not-to-exceed amount of $200,000 per laboratory.
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BACKGROUND
GWP, in compliance with its domestic water supply permit under federal and state drinking water regulations, monitors the water quality at the City’s treatment, storage, and distribution system facilities. GWP staff collects the samples that are sent for analysis to an outside laboratory certified by the State Water Resources Control Board, Division of Drinking Water (DDW). Currently, GWP has a PSA with Eurofins Eaton Analytical, to provide this analytical work, which expires December 31, 2022.

In preparation for expiration of the existing PSA, GWP staff solicited proposals from four qualified laboratories on October 10 , 2022.

Babcock Laboratories, Inc.

Eurofins Eaton Analytical, LLC
Pace Analytical Services, LLC (formerly BC Laboratories, Inc.) Weck Laboratories, Inc.

Three qualified laboratories submitted proposals as follows:

Pacelabs
Weck Laboratories
Eurofins Eaton Analytical
The proposals were evaluated based on their pricing, professional, and practical qualifications, location, experience, and quality control programs. To help evaluate the proposals, the properser were asked to provide pricing on nearly 26,000 tests of 142 different chemicals with an estimated 11,000 tests per year for the City of Glendale.

ANALYSIS
The proposals were evaluated by representatives of GWP’s Water Quality Section. The following criteria were used in the evaluation of proposals:
•The laboratory’s qualifications based on the comprehensiveness of the overall bid package in addressing the testing requirements.
•The laboratory's qualifications based on the overall lab facility and instrumentation, professional and practical experience, and the nature of its Quality Control Program.
•The completeness of the proposals.
•The prices and standard turnaround times, including the evaluation of cost increases for rush turnaround times, to perform the analyses under this PSA. 26 of 1381

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Proposer Analytical costs*
(w/ "No proposal")
Analytical
costs*
(w/o "No
proposal")
Site Evaluation
Score
(out of 100)
Overall
Ranking
Weck
Laboratories, Inc.
$141,900.00 $ 49,355.00 94 1

Eurofins Eaton
Analytical, LLC
$149,480.00 $ 58,780.00 93 2

*Pace $121,535.00 $121,535.00 86 3
*Pace Labs did not submit proposals for some items in the parameters list that required short holding times due to their more distant location in Bakersfield. This lowered Pace’s overall ranking, and shows that Weck and Eurofins’ costs are lower when subtracting these items from their proposals.

Staff are recommending award to two laboratories in order to provide flexibility when sending samples out for testing for unforeseen reasons such as one laboratory being backlogged, or in the event of one of the laboratories experiencing issues with their lab or computer system, in which case the City can utilize the services of the other laboratory.

STAKEHOLDERS/OUTREACH
N/A

FISCAL IMPACT
Funds for this “as needed” service are budgeted each year during the budget process.

No new appropriation is being requested at this time.

Existing Appropriation
Amount Account String Funding Source
$150,000 43110-5920-GWP-4730-P0000-T0000-
F1600-0000-0000
Fund 5920

ENVIRONMENTAL REVIEW
Not applicable for the action requested as the action does not involve a project.

CAMPAIGN DISCLOSURE
In accordance with the City Campaign Finance Ordinance No. 5744, the following are the names and business addresses of the members of the board of directors, the chairperson, CEO, COO, CFO, Subcontractors and any person or entity with more than ten percent interest in the company proposed for contract in this agenda item report:
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Officers of Eurofins Eaton Analytical, LLC:

Full Name Title Business
Address
City State Zip
Doug Dayton Board
Member
343 W. Main
Street
Leola PA 17540
Ralf
Fassbender
Treasurer 343 W. Main
Street
Leola PA 17540
Frank
Conicella
Board
Member
343 W. Main
Street
Leola PA 17540
Ownership Interest in more than ten percent (10%) in Eurofins Eaton Analytical, LLC:

Full Name Title Business
Address
City State Zip
Giles Martin CEO 23 Val Fleuri L-
1523
Luxembourg R.C.S.

Luxembourg
B137487
Officers of Weck Laboratories, Inc.:

Full Name Title Business
Address
City State Zip
Agustin Pierri President 14859 Clark
Ave.

Industry CA 91745
Cecilia
Gimenez
Secretary 14859 Clark
Ave.

Industry CA 91745
Ownership Interest in more than ten percent (10%) in Weck Laboratories, Inc.:

Full Name Title Business
Address
City State Zip
Alfredo Pierri Irrevocable
Grantor
Trust
14859 Clark
Ave.

Industry CA 91745

ALTERNATIVES
Alternative 1: Authorize the City Manager, or his designee, to execute two (2) three-year PSAs with Weck Laboratories, Inc., and Eurofins Eaton Analytical, LLC, in an amount not to exceed $200,000 per laboratory, to provide analytical laboratory services for drinking water and environmental compliance.

Alternative 2: Do not authorize the City Manager, or his designee, to execute two (2) three-year PSAs as recommended herein, which will result in the current laboratory contract expiring without any laboratory services available to the City.

Alternative 3: Consider any other alternative not proposed by staff. 28 of 1381

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ADMINISTRATIVE ACTION
Prepared by:

Michael E. De Ghetto, Chief Assistant General Manager - Water Approved by:

Roubik R. Golanian, P.E., City Manager

EXHIBITS / ATTACHMENTS
None.
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M O T I O N
Moved by Council Member ________________________________, seconded by Council Member __________________________________, that the Council of the City of Glendale finds that Weck Laboratories, Inc. and Eurofins Eaton Analytical, LLC are the most qualified proposers to provide the required analytical laboratory services for drinking water and environmental compliance to the City, as set forth in the report dated December 6, 2022 by the General Manager of the Glendale Water & Power Department.

The City Council hereby authorizes the City Manager, or his designee, to execute a Professional Services Agreement with each of the herein named proposers, subject to approval by the City Attorney as follows:
•Weck Laboratories, Inc. for three (3) years, for a not-to-exceed amount of $200,000.
•Eurofins Eaton Analytical, LLC for three (3) years, for a not-to-exceed amount of $200,000.

Vote as follows:

Ayes:

Noes:

Absent:

Abstain:
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CITY OF GLENDALE, CALIFORNIA

REPORT TO THE CITY COUNCIL

AGENDA ITEM
Report: Status Update on the Request for Proposals (RFP) for Local Clean Distributed Energy Resources (DER) per Council Resolution No. 22-34. 1) Motion to note and file report
2) Motion directing staff

COUNCIL ACTION
Item Type: Action
Approved for December 6, 2022 calendar

EXECUTIVE SUMMARY
On March 1, 2022, City Council adopted Resolution No. 22-34, which modified the implementation of the EIR Alternative 7 for the repowering of the Grayson Power Plant, and directed staff to work on identifying cleaner alternatives. City Council asked staff to pursue 50 MW of additional DER within the City. On May 27, 2022, GWP issued a Request for Proposals for local clean DER, with proposals due on September 30, 2022.

There were two qualified proposals received with a total potential capacity of 16.375 MW. Of this capacity, 7 MW is incremental, and 9.375 MW is an extension of the existing Demand Response program.

COUNCIL PRIORITIES
Environmental Stewardship: The retirement of Grayson’s aging units provides GWP with a unique opportunity to shift to cleaner alternatives to power the City. GWP seeks to supply reliable and affordable energy in a sustainable manner.

RECOMMENDATION
Note and File this report regarding the status of the DER RFP process and provide staff with further direction as necessary.

BACKGROUND
The City of Glendale is fully supportive of ensuring a clean energy future for its citizens.

On March 1, 2022, City Council adopted Resolution No. 22-34, modifying the implementation of the EIR Alternative 7 for the repowering the Grayson Power Plant and instructed staff to proceed with the identification of cleaner alternatives.

The City Council directed staff to prepare a Request for Proposals (RFP), in order to procure 50 MW of additional DER within the City. On May 27, 2022, GWP issued a RFP 31 of 1381

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for local clean DER, with proposals due on September 30, 2022.

Under this RFP, the City of Glendale, through Glendale Water & Power (GWP), solicited proposals from suitably qualified proposers to develop and deliver clean distributed energy and capacity resources within the City of Glendale.

The City was seeking for up to a total of 50 MW of combined capacity from one or more Proposers. The proposed generating capacity offered must be reliable and dispatchable and capable of being incorporated into the City’s integrated resource portfolio. This capacity would be in addition to GWP’s existing local energy efficiency and demand response programs.

GWP was seeking proposals in the following seven categories which shall be connected to GWP’s distribution system or at a customer location(s):
•Commercial and Industrial Solar Paired with Dispatchable Energy Storage
•Residential Solar Paired with Dispatchable Energy Storage •Dispatchable Energy Storage to Pair with Existing Residential, Commercial and Industrial PV Solar Customers
•Renewable Distributed Generation (DG)
•Demand Response
•Energy Efficiency
•Any other clean DER solution not encompassed in the above categories The RFP required proposers to propose minimum-sized resources of 5 MW of guaranteed capacity. The proposed capacity has to be fully in place by December 31, 2027.

ANALYSIS
A proposal evaluation team was formed in August and met weekly. EcoMotion Inc. was contracted to lead the proposal evaluation team. The team is formed of GWP staff and EcoMotion staff.

Notices of Intent: GWP received 24 submitted Notices of Intent (NOI) to submit proposals by the due date of July 1, 2022, from the following companies:
1) Endurant Energy; 2) Nuuve; 3) Simpliphi Power; 4) Solar Optimum; 5) Watt Hub; 6) Swell Energy; 7) Catalyze; 8) Willdan Energy Services; 9) Thule Energy Storage; 10) Am Helios; 11) Peak Power Inc.; 12) Clear Way Energy; 13) Villara Energy Systems; 14) Powerfin Partners; 15) Enersponse;16) Generac Grid Services; 17) Sunrise Solar; 18) Ameresco Solar; 19) S&C Electric; 20) Sunnova Energy Corporation; 21) Sunverge Energy Inc.; 22) Franklin Energy Services; 23) CPower, and 24) White Pine Renewables.
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Bidders Conference: A virtual conference was held on July 20, 2022. There were 39 attendees from 20 companies. The purpose of the conference was to ensure that proposers had adequate information to respond fully and comprehensively to the RFP’s requirements.

Proposal Amendments: Seven amendments were sent to proposers, several of which relaxed the RFP requirements, for instance, easing up on stricture surrounding incrementality no longer requiring a Proposers Conference attendee or a Notice of Intent to submit a proposal.

Proposals Received: By the submittal due date of September 30, 2022, four of these firms submitted proposals. All four proposals were reviewed by the proposal evaluation team for completeness.

Program Capacities Proposed:

Willdan Energy Storage 7 MW, three options
Franklin Demand Response 9.375 MW -- 7.8 residential, 1.5 MW C/I CPower Demand Response 15 MW, large commercial
Enersponse Demand Response 5 MW residential and commercial Survey of Non-Respondents: Survey of thirteen out of twenty non-respondents was conducted, and key issues were identified as the 5 MW threshold of guaranteed capacity was key. Of these, six focused on the performance bond issue. The performance bond and its early timing was identified as an issue. Other comments included supply chain issues (and thus not being able to guarantee prices), a lack of sites for solar, the fact that no municipal sites for solar were included or allowed, a measurement conflict for ice storage systems, sites for EV charging, limits on energy storage configurations, the requirement of hard proposal copies, and credit requirements. All interviewed expressed interest in working with GWP in the future if the program requirements change.

Proposals Review: Of the four proposals that were received by the submittal deadline, two met all the proposal requirements, with a total potential capacity of 16.375 MW.

Willdan Energy Services proposed an energy storage solution. Franklin Energy Services proposed to extend its existing GWP demand response program with a capacity of 9.375 MW and a total four-year program cost of $5.4 million. Thus, Willdan is the only proposer that provides a new capacity source of 7 MW at a total capital expense of $17.7 million and annual levelized cost of $1.4 million.

Time Granted to Complete Submittal: After considering its ramifications and conferring with the City Attorney’s office, the proposal evaluation team notified the two proposers that were not-fully-respondent that they had been granted a week to submit missing proposal materials. In both cases, the proposers failed to deliver the proposal bond (in one case there were several unsigned documents). These companies are CPower and Enersponse. In both cases, they failed to provide materials by the due date of November 8, 2022, and thus were disqualified.
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Ascend: At this time, Ascend Analytics is evaluating these two proposals for their prices and cost impact or benefit to GWP. This is done through a detailed, hourly analysis of the resource that the programs will provide, and their value or cost.

Upon the City Council’s approval, the proposal evaluation team will fully vet and then interview the two proposals and proposers. A recommendation of selection will then be made and provided to the Council. The proposal evaluation team will then recommend that GWP move forward to negotiate and secure contracts with the select firms. At this time, the proposal evaluation team is evaluating the merits of the proposals for GWP and the City of Glendale.

STAKEHOLDERS/OUTREACH
The RFP was posted on the City’s RFP website, GWP’s website and the Grayson Repowering website on May 27, 2022. The following outreach actions were also taken:
•E-mails were sent to approximately 282 contacts at 170 companies, which included those that had expressed interest in our 2018 Clean Energy RFP. •Interested companies were able to sign up for electronic notifications on the RFP website, in order to receive updates and addendum posting notifications. •The RFP link was posted on social media platforms.
•The RFP posting was announced via a press release.
•The RFP was distributed to the following utility industry organizations: Southern California Public Power Authority (SCPPA), California Municipal Utilities Association (CMUA), American Public Power Association (APPA), and California Energy Storage Alliance (CESA).
•APPA posted the RFP link on their social media platform. •CESA emailed the RFP link to all of their members.

FISCAL IMPACT
There is no fiscal impact at this time as this is a report providing an update on the status of the RFP process.

ENVIRONMENTAL REVIEW
No environmental review is required at this time since this is a report providing an update on the status of the RFP process. Environmental review will be provided, as required and necessary, with any future projects.

CAMPAIGN DISCLOSURE
This item is exempt from campaign disclosure requirements. 34 of 1381

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ALTERNATIVES
Alternative 1: Note and File this report providing a status update on the DER RFP process.

Alternative 2: Note and File this report, as well as provide further direction to staff relating to same.

Alternative 3: Consider any other alternative not proposed by staff.

ADMINISTRATIVE ACTION
Prepared by:

Craig Kuennen, Assistant General Manager - Business Services Approved by:

Roubik R. Golanian, P.E., City Manager

EXHIBITS / ATTACHMENTS
None.
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M O T I O N
Moved by Council Member ________________________________, seconded by Council Member __________________________________, that the City Council hereby notes and files the report dated December 6, 2022, by the General Manager of Glendale Water & Power Department regarding the status update on the Request for Proposals (RFP) for Local Clean Distributed Energy Resources (DER) per Council Resolution No. 22-34.

Vote as follows:

Ayes:

Noes:

Absent:

Abstain:
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M O T I O N
Moved by Council Member _______________________, seconded by Council Member ____________________________, that the City Council has considered the Report dated December 6, 2022 regarding the status update on the Request for Proposals (RFP) for Local Clean Distributed Energy Resources (DER) per Council Resolution No. 22-34, and directs staff as follows:

Vote as follows:

Ayes:

Noes:

Absent:

Abstain:
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CITY OF GLENDALE, CALIFORNIA

REPORT TO THE CITY COUNCIL

AGENDA ITEM
Report: Review of Glendale Water & Power Department Public Benefit Charge Programs, Findings and Recommendations.
1) Motion to note and file report
2) Motion directing staff

COUNCIL ACTION
Item Type: Action
Approved for December 6, 2022 calendar

EXECUTIVE SUMMARY
On March 1, 2022, City Council adopted Resolution No. 22-34, which modified the implementation of the EIR Alternative 7 for the repowering the Grayson Power Plant, and directed staff to work on identifying cleaner alternatives. As one of the methods to contribute to the accomplishment of this goal, the City contracted with EcoMotion Inc. to evaluate the existing PBC programs and analyze the potential for increased energy efficiency (EE), load management (LM), and distributed energy resources (DERs) to augment the GWP power system.

RECOMMENDATION
Note and file this report regarding the results of the analysis completed by EcoMotion, and provide staff with further direction as necessary.

BACKGROUND
The City of Glendale is fully supportive of ensuring a clean energy future for its citizens.

On March 1, 2022, City Council adopted Resolution No. 22-34, modifying the implementation of the EIR Alternative 7 for the repowering the Grayson Power Plant, and instructed staff to proceed with the identification of cleaner alternatives. The City has explored several methods to identify cleaner alternatives, and contracted with EcoMotion to evaluate the existing PBC programs and survey the field of best practices in Energy Efficiency (EE), Load Management (LM), and Distributed Energy Resources 38 of 1381

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(DERs) to determine what programs and services might be replicated and tailored for use in Glendale.

EcoMotion’s President, Ted Flanigan, has a history with documenting utility, behind-the- meter best practices since working for Rocky Mountain Institute in 1986. Later, he was funded by The John D. and Catherine T. MacArthur Foundation to develop The Results Center which created case studies with leading utility programs coast to coast, and later in Asia and Europe. These examples were instrumental for utilities in crafting new program portfolios.

Chaptered in 1996, State Assembly Bill 1890 established the Public Benefit Charge (PBC) through which publicly owned utilities (POUs) have funded customer-directed programs for over two decades. Since January 1, 1998, Glendale Water and Power customers have paid a state-mandated fee on their electric bill known as PBC. The PBC was initially set at 2.85% of retail revenues. In response to increased State regulations and mandates, on or about 2008, the PBC fee was increased to 3.6% of retail revenues in response to the State SB1 local solar and other mandates, and has remained at this level ever since. Pursuant to GMC section 13.44.425, PBC revenues are maintained in a separate fund to be used for programs serving one or more of the following purposes:
▪Cost-effective demand-side management services to promote energy-efficiency and energy conservation
▪New investment in renewable energy resources and technologies ▪Research, development, and demonstration programs
▪Services provided for low-income electricity customers, including but not limited to, targeted energy efficiency service, education, weatherization, and rate discounts
EcoMotion has completed the analysis of the existing PBC programs and prepared recommendations based on findings.

ANALYSIS
Best Practices Analysis
For this Best Practices Analysis, EcoMotion reached out to its seasoned network, then briefed and interviewed colleagues from organizations including Natural Resources Defense Council, Vermont Energy Investment Corporation, Holy Cross Energy, the Peak Load Management Association, Esource, and Rocky Mountain Institute.

EcoMotion then analyzed exemplary programs at industry-leading utilities such as Seattle City Light; Austin Energy; National Grid; Duke Energy; Puget Sound Energy; Portland General Electric; Consolidated Edison; Commonwealth Edison, and Holy Cross Energy. EcoMotion also examined approaches from Europe including a new United Kingdom program to address this winter’s gas shortage due to war in Ukraine.

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aggregators. Best practices are presented with comments throughout for Glendale Water and Power.

The report focuses on how GWP can transition to the new utility business model that is decarbonized, decentralized, and that includes virtual power plants, innovative demand response mechanisms, rewards, and recognition strategies, and microgrids with special tariffs for resilience.

Program Evaluation
The Best Practices Analysis gives GWP a “B” for solid performance delivering energy efficiency programs, a long and incremental process. In some cases, the programs have been award-winning. The report finds that like all of California’s municipal utilities, GWP spends <2% of gross revenues on efficiency programs and saves <2% of usage, a steady tune-up. Other than new construction programs, there have been no breakthroughs where utilities are helping their customers tap 10, 20, 30, and 40% efficiency gains.

EcoMotion salutes GWP for its works carrying out Public Benefit Programs. The Best Practices Analysis does however make clear that of late there have been no major accomplishments in the energy management department. Covid certainly depressed program activity. Thanks to Council direction in 2018, GWP did introduce innovative Demand Response programs in 2021, but unfortunately they are behind schedule in delivering results.

The most exciting program considered in the past few years - the Sunrun virtual power plant – failed to be consummated for a variety of reasons. The Best Practices Analysis notes that this track record speaks to the need for a new and significantly reinvigorated approach in addressing power use on the customer’s side of the meter. A new effort, the report surmises, can be effectively linked with electrification and the decarbonizing of mobility and buildings.

Seven Recommendations
The Best Practices Analysis concludes with Potential and Recommendations. It presents the need for a culture shift and appropriate staffing to tap into the potentials for Energy Efficiency, Load Management, and Distributed Energy Resources. It presents seven recommendations that represent a pathway for GWP to achieve significant capacity reductions through a 50:50 utility/private sector cost share.

The Seven Recommendations

1. Create a Movement

2. Mandate Time of Use Rates

3. Give Efficiency a Big Boost

4. Ramp Up Customer Energy Storage

5. Encourage Distributed Energy Resources

6. Fulfill the 10% Solar Mandate

7. Lead in Vehicle Grid Integration
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The report concludes with an overview of how electric utilities are shifting from commodity to service providers, and relishes the tapestry of program designs that are part of this transition. Specific programs run by utilities near and far are highlighted for potential replication. The report presents a strategy for GWP to be ever more valuable to the City of Glendale for mutual benefit with residents and businesses.

STAKEHOLDERS/OUTREACH
N/A

FISCAL IMPACT
There is no fiscal impact at this time.

ENVIRONMENTAL REVIEW
No environmental review is required at this time since this is a Report providing an analysis of existing GWP programs.

CAMPAIGN DISCLOSURE
This item is exempt from campaign disclosure requirements.

ALTERNATIVES
Alternative 1: Note and file this report providing an analysis of existing PBC programs, and the potential for increased energy efficiency (EE), load management (LM), and distributed energy resources (DERs) to augment the GWP power system.

Alternative 2: Note and File this Report, as well as provide further direction to staff relating to same.

Alternative 3: Consider any other alternative not proposed by staff.

ADMINISTRATIVE ACTION
Prepared by:

Craig Kuennen, Assistant General Manager - Business Services Approved by:

Roubik R. Golanian, P.E., City Manager

EXHIBITS / ATTACHMENTS
Exhibit 1: EcoMotion’s Best Practices Analysis
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M O T I O N
Moved by Council Member ________________________________, seconded by Council Member __________________________________, that the City Council hereby notes and files the report dated December 6, 2022, by the General Manager of Glendale Water & Power Department (GWP) regarding the Review of GWP Public Benefit Programs (PBC), Findings and Recommendations.

Vote as follows:

Ayes:

Noes:

Absent:

Abstain:
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M O T I O N
Moved by Council Member _______________________, seconded by Council Member ____________________________, that the City Council has considered the Report dated December 6, 2022 regarding the Review of Glendale Water and Power Department (GWP) Public Benefit Programs (PBC), Findings and Recommendations and directs staff as follows:

Vote as follows:

Ayes:

Noes:

Absent:

Abstain:
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November
2022

THE BEST PRACTICES ANALYSIS

EXEMPLARY ENERGY EFFICIENCY,

LOAD MANAGEMENT, AND

DISTRIBUTED ENERGY PROGRAMS
e,e>ARED •OR, Gloodalo W•W aod Po=, OY, E<0Modoo -
EXHIBIT 1
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Table of Contents
Executive Summary 5
Introduction 6Best Practices Analysis for Glendale 8Defining Best Practices 9The Results Center 10ACEEE Demand Side Management Survey 10Tapping the Experts 11Best Practices Far and Wide 12 Best Practices - Energy Efficiency 13Residential Programs 13Education Programs 14Household Energy Assessments 17Types of Rebates 18Multifamily / Apartment Programs 20Low Income Programs 22Commercial, Industrial, and MUSH Sector Programs 26Assessments / Coaching 26New Construction Design Services 28Direct Install Programs 31Other Commercial Rebate and Incentive Programs 32California IOU Statewide Programs 37Electrification and DER 44 Best Practices - Load Management 46Residential Program 46Information 46Automated Thermostat Programs 48Voluntary Consumer Actions – Smart Panels/Smart Breakers 48Demand Response Programs 51Virtual Power Plants 55Commercial, Industrial, and MUSH Sector 65Demand Response Programs 65 Best Practices - Distributed Energy Resources 71
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Residential 71Solar 71Education and Resources 73Low Income Solar Assistance Programs 73Community Solar 75Energy Storage 77Non-VPP Storage 79Community Energy Storage 81Commercial, Industrial and MUSH Sector 83Solar 83Community Solar 86Feed-In Tariff Solar 90Energy Storage 94Community Energy Storage 95Utility-Owned Local Solar 95Brownfield Solar 96Fuel Cells and Microturbines 97The Reliability Dimension 98 Vehicle Grid Integration 99California’s EV Leadership 99The EV Challenge and Opportunity 100Managing the EV Load 100GWP’s Existing EV Programs 101Proactive Infrastructure Upgrades 104EV Load Shifting Programs 106California Residential EV Programs 107Existing Federal EV Programs 110Existing State EV Programs 110California IOU Commercial EV Infrastructure Programs 111Vehicle Grid Integration Technology 112Win-Win Value Proposition 114Peak-Shaving Benefit 114Utility Operating Reserve 115Potential VGI Capabilities for Utilities 115California VGI Pilot programs 116V2G Chargers Scaling for Residential Use 117 2 46 of 1381

National VGI Projects 121International VGI Projects 124 Cross-Cutting Programs 126Outreach and Behavior-Change Programs 127Rewards Programs 127Incubators 128Expedited and Preferential Permitting 129Smart Neighborhoods 132Financing 134Tariff On-Bill Financing 135Green Power Programs 137 Review of GWP Programs and Services 138Track Record 139Savings from Programs 139Cost of Programs 140Current Statistics 141GWP Existing Programs and Services 142Residential Customers 143Peak Savings Program 143Commercial Programs 144Peak Savings Partners 145Conclusion 146 Strategic Considerations 147Electrification 147Transition Technologies 148Pricing Options 149Real-Time Pricing 153End-Use Pricing 154Seizing Smaller Chunks of Capacity 155 Recommendations and Potential 155Seven Recommendations 156#1: Fresh Start: Create a Movement 156#2: Adjust Pricing 157#3 Double Energy Efficiency 158#4 Ramp Up Distributed Energy Storage 159 3 47 of 1381

#5 Encourage Distributed Energy Resources 159#6 Meet the Solar Mandate with Storage 160#7 Create a Banner Vehicle Grid Integration Program 162Capacity Scenario 163Final Comments 172Resources for Success 172Monitor and Make Programmatic Changes 172Build Strong Partnerships 173 4 48 of 1381

Executive Summary
EcoMotion was retained by Glendale Water and Power (GWP) to research best practices withcustomer energy efficiency, load management, and distributed energy resources. What kinds ofprograms and services are being implemented by leading utilities? What kinds of programs areworthy for examination by GWP? What approaches might be customized and replicated inGlendale? How much capacity might these resources provide to the GWP power system by2025? Californian, national, and international examples of leading programs are presented across allcustomer classes from residential to commercial, industrial, and institutional accounts.Investor-owned utilities, municipal utilities, cooperatives, and community choice aggregatorprograms are considered. So are city and regional programs. Cross-cutting initiatives areexplored, such as education programs, peak day campaigns, and financing.

Given its potential for meeting peak demand, the report presents a special section on VehicleGrid Integration (VGI), the new term for Vehicle to Grid. That section begins with a review ofbest practices managing the growing electric vehicle load, and providing for criticalinfrastructure for charging. VGI links those vehicles back to the grid, with electric vehicles andtheir battery packs serving as operating reserves for utilities that can be discharged during peakperiods.

Implementing ever-more robust efficiency, load management, and distributed energy resourcesprograms is challenging, and made more so by a number of strategic considerations. Utilities arehaving to decarbonize their power supplies while electrification of mobility and buildings arevery significant new loads. Pricing options are discussed, from Time of Use, to Real Time andDynamic Pricing, and Rate to Drive (RTD) for EV charging. The report frames the organizationalneed to prepare to contract for smaller “chunks” of capacity as GWP moves towards andpartners with customer-sited distributed energy resources.

The Best Practices Analysis concludes with seven recommendations.

1. Catalyze a Fresh Movement: Implementing an aggressive customer program will requirefull management support, a fresh approach, significant outreach costs, and robuststaffing resources. 5 49 of 1381

2. Adjust Pricing: EcoMotion recommends that GWP carefully roll-out mandating time ofuse pricing, exploring real time pricing, and envisioning new business directions withend use pricing.3. Double Energy Efficiency: The report focuses on boosting services for low incomecustomers and small businesses. It highlights the use of rich incentives and marketingapproaches to reach targeted customer sub-segments.4. Ramp-Up Distributed Energy Storage: EcoMotion recommends adding storage to existingsolar systems, as well as supporting stand-alone storage installations.5. Encourage Distributed Energy Resources: While a distant second priority, allowinterested customers to interconnect and in case provide dispatchable capacity includinggenerators, microturbines, and fuel cells.6. Meet the Solar Mandate with Storage: The report presents a Five-Point Solar Plan thatmeets the City Council solar mandate, and does so with 63 MW of storage, nearlyequivalent to the storage planned at the Grayson Power Plant.7. Create a Banner Vehicle Grid Integration Program: Pilot, Phase 1, and Phase 2 programsare presented which respectively deliver 1 MW, 8.5 MW, and 22.5 MW of peak capacityto GWP.

The Best Practices Report: Exemplary Energy Efficiency, Load Management, and DistributedEnergy Programs, ends with a rough order estimate of the gross potential and the gross costs ofimplementing the recommendations in full. Based on assumed participation levels, and madepossible by utility and city commitment, EcoMotion finds that the seven recommendations canprovide 104 - 126 MW of peak capacity over the next 3 - 5 years. This is done at an estimatedcost to GWP of ~$280 - 321 million, matched by a consumer investment of $158 million.

Introduction
On March 1, 2022, the Glendale City Council adopted Resolution No. 22-34, which modified theimplementation of repowering the Grayson Power Plant and directed staff to work onidentifying cleaner alternatives. As one of the methods to contribute to the accomplishment ofthis goal, the City contracted with EcoMotion Incorporated to examine best practices withEnergy Efficiency, Load Management, and Distributed Energy Resources throughout California,the nation, and overseas. EcoMotion’s job has been to harvest effective and innovative programdesigns that can boost GWP’s capacity savings. EcoMotion was to make recommendations andto analyze the potential for these resources to augment the Glendale Water and Power powersystem. 6 50 of 1381

Glendale Water and Power (GWP) is in a precarious position given limited generation resourcesand the required closure of all but Unit 9 at the Grayson Power Plant. The challenge to deliverreliable power is ever more so given the 2022 City Council commitment for 100% clean energyby 2035. 1 The mandate for 100% clean and green ismerely 13 years away. Considerableprogress has been made. GWP reports that the portfolio is currently 69% renewable. 2 Quite fundamental to the power equation is that transmission constraints severely limit theamount of power that can be imported to the City, especially during peak periods. GWP systemplanners expect GWP to be short in the Summer of 2025. It may be too late for any repoweringof the Grayson Power Plant in time for that date. Without additional capacity at Grayson, andwithout the ability to import more power using transmission, the need to expeditiously developefficiency, load management, and distributed energy resources is paramount.

There are solar goals as well: Resolution No 22-125, adopted by consensus by the Glendale CityCouncil on August 16, 2022, states that, “The City intends to adopt policies and practicesdesigned to reach a goal of having at least 10% of GWP customers adopt solar and energystorage systems by 2027, and develop additional demand management measures, with aminimum total peak dispatchable and peak-load-reducing capacity of 100 MW.” 3 Today less than3% of Glendale customers are solar.

Scholl Canyon’s fate has not been determined. It may never be a site for power generation. If asubset of vocal community members succeed, that will be the case. A legal challenge is seekingto overturn Council’s decision to advance the Scholl Canyon generation project. If the lawsuit issuccessful and the project is blocked, GWP loses 12 MW of baseload “renewable” capacity.When 93 MW was proposed for Grayson, GWP was planning on the 12 MW from the SchollCanyon Biogas project. Now the hole – the capacity divide – gets deeper.

These are major drivers in the Council’s decision on the Grayson Power Plant and how manyWartsila engines to purchase and site there. Out of necessity, GWP is a utility on the go shiftingtoward a clean energy future at a pace that is faster than comfort allows. Without sufficientresources, the City may experience a serious capacity crunch in a matter of years. Well designedand implemented Energy Efficiency programs, Load Management programs, and policies andincentives that support customer-owned Distributed Energy Resources can help. 3 City of Glendale Resolution No. 22-125, “A Resolution to the City Council of the City of Glendale Establishing Goals for Solar and Energy StorageInstallations by Glendale Water and Power Customers and Clean Energy Targets, and Directing Staff to Take Actions in Furtherance of Thereof,”Approved unanimously by Council, August 16, 2022. 2 Personal communications with GWP General Manager Mark Young, October 2022. 1 “100% Clean Energy by 2035,” August 23, 2022, Clean energy resolution passes, council vote 4-1, Glendale Environmental Coalition archives 7 51 of 1381

Glendale’s challenge is compounded by the fact that significant electrification will add to theGWP system load and add to the capacity challenges at hand. Electrification of cars andbuildings is being driven by new technologies and by the imperative to go green to decarbonizeour grid and society. This report focuses on electrification of single passenger vehicles, light andheavy-duty trucks, buses, scooters, etc. All these forms of e-mobility will of course add to thesystem load and further stress limited resources. An entire section of the report is devoted toEVs, both infrastructure programs and Vehicle Grid Integration (VGI, formerly known as V2G –Vehicle to Grid).

Concurrently, building electrification is also a huge trend and factor. Homes and businesses inGlendale, throughout California, across the country, and indeed around the world, will switchfrom fossil-based resources to clean power resources, such as heat pumps that use electricity toheat and cool. While electrification is wonderful, its ramifications to GWP’s integrated resourceplanning are significant. GWP’s historic peak of 346 MW occurring in2017could well rise to 450MW or above.This year’s peak event occurred on September6 at 4:17 pm and was 331 MW. 4 Best Practices Analysis for Glendale
It is in this context that this consulting report has been requested and authorized. Members ofthe Glendale City Council are looking for capacity solutions. What more can be done withEnergy Efficiency, Load Management, and Distributed Energy Resources? What amount ofcapacity can be realized from these demand-side resources and installed and assured in shortorder? The focus of this analysis is on customer-owned resources, in and on customers’ premises. Theyare largely behind-the-meter on the customer’s side of the meter. The primary target is cuttingpeak demand, reducing megawatts, or inversely generating “negawatts.” The objective is torealize savings achieved through “demand-side management,” which includes efficiency andload management, plus distributed resources like solar, batteries, and connected EVs. InGlendale’s case, the challenge is heightened by promoting energy efficiency, load management,and distributed energy resources to residents from foreign countries and different cultures.

The Best Practices Analysis● Energy Efficiency● Load Management● Distributed Energy Resources 4 Data provided by Hovsep Barkhordarian, Glendale Water and Power, November 2022. 8 52 of 1381

This Best Practices Analysis presents a broad set of innovations and solutions for consideration.Good ideas in the form of effective program design can augment current works, adding to thecurrent portfolio, can be stitched together in a custom way for Glendale. Are there examples ofsuccessful programs from other California utilities – municipal utilities, investor-owned utilities,and now community choice aggregators – that are instructive and might potentially beemulated? We think so.

Defining Best Practices
Digging into the definition of “successful” and “exemplary” programs is important.Fundamentally, is an initiative or program worthy of consideration for replicating in Glendale? There are many ways to define success. All are valid. A consistent message from industrypractitioners – energy efficiency program designers - is that no one shoe fits all. You’ve got toprovide a rich tapestry of programs. They have to be well designed and well messaged, withsufficient time spent before program launch to explain and alert customers that it’s coming andwhy participation is so cool! This is something that utilities have never had to do. 5 Definingsuccess is also qualitative, suggesting the important behavioral dimension of energy efficiencyprograms.

Definitions of Program Success

1. Level of Savingsa. kWh (energy)b. kW (capacity)

2. Participation Ratesa. Percent of universe and/or target segment that participateb. Depth of savings, penetration, per customer

3. Behavioral Changea. Motivates customer segments to take actionb. Stimulates long-term thinking and action 5 Adam Maxwell, former official at Esource, personal communications, October 2022. 9 53 of 1381

The Results Center
EcoMotion has a history documenting best practices in the energy efficiency program design space. After working at Rocky Mountain Institute and developing materials on best technologies – lighting, HVAC, drivepower, refrigeration, etc. – EcoMotion’s founder and leader, Ted Flanigan, was funded by the John D. and Catherine T. MacArthur Foundation to focus on how to motivate power users to use less. With foundation support and an early membership, The Results Center was born in 1990 and tracked the most successful programs in North America, then Europe and Asia. Each case study was presented in sufficient detail as to hold up in regulatory scrutiny.

The Results Center6 case studies were written from 1990 - 1996 and were detailed. Each case study was presented in a standard format for ease in comparison. Each case study had an executive summary in written and tabular form. The case studies then covered marketing approaches, implementation strategies, participation rates, costs, annual and cumulative savings, and lessons learned. Fully 128 case studies were written. Unfortunately, there does not seem to be a select repository of successful programs today. This made the search for best practices much more difficult.

To find insights on exemplary programs and initiatives that might make sense for Glendale, EcoMotion developed and carried out a number of tactics. EcoMotion tracked a number of trade associations and their energy efficiency and energy management awards. These include the American Public Power Association, (APPA), California Municipal Utilities Association (CMUA), Electric Power Research Institute (EPRI), Edison Electric Institute (EEI), National Rural Electric Cooperatives Association (NRECA), and the California Community Choice Association (CalCCA). These groups’ awarded programs are baked into the research findings.

ACEEE Demand Side Management Survey
The American Council for an Energy-Efficient Economy (ACEEE) publishes an annual utility efficiency scorecard. The most recent version assessed the energy efficiency initiatives of the 52 largest utilities across the country.7 It is a rich assortment of programs and services for GWP consideration. The report gives an overall score and also spotlights utilities with exemplary programs. Note that the definition of “efficiency programs” is inclusive and crosses over to load management initiatives and distributed energy resources. 7 ACEEE Research Report, The 2020 Utility Energy Efficiency Scorecard, February 20, 2020,https://www.aceee.org/research-report/u2004; https://www.aceee.org/sites/default/files/pdfs/u2004%20rev_0.pdf 6 The Results Center,https://ecomotion.us/the-results-center/ 10 54 of 1381

ACEEE’s 2020 Award-Winning Utilities:
1) Eversource MA2) National Grid MA3) San Diego Gas & Electric CA4) Commonwealth Edison IL5) Baltimore Gas & Electric MD6) Pacific Gas & Electric CA7) Los Angeles Department of Water & Power CA8) DTE Energy MI9) Pacific Gas & Electric CA10)Eversource CT Tapping the Experts
Having done considerable research scouring the industry for exemplary demand-sidemanagement programs, it was time to lean on the EcoMotion network. Some of The ResultsCenter advisors are still in the business. We’ve been guided to leading program designers acrossthe country. These experts were approached and asked about their insights into leading utilitiesthat are cutting customer energy use and slashing peak demand.

We got lots of insights. We’ve taken a national perspective from Rhapponeck ElectricCooperative in Virginia, to ConEd in the Big Apple, to ComEd in Chicago, and Holy Cross inColorado. Naturally, EcoMotion was proud that California’s utilities were often heralded fordelivering energy efficiency services. Chapters 2 - 5 of this report are a fertile ground for GWPprogram design and includes dozens of programs selected for consideration.

The Experts:

1. Ralph Cavanagh, Natural Resources Defense Council2. Ahmed Faruqui, former Brattle Group3. Adam Maxwell, former Esource4. Bryan Hannagen, Holy Cross Energy5. Randy Reuscher, Fort Collins Utilities6. Rich Philip, Peak Load Management Association7. Rachel Gold, Rocky Mountain Institute8. Paul Spencer, former Clean Energy Collective 11 55 of 1381

9. George Baker, Gridworks Energy10.Dylan Voohies, Vermont Energy Investment Corporation In each case, the experts provided insights on their leading utilities and program designs. AdamMaxwell, for example, provided this list based on his recent experiences: Consolidated Edisonfor targeted DSM and in particular, targeted Demand Response. He mentioned a mobile energystorage unit concept. Commonwealth Edison in Chicago is to be noted for its programinnovation, specifically for its programs’ behavioral bent and how they engage customers.

Maxwell’s list of progressive energy services providers includes Austin Energy, the Salt RiverProject, Avista, Excel, and the California utilities. Rachel Gold, now with Rocky MountainInstitute, and formerly with ACEEE, provided Sacramento Municipal Utility District, Duke,Arizona Public Service, Hawaiian Electric Company, and Green Mountain Power. The expertssuggestions and contacts were helpful in fleshing out this best practices report.

Best Practices Far and Wide
The search for best practices results in at least one fork in the road, explains Rachel Gold withRocky Mountain Institute. 8 In her experience, largelyat ACEEE in Washington DC, she finds thatsome programs and utilities are exemplary for their innovative kinds of services. Others aresuccessful at scale. She cites Duke, Arizona Public Service, and SMUD for trying to get it rightand “maybe SMUD for scale.” HECO’s commission is trying to make HECO do it, she says. GMP isin the innovative category. But she makes clear that few utilities are achieving efficiency atscale. The top ten utilities in the nation for efficiency are saving 1.5% of sales each year. 9 Clearlyefficiency is a fringe activity relegated by many utilities as a public benefit versus a resource.

GWP’s planners and program designers for public benefits programs as well as utility resourceprograms are familiar with California programs and initiatives, especially those from municipalutilities. California Municipal Utilities Association’s annual energy efficiency report presentseach utility’s programs, progress, and successes. This Best Practices Analysis builds on andaugments that base of program knowledge with best practices from outside of California. Thisreport presents findings nationally.

Further afield, but often intriguing, if not instructive, are programs and initiatives from othercountries that might be adapted and deployed for GWP benefit. Included is a daily outreach 9 Eversource Massachusetts and National Grid Massachusettsled the pack and respectively achieved 3.1% and 3.7% energy savings as apercentage of sales in 2018. SMUD and Seattle City Light were achieving 6+% savings in the 1990s from their EE programs. 8 Personal communications with Rachel Gold, Rocky Mountain Institute, October 2022. 12 56 of 1381

program from South Africa, and a new tariff in the United Kingdom. How can GWP engage thepublic to cut carbon, keep rates in check, and build GWP system reliability? Are there examplesof this that can be fashioned for Glendale? What follows are chapters that review energy efficiency, load management, and distributedresources programs far and wide for potential replication in Glendale. As a new utility resource,and given its potential, the report has a special section on EVs and Vehicle Grid Integration. Theteam then provides an analysis of GWP’s energy efficiency programs, before concluding with adiscussion of strategic considerations, and then a final chapter on recommendations andpotentials for the Glendale Water and Power.

Best Practices - Energy Efficiency
Residential Programs
This section of the report focuses on energy efficiency programs. We begin with the ResidentialSector and then address the Commercial, Industrial, and MUSH Sectors. MUSH refers toMunicipal, University, Schools, and Hospitals. In each case, we highlight exemplary programsand approaches for consideration.

Before diving in, we salute the pioneers! Seattle City Light claims to have the longest continuallyrunning energy efficiency program in the country. Since its inception in 1977, energy efficiencymeasures supported by the utility have been installed in residential, commercial, and industrialfacilities throughout the service territory. As a result of these legacy and current programs, CityLight’s annual load was reduced by over 1,380,000 megawatt-hours in 2018. That is theequivalent annual electricity use of 190,000 average Seattle homes. 10 Featured Utility: Seattle City Light
Seattle City Light, a Department of the City of Seattle,is the 10th largest public electric utility in the UnitedStates. It has some of the lowest rates of any urbanutility – providing reliable, renewable and 10 Seattle City Light Customer Guide,https://www.seattle.gov/light/AboutUs/CustomerGuide/docs/Fingertip-Facts_2018.pdf 13 57 of 1381

environmentally responsible power to nearly one million Seattle area residents. 11 The City of Seattle took the 2
rd
place overall inthe ACEEE 2021 City Clean Energy Scorecard.

Seattle ranked first in Community-Wide initiatives garnering praise for GHG reduction goalsfor the community and strategies to mitigate the heat island effect. 12 Also, the city hasundertaken community engagement with historically marginalized local groups.

ACEEE cited Seattle’s stringent building energy codes and noted the City has institutedmultiple requirements to improve the energy performance of large existing buildings. The Cityfollows the State of Washington building mandates as well.

Green Power Program: Seattle City Light's Green Power Program funds local renewableenergy demonstration projects. A portion of funds support education and training programsfor teachers, students, and the general public. Since 2002, the program has completed 24solar projects at schools, parks, libraries, and other public places. 13 Education Programs
Education programs are perhaps at the root of utility’s energy efficiency program portfolios.Programs tailored to our youth will have lasting impacts. GWP has done well in this department,partnering with both LivingWise and the Solar Schoolhouse.

PEAK Student Energy Actions
Peak Student Energy Actions is another student educationprogram, with hands-on and classroom lessons. It wasdeveloped by The Energy Coalition to teach “smart energymanagement,” being efficient, shifting loads off peak, andfulfilling base power requirements with renewables. PEAK’sprograms run in schools in Northern and Southern California, Illinois, and in Sweden. PEAK issponsored by utilities and implemented by teachers in schools. 14 14
PEAK Program Video,https://crscience.org/educators/pdpeak/https://vimeo.com/user7299372 13 Seattle City Light Green Power Program,https://cebrightfutures.org/partners/seattle-city-light 12 ACEEE 2021 Clean Energy Scorecard,https://www.aceee.org/research-report/u2107 11 Seattle City Lights,https://terragotech.com/resources/customer-success-stories/seattle-city-lights/ 14 58 of 1381

Sonoma Clean Power (SCP) Advanced Energy Center
SCP has introduced a whole-service center which includes onlineresources and a Brick and Mortar Hub. 15 The center supports mostlybuilding electrification, but energy efficiency too. It includes rebateinformation, an “Educational Hub” with many videos on everything fromoptions for electric and energy efficient heating, cooling and cooking options, yard equipmentto education on solar and storage, and education on finance. The Hub offers training forcontractors and a prescreened contractors list also. Customers can visit the Advanced EnergyCenter building by booking a 30 minute tour to see the latest energy saving equipment and trythe state-of-the-art appliances.

Sonoma Clean Power (SCP) New Headquarters is a Grid Optimized Building SCP’s new headquarters is the first pilot project for the GridOptimal ®Buildings Initiative, a joint program of the New Buildings Institute and theU.S. Green Building Council. 16 The program aims toredefine how buildingdesign and operations can cost-effectively support decarbonization of thepower grid and a fully renewable electricity supply. “After eight years of growing our team and expanding our mission, we’re able to show what anadvanced energy building looks like in practice with the most efficient and climate-friendlyfacility we know how to build,” said Geof Syphers, CEO of Sonoma Clean Power. “Our newheadquarters is a ‘test case’ that’s working well, and we want people to know that this can bereplicated — that clean electricity and decarbonization are attainable today. We also wantpeople to understand that a 24/7 zero-emissions future for buildings is achievable andpractical.” 2022 Chartwell Silver Program AwardNational Grid – LED Marketing Campaign NG New York received the Chartwell Silver Program Marketing Awardfor its “Choose the Right Light” campaign, developed with MowerEnergy and Sustainability. The campaign used customer-centric storytelling to amplifyawareness and educational content to prompt the sale of more than 3.5 million LEDs in a singleyear and enable the utility’s Residential Energy Efficiency Lighting program to exceed its annual 16 World’s First “GridOptimal” Building, September 21, 2022,https://cal-cca.org/21131-2/ 15 Sonoma Clean Power Advanced Energy Center:https://scpadvancedenergycenter.org/ 15 59 of 1381

energy-savings goal by more than 150%. Mower Energy and Sustainability writes about thecombined effort:
17 “Making the switch to LED light bulbs may be the right thing to do, but it does come with somechallenges. In order to choose the right light for the right environment, we need to educateourselves on the language of LED technology. Our multichannel “Choose the Right Light”campaign for energy company National Grid did precisely that. Two parts education and two-part customer engagement, it helped educate millions of customers and sold more than 3.5million LEDs in a single year, which was +157% above their goal. You can learn more about thewinning work here”. 18 East Bay Community Energy Residential Energy Efficiency Program The program
19 has something to offer for all residentsinpartnership with Bayren and others and includes the following:Induction cooktop loan program; Induction range rebate of$750; Heat pump rebates of up to $2,000; Home appliance assessments and resources;Income-qualifying programs; and smart charging programs for electric vehicles.

Sonoma Clean Power DIY Toolkits for Library Loan
Sonoma Clean Power offers an energy efficiency/water savings DIY tool kitavailable for loan at Sonoma and Mendocino County Library locations. 20 Each toolkit comes with a copy of a Home Energy and Water SavingsGuidebook that provides tips and guidance on simple home upgrades, as wellas dimmable LED light bulbs, weather stripping, low-flow shower heads andaerators for customers to install. Also included are measuring devices like a Kill-a-Watt, infraredlaser thermometer, and flow rate bag to help to save energy, water, and money. Customers canborrow the meter, thermometer, and flow rate bag for 3 weeks as a library loan.

The program is a partnership between Sonoma Clean Power, County of Sonoma Energy andSustainability Division, Sonoma County Library, County of Mendocino, Sonoma Water, SonomaMarin Saving Water Partnership,and the Mendocino County Library. 20 Sonoma Clean Power DIY Toolkits:https://sonomacleanpower.org/programs/diy-toolkit 19 EBCE Residential Programs:https://ebce.org/programs-residential/ 18 https://fierce-friends.com/wp-content/uploads/2022/01/NG-Lighting.pdf 17 Chartwell 2022 Silver Best Practice Award:https://mower.com/news/mower-and-national-grid-receive-chartwells-2022-silver-best-practices-award-for-utility-marketing-campaign-the-right-light/ 16 60 of 1381

Household Energy Assessments
Typically free. Typically backed up with some “goodies,” like water-efficient showerheads andfaucet aerators, some LED light bulbs, perhaps a refrigerator inspection for age and condition.These programs often check for a second refrigerator in the unconditioned garage? We hear ofthe importance of sensitive crews entering homes of customers who come from foreigncountries, may not speak English, are fearful of authorities in their spaces, etc.. 2019 APPA Award WinnerCity of Palo Alto Home Efficiency Genie The Genie House Call program
21 has generated a highlevel of trust in the Palo Altocommunity by providing energy efficiency services tailored to individual needs sinceeach home and its occupants are unique. As a result, the program has received ahigh Net Promoter Score: 9 out of 10 Genie House Call customers wouldrecommend the program, and 94% of Genie House Call customers say they are “verysatisfied” with their utility, compared to 76% of CPAU customers overall.Comparatively statewide, 57% of municipal customers say they are “very satisfied” with theirutility. The Genie has become a supportive and reliable resource for all of a homeowner’sefficiency needs.

Avista Energy “ Always On” Energy Calculator
Avista Energy Washington has a simple online tool forcustomers to discover average energy use of items theyleave plugged in. 22 “Find out how much you could savebypulling the plug.”Customers can select devices fromapull-down menu and see average yearly kWh use andapproximate cost. The “Always On” listis comprisedof appliances and electronic devices thatare always plugged and are consuming energy even when not being used. Electronics maycontinue to use power even when they are in the off, standby or sleep modes.

Several examples from the list include the Mobile Charger (each device) average kWh/year = 20,Energy cost/year = $2.00; Desktop Computer (each device) average kWh/year = 342, Energycost/year = $31.00; DVR (each device) average kWh/year = 446, Energy cost/year = $40.00 22 Avista Energy Always On Calculator:https://www.myavista.com/energy-savings/always-on 21 Palo Alto Home Efficiency Genie:https://www.cityofpaloalto.org/Departments/Utilities/Residential/Home-Efficiency-Genie 17 61 of 1381

Customers are given suggestions on how to reduce their carbon footprint such as unpluggingdevices, using a digital timer, adjusting power settings, plugging devices into a smart powerstrip, looking for the ENERGY STAR label when purchasing new electronics, and weighingenvironmental Impacts.

Around 20% of a home’s electricity use is due to always on consumption. For an average homeusing 900 kWh, that is 180 kWh per month. Pulling from resources such as the Berkeley LabStandby Power 23 Avista educates customers. In Spokane,an average home’s annual “Always on”usage is 2,160 kWh.

Types of Rebates
Perhaps the most basic energy efficiency program design is to provide incentives for energyefficient devices, be they lighting products, HVAC, refrigerators, etc. These “prescriptiverebates” provide a per-unit price. Custom rebates are generally used for larger clients thatemploy a number of energy management and even operational strategies to cut power use for aset number of cents/kilowatt-hour.

Classic Rebates: Let’s call it the “cereal box rebate”model. There’s a coupon that you get whenyou buy a new set of LED lamps, you fill them in, mail them to the redeemer, and wait forweeks. Often such a coupon redemption process concluded with a message that for somereason or another, your rebate application was too late, incorrectly filled, no longer valid, etc.

Classic rebates still exist. You buy or lease an EV in California, and you are eligible for a clean airrebate. Just follow the paper process and ultimately receive a check.

Instant Rebates: Within the realm of rebates are “InstantRebates.” These really make the rebateprocess efficient. Instant gratification for consumers. Rather than taking a coupon and mailing itin, and hoping for the best, you get the rebate value as you check out. The store takes care of itwith the utility.

Contractor Rebates: Another form of rebates targetthe contractors, not the end users. This canbe very efficient. Sometimes contractor competitions can be used. For instance, the contractorwho sells the most heat pumps gets a free, all-expenses-paid trip to Hawaii. Studies have foundthat when well designed, this targeted, upstream rebates approach can be more cost effectivethan incentivizing every consumer. 23 Berkeley Lab Standby Power:https://standby.lbl.gov/
18 62 of 1381

Upstream Incentives: Let’s push further upstream. If you can get a manufacturer to change theformula for making something, and it saves everyone money for years and years to come …that’s a home run. The Golden Carrot proved to be a telling story of how to do so with 18 cubicfoot refrigerators. It was a manufacturer's incentive program run by the Consortium for EnergyEfficiency out of Boston. It was formally known as the Super Efficient Refrigerator Program.

Super Efficient Refrigerator Program
In the early 1990s, a group of utilities, started by Pacific Gas and Electric and Southern CaliforniaEdison, along with the U.S EPA and the Natural Resources Defense Council, recognized thatthere was a gap between the high energy use needed to power typical refrigerators and thelevel of performance that was potentially available with more efficient technology. They wantedto know what would motivate manufacturers to supply the market with super efficientrefrigerators. 24 Others signed on including the Bonneville Power Administration, Los Angeles Department ofWater and Power, Long Island Lighting Company, Sacramento Municipal Utility District, and theWashington State Energy Office. Together, they engaged in brainstorming before deciding on awinner-take-all manufacturer competition to design a market-ready refrigerator that would be25 - 50 % more efficient. The winning plan also had to show that the company was able tomanufacture the product, distribute it, and track its sales.

In turn, the winning refrigerator would be promoted by efficiency programs. By the time theprogram was underway, a total of 24 utilities had joined in, making the prize worth $30 million,plus a broad swath of the market available in which to promote the winning product.

In 1994, over 7,000 MWh were saved through the purchase of new refrigerators. WhileWhirlpool won that first contest, other manufacturers recognized the predictable andcoordinated support from program administrators and quickly featured efficiency in order tocompete in the market. SERP also showed that utilities, working together, could advanceefficiency. The Consortium for Energy Efficiency was born. ***
Next best is to influence those that distribute wares. The greener the line of things they rep, thebetter. Then it's the retailer. He or she can really make the efficiency deal. The consumer is atthe end of this supply chain of green products. Can Glendale do anything about that? Perhaps.This is all part of the market transformation. 24 CEE Golden Carrots (SERP),https://cee1.org/content/golden-carrots-beginning 19 63 of 1381

Prescriptive Rebates: This tends to confuse people. Let’s just call them rebates! We are allfamiliar with them: You get a $10 rebate for each efficiency lamp you buy. Everyone gets thesame deal … whether it’s solar, batteries, or energy efficiency measures. These measures andtheir rebate prices are “prescribed.” Also known as “deemed rebates,” the rebates are money-back for purchasing and installingqualified energy-saving products. These include lighting, refrigeration, HVAC, boilers and waterheaters, food service equipment, and variable frequency drives. Some refer to these as “targetedrebates” when focused on a technology or geographic area, for instance heat pump waterheater incentives for contractors … $1,000 a shot.

Custom Rebates: In contrast to prescriptive rebatesare custom rebates. If an industry, forexample, can change its process to use less energy, and can prove it, can be rewarded with acustom rebate. Its prices are based on the kWh and kW saving values that the measures create.

Multifamily / Apartment Programs
Sacramento Municipal Utility District - Go Electric Programs Multifamily property program for EV charging, heat pumpHVAC, dryers, cooktops for 5 units or more (Incentives are alsoavailable to install upgrades that improve energy efficiency andto install electric vehicle charging stations). 25 Examplesof efficient electrification incentivesinclude:
● Heat Pump water heaters: $1,800 - $2,000● Heat Pump HVAC heating/cooling systems: $1,400 - $2,500 or $2.50/ft2 served● Residential heat pump dryer: $400● Induction Cooktops $750 gas to electric, $100 electric to induction electric● Energy efficiency incentives to replace older, less efficient heaters, appliances Puget Sound Energy - Energy Efficiency For Renters
PSE offers special incentives on energy-efficient in-unitand common area equipment for multifamily propertieswith five or more attached units. Landlord participation is 25 SMUD Multi-Family Electrification and Efficiency Incentives,https://www.smud.org/en/Business-Solutions-and-Rebates/Business-Rebates/Multi-Family-go-electric-incentives 20 64 of 1381

required. Renters are asked to share the multifamily retrofit page with their property manageror download the multifamily retrofit brochure. 26 There are free direct-install replacement measures, electric incentives, and natural gasincentives. Higher incentives are available for “Mod” income or income-qualified tenants.

The offers are extensive and include appliances, thermostats, air sealing, window replacementand insulation, and incentives to reduce electric induction appliances Free Direct Installation:● LED Replacement● Advanced Power Strip● Shower valve● Bathtub spout (thermostatically controlled model prevents loss of hot water) Electric Incentives:● Air sealing○ Attic sealing—$1.00 per sq. ft.○ Crawlspace/underfloor sealing—$1.00 per sq. ft.○ Dense pack wall insulation—$3.00 per sq. ft.○ Door kit—$100 each Windows and Sliding Glass Doors:● $3 per sq. ft. (upgrade from U-factor of .30 to .22 or lower)● $5 per sq. ft. (upgrade from U-factor of .60 to .30 or lower)● Now $7 per sq. ft. (upgrade from U-factor of .60 to .22 or lower)● In-unit LED retrofit, $30 per lamp● In-unit kitchen LED replacement, $70 per fixture● In-unit ENERGY STAR® certified front loading clothes washer, $50 per unit Extra Incentives for Income-Qualified● Windows and sliding glass door, $6 - $18 per sq. ft.● In-unit LEDs, (free)● Common area LEDs, $.05 per kWh● Smart line voltage thermostats, (free) 26 PSE Brochure for multi-family retrofit,https://www.pse.com/-/media/PDFs/REBATES/4111_wb_MF_Retrofit.pdf?sc_lang=en&modified=20221011210734&hash=FDC3521504A186E40CF36A2B3C1B8DB1 21 65 of 1381

For PSE Landlords: Incentives apply to all existing multifamily properties with five or moreattached units located in PSE’s service area. Landlords are encouraged to schedule a freeeligibility assessment to determine the range of eligible energy efficiency upgrades, and toprioritize low-cost and no-cost energy and water saving upgrades. Program managers work withlandlords then to request bids for capital improvements from PSE’s Contractor Alliance Networkmembers.

Low Income Programs
Low income programs are important for social equity and to address the regressive nature ofinefficiency. These programs are generally subsidized, often 100% of the cost of measures iscovered at no charge to the customers. This “direct install” approach gets the job done; it getsmeasures installed.

Stewards of Affordable Housing Bringing Sustainability Home Bringing Sustainability Home provides practical resources, tools, andstep-by-step guides that make it easier for affordable housing practitionersto adopt environmentally sustainable practices. 27 Inthis space, affordablehousing practitioners share learnings and best practices from theiron-the-ground experience with green building programs and healthybuilding strategies. This includes resilient building strategies in response toclimate change that directly impact the operations of these communitiesand the lives of its residents. SAHF partners with key organizations—including Energy Efficiencyfor All and the Healthy Building Network—to create opportunities for the energy, affordablehousing, and health industries to collaborate to ensure sustainable, equitable outcomes forresidents.

The SAHF website contains multiple resources for download: fact sheets, white papers andresource papers in environmental and health areas. Topics include: Buildings Upgrade FactSheets For Residents, Driving Toward The Greater Good White Paper, Centering Residents InBuilding Decisions, Leveraging Utility Programs Case Study. 27 SAHF Bringing Sustainability Home, https://www.sahfnet.org/bringing-sustainability-home 22 66 of 1381

ACEEE 2020 Energy Efficient Scorecard SpotlightAmerican Electric Power – Ohio Low Income Low Income Community Assistance Program (CAP) and exemplaryperformance in weatherization services. AEP OH’s Community AssistanceProgram (CAP) offers an array of energy efficiency programs and healthyhome enhancements to residential customers with annual incomes at orbelow 200% of the federal poverty line. 28 Multifamily units are also eligible to participate if at least half of the units in an apartmentbuilding with less than 50 units are rented by eligible customers and are individually metered.Along with air sealing and insulation, this program offers measures such as appliance recycling,home audits, HVAC replacement, health and safety repairs, and more at no cost to thecustomer. To implement this program, AEP OH distributes funding to community-basedagencies.

SCE Low Income Programs
SCE offers discounts to income qualifying customers throughseveral CPUC originated programs such as Family Electric RateAssistance (FERA) and California Alternate Rates for Energy(CARE). 29 FERA qualifying families receive 18% offtheir electricbills. CARE income qualifying families of two or more receive up to 30% off their monthlyelectric bills.

SCE Medical Baseline Allowance
An additional 16.5 kilowatt-hours per day of low-priced “baseline” energy isprovided year round for persons with certain medical conditions to help offsetthe price of running the medical device.

SCE Energy Assistance Fund
SCE allows customers to donate money to help other customers 30 . The programtheme is, “Your Pennies Can Help Power a Home.” SCE works in partnership with 30 SCE Energy Assistance Fund,https://www.sce.com/residential/assistance/energy-assistance-fund 29 FERA/CARE, https://www.cpuc.ca.gov/consumer-support/financial-assistance-savings-and-discounts 28 ACEEE 2020 Utility Energy Efficiency Scorecard, February 2020, report U2004,https://www.aceee.org/sites/default/files/pdfs/u2004%20rev_0.pdf 23 67 of 1381

the United Way of Greater Los Angeles. The program has provided one-time bill payments of upto $100 for nearly 250,000 qualified Southern California households since the Energy AssistanceFund started in 1982. In 2021, 15,000 SCE customers received help.

Peninsula Clean Energy Home Upgrade Program
The Peninsula Clean Energy Home Upgrade program provideshome repairs, insulation, windows, appliances for income qualifiedhomeowners in San Mateo County. There is no cost for theassessments or installations. The work covers windows, plumbing,water heating, and stairway railings. 31 East Bay Community Energy “Health-e-Homes”
Health-e-Homes is for low and moderate-income residents. 32 Participants receive energy efficiency and home electrificationservices. The program is not free, but offers low to 0 interestloans to cover costs over a period of 15 years. Programpartners are BlocPower and ReValue.io for home energyassessments and support.

Featured Provider: BlocPower
BlocPower – a World Economic Forum GlobalInnovator that was recently ranked fourth on FastCompany’s 2022 worldwide list of most innovativecompanies – has proven that off-the-shelf electricheat-pump technology, coupled with a holisticfinancing and installation model, can quicklydecarbonize buildings in low-to-moderate income communities with no upfront cost to theproperty owner. 33 BlocPower has installed electric heat pumps in more than 1,200 buildings in New York City,where the company is based, and now has projects in more than 25 cities across the US. 33 3urban energy innovations with global implications,May 12, 2022,https://www.weforum.org/agenda/2022/05/3-urban-energy-innovations-with-global-implications/ 32 Residential Programs Health-e-Homes Program:https://ebce.org/health-e-home/ 31 Peninsula Clean Energy Home Upgrade Program,https://www.peninsulacleanenergy.com/home-upgrade-program/ 24 68 of 1381

Meanwhile, the International Energy Agency (IEA) has endorsed phasing in electrification bycalling for 1.8 billion heat pumps in buildings by 2050. Currently, only 180 million heat pumpshave been installed, or about 7% of systems worldwide, but adoption rates are growing,especially in China, Europe and North America. To reach underserved communities, however,locally tailored models for financing and installation are critical.

LADWP Free Refrigerator Exchange Program
Low income residents can exchange older models for new Energy Starmodels. 34 Multifamily affordable housing units andnon-profits alsoqualify. The LADWP's Refrigerator Exchange Program provides newenergy-saving, ENERGY STAR® rated refrigerators in exchange for qualifiedolder model refrigerators, free of charge. The Refrigerator ExchangeProgram offers participants either a 15 or an 18 cubic foot model.

To qualify, the refrigerator must be located in the LADWP service territory and owned by thetenant, property owner, or organization. It must be at least 10 years old and a minimum of 14cubic feet (ft2). In working condition and used as the primary unit – not in storage (must belocated in the kitchen for residential customers). It must be plugged into a properly groundedoutlet. All refrigerator outlets must be properly grounded with a 3-prong plug in accordancewith Article 250.114 (3)(a) of the National Electrical Code.

The program estimates savings of $60 annually on refrigerator operating costs as New EnergyStar qualified refrigerators use half the electricity of non-Energy Star models.

Los Angeles Department of Water and PowerACEEE 2020 Energy Efficient Scorecard Spotlight - Most Improved Emerging EE Programs LADWP was the most-improved utility in the ACEEE 2020 Scorecard. 35 Much of this is due to improvements in portfolio comprehensiveness; itis the second-most improved utility in the emerging program offeringsmetric. LAWDP had only three “emerging” program offerings in 2017 butnow has 13, demonstrating its commitment to energy efficiency and tooffering program solutions for a more diverse range of customers andend uses. 35 ACEEE 2020 Utility Energy Efficiency Scorecard, February 2020, report U200,https://www.aceee.org/sites/default/files/pdfs/u2004%20rev_0.pdf 34 LADWP Refrigerator Exchange Program,https://tinyurl.com/LADWP-Refrigerator 25 69 of 1381

LADWP has responded to California’s increased goals for energy efficiency savings from utilityprograms, codes and standards, financing, behavioral programs, market transformation, andimprovements in the agriculture and industry sectors. To meet these goals, LADWP hasundertaken programs such as free home upgrades and a residential energy efficiency loan(REEL) program to assist customers with financing energy efficiency improvements.

Alameda Municipal Power Residential Incentives and Rebates ● Electric Bikes○ Up to $600● Smart Thermostat○ $50● Electric Panel Upgrade○ Up to $2,500● EV Charger○ Up to $800● Heat Pump Space Heating○ Up to $1,500● Heat Pump Water Heater○ Save $1,500● Used Electric Vehicle○ Up to $1,500● Electric Clothes Dryer○ Up to $100● LED Lighting Commercial, Industrial, and MUSH Sector Programs
Energy efficiency takes a step up when we move to the commercial sector, to the commercialsector, and to the MUSH sector – Municipal, Universities, Schools, and Hospitals. These arelarger properties, more lightbulbs, etc. In these sectors, there are great opportunities forefficiency at scale.

Assessments / Coaching
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MCE Commercial Strategic Energy Management
MCE’s Strategic Energy Management program provides an“Energy Coach” who flags operations and maintenancechanges for greater efficiency. The program highlightsstakeholder engagement and an onsite walk through. Theprogram is available for commercial , municipal,agricultural, industrial, multifamily properties, (5 or more units). The program is administered byClear Result. The coaching is complemented with incentives: Marin Clean Energy pays 3 centsper kWh and 25 cents per therm saved. Promo materials suggest that participation, “Helps youreduce your energy use by 3 - 15% with little to no capital.” Chicago Building Energy Rating/Benchmarking System
The initial Chicago Energy Benchmarking ordinance,adopted in 2013, raises awareness of energy performancethrough information and transparency, with the goal ofunlocking energy and cost savings opportunities forbusinesses and residents. 36 Building owners or managersof properties 50,000 square feet or greater are required tomeasure and report whole-building energy use once ayear, and have the data verified once every three years. Allwork can be done in-house and there is not a requirementto hire a third party.

Zero to Four Star Rating: In 2017 The City createdthe Chicago Energy Rating System. The newrating system is based on existing and publicly available energy data, alongside recent energyimprovements to buildings. Each building over 50,000 square feet is required to post their ratingin a prominent location on the property, and share this information at the time of sale or leaselisting. The Chicago Energy Rating System officially launched in August 2019. The delay betweenthe ordinance passage and the launch of the program was intended to give building owners andthe City ample time to prepare for the new Rating System. The program is managed by Elevate,a non-profit Chicago-based Energy Organization. 37 37
Elevate Benchmarking Program, https://www.elevatenp.org/municipal-energy-benchmarking/ 36 Chicago Building Benchmarking Ordinance,https://www.chicago.gov/city/en/progs/env/building-energy-benchmarking---transparency.html 27 71 of 1381

PG&E Business Energy Checkup Program
Small and medium businesses can sign up free for the Business Checkup. It’san online program 38 . There are 3 steps to the program:1. Register to haveenergy use tracked over a year, month or week. 2. Answer some questionsand receive great ideas to help create savings. 3. Create an energy savingsplan.The program is available 24/7. Details arein easy-to-read pages, oravailable on video. Business owners register using their account informationand get detailed energy savings information and resources. PG&E offers extensive catalogs ofrebates under different categories for commercial customers.

Renew Boston Community Initiative - Embedded EnergyManager The Renew Boston Initiative has placed the City among theenergy elite worldwide. 39 Boston leaders have instilledcommunity-wide programs and partnered with local utilitypartnerships to reduce energy consumption in a wide rangeof areas including wind turbines, solar panels, and recycling.Boston has replaced standard street lights with LEDs. Itsunderlying objective is to entirely rely on renewable energy systems that are bothhuman-produced and completely organic. Work with NSTAR and National Grid on the initiative,designed to strategically leverage utility programs to meet the City's aggressive energyefficiency and renewable goals. Through the program, the electric utility loans the customer oneof the utilities’ full time utility program managers. The program manager helps to identify andcoordinate large energy efficiency projects.

New Construction Design Services
Given the scale, it behooves utilities to work carefully with new construction projects in theservice territory. Getting efficiency embedded early, from the initial design onward tocommissioning, will result in the greatest efficiency gains, and gains that last. 39 Eight Innovative Cities,https://biofriendlyplanet.com/eco-awareness/energy/8-innovative-cities-using-technology-to-reduce-energy-use/ 38 PG&E Business Energy Check-Up:https://www.pge.com/en_US/small-medium-business/save-energy-and-money/energy-savings-tools-and-tips/business-energy-savings-tool.page? 28 72 of 1381

California Energy Design Assistance
CEDA is an assistance program provided in SCE, SDG&E,PGE, and SoCalGas territories for new construction or majorretrofit projects. 40 The program is managed in partnershipwith Wildan and is available for commercial, public,industrial, agriculture, and high-rise multifamily designs. The program offers energy designassistance, lifelong energy savings and financial incentives. The program is offered on afirst-come, first-serve basis and is funded by the utilities and funding through the public purposesurcharge.

Building Initiative for Low-Emissions Development (BUILD) Sponsored by the California Energy Commission, BUILD provideseligible applicants constructing their first all-electric, low-incomemultifamily building (10+ units) with up to $100,000 design award todefray direct design costs, and 300 hours of no-cost technical assistance. Builders or owners oflow-income housing can receive up to $2,000,000 incentive program cap per applicant. 41 Puget Sound Energy New Construction Incentive Options PSE's new construction programs will help you lower the cost ofincorporating energy-efficient systems and equipment into yourdesign. When planning a new project be sure to integratemeasures that will help you build more efficiently and earnincentives through PSE's new construction programs.

Current PSE new construction programs include:
● High Performance Homes:Customers earn incentivesfor building new single-familyhomes that are beyond the current energy code with three or fewer attached units ● New Multifamily:Customers earn for building beyondthe current energy code orcommissioning a new business site 41 CEC - Building Initiative for Low-Emissions Development Program (BUILD),https://www.energy.ca.gov/programs-and-topics/programs/building-initiative-low-emissions-development-program 40 California Energy Design Assistance Program:https://ceda.willdan.com/ 29 73 of 1381

● Energy Star Manufactured Homes:Customers earn incentives for buying Energy Starcertified manufactured homes ● Commercial New Construction:Earn incentives for incorporatingenergy efficientequipment and efficient design strategies into your new construction building.

LADWP Zero By Design New Construction Incentive Program LADWP’s Zero By Design encourages developers to build moresustainably by providing financial incentives for commercial andhigh-rise multifamily new construction projects which exceed Title 24or industry standards. 42 LADWP Zero By Design’s WholeBuildingPerformance path rewards developments which exceed Title 24requirements by more than 10%.

Owners receive incentives to help offset the added costs of building more efficiently. Inaddition, applicants receive complimentary design assistance and review to aid them in realizingtheir projects’ maximum efficiency potential.

Design Teams may also be eligible for incentives by attaining aggressive energy savings goals. Inorder to qualify, Design Teams must submit an approved energy model to participate. Note thatDesign Team incentives are capped at $50,000 per project.

LADWP Zero By Design Express provides incentives for the purchase and installation of highefficiency new equipment. For the purposes of calculating incentives, LADWP uses deemedsavings calculations.

Mexico City: Sustainable Buildings Certification Program The Mexico City’s Ministry of the Environment manages the voluntary Sustainable BuildingsCertification Program. 43 The Program aims to fostersustainable construction and usage ofcommercial, industrial and residential buildings by awarding certification that reflect variouslevels of sustainability performance in the areas of energy efficiency, water, mobility, solidwaste, social and environmental responsibility, and green roofs. 43 Urban Efficiency II, C40 Cities,https://c40.my.salesforce.com/sfc/p/#36000001Enhz/a/1Q000000Mo5i/z8xF0YmnG3TNkgWkgrvbtLXL1NeW1YWT_1O6DVdaHI8 42 LADWP Zero By Design New Construction Incentive Program, https://tinyurl.com/LADWP-ZeroByDesign 30 74 of 1381

Voluntary participation from building owners and tenants is incentivized through tax reductions,reduced energy and water bills, access to project financing, expedited permitting procedures,and finally, prospects of increased rental yields from green premiums. ● Green roofs, green gardens, tax incentives for owners who help renters w/energyefficiency Direct Install Programs
It’s been many years since utilities realized that to knock out efficiency gains in the smallbusiness sector, you had to give away the measures and install them to boot.

This is Direct Install: A business owner or manager authorizes a complete lighting retrofit. Theequipment is on the truck, ready to serve the entire strip mall that day. That’s direct install … .And while costly it upgrades properties and saves energy.

Pacific Gas and Electric Direct Install
PG&E helps businesses save money on their energy projects through theDirect Install Program. 44 The program is administeredwith support bycontracted energy efficiency experts including Staples and Associates andEcology Action. These experts take businesses from start to finish.

Program benefits include:
● Energy audits by industry experts with access to engineers andtechnical designers.● Focus on cost savings including finding the right equipment, rebatesand financing, so equipment is installed at low or no cost.● A streamlined process: Energy efficiency experts willhelp with initial planning, installation and project completion,including rebate and incentive applications.● Post installation support: Receive services for routineequipment maintenance and employee training. 44 PG&E Direct Install Program Page,https://www.pge.com/en_US/small-medium-business/building-and-property-management/find-contractors-and-trade-professionals/find-partner-programs.page 31 75 of 1381

PG&E offers a direct install program through multiple third party providers. Providers can applyto the on the contractor’s list of “implementation specialists” through a website that serves allthree California investor-owned electric utilities and SoCalGas. The program is called ProposalEvaluation and Proposal Management Application (PEPMA). 45 Contractors can register and bidon projects. The program is funded in part by the utility user’s tax.

Other Commercial Rebate and Incentive Programs
Wisconsin Electric Power (We) - ACEEE 2020Energy Efficient Scorecard Spotlight - Portfolio We Energies earned the top spot in the ACEEE“portfolio comprehensiveness” metric, with 24programs. 46 We Energies
47 partners with Focus on Energyto provide incentives and rebates onappliance recycling, smart thermostats, and energy-efficient equipment such as heat pumpwater heaters and lighting, among other residential products. Through the Large Energy UsersProgram, large commercial customers have access to their energy usage data along withtechnical training and financial incentives for energy management. For midsize and smallcommercial customers, the utility offers custom services like hourly energy usage data and billsavings estimates for modified consumption behavior. The Focus on Energy’s Agriculture,Schools, and Government (AgSG) program offers tailored energy efficiency solutions to a varietyof customers such as schools and universities, farms, wastewater treatment plants, andgovernment facilities.

ACEEE 2020 Energy Efficient Scorecard Spotlight
Portland General Electric - AMI
PGE OR has 100% penetration of advanced meteringinfrastructure (AMI, or smart meters) and is making useof the technology to further its energy efficiency efforts.Its smart grid strategy is focused on minimizing poweroutages, maintaining electricity affordability, andincreasing clean energy in the system). While AMI does not in itself produce energy or demandsavings, there are many ways that utilities can use the technology to do so. 47 Wisconsin Electric Power, https://www.we-energies.com/ 46 ACEEE 2020 Utility Energy Efficiency Scorecard, February 2020, report U2004,https://www.aceee.org/sites/default/files/pdfs/u2004%20rev_0.pdf 45 PEPMA,https://www.pepma-ca.com/Public/Default.aspx
32 76 of 1381

PGE is undertaking all five of the approaches identified in the Scorecard: rate design, datadisaggregation, direct feedback to customers, behavior-based feedback, and grid-interactiveefficient buildings (GEBs). To take one example, PGE provides customers with insights abouttheir energy use so they can optimize consumption.

PGE offers two energy monitoring systems for businesses in conjunction with their smartmeters: Energy Tracker for small businesses and Energy Expert for larger operations andbusinesses with multiple sites. These systems provide automatic detailed reports on meter levelenergy consumption as frequently as the user desires. The systems are compatible with mobilephones and produce visual aids. They also provide customized recommendations on how tosave energy with savings estimates.

Orange & Rockland Business Direct InstallPathway
Orange & Rockland provides businesses multiple “pathways” for energy efficiency. 48 The Business Direct Install Pathway offers whole-building energy solutions to help businessesand facilities use energy more efficiently and save money. 49 Businesses apply for an assessmentand after choosing a contractor get assistance on implementation of the program. The programgoal is to make it easy (3 steps) with 12 – 24 months, 0% financing for qualifying projects $2,000to $25,000. This program helps businesses lower their energy usage and monthly costs.

The 3 steps for customers: Proposal - Get a proposal from a participating contractor or theirown pre-approved contractor. Application - Customers notify the contractor to apply. Theyreceive notification of approval typically within 2 - 3 business days of application. Installation -Customers sign closing documents and begin the installation. The first repayment is typicallyone month following project completion and verification.

Chicago Based Commonwealth Edison
ComEd has multiple incentives for energy efficiencyand makes it easy through a user-friendly website.The website provides a combination of education,easy online applications, assessment, and incentivesfor businesses and municipalities. 50 The website listsbusinesses by categories. They offer 50 ComEd Business Energy Efficiency,https://www.comed.com/WaysToSave/ForYourBusiness/Pages/BusinessTypes.aspx 49 Orange & Rockland Business Direct Install Pathway, https://www.neifund.org/orange-and-rockland/ 48 Orange & Rockland EE Rebates and Incentives Pathways,https://www.oru.com/en/save-money/rebates-incentives-credits/new-york-customers/incentives-for-business-customers-ny/energy-efficiency-upgrades-installations/ 33 77 of 1381

multiple options depending on the business category. Click on any category and find rebateoffers.

Marin Clean Energy Energy Efficiency Comprehensive Program Marin Clean Energy was the first Community ChoiceAggregation (CCA) provider to launch in California in 2010.It has led the charge in CCA EE and DR programs. As thisreport is updated, it has become clear that the landscapefor EE and DR changes rapidly, and programs/websiteupdates can occur frequently. The below details from MCE show an updated “one-stop” websitewith comprehensive program information for both residential and commercial energyefficiency. 51 MCE’s programs offer solutions to save money, address climate change, and reduce greenhousegas emissions. The energy efficiency, electric vehicle, and infrastructure programs helpcustomers reduce their carbon footprint, while improving the comfort and health of theirhomes and workplaces. In addition, the workforce programs ensure energy professionals andjob seekers are trained in the latest clean energy and energy efficiency technologies.

Residential
● Low-Income: Free home energy audits and upgrades for income qualifying residents● Multifamily: Rebates up to $6,000 per unit for electrification measures, freecomprehensive assessments, and additional upgrades for multifamily properties.● “LIFT” Program: Low Income Families and Tenants. The program layers an extra $1,200per unit onto the Multifamily Energy Savings Program rebate for energy and watersavings measures for income-qualified properties.

Commercial
● Commercial Energy Efficiency: No-cost, no obligation energy assessments, dedicatedproject management and technical assistance, and incentives covering 10-90% of projectcosts for businesses of all sizes.● Strategic Energy Management: Long-term approach to help businesses save money, earnincentives, and better manage energy usage through cohort-style trainings, onsiteassessments, individual coaching, and peer-to-peer learning. 51 MCE Customer EE/DR Programs,https://www.mcecleanenergy.org/customer-programs/ 34 78 of 1381

● Commercial and Residential Efficiency Markets: Pays aggregators and project developersfor realizing energy reductions with an emphasis on peak period savings andload-shaped energy efficiency.● Peak FlexMarket: First-of-its-kind marketplace platform that pays participants for loadshifting and shedding during summer peak hours and demand response events.

ACEEE 2020 Energy Efficient Scorecard SpotlightXcel Minnesota - Integrated Resource Planning Xcel MN earned full points in the new resource planningmetric by including energy efficiency as a supply-sideresource in its integrated resource plan (IRP). Xcel MN’sgoal is to provide 100% carbon-free energy to itscustomers by 2050. 52 In July 2019 the utility releaseda 2020– 2034 IRP that lays out thepreferred resource mix for achieving this goal as well as other objectives like maintainingreliability, increasing energy affordability, and minimizing risk.

Xcel considers energy efficiency a supply-side resource, a change from its previous plan. Theutility continues to present its load forecast with and without energy efficiency but does notembed efficiency in the forecast used for modeling. Instead, Xcel treats energy efficiency as asupply-side resource by creating bundles of measures that achieve a certain estimated amountof avoided load per year at a cost that blends the estimated measure costs.

These bundles are considered along with all other resources in the software Xcel uses tooptimize its resources based on cost and other goals. Its preferred resource plan featuresambitious demand-side management including both energy efficiency and demand response(Xcel Energy 2019). Substantial increases in efficiency investment will create more than 780GWh of savings annually, compared with about 444 GWh in the previous plan.

Riverside Public Utilities Premium Motor Incentive Program RPU offers incentives for new, efficient, premium motors. 53 Rebates for improvement in Consortium for Energy Efficiency(CEE) levels up to $100,000 for the largest users.Manufacturers using older motors are encouraged topurchase and install electric motors with the highest energy 53 Riverside Premium Motor Incentive,https://www.riversideca.gov/utilities/businesses/rebates/energy-rebates/premium-motor-incentives 52 ACEEE 2020 Utility Energy Efficiency Scorecard, February 2020, report U2004,https://www.aceee.org/sites/default/files/pdfs/u2004%20rev_0.pdf 35 79 of 1381

efficiency output needed. The RPU website has a list of qualifying equipment and programguidelines.

Riverside Public Utilities Air Conditioning Incentives
RPU offers incentives for customers who install high-efficiency central air conditioning units andchiller systems. Rebates range in value from $150 - 300 per ton when linked with demandresponse. The incentive cap is $100,000 per customer. 54 Program Guidelines. All Energy Star units are eligible. Theminimum qualified SEER/EER ratings start at 15 SEER/11.7 EERand go up. A matching evaporator coil must be installed toqualify for the rebate. A copy of the original, dated salesreceipt must be provided, and is subject to verification. Thesales receipt must note the make, model number, serialnumber, tonnage, and SEER/EER rating of the new unit(s).Rebate amount is $150 per ton for units rated at 15 SEER/11.7EER. Rebate amount is $250 per ton for units rated 16 SEER/12.8 EER or greater. Rebate amountis $300 per ton with units incorporating load shifting or demand response capabilities. Rebateamount for HVAC tune-ups, including refrigerant recharge, is $10 per ton.

Rebate amount cannot exceed $25,000 for Flat Rate customers, $50,000 for DemandCustomers, and $100,000 for Time of Use (TOU) customers. In addition, rebates cannot exceed50% of the project cost. Customers are limited to one capped rebate per program per fiscalyear per premise.

SmartRiverside Personal Computer Power Management Rebate In keeping with its goal of attracting and fostering business inthe City of Riverside, Riverside Public Utilities has joined withSmartRiverside to develop the Personal Computer PowerManagement Rebate Program. 55 Under the program, businesseslocated in the City of Riverside can receive energy efficiencyrebates for implementing PC power management software onpersonal computers. PC Power Management software is anenergy saving solution for desktop computers.Thereis an 55 Riverside Personal Computer Incentives, https://www.riversideca.gov/utilities/businesses/rebates/energy-rebates/pc-power-management 54 Riverside Air Conditioning Incentives,https://www.riversideca.gov/utilities/businesses/rebates/energy-rebates/air-conditioning-incentives 36 80 of 1381

application process for businesses with multiple computers that utilize power managementsystems.

For customers, the rebate helps to offset the costs of purchasing power management softwarefor personal computers. The rebate incentive is up to $15 per PC license for the powermanagement software. Rebate amounts cannot exceed the power management software costs.The maximum rebate per Riverside Public Utilities business electric customer is $25,000 persite.

To be eligible for the SmartRiverside Personal Computer Power Rebate Program, companiesmust meet the following eligibility requirements: A participant must purchase PersonalComputer Power Management Software, install software program and monitor powerconsumption, provide data reports from software showing savings for 3 months afterinstallation, run software program to efficiently manage PC power consumption, submit proofof purchase and energy savings report with rebate application.

Silicon Valley Power Heat Pump Pool Heaters
SVP is offering generous rebates for reducing the use of naturalgas-fired equipment through the installation of energy efficientall-electric equipment. Currently, rebates are available for installingheat recovery chillers and heat pump pool heaters. 56 Pacific Gas & Electric Industry Rebates by Category
Small and medium businesses can access a list of rebates depending on industrycategory. 57 There are rebates for retail, grocery,biotech, health care, officebuildings, high tech, hospitality, food services, industrial businesses, agricultureand food processing, K-12 schools.

California IOU Statewide Programs
The State of California’s investor-owned utilities, regulated by the California Public UtilitiesCommission, have been directed to implement a number of statewide programs. They arelargely managed and implemented by third parties, companies such as Willdan and Staples and 57 PG&E Industry Rebates By Category,https://www.pge.com/en_US/small-medium-business/save-energy-and-money/rebates-and-incentives/industry-rebates.page? 56 Silicon Valley Business Rebates,https://www.siliconvalleypower.com/businesses/rebates 37 81 of 1381

Associates. PG&E’s website explains that, “There are a variety of Energy Programs available toall business customers. Some are statewide core programs and others are managed by anenergy-efficiency partner selected by PG&E.” SCE provides a link on its website
58 . It presents abrief description of each of the third-partyprograms, and then links for further information and depending on zip code to sign up. Here arethree program examples, followed by an annotated list of other programs:
● CEDA California Energy Design Assistance program provides complimentarycomprehensive analysis of different energy efficiency options.. Its savings and incentivesare tailored to each project. CEDA serves commercial, multifamily, four stories andhigher, public, industrial, and agricultural customers. ● Food Service Instant Rebates for commercial foodservice equipment dealers to offerrebates at the point of sale. High efficiency gas and electric kitchen equipment ● CALNEXT is a program to support Electric Emerging Technologies program, branded asCALNEXT. Its goal is decarbonization through electrification. Its goal is to advance theState’s priorities … load flex, engaging hard to reach, disadvantaged communities, selectprojects to be tested … ● Comfortably CA, a program targeted at commercial and residential HVAC distributorsand retailers● Illuminate CA, incentives for lighting● Midstream water heating program● Program for state-owned buildings ACEEE 2020 Energy Efficient Scorecard SpotlightDTE Energy (DTE) - 2030 Bold Goal Based in Detroit, Michigan, DTE has a bold goal for its contributionto Michigan’s clean energy future. Its goal is for 50% of energycustomer demand to be met through renewable energy resourcesand energy waste reduction (what it calls energy efficiency) by2030. To achieve this goal, DTE increased its energy efficiencysavings targets beyond the mandated level of 1% of energy salesto 1.45% of sales. In 2018, DTE rolled out prescriptive and 58 SCE Third Party Energy Efficiency Programs,https://www.sce.com/business/savings-incentives/third-party-energy-efficiency-programs 38 82 of 1381

non-prescriptive C&I programs including retro commissioning, energy management controls,programs for small businesses, and incentives for energy-efficient equipment such as LEDs,HVAC, and food and refrigeration. For homes, DTE added appliance recycling, smartthermostats, lighting, and new construction programs.. 59 Rocky Mountain Power Energy Efficiency Project Financing Serving parts of the states of Idaho, Wyoming,and Utah, Rocky Mountain Power providesTrusted Commercial Financing for its contractorsand customers. 60 With incentives from RockyMountain Power and energy project financing, contractors and their customers can cover up to100% of project costs with no money down. The program offers simple instructions: “ThreeSimple Steps for Customers” and “Three Simple Steps for Contractors. The projects must be$2,000 and up.

Qualified projects include Energy Efficiency & Related Equipment; Lighting & Controls; HVAC &Refrigeration; Battery Storage & Electrical Vehicle Charging; Solar & Solar Thermal; Indoor AirQuality; Plumbing Work & Water Efficiency Equipment; and Non-Efficiency Equipment(case-by-case).

Pacific Gas and Electric Resource Innovations HEFI Program The Healthcare Energy Fitness Initiative (HEFI) is a customer-centric demandside management (DSM) program that offers tailored solutions for PG&E’shealthcare customers. The program is a comprehensive energy efficiencysolution designed to support PG&E healthcare customers in saving money byoptimizing their energy performance. 61 The program focuses on the highest potential end uses in the healthcare segment, including:HVAC retrofits, controls, and optimization – including central heating, cooling, and steam plants;Lighting fixtures and advanced lighting controls; process and equipment loads, refrigeration,and plug loads. Education on load management is an important part of the program. Theprogram is available to healthcare, residential care, social assistance, and outpatient servicesfacilities. PG&E has a partnership with National Energy Improvement Fund (NEIF) to help fundand operate the program. 61 Resource Innovations HEFI Program,https://www.neifund.org/hefi/ 60 Rocky Mountain Power Energy Efficiency, https://www.neifund.org/rocky-mountain-power/ 59 DTE 2021 Annual Report,https://dteempowermi.wpenginepowered.com/wp-content/uploads/DTEEEAnnualReport2021.pdf 39 83 of 1381

Silicon Valley Power Data Center program
The Data Center Program is targeted to data centers with IT serverloads greater than 350 kW or IT cooling loads greater than 100tons. 62 This program provides unique opportunitiesforenergy-efficiency projects that may not otherwise fit into ourstandard rebate and customer assistance offerings.

Energy efficiency projects that decrease electrical usage at a data center facility in SVP serviceterritory may qualify. Retrofits to existing data centers that reduce fan energy usage or increasethe efficiency of the cooling system may be eligible for rebate. New data centers with an energyefficient design as compared to a typical data center may also be eligible for rebate.

Silicon Valley Power Emerging Technologies Grant Program SVP wants to implement projects that demonstrate new productsand product applications not yet commercially viable in today’smarketplace, install energy efficient technologies not generallyknown or widely accepted, yet show potential for successful marketgrowth, successfully apply energy efficiency solutions in new ways,and introduce energy efficiency into industries or businesses that areresistant to adopting new technologies or practices.

SVP provides grants to customers who implement exceptionally creative uses of energytechnology. Grant award limits are paid based on energy saved, subject to a maximum of 85% ofproject cost up to a $250,000 limit per customer. Program funding is limited to $500,000 peryear. 63 Silicon Valley Power Grant Program for Non-Profit Organizations Silicon Valley Power offers grants to eligible nonprofit organizationslocated in the City of Santa Clara to help fund energy efficiencyupgrades. 64 This program is targeted at helping nonprofitorganizationsimprove energy efficiency of their facilities and reduce their electricbills. 64 Energy Efficiency Rebates,https://www.siliconvalleypower.com/businesses/rebates 63 Silicon Valley Power Grant for Non-Profit,https://www.siliconvalleypower.com/businesses/rebates 62 Silicon Valley Power Data Center program, https://www.siliconvalleypower.com/businesses/rebates 40 84 of 1381

Organizations registered as a 501(c)3 nonprofit organization may apply. Organizations must ownor lease property in the City of Santa Clara and receive electric service from Silicon Valley Power.

Energy efficiency projects that save electric energy may be eligible. Typical projects include butare not limited to lighting, HVAC, and weatherization upgrades.

The maximum available funds for a single project is $25,000. Matching funds of 20% arerequired. Grant funds will be paid per the schedule outlined in the pre-approval notice.

LADWP Commercial Lighting Incentive Program
CLIP provides incentives on the installation of newly purchased andinstalled energy-saving lighting and controls. 65 WithCLIP’s calculatedsavings approach, participants can tailor their lighting efficiencyupgrades to better meet their lighting needs, attain greater energysaving, and receive higher incentive payments.

Incentive levels are based on the calculated energy savings of each project, with rates rangingfrom $0.08 to $0.24 per kilowatt-hour (kWh) of annualized savings.

The CLIP incentives are based on complexity (and thus cost) of the measures. Category Aincentives are for screw in lamps, linear fluorescent tube replacements, etc and are rewardedwith $0.08/kWh saved in the first year. Category B involves fixture replacement and is also 8cents. Category C complete LED fixture replacement (24 cents/kWh), and Category D for Sensorbased control at 15 cents/kWh. A fifth category involves “interactive effects” and is rewardedwith 8 cents/kWh.

Energy Saving Lighting Equipment Included:
● LED Interior Ceiling Mounted, Downlight, and high bay Fixtures● Exterior LED pole-mounted and wall-pack fixtures● LED Screw-In Lamps● Occupancy Sensors and Daylight Controls● New Induction Lamps and Fixtures● High Performance Reduced Wattage Fluorescent Lamps and Ballasts 65 LADWP Commercial Lighting Incentive Program,https://tinyurl.com/LADWP-Commercial-Lighting 41 85 of 1381

SMUD Express Energy Solutions
SMUD’s Express Energy Solutions program is for lighting,refrigeration, heating and cooling, food service, electric waterheating, cooking, and cooling. 66 SMUD’s Go Electricprogramsinclude incentives to convert commercial natural gas-fired equipment to efficient heat pumpand induction technologies. The incentives are based on simple equipment choices and are bestfor smaller or less complex buildings.

Incentives up to $20,000 are available for heat pump water heaters, heat pump space heaters,and induction ranges/cooktop. SMUD is partnered with local contractors to receive instantrebates from SMUD on qualifying gas-to-electric equipment installations and the rebates arepassed on to customers at the time of purchase.

Equipment or measures:
● Commercial food service equipment● Heat pump water heaters● Refrigeration○ Anti-sweat heater controls○ High efficiency fan motors○ Auto door closers○ Strip curtains● Lighting○ Hi Bay○ Exterior lighting○ Refrigeration case lighting● Heating and cooling equipment○ Package unit and split system replacements○ VFD or HVAC fan○ Ductless mini split heat pumps○ PTAC (packaged terminal air conditioners) SMUD Energy Profiler and Energy Star Portfolio Manager
SMUD’s Energy Profiler and Energy Star Portfolio Managerprogram provides customized insights for customers into 66 SMUD Express Energy Solutions,https://www.smud.org/Business-Solutions-and-Rebates/Business-Rebates/Express-Energy-Solutions 42 86 of 1381

their energy consumption so they can monitor, analyze and optimize usage over time. 67 Customers get comparisons; they can compare energy charges monthly or annually. They canview usage and view energy usage in 15 minutes anddemand intervals. There are more featuressuch as downloading usage data via Green Button, view end-use disaggregation and more.

SMUD will provide up to 24 months of a building's electrical energy usage data, in eitherindividual meter or aggregated data form. This includes one-time uploads of 12 months ofaggregated or individual meter usage data can be provided to Portfolio Manager, so an energyuse intensity (EUI) or an ENERGY STAR® score may be calculated. Alternatively, for mostcustomers, continuous data sharing of individual meter usage. This can be provided to thePortfolio Manager to track and monitor a building's usage on an ongoing basis.

Customers using Campus billing may only receive data in aggregated form. Campus accountswith access to the SMUD Energy Profile Online may email for help uploading their meter datauploaded into Portfolio Manager via custom template.

Under the California AB 802 Building Energy Use Disclosure and Public Benchmarking law,SMUD will provide aggregated data upon request for covered buildings that meet either or bothof the following guidelines:
● Any building with no residential utility accounts● Any building with five or more active utility accounts, residential or nonresidential Trinity Public Utilities District Heat Pump Rebate Program Trinity PUD is offering a "cleaner heating" incentive in the formof a rebate/credit of $700 to a limited number of qualifiedDistrict customers who purchase an energy efficient, electricheat pump for their home. 68 Whether it's new construction or retro-fit, Trinity PUD can help customers take advantage oflow cost, renewable, 100% carbon-free hydro power. The cost of operating an electric heatpump is substantially less than a propane furnace. As an example, at an electric rate of ten centsper kilowatt hour, the cost of propane would have to be less than $1.00 per gallon in order to becompetitive with an electric heat pump. Given current rates for electricity and propane in the 68 Trinity PUD Heat Pump,https://www.trinitypud.com/rebates/heat-pump 67 SMUD Manage My Energy, https://www.smud.org/en/Business-Solutions-and-Rebates/Manage-My-Energy 43 87 of 1381

Trinity PUD service territory, propane heating costs approximately three times as much asheating with an electric heat pump.

Trinity Public Utilities District Electric Water Heater Rebate Trinity PUD is offering an incentive in the form of arebate/credit of $200 (for a conventional electric waterheater) or $250 (for a hybrid electric water heater) to alimited number of qualified District customers who purchasean energy-efficient, electric water heater for their home. 69 Whether it's new construction or retro-fit, Trinity PUD can help customers take advantage oflow cost, renewable, 100% carbon-free hydro power. With Trinity PUD's low electric rates afamily could lower its water heating costs 50% or more by switching from a propane waterheater to an efficient electric water heater. The cost of operating an electric water heater issubstantially less than a propane unit. As an example, at an electric rate of ten cents perkilowatt hour, the cost of propane would have to be less than $1.50 per gallon in order to becompetitive.

SCE Interest-Free Financing on Energy-Efficiency Upgrades SCE offers energy-efficient improvements to business owners who need helpfinancing. Businesses could qualify for The On-Bill Financing Program (OBF).

SCE Offers Businesses Zero Interest Loans for Energy Upgrades: Programparticipants receive 0% interest loans, no fees, and loan repayment throughthe monthly SCE utility bill.

Customers can also receive additional benefits from the project, including long-term energysavings and financial incentives for installing qualified energy-efficient equipment (restrictionsapply) 70 .

Electrification and DER
Electrification projects that also combine DER programs can help increase the speed andadoption of decarbonization efforts. 70 SCE OBF Fact Sheet,https://authoring.dms.sce.com/sites/default/files/inline-files/OBF_Fact_Sheet_032822_WCAG.pdf 69 Trinity PUD Electric Water Heater,https://www.trinitypud.com/rebates/water-heater 44 88 of 1381

“One-Stop” EE and Load Management partners
Elevate Energy Multifamily Energy Savings Program
Elevate Energy is a Chicago-based non-profit that works with partnersnationally to advance the growth of high-performance buildings. 71 It offersmultiple programs supporting energy efficiency, green certifications, solar andstorage, water efficiency, finance support, and more.

One program is the multifamily energy savings program. The owners of affordablemultifamily buildings partner with Elevate to improve the energy efficiency of their buildings ina way that benefits them, their tenants, and the environment. Owners save money and seeimproved tenant retention, tenants save money and enjoy better living conditions, all whilehelping to reduce carbon pollution.

Since the program’s launch in 2007, more than 620 affordable multifamily buildings (comprising28,600 units) have completed upgrades in Illinois and Michigan alone. These retrofits haveavoided more than 49,400 metric tons of CO2, equivalent to the annual emissions from theenergy use of approximately 5,200 average American homes.

Elevate partners with a variety of financial institutions to provide financing to owners to pay forthe energy improvements. For example, Elevate collaborates with the Community InvestmentCorporation (CIC). The CIC uses projected energy savings to underwrite loans at a fixed rate ofthree percent with a seven-year term, with an average investment per unit of $2,500.

In an effort to reach some of the lowest-income members of the community, Elevate alsopartners with nonprofit affordable housing organizations. Other important partners are localcertified contractors that complete the energy savings upgrades. Program locations includeChicago IL, Detroit MI, Lansing MI, Springfield IL, Kansas City MO, Oakland CA, Portland OR.

BlocPower
BlocPower is a Brooklyn-based climate technology company dedicatedto greening American cities. 72 Since its founding in2014, the companyhas completed energy projects in 1,200+ buildings. BlocPower utilizesits proprietary software for analysis, leasing, project management, and 72 BlocPower Public/Private Partnerships:https://www.blocpower.io/ 71 Elevate Energy,https://www.elevatenp.org/
45 89 of 1381

monitoring of urban clean energy projects that can save its customers 20-40% on their energybills.

The company is backed by the world's top investors, including Goldman Sachs, Kapor Capital,Microsoft's Climate Innovation Fund, Andreessen Horowitz and American Family InsuranceInstitute for Corporate and Social Impact. In 2022, FastCompany named BlocPower the #4 MostInnovative Companies in the World. Bloc Power is minority owned and focused on jobs and jobtraining, and equity.

Currently BlocPower is set to work with Menlo Park to electrify 10,000 buildings by 2030. Thecompany is also set to work with Oakland, San Luis Obispo, Denver, Alameda County, (besidesNew York City and Ithaca). Block power provides a lease program for a set number of years.Afterward homeowners own their equipment.

Best Practices - Load Management
This section of the Best Practices Analysis focuses on load management, means to control loadsto reduce peak period consumer demand. Controlling loads can be as simple and manual asflipping a switch, or using a SPAN smart panel, or can be done using pre-programmed energymanagement systems that link utility power with local solar and storage for systemoptimization.

Controls have indeed become sophisticated, and this is a good thing. Thanks to wirelesssystems, individual appliances can be controlled, even from a distance. Proverbially, using aphone or tablet, building managers can monitor and control loads in facilities while on the golfcourse.

Naturally, buildings that already have energy management systems – that control lighting,HVAC, security, etc. – are off to the races. They work well with load management programs.They are able to reap incentives for cutting non-essential loads when called upon to do so. Butthere are also solutions for facilities without sophisticated controls.

Residential Program
Information
GWP would be nicely supported with an emergency system that alerts the masses to addressthe peak of the peaks … . now! Like the Flex Your Power campaign, GWP might consider 46 90 of 1381

developing something unique to Glendale. Then ideally, when GWP sends out a call, everyoneknows that it’s real … that GWP is on the brink, about to have to go into rolling black out mode.That’s bad. Glendale-FLEX is good. It makes the reality clear to consumers. It sets a goal, forinstance to cut 5 - 10% of the entire peak load within an hour. Doing so will avert highlydisruptive and costly black-outs.

California Statewide Flex Your Power
Flex Your Power was developed in response to the Californiapower crises of 2001 and 2002. It is now known as the largestelectricity conservation campaign ever conducted in any state. Itwas the brainchild of Wally Maguire. 73 It helped avertpoweroutages for many years. In 2007, it incorporated the severity ofglobal warming in its messaging.

Here’s the setting: California had not built any new power plants for years. Sound familiar?Increased air conditioning loads were putting tremendous strain on the system. Prior to theSummer of 2001, California was projected to have 34 days of blackouts and a resultingeconomic cost of $16 billion.

The State was searching for a magic bullet and Flex was born. Its goal was to “generate” 5,000MW of load shedding in five months. It was to have the ability to shed 14% of the peak powersystem. Flex’s mission was clear: Shave the peak. Prevent blackouts. Make conservation a way oflife.

When Wally McGuire started the initiative, polling showed that only 10% of Californians knewwhat peak power is. Most thought they already conserved. Some thought that the situation washopeless. McGuire employed the CIGAR strategy. It called for programming for every segment ofthe power sector: Commercial, Industrial, Governmental, Agricultural, and Residential. Flex builta theme, “Together we can do this.” Flex raised consumer awareness through Alerts, but also worked with utilities to ramp upincentives and to institute tiered pricing to price out energy hogs. There were prohibitions onoutdoor lighting. There was a CEO pledge. And Flex built partnerships, for instance with Sears,to provide instant rebates (rebates at the point of sale) and efficient product placement instores. Flex involved extensive public education. There was a school challenge... and students 73 Flex Your Power Campaign,https://toolsofchange.com/en/case-studies/detail/192 47 91 of 1381

were made aware of the link between energy use and water use. Flex dramatically boostedsales of Energy Star appliances thanks to more utility rebate dollars.

The California Energy Commission Summer Study 2001 Conservation Report found that demandresponse and rebate incentive programs resulted in 3,743 MW of savings plus voluntaryconservation savings of 2,616 MW. Depending on how you slice the overall outcome, Flex as aleader in a joint exercise of great proportion, exceeded its 5,000 MW goal.

EcoMotion recommends developing a special Flex program for Glendale. It will no doubt have adifferent name, but its mission is the same.

Automated Thermostat Programs
Thermostat programs go after one of the biggest residential loads, and a load that is largelypeak coincident, namely air conditioning. By controlling thermostats throughout thecommunity, being able to cut three degrees from every participating home when needed, has agreat result. GWP is doing this with its program run by Franklin Energy for homes andbusinesses.

SCE Residential Demand Response Programs
Smart Energy Program:Customers with a Smart Thermostatcanallow it to be adjusted during a peak event. 74 Theyget $75 toenroll and $40 annually. Customers can override the program,but they may impact their continued participation in theprogram.

Summer Discount Program:Remote control of customer’sair conditioning in exchange for billcredits in summer billing cycle period. Customers get up to $230 in credits on their energy bill.The program gives customers “Comfort Level Options” and allows customers to override thecontrol up to 5 times during the summer. SCE A/C Options are below:

Voluntary Consumer Actions – Smart Panels/Smart Breakers “Smart panels” such as those produced by SPAN (residential) and the Johnson Controls EnergyControl Center (commercial) can be programmed and controlled for different scenarios. Theycan be remotely operated … turning off loads. “Smart Breakers” do the same thing at a more 74 SCE Residential Demand Response Programs,https://www.sce.com/residential/demand-response 48 92 of 1381

granular level. Imagine being able to control the top five or six loads in any given facility to cutpower use.

SCE Smart Thermostat Rebates | Up to $75
Customers receive a $75 bill credit when they enroll an eligiblesmart thermostat in a qualifying demand response programthrough an authorized thermostat provider. Receive $30 fordisposal of old thermostat.

PG&E ENERGY STAR® Smart Thermostat Program
For homes with furnace HVAC systems
75 $50 per household
PG&E ENERGY STAR® Smart Thermostat with Time-of-Use
For homes with furnace HVAC systems$120 per household
Holy Cross Energy Peak Power +
Holy Cross Energy in Colorado’s Peak Time Payback Program 76 rewardsmembers for reducing electricity usage during blocks of time when demandis high. The utility pays customers 50 cents to $1 per kWh saved during thattime. The program includes any kind of demand response: for example,customers can choose to turn down their programmable thermostat or settheir EV chargers to charge outside the peak window.

Consolidated Edison Smart Usage Rewards Program
Consolidated Edison of New York has been citedfor targeting its customers through its SmartUsage Rewards program, Con Edison’s Demand 76Holy Cross Peak Time Payback,https://www.holycross.com/peak-time-payback/ 75 PG&E Smart Thermostat Program,https://www.pge.com/en_US/residential/save-energy-money/savings-solutions-and-rebates/rebates-by-product/smart-thermostats/smart-thermostats.page?WT.mc_, id=Vanity_smartthermostat 49 93 of 1381

Response Program.
77 ConEd reaches out to its customers: “Whenenergy demand peaks duringthe summer, we’ll pay you to reduce your electric use temporarily. You’ll help reduce strain onthe energy grid and ensure others have safe, reliable power when they need it most”.

The utility offers customers both capacity payments and performance payments of up to$18,000 a year for every 100 kilowatts (kW) reduced. There are several programs customers canparticipate in currently:

Commercial System Relief Program (CSRP):● Notifications: 21 hours prior to Planned events● Reward levels:○ Brooklyn, Bronx, Manhattan, and Queens participants earn $18/kW permonth○ Staten Island and Westchester participants earn $6/kW per month○ Participants earn a $1/kWh performance payment rate during events Events are generally system-wide, with each network having an assigned call windowthroughout the day. Conditions that trigger an event include forecasted peak demand ortemperature variable.

Distribution Load Relief Program (DLRP):● Notifications: 2 hours prior to Contingency events; fewer, prior to Immediateevents● Reward levels:○ Tier 1 Network participants can earn $18/kW per month○ Tier 2 Network participants can earn $25/KW per month○ Earn a $1/kWh performance payment rate during events Participants are generally called by network based on need. Conditions that trigger an eventinclude being one contingency away from a “Condition Yellow” or an active voltage reduction bynetwork.

Participants make a pledge to reduce their load and sign up with a local aggregator. Participantsreceive monthly payments based on kW pledged and/or the amount of actual kilowatt hours(kWh) reduced. A customer example is given: The customer reached their pledge and received:
77 ConEd Demand Response Program,https://www.coned.com/en/save-money/rebates-incentives-tax-credits/rebates-incentives-tax-credits-for-commercial-industrial-buildings-customers/smart-usage-rewards 50 94 of 1381

Zone 1 - $6,000, Zone 2 - $3,500, Zone 3 - $2,500. Voluntary customers can be enrolled after the enrollment deadlines and receive $3/kWh performance payment rate during events.78 SDG&E Power Saver Rewards Program
If customers are eligible and can reduce their energy use during a Power Saver Rewards event, when the grid is especially stressed — they receive a bill credit of $2/kWh. Participating is entirely voluntary, and the more energy saved the more they earn.79 A Power Saver event may occur any day of the week from 4 pm to 9 pm during the months of May through October. Customers are notified a day ahead of the event so that they can plan and prepare.

In terms of program eligibility, customers must be a residential electric customer with a smart meter within SDG&E’s territory. They must not be a participant of other SDG&E energy incentive programs. Residential customers participating in Community Choice Aggregator (CCA) or Direct Access (DA) are eligible for the program. NEM customers are also eligible to participate. “Typical Use” Requirements and Conditions: Power Saver Rewards customers are eligible to receive a bill credit if they can reduce their energy use below their Typical Use on similar days prior to the Power Saver Rewards event.

SCE Program Saver Rewards - Run by Third Party, Olivine SCE Power Saver Rewards program occurs May 1 to Oct 31.80 An event can be called from 4 - 9 pm, the summer peak period. Customers get paid $2 kWh for energy saved. SCE reports if over eight events occur customers on average can earn $40 in credits. The Program is managed by Olivine and participants must have an SCE interval or SmartConnect™ meter.

Demand Response Programs
Utilities are starting to pay more for a quicker response, ties nicely with interval meters and building automation systems. DR programs provide payments to large energy consumers - and 80 SCE Power Save, https://powersaver.sce.com/
79 SDG&E Power Saver Rewards Program,
https://www.sdge.com/residential/savings-center/energy-saving-programs/reduce-your-use/power-saver-program 78 ConEd Participating DR Aggregator List,https://www.coned.com/en/save-money/rebates-incentives-tax-credits/smart-usage-rewards-form 51 95 of 1381

now even small consumers – that agree to reduce either energy or demand during times ofelectricity grid stress.

Some regional transmission organizations allow demand response programs to offer into thewholesale electricity markets with other generators. Instead of offering to fulfill electricitydemand with generation, an aggregator of customers willing to stop using energy at a certaintime for payment will offer a price into the market for not using a certain amount of energy.

For example, the Electricity Reliability Council of Texas (ERCOT), allows demand response tooffer into energy and resource markets. And it deploys utility programs and other demandresponse scenarios under emergency conditions. In ERCOT, about 3.7% of peak demand wasreduced by utility-run demand response programs in 2017. 81 United Kingdom: Octopus Energy, Demand Response
Octopus is Britain’s fourth latest electricity retailer. It hasrecently announced that it will compensate customers who useless during power periods of high demand, helping to blunt theimpact of the looming crisis in Europe. The U.K. “staring downpotential fuel shortages … ” so the strategy is to shift away frompeak when the nation’s gas supplies will be stretched thin due tothe Ukraine War. National Grid is looking for 2 GW of “flexibledemand,” i.e. demand response. Octopus will now, for the first time, lean on consumers to cutdemand … for households to collectively supply the grid by reducing their consumption duringcrucial hours. 82 This winter, there may not be enough natural gas to both heat homes and run power plants,Russia’s invasion of Ukraine has gas prices spiking. The London-based company will invite itsU.K. customers with digital smart meters – 1.4 million homes and 5,000 businesses – toparticipate, targeting 250 MW of grid capacity. National grid will identify tight periods, andOctopus will alert its customers when to cut back usage, likely in peak periods 4 - 7 pm.Participants will be paid for performance, based on their deviation from standard usagepatterns. They will be paid four pounds per kilowatt-hour – equivalent to $4.59 per kWh. Aparticipant could earn ~$10,000 this winter season. 82 “This Winter, UK Households can get paid to help prevent grid blackouts,” Canary Media, November 1, 2022. 81 Energy Information Administration, Today in Energy, Demand-Side Management Programs Save Energy and Reduce Peak Demand, March2019,https://www.eia.gov/todayinenergy/detail.php?id=38872 52 96 of 1381

Primary hurdle is not technical, Octopus notes, it's winning the trust of customers so theybother to participate at all. A few years ago, Octopus ran a pilot, offering just 23 pence perkilowatt hour to 300,000 customers, and 100,000 signed up. Last year in the Houston heatwave, OE bought out a bar and gave customers free cold beers if they left home with thethermostat set at 80 degrees.

Arizona Public Service Residential Battery Pilot
Arizona Public Service (APS) offers $3,750 in incentiveswhen customers purchase a home battery by enrollingin the APS Residential Battery Pilot. 83 The Pilot paysincentives for participating in either the data only ordata and battery management options.

Option 1: Data Only Customers who choose the Data Only option agree to share their batterysystem performance data with APS and are eligible for an incentive of $500 per installed kW ofbattery capacity, with a maximum incentive of $2,500 per home.

Option 2: Data and Battery Management With the Data and Battery Management option, thecustomer agrees to give APS access to data associated with the battery system and share up to80% of the battery system’s capacity for a maximum of 100 events a year. The customer iseligible for an incentive of $500 per installed kW (up to $2,500 per home) for installed batterycapacity plus an additional $1,250, with a maximum incentive of $3,750 per home. Both optionsare a one-time, upfront incentive paid to customers when their battery systems are approved byAPS for interconnection and receive the Permission to Operate.

In terms of eligibility, pilot participants need to be customers in APS territory and must be on atime-of-use service plan or a grandfathered service plan with a solar rate rider. The batterysystem must be one of the participating battery partners’ eligible models, and the design mustallow for the battery production to be measured separately. The device must also connect tothe APS grid and the Resource Operating Platform for the first time.

Featured Utility: Salt River Project, Arizona
The Salt River Project (SRP) is the first electric utility in the U.S. to earn Platinum status for its2020 reporting year emissions inventory. 83 APS Battery Pilot,https://www.chargingrewards.com/apsbattery/ 53 97 of 1381

The Climate Registry announced recently that Salt River Project (SRP) has been awardedClimate Registered Platinum Status for the 2020 reporting year. 84 The Climate Registry, a nonprofit organization, is North America’s largest voluntary registry forgreenhouse gas (GHG) emissions. SRP was acknowledged for distinct goals: setting anddisclosing a public GHG reduction goal as well as a public base year; and publicly reporting athird-party verified GHG emissions inventory for its operations. This data will enable SRP totrack its climate initiatives and GHG reductions credibly over time.

In 2019, SRP’s Board of Directors approved enhanced 2035 Sustainability Goals that include acommitment to reducing carbon intensity by more than 65% by 2035 and by 90% in 2050from 2005 levels. “SRP is also committed to adding 2,025 MW of new utility-scale solar energyto its renewable energy portfolio by 2025 and 450 MW of battery storage by 2023, one of thelargest battery storage commitments in the Western U.S”, said Kelly Barr, SRP’s chiefsustainability executive.

Duke Energy 2022 SEPA Award for Demand Response/Renewable Energy Pilot Program Duke Energy subscription pilot program winsprestigious SEPA utility transformation program award.Duke Energy was named SEPA’s 2022 UtilityTransformation Program of the Year award winner forits Energy Service Subscription pilot program, a fixedbill program with a renewable energy match. 85 SEPA’sannual award, now in its fourteenth year,recognizes specific, innovative projects and contributions by utilities, organizations andindividuals to advance the modern, carbon-free future of electricity.

The program allowed participants in Florida to pay the same flat-rate energy bill for 12 monthswith no adjustments at the conclusion of the program. Customers were guaranteed the samerate each month, even through market price fluctuations – such as fuel – or drastic weatherchanges that normally drive up energy costs. Monthly payments were based on customers’ pastenergy usage, historical average weather temperatures and a small program fee.

As part of the pilot program bundle, Duke Energy matched customers’ electric energy usagewith an equal amount of renewable energy attributes for a year – called the Renewable Energy 85 Duke Energy 2022 SEPA DR Award,https://news.duke-energy.com/releases/duke-energy-subscription-pilot-program-wins-prestigious-sepa-utility-transformation-program-award 84 SRP Earned Reporting Award, The Fountain Hills Times, Aug 8,2022,https://www.fhtimes.com/news/local_news/srp-earned-reporting-award/article_86297bd2-128d-11ed-b426-2f9492316312.html 54 98 of 1381

Bonus – at no additional cost. The program also provided a financial bonus for pilot participantswho chose to register their smart thermostats, allowing Duke Energy to make slighttemperature adjustments during periods of peak energy demand.

Virtual Power Plants
GWP Experience: The notion of a virtual power plantis front and center these days. Instead ofcentralized power generation, virtual plants are aggregations of solar and storage systems atcustomer sites. They can be spread through our community, and they can be controlled by theutility to deliver peak capacity resources.

VPPs can benefit utilities. Instead of being threatened by customer-sited renewable energysystems, VPPs make solar and storage an agreeable resource for utilities. VPPs make these DERsa dispatchable resource. That’s beneficial for utilities, and worth money. Utilities get access tothousands of mini power plants and clean energy without building their own. It’s a greatpartnering concept.

In 2022, and after nearly two years of negotiation, Sunrun elected to back out of contractnegotiations with GWP for a Virtual Power Plant. The plant was to be made up of distributedsolar and storage systems to 4,000 - 5,000 households and for ~50 multifamily apartmentcomplexes. The VPP was to provide 25 MW of capacity at peak periods. The batteries were tobe loaded with 50 MWh of energy storage, able to deliver 25 MW for up to two hours.

Different VPP Models: For a variety of reasons thedeal was never consummated. Contentiousissues apparently included REC ownership and performance guarantees. Sadly, GWP’s bold andinnovative VPP program was scuttled. But why? Sunrun has successfully built VPPs for at least ahalf dozen utilities. While variations on the VPP model, other Sunrun VPP variations have beendeveloped for SCE, EBCE, Peninsula Clean Energy, Silicon Valley Power, and Hawaiian Electric.Sunrun is also developing virtual power plants in New England. Sunrun is also working in Texasand with ERCOT. Most of these programs operate with NEM tariffs.

The Sunrun model proposed for Glendale was fully financed. Interested homeowners,apartment complex managers, only had to say “yes” … and solar and storage systems would beinstalled. In other VPP program designs, consumers own their systems and “play” into utilitymarkets with their excess capacity. In both scenarios, in the event of a grid failure, the host sitegets the battery power. 55 99 of 1381

BYOD Design Option: In the BYOD model … that’s Bring Your Own Device … the device is abattery! BYOD model participants are “conventional” Net Energy Metering customers …meaning that their solar and storage devices are behind-the-meter. They are owned bycustomers. In this VPP model, customers allow their utilities to control their batteries.Specifically, when needed, the batteries are discharged to the grid and their owners are paid forthe capacity they provide.

The BYOD model can be supported by utility incentives. For instance, while a consumer may bemonetizing tax credits … a local utility can sweeten the deal and offer incentives for the batterycapacity. Then the customer gets payments based on the utility use of the batteries. In thisprogram design, the upfront cost is paid down through an incentive, and the customer gets anice payment for the use of the batteries each year.

Featured Utility: San Antonio, Texas
In 2017, the City of San Antonio launched SmartSA, a smart-cities program in partnership withlocal utility companies CPS Energy and San Antonio Water System, the VIA MetropolitanTransit Authority, the University of Texas at San Antonio (UTSA), and others set on improvingquality of life in San Antonio through data, technology, and community. 86 Bridging the digital divide is a central focus as is expanding broadband internet access.CivTechSA, is a partnership with local coworking space Geekdom to engage students,companies, and the tech community to grow "civically minded tech talent." Its InnovationAcademy trains subject-matter experts from other City departments to do the jobs of theOffice of Innovation to expand the City's capacity to take on more projects and upskill talent.

CPS Energy serves the City of San Antonio. Renewable energy use in San Antonio increased69% from 2010 to 2018, and will continue to increase under the plan. Natural gGas usage willdecrease 72%, and coal will be reduced an additional 61% after dropping 44% from 2010 to2018. Other initiatives include expanding solar and wind resources and integrating batterystorage and electric vehicles.

CPS Energy is currently developing the “FlexPOWER Bundle” to replace gas steam units thatare near the end of their lifecycle. In their stead will be increased solar resources, energystorage, and "all-source firming capacity," or any technology that can be utilized when 86 “Inside San Antonio’s Office of Innovation,” Business Insider, May 5, 2021,https://www.businessinsider.com/san-antonio-texas-office-innovation-smart-tech-infrastructure-divide-2021-5 56 100 of 1381

renewables aren't available.

This past spring, CPS launched another phase of its Save for Tomorrow Energy Plan (STEP),focusing on conservation and energy efficiency. The FlexSTEP RFP aims to strengthen CPSEnergy's reliability by blending "Tried & True" programs, like rebates for being energyefficient, with "Innovative & New" solutions to help customers save money and learn new,more efficient energy-use behaviors.

CPS Energy is one of San Antonio's partners in its smart-city initiative to launch more data-and technology-oriented projects. A Smart Streetlight Technology pilot recently debuted inpartnership with the City, AT&T, and Itron. Existing CPS Energy lighting will be equipped withsensors that allow them to be controlled remotely and test air quality, temperature, ambientnoise, parking, and flooding. The goal is to gather data to enable the City to save money andaddress community needs. 87 SunPower’s Connected Solutions in New England
In New England, SunPower is operating throughthe Connected Solutions program being offeredin Massachusetts, Connecticut, and RhodeIsland. 88 Through the program, SunPowercoordinates the charge and discharge of customers’ batteries. They share electricity with theutility while reserving enough backup power for home use. Customers are alerted in advanceand can either choose to decline to participate or pre-set systems so back up energy levels donot fall below a certain level.

Cape Light Compact, working in Connecticut, Massachusetts and Rhode Island have combinedforces under the ConnectedSolutions program to pay customers annual incentives to accessbehind-the-meter stored energy. The program is set up as a bring-your-own-device (BYOD)design, and payout is determined by the brand of battery and how much it is used. 88 “SunPower rolls out new virtual power plant offering to Connecticut, Massachusetts and Rhode Island,”Sean Rai-Roche, November 18, 2021,https://www.energy-storage.news/sunpower-rolls-out-virtual-power-plant-offering-to-connecticut-massachusetts-and-rhode-island/ 87 “How San Antonio-based CPS Energy is Helping The City Recover,” Business Insider, May 14, 2021,https://www.businessinsider.com/cps-energy-san-antonio-texas-resilient-winter-storm-2021-5 57 101 of 1381

Green Mountain Power Home Energy Storage Program
Vermont utility Green Mountain Power (GMP) put itself onthe map in 2017 as the first utility in the country to partnerwith Tesla to use customer Powerwalls in a Virtual PowerPlant. Through the early program, Green Mountain Powerdrew on electricity from 500 Tesla Powerwall batteriesinstalled in about 400 homes to address peak demand.

The savings from wholesale electricity costs were so great – $500,000 in one 1-hour peakdemand period – that GMP was subsequently able to offer the Powerwalls to consumers at justone-fifth of their normal price – $1,500, or $15 a month – in exchange for being able to usesome of the storage at certain times. 89 GMP customers pay $55 a month or an upfront payment of $5,500 for the Powerwalls or $65 amonth (or $6,500 to purchase) for Enphase batteries. The utility manages the battery and drawsenergy when needed. Customers receive a $13.50 credit on their monthly bills and theadvantage of having backup power when problems arise. Another program option is to “BringYour Device.” In this option, customers buy batteries on their own and sell a set amount ofpower to the utility during peak periods.

GMP’s use of 3,000 Powerwalls installed in customers’ homes, along with utility-scale batteries,resulted in more than$3 million in reduced grid andelectricity costsfor customers in 2020. 90 GMP’s program design includes an incentive of up to $10,500 toward a home battery purchasein addition to usage payments. In addition, the utility’s “Frequency Regulation Pilot” now allowsPowerwall owners to share electricity with ISO-New England during high-demand times.

Orange and Rockland Utilities’ Virtual Power Plant
SunRun and other installers and third-partyaggregators can do the work to connect utilitieswith residential batteries through VPP programs.For example, Sunrun is working in New York Stateto bundle 300 of its Brightbox residential battery systems to deliver power whencalled upon byOrange & Rockland Utilities(O&R). Sunrun simplifiesthings on both sides — utilities only have 90 “Utilities are taking the reins in the Northeast and asking for customer-sited storage,” Kelly Pickerel, November 5, 2021https://www.solarpowerworldonline.com/2021/11/quick-to-halt-stand-alone-solar-utilities-are-asking-for-customer-sited-storage-in-the-northeast/ 89 “Win for Virtual Power Plants and Aggregations in Australia,” July 26, 2018, Microgrid News,https://www.microgridknowledge.com/distributed-energy/article/11430348/win-for-virtual-power-plants-and-aggregations-in-australia 58 102 of 1381

to work with one aggregator, and customers don’t have to go searching for incentives. Throughthis O&R partnership, Sunrun dispatches power to the utility when it’s needed most, andSunrun customers initially receive a discounted battery for joining the VPP and then earncompensation for participating. 91 VPP Utility Ownership Model: Unlike the BYOD programdesign, other VPPs – and the GlendaleWater and Power proposed VPP – take another approach. Instead of the consumer owning thebatteries, utilities can own the batteries. In this model, they pay consumers a fee for siting thebatteries at their homes or businesses. What else do participants get? They get solar braggingrights – the curb appeal of solar on their homes – and the use of the batteries for energyresilience during power outages. Participants need not invest. They get solar and storage forfree! “Their systems” are part of the utility’s infrastructure.

OhmConnect
Because consumers, unlike large industrial powerusers, have difficulty monitoring their energy use inreal time, utilities have paired up with softwareproviders such as OhmConnect. The company helpshouseholds curb power usage by installing devices which enable real-time monitoring of energyuse, allowing them to remotely adjust thermostats and appliances during peak hours.

OhmConnect was founded in 2014 with the goal of becoming the nation’s largest clean energyprovider. Oakland based, it builds virtual power plants. The company, which controls over200,000 devices across California, Texas and New York, hands out prizes for its stellarload-shedding participants including Peloton bikes, $3,500 Costco gift cards, and invitations toMajor League Baseball games. 92 During California’s September 2022 heat wave, Ohm was cited as one of the reasons that theState avoided rolling blackouts. Ohm’s virtual power plant, made up of hundreds of thousandsof members’ appliances, provided a demand response service, cutting power in householdsthroughout the PG&E, SCE, and SDG&E service territories.Ohm sent six million communicationsto its 200,000+ active members who toggled smart energy devices and saved 1.5 GWh during thepeaks of the nine-day heat wave, and earned $2.7 million in rewards. 92 Use Less Power, Get a Peloton,https://www.bloomberg.com/news/articles/2022-07-21/energy-firms-offer-pelotons-and-gift-cards-to-encourage-power-savings#xj4y7vzkg 91 Utilities pilot DER Programs:https://www.power-grid.com/der-grid-edge/utilities-pilot-der-programs-to-shave-peaks-reward-customers/#gref 59 103 of 1381

Here’s how it works: The grid (actually the CAISO) contacts Ohm. Ohm sends an SMS or email tomembers. Ohm members reduce energy use; they automatically power down. For their actions,members get rewards – either credit, cash, eligibility to enter contests to win raffle prizes, andto be able to buy technologies in the Rewards Marketplace.

For their participation, members can routinely earn hundreds of dollars each year. Members canalso get referral rewards. One member earned $41,000 in one month by referring accounts toOhm. During the California heat wave in 2020, the CAISO paid Ohm ~$300,000 for one day asOhm “activated” its 150,000 members at that time. There are nine regional power markets inthe United States and Canada. Ohm bids a quantity of energy at a specific price. If accepted,Ohm contracts to deliver and gets paid. It then rewards its members.

South Australia Virtual Power Plant
Commencing in August 2020, Tesla initiated an install of a 5 kW rooftop solarsystem and 13.5 kWh Powerwall battery at each Housing SA premise at noupfront cost to the tenant. As South Australia's largest virtual power plant,the battery and solar systems can be centrally managed collectively delivering20 MW of generation capacity and 54 MWh of energy storage. 93 Currently,Tesla is still registering tenants.
94 VPPs in New England Forward Capacity Auction
In 2019, Sunrun was the first company to win a contractto supply its VPP capacity to a wholesale power market.Sunrun competed head on with other generators in ISONew England’s 13th Forward Capacity Auction (FCA) andwon a contract to provide 20 MW of capacity to the ISO beginning in 2022. The contract issignificant because it demonstrates how local energy resources can compete with centralizedpower in highly price-sensitive wholesale power markets. The auction is designed to procureresources for electricity demand three years in the future. FCA 13 met needs for the 2022-2023delivery year. 95 95
“Big Win for Local Energy: First Virtual Power Plant Snags Contract in US Wholesale Capacity Auction,” Feb 12, 2019, Microgrid Knowledge,https://www.microgridknowledge.com/distributed-energy/article/11429915/big-win-for-local-energy-first-virtual-power-plant-snags-contract-in-us-wholesale-capacity-auction 94 Tesla South Australia,https://www.tesla.com/en_au/sa-virtual-power-plant 93 Tesla South Austrailia Virtual Power Plant,https://www.microgridknowledge.com/distributed-energy/article/11429915/big-win-for-local-energy-first-virtual-power-plant-snags-contract-in-us-wholesale-capacity-auction 60 104 of 1381

Selling into wholesale power markets is an exciting program design option. It means thatcustomers with battery storage and electric vehicles can strike contracts with providers otherthan their main retailers to provide power to the grid when needed. The auction was alsonotable because it closed with the lowest prices in six years. The preliminary clearing priceacross New England was$3.80/kW/month. Last year’scapacity auction cleared at$4.63/kW/month.

Sunrun’s participation in the ISO’s capacity market marks a first for a solar power company, aswell as for wholesale markets. Sunrun was able to participate as a “hybrid” resource — one thatcombines the output of solar panels on thousands of houses rather than a single, centrallylocated facility — because of new federal requirements to create a level playing field for allresources, including battery storage and resources that receive state-sponsored subsidies. ISONew England was one of the first regional markets to comply withthe rules, issued in 2018 bythe Federal Energy Regulatory Commission.

For capacity market purposes, Sunrun bid its future Brightbox capacity based on the times ofday during the year that New England experiences peak demand. That means Sunrun resourceswill respond to dispatch signals sent by the ISO, but Sunrun customers will still have backuppower available if they need it.

Australia: Tesla and other proponents of virtual powerplants and demand managementschemes scored a significant win in 2018 after the country’s main energy market rule makergave its support to the idea that they cancompetefreely on the wholesale electricity market.The decision by the Australian Energy Market Commission is likely to encourage new players inthe market to aggregate solar and battery storage installed in homes and businesses. 96 Having such mechanisms will be a blow to the major incumbent generators, particularly thosewho rely on the existence of peak pricing events and the subsequent demand for market caps tounderwrite their power plants.

Sonnen Community New York Virtual Power Plant
In July 2021,sonnen, a smart residential energy storageprovider owned byShelland that prefers no caps initsname, announced the launch of the sonnen CommunityNew York Virtual Power Plant. Through the program, 96 “Win for Virtual Power Plants and Aggregations in Australia,” Microgrid News, July 26, 2018,https://www.microgridknowledge.com/distributed-energy/article/11430348/win-for-virtual-power-plants-and-aggregations-in-australia 61 105 of 1381

sonnen will supplysolar plus storage to 200 homeownersat a discounted rate with the vision toprovide renewable energy and a dispatchable resource to the NYISO energy market. 97 Tesla 2022 Voluntary Program in California
In 2021, Teslaannounced the detailsof a plan touse its Powerwall integratedbattery system in California as part of a VPP to support the electric grid duringrecord high temperatures over the next few months that are expected to increaseenergy demand.

Customers could opt into the program, but would not be compensated for participating.Instead, Tesla framed the program as a "public good" to support the California grid. Currently,the utilities in California ask customers to voluntarily reduce energy use through their behaviorduring specific hours of the day. Tesla’s program essentially automates that same concept forutilities. "While customer compensation for this program is a possibility in the future, in the meantimecustomers are encouraged to participate in the program and mobilize the excess capacity oftheir Powerwall systems," says thecompany’s website.

Hawaiian Electric Virtual Power Plant
In July 2021,Hawaiian Electriclaunched a programallowing residential andcommercial customers to get a cash rebate for adding energy storage tosolar arrays. In exchange, the customers opt into a VPP program to use orexport the power from that storage during two peak hours of the day.

Six months in, nearly 1,800 families had heeded the call and have signed up as of August 2022. 98 Once the batteries are up and going, that amounts to 10 megawatts of committed capacity. Thegoal is for 50 megawatts added capacity by summer 2023.

Home battery product prices cluster around $10,000 for a typical 5-kilowatt unit, plus the costsof installation. Hawaiian Electric went through several stages of pricing, initially experiencing alack of participation due to limited incentives and canceling the NET metering program, exceptthose who are grandfathered in prior to cancellation of the program. 98 Hawaii … How’s That Going? October 6, 2022, Canary Media.https://www.canarymedia.com/articles/batteries/hawaii-is-paying-home-battery-owners-to-help-the-grid-hows-that-going? 97 Sonnenusa website:https://sonnenusa.com/en/
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October 2022, Hawaiian Electric pays Battery Bonus participants enough to cover a substantialportion of the cost: Participants get an $850-per-kilowatt upfront bonus when they commit tothe program for 10 years. They also earn a $5-per-kilowatt monthly bill credit for the duration oftheir participation. A 5-kilowatt battery thus nets $4,250 upfront and a total of $3,000 inmonthly credits over a decade. The utility pays the customer for each kilowatt-hour ofelectricity exported during the program at the same rate they would pay to buy power. This rateis only guaranteed for the first three years.

Feedback from the industry partners is that this three-year guaranteed rate will not be enoughto entice the number of customers they need to meet the Island’s 100% renewables goals. Theypoint out that those customers with grandfathered net-metering benefits made up 85.6% ofparticipants who signed up through August.

The Hawaiian Electric utility will continue to assess the program, and is considering altering theprogram in June 2023 to additionally incentivize participation through a BYOD program.

Feature: Honolulu, HawaiiHonolulu, Hawaii, is a leader in sustainability thanks to financial and personal investmentsfrom the local government, organizations, and residents. 99 Its dedication to clean energy, localfood production, waste reduction, and a “green workforce” shows what’s possible when a cityprioritizes mission-based initiatives. Honolulu has been focused on sustainability and climatechange since receiving a grant in 2016. It was then that it established its Resilience Office. [ck] One of the central initiatives of the Resilience Office is the Oahu Resilience Strategy, whichaims to address "long-term affordability and the impacts of a climate crisis that is alreadydriving islanders from their homes." Hundreds of ideas were gathered from the community.Those concepts were narrowed down into 44 actions.

Bill 2 was signed into law by Honolulu’s mayor at the end of 2020. It addressed parkingrequirements for new developments. The bill also supports walkable neighborhoods andcleaner transportation options, such as biking and public transportation. Its goal is to makehousing more affordable since constructing and maintaining parking is a hidden cost forrenters, according to an analysis by the Ulupono Initiative.

Permitting: Reducing the energy burden is a key focusarea of Honolulu's Resilience Office. In 99 “How Honolulu, Hawaii is Working Toward Sustainability,” Business Insider, Apr 14, 2021https://www.businessinsider.com/honolulu-hawaii-sustainability-climate-change-renewable-energy-2021-4#new-performance-based-regulations-could-lower-energy-bills-for-residents-6 63 107 of 1381

December 2021, the City enacted Bill 58 to streamline the permitting process for residentialclean energy products, such as solar power, energy storage, and electric vehicle chargers. Thegoal is to cut down on the costs and time it takes to install solar systems.

Bill 65 establishes an energy benchmarking system, requiring Honolulu to create and reportenergy and water use benchmarks for City-owned buildings. The rule is estimated to save theCity $7 million over the next decade. The bill also specifies that the City will transition to 100%renewable energy and become carbon neutral by 2045.

Performance-Based Ratemaking: As another initiativeaimed at reducing energy bills, Hawaii'sPublic Utilities Commission approved a new Performance-Based Regulation Framework in late2020. The new structure provides financial incentives for the electric company to meet certaingoals, like creating savings for lower-income customers and reducing greenhouse gasses. Italso separates the utility's profits from capital investments, creating a cost-of-serviceapproach.

Southern California Edison VPPs with Swell and Sunrun
Southern California Edison(SCE) adopted an initiativetoincentivize its customers to participate in a VPP program byoffering "GridRevenue" for those that offer their resourcesduring peak hours. The effort is in collaboration with SwellEnergy. This is in addition to SCE’s program withSunruninwhich the utility is setting up a 300-home VPP. 100
SunVolt, by SunPower, is another similar program … to coordinate the charge and discharge ofbatteries and sharing electricity with the utility while reserving enough backup power for thehome use. Customer will be alerted, can choose to decline, or preset system for backup.

Richmond Advanced Energy Community
The Richmond Advanced Energy Community is a comprehensive project in Richmond, Californiaaimed at reducing emissions and bringing local grid reliability, safety, and energy efficiency toRichmond. 101
The project includes a Virtual Power Plantoperated by Marin Clean Energy (MCE). 101
MCE Virtual Power Plant to Benefit Disadvantaged Richmond Residents and Businesses, MCE News,https://www.mcecleanenergy.org/mce-news/mce-unveils-plans-for-virtual-power-plant-to-benefit-disadvantaged-richmond-residents-and-businesses/ 100
“We're having a virtual power plant moment,”SarahGolden, July 30, 2021, Green Biz,https://www.greenbiz.com/article/were-having-virtual-power-plant-moment 64 108 of 1381

The Advanced Energy Community (AEC) brings together a variety of partners including theproject developer, ZNE Alliance, and ALCO Building Solutions, Ecoshift Consulting, EnergySolutions, mPrest, Richmond Community Foundation, THG Energy Solutions, TRC, and ZGlobal.

Richmond, which is also considered an underserved community, will get 20 commercial andindustrial DER deployments as part of the project, in addition to plans for 100 residential sites.The project includes $4.9 million in funding from the California Energy Commission, and willrehabilitate abandoned homes with energy efficiency retrofits and establish a Virtual PowerPlant.

Those involved with the program will also create an AEC resource center and toolkit that canhelp other California communities with the energy technologies and help implement similarprojects throughout the State. Lancaster, California, is another community undertaking an AEC.

The Zero Net Carbon Ready (ZNCR) homes program will leverage the Social Impact Bond tofinance several ZNCR demonstration projects in partnership with the Richmond CommunityFoundation and MCE. The ZNCR Program will implement six diverse ZNCR packages in bothlimited retrofit and major renovation scenarios for up to 100 Residential Projects. ZNE Alliance,a non-profit and one of the partner groups, is also working with the City of Lancaster on anAdvanced Energy Community. 102
Commercial, Industrial, and MUSH Sector
Demand Response Programs
Oklahoma Fast-Response Grid Services
Voltus, Inc. ("Voltus"), the leading distributed energyresource (DER) software platform, has partnered withChesapeake Energy Corporation to enroll 10 megawatts inthe Southwest Power Pool Operating Reserves (OR) market.103 SPP OR is a fast-response, ancillary services marketthat pays businesses like Chesapeake toreduce electricity consumption in response to a market signal, driving down electricity costs forneighboring communities, and supporting the reliability of the electric grid. 103
Voltus DER Software Platform Partners With Chesapeake Energy. Business Wire, August 10, 2022,https://www.businesswire.com/news/home/20220810005289/en/ 102
ZNE Alliance, https://www.znealliance.org/aec
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California Energy Commission Load Management Programs
The California Energy Commission is leading initiatives in loadmanagement. 104
Load management aims to reshape a utility’s demandshape (eg, when electricity is used over the course of a day). This goesbeyond reducing peak load and also encourages energy use when cleanenergy is plentiful. Automated load flexibility can reduce or delay the needfor new electrical supply capacity (like power plants), reduce fuel consumption and reduceemissions, and lower long-term economic costs.

Demand flexibility and load management can be accomplished through automation, withappliances and devices that respond to signals that incentivize smart energy use: Customers canshift when they use electric service to take advantage of cleaner and cheaper electricity.Buildings and water can be pre-cooled or pre-heated. Battery charging can be timed to servethe needs of the grid, including reducing peak demand. Electric vehicles can be charged at timesthat help the grid, while ensuring the vehicle has enough charge to get owners where they needto go. Consumers can set dishwashing, laundry, and many other services to be automaticallyscheduled based on the electricity cost or greenhouse gas content. Devices can respond toother signals, including peak-demand emergency alerts. The right incentives can be providedthrough utility rates that vary with time. 105
Emergency Load Reduction Program
The Emergency Load Reduction Program (ELRP) is a five-year pilot program to pay electricityconsumers for reducing energy consumption or increasing electricity supply during peakperiods. It was launched on March 21, 2022. 106
ELRP is intended to act as an insurance layer on top of existing resource adequacy programs. Itsreliability planning is separate from the CAISO wholesale market. The ELRP gives poweroperators tools to address unexpected power system conditions. It is designed to compensatecustomers for voluntarily reducing demand on the grid when called upon to do so. This can bedone by cutting loads. Diesel back-up generators (known as “BUGs”) can also be used for loadreductions but must comply with their air quality permits. Electric vehicles can also be used toprovide power. 106
Fact Sheet on Emergency Load Reduction Program (ELRP),https://www.cpuc.ca.gov/-/media/cpuc-website/divisions/energy-division/documents/demand-response/emergency-load-reduction-program/elrp_factsheet_061721b.pdf?sc_lang=en&hash=BE131757B2A281B27FFAE46B68069A23 105
Source: CEC Final Staff Report, Analysis of Potential Amendments to the Load Management Standards, November 2021. 104
Load Management Rulemaking (ca.gov),https://www.energy.ca.gov/proceedings/energy-commission-proceedings/load-management-rulemaking 66 110 of 1381

The program period is May - October; the program time frame is 4 pm - 9 pm. There is aone-hour minimum program duration and a five-hour maximum. Participants will be calledupon a maximum of 60 hours per year. The program has no consecutive day constraints. It istriggered as a last resort. Follows a CAISO Alert, Warning, or Emergency (AWE) declaration. It isdifferent from Flex Alerts that are now day-ahead events. ELRP enrollees may be called uponthe day ahead or day of. Note that for any ELRP event, enrolled customers may choose not toparticipate. If they cannot participate for whatever reason they will not be penalized. There isno stick … just a really juicy carrot! Demand Side Grid Support
In August of this year (2022), the California Energy Commission releasedguidelines for the Demand Side Grid Support program (DSGS). Like ELRP, itpays up to $2,000/MWh – or $2.00 per kWh – for capacity at times of peakdemand, at those times when the grid is most threatened by consumptionexceeding supply. 107
DSGS was initiated by Assembly Bill 205. It authorized the program with a $200 million budget.Who’s eligible? Retail suppliers defined by Public Utilities Code Section 398.2. It defines retailsuppliers as, “an entity that offers an electric product for sale.” This includes local publicutilities.” But explicitly excluded are Investor-Owned Utilities, Community Choice Aggregators.Some say that this was designed for municipal utilities.

GWP officials are well aware of the program. In fact, GWP has already been in touch with boththe California Energy Commission about the program, as well as the Southern California PublicPower Authority (SCPPA). What GWP took away from these discussions is that GWP is noteligible. Why? Because GWP is not part of the CAISO. Instead, GWP is part of LADWP’s balancingauthority. Since DSGS events are triggered by CAISO alert levels, they surmised, there would notbe a suitable trigger for Glendale.

In August 2022, the California Energy Commission formally adopted the guidelines for its newDemand Side Grid Support program. It provides incentives of $2,000/MWh, equivalent to$2/kWh. The program was initiated by AB 205 with a $200 million budget. 108
108
Demand Side Grid Support Program Guidelines, California Energy Commission, August 2022,https://www.energy.ca.gov/programs-and-topics/programs/demand-side-grid-support-program 107
Demand Side Grid Support Program,https://www.energy.ca.gov/programs-and-topics/programs/demand-side-grid-support-program 67 111 of 1381

DSGS Program Eligibility: Eligible DSGS providers include: a. Retail suppliers as defined in PublicUtilities Code (PUC) Section 398.2, except for investor-owned utilities, electric service providers,or community choice aggregators under the jurisdiction of the California Public UtilitiesCommission. b. Federal power marketing administrations.

Eligible Participants: A customer or aggregator ofcustomers located in California of a DSGSprovider is eligible to receive incentives under the DSGS program if the participant’s accountwith the DSGS provider is not:
● Eligible to participate in supply-side demand response, or emergency load reductionprograms offered by entities under the jurisdiction of the California Public UtilitiesCommission.● Receiving payment or accounting for the same reduction in use of electricity through anyother utility or state program.● Cogeneration facilities with a power purchase agreement. DSGS providers may includeadditional eligibility requirements for their participants as appropriate. .

SMUD - PowerDirect® Automated Demand Response Program
PowerDirect®integrates automated response capabilitiesintoEMS, lighting and HVAC systems and pays up to $5 per kW ofreduction.

This technology automatically scales back a customer’s energy use when demand for electricityis at its peak. Participants receive up to $125/kW of automated energy reduction, or qualify forincentives that will offset up to 100% of the PowerDirect technology and equipment cost.

Program Overview:PowerDirect® provides incentivesand technical assistance fornon-residential customers to install and / or program equipment at the customer’s facilities thatallows for automated demand response load reductions without customer intervention. WhenSMUD needs the load reduction, customers receive a signal via the Open ADR communicationsprotocol. ADR is intended to provide a fully automated process using secure Client/Serverarchitecture between SMUD’s demand response automation server (DRAS) and the customersvirtual end node (VEN). 109
SMUD recognizes businesspartners on its website.
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SMUD Power Direct Automated Demand Response Program,https://www.smud.org/en/Business-Solutions-and-Rebates/PowerDirect-Technology 68 112 of 1381

LADWP Demand Response Program
LADWP’s Demand Response (DR) is an incentive based, voluntary energymanagement program for businesses that helps reduce their utility billsduring times of peak power demand, ensuring the continued reliabilityof power for Los Angeles. 110
LADWP will determine when a DR event is called based on peak demandfor power and resource availability. Participating customers will be notified through email ortelephone, and they will initiate their own DR curtailment procedure to achieve apredetermined amount of energy reduction (kW shed). After signing up, businesses mayrequest a complimentary consultation to review energy usage and areas of possible curtailmentspecific to their type of business. Each DR participant controls, defines, and plans thecurtailment for the DR event. The adjustment will relieve stress on the electric grid and ensurepower reliability for all.

This energy management program is based on the following parameters:
● A maximum of 12 DR events per season● Limit of one DR event per day● Maximum of 4 consecutive hour per event To participate in the DR Program, businesses must meet following criteria:
● Have an existing Building Energy Management System● Be able to curtail load by 100 kilowatts (kW) or more for each DR event● Be able to adjust operations to participate during the DR season – June 15 to October 15● Be able to adjust operations between 1:00 pm and 6:00 pm PST for at least four hours● Be able to participate with day-ahead or two hour advance notification The Demand Response (DR) Program offers financial incentives for participation, including eventand capacity. The event incentive is determined based on the number of events and the amountof energy (kWh) reduced during the DR season ($0.25/kWh). Incentive is received based oncommitted kW curtailment capacity with a minimum 50% performance during the DR Events. Ifan event is not called during a given month, capacity incentives are guaranteed. 110
LADWP Demand Response Program,https://tinyurl.com/LADWPDR 69 113 of 1381

● $8/kW monthly capacity payment during DR season, June 15 - October 15, for day-aheadnotification.● $12/kW monthly capacity payment during DR season, June 15 - October 15, for 2-houradvance notification.

Other Benefits: Benefits of energy management to businessesare numerous and contribute tothe reduction of greenhouse gas emissions and carbon footprint.Adjustments made bycustomers during DR events may include:
● Adjust global temperature set point (GTA)● Pre-cool the building envelope● Limit demand of electric equipment (i.e. chillers)● Duty cycle air-cooled package units (i.e. 10 min on/10 min off)● Reset static set point pressure controls● Dim or curtail selected lighting zones● Reduce variable fan speed (VSD/VFD) Other adjustments can be made. Participants have the option to opt out of each DR event. Aspart of the DR Program, participation is voluntary; however, the number of opt outs should notexceed two per DR season without jeopardizing enrollment.

Since 2015, LADWP has offered the Demand Response program to commercial and industrialcustomers. Many took advantage of this offering and saved 3,044 MWh and about $4 million inincentives.

Marin Clean Energy: Peak FLEXmarket Program
The FlexPower Market program is a “first of its kind”innovative program that provides tools to measure hourlyreductions in energy use and allows Marin Clean Energy(MCE) to compensate aggregators working locally withcustomers to reduce peak demand. 111
Payments are madedirectly to participating aggregators and project developers such as OhmConnect, CLEAResult,and Swell, on the basis of energy impacts delivered during peak hours. The incentives areavailable June - September. 112
112
“MCE Peak FlexMarket Program Inspires Statewide Adoption,” CAL-CCA News, Dec 7, 2021,https://cal-cca.org/local-mce-program-inspires-statewide-effort-to-prevent-summer-blackouts/ 111
MCE Peak FLEXmarker Program, https://www.demandflexmarket.com/mcepeak.html 70 114 of 1381

MCE program staff report the program is unique in that it pays based on performance on anhour-to-hour basis, but also that it combines two traditionally distinct categories ofdemand-side efforts: energy efficiency and demand-response. 113
The result is that programproviders who traditionally focus on one category or the other are looking to combine them forthe best results.

The first includes energy-efficiency providers like CLEAResult and Ecology Action, whichtraditionally earn money by reducing customers’ overall energy consumption. The second aredemand-response providers such as OhmConnect and Wexus, which are paid for loadreductions when the grid is under stress. Participating companies earn financial rewards bothfor general efficiency gains and for quick-responding load reductions, and they can pass savingsalong to participating customers. The size of the rewards companies earn depends on howvaluable their reductions are to the grid during different hours of the day and different seasonsof the year.

The program has been so effective that in December 2021 the CPUC approved a $150 millionprogram based on its success. MCE partners with RECURVE 114
to manage the PeakFLEX marketprogram.
● Pays up to $2/kWh as its “Event Price”● Net peak, 7 - 9 pays up to $0.05/kWh● Peak 4 - 7, pays $0.015/kWh RECURVE is managing the expansion of the FLEXmarket Program. Utilities currently participatingin the program are PG&E, Marin Clean Energy, East Bay Community Energy, Sonoma CleanPower, BayRen, and 3C-Ren. Eighty-nine providers are listed as participants in the FlexPowerMarket. The program is expanding through Northern and Central California.

Best Practices - Distributed Energy Resources
Residential
Solar
114
RECURVE website,https://www.recurve.com/
113
California Has A Plan To Pay Efficiency Providers To Help Prevent Blackouts. Canary Media, Nov. 2021,https://www.canarymedia.com/articles/energy-efficiency/california-has-a-plan-to-pay-efficiency-providers-to-help-prevent-blackouts 71 115 of 1381

The most common arrangement for consumer-owned solar systems is to “conventionally”interconnect using Net Energy Metering (NEM). This allows consumers to size systems based onannual production, and to give and take with the GWP system. EcoMotion recommends thatGWP maintain NEM at a high values for customers.

This means having a vision. GWP must use NEM and the customer partnerships that it forges tosupport grid operations. It means that GWP must not follow the California Public UtilitiesCommission (CPUC) path which grossly de-incentivizes solar. While not final, and a controversyin states across the nation, at stake at the CPUC is the excess generation export rate. Thisdetermines how much credit a solar generator gets for pumping excess in the grid. Other factorsbeing considered include monthly, non-bypassable charges.

Utilities have had the option to add incentives on top of the a) federal tax credit, and b) theNEM incentives. Utility incentives have been expressed as dollars per watt of solar, eg$2.00/watt. GWP was one of the first utilities in California that started offering incentives forinstalling solar (in 2001) and also the last California utility with a solar incentive program upuntil the middle of 2021. At that time, there was a concern that offering incentives forconsumer-owned solar would compete with the Sunrun program.

EcoMotion’s suggestion is to provide cash incentives when paired with storage. Effectively, theparticipant pays for the solar – receiving NEM and Investment Tax Credit benefits. GWP providesan incentive in the form of dispatchable storage. Consumers that are space constrained will beable to participate in Community Storage to get the full solar + storage cash incentive. Any solarsystem added without storage will receive no cash incentive.

Imperial Irrigation District NEM Program:

Net Energy Metering (NEM) is a program designed to benefitImperial Irrigation District (IID) customers who generate their ownelectricity using solar, wind, biogas fuel cell or a hybrid of thesetechnologies ≤ 1000 kW 115
. The NEM program uses a smartmeterto track the “net” difference between the amount of electricityproduced and the amount of electricity consumed during eachbilling period. The program is offered on a first-come, first-served basis until the generatingcapacity in the program reaches 5% (50 MW) of IID’s peak demand. 115
Imperial Irrigation District NEM Program,https://www.iid.com/home/showdocument?id=6052 72 116 of 1381

IID’s meter records the amount of energy (in kWh) delivered by IID to the customer’s premise,called Net Consumption. It also records the amount of energy (in kWh) generated by thecustomer’s generating system which was not consumed by the premise and thus returned tothe IID electrical grid, called Net Generation. The difference between these two amounts iswhat IID will utilize to create the customer’s monthly bills. Should Net Generation exceed theamount of Net Consumption in any given month, that excess will be tallied and given to thecustomer as credit at IID’s current retail rate at the end of the customer’s 12-month period.

The NEM program is currently available to residential, commercial, industrial, agricultural andwater pumping customers who receive electrical service directly from IID and who install andinterconnect an eligible generating system.

An eligible generating system is powered by solar, wind, biogas, fuel cell or a hybrid of thesetechnologies; less than 1 MW in total nameplate rated capacity (CEC-AC); and located on thecustomer’s premises and interconnected to operate in parallel with IID’s electrical system.

Education and Resources
San Jose Clean Energy: Residential Solar Assistance
San Jose Clean Energy (SJCE) has a helpful “Going Solar”website. 116
It includes multiple services: online permittingprocess; how to check your roof; and incentives. There is aspecific incentive for employees of businesses residing in the SJCE area. 117
It also has anautomated permitting process to save money and time to approve projects.The SJCEs webpagealso provides information on programs for low-income customers. It partners with GRIDAlternatives 118
and utilizes funds through Solar OnMulti-family Affordable Housing (SOMAH) 119
to pay for solar.

Low Income Solar Assistance Programs
Holy Cross Energy “Sustainable Solar” Program
Holy Cross Energy provides an income-qualified community solarprogram called “Sustainable Solar.” The program takes energy from two 119
SOMAH,https://calsomah.org/
118
GRID Alternatives San Jose,https://www.gridsolar.org/sanjose/ 117
Bay Area Sunshares Program,https://www.bayareasunshares.org/ 116
SJCE Going Solar, https://sanjosecleanenergy.org/going-solar/ 73 117 of 1381

arrays at Cooley Mesa Operations Center and sells it to members who need it most. There are90 spots on the program. The program covers up to 50% of electricity bills. Participants arechosen by lottery of those who apply. Program is available to homeowners and renters in singlefamily homes, apartments and mobile homes. Participants are enrolled for two years. 120
OC Goes Solar Non-Profit Partnership
OC Goes Solar is a non-profit that works with GRID Alternatives, the Cityof Irvine’s “Solarize Irvine” Program, and has done projects in Santa Anaand other cities. According to staff at OC Goes Solar, 121
one problem withthese programs is the program does not pay for repairs on old roofs or ifthe house needs upgrading. Some local CCAs/utilities are providing fundsfor upgrades so the residents can take advantage of the federal and stateincentives.

LADWP Shared Solar Program
Shared Solar enables residential customers living in multifamily dwellings(apartments, condominiums, duplexes) to fix a portion of their electricbill against rising utility costs for 10 years, as well as support renewableenergy, help create local jobs, help reduce the carbon footprint ofLADWP’s generation portfolio and lessen the impact of globalwarming. 122
Program participants subscribe for either the minimum of 50 kWh or the maximum of 100 kWhof energy on a monthly basis. The 50 or 100 kWh of electricity is supplied by new solar powerplants constructed in or near the LA basin and is billed at a fixed Shared Solar Program (SSP)rate. An added benefit is that if you move, your subscription moves with you as long as yournext home is a multifamily unit and within LADWP’s service territory.

The program is open to City of Los Angeles electrical customers that have a rate schedule ofR1A-Standard Residential, R1D-Low-Income, or R1E-Lifeline; has an electric service account ingood standing associated with a multifamily dwelling unit; and has not participated in LADWP’sSolar Incentive. 122
LADWP Shared Solar Program,https://www.ladwp.com/ladwp/faces/ladwp/residential/r-gogreen/r-gg-ressolar/r-gg-rs-sharedsolar?_adf.ctrl-state=vnqskz2ck_68&bca42600)&&_afrLoop=1442412843194388 121
Conversation with staff at OC Goes Solar on 10/3/2022
120
Holy Cross Income Qualified Solar,https://www.holycross.com/income-qualified-solar/ 74 118 of 1381

Community Solar
Community Solar is an option for those that want to go solar, but that don’t have the right placeto put solar, or that don’t have the right circumstance. For instance, renters have a majordisincentive when it comes to solar. In other cases, a home is in the shade of a ridgeline or tallbuildings. In another scenario, the homeowner may be planning to move in 2 - 3 years.

Community Solar programs have been developed that allow for participation, even when thesekinds of barriers are at hand. Customers can subscribe to blocks of power, without long-termcommitments. The solar farms are being built in optimal solar conditions, and the systems arefully maintained. Community Solar has lots of benefits, and if structured so, they can sharethose benefits between their program participants and utility operations.

Clean Energy Collective, Colorado
The community solar model developed by theClean Energy Collective in Colorado was a markedsuccess. It was a virtual net metering arrangementfor owners who “had a piece of the rock.” 123
Notethat after developing ~200 projects, the CEC filedfor bankruptcy due to insurmountable issues withits primary investor, First Solar. The projects live on, and the model still makes sense. 124
The CEC’s program design was elegant in its simplicity. Homeowners and businesses could buywhatever amount of panels that they wanted. That capacity was then net metered (virtually)with their electricity bills. As such it was like a behind the meter community solar, theconsumers getting the full benefits of solar without having it on their own roofs. Perfect forrenters. And when a community solar owner moves, he or she can sell his or her shares. 125
California’s ruling on community solar has put a damper on its adoption. The program designtreated community solar as a traditional power generator, limiting the amount that utilities canpay for the output of a community solar farm. Instead of valuing its output at a retail rate – as isthe case with the Colorado model – the California PUC limited the value to a wholesale value.Community Solar now is being treated like another power plant. As a result there are virtuallyno deals done. 125
EcoMotion Community Solar Design Options and Innovations White Paper,https://ecomotion.us/wp-content/uploads/2019/01/EcoMotion_White-Paper_Community-Solar-Design-Options-Innovations.pdf 124
Personal communications, Paul Spencer, Founder and former CEO, Clean Energy Collective, October 2022. 123
https://ecomotion.us/wp-content/uploads/2016/01/Community-Solar-Plant-White-Paper-1-10-12.pdf 75 119 of 1381

There is no reason for GWP to follow the California investor-owned utilities’ failed attempt withcommunity solar, especially when there is a highly viable model – the Colorado model – toemulate. The Colorado model allows consumers to invest – in whatever increments they canafford – and to reap all the benefits of solar that they would if it were on their own rooftops.

SMUD ran an interesting program in which its members subscribe for blocks of green powergenerated at its solar farm co-located with a turkey farm. The program was so successful thatthe initial offeringwas fully subscribed with 700residential SolarShares customers. Othercustomers were invited to join a waiting list and enroll when current customers drop or moveout of the territory. The program ranuntil 2016 whenthe price of solar generation promptedSMUD to develop a Commercial SolarShares Program. 126
New Jersey Clean Energy Program Community SolarEnergy Pilot Solar Landscape is celebrating its first pilot year with eightnew Community Solar installations bringing 20megawatts of power to 3,000 homes. 127
Solar Landscapeis working in partnership with the State of New Jersey, inplanning to bring 46 more projects for the second pilot expected to provide 50 megawatts to10,000 homes.

A requirement of the State program is that more than 50% of the projects have to serve low tomiddle-income households. The solar is placed on large properties such as warehouses,churches, municipal buildings, and schools and is managed by Solar Landscape. Residents whosubscribe to the program save a minimum of $15 per month off their electricity bill, contributeto a cleaner New Jersey, and can exit the program whenever they want. Solar Landscape is amember of the EPA’s National Community Solar Partnership which has a goal of powering fivemillion homes with community solar by 2025. 128
128
DOE Solar Parter, https://www.energy.gov/communitysolar/national-community-solar-partnership-goals 127
Solar Landscape,https://www.solarlandscape.com/news/solar-landscape-energizes-the-final-installation-of-its-community-solar-energy-pilot-program-year-one-portfolio 126SMUD Commercial Solar Shares Program,https://www.smud.org/en/Going-Green/Commercial-SolarShares 76 120 of 1381

San Jose Community Solar Program
San José Clean Energy announced the success of its firstcommunity solar program. Solar Access demonstratesSJCE’s commitment to providing affordable clean energyresources to residents who need it most. The programoffers more than 800 customers 100% solar energy at a20% discount, which can be combined with other monthlydiscounts for up to 55% savings. The average Solar Access customer is saving $32 per bill andsome save over $100 each month.

The program enables customers who rent their home, cannot afford to install solar, or whosehome is not suitable for solar to benefit from utility scale clean energy at a discount. SJCEsources the solar energy for customers and there is no solar panel installation or equipmentrequired. Eligible customers can apply to be added to the program’s waitlist and as spotsbecome available, customers will be enrolled on a first come, first served basis. 129
SMUD Community Solar Program
Donors/customers pay extra on their SMUD bill to purchasesolar arrays for nonprofits and low income houses. 130
SMUD developed partnerships with nonprofitorganizations and low-income housing organizations such as Habitat for Humanity to helpempower the community with renewable energy. Customers can volunteer and learn workforcetraining installing projects if they like. ● Community Solar Sponsor, for $5 per month● Community Solar Leader for $10 per month● Community Solar Champion and arrange for a special donation for projects Energy Storage
Given the increased frequency and intensity of storms throughout the nation, climate changerelated, many consumers are seeking energy resilience. The traditional path is to installgenerators … Most generators in CA are powered with natural gas. Other larger generators arediesel powered. These exacerbate the problem and continue burning of fossil fuels. What a 130
SMUD Community Solar, https://www.smud.org/en/Going-Green/Community-Solar 129
San Jose Clean Energy’s Solar Access Program Reducing Energy Bills by up to 55%,https://www.sanjoseca.gov/Home/Components/News/News/4360/4699. 77 121 of 1381

sorry do-loop … We need generators because of climate change … we burn more fuels andincrease the problem. Solar and storage to the rescue.

Generac’s business is booming in California
131
as generatorsare being installed at a hearty pace.And relative to solar, they are cheap. But, solar paired with batteries can not only provideresilience, they can also have day jobs … and work the power market daily for consumer andutility benefit. How? They store inexpensive power … and use the stored power during peakperiods. This is called energy arbitrage. But it results in cut loads, less peak demand.

Energy Resilience / CAL-CCA
CAL-CCA is the membership organization forCommunity Choice Aggregators in California. Itpublishes a “Resiliency Initiative” documenting thecombined resilience efforts of CCAs in California. 132
“As de-energization becomes the norm in California, CCAs are uniquely positioned to rapidlyadvance local energy resilience initiatives such as microgrids to keep critical facilities on line,and locally sited distributed energy resources (DER) like solar and energy storage to helpprevent future wildfires and grid outages”.

Several Highlights
Partnering For Resilience: Resilient Home EBCE, PeninsulaClean Energy, and Silicon Valley CleanEnergy issued a joint RFP for 30 MW (10 MW for each CCA) of behind-the-meter storagetargeting disadvantaged and low-income communities. In July 2020, the three CCAs announcedan agreement with San Francisco-based Sunrun to install up to 20 MW of emission-free solarand battery backup power to 6,000 households. Sunrun gives a $500 rebate to EBCEhomeowners. Peninsula Clean Energy and Sunrun give $1,250 after installation. The programuses “buying power” to negotiate a price. (MCE) Energy Storage Program: In June 2020, MCE launcheda new Energy Storage Program todeploy 15 MWh of dispatchable behind-the-meter battery energy storage systems to MCEcustomers over a two-year period. MCE’s Energy Storage Program offers customer-sited storagesolutions for backup power and resiliency, which will be owned by the customer. MCE willleverage these battery resources to also provide valuable grid services in support of its mission 132
CAL-CCA Resilience Initiatives,https://cal-cca.org/wp-content/uploads/2021/04/CCA-Resilience-Initiatives-April-2021.pdf 131
Generac News for Investors,https://investors.generac.com/news-releases/news-release-details/new-generac-24kw-generator-powers-more-costs-thousands-less 78 122 of 1381

for reducing GHG emissions and maintaining low costs, along with helping customers reducetheir energy costs.

As part of its Energy Storage Program, MCE is helping customers to apply for SGIP applicationsand has established a $1.5 million bridge fund to help reduce upfront and out-of-pocket costsfor customers who wish to install an energy storage system. As of April 2021, MCE hadsubmitted 144 residential and 8 nonresidential SGIP applications for its customers.

Non-VPP Storage
This discussion covers energy storage systems that are not controlled by the load serving entity.They are independent. They are for consumer benefit. And, while not all the time, they arelargely peak coincident … and should be encouraged! United Power Community Energy Storage System
United Power is a rural electric cooperative in Colorado. The 4MW Tesla Lithium-ion battery installation was provided by EngieNorth America. The primary purpose of the energy storagesystem is to provide front of the meter (utility side) demandclipping. Energy produced through the day, and particularlyrenewable energy, will be stored throughout the year anddispatched at peak times. Like a community solar program, customers will subscribe to theprogram, but instead of getting credits for generated power, they will get credits to offset theirpeak demand. United Power estimates that the system will save over a million dollars annuallyin wholesale capacity charges. It is also expected to be a valuable asset in relieving grid stressduring times of high demand as well as making the grid more efficient.

The 4MW/16MWh storage unit also allows United Power cooperative to respond to futurechanges and growth within the cooperative’s grid. It’s the largest of its type in Colorado andone of the largest in the nation. 133
Connecticut’s Energy Storage Solutions
The Energy Storage Solutions program is a statewide electric storageprogram for customers of Eversource and United Illuminating inConnecticut. The nine-year program, in place through 2030, will serve 133
The United Power website,https://www.unitedpower.com/innovating-energy 79 123 of 1381

both commercial and residential customers. The goal is to establish 1,000 MW of energy storageby 2030. 134
Average upfront incentives for residential customers will initially be ~$200 per kilowatt-hour(kWh), with a maximum per project incentive of $7,500. Commercial and industrial customerswill also be eligible for upfront incentives, with a maximum incentive of 50% of the project cost.Residential, commercial, and industrial customers will be eligible for performance incentivepayments based on the average power an electric storage project contributes to the grid duringcritical periods.

Eversource and United Illuminating customers will be eligible for additional incentives if they arelow-income customers, customers in underserved communities, small businesses, and/orcustomers who experience the most frequent and longest duration storm-related outages.

SMUD Storage Incentives
SMUD has a voluntary program, My Energy OptimizerSM,which allows customers with storage only, or solar andstorage to earn financial incentives for allowing their batterystorage unit to contribute energy during peak times.

There are three levels customers can choose, the more SMUD can access the battery, the morecustomers get paid. ● Starter - SMUD pays $50/kWh for energy exported during an event up to $500● Partner - SMUD pays $150/kWh for up to $1,500● Partner + - SMUD pays $250/kWh for up to $2,500 There is a one time connection fee for adding solar or storage to the grid. 135
Also, customers geta small ongoing amount for solar they send back to the grid (7.4 cents/kWh is the current rate.

Hawaiian Electric Battery Bonus program
Hawaiian Electric’s Battery Bonus program provides a cash incentive to supportenergy storage for an existing or new rooftop solar system.Hawaiian Electricwill pay a cash incentive and provide bill credits for customers on Oahu andMaui to add energy storage to an existing or new rooftop solar system. Theseincentives will help move Hawaii toward its goal of 100% clean energy by 2045 135
SMUD Battery Storage For Home:https://www.smud.org/en/Going-Green/Battery-storage/Homeowner 134
Energy Storage Solutions Program,https://portal.ct.gov/PURA/Electric/Office-of-Technical-and-Regulatory-Analysis/Clean-Energy-Programs/Energy-Storage-Solutions-Program 80 124 of 1381

and add more renewable resources to the grid as Hawaiian Electric retires generators fired byfossil fuels.

The Public Utilities Commission has capped the program at a total of 50 MW supplied fromstorage on Oahu and 15 MW supplied from storage on Maui. Customers accepted in theprogram for the first 15 MW of committed capacity on Oahu and Maui receive $850 perkilowatt. This steps down to $750/kW and then $500/kW in subsequent program phases.Participants also receive a $5 per kW monthly peak capacity payment for the 10-year durationof the program. The payment is offered as a bill credit. 136
So far, as of August of this year, 1,784 customers had signed up for the Hawaiian Electric BonusProgram. Once they all get their batteries installed and verified, that will amount to 10megawatts of committed capacity supporting the grid. The goal for the program is to deliver 50megawatts by the Summer of 2023. 137
Customers not in the company's Net Energy Metering Program will receive a fixed monthly billcredit for energy exported to the grid for three years. For these “Non-NEM” customers, thecredit is an amount equivalent to the respective retail rate for electricity exported during thetwo-hour period.

Community Energy Storage
The California Public Utilities Commission (CPUC) has broadly defined community storage asstorage connected at the distribution feeder level, associated with a cluster of customer load.The services these types of systems could provide include (1) capacity for excess generationfrom distributed energy resources (DERs), (2) integration of higher penetrations of intermittentrenewable resources (through, e.g., power quality regulation and “smoothing”) or (3) backuppower during outages. 138
Sacramento Municipal Utility District (SMUD) - Energy StorageShares program SMUD’s new Energy StorageShares pilot program is the firstvirtual energy storage program in the US. StorageSharesallows SMUD’s commercial customers to invest in an off-sitebattery storage system and enjoy energy cost savings without placing batteries at their 138
“Community Energy Storage,” Utility Dive, March 7, 2018,https://www.utilitydive.com/news/community-energy-storage-what-is-it-where-is-it-how-does-it-work/518540/ 137
Update on the Hawaiian Bonus program, Canary Media,October 5, 2022https://www.canarymedia.com/articles/batteries/hawaii-is-paying-home-battery-owners-to-help-the-grid-hows-that-going 136
https://www.hawaiianelectric.com/products-and-services/customer-renewable-programs/rooftop-solar/battery-bonus 81 125 of 1381

facilities.
139
Eligible commercial customers make an up-front payment to SMUD for programparticipation. In exchange, they receive a monthly on-bill credit that will allow them to have areturn on their investment. Much like a community solar program, the energy storage systemsare aggregated and placed by SMUD at an optimal location which allows them to charge fromthe grid and dispatch energy to the grid. Naturally, SMUD will take advantage of all therenewable energy flooding the grid during the day. The customers get the benefit of batterieswithout having to place them onsite. They don’t need to worry about maintenance, ordegradation, or software controls which are all operated by SMUD.

Shared Costs and Benefits: Each share provides 1 kilowattof demand charge reduction savingsthat is credited monthly on the customer’s bill over a 10-year term. The value of the credit is notstatic over the 10-year term of the participation contract; instead, the value will change overtime based on SMUD rate changes. The demand savings from a share represents the savings anon-site battery would have provided to the customer for demand charge reduction. Share pricesin 2020 range from $475 - 520 per share depending on the customer’s electric rate class.

Accessing the program: Customers interested in EnergyStorageShares are bound by thefollowing eligibility requirements:
● Customers must have actively been considering the adoption of energy storage fordemand charge reduction.● Customer share acquisition is limited to no more than 50% of the customer’s peakdemand within the most recent 12 months.● After joining Energy StorageShares, the customer is not allowed to install on-site energystorage for further demand charge reduction, or they will be expelled from the program.This provision is required to ensure that the customer does not “double-dip” on demandcharge reduction savings.

Once enrolled in the program, participating customers receive a monthly on-bill credit. Thatway, just as the value of a behind-the-meter battery increases when demand charge rates rise,the benefits that a share provides will also increase when demand charges increase.

SMUD has begun work to procure a new, 4MW/8MWh utility-scale battery—interconnected atthe distribution level—that will provide the initial 4,000 shares for the Energy StorageSharesprogram. This is SMUD’s first utility-scale battery that will help implement the utility’s long-term 139
“SMUD’s Energy StorageShares program” Renewable Energy World, Sept 24, 2020,https://www.renewableenergyworld.com/storage/smuds-energy-storageshares-program-the-first-virtual-energy-storage-program-in-the-us/#gref 82 126 of 1381

plans to meet the energy storage needs, projected to be almost 250 MW by 2030. When thebattery is not being used to support local infrastructure needs, SMUD may also rely on it toprovide local grid services, participation in the Energy Imbalance Market, capacity/resourceadequacy, energy arbitrage, ancillary services and PV smoothing.

The StorageShares program is being implemented based on the initial 4 MW battery, butadditional sites are being evaluated. Current considerations include a potential locational needfor 9MW/18MWh of battery storage in 2022 to defer the construction of a new substation andadd an additional 9,000 StorageShares to the program.

Melbourne, Australia Battery Storage Network
The City of Melbourne has embarked on an ambitious programme to create a connectednetwork of mid-sized batteries located in neighborhoods around the City. The idea is to storeenergy during low demand and return it to the grid when demand is high. Called PowerMelbourne, the vision is about reaching carbon-free goals and economic development. 140
Commercial, Industrial and MUSH Sector
Solar
Solar for commercial follows a similar set of options, beginning with net energy metered solar.Then community solar, feed-in tariff solar, and local utility-owned solar on municipal buildingsand sites. Glendale has at least a few unique sites including landfill solar and hillside solar.

Solar Partnerships- Local governments are also leveragingcorporate buying power to supportclean energy deployment. For example, the Municipal Authority of Electricity Georgia (MEAGPower) added 80 MW of solar to its portfolio for the first time on behalf of 49 local governmentmembers. A portion of the solar output, 26 MW, will be assigned to local Walmart stores across14 Georgia cities. 141
The solar potential of Glendaleresidential rooftops according to Google’sProject Sunroof in 2019 was 483 MW. 142
142
Notes Jan 2022 Kate Unger, Glendale Environmental Coalition. 141
RMI Cities Broke Clean Energy Records,https://rmi.org/ways-us-cities-broke-clean-energy-records-in-2021/ 140
“3 urban energy innovations with global implications,” World Economic Forum, May 12, 2022,https://www.weforum.org/agenda/2022/05/3-urban-energy-innovations-with-global-implications/ 83 127 of 1381

Avista Energy Solar Select® for Commercial and Industrial Customers The Avista Energy Solar Select® program was so popular atlaunch it sold out in a day. 143
The program providescommercial and industrial electric customers in Washingtonthe opportunity to acquire solar electricity and the associatedRenewable Energy Certificates (RECs) with no additional costs.The array is located in central Washington, in the heart of Adam's county, and includes morethan 80,000 panels across 200 acres, estimated to generate 48,500,000 kWh of electricityannually, enough to power up to 4,000 homes.

The project was built and developed as a part of growing demand from large businesscustomers and both state and federal incentives were used to bring down the cost for the 60customer participants. Customer participants include a mix of businesses across Washingtonstate, including City of Spokane, Huckleberry’s, Inland Imaging, Hotstart, and GonzagaUniversity.

Sacramento Municipal Utility District “Holistic” Solar + Storage Rate SMUD has announced that as a result of a “collaborativejourney” that it has established a newSolar and Storage Rate (SSR) for all residential, commercial,and agricultural customers. The new rate has drawn negative criticism from the Solar RightsAlliance. 144
The group refers to SMUD’s use of a “flawed”2020 study to justify the holistic rateand reports that SMUD is not paying enough incentive for battery adoption (amounting to $500for purchase incentive only or $2,500 if SMUD controls 75% of battery usage).

SMUD’s Solar and Storage Rate replaces its Net Energy Metering (NEM) rate and is said to moreaccurately and equitably reflect the true cost of solar for when it is imported or exported to thegrid (7.4 cents/kWh). SMUDs solar customers prior to March 2022 will continue to collect NEMcompensation until 2030. The rate makes clean energy technologies, such as rooftop solarpaired with battery storage, accessible to more customers. SMUD refers to the new rate as a“holistic” approach meeting carbon-reduction goals, goals that benefit all ratepayers, and goalsthat encourage solar plus storage adoption on a wide scale. 144
Solar Rights Alliance response to SMUD Solar/Storage Rates, https://solarrights.org/inside-smuds-proposal-to-gut-rooftop-solar/ 143
Avista Energy Solar Select Program,https://www.myavista.com/energy-savings/green-options/community-renewable-options 84 128 of 1381

Prior to making this decision SMUD reports it conducted a thorough technical study 145
tocalculate the value provided from 3 different perspectives. The value to ratepayers (who do notown solar) the value to society (in terms of pollution, mitigating climate change, and use ofspace), and the value to solar customers. A wide-array of value costs was considered. Forinstance, “societal” values included avoided land loss to utility scale solar ($0.004/kWh),avoided criteria pollutants (approximately $0.008/kWh), avoided water usage, (estimated at upto $0.001/kWh).

The study (in 2020) clarified that under the old NEM system, the value for all ratepayers of solarand solar + storage was not cost-effective. The cost of solar or solar + storage was said to be$0.03 - $0.07 per kWh depending on how they were valued against other SMUD resources. Thecost of compensation paid to NEM customers was approximately $0.12 per kWh, resulting in anet cost to other SMUD ratepayers of approximately $0.05 to $0.09 per kWh. This wascalculated to an estimated annual cost to SMUD ratepayers in 2020 of between $24 and $41million. SMUD uses a combination of incentives and various programs to reach all customers.The program also includes partnership agreements between solar + storage customers andSMUD to dispatch these systems to increase their value for all SMUD ratepayers and helpreduce costs.

SMUD - Solar for Business
● Contractor stipends from $1,000 to $5,000 of thecost. Assume this may be shared with client.● Option 1: Purchase solar○ SMUD offers two types of financial incentives for business customers to installsolar electric systems. One is based on the system's expected performance, andis a one-time upfront buy-down. The other is based on the actual electricityproduced over the first five years. 146
● Option 2: Lease solar○ If owning a solar electric system is not an option for a company, SMUDencourages customers to consider a lease or power purchase agreement (PPA).In these agreements, the solar vendor is responsible for installing andmaintaining the equipment as you enjoy the electricity it produces.

Request for Offers (To SMUD):
146
SMUD Solar For Business,https://www.smud.org/GOING-GREEN/Solar-for-Your-Business#Solar-Basics-for-Business 145
SMUD Value of Solar and Solar + Storage Study Technical Report, September 2020,https://www.smud.org/-/media/Rate-Information/NEM/VOSstudy.ashx 85 129 of 1381

● Periodically, SMUD will release an RFO for solar energy sold to SMUD. It can also be anUnsolicited offer. 147
Puget Sound Energy “Green Direct” Program
Green Direct is a ground-breaking program designed toprovide PSE corporate and governmental customers theability to purchase 100 percent of their energy from adedicated, local, renewable energy resource, while providingthem with a stable, cost-efficient solution.

Business partners have their logos listed on the website. There are currently 34 logos ofbusinesses supporting the first project: The Skookumchuck Wind Energy Project. 148
Community Solar
Programs of Scale:In 2012 EcoMotion published a whitepaper documenting the significantimpact of Community Solar Plant (CSP) models. 149
Inthe following few years the CommunitySolar movement burgeoned. EcoMotion wrote a second white paper summarizing theexpansive impact to the local CSP solar movement. 150
Two programs were highlighted asprograms of scale. They were sophisticated CSP program designs that maximized utility andconsumer benefit. The two programs represent two different models, the ownership model,and the subscriber model.

The SMUD SolarShares® Subscriber Model
For almost a decade the Sacramento Municipal Utility DistrictSolarShares® program had the distinction of being not onlythe nation’s largest Community Solar Plant but also the firstmunicipal utility district to promote the concept. In 2008, the program debuted with a 1 MWCSP built on a turkey farm southeast of Sacramento. Within six months of opening the programsold out its capacity, and kept customer retention above 95%.

Since its inception, the program has remained almost fully subscribed. Interested newcustomers joined a waiting list and enrolled when existing customers opted out or left theterritory. In the SolarShares® model participants would buy blocks of solar capacity in one-half 150
EcoMotion White Paper, Community Solar Design Option/Innovations,https://ecomotion.us/wp-content/uploads/2019/01/EcoMotion_White-Paper_Community-Solar-Design-Options-Innovations.pdf 149
EcoMotion White Paper, Community Solar Plant,https://ecomotion.us/wp-content/uploads/2016/01/Community-Solar-Plant-White-Paper-1-10-12.pdf 148
PSE Green Direct,https://www.pse.com/green-options/Renewable-Energy-Programs/green-direct 147
SMUD Lease and RFO,https://www.smud.org/GOING-GREEN/Solar-for-Your-Business#Solar-Leases-for-Businesses 86 130 of 1381

kilowatt increments, up to 4 kW, and pay a fixed monthly fee for as many years as theycontinued to participate. The fee for 0.5 kW was $10.75/month. The generated output wascredited to participants’ utility bill at the full retail rate.

SolarShares® was essentially a green pricing program model. While SMUD offered aconventional green pricing program made up of a variety of renewable sources from differentplaces, SolarShares® was 100% solar and 100% local. The plant was built with panels andcomponents made in the USA.

Its design was made to protect non-participating ratepayers from the risks and costs associatedwith the CSP. But just as non-participating ratepayers were protected from increasing inmarginal costs, CSP participants, and early adopters especially, would benefit from futuretechnology, materials, and design cost decreases. As an added benefit, since monthly feesremain flat even as utility prices escalate, participant benefits will increase as the years go by.

In 2017 SMUD reported it had developed a commercial SolarShares® program to help businesscustomers meet their sustainability goals. 151
The Clean Energy Collective Ownership Model
Counterpoint to the subscriber model is the CleanEnergy Collective ownership model. Participantswithin this model own the system by direct purchaseand receive a bill credit for the kWh their panelsproduce. Since participants own a quantity of panelsrather than a set capacity, they receive credits on avariable basis, as panels produce more in the summer months than the winter months. TheClean Energy Collective monetizes the Federal Investment Tax Credit, utility and governmentincentives, and accelerated depreciation up front, thus making a participant’s initial buy-in moreaffordable and thus more attractive as an investment.

Clean Energy Collective built its first pilot project in El Jebel, Colorado in 2010. Located withinthe Holy Cross Energy service territory, the 77.7 kW system went online with 19 participants.After accounting for the ITC, incentives, and depreciation, the initial investment rangedbetween $2.15 to $3.15/watt. In return, participants receive a bill credit of $0.11/kWh ofgenerated electricity, a rate negotiated by the Clean Energy Collective on behalf of participants 151SMUD 2017 Annual Year-in-Review Report,https://www.smud.org/-/media/About-Us/Reports-and-Statements/2017-Annual-Report/Year-in-Review.ashx 87 131 of 1381

and which escalates as utility rates increase. Other features of the Clean Energy Collectiveownership model include a 50-year ownership agreement with maintenance and performanceguarantee, full transferability of ownership, and free monitoring and bill credit function throughRemoteMeter® online portal.

Building on the success of the El Jebel pilot, Clean Energy Collective built an 858 kW array at theGarfield County Airport in Rifle, Colorado. At the time it was the largest community-owned solarplant in the nation, and the opening ceremony was attended by then-governor Bill Ritter. Tomeet increasing demand for access, the Garfield County Airport plant expanded by 500 kW. Thebelow table provides a snapshot comparison of the two models.

The Clean Energy Collective Today: After developing~200 projects, the CEC filed for bankruptcydue to insurmountable issues with its primary investor, First Solar. The projects live on. TheClean Energy Collective was re-established and the originator, Paul Spencer is the CEO. Thecompany is now in 15 states, and has multiple partners. According to the website, 152
“CEC is anew idea in power generation that is building, operating and maintaining community-shared 152
Clean Energy Collective website,https://cleanenergycollective.com/ 88 132 of 1381

clean energy facilities. CEC is pioneering the model of delivering clean power-generationthrough medium-scale facilities that are collectively owned by participating utility customers.CEC's proprietary software automatically calculates monthly credits for members and integrateswith the utilities' existing billing system.” SolarShares Commercial Program
SMUD developed a commercial SolarShares® program tohelp business customers meet their sustainability goals. 153
SMUD built an 11-megawatt solar farm at Rancho Seco thatprovides clean, non-carbon power to the Golden One Center and state office buildings.

Solar shares for large commercial customers took off in 2017, jumping from 10 megawatts inJanuary to 113 megawatts at the end of the year. Among those signing SolarShares agreementswith SMUD in 2017 were the California Department of General Services; Apple; SacramentoArea Regional County Sanitation District and Sacramento Area Seer District; Gekkeikan-Sake;City of Sacramento; Los Rios Community College School District; and the San Juan UnifiedSchool District.

Neighborhood SolarShares® for Developers and Builders
Neighborhood SolarShares allows developers and builders ofnew single family and multifamily homes to secure utility-scalesolar from SMUD to meet the solar mandate from the 2019California Building Standards Code (effective January 1, 2020). 154
The program offers thefollowing benefits:
● Home builders achieve the solar mandate at no cost● Utility bill holders will save $10 per kW of SolarShares per year ($10 - 40 on average)● No homeowner solar maintenance, or output degradation● SMUD maintains and operates the solar system on behalf of the customer● Supports the local economy since all utility-scale solar installations are located in SMUDterritory 154
Neighborhood SolarShares for Developers,https://www.smud.org/en/Business-Solutions-and-Rebates/Neighborhood-SolarShares-for-developers 153SMUD Commercial Solar Shares Program,https://www.smud.org/en/Going-Green/Commercial-SolarShares 89 133 of 1381

Feed-In Tariff Solar
The Feed-In-Tariff is known to have catalyzed the solar industry. It is a policy tool to promote renewable energy sources, usually to encourage small-scale local producers of energy In exchange for an above-market price for what they deliver to the grid. There have been mixed results in its implementation.155 The German FIT model is one of the most successful. In Germany, FIT policy has resulted in a largely decentralized system of energy production. Over

1.6 million solar projects have been installed in a country of less than 40 million households.156 Germany’s success spurred rapid adoption of renewables in Europe, with more than 41 nations – from Portugal to France, Italy, Denmark, the Czech Republic, and South Korea, and states and utilities having emulated the German model, using FITs to stimulate renewable power production. Unlike the “net metering” provisions that are common in the United States, and that limit solar system size to annual consumption of a particular meter, the feed-in tariff allows for participants to maximize solar production at a particular site.157 Spain had a promising FIT program. Spain, in 2007, was eager to fulfill its commitments to renewable energy so the government guaranteed generous subsidies for any company that met its aggressive deadlines, to install solar by September 2008. It guaranteed rich fixed electricity rates of up to 44 euro cents per kWh. Spain planned on 400 MW of installations and received an overwhelming 1,200 MW of applications. The program was too rich and was canceled, sending ripples far and wide.158 More recent FIT initiatives in the United States have paid reasonable prices and have been successful in attracting developers.

Current German Rooftop PV Tenders
Germany’s Federal Network Agency (Bundesnetzagentur), completed a fourth rooftop solar tender that resulted in an average price of 0.0884 Euro. A tender is a solicitation process whereby governments and other financial institutions invite bids for large projects that must be submitted within a finite deadline.

The solicitation received bids with a total capacity of 767 MW. Ultimately authorities selected projects from 300 - 750 kW in size, totalling 201 MW. Prices ranged from $0.085 - 0.092/kWh. 158 Spain's Solar Market Crash Offers Cautionary Tale About Feed-In-Tariffs.Greenwire, August 18, 2009, https://archive.nytimes.com/www.nytimes.com/gwire/2009/08/18/18greenwire-spains-solar-market-crash-offers-a-cautionary-88308.html?pag ewanted=all
157 Bringing an Effective Feed-In-Tariff To California Policy White Paper, EcoMotion, November 7, 2008:
https://ecomotion.us/wp-content/uploads/2016/01/The-Solar-Santa-Monica-White-Paper-on-Feed-In-Tariffs-11-6-7.pdf 156 The case for state solar feed-in-tariffs (FITs) in the USA, https://blogs.nicholas.duke.edu/env212/the-case-for-state-solar-feed-in-tariffs-fits-in-the-usa/ 155 Investopedia, What Is A Feed-In-Tariff, https://www.investopedia.com/terms/f/feed-in-tariff.asp 90 134 of 1381

First such solar tender by Germany was last July for 168 bids and 213 MW of capacity. Selectedwere 114 projects totalling 152 MW with an average price of $0.071/kWh. 159
***
Feed-In Tariffs today: Feed-In Tariff programs continueto help increase distributed energyresources, benefit customers, help jurisdictions meet their carbon-reduction goals, and createlocal jobs.

LADWP’s Feed-in Tariff (FiT) Program
LADWP’s FiT program was launched in 2013 when the Board approvedthe 150 MW FiT Program. 160
The program allowed for theconstructionof solar installations on commercial, industrial, nonprofit, multifamily,government, warehouses, carports, and unbuilt land within the City ofLos Angeles. Through the FiT program, anyone who invests in solar(i.e., local building owners, solar developers, and third parties) can sellthe electricity generated by their solar array back to LADWP at a fixed price for up to 20-years. Itconsists of a 35 MW set pricing component (SetFiT) offered at $0.145/kWh and a 30 MWcompetitively bid component. (BlockFiT) not to exceed $0.145/kWh and $0.115/kWh for landfillgas technology.

Already the largest FiT program in the nation, the LADWP FiT program reached nearly fullcapacity in September 2019 and authorized a 300 MW increase from 150 MW to 450 MWshortly after. This expansion updated several important aspects of the program, includingincreasing the single project capacity limit from 3 MW to 10 MW.

As of 2019, LADWP’s FiT program has generated over $500 million in new solar investment forthe City of Los Angeles and is projected to reduce 68,500 metric tons of greenhouse gasemissions annually once all projects are interconnected. 161
161
Comparing Germany's and California’s Interconnection Processes for PV Systems . NREL white paper, July, 2011,https://www.nrel.gov/docs/fy11osti/51814.pdf 160
LADWP FiT Program,https://tinyurl.com/LADWPFeedInTariff 159
“Germany Concludes Fourth Rooftop PV Tender with an Average Price of 0.0884E”, PV Magazine, August 24, 2022,https://www.pv-magazine.com/2022/08/24/germany-concludes-fourth-rooftop-pv-tender-with-average-price-of-e0-0884-kwh/?utm_source=dlvr.it&utm_medium=facebook 91 135 of 1381

LADWP’s FiT+ Pilot Program expands on the existing program to further promote theuse of locally generated solar energy and to ensure the deployment of energy storageprojects. This pilot focuses on areas of the city with the need for local energy capacity(with less transmission capacity) and with environmental justice concerns.

LADWP shows a map of the FiT+ Zones, and can be found at the FiT + Zones page 162
or at thelink below, using the password FiT+PilotZones*. Detailed explanations of the FiT+ Zones and theassociated maps can be found in Section 3.5 of the FiT+ Pilot Program Guidelines.

FiT+ Pilot Zones Map
163
163
LADWP FiT and Pilot Zones Map,https://public.tableau.com/profile/ladwp.clean.grid.la#!/vizhome/FiTPIlotZones/UserGuide 162
LADWP FiT Plus Pilot Program, Feed-in Tariff Plus(FiT+) Pilot Program (ladwp.com) 92 136 of 1381

Gainesville, Florida FIT Program
The City of Gainesville in Florida was the pioneer in the implementation of a long-termfeed-in-tariff model to purchase solar electricity generated by privately owned systems locatedin the public utility’s service territory, accelerating the investments in renewable energy. 164
Based on the German model, the City implemented the feed-in-tariff program using 20-yearagreements with suppliers. This program was funded by the electricity ratepayers through anincrement in the electricity bill. Gainesville adopted this renewable energy policy in 2009 todiversify its generation portfolio, respond to community demands and meet carbon reductiongoals, and discovered in this program a tool to expand distributed renewable generation, helpreduce carbon emissions in the City.

The program provided a rise from near 300 kW of solar energy installed capacity in 2008 toapproximately 20.5 MW by April of 2014 (18.55 MW through FIT and 1.99 MW through netmetering), and this deployment of more than 260 installations created a solar market in theregion and contributed to sustained construction and solar employment through a difficulteconomy. The program ended in 2013 but the price list was as follows:
165
165
GRU FIT Program Page,https://www.gru.com/AboutGRU/Content/SolarFIT.aspx 164
Implementation and Results of Solar Feed-In-Tariff in Gainesville, Journal of Energy Engineering, February 2017,https://ascelibrary.org/doi/10.1061/%28ASCE%29EY.1943-7897.0000373 93 137 of 1381

This significant success in the adopted scheme turned Gainesville into a global leader in solarenergy installed capacity per capita, surpassing more mature markets such as the state ofCalifornia. Using some lessons learned from Gainesville’s experience and from dozens of nationsacross the world, similar feed-in-tariff programs have been adopted in larger municipal utilitymarkets and some states. Also known as CLEAN in some U.S. jurisdictions (Clean Local EnergyAccessible Now), municipal utilities including Palo Alto, Sacramento, Ft. Collins, Long IslandPower Authority, and Los Angeles have similar programs, as does the State of Vermont.

City of San Diego and The Clean Coalition
Clean-Coalition.org partnered with the City of San Diego toprovide a Feed -In Tariff program like a program modeledin Germany, with a focus on removing barriers to meet bigsolar goals. 166
The City of San Diego also worked with Clean-Coalition to develop a Solar Siting Survey. Thesurvey conducted with NREL, examined possibilities of 1 MW or more solar projects throughoutSan Diego. 167
Currently, the San Diego FIT program isoffered by San Diego Community Power.

Marin Clean Energy Feed-In Tariff
Marin Clean Energy (MCE) reports it offers one of themost competitively priced FIT programs in California. TheFIT Energy price range is $50 - 80/MWh for projects and isdetermined by the number of program participants.Projects can be sized between 1 and 5 megawatts andmust have storage. Other requirements: They must meet local labor and living wage/IBEW/MCEagreements and be on pollinator friendly solar-arable land. MCE offers $7/MWh extra fornon-solar innovation. The Tariff Program has 11 participants currently. 168
Energy Storage
Ten CCAs Partner For Energy Storage
Ten Community Choice Aggregators (CCA) formed a joint powers authority for the purpose ofpooling buying power. The first of many purchases is an innovative 8-hour Lithium-ion storagetechnology. The JPA, called California Community Power, authorized the 15-year contract for 168
Marin Clean Energy FIT Program,https://www.mcecleanenergy.org/feed-in-tariff/#FITPlus 167
San Diego Solar Siting Survey Summary,https://www.sandiego.gov/sustainability/clean-and-renewable-energy 166
Clean-Coalition FITs,https://clean-coalition.org/feed-in-tariffs/ 94 138 of 1381

69MW/552MWh of energy storage from LS Power's Tumbleweed project in Kern County,California beginning in 2024. There are seven CCAs participating in the project — the first intheir joint request for proposals, or RFP, for 500 MW of long-duration energy storage.

Community Energy Storage
Connecticut - Community Energy Storage Solutions
Connecticut’s Public Utilities Regulatory Authority (PURA) launched its Energy Storage Solutions,a statewide electric storage program for all Eversource and United Illuminating (UI) residentialand commercial and industrial (C&I) customers. 169
Theprogram aims to foster a more reliableand resilient electric distribution system, especially for vulnerable communities.

The Connecticut Green Bank, along with electric utilities Eversource and UI will administer theproject, which is set to run from 2022 through at least 2030 with targets divided into three-yeartranches.

The first tranche will look to install up to 100 MW (50 MW residential, 50 MW C&I) by 2024.Then, 100 MW (50 MW residential, 50 MW C&I) between 2025-27, and 280 MW (140 MWresidential, 140 MW C&I) between 2028-30. Pros: 580 MW of storage by 2030 throughout theState. C&I get up to 50% off price. Partnership with Connecticut Green Bank.

Utility-Owned Local Solar
Another important source for solar power is utility-owned local solar. While solar may well beinexpensive in the desert, buying locally means having local resources that are not dependenton already-congested transmission. Locally owned solar means solar on City owned rooftops,parking lots and other sites leased by the utility. Hillside solar has been considered.

These systems are mini-power plants. Unlike NEM solar, local solar resources can be profitable.They can be low-cost sources of generation that boost system reliability. And they can of course,read must … be paired with storage so GWP can use these resources when they are mostvaluable, offsetting expensive avoided cost power.

Currently, the consultant Black & Veatch is analyzing Glendale distribution grid feeders toestablish possible PV system sizes that can be added (without system upgrades) based on 169
“Connecticut Launches Incentives For Behind The Meter Batteries,” PGRID Int., Jan 1, 2022,https://www.power-grid.com/energy-storage/connecticut-launches-incentives-for-behind-the-meter-batteries/ 95 139 of 1381

location. The project involves ranking sites for development and prioritizing based on return oninvestment. Other values such as avoidance of cost, could be considered. The IRP assumed 10MW of solar and storage on City sites.

Brownfield Solar
Brownfield solar can help local governments achieve their climate goals while repurposingpreviously developed land. Glendale’s Scholl Canyon, and the upcoming closure of the landfillthere, provides options for GWP and its solar pursuits. 170
As part of Houston’s Climate Action Plan, the Sunnyside Solar Project is expected to become thelargest landfill solar project in the United States. This project’s 52 MW of solar panels will beable to power 5,000 homes and offset about 55,000 metric tons of CO2 each year. 171
Columbus, Ohio, will transform a closed landfill into a nearly 50 MW solar park. These twoprojects are both expected to be completed and operational in 2022.

Brownfield solar can also be a good choice for aggregation deals between peer municipalities inthe same area. Ann Arbor and Pittsfield Township in Michigan together planned a 24 MWlandfill solar project that will offset 100 percent of the current municipal electricity usage forPittsfield Township and allow Ann Arbor residents to subscribe and offset their energy use withlocal, renewable energy. 172
EPA Landfill Methane Outreach Program
The EPA’s Landfill Methane Outreach Program (LMOP) is a voluntary program that works withindustry stakeholders and waste officials to reduce or avoid methane emissions from landfills.LMOP encourages the recovery and beneficial use of biogas generated from organic municipalsolid waste. The program provides a national network. Members can join a listserv, access aninformation database, attend webinars and see current examples. Currently, there are localprograms listed including The City of Whittier, The Los Angeles Department of Sanitation LosAngeles County, Los Angeles BKK Corporation, Los Angeles Operating Industries, Inc., andOrange County Waste and Recycling. 173
173
EPA Landfill Program,https://www.epa.gov/lmop
172
Solar Panels Offer Landfills Second Chance at a Useful Life. Waste Today, Aug 19, 2021,https://www.wastetodaymagazine.com/article/solar-panels-landfills/ 171
Sunnyside Energy Community Solar,https://www.solarunitedneighbors.org/sunnyside/ 170
RMI-Brownfield Renewables,https://rmi.org/ways-us-cities-broke-clean-energy-records-in-2021/ 96 140 of 1381

Amesbury Landfill Solar Plus Storage (Amsbury, MA)
174
Project is 16 Acres, 4.5 MW PV & 3.8MWh Li battery. Landfill ground mount array. Project online Dec 2019. Expected to produce5,600kW/2MWh. The City of Amesbury is expected to save around $4 million in municipalspending on energy over 20 years.

Haverhill Solar Farm @ Haverford Landfill (Haverhill, MA 175
Project is 3.9 MW PV, turning onesection of a long-vacant, 55-acre landfill into a solar farm producing 3,919,000 kilowatt hoursper year, powering about 500 homes. City’s net revenue will be approximately $3 million over20 years.

Solar Landfill Project (Spanish Fork, Utah
176
Projectis 27 acres in size; its 4.7 MW PV willgenerate enough clean energy for ~3,000 homes. The project uses Solar FlexRack’sSeries Bcast-in-place ballasted mounting solutionon a 27-acrelandfill site that was unsuitable forcommercial development, solving the problem of unstable ground development. 177
Fuel Cells and Microturbines
2021 APPA Awards: DER/Hydrogen Fuel Cell/EV Charging
Orlando Utility Commission (OUC) received a 2021 AAPA awardfor developing a "nanogrid" test site decarbonizing the gridthrough direct-coupled solar PV and battery storage with electricvehicle chargers. The OUC partnered with the DOE to integrate agreen hydrogen system for back-up out of an electrolyzer,hydrogen storage tanks, and two fuel cells. The nanogrid is saidto provide real-world testing of new technologies at a scale that allows OUC to gain valuableoperational data, with lower investment risk. 178
178
DER/Hydrogen Fuel Cell: https://www.powermag.com/nanogrid-could-hold-key-to-clean-energy-future/ 177
3 additional landfill examples shared in notes Jan 2022 Kate Unger, Glendale Environmental Coalition. 176
“Utah landfill converted to 4.7-MW solar projectwith Solar FlexRack's concrete ballast foundation,” Solar Power World, July 12, 2021,https://www.solarpowerworldonline.com/2021/07/utah-landfill-converted-to-solar-project-with-solar-flexracks-concrete-ballast-foundation/ 175
“Work begins to convert old Haverhill landfill to solar farm, bring money to city,”https://www.eagletribune.com/news/haverhill/work-begins-to-convert-old-haverhill-landfill-to-solar-farm-bring-money-to-city/article_de486ae0-58a6-5b3e-aee2-2fb5fecd67aa.html 174
Amesbury Landfill Solar Plus Storage Project, FHWA,https://www.fhwa.dot.gov/ipd/project_profiles/ma_amesbury_landfill_solar_plus_storage_project.aspx 97 141 of 1381

Bloom Energy Announces Hydrogen Powered Fuel Cells
Solid oxide fuel cells (SOFC) can run on naturalgas, 100% hydrogen, or a blend. 179
When thereis excess electricity production from solar, thefuel cells can produce hydrogen with an in-unitelectrolyzer. Then, when electricity is needed, the fuel cell can generate electricity byconsuming hydrogen and producing water as a byproduct. This is a cost-effective source ofelectricity with high energy-efficiency compared to combustion. It is more efficient thancombustion technology, and can handle hydrogen blends with a higher efficiency than viacombustion. SOFCs can be used with biomethane generated at the local wastewater treatmentplant. One major advantage of solid oxide fuel cells is that they have virtually no criteria airpollutants, unlike combustion units, so they are better for local air quality. 180
The Reliability Dimension
PSPS and Generators: The primary purpose of this analysisis to see if there are solutions forGlendale’s upcoming capacity crunch. Are there things that can be done now to prepare for thiscoming summer, and the next, and for the summer of 2025? Meanwhile, energy resilience andreliability are on consumers’ minds. Investor-owned utilities have been granted the authority toshut down parts of the grid during Public Safety Power Shut-offs (PSPS) events to protect fromwildfires started by utilities’ electrical equipment during high wind and heat events. Defeatedconsumers are looking for their own solutions for energy resilience. Many are installinggenerators, banking that natural gas lines will be functional when the electric grid fails. (Gasgrids historically fail only 5% of the time that electricity grids fail.) Microgrids: Others are building microgrids for resilience.GWP consumers may soon befollowing this trend. Microgrids can be used for daily operations – to support the grid – and inemergency operations for their host sites. Far from threatening, consumer-owned microgridsmay well be a very good thing for GWP to prepare for and to ride through the Summer of 2025.Without policies and tariffs that encourage microgrids, and GWP’s consumers’ investments inreliability, consumers may ultimately defect from the grid, choosing to generate, store, andmanage their own energy use. Without effective policies and programs, this defection couldlead to the “death spiral” in which utilities lose customers, their costs now borne by fewer andfewer consumers, whose rates rise, in turn causing more defection. 180
Notes, Jan 2022 Kate Unger, Glendale Environmental Coalition. 179
“Bloom Energy Announces Hydrogen Powered Energy Servers..” June 27th, 2019,https://www.bloomenergy.com/news/bloom-energy-announces-hydrogen-powered-energy-servers-to-make-always-on-renewable-electricity-a-reality/ 98 142 of 1381

Vehicle Grid Integration
California’s EV Leadership
California is the largest car market in the world. California’s emission targets set the standard forother states to follow as will its pledge to ban all sales of new internal combustion automobilesby 2035. Automobile companies are adjusting and are retooling their car lineups to abide byCalifornia’s statutes. Almost all legacy car manufacturers are adding electric vehicle options, andthere are brand new EV manufacturers selling new lines, like Rivian and Polestar. Electrificationand the push for EV vehicles and the wider implementation of Electric Vehicle SupplyingEquipment (EVSE) are necessary for the State of California, and for the country-at-large toachieve decarbonization targets to mitigate climate change due to greenhouse gas emissions.

California municipal utilities and investment owned utilities have rolled out generousinfrastructure programs for commercial and residential customers. In addition, the CaliforniaPublic Utilities Commission (CPUC) has worked with the State’s utilities on special rates to giveincentives for EVs, mandating that EV rates do not impose demand charges through 2025.Moreover, California utilities have offered rebates for customers who purchase used or newelectric vehicles; and they have offered rebates for EVSE and the necessary infrastructure tosupport its installation.

State lawmakers have recognized that in order to be a leader in EV adoption, customers shouldbe incentivized to dip their toe into a nascent technology. California has offered furtherincentives to households, businesses, schools, and municipalities for EVs and EVSE: theCalifornia Clean Vehicle Rebate Project, California Clean Vehicle Assistance Program, BeneficialState Foundation,California Vehicle Retirement ConsumerAssistance Program,Electric Vehicle(EV) Rebate Program, CARB Bus Replacement Grant, CEC Bus and EVSE Grant, CaleVIP ElectricVehicle (EV) Charging Station Incentive Program Support, local Air Quality Management District(AQMD) incentives, Low Carbon Fuel Standard Program, and CARB Emission Reduction Grants.In addition, financing mechanisms like PACE can be used to finance EVSE. 181
California has been a leader in EV penetration; the State’s EV incentives paired with the federaltax credit have aided early adoption. According to a 2020 S&P Mobility report, California leadsthe country in EV penetration. The Golden State now accounts for 39% of all EVs registered 181
Alternative Fuels Data Center, https://afdc.energy.gov/laws/all?state=CA3 99 143 of 1381

nationwide.
182
And according to the Department of Energy, in 2020, California hadthe thirdhighest number of public chargers per capita with 72 EV chargers per 100,000 people. 183
The EV Challenge and Opportunity
Glendale has over 220,000 cars on the road.
184
It islikely that 95% of the cars are idle most ofthe day. Moreover, many fleet vehicles and school buses are routinely idle, some during peakdemand hours of 4 - 9pm when the workday customarily ends. As EV penetration grows inGlendale, GWP has a major opportunity, an untapped resource, to put in the toolbox to addressits resource constraints.

Managing the EV Load
Glendale Water and Power (GWP) like other California utilities has offered incentives for greaterEV adoption. GWP has done this by providing incentives for EV chargers. GWP has also installedchargers for city and public use. As of November 2022, GWP has installed 23 city-owned EVcharging stations and plans to add an estimated 74 additional charging stations by June 2023.

Providing incentives for chargers has been an early and smart means to support customers’ EVpurchases and to begin to manage the growing and potentially huge load that EVs represent.Without control, EVs could become a huge charging challenge for utilities.

In addition to the charger rebates and the incentives for off-peak charging, GWP has an onlineEV customer awareness platform with information on local, state, federal rebates and fundingsources, an EV charging station map, information on available EVs, and home charging options.GWP has also hosted multiple Electric Car Guest Drive events for residents to test drive andlearn more about electric vehicles. Other GWP EV efforts include providing a grant to theGlendale Police Department to purchase two electric motorcycles, a grant to the GlendaleLibrary Arts and Culture Department to purchase an electric bookmobile, and piloting asolar-powered, transportable, off-grid EV charging station. 184
Estimate is extrapolated from Los Angeles County DMV data. 183
“Vermont had Highest Number Electric Vehicles,” FOTW 1169, January 18, 2021,https://www.energy.gov/eere/vehicles/articles/fotw-1169-january-18-2021-vermont-had-highest-number-public-electric-vehicle 182
“A handful of states are driving nearly all U.S. electric car adoption,” Axios, Aug 1, 2022,https://www.axios.com/2022/08/01/states-ev-electric-cars 100
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GWP’s Existing EV Programs
GWP EV Charging Station Rebate Program
GWP provides rebates to commercial and residential customers toward the purchase of Level 2EV charging stations. Commercial or multi-unit dwelling customers who purchase and install EVcharging stations can receive up to $6,000 for each charger and with incentives capped at$50,000. Residential customers who install a charger can receive up to $599. Applications mustbe submitted no later than four months from the date of purchase. Rebates are available on afirst-come, first-served basis until funds are exhausted. 185
The results: GWP has spent $256,917.57 on this program from 2017 - 2022 and has enrolled 255customers. Starting in July 2021, funding for this program is now covered by the California AirResources Board (CARB) Low Carbon Fuel Standard (LCFS) Program. 186
In 2020, GWP partneredwith CARB and local EV dealerships to provide a point of sale rebate of up to $1,500 through theState’s Clean Fuel Rewards program. Since November 2020, 2,948 customers received a CleanFuel Reward incentive. CARB temporarily reduced incentives to $0 in September 2022.Incentives may be increased in the future.

GWP’s “Bring Your Own Charger” Program
In July 2022, GWP implementedSagewell’s “Bring YourOwnCharger®” EV Load Shifting Program. 187
GWP pays $8 monthlyincentives to customers for charging off peak. The program allowsGWP to shift load 365 days per year, not just during peak, which helpsmaximize beneficial grid impacts year round.

Participants enroll on their smartphones. In a report to Massachusetts’s Department of Energy,Sagewell says the program has a 95% off-peak charging rate. 188
No hardware involved. Utilitiescan be up and running in 30 days. This program has been previously implemented in Braintree,MA and resulted in an award-winning project.

In the BYOC approach, an EV driver schedules their EV to charge during off-peak periods usingtheir vehicle’s on-board charging timer, completes a 7-minute enrollment web form, uploads a 188
Sagewell’s “Bring Your Own Charger” Pilot Report, December 15, 2019,https://www.mass.gov/doc/sagewell-bring-your-own-device-peak-demand-grant-program-report/download 187
GWP Peak Charging Rebate Program,https://gec.eco/gwp-off-peak-charging-rebate-program/ 186
Data is directly from GWP
185
GWP EV and Charger Incentives,https://ev.glendalewaterandpower.com/incentives 101
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picture of their charging schedule, and signs the program participation agreement on theirmobile device. In return,they are paid a monthly incentive for charging off-peak. BYOC workswith any charger (smart, non-smart, level 2), and any vehicle make and model. The programalso provides a how-to guide for scheduling the most popular makes and models of EVs.

Bring Your Own Charger requires no hardware to be installed by the participant. The programleverages existing EV charging timer features, utilizes advanced metering infrastructure (AMI)installed by utilities and uses Sagewell’s SageSight SM AMI meter data analytics software. BYOCuses whole-home AMI data to measure results and doesn’t require additional sub-meters ortime of use rates. The hourly interval meter data from smart meters is analyzeddaily by SageSight SM which looks for EV charging signatures. SageSight was customized for thisproject to maximize the speed and accuracy of EV monitoring processes.

Options to Augment GWP’s EV Program:
● Identify and upgrade vulnerable distribution areas of the grid to support EV charging ● Introduce EV rebates targeting equity such as an EV rebate for used electric vehicles ● Introduce an EV infrastructure program for commercial customers similar to IOUs ● Offer or Mandate EV Time of Use Rates
● Offer a rate comparison tool on GWP website to aid customers ● Hold off on EV rate demand charges until at least 2026 ● Experiment with EV Rate dynamic pricing
San Diego Gas and Electric: Dynamic TOU Rates for EV Charging SDG&E piloted dynamic pricing for EV chargers in its Power YourDrive Pilot, and it was proven to curb demand and GHGemissions. 189
Drivers use a dynamic pricing mechanismcalledRate-to-Drive (RTD) where they can set the maximum price thatthey are willing to pay for electricity through a smartphone 189
SDGE Power Your Drive Research Report, April 2021,https://www.sdge.com/sites/default/files/regulatory/SDG%26E%20FINAL%20Power%20Your%20Drive%20Research%20Report%20April%202021.pdf 102
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application. If the VGI rate exceeds this threshold price while the driver is charging, their vehiclewill automatically stop charging, providing a responsive mechanism for reducing load on thegrid during peak hours. Drivers can choose to override the automatic throttling of charging ifthe VGI rate exceeds their threshold. Participants typically override their threshold in situationswhere they need to charge regardless of the cost.

All charging stations in the Power Your Drive Pilot are served on a dynamic rate, an electric ratewith an hourly price that reflects grid conditions and renewable energy generation. The rate’shourly pricing enables far more granular price signals than standard TOU rates. 190
The pricingperiods for TOU rates change only infrequently; the VGI rate periods of high and low prices canvary hour to hour based on the needs of the grid.

The dynamic rate consisted of several components: A base rate that recovers the cost ofoperating the transmission and distribution system and administering Public Purpose Programs,among other costs; the California Independent System Operator (“CAISO”) day-ahead energyprice, with a day-of adjustment; an hourly adder charged during approximately the top 150hours of annual demand on the California grid; and an hourly adder charged duringapproximately the top 200 hours of annual demand on a customer’s individual distributioncircuit.

Fully 40% of the drivers enrolled in this pricing mechanism have not specified a maximum pricethreshold. Approximately 10% selected thresholds above $0.40 per kWh, and 50% of driverselected pricing limited up to $0.40 per kWh. Energy under $0.20 per kWh represented 90% ofthe total energy consumption for drivers overall. No-threshold drivers have more chargingsessions compared to groups with higher limits. 191
Drivers appear to shift their charging behavior in response to high price periods. When askedthrough SDG&E’s survey 44% of drivers (80 out of 180 responses) indicated that they havedelayed charging in response to high prices “many times.” Drivers utilizing RTD billing arenotably more successful at avoiding charging during high price periods than drivers at RTH sites,suggesting that the VGI rate is more effective at encouraging grid-friendly charging when it isdirectly served to drivers at SDG&E- owned charging stations. ***
191
Ibid.
190
Ibid.
103
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It is recommended that GWP continue to adjust and fine tune all of its incentive programs tochange consumer behavior as the utility learns the results and uptake of its programs. This isespecially important for its EV programs as the market is growing and developing so fast. Forexample, GWP can adjust the rebate amount for its Off-Peak EV Charging Rebate if enrollmentlagged or make the incentive amount dynamic.Sagewell’s“Bring Your Own Charger®” EV LoadShifting Program is accessed through an online portal. As such, the program offers dynamicprices during DR events.

SmartCharge Program, Consolidated EdisonIn Partnership with FleetCarma and ChargePoint Participants receive a FleetCarma C2 device andreceive $150 upfront for installing and activating it.The C2 device collects the customer's charging dataand makes it available to the utility and thecustomer. Participants can compare their charging activity with that of other EV drivers nearby,which acts as an additional gamified incentive to increase participation. Rebates are awarded toparticipants when they join, keep the C2 device plugged in, and refer others to the program.

Fleet-owning customers are encouraged to participate, and their savings can be substantial. Forexample, the New York Department of Citywide Administrative Services projected in 2019 that itcould potentially, “earn up to $150,000 per year for charging its EVs overnight by participating inthe program." 192
Proactive Infrastructure Upgrades
GWP can utilize advanced AI (artificial intelligence) forecasting technology to strategicallyidentify areas of its grid that need distribution upgrades. Adding EV Charging and BuildingElectrification loads can trigger necessary upgrades to the distribution system. Electrificationcan create long wait-times for customers who are upgrading from 100 amp or less to 200 ampor more electrical service. Proactively upgrading infrastructure will decrease administrativefriction for customers who are new adopters of electrification. Through positive word of mouthand positive experiences, customers will feel as if it is easy to transition to new decarbonizationtechnologies. SMUD has trailblazed this proactive infrastructure approach, and has madecustomer satisfaction and buy-in a priority. 192
Smart Charge New York,https://www.smartchargerewards.com/smartchargenewyork/ 104
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SMUD Identifying Distribution Upgrades for EV Charging + Building Electrification Sacramento Municipal Utility District proactive plansinvestments in the distribution system by predicting whereupgrades will be needed. SMUD wants to identify wherethese upgrades will likely be needed in advance, to cut down on wait times and unhappycustomers, and get the distribution system ready for inevitable electrification. Most utilitiesdon’t have granular visibility on sizes of electrical services of customers. So the current project isto create estimates of existing service sizes based upon other available data (age of buildingstock, permits for building upgrades) and estimates of where upgrades are most likely to occurnext, using demographic information and machine learning. Then, the utility can make smarterinvestments in distribution systems and upgrade service sizes in advance of customer requests(the utility usually has to pay for some or all of these service upgrades anyway, when thecustomer requests it; better to be proactive). 193
2020 APPA Award Winner:DEED Public Power Electric Vehicle Planning Toolkit and Guidebook American Municipal Power, OH teamed up with Smart ElectricPower Alliance (SEPA) to create a DEED Public Power ElectricVehicle Planning Toolkit and Guidebook. The EV Toolkit is auser-friendly, intuitive resource for APPA member publicpower agencies to obtain insight into the preliminaryeconomic impacts of electrification efforts with their internal fleet vehicles, and increasedloading on residential distribution system service transformers under various EV chargingscenarios.

The EV Toolkit also provides increased awareness of EVs and associated market trends; supportsthe preliminary evaluation of customer engagement and EV charging management optionswhen creating a program; provides insight into the potential timing at which proactive steps arebest taken for maximum economic impact; and supplies accurate data and useful resources tosupport preliminary EV planning activities. 194
194
AMP Develops EV Toolkit with Deed Funding, APPA,https://www.publicpower.org/periodical/article/amp-develops-ev-toolkit-public-power-with-deed-funding 193
“SMUD, DERs and its Customers,” Sepa Power, June 29, 2017,https://sepapower.org/knowledge/smud-ders-customers/ 105
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2018 APPA Award Winner“Braintree Drives Electric” Electric Vehicle Marketing and Incentive Braintree Electric Light Department (BELD) MA - Electric Vehicle(EV) marketing program is one of the first marketing-focused EVprograms by a public power utility. The program is designed to usecommunity based social marketing and grassroots tactics toincrease EV adoption. Since the start of the program, the numberof resident EV’s in their service area has increased from 10 to 55, awarding Braintree the highestEV per capita adoption rate among area municipalities with similar demographics, andcompetitive with the rates seen in significantly more affluent areas. Additionally, Braintree’sBring Your Own Charger program provides incentives to customers who charge during off-peakhours, mitigating the impact of EV peak load charging. 195
EV Load Shifting Programs
Geotab Energy’s “SmartCharge Rewards”
Another EV load shifting program that doesn’t require asmart charger, in-car device, or other hardware is GeotabEnergy’s SmartCharge Rewards program. It has beenimplemented in New York by Consolidated Edison, in Oregon by Portland General Electric, inArizona by the Salt River Project, and in Canada by three other utilities 196
It’s agamification-based program managed through vehicle-side data and there is no expense ofhardware installation. Data is gathered from the vehicle itself. Enrollment is high, reportedlybecause EV drivers are treated like they are part of the solution. Customers feel like they aregetting paid to charge their cars every night.

Duke Energy Florida Itron Off Peak Charging Credit Program Duke Energy recently announced a program to distributeItron’s DER Optimizer that uses the demand responseplatform IntelliSOURCE. Itron’s system uses telematicsfrom Rolling Energy Resources that captures data from 16car manufacturers. Itron taps data on charging from the 196
Smart Charge Rewards,https://www.smartchargerewards.com/sign-up/ 195
Braintree Drives Electric,https://www.beld.net/BDE
106
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car rather than from chargers, Ting explained, a process that should save money for utilities. 197
Duke reportedly favored a behavioral program rather than an active one where the utility wouldbe controlling chargers. Users pay $10 a month to charge during Duke Energy Florida’s dualoff-peak hours. Customers can charge twice during on-peak times and pay off-peak hour ratesbefore the full on-peak cost kicks in the third time. Itron sends emails to customers withmonthly summaries and other email notifications warning them if they plugged during a peaktime. Duke Energy Florida hopes the program will attract 4,000 customers over the next fouryears.

California Residential EV Programs
PG&E’s Empower EV Program - Electrical Panel Upgrades
PG&E’s Empower EV program can offer eligible households up to $2,500 infinancial incentives. PG&E will cover the cost of up to $500 for one Level 2charger that is hardwired or plugs into a 220+ Volt outlet. PG&E will cover up to$2,000 per single-family household for panel upgrades completed by licensedelectricians. No cost to enroll. Goal is to assist 2,000 households through thisprogram. The customer must verify income eligibility, that his or her income is within 400% ofthe federal poverty level. The customer must have purchased or leased a new or used EV (fullybattery electric or plug-in hybrid) in the six months prior to applying to this program. Thecustomer must have used a licensed electrician for panel upgrade work and obtaindocumentation to verify the work is complete. 198
SCE Used EV Rebate Program for Income-Qualified Households Income-qualified applicants may receive $4,000 based on their household level ofincome for the purchase or lease of a pre-owned EV. To qualify, residents mustparticipate in a government assistance program. Available for TOU rate or TieredRates. SCE offers a Rate Plan Comparison Tool for program participants. 199
199
SCE Residential Rebates,https://www.sce.com/residential/ev-rates-rebates 198
PG&E Empower EV Program,https://www.pge.com/en_US/residential/solar-and-vehicles/options/clean-vehicles/electric/empower-ev-program.page 197
“Utilities Pilot Der Programs To Shave Peaks,” Reward Customers, PowerGRID Int., April 13, 2022,https://www.power-grid.com/der-grid-edge/utilities-pilot-der-programs-to-shave-peaks-reward-customers/#gref 107
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LADWP Used Electric Vehicle Rebate Program
Rebates of up to $1,500 now available for qualifying used electricvehicles (EVs) purchased within 12 months of application submittal. Theprogram offers up to an additional $1,000 rebate for applicants whoreside in a home that is participating in the Lifeline or EZ-SAVE LowIncome Customer Assistance programs, for a total rebate amount of upto $2,500, and not to exceed the applicant’s total net cost. Note thatone does not need to be an LADWP account holder to apply for the rebate, but the applicant’spermanent residence must receive electric service from LADWP. 200
To get the rebate, the vehicle must meet the following criteria: It must have been purchasedwithin 12 months of application submittal, it must be featured on the approved vehicle list, andits must be a model year at least two years older than the calendar year of the application, butnot older than eight years. For example, if the application is for a rebate in 2022, the vehiclemodel year must be from 2014 to 2020. Interesting policy, LADWP will only issue up to twoUsed EV Rebates for the same vehicle.

Riverside Public Utilities “Electrify Riverside”
RPU offers several opportunities for EV rebates andincentives:
201
Used EV Rebate:Customers can get up to a $500 rebateforthe purchase or lease of a used Battery Electric or Plug-inHybrid vehicle made on or after July 1, 2021. Qualifiedlow-income customers enrolled in RPU’s SHARE program are eligible to receive an increasedrebate of up to $1,500. The vehicle must be approved for highway application. (Electricscooters, electric bicycles, golf carts, neighborhood and low-speed vehicles are not eligible.) The program applicant must be an active RPU electric customer. The EV must be registered atthe address of the active RPU electric customer account. The EV must be purchased from acommercial, used vehicle auto seller. Applicants must be actively enrolled in the SHARE Programto be eligible for the increased rebate of $1,500. Low-income qualifications are based on the 201https://riversideca.gov/utilities/residents/rebates/electrify-riverside 200
LADWP Used Electric Vehicle Rebate Program,https://www.ladwp.com/ladwp/faces/ladwp/residential/r-savemoney/r-sm-rebatesandprograms/r-sm-rp-usedev;jsessionid=sdgJjvpcjqgzQv9YSmRS7pt4FJT2ldY0WLrFy1pbxPrZWjPb2msF!1582185623?_adf.ctrl-state=1az02207l1_4&_afrLoop=128397399516107&_afrWindowMode=0&_afrWindowId=null#%40%3F_afrWindowId%3Dnull%26_afrLoop%3D128397399516107%26_afrWindowMode%3D0%26_adf.ctrl-state%3Dfbxun51i1_4 108
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SHARE Program, 200% of federal poverty guidelines. Maximum of one EV rebate per householdevery three years.

EV Level 2 Residential Charger Rebate:Electric vehicledrivers who install a Level 2 (240-Volt AC)plug-in charger at their residence in the service territory of Riverside Public Utilities, on or afterJuly 1, 2021, are eligible for up to a $500 rebate. Guidelines of note: Level 2 charger must be anew unit. Level 2 (240V) chargers must be equipped with the SAE J1772 standard or Teslaconnector plug and certified by a nationally recognized testing laboratory (or NRTL). All level 2(240V) chargers must be wall-mounted at the electrical service address provided in the rebateapplication. Maximum of one (1) EV Charger Rebate per household every three years.

Time-of-Use EV Rate Meter Rebate: RPU customers havean opportunity to charge their electricvehicles using a separate Time-of-Use (TOU) meter provided by RPU. Eligible customers canreceive up to a $805 rebate to cover the cost of the EV meter adapter installation, in addition toincentives available for the EV Level 2 Residential Charger Rebate.

Silicon Valley Power Electric Bicycle Rebate Program
Rebate amounts are 10% of the pre-tax cost of the eligible electricbicycle less any other discounts received, up to $300. Financial RateAssistance Program customers receive an additional $100 foreligible bicycles with a pre-tax cost of $600 or less, and $200 foreligible electric bicycles with a pre-tax cost over $600. Rebates willbe mailed as a check within 4 to 6 weeks after all requireddocuments have been received. 202
Pasadena Water & Power Residential EV and Charger Incentives Customers can receive a rebate up to $250 when they purchase orlease a new or used plug-in electric vehicle (EV). Customers canreceive an additional $250 bonus rebate if they purchase or leasean EV from a Pasadena auto dealer. Since Tesla relies on adirect-sale business model where the transaction is completedentirely online, the Pasadena auto dealer bonus will not apply. Anadditional $1,000 is available for customers participating in PWP’s income-qualifying programs.Additionally, customers can receive a $600 rebate when they install a qualifying “Wi-Fi enabled” 202
Silicon Valley Power Rebates,https://www.siliconvalleypower.com/residents/rebates-6214#:~:text=Purchase%20an%20electric%20bicycle%20and%20receive%20a%20rebate%20up%20to%20%24300&text=Income%2Dqualified%20customers%20can%20receive,in%20which%20they%20are%20received. 109
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EV charger, or a $200 rebate when they install a standard (Non Wi-Fi) EV charger in theirhome. 203
PWP's non-residential electric customers canreceive rebates of up to $6,000 per portfor installing smart EV chargers.

Existing Federal EV Programs
A Federal Tax Credit (FTC) of up to $7,500 per vehicle is available for the first 200,000 PEVs fromeach automaker. FTC rules have changed with the passage of the Inflation Reduction Act (IRA).Provisions in the IRA prioritize incentives for vehicles assembled domestically. In 2023, the IRSwill complete its rulemaking and implement detailed rules for the new tax credit; there could belimits on the incentive based on income or cost of vehicle as well. 204
Existing State EV Programs
● Clean Vehicle Rebate Program:Administered by theCenter for Sustainable Energy forthe California Air Resources Board (CARB), the Clean Vehicle Rebate Project (CVRP)provides monetary rebates of up to $7,000 for the purchase or lease of new electric andplug-in hybrid vehicles. 205
● Clean Vehicle Assistance Program:Also administeredby CARB, this program is forlow-income customers only and provides grants of up to $5,000 for the purchase orlease a new or used hybrid or electric vehicle. This can be combined with the CVRP aswell. ● Carpool Lane Sticker:Qualifying PEV and Plug-In HybridEV owners are eligible to ride inthe high occupancy vehicle (HOV) lane by obtaining a Clean Air Vehicle (CAV) sticker. Alimited number of “Green Stickers” are available for plug-in hybrids, and an unlimitednumber of “White Stickers” are available for electric-only vehicles. ● Discounted Toll Lanes:Vehicles displaying a currentDMV-issued CAV sticker may beeligible for a 15% discount on the I-10 and I-110 Metro Express Lane. 205
California Laws and Incentives, AFDC,https://afdc.energy.gov/laws/all?state=CA 204
Plug-In EV Credit, IRS,https://www.irs.gov/businesses/plug-in-electric-vehicle-credit-irc-30-and-irc-30d 203
PWP Residential Electric Vehicle program,https://ww5.cityofpasadena.net/water-and-power/residentialevrebate/ 110
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California IOU Commercial EV Infrastructure Programs
SDG&E Power Your Drive for Fleets
Option 1: SDG&E Owned, No Cost Installation: SDG&E pays for,constructs, owns, and maintains all infrastructure up to the chargingstation. The customer pays for and maintains the charging stations.

Option 2: Customer Owned, Rebates to Reduce Installation Costs:SDG&E pays for, constructs, owns, and maintains all infrastructure upto the meter. Then the customer pays for, constructs, owns, and maintains “customer-sideinfrastructure” and charging stations.

SDG&E provides a rebate of up to 80% of the cost of “customer-side infrastructure.” To beeligible to receive funding through the Power Your Drive for Fleets Program, fleets must firstmeet the four basic criteria: The customer must demonstrate commitment to procure aminimum of 2 electric fleet vehicles, demonstrate long-term electrification growth plan andschedule of load increase, provide data related to charger usage for a minimum of 5 years, ownor lease the property where chargers are installed within SDG&E’s service area and operate andmaintain vehicles and chargers for a minimum of 10 years. 206
Southern California Edison Charge Ready
SCE will provide the infrastructure upgrades needed for EV charging equipment tothose who qualify. Participating sites must be located within SCE’s service territoryand be an SCE customer.SCE will perform all the necessary utility-side of the meter infrastructure work. 207
All participants will have the option to have SCE also perform the customer-side infrastructurework (sometimes referred to as the customer-side make-ready) at no additional cost to theparticipant, or alternatively, may choose to design, procure, install, and maintain thecustomer-side make ready infrastructure themselves and qualify to receive a rebate of up to80% of the estimated costs.

Participants must operate and maintain the EV charging equipment for a 10-year duration.Installation of separate dedicated metering to measure EV charging station load and served by aTime-Of-Use (TOU) rate plan. Enrollment in a qualifying Demand Response program. The 207
SCE Charge Ready Rebates, https://www.sce.com/evbusiness/chargeready/charging-infra-rebate 206
SDGE EV for Business, https://www.sdge.com/business/electric-vehicles/power-your-drive-for-fleets 111
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charging equipment must be equipped with a network service and the related usage and pricinginformation will be shared with SCE.

Pacific Gas & Electric EV Fleet Program
To be eligible for the EV Fleet program, an applicant is required to be a PG&Eelectric customer, including both Direct Access and retail customers, as well ascustomers receiving power from a Community Choice Aggregator. The applicantmust own or lease the property and have the authority to install charginginfrastructure at the site. All properties require easement allowance for their EVFleet projects. The applicant must acquire at least two EVs, deploying a minimum of twomedium- or heavy-duty electric fleet vehicles by 2024. 208
Customers planning to have electrical infrastructure installed to support vehicles to bepurchased in the future must provide a formal plan or mandate demonstrating the organizationor entity’s commitment to long-term electrification to justify future expansion and a schedule ofanticipated load increase. PG&E will install electrical infrastructure to support vehicles thecompany has demonstrated a commitment to procuring within five years.

If the fleet receives funding through the EV Fleet program, the fleet manager will be required toprovide data related to EV usage for at least 5 years after the chargers are installed andoperational. The program requires a 10-year commitment in which the organization must agreeto operate and maintain the EV charging equipment for at least 10 years.PG&E will provide theinfrastructure upgrades needed for EV charging equipment to those who qualify. PG&E willperform all the necessary utility-side of the meter infrastructure work.

Vehicle Grid Integration Technology
Another method to reduce the additional demands of the electrification of vehicles isembracing VGI. Utilities usually think of EVs and electrification as additional demand, and loadfrom the grid, but the batteries in EVs can provide services comparable to standard BatteryEnergy Storage Systems (BESS). Through VGI technology, electric vehicles are able to smoothfacility energy demand by ramping charging up and down, store excess solar energy generatedduring daytime hours, charge other devices to provide an alternative source of energy, overallreduce grid demand, and provide energy directly to the grid. 209
209
V2G Power flow Regulations and Building Codes Review, Idaho National Laboratory, September, 2012,https://www.energy.gov/sites/prod/files/2014/02/f8/v2g_power_flow_rpt.pdf 208
PG&E EV Fleet program,https://www.pge.com/en_US/large-business/solar-and-vehicles/clean-vehicles/ev-fleet-program/ev-fleet-program.page 112
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Electric vehicles are not only a mode of transport but also a distributed energy resource (DER).Vehicle Grid Integration (VGI) represents another DER asset for the City of Glendale, supportingthe grid through providing demand response or ancillary services during times of grid stress anddemand events.

Historically, vehicles have mostly had a singular use in American society: to get people andgoods from one place to another. Outside of ridesharing, cars provide a benefit solely to itsowner. Most gas-powered cars spend the majority of the day sitting idle while their owners areat home or work. But electric cars can do a lot when they’re not moving. They are capable ofhaving a day job – shifting loads and shaving demand. And batteries can back up a facility orhome during a dark sky event. EVs can also assist with grid frequency balancing. Electric vehicleshave the potential to provide all the services that a BESS can. With a bidirectional inverter,onboard vehicle inverter, the correct electrical infrastructure, and utility rules forinterconnection, Vehicle Grid Integration is achieved. 210
The good news is that as more consumers increasingly adopt electric vehicles in Glendale, moreenergy storage will be “under the hood” of automobiles that can be deployed for grid-servingpurposes. Essentially any VGI-enabled electric vehicle, commercial or residential, with the rightinfrastructure, can operate just like a stationary battery energy storage system.

EV vehicles have typically 2.5 times larger batteries than residential sized BESS systems. EVbatteries are substantially larger than typical home batteries, with capacity generally from 20 to130 kWh, compared with 4.5 to 13.5 kWh for residential stationary batteries. Furthermore, inthe table below, low duty and heavy duty vehicles have even larger battery sizes than EVcompact cars. Electric school buses have capacities from 89 kWh to 321 kWh battery sizes. 211
Given these much larger battery sizes, a pilot program in Glendale might well target andpartner with commercial vehicle fleets given their large battery capacities. Larger vehicles alsoare better suited for meeting emergency load reduction targets because of their higher energydischarge potential. 212
In addition, they are oftenmore predictably idle than residential vehiclesand are easier to bundle for aggregators. Residential vehicles are more likely to be needed foran unforeseen trip. 212
Ravi SS, Aziz M. Utilization of Electric Vehiclesfor Vehicle-to-Grid Services: Progress and Perspectives.Energies. 2022; 15(2):589.https://doi.org/10.3390/en15020589 211
Electric School Buses Available For Purchase, VEIC,https://www.veic.org/Media/Default/documents/resources/reports/types-of-electric-school-buses.pdf 210
Ravi SS, Aziz M. Utilization of Electric Vehiclesfor Vehicle-to-Grid Services: Progress and Perspectives.Energies. 2022; 15(2):589.https://doi.org/10.3390/en15020589 113
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Win-Win Value Proposition
Beyond a pilot program, the biggest driver to create a robust VGI economy depends on GWP’sability to set a VGI export rate or to create a Demand Response program that allows aggregatorsto utilize VGI technology.

Easy to use financial models should be availablefor customers who are considering V2G, whichshow the net benefits of participating in these service markets and highlight the optimal usecases for highest expected return on investment. With the shift toward active customerparticipation in ancillary services, it will be useful for customers who are not familiar withregional transmission organization/ISOs to have descriptions of such programs from their utilityprovider, because they already have an existing relationship with potentially vetted andapproved aggregator vendors like Nuvve, Fermata or Mobility House.

Peak-Shaving Benefit
If vehicle ESSs could be charged during off-peak times and then discharged selectively to “shavethe peak,” the utility could potentially forgo the need to start up a peaking plant, which wouldsave on operation and maintenance costs and yield significant environmental benefits. Peaking 114
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power plants are sometimes used only for several hours per year. Utilities have strong predictivecapability for peak load planning (mostly during the summer due to air-conditioning load).Theoretically, the ability to activate distributed storage, along with traditional demand responseassets, provides a cost-effective and clean alternative to expensive and capital-intensivespinning “peaking plant” generators.

Utility Operating Reserve
The second category is the V2G system providing the operating reserve. The operating reserve isthe generating capacity that is available to come online within a short time in cases of generatorfailure or other disruptions to the electricity supply. Operating reserve plants require quickresponse times, accurate power supply, and are typically used for short durations; these criteriamatch the capabilities of vehicle ESSs exactly. Utilities must have access to operating reserveplants for all 8,760 operating hours of the 6 year. There are two types of services, known asancillary services, which apply to V2G systems and operating reserve – regulation and spinningreserve. Ultimately, the challenge here is that a sufficient number of EVs need to be availableand connected to the grid with enough electricity stored in the battery to serve as a spinningreserve. The following is a list of studied opportunities for VGI storage assets to support utilityoperations Potential VGI Capabilities for Utilities
● Electric energy time shift● Electric supply capacity● Load following● Area regulation● Voltage support● Time-of-use energy cost management● Demand charge management● Renewables energy time shift● Renewables capacity firming● Wind generation grid integration● DER in Virtual Power Plan Repurposing Car Batteries: Old batteries in cars thatare degraded, which is considered to be around trip efficiency (RTE) of approximately 80-85%, can be bought by utilities and be furtherused to store excess energy that can be deployed to augment resource constraints.This idea isalready seeing some traction. A startup called B2U (name of company) Storage Solutions has 115
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set up an energy storage facility in California that stores enough energy in an array of 160 usedNissan Leaf batteries to power more than 90 homes a day. 213
Hyundai is partnering with a solarenergy developer and a utility company serving San Antonio, Texas, to set up a similar facility. 214
The secondary use market for post-electric vehicle redeployment into community energystorage or other distribution system support is a potential field that may offer the promise ofadditional life (and therefore offering yet another revenue source for customers). This couldhelp justify a more aggressive use of an EV battery as a grid reliability service–utilities can makethis case to consumers by creating an aftermarket for EV batteries.

For the aggregator/EV operator, VGI presents a new business opportunity in the electricitysector, including grid balancing services (in correlation with utilities, grid operators, andconsumers) and renewable energy storage services (e.g., storage and minimization ofcurtailment and fluctuation).

The value proposition for residential and commercial utility customers are simple: Customerscan use their car to offset the upfront cost of the vehicle, or make a profit on vehicle ownershipthrough using their car for all of the services that a stationary BESS can. Furthermore,consumers could see a purchase of their VGI automobile as a way to protect themselves andtheir families from power outages or natural disasters, which are increasing in frequency due toclimate change. Businesses factor in the same values when purchasing electric vehicle fleets.Commercial customers can offset the cost of EV fleets by using a V2G enabled fleet for reducingits utility costs, making money from participating in grid services, or using its fleet for resilienceand offsetting the need for a generator or stationary BESS. The most far out application isvehicle to microgrid: one’s car serving as the power plant for the Islanded home California VGI Pilot programs
El Cajon Valley School District V2G Program
The pilot project enables eight electric school buses to put electricity back on the grid whenneeded such as on hot summer days. A collaborative effort between SDG&E, the Cajon ValleyUnion School District and locally based technology company Nuvve, this is the firstvehicle-to-grid (V2G) project to become operational in Southern California. 215
215
SDG&E and Cajon Valley Flip Switch on First V2G Project, July 26, 2022,https://www.sdgenews.com/article/sdge-and-cajon-valley-union-school-district-flip-switch-regions-first-vehicle-grid-project 214
Partners To Recycle EV Batteries For Solar Energy Storage, Sept 09, 2021,https://pv-magazine-usa.com/2021/09/15/partners-to-recycle-ev-batteries-for-solar-energy-storage/ 213
Company Makes Money Offering Energy Storage With Used EV Packs, Inside EVs, Nov 16, 2021,https://insideevs.com/news/548280/energy-storage-nissan-leaf-batteries/ 116
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As part of the five-year pilot project, SDG&E installed six 60 kW bi-directional DC fast chargers atCajon Valley’s bus yard in El Cajon. 216
With the bi-directionalchargers now in operation, CajonValley can participate in SDG&E’s newEmergency LoadReduction Program (ELRP), which paysbusiness customers $2/kWh if they are able to export energy to the grid or reduce energy useduring grid emergencies. 217
Nuvve’s GIVe ™ platform is the technology that allows electric school buses from multiple fleetsto be aggregated into virtual power plants (VPPs) to provide electricity during times of peakload, while also leaving sufficient power for scheduled trips. During California’s September heatwave, Nuvve’s technology helped buses in the Cajon Valley Union School District to generateenough power during nine Flex Alerts to power 277 homes.

V2G Chargers Scaling for Residential Use
Nuuve is establishing a residential bidirectional charger that is slated for release in 2023. Thecharger is also suitable for municipal or commercial buildings too, but has a smaller dischargethan Nuvve’s Heavy Duty chargers. The Wallbox bi-directional EV charger (V2B, V2G) fromWallbox, called the Quasar 2 218
, is coming to marketearly 2023. Nuuve, which builds V2Bchargers for U.S. driven buses and fleets, is partnered with Wallbox. 219
Pacific Gas & Electric V2X Residential Pilot
PG&E proposes a three-year V2X Residential Pilot focused on spurring adoptionof V2X (bidirectional technologies) for 1,000 single-family residential customerswith light-duty EVs by 2023. The pilot would seek to demonstrate V2X light-dutyEVs and show how this technology can reduce the total cost of EV ownershiponce barriers are overcome. The pilots would seek to prove out fivevalue-streams: backup power in 2022; followed by customer bill management, system real-timeenergy, system renewable integration and EV export for grid services (such as system resourceadequacy, system capacity) in 2023. 219
“Nuvve and “V2G” Featured as California Governor Signs Aggressive, World-Leading … Legislation,” Fleet News Daily, Sept 27, 2022https://fleetnewsdaily.com/nuvve-and-v2g-featured-as-california-governor-signs-aggressive-world-leading-climate-action-legislation/ 218
Quasar II DC Charger, Wallbox, https://wallbox.com/en_us/quasar2-dc-charger 217
“Nuvve Partners with SDGE to Allow Electric School Buses to Give Energy Back To The Grid..Through ELRP,” Yahoo! Finance, July 19, 2022,https://finance.yahoo.com/news/nuvve-partners-san-diego-gas-130000070.html 216
In 2020, the EcoMotion team visited EL Cajon Valley School District to inspect its Level 2 Nuvve bidirectional chargers. 117
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PG&E proposed the following: reaching the customer sign-up target of 1,000 participants by theend of the second year (2023); implementing value-streams on an on-going basis; determiningthe value of bidirectional technology to customers and the electricity grid; achieving costtransparency of VGI technology deployments; and creating sustainable pathways forbidirectional vehicles to participate in vehicle grid integration services. The $7.5 million pilotwould start in 2022 and end in 2024 with a rigorous evaluation plan in place to determine thevalue to the customer and the value to the grid. 220
Pacific Gas & Electric V2X Commercial Pilot
PG&E proposed a three-year V2X pilot focused on spurring adoption ofbidirectional charging fleets of medium- and heavy-duty (MD/HD) EVs that areinterconnected and charge at commercial buildings. In this $2.7 million effort,PG&E intends to sign up 200+ bidirectional MD/HD EVs and charging stations todemonstrate the value of V2X MD/HD technology and show how this technologycan reduce the total cost of EV ownership once barriers are overcome. The pilot would proveout five value-streams: backup power in 2022; followed by customer bill management, systemreal-time energy, grid upgrade deferral and EV export for grid services (such as system resourceadequacy, system capacity) in 2023.

The pilot would address barriers such as lack of real-world experience; incremental costs forEVSE with V2X capabilities; lack of market signals for deployment; lack of information aboutcosts; programs/rules that incentivize stationary storage but not EVs that export to the grid; lackof customer education and need for a system to aggregate pricing signals and communicatethem to market actors.

PG&E proposed the following: reaching the sign-up target of 200 participating fleet EVs andEVSEs; implementing value-streams on an ongoing basis; achieving cost transparency of VGItechnology deployments; determining the value to the electricity grid of bidirectional MD/HDEVs and creating sustainable pathways for these EVs to participate in VGI services.

The pilot would begin in 2022 and end in 2024. The pilot would pay up-front incentives of$2,500 - $3,000 and on-going participant incentive levels of approximately $151 per EV permonth (or $1,812 per year). PG&E would increase upfront incentives by 20% in ESJcommunities. 220
Draft PUC Resolution, PG&E Requests Approval of Four V2G Pilots, April 7, 2022,https://docs.cpuc.ca.gov/PublishedDocs/Published/G000/M456/K322/456322989.PDF 118
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Pacific Gas & Electric V2M PSPS Microgrid Pilot
PG&E proposes that up to 200 EVs (residential and commercial) on the customerside of the meter will charge/discharge in a multi-customer microgrid to supportcommunity resiliency by 2027. The microgrid would also include solar as well asresources on the utility-side of the meter and would energize an isolateddistribution line segment during a Public Safety Power Shutoff event and reduceor displace fossil generation. The $1.5 million pilot would demonstrate 1) customer adoption ofVehicle-to-Grid (V2G) technology for community resiliency; 2) value to a microgrid used during aPublic Safety Power Shutoffs; and 3) integration of EVs into an existing microgrid funded underElectric Program Investment Charge (EPIC) pilot.

The pilot would address a number of barriers such as developing controls and other operationalprocedures to integrate EV resources into the micro-gird; technical capabilities; cost; andcustomer convenience. PG&E proposed the following: developing operational processes formulti-customer microgrids that utilize EVs to support balancing generation and load;demonstrating five to 10 bi-directional EVs; and launching a program with incentives for amaximum of 200 vehicles with the follow-on ability for EVs to participate in the future.

The pilot would begin in early 2022 with phase I. Phase II, with enrolment by up to 200participants, would conclude by the end of 2023. Incentives would cover part or all of the costsof bi-directional charging equipment, home isolation devices, and communications.

Pacific Gas & Electric V2G Rate
Pacific Gas and Electric Company (PG&E) has received approval to establish thenation’s first “vehicle-to-grid” (V2G) export compensation mechanism forcommercial electric vehicle (EV) charging customers in its California servicearea. The V2G export rate promotes EV adoption by providing upfrontincentives to help commercial customers offset fleet costs and delivers aninnovative solution for these vehicles to export power back to support the grid during peakenergy demand periods. 221
The groundbreaking settlement agreement with the Vehicle-Grid Integration Council (VGIC),Electrify America LLC, and the Public Advocate's Office at the California Public Utilities 221
“PG&E to Offer Nation’s First Vehicle-To-Grid Export Rate for Commercial Electric Vehicles, businesswire,” Oct 26, 2022,https://www.businesswire.com/news/home/20221026005808/en/PGE-to-Offer-Nation%E2%80%99s-First-Vehicle-To-Grid-Export-Rate-for-Commercial-Electric-Vehicles 119
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Commission (CPUC) was adopted by the CPUC on Oct. 20, 2022. The rate is expected to increaseparticipation from V2G school buses and other electric vehicles in response to near-real-timegrid conditions and will be available to charging equipment paired with stationary energystorage systems, which can support the grid and provide backup power to charge vehiclesduring grid outages.

As part of PG&E’s 2030 targets, the company is aiming to proactively prepare the grid for 12,000GWh of EV-related electric load and improve processes to enable rapid, safe EV energizationand interconnection. It’s also working to enable 2 million EVs to participate in vehicle-gridintegration applications, allowing EVs to be a cornerstone of both reliability and resilience.

The novel rate is to be implemented “as soon as practical” but no later than Oct. 1, 2023, theagreement states. Participating customers will be compensated for exports based on day-aheadhourly pricing. To encourage enrollment in the first 12 months, incentives will be offered toschool buses and larger vehicles and be based on the equipment’s size. EVs and chargers able todischarge up to 100 kW are eligible for $1,800 with electric buses getting $3,150 in incentives.Those with larger batteries can reap $3,750, with an adder for large electric buses and theincentive totaling $6,560.

City of Oakland V2B Pilot Program
The City of Oakland, California, will be the site of a vehicle-to-building pilotanalyzing how zero-emission transit buses can maintain critical loads duringemergency conditions.Funded by the California EnergyCommission, thegreen energy project team involves the City of Oakland, Oakland-basedpublic transit agency AC Transit, the Center for Transportation and theEnvironment, The Mobility House, New Flyer, Schneider Electric, and theWest Oakland Environmental Indicators Project (WOEIP). 222
Battery electric buses and hydrogen fuel cell-electric buses will provide backup power to theWest Oakland Branch of the Oakland Public Library, where residents can shelter in the event ofunhealthy heat or smoke conditions.

The project is expected to be in place by the middle of 2023; pilot activities will continue until2025. It is funded through CEC’s Electric Program Investment Charge program, which awardedthe project $3.2 million in funding with a combined $400,000 in matching funds contributed byWOEIP and AC Transit. 222
“Oakland Tests Electric Transit Buses For Resilience Vehicle to Building,” UtilityDive, Oct 12, 2022,https://www.utilitydive.com/news/oakland-tests-electric-transit-buses-for-resilience-in-vehicle-to-building/633902/ 120
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The battery-powered buses will contribute six hours of backup power to the resilience center,while hydrogen buses will provide 11 hours. This project also marks the first time a U.S. transitagency will have the capability to use a hydrogen vehicle for V2B (vehicle to building) backuppower.

National VGI Projects
National Grid and Beverly Public Schools V2G Demonstration Project An electric school bus in Beverly, Massachusetts,successfullydeliveredpower back to the electricitygrid formore than 50 hours over the course of the summer usingvehicle-to-grid (V2G) technology. This is the first time an electric school bus has been leveragedas an energy resource by the regional utility, National Grid in New England, and among the firstinstances in the United States that an electric school bus has supported the electric grid in thisway. 223
In conjunction with Highland Electric Fleets and National Grid, a Thomas Built Buses Saf-T-LinerC2 Jouley electric school bus equipped with a 226 kWh Proterra Powered battery systemdischarged nearly three megawatt-hours of electricity stored in the bus. National Grid utilizedthe energy stored in the electric school bus battery on 30 different occasions over the summerto lower demand on the grid during times of peak demand.

Thomas Built’s Saf-T-Liner C2 Jouley with Proterra’s bidirectional charging system managed thecharging and discharging of the electric school bus back into the grid.By sending electricity backto the grid when demand for electricity was at its highest and most expensive, the school bushelped reduce local emissions and decreased the need for fossil fuel peaker power plants.

National Grid compensates participants in this program for their energy services, incentivizingthe use of distributed energy resources to strengthen the local grid. Participation in NationalGrid’s program marks an important step in closing the up-front cost gap between traditionaldiesel school buses and electric school buses, as revenue from vehicle-to-grid (V2G) programsoffer a unique means to improve the economics of electric school bus ownership.

The average school bus transports students for approximately six hours a day, 200 days annually,and are otherwise parked or idled when not in operation. This is particularly true during 223
“Massachusetts Electric School Bus Delivered Power Back To Grid for 50+ Hours,” Green Car Congress, Oct 14, 2021https://www.greencarcongress.com/2021/10/20211014-proterrav2g.html 121
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summer months, when demand for electricity is often at its highest and clean energy stored inidled electric school buses can provide an energy resource to the grid.

In Beverly, Highland provided a turnkey, fixed-price subscription that eliminated up front cost,risk, and complexity of managing the electric school bus, and allowed Beverley to benefit fromthe V2G services provided by the bus through a lower subscription price. This type ofpublic-private partnerships allows school districts to capture the value of a V2G program andfully unleash the potential of electric school buses.

Con Edison’s White Plains Electric School Bus Project
ConEd’s White Plains Electric School Bus Projectinvolves five Lion electric school buses that havebeen serving White Plains School District since fall2018. Each bus is charged overnight using a Level 2charger. Con Edison cycles the bus batteries for grid services and to observe the viability ofvehicle-to-grid models including impacts on battery. The project is a collaboration between LionBus, Nuvve, National Express, and First Priority. 224
Con Edison installed the infrastructure necessary to charge and relay the power back into thegrid free of charge. Nuvve acted as the aggregator and provided the charging equipment for theproject. The model demonstrates that in the New York City area, V2G revenue could come fromparticipating in several utility programs. Notably, school districts with electric school buses canearn rich rewards by participating in Con Edison’s emergency demand reduction programs. 225
Duke Energy Carolinas Vehicle Grid Integration Program
Duke Energy has filed for North Carolina UtilitiesCommission approval of a new demand response pilotprogram using electric vehicles that is expected tolaunch in 2023 for customers in the Duke EnergyCarolinas service area. 226
226
Illuminating Possibility: Duke Energy and Ford Motor Company plan to use F-150 Lightning Electric Trucks, Duke Energy News, Aug 16, 2022https://news.duke-energy.com/releases/illuminating-possibility-duke-energy-and-ford-motor-company-plan-to-use-f-150-lightning-electric-trucks-to-help-power-the-grid 225
White Plains Electric School Bus V2G, Northeast Diesel,https://northeastdiesel.org/pdf/v2g/white-plains-electric-school-bus-v2g-projct-a-kahn.pdf 224
“The Wheels on These Buses Go Round and Round With Zero Emissions, The New York Times,” Nov 12, 2018,https://www.nytimes.com/2018/11/12/climate/electric-school-buses.html 122
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As part of the pilot program, Duke Energy will enroll up to 100 customers who lease electricvehicles including the Ford F-150 Lightning. Duke Energy will provide financial incentives tocustomers in the form of reducing lease payments for program participants – providingpayments directly to the vehicle manufacturer – in exchange for allowing Duke Energy to drawenergy from their EVs.

The pilot program will allow Duke Energy to draw energy up to three times per month duringhigher peak winter and summer months, and one time per month during the remaining monthsof the year, for testing and research purposes and to support the energy grid during peak usagehours. Stored energy drawn from the electric vehicles’ batteries will help balance the powergrid during periods of highest energy demand.

Program participants will need the necessary bidirectional charging infrastructure, whichincludes the Ford Charge Station Pro home charger and Ford’s Intelligent Backup Power HomeIntegration System, which enables Ford F-150 Lightning customers to power their homes forthree to 10 days in a power outage, installed in their home. Additionally, customers will needFord’s software package to enroll in the program.

As part of the pilot program, Duke Energy will analyze flows of energy between EV batteries andthe power grid and work closely with Ford and other vehicle manufacturers to study the fullfunctionality of bidirectional charging integration. The company will also make determinationsabout how future customer demand response programs around V2G technology might bestructured to provide maximum benefits to both customers and the grid.

Green Mountain Power’s V2G Program with Fermanta Energy Green Mountain Power (GMP) is credited for its pioneeringvehicle-to-grid charger program to reduce energy use on thegrid during peak demand. GMP claims to be the first utility toinstall and successfully integrate this new charger technologywith the grid and one of its electric fleet vehicles to drawenergy from the car to help lower demands on the grid whenpeaks in energy needs occur. The program will show howelectric vehicles and the clean energy they store can become a reliable source of power toreduce peak demands which will, in turn, save money and reduce carbon. 227
227
“Green Mountain Power Deploys V2G Charger to Reduce Demand on Grid,” T & D World, Dec 9, 2020,https://www.tdworld.com/electrification/article/21149854/green-mountain-power-deploys-v2g-charger-to-reduce-demand-on-grid 123
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GMP installed a bidirectional Fermata EV charger at its Colchester, Vermont, office. The chargeris now drawing energy from the company's Nissan Leaf during peak periods. The vehicle isregularly used by employees, charges at the GMP office, and has joined the GMP's network ofstored energy. GMP has also promoted storing energy in home batteries like Tesla's Powerwalls.For context, the Nissan EV battery holds about four times as much energy as one Powerwall,showing promise in the amount of energy storage that can be achieved using vehicles,especially as more and more Vermonters make the switch to EVs.

International VGI Projects
Nuvve’s 2016 V2G Project in Denmark
In August 2016, Nuvve created the first Vehicle to Grid hubinternationally in Denmark in 2016.The project isacollaborative effort between Nuvve, which is licensingUD-developed technology, Nissan, Enel, Danish TechnicalUniversity, and the Danish grid operator, Energinet.dk. The project was called the Parker project.The combined costs of this pilot tallied approximately $10 million dollars. 228229
Nissan provided the cars for the Denmark effort. Enel is the maker and distributor of the V2Gcharging stations, and Frederiksberg Forsyning is the local fleet operator who purchased and isoperating the cars. Nuvve licensed the V2G control and grid integration platform for use inEurope through UD’s Office of Economic Innovation and Partnerships.

The initiative required that specialized charging stations be developed for use in Europe andincluded significant enhancements to ensure that the V2G technology integrates seamlesslywith Denmark’s electric power grid.

The electricity stored in the vehicles’ batteries is controlled and aggregated by a centralizedserver. UD’s Grid Integrated Vehicle computer software links multiple vehicles together, allowingthem collectively to be viewed as a single “power plant.” It’s a complicated task that requires alot of qualification and testing to local standards and regulations, provided by Nuvve, toofficially identify, certify and register the aggregator and charging stations. 229
“V2G Global Roadtrip: Around the World in 50 Projects,” Everoze, Oct 2018,https://everoze.com/app/uploads/2019/02/UKPN001-S-01-J-V2G-global-review.pdf 228
“V2G Launches in Denmark,” UDaily, Aug 29, 2016,https://www.udel.edu/udaily/2016/august/vehicle-to-grid-denmark/ 124
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Nuvve’s GIV DERMS system monitors the status of the electric grid in a given geographical areato determine whether the grid requires additional power or has excess power that needs to beabsorbed.

Then, the GIV platform controls the V2G-equipped electric vehicles to help regulate the localpower grid, while those electric vehicle owners earn money for this service. Based onshort-term testing by the Danish grid operator in July, Poilasne estimates that on an annualbasis, revenue per car would be approximately $1,445 (Euro 1,300) per year.

Approximately 10,000 cars participated in this program over two years. The cars used were aNissan LEAF 30kWh, Nissan E-NV200 24 kWh, and a Mitsubishi Outlander 12kWh. The incentivefor customers to participate was a mobility-as-service offer – a fee per month which providescharger and maintenance and tools to manage charging. V2G is used to reduce charging costsfor consumers, with frequency regulation revenues reducing costs paid. Roll out limited by hightaxes on EVs (no. of EVS went down in Denmark in 2017).

EDF - Nuvve V2G Project in the United Kingdom
EDF Energy partnered with Nuvve, to install up to 1,500Vehicle to Grid (V2G) chargers in the UK. The chargerswill be offered to EDF Energy’s business customers andwill be used at its own sites to provide up to 15 megawatts of additional energy storagecapacity. That’s the equivalent amount of energy required to power 4,000 homes. The storedelectricity will be made available for sale on the energy markets or for supporting grid flexibilityat times of peak energy use. Smart charging is expected to play a significant role in balancingthe grid as the country moves towards wider adoption of electric vehicles. 230
Using the V2G chargers, EVs give unused electricity back to the charger for customers to eitheruse the energy themselves, send it back to the grid, or to participate in energy markets,providing savings on energy costs and generating additional revenues. EDF Energy is the largestelectricity supplier to UK businesses and its partnership with Nuvve could see the largestdeployment of V2G chargers so far in this country.

V2G chargers could help businesses generate revenues from vehicles that have previously onlybeen a cost on their balance sheet – saving hundreds of pounds per vehicle a year. EDF Groupand NUVVE have signed a strategic partnership agreement with a view to forming a jointventure to develop these solutions in Europe. The San Diego-based green energy technology 230
EDF Energy and Nuvve Corporation announce plans to install 1,500 smart electric chargers in the UK, Press Release, Oct 30, 2018https://nuvve.com/wp-content/uploads/2018/10/press_release_edf_energy_and_nuvve_corporation_announce_plans_install_1500_smart_electric_chargers_in_united_kingdom.pdf 125
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pioneer has deployed V2G projects on five continents including the world’s first fullycommercial V2G hub in Denmark which has been operational for two years now.

Netherlands Case Study: Ajax Amsterdam FC and Mobility House The Johan Cruijff Arena in Amsterdam, home to theAjaxsoccer team, houses managed charging and V2G technologiesthat supplement the stadium’s solar and battery storagesystem. During non-event days, The Mobility House opts thesystem into revenue-generating ancillary services such as frequency response, but during eventssuch as Champions League soccer matches and Ed Sheeran concerts, bidirectional EVs andstationary storage stand ready to shave expensive load peaks and provide backup power ifnecessary. 231
In the future, visitors who park in one of the stadium’s 2,400 parking spots will be able toprovide energy to the Arena with their EVs in exchange for monetary rewards or premiumparking. Smart stadiums and similar use cases that require large electrical demand for shortperiods of time can use VGI to capture untapped monetary and operational value.

Cross-Cutting Programs
This report has presented a range of program ideas and examples from across the country, andin cases, from around the world. We have looked at energy efficiency in depth at municipalutilities, community-choice aggregators, and investor-owned utilities. Within the realm ofenergy efficiency, we investigate residential programs and then everything else, which in GWP’sservice territory means commercial, industrial, and MUSH sector programs. Same for loadmanagement, same for distributed energy resources.

This section of the report addresses programs that are not specific to any one sector. Instead,they are initiatives that cut across sectors. Outreach programs raise awareness throughout thecommunity. Energy centers and incubators provide insights and guidance to all accounts.Initiatives that emphasize emerging technologies will often benefit multiple sectors. Greenpower programs can be accessed by all accounts. These programs, initiatives, rates, and other …they cut across sectors. They are cross-cutting. Here’s a classic case:

DER Zones will be part of the Richmond Advanced Energy Community Project. The project areaincludes the largest refinery in the western United States. The program received a $4.9 million 231
The Path to a Vehicle-to-Grid Future, SEPA, Feb 6, 2020,https://sepapower.org/knowledge/the-path-to-a-vehicle-to-grid-future/ 126
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grant from CEC, helping with retrofits and establishing DER sites … renewable energy, storage,smart thermostats, HVAC systems, electric vehicle infrastructure, refrigeration, and smalldevices connected to VPP. Marin Clean Energy (MCE) is operating the VPP and providing istsmDERMS platform, for the project. DER sites across industrial, commercial and residentialareas. 232
Outreach and Behavior-Change Programs
Being energy-efficient can be as simple as turning off the lights, or turning up the AC settingwhen not home. From a utility standpoint, it’s about empowering people to act to save money,energy, and the environment. Well-designed campaigns motivate homeowners and businessesto reduce their energy use.

The International Energy Agency’s 2021 report, “The Potential of Behavioural Interventions forOptimising Energy Use at Home” shows that campaigns can achieve a wide range of impacts interms of amounts of energy saved. In the United States, some estimates suggest that up to 20%of home energy demand could be saved from behavioral changes. But things need to fall intoplace such as getting the message right and getting the message across, as well as campaigns toaddress crisis conditions. 233
Adam Maxwell believes that utilities – which were once monopolies and fully protected – willcertainly benefit by developing programs that tap private sector/free market successes. Herefers to design principles that are ready for prime time with utilities. Rewards programs, forexample, have been used by airline industries and others for years. Utilities have never givenrewards … even to very long-term customers. … Hmmm. How about awards for being a greatcustomer? How about an award for energy efficiency investments? Rewards Programs
Silicon Valley Clean Energy, Leadership Awards
Several Community Choice Aggregators use theircommunity connection to recognize businesses foremissions reduction and innovative contributions. 233
Empowering the People To Act, IEA,https://www.iea.org/commentaries/empowering-people-to-act-how-awareness-and-behaviour-campaigns-can-enable-citizens-to-save-energy-during-and-beyond-today-s-energy-crisis 232
“DER Systems Increase Energy Reliability for California Community Project,” Energy + Environment Leader, June 21, 2022,https://www.environmentalleader.com/2022/06/der-systems-increase-energy-reliability-for-california-community-project/ 127
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Community Close-Ups is a publication of Silicon Valley Clean Power. It recognizes outstandingleadership in renewable energy and emissions reduction by individuals, businesses, andorganizations that are driving green power development and adoption. 234
One example is forthe company“Linked-In”. SVCE hosts a Video – oncaring for the community and choosinggreen power. 235
Clean Power Alliance Community Benefits Grant Program
Clean Power Alliance (CPA) has an annual CommunityBenefits Grant Program in partnership with Cal PineEnergy. 236
Eligible candidates must be qualified 501©3non-profit community organizations, within the CPAservice territory, and addressing the priority focus areas.The priority focus areas of the program are listed as 1) Renewable Energy Research/Planning, 2)Clean Energy in Disadvantaged Communities, 3) Green Workforce Development, and 4) Energyand Environmental Education. The grant program reporting requirements are reasonable, whichcan be attractive to community programs, who often don’t apply for grants because of thecumbersome reporting requirements. There is a 6-month and 1-year follow-up requirementwhich includes pictures and video, a statement of expenditures, and a project progress andwrap-up summary.

The City of Madison, Wisconsin Green Infrastructure
Madison, Wisconsin is addressing climate change with plans to reducecarbon emissions, use clean energy, and create "green infrastructure." Thecollaboration between the local government, organizations, and leadersgives residents opportunities to invest in and benefit from initiatives likegreen job training programs, workshops for local businesses, and makingaffordable housing energy efficient. 237
Incubators
It’s hard to imagine Glendale Water and Power having its own technology incubator … butmight GWP share an effort with our neighboring utilities, such as Pasadena Water and Powerand Burbank Water and Power? This is one of many ideas to consider as GWP works to develop 237
Advancing Cities, Business Insider Report,https://www.businessinsider.com/advancing-cities 236
CPA Community Benefits Grants,https://cleanpoweralliance.org/calpinegrant/ 235
Community Close-Ups,https://www.youtube.com/watch?v=3LQ0p0lBW7o&t=29s 234
Silicon Valley Energy Partnered with Linked In Community Impact video, SVCE,https://www.svcleanenergy.org/community-impact/ 128
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a robust portfolio of programs. Perhaps GWP can share program delivery agents. Perhaps thishas been done in other ways. We recognize that the Bob Hope Airport has been a tri-cityoperation for many years. How can we encourage local entrepreneurs to develop businessesthat serve GWP’s transition to a clean energy utility? Silicon Valley Clean Energy has dedicated a portion of its website to green Innovation. It isdivided into four categories: 1)Innovation Onramp, 2) Innovation Pilots, 3) Innovation News(blog), and 4) Local Hackathons. https://www.svcleanenergy.org/innovation/ Clean Power Alliance Sustainable Energy Incubator
Clean Power Alliance in Los Angeles has a program calledthe “Sustainable Energy Incubator” in partnership withthe Local Government Commission (LGC). 238
TheSustainable Energy Incubator aims to engage Clean PowerAlliance board members, staff, local member agencies,and other stakeholders to address emerging energy issues through educational workshops anddirect support. It includes quarterly workshops, a video education channel on various energytopics, and technical support.

ConEdison Business Opportunities Ongoing Pilots
Con Edison New York is looking to inspirecustomers/businesses to innovate and save energyand money. “We’re looking for ideas for newprojects that will help our customers save energy and money, and help us get the most out ofour energy grid”. 239
The utility asks for submittalsin multiple project areas. Categories include:Energy Efficiency Pilots, Thermal Energy Networks, Non-Pipeline Solutions, (to reduce winterpeak day gas load), and Dynamic Load Management. The section contains examples of pastsuccessful pilots. Businesses can complete a simple form or send a proposal by email.

Expedited and Preferential Permitting
Expedited permitting is not an energy-saving measure per se, but by speeding up permittingprocesses, and easying this burden, soft costs can be reduced and thus retrofits and installationsbecome more cost effective. 239
ConEd Business Opportunities,https://www.coned.com/en/business-partners/business-opportunities 238
The CPA Sustainable Energy Incubator, Clean Power Alliance,https://cleanpoweralliance.org/sustainable-energy-incubator/ 129
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Expedited permitting can be online, or over the counter. Another strategy is waiving permit feesfor solar, which for example, eases the permitting cost. Expedited plan reviews for solar andother technologies also lower soft costs that often impede adoption of technologies. Thesestrategies may be very important for deploying distributed storage in a timely manner.

SMUD’s Expedited Permitting Program
SMUD uses an online expedited permitting process for all solarand distributed generation projects in partnership withPowerClerk 2 from Clean Power Research 240
.The online application process helps contractors speed-up permitting for simple installs.The system is automated to include pull down menus from an approved eligible equipment list.If the system is a more complex design, it gets sent to a Distribution System Planner, (over10kW, anything with batteries, if initial review kicks up anything complicated).

On average, about 5,000 SMUD customers install rooftop solar every year and growth isexpected to increase for the next 10 years. SMUD includes an instructional video on the threemost common problems with solar installations.

All DG projects within SMUD’s service territory are required to have a production meter. SMUDgives stipends to offset the purchase cost for the meter socket and AC disconnect. SMUD willinstall a PV production meter at no cost to the customer or contractor.

Silicon Valley Clean Energy eHub
SVCE’s “eHub” is a one-stop online educational resourceand has been recognized for educational impact andreach within SVCE’s member communities. To help bringcustomers to the eHub site, SVCE has implemented comprehensive email and digitalcommunications strategies resulting in nearly 300,000 customer visits and interactions sincelaunch in fall of 2020. It includes an “Electrification Technical Assistance Program” 241
and a linkto a “Best Practice Guide for Streamlining Electrification Services”.

Developed by TRC Company and SVCE. As part of the development TRC interviewed officials inthe thirteen SVCE member agencies, as well as contractors, industry advocates, and other 241
Electrification Technical Assistance Program, All Electric Design,https://allelectricdesign.org/ 240
SMUD Interconnection PowerClerk, SMUD,https://smudinterconnect.powerclerk.com/MvcAccount/Login 130
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practitioners. It identified effective existing practices as well as needs identification androadblocks to implementation. The guide also contains suggestions for joining with other localjurisdictions, to maximize training and resource needs for local contractors and industries. 242
.

Featured Utility: Austin EnergyAustin Energy is the publicly owned Texas utility in the State’s capital,Austin. It is the country’s 7th largest public utility, serving more than500,000 customers and approximately a million residents. AustinEnergy won the American Public Power Association's Smart EnergyProvider award in both 2020 and 2021, which recognizes proficiencyin energy efficiency and distributed generation for sustainable electric service. 243
One facet of the utility’s profile is the strong relationship with customers. Residential userscan monitor usage and costs online, track energy use by day, month, or year, and compareusage to similar households. During times of grid stress, they can also receive outage alerts.Residents can log in to City of Austin Utilities Customer Care and see a projection of their nextbill. They can also set email alerts to notify them when their bill approaches a threshold oftheir choosing. Residents can earn rebates on thermostats or get a larger bill credit if theyenroll their thermostats as a “Power Partner” and allow Austin Energy to control themremotely.

Other residential programs help reduce the cost of weather stripping, incentivize energy starappliances and HVAC, and whole house energy improvements. Loans are available for as lowas 1.99%.

Austin Energy also promotes a voluntary program called Power Saver Volunteers. Power SaverVolunteers take a few simple steps to help reduce the high demand for electrical powerduring peak usage times. These voluntary actions help Austin Energy avoid the need to buildnew power plants or purchase expensive electricity to meet peak demand.

Austin Energy no longer employs Net Energy Metering. Customers who have solar will bepaid a flat “value of solar” payment of $0.097per kWh for energy exported to the grid. Thisroughly equals the cost of a kWh in the middle residential tiers. Most of the residential ratesare below $0.15 per kWh. GreenChoice is the name of the voluntary program that allowscustomers to choose to get 100% green energy from Texas wind farms. 243
City of Austin Utilities website,https://coautilities.com/wps/wcm/connect/occ/coa/home 242
Best Practices Guide For Streamlining Electrification Services,https://www.svcleanenergy.org/wp-content/uploads/2020/02/Best-Practices-Guide-for-Streamlining-Electrification-Permitting_Digital.pdf 131
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Smart Neighborhoods
Alabama’s Reynold’s Landing Smart Neighborhood
Alabama Power’s Smart Neighborhood is afuture-focused, energy-efficient community withhomes that are rated 35%more efficient thanstandard Alabama homes being built today.Located in Reynolds Landing at Ross Bridge in suburban Birmingham, Alabama, SmartNeighborhood integrates high-performance homes, energy-efficient systems and appliances,connected devices and a microgrid on a community-wide scale for the first time in theSoutheast. 244
Smart Neighborhood uses leading-edge microgrid technology to support the community’senergy needs. Made up of solar panels, battery storage and a backup natural gas generator, themicrogrid is the first in the Southeast to support a residential community, a smart neighborhoodwith combined energy efficiency, solar + storage and smart systems.

Alabama Power partnered with homebuilder Signature Homes, researchers at SouthernCompany, U.S. Department of Energy’s Oak Ridge National Laboratory and the Electric PowerResearch Institute, and technology vendors Carrier, Rheem and Vivint, among others.

Shenzhen, China: International Low Carbon City
Shenzhen is taking the lead in demonstrating innovation in sustainable urban transformationand future-orientated city planning through its ambitious International Low Carbon City (ILCC).This initiative aims to transform the previously manufacturing-based and carbon-intensiveeconomy and built environment of Pingdi into a model of low-carbon, post-industrial urbanrevitalisation. ILCC maintains a focus on preserving and refurbishing existing buildings to thelatest environmental standards whilst also pursuing new construction of cutting-edge,low-carbon buildings and urban infrastructure. As such, this initiative marks a significant shiftfrom large-scale demolition and new construction centered modes of urban development. Also,involving extensive collaborations with the Dutch government and other international partners,futuristic green buildings and economic transformation is pursued whilst taking the utmost careto preserve the natural environment and cultural identity of the area. 245
245
Urban Efficiency II: 7 Innovative City Programmes,https://c40.my.salesforce.com/sfc/p/#36000001Enhz/a/1Q000000Mo5i/z8xF0YmnG3TNkgWkgrvbtLXL1NeW1YWT_1O6DVdaHI8 244
Urban Efficiency II-Alabama, Shenzhen, https://www.c40.org/case-studies/urban-efficiency-2-international-low-carbon-city/ 132
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● International Low Carbon City. Refurbishing old buildings and building cutting edge newbuildings and urban infrastructure. Green roofs and green walls. Reducing heat islandand air quality is a focus Xcel Energy’s Partners in Energy, Colorado and Minnesota Xcel Energy created the Partners in Energy programin Minnesota and Colorado to help communitiesdesign and implement energy plans that includeefficiency and renewable energy strategies. Initially,Xcel provided communities with information on their energy use, program participation, andmarket segmentation. Community leaders then partnered with Xcel to align community andutility programs and initiatives to promote energy efficiency among businesses, residents, andthe local government.

Community engagement is an important part of the program. Appearing at local events, Xcelrepresentatives educate residents and businesses about available programs and othercommunity resources. Xcel also lets communities celebrate the success of their programs byhelping to track and report the progress of energy efficiency programs. This collaborative effortimproves the programs’ delivery and participation rates and helps communities reach theirenergy goals. Tactics used included engaging community members in neighborhood-basedtargeted outreach, and marketing utility programs through existing local networks andinformation channels.

Retrofit Chicago
The City of Chicago created Retrofit Chicago to provide a centraldestination for energy efficiency services for commercial,residential, and municipal buildings. The Commercial BuildingsInitiative is a voluntary effort among the city’s largest commercialbuildings to reduce their energy use by 20% in five years. TheMultifamily Home Energy Savings Program is an effort to getowners and occupants of apartment buildings andcondominiums to reduce energy and water use by installing free energy- and water-savingmeasures for interested tenants and owners. 246
246
Retrofit Chicago case study,http://www.cityofchicago.org/city/en/progs/env/retrofit_chicago.html 133
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ComEd and Peoples Gas, the electric and gas utilities, were involved from the beginning, andalong with additional public and private sector partners, provide building owner participants acombination of financial incentives, technical support, and public recognition.

These programs, coupled with the City’s own efforts to save energy in municipal buildings, arehelping Chicago meet its Better Buildings Challenge goal of reducing energy use by 20%. ComEdand Peoples Gas, meanwhile, are able to achieve large-scale energy savings to help them meettheir policy obligations.

Tactics Used: Retrofitted particular municipal buildings and facilities;initiated challengeprograms and competitions for households, businesses, and industries; identified a pipeline ofready-to-go projects; and created a one-stop shop for technical services coupled with utilityincentives Financing
National Energy Improvement Fund
The National Energy Improvement Fund (NEIF) wasformed in 2017 as a benefit corporation (CertifiedB-Corp), operating as a multi-state, fully compliant,non-bank financial institution. 247
NEIF works directly with multiple utilities in multiple cities/states offering an online applicationfor financing. There is a residential and commercial program.

For residential customers there are 3 year, 5 year, and 10 year payback plans.Fixed interestrates currently range from 4.5% to 10.99 % APR. The minimum loan amount is $2,500 and themaximum loan amount is based on credit, up to $35,000. The program covers a whole list ofqualifying improvements including lighting and conditioning, air conditioning, tank removal andreplacement, roof upgrades, etc.

For commercial customers energy finance is offered to commercial, non-profit, and multi-familybuildings. 247
NEIF Program Details,https://www.neifund.org/commercial-program-pages/ 134
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Feature: SMUD - Complete Energy Solutions
The SMUD Complete Energy Solutions Program providesenergy efficiency, Electric Vehicle Supply Equipment (EVSE),automated demand response and Go Electric consulting,incentives, and turn-key installation of qualifying equipment to small and medium businesscustomers of Sacramento Municipal Utilities District with electricity demand less than orequal to 500 kW in peak demand. 248
The program makes it user-friendly, with online applications, a toolkit, and handbook fordownload. The National Energy Improvement Fund (NEIF) is available as a finance option andworks with contractors to allocate available funding. There is an extra “Bundle” incentive forcustomers who choose to do more than one retrofit at a time or upgrade from gas to electricequipment.

Qualifying businesses receive a free energy audit and report detailing recommendedenergy-saving measures, expected installation costs, estimated energy savings, financingoptions and rebate amount.

When the Customer decides to implement the Complete Energy Solutions recommendations,the Program will schedule or make prescreened contractors available to perform the work at atime that is convenient to the Customer.

Finally, Complete Energy Solutions will perform a follow-up inspection to confirm the qualityof installation. After a successful installation, the Customer is responsible to the contractor(s)for the portion of installation costs not covered by the rebate, if any.

Tariff On-Bill Financing
This may not quite be ready for prime time, and it certainly requires the “big-rethink” on newsources of revenues for electric utilities, but it is worthy of putting on the radar. By financingmajor energy efficiency upgrades, like solar systems, in ways that attract participants, and highparticipation levels, solar and other efficiency measures can be widespread. 248
SMUD Complete Energy Solutions website,https://www.smud.org/en/Business-Solutions-and-Rebates/Business-Rebates/Complete-Energy-Solutions-Program 135
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Think of it this way. Utilities no longer have to pay the bill for energy efficiency programs. Whatif they pay for themselves? Financing logical investments is a wonderful direction for utilityenergy efficiency programs. Sure, it’s hard to get customers to take out loans to pay forefficiency. But what if it is embedded in their bill? And what if the bill did not go up? Tariff On-Bill Financing (TOBF) is seen as an important financial mechanism for low andmoderate income (LMI) customers. 249
TBOF is consideredone of the Flexible Financial CreditAgreements (FFCAs) that overcome hurdles, things like non-transferable solar subscriptions,credit scores, seasonal income fluctuations, product vendor skepticism and more. Through TOBFutilities use a tariff to enable customers to pay back the cost of a solar panel without credit orincome-level conditions.

Utilities provide the capital for the solar asset. The tariff added to customers’ electricity bills.“Ideally, the reduced electricity usage provided by solar generation leads to lower utility bills,even with the additional tariff.” The solar investment is tied to the meter, so if the property issold., the tariff is transferred … should be monitored to guarantee that the investments makesense. Most TOBF has been with energy efficiency measures, and mostly through “PAYS – Pay asYou Save,” a trademarked program utilities can use to serve as the framework for their TOBFprograms.

According to NARUC, at least 110 utilities in 33 states offer some form of on-bill financing,including TOBF. Those utilities are made up of 76 member coops, 11 municipal utilities, and 29Investor-owned utilities. As an example, Hawaiian Electric Companies has a TOBF program thatenables LMI customers to pay back the cost of installing solar PV, solar water heaters, and othereligible clean energy upgrades with no up-front costs. Program is funded by Hawaii’s Greenbank, and customer payments are tied to the property, not the individual. Another example isthe Roanoke Electric Cooperative in Virginia that uses PAYS to implement its TOBF program.

Featured Utility: Rappahannock Electric Cooperative, Virginia Rappahannock Electric Cooperative(REC) is a member-owned utility thatprovides electric service to nearly170,000 connections in portions of 249
National Renewable Energy Laboratory, Mobel Brief: Tariff On-Bill Financing, Kevin Wu, January 2022. 136
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22 Virginia counties from the Blue Ridge Mountains to the tidal waters of the ChesapeakeBay. 250
REC’s messaging reflects a shared goal and community feel. The “Vividly Brighter” programpage is an example, “You asked for new ways to save money and move our communitiestoward a brighter future. This is what led us to create Vividly Brighter - a suite of innovativeproducts and services designed to improve lives and strengthen communities”. The pageoffers video lessons “Top 5 Ways to Save This Winter”, “Top 5 Ways to Save in the Summer”and covers topics from fans to thermostats to smart landscaping. Additionally, there are two“Energy Experts” listed with pictures, phone numbers and emails for energy advice. Membersalso have access to an extensive list of links and resources. 251
REC is building a fiber-optic network to connect its substations, towers and offices. TheBroadband program is listed under “Energy Savings”. REC shares with users that broadbanddevelopment helps reduce outages, helps the community connect to the latest technology,and is an essential part of economic development.

Green Power Programs
SMUD's Greenergy® Program
● Customers can choose more renewable energy, 200kWh at $3 per month, 100% green at $10 permonth. 100% green and local for $18 per month● For residents and businesses Customers can join SMUD's Greenergy® program for as low as $3 per month. 252
Imperial Irrigation District Green Energy Rate Program
IID has developed a new Green Energy Rate Program that allowscustomers to designate how much renewable energy they wish to beserved with. 253
253
IRR Green Energy Rate, https://www.iid.com/energy/rates-regulations/green-energy-rate-program 252
SMUD’s GreenEnergy Program:https://www.smud.org/en/Going-Green/Get-Green-Energy/Residential 251
REC Vividly Brighter page, https://www.myrec.coop/save
250
REC website,https://www.myrec.coop/
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In 2018, IID will serve its customers with 35% renewable energy. Customers who electparticipation in the Green Energy Rate Program, can choose to be served with an even greaterpercentage of renewables, up to 100%.

The program was launched during the last quarter of 2018. For participants, it is estimated thatit will increase customers’ per kilowatt-hour rate by $0.013 to $0.02. The monthly rate willfluctuate based on IID’s cost to procure renewable resources.

The program is open to all electric customers, with an exception for customers who haveinstalled on-site renewable systems or wholesale power customers receiving standby service.The District has allocated 5 megawatts in the initial offering of the program, however, additionalmegawatts may be added if customer demand warrants an increase.

Review of GWP Programs and Services
Chaptered in 1996, State Assembly Bill 1890 established the Public Benefit Charge(PBC) through which publicly owned utilities have funded customer-directedprograms for over two decades. Since January 1, 1998, Glendale Water and Powercustomers have paid the State-mandated PBC fee on their electric bills.

The PBC was initially set at 2.85% of retail revenues. In response to increased Stateregulations and mandates, in 2008 the PBC fee was increased to 3.6% ofretail revenues in response to the State SB1 local solar and other mandates. It hasremained at this level ever since with fund used for programs serving one or more of thefollowing purposes:

1. Services to promote energy-efficiency and energy conservation2. New investment in renewable energy resources and technologies3. Research, development, and demonstration programs4. Services for low-income electricity customers, including rate discounts Glendale Water and Power, like all load serving entities in the State of California, must abide bythe law. California Senate Bill 350, authored by Senator Kevin de Leon and passed in 2015,called for doubling energy efficiency by 2030. Energy efficiency savings would be realized fromutility programs, codes and standards, access to financing, behavioral programs, markettransformation, and improvements in agricultural and industrial sectors. Efficiency is inducedand comes from many places. 138
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SB 100 was passed in 2018 and was also authored by State Senator Kevin de Leon. It mandatesthat retail electricity must be greenhouse gas emissions free by 2045. Energy Efficiency is thefirst resource in the “loading order” of marginal resource priorities. Promoting energy efficiencyfor GPW’s 90,079 meters is the local goal.

Track Record
Glendale Water and Power has a history in implementing energy efficiency programs. Manyprograms have been award-winning. GWP regards these largely as “public benefits charge”programs, mandated by the State. Since the inception of AB 1890’s implementation in 1997,GWP has been providing programs and services for its customers. That’s 25 years.Fully 61programs have been run or are currently active. Here’s a chart that shows Low IncomeCustomer participation in GWP’s PBC programs since 1999. Note that participation spiked in2021 with the Glendale Water & Power Cares program that provided a one-shot bill subsidyrelated to covid.

Savings from Programs
Savings: Since 2000, GWP’s PBC programs have resulted in total savings of 238,952,825 kWh, anaverage of ~10 million a year. The highest year of savings was in 2010 when the programportfolio achieved 17 million kWh in savings followed by $14.8 million in 2008. In 2022, thesavings achieved was 9.0 million kWh. 139
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Cost of Programs
The PBC programs’ total cost through June 2022 has been $126,325,311, or an average of $5million per year. The highest annual PBC program expenditure was $8.4 million in 2009-10. Ofthe $126 million total, 38% was spent on Energy Efficiency programs, or $48,628,577. Thus,GWP has spent less than $2 million per year on average supporting its energy efficiencyprograms for the past 25 years. Another $44 million (33%) has gone to support Low Incomecustomers with efficiency and other services, nearly another $2 million per year. The remainingPBC funds have gone to Renewables 16%, RD&D 2%, and Administration 10%.

Interesting to note the overall cost per kilowatt hour. Take historical spend – $48,628,577 andhistorial savings of 238,952,825 kWh, and the result is $0.2035/kWh.

Past Programs: EcoMotion salutes GWP for having trieda wide variety of programs. More than40 programs are no longer active, they are closed. Some past programs of note: $31,000 grantsto Habitat for Humanity just in solar incentives, the Smart Home Solar Solutions program 140
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provided rich solar incentives, the Green Allowance education program for energy and waterconservation, Green Button Data, AC Peak Hogs, and Smart Home and Commercial AC Tune-Upsto cite a few. Cool Care provided incentives for landlords to upgrade refrigerators. Many ofthese programs seem worthy for reconsideration in a new and expanded portfolio.

Programs Highlights: Among the biggest programs over25 years, $11 million was spent onSmart Home Solar Solutions, the solar incentives that are now not being offered. CoolCare costa total of $3.4 million and was closed in 2012. Fully $19 million has been spent on $120 annualbill discounts for low income customers, another $11.9 million on senior care discounts of $144annually. Smart Home rebates have cost $5.7 million over the past 25 years. There is a provisionin place that allows for higher rebates for local purchases. Household assessments have cost$5.4 million and include giveaway efficient lights, water-saving devices, and water heaterblankets. The Small Business Energy Savings Upgrade Program was closed in 2020. It offered upto $2,000 of no-cost measures, plus shared-savings contract with the vendor if interested foradditional measures. The program cost GWP $9.1 million.

Solar in Glendale: GWP has a history of providingcapacity-based, solar incentives forhomeowners and small businesses. The program lasted 20 years, ending in 2021. At that time,Glendale had 1,930 interconnected residential solar systems, with a total capacity of 11.2 MW.Of these, 1,444 systems were incentivized with a total capacity of 8.7 MW. Also has a solarfeed-in tariff program although it has not attracted a single participant. Thus far, about 106energy storage systems since the program was launched in 2018 total capacity of 508 kW.

Current Statistics
In 2021, GWP’s energy efficiency programs resulted in gross annual savings of 9,821,344 kWh,and 33,502,545 kWh of gross lifecycle energy savings. In round numbers, GWP programs aresaving 10 million kWh each year. This compares with annual retail sales of 978,251 MWh. Theenergy saved – 9,821 MWh – represents approximately 1% of sales. Note that this level isconsistent with forecasted levels; and is on par with other municipal utilities in California. Infact, GWP is consistently in the top 3 - 4 municipal utilities in terms of energy efficiency savingsper retail sales. Covid hit hard. In 2021, GWP’s energy efficiency programs resulted in only 308kW of gross peak savings, compared to a peak of 331 MW. That 0.09%. That was due to adramatic drop-off in the Business Solutions program. The prior year, GWP had achieved 6,199kW of demand savings. In 2021, GWP earned retail revenues of $194,482,000. Energy Efficiencyexpenditures totalled $1,524,781, less than 1% of gross retail sales. 141
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The California Municipal Utilities Association (CMUA) each year assembles an informativereview of energy efficiency programs in California’s public power sector. This includes municipalutilities and community choice aggregators. The Energy Efficiency Program Results by utilityoffers a useful comparison. 254
The biggest end-use categoriesfor program funding were indoorand outdoor lighting, as well as cooling, and whole building programs. As the table below makeclear, GWP is in the pack, accomplishing comparable results each with California municipalutilities.

GWP Existing Programs and Services
Digging in on GWP’s Existing Programs and Services. Let’s begin with a review of residentialprograms, followed by business programs, and community programs. 254
Energy Efficiency in the Public Power Sector, 2022 Edition, California Municipal Utilities Association, Table 1, page 8. 142
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Residential Customers
GWP’s focus on residential customers is admirable. Just this past year, a new program wasadded to the line-up the Franklin Demand Response Program. This is the focus: cutting peakdemand. The Franklin program has a residential sector component and also a commercial sectorcomponent. They are featured in the text below. Here is a current list of GWP programs andservices for residential customers:

Programs and Rebates
● Peak Savings program● Energy and Water Efficiency Marketplace● Smart Home Upgrade Program● Energy and Water Saving Rebates● In-Home Display and Thermostat Program● Tree Power Free Shade Trees● Electric Vehicle Charging station rebates● Off-Peak EV Charging Rebate program● Laundry to Landscape Greywater System program● Home Energy Reports● Home Water Reports● Net Energy Metering Program Low-Income Programs and Rebates (Income Qualified)
● Utility Users Tax Exemption● Helping Hand (one-time payment)● Glendale Care (monthly discount) Peak Savings Program
In 2021, GWP launched the Franklin Energy Peak Savings Program. This is residential demandresponse, a program designed to control and curtail loads during peak periods. The program isavailable to single and individually-metered customers, single family, multifamily, and smallcommercial customers with air conditioning units 5.4 tons or less in size.

In this program, residential participants agree to allow their air conditioners to be controlledremotely. It’s a simple “opt in” program. It’s completely voluntary and without drop-out 143
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penalties. For participants, and with 24 hours of notice, GWP will automatically and slightlyadjust temperatures on peak days, a maximum of 3 degrees. Prior to the event, a participant’ssmart thermostat pre-cools the home automatically, then lowers the temperature slightlyduring peak periods. Events last 2 - 4 hours.

If a customer has a smart thermostat, the Peak Savings program syncs with it. In that scenario,the participant gets a $50 signing bonus and an annual $50 bonus. If the customer does nothave a smart thermostat, he or she is eligible for a $100 incentive and then discounts throughGWP’s online marketplace. In that scenario, the thermostat will be shipped and installed forfree.

To participate in the program, a customer must have: landlord permission, an active electricaccount, wifi, and central air conditioning or a heat pump. Participants can opt-out of any event,though multiple opt-outs may end a customer’s program enrollment. To date, programimplementation is behind schedule. At the end of October 2022, nearly halfway through thefour-year program, Franklin had enrolled 1,864 thermostats in the program, controlling 1,724kW, with 29% of its four-year goal accomplished.

GWP Marketplace:The GWP Marketplace is a nice portfoliofeaturing high quality efficiencyproducts presented with deep discounts. For example, a NEST thermostat is listed, discountedfrom a manufacturer’s suggested retail price (MSRP) of $120 to $29.99 One can buy an Ecobeethermostat for $49.00 with the $100 discount. To date, there have been 834 thermostats and1,237 other measures transacted on the marketplace.

GWP program material states that participants will likely save on their bill too by installing asmart thermostat. The program FAQ claims that installation and use of a smart thermostat canresult in savings of 10 - 12% on heating and 15% on cooling costs, though “individual savings arenot guaranteed”.

Commercial Programs
GWP Business Customer Programs – Current Portfolio
● Benchmarking and Public Disclosure Program● Business Energy Upgrade Program● Peak Savings Program● Feed In Tariff Program● Business Energy Solutions Program 144
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● EV Charging Station Rebate● Glendale Fiber Optic Broadband Network● Net Energy Metering Program Peak Savings Partners
The Peak Savings Program is the Franklin demand response program for commercial customersthat have demand greater than 50 kW. Furthermore, they must be able to reduce a minimum of25 kW or 20% of peak load, whichever is lower. And they must be able to do so for a maximumof 60 hours of demand response program per year; up to 15 events per year and up to 4 hoursper event.

The benefit for participants? The number one benefit is money. The program begins with a freefacility site assessment to determine what loads can be cut and/or shifted during the June -October program period. After successfully applying for a specific load reduction, customersparticipate in a test event to confirm the committed peak load reduction.

All demand reduction strategy costs are the responsibility of the participant. Participants arefinancially rewarded with $50/kW for 4-hour program participants, $25/kW for 2-hour programparticipants. Participants are paid within 60 days of each program season. EcoMotion believesthat these DR values are low and program uptake suggests that is the case: By the end ofOctober, the commercial program had enrolled 22 service addresses with 545 kW under control,representing only 13% of anticipated program savings, again, nearing the halfway point in theprogram’s four-year contract term..

Business Energy Program Managed by Willdan
The Business Energy Program is being implemented by Willdan, which bought Lime, thecompany that was successfully awarded a contract as a result of the 2018 Clean Energy Requestfor Proposals. Willdan and Franklin were the two firms that were successful in that RFP. Limeearned an $18 million, seven-year contract with GWP to deliver 36,500 MWh of savings.

The Business Energy Program is available for small, medium, and large businesses. It offersincentives that can be as high as 100% of costs. The program begins with a no-cost assessment,and then progresses to installation and savings.

The gist of the program is a “Direct Install” program for energy-efficient lighting and HVAC toreduce consumption. For business customers with demand <150 kW per meter the program a) 145
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coordinates the assessment, b) develops proposals for customers, c) oversees Direct Installthrough subcontractors, and d) reports energy savings.

The Willdan program is a seven-year program with a planned, significant ramp-up in programyears 3,4, and 5. Currently, the program is about one-fifth through its term … with 11% of theprogram total goal accomplished which exceeds Willdan’s target thus far. By the end ofSeptember, Willdan had served 426 small and medium-sized customers, and two largecustomers delivering 3,950 MWh out of its 3,900 MWh two-year program goal. (The seven-yearsavings is anticipated to be 36,500 MWh). The program has also resulted in 524 kW of demandsavings. That’s 6.3% of the 8.32 MW program goal. Of course, efficiency and load managementprograms were retarded by Covid.

Conclusion
Over the years, GWP has done a good job of promoting customer energy efficiency. GWP hascovered the bases nicely, offering services and incentives to all customer segments. Many ofGWP’s programs have been awarded by the California Municipal Utilities Association, SouthernCalifornia Public Power Authority, and by the American Public Power Association. The portfoliohas nice touches, like extra incentives for buying appliances and such locally in Glendale.

Guided by management, the City Manager, and the Glendale City Council, GWP staff has done agood job. When asked to rate GWP’s efficiency programs, EcoMotion gives GWP a solid “B.”EcoMotion likes the track record that speaks to experimentation and following veins of success.EcoMotion likes the current portfolio of programs and the umbrella that they provide.EcoMotion does recommend greater emphasis on reaping energy savings, and generation andstorage benefits, from low income customers.

To put the B grade in perspective, EcoMotion would give a similar result to California’s munis.They were directed in 1998 to provide public benefit in four forms, and they have deliveredefficiency within that context. Now, utilities are developing load management and DERprograms that go well beyond “public benefit,” and provide bonafide energy and capacityresources to the grid.

GWP is now being asked to do a great job. It’s time for A+ performance and results! Council andthe community are asking GWP to dig deeper, much deeper, … and to concurrently reap muchgreater savings and slash GHG emissions, while electrifying mobility and buildings. That’s a tallorder. 146
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Stepping up will require that GWP and its officials and staff take a leadership position, Mostutilities spend less than 2% of their gross revenues on energy efficiency. And they save aboutthe same amount, about 2% of sales. To really make a difference, to fully reap the benefits ofthis first loading order priority resource, GWP needs to be strategic and to spur investments onthe customer’s side of the meter. If invested wisely, these investments - new lighting,refrigeration, or HVAC – can yield returns for customers. They can serve as new sources ofrevenues for both customers and utilities. The realm of public benefits programs is alive … butnow morphing as these customer resources are ever-more valuable capacity additions to thegrid.

Strategic Considerations
This section of the report presents a number of strategic considerations for GWP, notablyconsiderations that will affect power load, net of energy efficiency, demand response, anddistributed energy resources.

Electrification
Before we get too far into this section, let’s address a very big variable in the room:electrification. As the City of Glendale electrifies, that’s all our homes, businesses, our cars,buses, and trucks there will be significant load growth.

These trends encompass “e-mobility” and “e-buildings.” They are good trends for theenvironment and they are certainly trends that further challenge electric service providers.GWP has a tough road ahead, decarbonizing the existing load while welcoming new andsignificant loads that must also be decarbonized.

GWP’s Two ChallengesDecarbonize Existing Power GenerationDecarbonize New E-Mobility and E-Building Loads GWP’s historical peak was 346 MW in 2017. In September of this year, 2022, and during anintense heat wave, GWP hit a peak demand of 331 MW. With electrification, GWP anticipates apeak demand of 450 MW by 2035. GWP can meet this peak by stacking resources. Everything ison the table, from voltage reduction to market transformation and consumer awareness andincentive programs. 147
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Vehicle Grid Integration: One of the most encouraging strategic considerations for GWP relatesto VGI, using cars, trucks, and buses as Distributed Energy Resources. Most cars operate lessthan 5% of the time. As our auto fleet becomes electric, their battery packs sit idle for 95% ofthe time. That idle capacity can be used to shore up the GWP grid during critical peak periods.

While fleets will likely be the first VGI participants – school buses, delivery vans, city buses andtrucks, etc. – let’s talk cars. A Chevy Bolt has 65 kWh on board. Using a 10 kW bidirectionalcharger, and assuming GWP can only access half of each EV’s energy/capacity, we have 10 kW ofpower for 3.25 hours. Every 100 cars gives you a megawatt. If 1,000 cars are connected, that’s10 MW. If 2,000 cars are connected, that’s 20 MW. There are over 220,000 cars in Glendale.

Building Electrification: Not so challenging for newconstruction, but building electrification –removing oil and gas boilers – will be very difficult in retrofits. Large buildings with large buildersfor space and water heating in particular pose major challenges. Utilities and/or governmentsneed to have rebates/incentives available to respond to equipment breakdowns. At that time,the building manager will only need incentives to cover the marginal cost of energy-efficientmodels. Heat pumps for heating and cooling are a big part of building electrification. In someapplications, geoexchange systems will allow buildings to heat and cool with highly efficient,ground-source heat pump systems. GWP must be poised to support electrification, andspecifically efficient and tightly controlled electrification.

Transition Technologies
Two controversial transition technologies are generators and fuel cells. Today, they all run onfossil fuels. EcoMotion recognizes that there may well be push back to the use of anycarbon-based generation source, even in transition. EcoMotion agrees that these are adecidedly second-choice option to carbon-free solutions. Already, GWP’s generation mix is 69%renewable. 255
So why even consider these? The answeris to explore every option for capacityto meet the GWP’s impending 2025 peak demand.

Generators: Generators that run on natural gas ordiesel are carbon-based but may beimportant to powering through Glendale’s 2025 peak demands. Currently Pacific Gas andElectric supports both generators – despite their carbon basis. (PG&E also supports batterypacks.) While EcoMotion favors energy storage, generators may prove to be a valuable tool inGlendale to avoid black-outs. 255
Personal communications, Mark Young, GWP General Manager, October 14, 2022. 148
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Fuel Cells: Fuel cells are an interesting case. They allow GWP large customers to generate theirown power, typically at less cost. In the case of Bloom Energy fuel cells, Bloom owns andoperates and maintains the equipment. Institutional customers –like Home Depot – pay a“tolling rate” to use the fuel cells, and then they pay for natural gas to fuel the cells.

Bloom Energy’s fuel cells can now run on 50% hydrogen. By 2024, its fuel cells will be able torun on 100% hydrogen. 256
Given that declining emissionstrajectory, might it make sense toallow fuel cells in Glendale? They could help cut peak demand. The same could potentially besaid for microturbines. They also provide heat that can be used for different customerprocesses.

The disadvantage of fuel cells, from a customer and a utility standpoint, is that they run asbaseload resources and cannot cycle up and down. The Bloom Energy fuel cells at Home Depotand Dreamworks are 200 kW and 250 kW respectively. They are sized to provide baseloadcapacity to those facilities. They cannot be used to follow or meet the peaks.

One of the distinct advantages of fuel cells is that they work well in dense urban environmentslike Glendale. Compared to other DERs, fuel cells have a small footprint. For instance, amegawatt of solar requires 100,000 ft, over two acres of space. A megawatt of fuel cellsrequires only about 40 feet * 50 feet, or 2,000 square feet. Bloom is also developing stackedfuel cell configurations for dense urban environments.

Pricing Options
Let’s discuss pricing for power and an option that GWP has not engaged: Mandatory Time ofUse (TOU) rates. Sometimes these rates are referred to as Time-of-Day rates (TOD). TOU ratesvary according to time of day, season, and day type - week or weekend.

There are three key variables to consider: First is whether to make the rates voluntary ormandatory. The second is the time period that rates climb high to discourage use, and hownarrow that window of time is. Third, and of great importance is the price differential betweenthe off-peak and the peak rate. The highest cost rates reflect the peak period, generally 4 - 9 PMin California.

TOU plans support a cleaner power grid by encouraging energy use when renewable resourcessuch as sun and wind are readily available during the middle of the day. When consumers useelectricity is just as important as how much electricity they use. The evening “ramp” of utility 256
Personal communications, Chris Kim, Bloom Energy September 2022 .
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resources as the sun goes down is of key concern, and the net result of the infamous “duckcurve.” Time-of-use ratemaking makes electricity more expensive during predictable periods of highdemand when the electric grid is stressed and electricity is more expensive for utilities toprovide. Flat rate customers who use more grid power during peak periods are underpaying forthe costs of meeting that demand, according to Ahmad Faruqui, former Brattle Group principal.By shifting to times when electricity is cleaner and cheaper, TOU promotes a shift in consumerbehavior. From a utility standpoint, TOU rates support renewable resources … for instance, bymaking power cheap when the sun is shining.

TOU is not new to California or to Glendale. In 2015, the California Public Utilities Commission(CPUC) voted to adopt the Residential Rate Reform. It included a requirement for allinvestor-owned utilities to automatically transition residential customers to a TOU plan.Customers could and still can opt out. The State’s three large investor-owned utilities have allbeen mandated to shift their customers to time of use rates. This began in 2020 and all IOUcustomers were transitioned by June 2022. 150
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Glendale TOU: Time-of-use rates are not new to GWP.The tables below show the TOU ratewindows used by GWP for its commercial and residential rates compared to other municipalutility programs. The largest customers with demands greater than 500 kW are required to beon the PC1B Commercial/Industrial TOU rate. TOU is voluntary for everyone else and staffreport little interest in this rate option. Some large users with demands less than 500 kW havevoluntarily adopted the PC1B rate. In total, there are 340 commercial meters on TOU rates,including customers on the L2B and LD2B rates.

GWP’s limited uptake with voluntary TOU rates is not unique: The Holy Cross Energy (HCE)Time-of-Day experience is explained by its General Manager, Bryan Hannegan:“With respect toTime-of-Use rates, our voluntary program only has 85 meters enrolled (out of 60,000) despitethe impressive 4:1 peak to off-peak pricing spread. Rates at HCE range from ~6 cents perkilowatt-hour up to 24 cents! Granted we have not really promoted it heavily in ourcommunications activities, but even a 10x improvement would still be a small fraction of ourload. This is why most utilities wishing to shape their net load with rates are moving to a defaultTOU requirement (the California IOUs, Xcel-Colorado, and others)” 151
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Oklahoma Gas & Electric Gas and Electric Smart Hours
EDF presents a fact sheet that cites Oklahoma Gas and
Electric. It performed a TOU pricing pilot in 2011 that provided TOU rates to 20% of households. This resulted
in eliminating the need to build a 210 MW power plant.

Subsequently, in 2012, the utility rolled out its SmartHours plan. It allowed customers to see their previous day’s power use. It provided free smart thermostats and energy efficiency kits. It features a one-year, risk-free bill guarantee. Reportedly, OKG&E was was on track to enroll 20% of its 100,000 residential customers.257
***
Sacramento Municipal Utility District (SMUD) tested TOU rates in 2012 and 2013. It determined that with TOU rates, the utility could avoid a 500 MW gas-fired power plant and save customers’ money. SMUD’s result was high levels of customer satisfaction, low opt-out rates, and significant load shifting... everything it was supposed to do.

SMUD’s well-designed pilot was noted statewide. Subsequently, the CPUC directed California’s investor-owned utilities to follow suit with pilot programs. The 2018 pilots involved over a half million consumer accounts, and of those, 90% continued to use the rate after the pilots were completed.

The literature on the effectiveness of TOU is scarce but instructive: Ahmad Faruqui found that residential customers reduce their peak usage by 6.5% for every 10% increase in the peak-to-off-peak ratio.258 With AMI and automated solutions, this rises to 11%. EcoMotion reached out to Faruqui in August 2022 for a simple metric, and he responded that voluntary programs which are structured with a 3x peak price can attract 5% of customers.

On the other hand, while TOU may be beneficial to utilities, some ratepayer advocates question how well it works for consumers. Toward Utility Rate Normalization (TURN) says the benefits of TOU are not nearly as attractive for consumers as they are pumped up to be, noting that only 10 - 15% of those participating experience bill savings.259 TURN found that there was no bill change for 50% of PG&E participants and that 40 - 50% of Edison participants had no bill change. On the other hand, TURN reported that 30 - 40% of participants experienced higher bills. 259 “An emerging push for time-of-use rates…customer and grid impacts,” Utility Dive, Jan 28, 2019, https://www.utilitydive.com/news/an-emerging-push-for-time-of-use-rates-sparks-new-debates-about-customer-an/545009/ 258 Personal communications with Ahmad Faruqui, retired, founder and CEO, Brattle Group, August 2022. 257 ELF Fact Sheet TOU, https://www.edf.org/sites/default/files/factsheet_time-of-use_0.pdf 152
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Fort Collins Utilities Time of Day Rates
The City of Fort Collins has its own municipal utility. Itprovides four essential services:power and light, water,wastewater, and stormwater. It serves more than 75,000customers. In addition to its standard rates, Fort Collins offersthree different Time of Day rates for all standard, electricheat, and solar customers. It has a TOD estimator tool that itprovides to interested customers so they can weigh their options. 260
Fort Collins is home of Colorado State University. The Fort Collins utility boasts the lowestpower rates in the State of Colorado, even less than Colorado’s electricity cooperatives. FortCollins has two levels of pricing, on-peak and off-peak. It has two seasons, non-summer andsummer. Off-peak prices are about 70% less than peak prices. The utility promotes the notionthat there are 19 - 20 off peak-hours each weekday, so it encourages its customers to shiftpower use to those periods to save money. As a result, customers use ~80% of their electricityduring off-peak periods. The utility offers a shadow bill so that interested customers can seehow they fare on their standard and TOU rate.

Real-Time Pricing
Also known as dynamic pricing, Real-Time Pricing (RTP) is a utility rate structure in which theper kWh charge varies each hour based on the utility’s real-time costs to generate and/or buywholesale power. This is also known as “dynamic pricing” and “Rate to Drive” (RTD pricing) .While complex, these carefully constructed price signals are considered by some to be the rightmethod to adjust the power balance between supply and demand in smart grid systems. NovaScotia and New York utilities offer RTP to large commercial and industrial customers.

A 2004 Lawrence Berkeley National Laboratory study conducted by Chuck Goldman provided aSurvey of Utility Experience with Real-Time Pricing. Most of the dozens of programs presenteduse a similar risk mitigation strategy. They focus on Customer Baseline Loads (CBL). This is alevel of power delivery determined to be baseline by the customer. For all usage below and upto this line, the customer pays for normal tariff. It’s the marginal power use that is valued usingRTP.

Several utilities have explored Real Time Pricing including B.C. Hydro, Kansas City Power & Light,Alabama Power, and Georgia Power. The latter two offered a suite of supplemental risk 260Personal communications, Randy Reuscher, Lead AnalystUtility Rates, Fort Collins Utilities, August 2022. 153
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management products including price caps and price collars on blocks of power. Some utilitiesalso have employed enrollment caps for RTP, for instance 150 MW. 261
California utilities were directed by the California Public Utilities Commission to explore RTP in2021. 262
The utilities installed 23,000 real-time meters,and the summer peak for these meterswas reduced by 500 MW. SDG&E piloted an hourly dynamic rate for electric vehicle ownersthrough its Power Your Drive Pilot Program. 263
End-Use Pricing
Perhaps one of the most far-out pricing mechanisms for utilitie to earn revenues is based onend-use pricing. Instead of charging for the commodity, kWh and kW, in an end-use pricingmodel utilities charge for a service, be it light or space cooling/heating or torque orrefrigeration. That’s what consumers really want.

This concept of selling the end-use service is not new … in fact it was Thomas Edison’s earlyvision for his Edison companies. As the means for generation became more efficient, as did hisearly appliances – the lightbulb – he postulated that the Edison companies could profit twice.His board, however, turned him down.

End-Use Pricing exists today in America in limited ways. For instance, some utilities such asLADWP continue to charge for street lighting services. French companies provide heat. Theseheat service companies are known as “chauffagistes.” EcoMotion’s principal, Ted Flanigan, witnessed Gothenburg (Sweden) Energi’s pilot end-usepricing program. If offered different temperature schemes for its customers throughout the yearthrough a set of subscription options. One of the appealing aspects of End-Use Pricing is theserving utility’s ability to employ different options if the price of electricity goes high.Gothenburg Energi maintains the option to add more insulation to a home to lower the heatcost it incurs, meeting a subscriber’s set comfort levels. In this case, the responsibility forefficiency shifts from the consumer to the vested interest utility. 263
Power Your Drive Research Report, April 2021,https://www.sdge.com/sites/default/files/regulatory/SDG%26E%20FINAL%20Power%20Your%20Drive%20Research%20Report%20April%202021.pdf 262
“California Explores Real-Time Retail Pricing to Enable More Renewables,” June 10, 2021, PV Magazine,https://www.pv-magazine.com/2021/06/10/california-explores-real-time-retail-pricing-to-enable-more-renewables/ 261
Lawrence Berkeley National Laboratory report on Real Time Pricing, 2004. A Survey of Utility Experience with Real Time Pricing,https://eta-publications.lbl.gov/sites/default/files/report-lbnl-54238.pdf 154
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Seizing Smaller Chunks of Capacity
Another strategic consideration relates to seizing smaller chunks of capacity. The distributedutility model inherently means smaller systems, and many more of them. GWP must beprepared for this.

To make the transition to a clean energy future, GWP will need to field everything fromengineers to plan checkers, project managers, to legal counsel. All parties must be willing andeven driven to address and overcome barriers to contracting for distributed solutions.

The new utility paradigm inherently involves more companies selling their wares, be they forsmall power plants or distributed generation or efficiency program services. Sometimes theywill be less experienced, less creditworthy. But this is the path ahead, developing broad swathsof consumer-owned, utility-managed distributed energy networks will require considerablepatience and flexibility from GWP.

EcoMotion suspects that GWP’s legal posture has limited the advance of DERs in Glendale. Acase in point is the Sunrun contract and its failed negotiations. The result: GWP lost 25 MW ofcapacity because it couldn’t come to terms in a timely manner. Sunrun has consummatedcontracts with many other utilities including Southern California Edison.

GWP staff and officials are to be credited with seeking the most cost-effective solutions forGlendale. But with the Summer of 2025 looming large, GWP needs capacity. In the Sunrun case,perfection seems to have been the enemy of the good.

To become a truly progressive utility that embraces renewables fully, GWP will need to makesure that its expectations are realistic and that its posture is about building partnerships. Fullyembracing energy efficiency, load management, and distributed energy resources will no doubtresult in uncomfortable working conditions. Utilities are understandably uncomfortable workingon customers’ premises. There are legal issues and liabilities too. Can GWP be hamstrung? Ofcourse not. GWP needs to find solutions to these challenges.

Recommendations and Potential
This section wraps three months of digging, analysis, and strategizing for Glendale Water andPower, and for the citizens and businesses of Glendale. Seven recommendations are presented. 155
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But the primary observation is that GWP needs to undergo a culture shift. There needs to be afresh start … a major infusion of enthusiasm, marketing and outreach resources, andprofessionals hell-bent on driving down energy use, especially peak energy use in homes andbusinesses throughout Glendale. There need to be specials on efficiency products and services,seasonal reminders, and attractive rewards plus consumer recognition.

To fulfill City mandates, the utility needs to embrace a new operating paradigm. While thetransition may take years, GWP must position itself to be a utility that uses a healthy mix ofrenewable resources paired with storage, and that fully utilizes customer energy efficiency,carefully managed loads, and distributed, local, carbon-free energy resources.

EcoMotion stresses social equity, and that GWP must make sure to provide special incentivesand services for low income customers. This covers building shell, appliance, and EVopportunities. These are all key elements in the new utility resource equation. For GWP tosucceed, it will need the City to embrace and promote sustainability, both in policies andinvestments for all residents and businesses. There will be resources required in thetransition … as well as vision and passion.

Seven Recommendations
#1: Fresh Start: Create a Movement
EcoMotion believes that GWP will need a fresh start and a fresh approach to supportingcustomer’s energy efficiency, load management, and distributed energy resources. Easy to say,but GWP needs to start a movement, a groundswell of consumer – and prosumer – interest andaction in Glendale. This is the toughest recommendation of all to carry out.

The movement has to be a movement of the people. It will be rooted in a comprehensiveoutreach campaign that taps and cultivates consumer action and civic pride. The movementneeds leaders to speak out and live it. “Hey, it’s cool to save by having a Tesla PowerWall!” “MyEV helped our city avoid blackouts yesterday.” “My new refrigerator has all the bells andwhistles, and it’s Energy Star!” Pretty cool. “I want a solar system too.” Just as Flex Your Power was (and has been) successful statewide, all Glendale residents,businesses, and institutions can be aware and thus part of the local peak power solution. Thatbegins with a) awareness and b) pathways for consumer action. And GWP will meet thatnew-found interest with sophisticated market research, using advanced market segmentation todevelop customized approaches for different market segments. 156
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What does it mean, a movement? First and foremost, it takes people … leaders and followers.It’s about tapping into highly rational behavior. GWP needs Glendale’s power consumers to careabout the City and our power resources and to be part of the equation that keeps rates in checkand the lights on. Consumers are asked to participate for at least just a few hours a year. GWP’simmediate focus is on load management and managing the peak, managing critical peakdemand conditions for less than 100 hours per year.

Creating a movement can be coordinated with the Office of Sustainability as well as communitygroups to craft and execute an effective outreach campaign. It will make clear the challenges athand and provide means for participants to feel good about their contributions. The campaignneeds to cultivate civic pride, and pride in being ecologically sensitive. A media campaign will beused to boast about the City’s greening. #2: Adjust Pricing
There are several ways to adjust pricing through rates to encourage the transition to a cleanenergy future. A primary recommendation of this report is to institute mandatory Time of Userates with at least 4x differential pricing. Studies have shown that mandatory rates can cut peakdemand by 5%. To avert a public relations disaster, mandatory TOU rates must be rolled outwith an effective outreach campaign. GWP will help consumers keep their bills constant if notlower after switching to Time of Use. Consumers need not be negatively impacted … in fact,they can save money.

EcoMotion recommends that GWP shift to mandatory time of use rates, but that this transitionis handled with care. It must begin with a highly effective communication plan that makes thecommunity’s needs and benefits clear. This is a means for residents and businesses to cut theirpower costs. This pricing program is foundational to the broader Glendale greening initiative.

For the TOU roll-out, GWP will need an effective outreach and consumer awareness campaign.In terms of program design, and customer sacrifice, the goal is to tighten the peak period hours.And make sure to have large price differentials to send clear messages to participants. Then theprogram can be a win-win: the utility needs to generate and buy less peak power, andconsumers cut their utility costs by shifting their use. 157
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Additional Pricing Considerations
Real-Time Pricing: Real-Time Pricing – like the airlinesuse to price tickets – is dynamic andprovides accurate price signals to consumers. RTP helps to avoid cross subsidies... and presentsprices that accurately reflect power system conditions. EcoMotion recommends that GWP trackRTP developments and consider initial pathways into this rate mechanism that can benefit bothlarge consumers and GWP. Working together, and like TOU pricing, there may be a win-winpossible.

End-Use Pricing: A third and quite far out rate considerationrelates to advanced tariff structuressuch as End-Use Pricing. End-use pricing provides utilities such as Glendale Water and Powerwith a new means to charge for their services. Instead of selling the commodity (kWh), End-UsePricing establishes tariffs for energy services such as comfort, torque, refrigeration, etc.

By embracing end-use pricing, GWP can find new means to charge for its services. Instead ofselling the power commodity, GWP will be increasingly selling energy services. In this way,instead of efficiency being a cost, GWP will sell both energy as well as efficiency and energymanagement services. And as long as customers’ bills remain constant, there may be a win-winsolution at hand.

Reconsider Standby Charges: Another policy decisionregarding rates and tariffs relates to theStandby Charges imposed by GWP in 2018 for all non-NEM, on-site customer generation. Thisdirectly impacted Glendale Community College’s decision to invest in fuel cells to cut operatingcosts. The imposition of Standby Charges - which had not been anticipated – turned thatproject’s economics upside down.

Note that the fuel cells’ stacks are designed to be individually replaced during operations,without turning the units off, and never letting the units get below its firm capacity. As such,none of California’s investor-owned utilities impose standby charges on fuel cells. The CPUCprovided for an exemption from standby and departing load charges for fuel cell systems up to 5MW in size. LADWP has minor charges that, according to Bloom Energy, do not impact theeconomics of the project. 264
#3 Double Energy Efficiency
Doubling energy efficiency will not be easy, but is can be done by increasing incentives, diggingin with low income customers, continuing to track down small businesses, and linking programs 264
Communications with Tristan Becker, Bloom Energy, August 2022. 158
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with decarbonization. This recommendation suggests using strategic means and rich, targetedincentives to boost customers’ energy efficiency. GWP must practice creativity to developattractive program offerings, specials and the like.

Efficiency is at the core of the infamous “loading order” of the State of California’s priorities forits electric utilities. Efficiency lowers the overall demand profile, not just at peak periods, butthroughout the day and year. Efficiency is inherently valuable to consumers: How can GWPsupport its customers to take advantage of advanced technologies and to use less power toachieve the same quality of life and functionality? This is the root of efficiency.

While GWP has run admirable energy efficiency programs for years, EcoMotion believes there ismore to be done. Technologies always advance. Low income customers, as well as smallbusinesses and seniors on fixed incomes tend to get left behind. Thus efforts need to becontinued to provide these benefits to all GWP customers, and to address social equity issueshead on. Careful market segmentation and advanced marketing strategies and preciselydirected and even varying incentives can be used to promote efficiency in new ways. #4 Ramp Up Distributed Energy Storage
While efficiency is good for the customers and good for the planet, load management isespecially good for GWP and the plight to effectively prepare for the anticipated Summer of2025 capacity crunch. How can GWP dramatically ramp up its load management efforts? In 2020, prior to Covid, GWP achieved 6,199 kW of demand savings through its energyefficiency programs. With a projected system peak of 350 MW that’s less than 2% of the peak.With the Franklin programs, that capacity has more than doubled. But there’s lots more roomfor energy storage in homes and businesses. The Franklin demand response programs begin toaddress this but are behind schedule in delivery.

So how to increase load management in Glendale? Increase awareness, appeal to the public,and increase incentives. Doing so, EcoMotion estimates that there will be significant loadmanagement benefits from homes, businesses ,and institutions, as well as utility-ownedstorage. #5 Encourage Distributed Energy Resources
The fifth recommendation relates to Distributed Energy Resources (DERs). EcoMotionrecommends that GWP take this seriously, not as a fringe public benefits program, but as a 159
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resource. Given impending capacity shortfalls, DERs break the conventional utility model. Giventransmission constraints, both utility-owned and consumer-owned DERs offer a significant,partial solution. The most beneficial DERs store energy and help GWP beat the peak.

DERMS: One of the practical aspects of deploying lotsof DERs is determining how to dispatchthem. Imagine thousands of batteries, some linked to solar, others independent, scatteredthroughout the City. How can these be controlled? How can their host sites be assured ofreserve capacity, and that they are fairly compensated? Imagine thousands of vehicles lined to the grid, all with different power-sharing options. Tomanage both stationary and mobile batteries – to charge and discharge for maximum societalbenefit, GWP will need a Distributed Energy Resources Management System (DERMS). Just asutilities have had SCADA systems to control power plants and distribution feeders, they will nowhave DERMS such as AutoGrid to manage tens of thousands of resources interacting with thegrid. This can be outsourced. Firms such as Generac Grid services offer a management service,amalgamating programs like the Franklin demand response program, and integrating manyprograms impacts and distributed resources.

As previously discussed, allow consumer-owned microturbines and fuel cells to be part of thecapacity crunch solution. These carbon-based DERs are not a top priority but can be in the mixwith an eye toward conversion to hydrogen and ultimately green hydrogen.

As painful as it is for EcoMotion to recommend generators that burn either diesel fuel or naturalgas, firing up generators for limited periods sure beats black-outs. If a handful of commercialand institutional accounts add generators, or allow GWP to control existing generators forlimited peak period dispatch, that’s peak-shaving capability. Generators can be used as alast-resort resort until they can be powered with hydrogen and ultimately green hydrogen. #6 Meet the Solar Mandate with Storage
EcoMotion supports the City Council mandate for 10% of all customers in Glendale to be solarby 2027. The following is a strategy to make the solar mandate effective for GWP by addingsimilar storage capacity. For every kW of solar, GWP will invest in a kW of storage with four-hourduration.

EcoMotion recommends a five-point solar strategy. But in each case, there is the commonalitythat in order to get an incentive, every new solar system must be paired with dispatchableenergy storage. By doing so, every solar kilowatt-hour can be used to offset GWP’s peak 160
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demand. Inversely, if every solar kilowatt-hour were not paired, GWP would end upexacerbating the “duck curve” that plagues California utilities. Worse, GWP would lose revenuesdue to solar... and it still would have to meet its peak... now with less cash to do so.

The Five-Point Solar Strategy

1. NEM Solar + Storage2. VPP Solar + Storage3. FIT Solar + Storage4. Community Solar + Storage5. Utility-Owned Local Solar #1 NEM SolarStart with rooftop solar: EcoMotion recommendsreinstating incentives for solarwhen paired with dispatchable storage. The storage must be controlled by GWP for dispatchduring peak periods. The rest of the time, solar consumers can use their batteries – inconjunction with TOU rates – for energy arbitrage, dispatching at peak periods and avoidingpeak period charges. In the event that there are space constraints on site, solar + storage NEMparticipants can use the community solar option.

EcoMotion recommends bucking the State of California trend towards NEM 3.0. It will likelyimpose fees and reduce the export credit that solar producers receive when exporting excesssolar power to the grid. NEM 3.0 will retard solar uptake. EcoMotion recommends NEM 1.0 thatis based on providing the full retail value for exporting to the grid. Between this NEM consumerbenefit and the extension of the 30% federal Investment Tax Credit, solar is a good propositionin town. EcoMotion also recommends removing the limitation on customers’ solar system sizes.Currently, customers can generate no more than their historical consumption. This can be lifted,allowing more solar energy to be generated in Glendale. #2 VPP Solar + StorageWhile GWP was unsuccessfulin consummating a deal for a cutting-edgeVirtual Power Plant with Sunrun, EcoMotion recommends taking another swing at this,potentially with another vendor such as Swell and/or Generac, or even Sunrun. In some cases,the VPP can include customer sites that feature storage alone without solar. Thanks to the IRA,the Investment Tax Credit can be realized for stand-alone storage. #3 Feed-In Tariff Solar + StorageFor consumers thatlack site load to offset with solar,EcoMotion recommends instituting a feed-in tariff that makes sense. While GWP boasts a FITrate, it is so low (~11 cents/kWh) that not a single customer has participated. The solutionappears simple: Increase the FIT rate. 161
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Gainesville Florida had a $0.24/kWh FIT rate. LADWP has been partially successful with a$0.14/kWh FIT rate. Germany started with a $0.60/kWh FIT rate and quickly became thenumber one solar country in the world. GWP certainly need not go anywhere near that price!Whatever GWP’s rate is, the design guideline is to provide incentives that attract participants.And unlike “conventional” FIT solar, in Glendale’s case it must now be paired with storage.

Why would a homeowner use a FIT? Currently the NEM rules limit the amount of solar to meet–but not exceed – the prior year’s annual consumption. But what if a homeowner – or abusiness – has excess roof space? Some can be used for NEM solar, and more can be added–profitably – using a FIT rate. EcoMotion recommends a robust commercial FIT program. Itsrates may be less than the residential FIT rate, but again, its pricing must be sufficient to attractparticipants. #4 Community SolarThe fourth program recommendationto meet the solar mandate, is tooffer a well-designed community solar program. Unlike the State of California community solarrules that have resulted in nearly zero participants. GWP must introduce a program that makessense. EcoMotion recommends the Clean Energy Collective program design. Why? It works! Ithas worked for a number of Colorado and Minnesota utilities. That model essentially uses avirtual net energy metering arrangement for consumers that buy into the community solarprogram. They actually own panels...and their output, credited again at the full retain rate justlike NEM solar. #5 Utility-Owned Local SolarA fifth solar programrecommendation is to fully tap utility-ownedlocal solar. Utility-owned local solar can be installed on a) municipal buildings, b) hillsides andother open spaces, and c) at the Scholl Canyon Landfill. #7 Create a Banner Vehicle Grid Integration Program
Recommendation #7 is to jump into the VGI space. This is a big space and potentially a big partof the solution to GWP’s capacity woes. There are vendors right now, such as Nuvve, that are inthe VGI business. They are aggregating electric vehicles to be able to cut demand. Ten thousandcars were hooked up in a pilot program in Denmark.

Nuvve is now working in San Diego to aggregate school districts – like the El Cajon Valley SchoolDistrict – which have electric buses whose battery capacity can be used to offset peak demand.The school district in partnership with Nuvve is participating in a pilot program with San DiegoGas & Electric’s (SDG&E) Emergency Load Reduction Program (ELRP). 162
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EcoMotion recommends that GWP step to the front of the line to contract with Nuvve or otherproviders to tap into VGI. GWP can launch a pilot program that can be scaled in coming years –as there are more and more EVs to aggregate. We recommend beginning with partnering withlocal fleets of buses, municipal trucks, and delivery services – then graduating to passengervehicles to scale in coming years.

Capacity Scenario
The tables below summarize EcoMotion’s estimated capacity potential for expanded EnergyEfficiency, Load Management, and Distributed Energy Resources. It is merely one scenario thatdraws from many assumptions. The table presents estimates of participation rates and roughorder costs of successful implementation of the recommendations presented in this report.

Based on assumed participation levels, made possible by serious utility and City commitment,EcoMotion finds that the seven recommendations can provide 104 - 126 MW of peak capacityover the next five years. Much of the work will be done by spurring consumer investments. 163
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Assumed Savings and Costs

1. Fresh Start, Create a Movement - 7.8 MW Asking the impossible? Yes? No? Bringing some life to the matter? Saving energy and managing energy wisely is important. The message needs to be interesting and widespread. GWP will need a strong team to implement this recommendation, perhaps as many as 10 professionals ranging from technical, to marketing, and administrative.

EcoMotion estimates that a well organized and effective outreach campaign, like Flex Your Power but something new and appealing to Glendalians, can result in significant capacity savings. It is assumed that 38,397 homes will participate over the five-year period – half of Glendalians - and will each cut their peak demand by 100 watts. EcoMotion assumes 2,000 watts on average per home on peak, thus a 5% cut in power use per home. Thus such a program results in peak capacity savings of 7.8 MW.

This approach can be highly cost effective from a utility standpoint. The costs are paying for a media campaign, which is estimated to be ~$1 million, including rewards and recognition efforts, as well as sufficient staff.

2. Adjust Pricing with Time of Use Rates – 15.6 MW At this time the TOU rate is only mandatory for GWP’s largest customers. It is assumed that all 76,757 residential meters will shift (not cut) their peak demand by 5% on average. EcoMotion estimates that the average home/apartment participating will have a peak usage of 2 kW, thus a 5% reduction is 0.1 kW, or 100 watts. In aggregate, this results in a residential capacity savings of 7.6 MW.

Small and medium-sized businesses that must shift to TOU rates will also cut their use by 0.5 kW on average for a capacity savings of 7.9 MW. Note that this is a near-zero cost program from a utility perspective that could deliver 15.6 MW of peak capacity. Program costs include marketing and outreach, potentially a shadow billing program to show consumers how this new rate and their behavior stacks up to the old rate plan.

3. Double Energy Efficiency - 4.3 MW Energy efficiency is not GWP’s primary concern at this time… beating the peak in the Summer of 2025 and beyond is. There may be capacity issues sooner. But consumers still have great benefit in investing in efficiency in their homes and businesses. EcoMotion recommends more direct install for low income and small business customers. EcoMotion recommends an approach for efficiency programs that is rooted in a) raising awareness, b) providing assessments and pro formas, and then c) providing incentives to get projects done. If increasing incentives in some program areas is important, then do it. But 164
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overall, EcoMotion recommends continuing to flag opportunities for private-sector investments.

Third party financing can also be promoted.

EcoMotion assumes that 7,676 homes will take additional efficiency actions thanks to a movement and campaign to tighten the City’s footprint and peak demand. The program should focus on low income customers. We assume 2,000 low income customers will participate in these special $0.50/kWh incentives. Assuming that 7,676 homes, 2,000 low income customers, and 200 businesses participate, cutting their peak demands by 0.4 kW, 0.2 kW, and 4 kW respectively, there is another 4.3 MW of capacity. The efficiency gains are estimated to be 9,210,804 kWh annually, essentially a doubling of program activity.

4. Ramp Up Distributed Energy Storage - 10.25 MW it is assumed that 1,000 homes will get distributed energy storage – either to augment their existing solar or to serve as standalone systems. On average, each system will be 5kW/20kWh in size to support the grid, thus 5 MW in aggregate for 1,000 homes. EcoMotion anticipates 50 subsidized, low income customers will result in a total capacity of 250 kW. And it is assumed that 100 businesses will also participate, each with 50 kW of discharge capacity, for another 5 MW of capacity.

EcoMotion assumes that all storage in the seven recommendations will be incentivized by GWP… as long as it is dispatchable. For small systems, EcoMotion anticipates prices in the $4,000/kW range. For larger systems, EcoMotion uses $2,000/kW as a placeholder amount.

Residents and businesses then get energy resiliency in the event of an outage.

Important to keep program design flexibility in mind. New Inflation Reduction Act rules are being interpreted by the U.S. Treasury. It appears that the 30% Investment Tax Credit will largely be in place in the coming years, but there is still a lack of clarity on how this will affect market pricing, and thus program uptake absent or with scaled back incentives. NEM 3.0 is in the works in California, but not yet finalized. The SGIP funds for storage are also in flux, with a lack of clarity on whether these will be renewed or not.

EcoMotion assumes 5 MW of household storage at a cost of $1,250,000; 250 kW of storage for low income customers at a cost of $1,000,000, and 5 MW of commercial storage at a cost of $1,250,000.

5.Encourage Distributed Energy Resources 2.5 MW This estimated potential analysis assumes five large customers that might want to invest in either fuel cells or microturbines or other distributed energy resources on their premises. Assuming an average size of 500 kW, these resources have the potential to cut peak demand in Glendale by 2.5 MW. 165
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This recommendation bears no direct costs to GWP. The utility encourages consumers to investin ~$5 million in capital costs by allowing and streamlining interconnection, waiving permit feesand standby charges. Overall, EcoMotion recommends that in these instances GWP establishesa ton of effective partnerships. GWP might consider providing engineering studies to interestedcustomers and convening discussion groups with interested and experienced customers.

Note, of course, that there are lost revenues associated with this strategy. Fuel cells, forexample, are baseload resources. Thus they offset baseload capacity. While they lower thepeak, they do not target the peak. In the future, and when green hydrogen is available at areasonable cost, GWP may elect to own and operate fuel cells on customers premises. #6 Meet the Solar Mandate with Storage - 63 MW
NEM Solar + StorageHere is a plan to solar-ize households,nearly doubling the age-old NEMprogram in Glendale in terms of participation in the next five years. The result: an assumedcapacity of 15 MW of solar, paired with 15 MW/60 MWh of storage. It is assumed that 250 lowincome customers will participate (subsidized with a $1/watt subsidy), as well as 100 businesseswill participate with 50 kW average solar sized systems, for another 5 MW of solar capacity and5MW/20MWh of energy storage.

EcoMotion assumes that 100% of the cost of solar will be paid by Glendale consumers, to thetune of $26.25 million for the residential program, $2.5 million for the low income program, and$15 million for the commercial program. EcoMotion assumes that GWP will pay 100% of thecost of distributed and dispatchable storage at a cost of $35 million, $6.25 million, and $10million respectively.

VPP + StorageEcoMotion recommends a virtual powerplant that has 15 MW of solar and 15MW/60MWh of storage. GWP Program Cost: $7.5 million. EcoMotion assumes 1,750 homes,250 low income homes, and 100 businesses, with average capacity contributions of 5 kW, 5 kW,and 50 kW respectively. Assume $4 per watt solar and $4,000/kW storage for residential;$3/watt and $2,000/kW for storage. GWP pays an incentive for solar of $1/watt for low incomeparticipants.

FIT Solar + StorageThe Feed-In Tariff element ofthe solar program calls for 3 MW of solar +storage capacity. Of this, 2,500 kW will come from commercial sector customers; 500 kW willcome from residential customers. The capital costs of the equipment are borne by theparticipating customers. Assumed that residential systems will cost $3/watt for solar and 166
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$4,000/kW for storage. For businesses, solar is assumed to be $3/watt for solar and $2,000 kWfor storage.

Community Solar + StorageFor Community Solar, itis assumed that there will be 3,500residential participants, 500 low income participants, and 200 businesses. They will eachpurchase 2.5 kW, 2.5 kW, and 50 kW respectively resulting in 8.75 MW, 1.25 MW, and 10 MW ofoverall capacity. Similarly, customers will each be responsible for 2.5 kW, 2.5 kW, and 50 kW ofstorage. The cost to GWP is on the order of $42.25 million; $37.25 million for consumers. Thisfollows the design convention of customers paying for solar and GWP paying for dispatchablestorage capacity.

Utility-Owned Local SolarUtility-Owned Local Solar+ Storage Capacity ten megawatts isassumed at a GWP program cost of $40 million, $4/watt, for solar, and $20 million, $2,000/kW,for 10 MW/40 MWh of storage. Total program cost of $60 million for GWP.

The Five-Point solar plan presented hits the community hard. NEM solar installations nearlydouble in the next five years. Between NEM homes, VPP homes, FIT homes, and CommunitySolar homes … the plan hits 8,000 homes out of the 76,757 homes currently served by GWP,fully 10.4% of Glendale homes. In addition, 600 businesses are slated for participation with richincentives. ***
The following tables presents EcoMotion’s estimated capacity potential for the sevenrecommendations. Every effort has been made to base values on industry findings and to beconservative with participation, costs, and savings. 167
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The second set of tables presents anticipated costs to participants and to GWP. The costspresented are rough order estimates of the upfront costs for the capacity presented. Of note isthe cost share between participants and utility.

There are other costs to consider: Administrative costs are not presented. Nor are the operatingcosts involved. For instance, GWP will be responsible for buying solar power from the FIT 169
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program. Lost revenues associated with the Energy Efficiency programs are not included. In thatcase, EcoMotion anticipates that increased EV adoption and building electrification will outpaceany lost revenues associated with energy efficiency.

Overall, implementing the seven recommendations over the next five years will be on the orderof $437 million, with $158 million paid by GWP customers. As such, GWP’s net cost is ~$279million for ~104 MW of peak capacity. 170
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Final Comments
Resources for Success
Sufficient Resources An important consideration for GWP is the staff that will be required tomanage the significant boost in outreach and programmatic activity presented herein. Therewill be a number of new staff required, as well as certain staff quality requirements. EcoMotionhas been told about how difficult it is to hire additional staff in the City of Glendale. Thischallenge will have to be overcome to expect a groundswell of any kind.

To engage the recommendations presented herein and to cut the City’s peak demand by athird … is going to take resources. The capacity that can be built with the sevenrecommendations will require staff and/or consultants that have the skills and motivation toaccomplish an aggressive work plan. Marketing funds will be required. Expertise – to fulfillassessment and coaching duties – will also be required. Staffing requirements ripple beyondGWP. The Building Department will need more plan checkers and inspectors. There will be webworks, social media, and conventional media to fully use.

Monitor and Make Programmatic Changes
To achieve desired results over the next five years, and beyond, GWP will have to diligentlymonitor program status, including participation rates, costs, and savings. This will reveal bothsuccessful programs and those that are underperforming. 172
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Monitoring and tracking takes several dimensions: Budget tracking is key. So is carbon tracking.EcoMotion also recommends tracking social equity indicators. It is important to track how GWPis doing in cutting peak demand, in cutting carbon, and in doing so in ways that are equitable forall residents and businesses.

Build Strong Partnerships
The utility of the future – a healthy Glendale Water and Power – will look a lot different thanthe traditional utility model. This survey of best practices provides glimpses into future businessmodels on the customer’s side of the meter. The report highlights means for GWP to best serveGlendale’s residents and businesses.

Instead of centralized power plants, transmission lines, and distribution lines all operating in asingle direction, successful utilities of the future will rely on thousands of points of light,thousands of connected DERs. Utilities will rely on consumers for a change … they will beinterdependent. The wires run in both directions.

Instead of relying on power plants, GWP will also build relationships. GWP has significant toolson hand with Energy Efficiency, Load Management, and Distributed Energy Resource. Thesetools can help to reinvigorate GWP and to increase the quality of life in Glendale, while the Cityis taking responsible climate action. GWP has the capacity to effect a carbon-free andenergy-resilient future for the City of Glendale. 173
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CITY OF GLENDALE, CALIFORNIA

REPORT TO THE CITY COUNCIL

AGENDA ITEM
Report: Renewal of Verizon Wireless Agreement
Resolution dispensing with competitive bidding and authorize the Deputy Director of Finance/Purchasing to execute a purchase order with Verizon Wireless for wireless data, voice, and accessories for a period of two (2) years for an amount not to exceed $600,000.

COUNCIL ACTION
Item Type: Action Item
Approved for December 6, 2022 calendar

EXECUTIVE SUMMARY
The City of Glendale utilizes wireless LTE data and voice services to deliver several services to the community. Since 2012, the City of Glendale has used Verizon Wireless to provide these services. Over the years, Verizon has been the primary wireless service provider of voice and data coverage in Glendale and surrounding areas.

As the City’s current agreement with Verizon expires on December 31, 2022, staff are requesting to dispense with competitive bidding and continue with Verizon Wireless for two (2) more years for an amount not to exceed $600,000 through the State of Utah NASPO Master Agreement MA-152 and any agreement superseding it. 218 of 1381

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COUNCIL PRIORITIES
Executing a purchase order with Verizon Wireless for wireless data, voice, and accessories is consistent with the following Council Priority:
•Mobility/Connectivity/Safety

RECOMMENDATION
It is respectfully recommended that City Council dispense with competitive bidding and authorize the Deputy Director of Finance-Purchasing to execute a purchase order with Verizon Wireless for wireless data, voice, and accessories for a period of two (2) years for an amount not to exceed $600,000.

BACKGROUND
The City of Glendale utilizes wireless LTE data and voice services to deliver several services to the community. Since 2012, the City of Glendale has used Verizon Wireless to provide these services. There are several applications of wireless carrier-based data and voice services throughout the City including the following examples: enabling first responders to deliver emergency services via Fire and Police dispatch systems, mobile telephone voice and data services, mobile field inspections, parking enforcement and remote network access. Over the years, Verizon has been the primary wireless service provider of voice and data coverage in Glendale and surrounding areas.

Since the City began using Verizon in 2012, discounted pricing has been obtained through the NASPO ValuePoint Master Service Agreement. NASPO ValuePoint contracts use the power of cooperative purchasing through a lead-state agency (in this case Utah) to achieve more favorable pricing than could be obtained by an individual state or local government entity because of the collective volume of potential purchases by numerous state and local government entities. Use of the NASPO Master Agreement ensured that the City is getting the best price available for Verizon Wireless services.

ANALYSIS
In recent years wireless voice and data coverage has become very competitive. While Verizon historically has had the best nationwide coverage, the other two main players in the industry, most notably AT&T/FirstNet and T-Mobile, have made significant improvements to their respective networks. In May of 2021, the City made a request for quote of AT&T/FirstNet and T-Mobile to evaluate the cost of other LTE providers. It was determined that T-Mobile was the lowest cost service provider. Since then, the City has been actively moving LTE devices over to T-Mobile. However, not all LTE devices can be moved, due in part to specialized devices or other unique use cases. While the City’s goal is to move most of the LTE devices to the T-Mobile contract, there will always be a place where multiple LTE carriers are necessary.

As the City’s current agreement with Verizon expires on December 31, 2022, staff is requesting to dispense with competitive bidding and continue with Verizon Wireless for two (2) more years through the State of Utah NASPO Master Agreement MA-152 and any agreement superseding it.
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STAKEHOLDERS/OUTREACH
Not Applicable

FISCAL IMPACT
The cost of $300,000 for Year 1 was approved as part of the FY 2022-23 budget. The cost of $300,000 for Year 2 will be budgeted as part of the annual budget process. No new appropriation is being requested at this time. The City Council approved funding is outlined below:

Existing Appropriation
Amount Account String Funding Source
$300,000 44251-6030-ISD-5501-P0000 ITD Infrastructure Fund

ENVIRONMENTAL REVIEW (CEQA/NEPA)
This item is considered a ministerial activity and therefore, not subjected to CEQA/NEPA review. There is no possibility that the extension of this agreement may have a significant effect on the environment (14 Cal. Code Regs. § 15061(b)(3)).

CAMPAIGN DISCLOSURE
In accordance with the City Campaign Finance Ordinance No. 5744, the following are the names and business addresses of the members of the board of directors, the chairperson, CEO, COO, CFO, Subcontractors and any person or entity with more than 10% interest in the company proposed for contract in this Agenda Item Report:

Officers of Verizon Wireless:

Full Name Title
Business
Address City State Zip
Hans
Vestberg
Chairman and Chief
Executive Officer of
Verizon
Communications Inc.

One Verizon
Way
Basking
Ridge
NJ 07920
Ronan Dunne Executive Vice
President and Group
CEO—Verizon
Consumer
One Verizon
Way
Basking
Ridge
NJ 07920
Matthew D.

Ellis
Executive Vice
President and Chief
Financial Officer
One Verizon
Way
Basking
Ridge
NJ 07920
Tami Erwin Executive Vice
President and Group
CEO—Verizon
Business
One Verizon
Way
Basking
Ridge
NJ 07920
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3 8
4 5
Full Name Title
Business
Address City State Zip
James J.

Gerace
Chief Communications
Officer
One Verizon
Way
Basking
Ridge
NJ 07920
Guru
Gowrappan
Executive Vice
President and Group
CEO—Verizon Media
One Verizon
Way
Basking
Ridge
NJ 07920
Rose Stuckey
Kirk
Chief Corporate Social
Responsibility Officer
One Verizon
Way
Basking
Ridge
NJ 07920
Kyle Malady Executive Vice
President and Chief
Technology Officer
One Verizon
Way
Basking
Ridge
NJ 07920
Christy
Pambianchi
Executive Vice
President and Chief
Human Resources
Officer
One Verizon
Way
Basking
Ridge
NJ 07920
Rima Qureshi Executive Vice
President and Chief
Strategy Officer
One Verizon
Way
Basking
Ridge
NJ 07920
Diego Scotti Executive Vice
President and Chief
Marketing Officer
One Verizon
Way
Basking
Ridge
NJ 07920
Craig Silliman Executive Vice
President and Chief
Administrative, Legal
and Public Policy
Officer
One Verizon
Way
Basking
Ridge
NJ 07920
Clarence Otis,
Jr. Lead
Director
Former Chairman and
Chief Executive Officer
of Darden Restaurants,
Inc.
1095 Avenue
of the
Americas
New York NY 10036
Shellye L.

Archambeau
Former Chief Executive
Officer of
MetricStream, Inc.
1095 Avenue
of the
Americas
New York NY 10036
Roxanne S.

Austin
President and Chief
Executive Officer of
Austin Investment
Advisors
1095 Avenue
of the
Americas
New York NY 10036
Mark T.

Bertolini
Former Chairman and
Chief Executive Officer
of Aetna Inc.
1095 Avenue
of the
Americas
New York NY 10036
Vittorio Colao Former Chief Executive
of Vodafone Group Plc
1095 Avenue
of the
Americas
New York NY 10036
Melanie L.

Healey
Former Group
President of The
1095 Avenue
of the
New York NY 10036
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4 5
Full Name Title
Business
Address City State Zip
Procter & Gamble
Company
Americas
Daniel H.

Schulman
President and Chief
Executive Officer of
PayPal Holdings, Inc.
1095 Avenue
of the
Americas
New York NY 10036
Rodney E.

Slater
Partner at Squire
Patton Boggs LLP
1095 Avenue
of the
Americas
New York NY 10036
Gregory G.

Weaver
Former Chairman and
Chief Executive Officer
of Deloitte & Touche
LLP
1095 Avenue
of the
Americas
New York NY 10036

ALTERNATIVES
Alternative 1: The City Council may approve the resolution dispensing with competitive bidding and authorize the Deputy Director of Finance/Purchasing to execute a purchase order with Verizon Wireless for wireless data, voice, and accessories for a period of two (2) years for an amount not to exceed $600,000.

Alternative 2: The City Council may not approve the resolution and the City would have to immediately consider the rapid switch of carriers to T-Mobile prior to the end of the year. However, this could have a detrimental impact on the City’s Police and Fire public safety vehicle connectivity and the parking meter system.

Alternative 3: The City Council can consider any other alternative not proposed by staff

ADMINISTRATIVE ACTION
Prepared by:

Jason Miller, Assistant Chief Information Officer
Approved by:

Roubik R. Golanian, P.E., City Manager

EXHIBITS/ATTACHMENTS
Not applicable
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C:\inetpub\wwwroot\multitenant\temp\CC_12062022_Resolution_8c1.pdf RESOLUTION NO.______________

A RESOLUTION OF THE COUNCIL OF THE CITY OF GLENDALE, CALIFORNIA,

DISPENSING WITH COMPETITIVE BIDDING AND AUTHORIZING THE CITY

MANAGER OR HIS DESIGNEE TO EXECUTE AN AGREEMENT OR THE

PURCHASING ADMINISTRATOR TO ISSUE A PURCHASE ORDER WITH VERIZON

WIRELESS VIA A PARTICIPATING ADDENDUM TO THE STATE OF UTAH NASPO MASTER AGREEMENT MA-152
WHEREAS, since 2012, the City of Glendale has used Verizon Wireless to provide wireless LTE data and voice services to deliver several services, including the following examples:
enabling first responders to deliver emergency services via Fire and Police dispatch systems, mobile telephone voice and data services, mobile field inspections, parking enforcement and remote network access to the community, including the provision of Verdugo Dispatch communications;
WHEREAS, over the years the Verizon wireless service has had the best voice and data coverage in Glendale and surrounding areas, particularly for first responders, in Glendale and surrounding areas, which has been validated through our experience as City employees and first responders have had extremely reliable coverage throughout the area with very limited network outages;
WHEREAS, since the City began using Verizon in 2012, discounted pricing has been obtained through the State of Nevada’s negotiated contract with Verizon Wireless through the NASPO ValuePoint Master Service Agreement, which uses the power of cooperative purchasing through a lead-state agency (in this case Nevada) to achieve more favorable pricing than could be obtainable by an individual state or local government entity because of the collective volume of potential purchases by numerous state and local government entities; and the use of the NASPO Master Agreement ensured that the City is getting the best price available for Verizon Wireless services. The State of Utah replaces Nevada as the lead agency through the next iteration of the NASPO Master Agreement and once again ensures the City will receive the lowest price for Verizon Wireless services;
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C:\inetpub\wwwroot\multitenant\temp\CC_12062022_Resolution_8c1.pdf WHEREAS, in May 2020, Verdugo Fire Communications launched a mobile private data network through Verizon Wireless, which is a dedicated public-safety LTE core network that has been designed to provide public-safety with a specialized nationwide public safety broadband network, which enables the City to have priority access and preemptive access during challenging times such as a natural disaster. This private network is used by Glendale Fire and the Verdugo Communications contract agencies, including Burbank and Pasadena. Switching to a new LTE provider is not feasible at this time as it would be time consuming and costly since equipment would have to be changed out in over 230 Fire Apparatus spanning across Glendale, Burbank, Pasadena, and the Verdugo contract agencies
WHEREAS, changing the service provider would require the City to migrate over 700 devices to a new carrier, which is a labor intensive process that would include many tasks such as backing up the data, wiping the device, swapping the sim card, installing mobile device management, restoring data to a new device, and end user training, if needed, which would be a coordinated effort between City staff and the new wireless provider and would likely extend well into 2021, if not longer, to ensure minimal impact on City operations. This is particularly challenging because with some staff working remotely due to the pandemic, it could further extend the change-over.

NOW THEREFORE BE IT RESOLVED BY THE COUNCIL OF THE CITY OF GLENDALE:

1. That the foregoing facts are deemed to be true and correct and a basis for dispensing with competitive bidding and the Council hereby finds that it is in the best interests of the City to dispense with competitive bidding.

2. The City Manager is hereby authorized to execute a contract subject to approval by the City Attorney, or the Purchasing Administrator is authorized to issue a purchase order with Verizon Wireless via a participating addendum to the State of Utah NASPO Master Agreement 224 of 1381

C:\inetpub\wwwroot\multitenant\temp\CC_12062022_Resolution_8c1.pdf MA-152 for wireless data, voice and accessories for a period of two years for an amount not to exceed $300,000 per year.

Adopted this __________ day of ______________________, 2020. _________________________________
Mayor
ATTEST:
_______________________________
City Clerk

STATE OF CALIFORNIA )
) SS

COUNTY OF LOS ANGELES )
I, Dr. Suzie Abajian, Clerk of the City of Glendale, certify that the foregoing Resolution No. ________________ was adopted by the Council of the City of Glendale, California, at a regular meeting held on the _______ day of ____________________, 2022, and that same was adopted by the following vote:

Ayes:

Noes:

Absent:

Abstain:

________________________________
City Clerk
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CITY OF GLENDALE, CALIFORNIA

REPORT TO THE CITY COUNCIL

AGENDA ITEM
Report: Amendments to the 2021-2029 Glendale Housing Element previously adopted by City Council on February 1, 2022

1. Resolution adopting revised 2021-2029 Glendale Housing Element previously adopted by City Council on February 1, 2022

COUNCIL ACTION
Item Type: Public Hearing
Approved for December 6, 2022 calendar

EXECUTIVE SUMMARY
Staff, with the assistance of the City’s consultant team, has revised the 6th Cycle Housing Element, adopted by City Council on February 1, 2022 consistent with the comments received from the California Department of Housing and Community Development (HCD) attached as Exhibit 2 to this report.

The Planning Commission reviewed the proposed amendments to the 6th Cycle Housing Element and recommended that the City Council adopt the amended Element. 226 of 1381

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COUNCIL PRIORITIES
Housing: The Housing Element is reflective of this Council’s priority of developing goals, policies and programs that would provide for balanced, quality housing as the Element would maintain, preserve, and develop a balance of housing opportunities.

RECOMMENDATION
That the City Council adopt the amended Housing Element as drafted and direct staff to send the adopted element to the California Department of Housing and Community Development (HCD).

The Planning Commission at its regularly scheduled meeting on November 16, 2022 unanimously recommended that the City Council adopt the amended Housing Element.

The Commission, during its deliberation suggested that the Accessory Parcel Numbers (APNs) of all the available sites along with a user friendly database of available sites be provided for on the City’s website. Staff will prepare the database and make it available upon adoption by the City Council and Certification by HCD.

BACKGROUND
The 6th Cycle Glendale Housing Element was adopted by the City Council on February 1, 2022. As part of their requirement, the adopted element was sent to HCD for review and certification. A comment letter from HCD was received on April 22, 2022 (attached as Exhibit 2) requesting changes necessary to bring the City’s housing element into compliance with Article 10.6 of the Government Code. Since receipt of the letter, city staff along with the City’s consultant have been working on the changes outlined in the letter.

Note: The November 2022 version includes revisions made in response to comments provided by the HCD on the Adopted Housing Element. Revisions shown only in track changes (with no highlights) represent changes made and previously shared with the public prior to adoption; changes highlighted in yellow are revisions made after adoption.

ANALYSIS
The following provides a brief overview of HCD’s comments (italics) and the revisions made to the 6th Cycle Housing Element to address changes required by HCD:

A. HOUSING NEEDS, RESOURCES, AND CONSTRAINTS

1. Affirmatively further[ing] fair housing in accordance with Chapter 15 (commencing with Section 8899.50) of Division 1 of Title 2…shall include an assessment of fair housing in the jurisdiction (Gov. Code, § 65583, subd. (c)(10)(A))
Enforcement: While the element was revised to add Table 68 to demonstrate compliance with fair housing laws, the element must still quantify and evaluate the characteristics of recent fair housing complaints.
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•Added Fair Housing statistics under Fair Housing Enforcement and Outreach Capacity subsection (p. 157-159; Part 2: Background Report). Added City inquiries data and information from the City Attorney. Quantified and evaluated the characteristics of fair housing complaints and related to the programs in the Housing Plan.

Racial/Ethnic Areas of Concentration of Poverty (R/ECAP) and Affluence (RCAA):

While the element was revised to state that there is a census tract with high segregation and poverty as well as a concentrated area of affluence, the element must analyze these areas in relationship to surrounding neighborhoods for patterns and trends to formulate appropriate goals and actions.
•Added to local and regional analysis under Disparities in Access to Opportunity, TCAC/HCD Opportunity Area Maps subheading (p. 211-213; Part 2: Background Report)
•Added to regional analysis, on access to transportation under Transportation/Transit Routes subheading (p. 214; Part 2: Background Report)
•Added to Findings subsection, to discuss actions/strategies to address fair housing issues, patterns, and trends (p. 215; Part 2: Background Report) •Added to sites analysis on areas closer to freeways with lower environmental scores (6c. Sites Inventory, Access to Opportunity subsection, p. 241; Part 2:

Background Report)
Access to Opportunity: While the element was revised to add opportunity indicators for Glendale and the MSA as well as opportunity resource levels by census tract, this information must be analyzed to identify any emerging fair housing issues, pattern, and trends, and formulate appropriate actions and strategies to address those trends. The element briefly states that the lowest education score is in an area with largely multifamily developments, but the element must analyze the discrepancy between the identified area and the rest of the City. While the element also states that worse environmental scores are closer to the freeways, the element must analyze the impact on the identified areas and relate it to the rest of the affirmatively furthering fair housing (AFFH) analysis. In addition, the regional analysis for education and environment should be expanded beyond one summary sentence.

The element should provide an analysis to the statement that there is “somewhat of a correlation” between economic scores and overall resources. In addition, there are a wide range of economic scores in the City, the element must analyze the data provided. Lastly, the regional analysis on access to transportation should be added. •Added to local and regional analysis under Disparities in Access to Opportunity, TCAC/HCD Opportunity Area Maps subheading (p. 211-213; Part 2: Background Report)
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•Added to regional analysis on access to transportation under Transportation/Transit Routes subheading (p. 214; Part 2: Background Report)
•Added to Findings subsection to discuss actions/strategies to address fair housing issues, patterns, and trends (p. 215; Part 2: Background Report) •Added to sites analysis on areas closer to freeways with lower environmental scores (6c. Sites Inventory, Access to Opportunity subsection, p. 241; Part 2:

Background Report)
Disproportionate Housing Needs, Including Displacement: While additional information was added for disproportionate housing needs, analysis is needed. The element should describe and analyze the characteristics of the two census tracts with high levels of overcrowding and relate them to the rest of the City. In addition, the element must describe whether there are concentrations of substandard housing in need of rehabilitation in the City and also include a regional analysis. The element must describe available information on protected classes in relation to persons experiencing homelessness. While the element stated there are areas vulnerable to displacement, it must include an analysis of the finding, tie it to other AFFH factors, and provide a regional analysis. The element must address displacement due to fire risk. Lastly, all identified lower income sites are in sensitive communities and many are in areas in early/ongoing gentrification, or low-income susceptible to displacement. The element must analyze the effect of identifying all lower income sites in those areas.

In addition, HCD has received a public comment that the City is not currently enforcing the Just Cause and Retaliatory Evictions ordinance. The City must analyze the fair housing implications related to the enforcement of the adopted ordinance. •Added analysis to Discussion of Disproportionate Housing Needs subsection to address overcrowding, substandard housing, and homelessness (p.218- 220; Part 2: Background Report)
•Added to areas vulnerable to displacement in Displacement Risk subsection (p. 233-235; Part 2: Background Report)
•Added discussion and analysis of sites in sensitive communities/areas susceptible to displacement (see 6c. Sites Inventory, Displacement Risk subsection, p. 242-244; Part 2: Background Report)
•Added regional analysis of displacement (p. 234; Part 2: Background Report) Sites Inventory: While the element provided additional information related to sites being located near high quality transit and away from high fire risk, the element must still demonstrate how the sites inventory is distributed throughout the City in a manner that affirmatively furthers fair housing. For example, the access to opportunity summary states that sites to accommodate the City’s regional housing 229 of 1381

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needs allocation (RHNA) are distributed between low and moderate resource areas but none are located within the high resource areas within the City. The element must describe how identifying sites in low and moderate resource areas exacerbate conditions and identify programs to mitigate this. The analysis states that there are no patterns of segregation/integration currently within the City, but the maps and analysis show areas of higher and lower diversity as well as having an RCAA where no sites are identified for lower-income. The element must describe how the distribution of sites improves or exacerbates identified conditions and support conclusions with analysis.
•The sites inventory has been updated based on public comment and to better distribute sites and provide meaningful improvement based on the analysis of AFFH data. Section 6C., Sites Inventory, has been updated to reflect the new sites inventory (p. 236 to 244; Part 2: Background Report, and all AFFH- related figures).
•Added Table 79 to provide a breakdown of RHNA capacity by census tract.

Incorporated this table into the Sites Inventory discussion (p. 236-244; Part 2:

Background Report)
Goals, Priorities, Metrics, and Milestones: While the element added metrics to Program 2A (Multifamily Acquisition/Rehabilitation Loan Program) and 3A (Density Bonus Program), the metrics and actions identified were not transformative, meaningful, or specific enough to make an impact on identified fair housing issues.

The element must be revised to add or modify goals and actions beyond the status quo based on the outcomes of the analysis described above. Goals and actions must specifically respond to the analysis and prioritize contributing factors to fair housing issues. Actions must have metrics and milestones as appropriate and address housing mobility enhancement, new housing choices and affordability in high opportunity areas, place-based strategies for community preservation and revitalization and displacement protection. The programs identified in the Contributing Factors table (Background Report page 239) should include metrics and milestones.
•Modified Program 2A (p. 22; Housing Element) and 3A (p. 32-33; Housing Element)
•Modified AFFH Programs. Added metrics and milestones to Programs identified in Table 80 in Background Report (refer to Housing Element programs; also see p. 261-264; Part 2: Background Report)

2. An inventory of land suitable and available for residential development, including vacant sites and sites having realistic and demonstrated potential for redevelopment during the planning period to meet the locality’s housing need for a designated income level, and an analysis of the relationship of 230 of 1381

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zoning and public facilities and services to these sites. (Gov. Code, § 65583, subd. (a)(3).)
Progress in Meeting the RHNA: While the element was revised to state that all units identified as accommodating the lower-income RHNA will be deed restricted, the element must clarify whether projects in Table 62 are being counted as progress toward the RHNA or as part of the sites inventory.
•Re-titled and clarified Table 62 (now Table 65, see p.128; Part 2: Background Report); also see Progress Towards the RHNA subsection (beginning on p. 108; Part 2: Background Report).

Parcel Listing: The element must reconcile the capacity available to meet the lower and moderate income need as demonstrated in the provided sites inventory with the capacity shown on Table 67 (Background Report page 125) to clearly demonstrate the sufficient capacity to accommodate the RHNA for moderate and lower-income households.
•Reconciled capacity for lower & moderate income sites - updated RHNA Site Inventory table (now Table 71, p. 137; Part 2: Background Report).

Adequate Sites Alternatives: While the element was revised to remove counting most projects with existing toward meeting the moderate income RHNA were removed. However, the element still includes 125 units from projects related to the passage of AB 787, Statutes of 2021. Please be aware, pursuant to Government Code section 65400.2, subdivision (c) units must qualify to be reported in the annual progress report (APR) in order credit toward the RHNA. Pursuant to Government Code section 65400.2, subdivision (d) jurisdictions can only report on units converted on or after January 1, 2022. Therefore, the units identified in the element do not meet the timing requirements. Additional sites may be required to meet the RHNA for moderate-income units as a result.
•Revised sites inventory – also refer to Progress Towards the RHNA subsection (beginning on p. 108; Part 2: Background Report).

Realistic Capacity: While the element was revised to state that the listed projects to support realistic capacity assumptions included limited numbers of affordable units, the element should include the affordability of the project examples to support assumptions in the Downtown Specific Plan. While the element was revised to describe adjustment factors for sites with zoning that allows 100 percent nonresidential uses, e.g. commercial and mixed use zones, the element must include project examples with affordability levels to support the development trends that were described.
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•See revisions to Section 5C., Residential Sites Inventory (p. 111-137; Part 2:

Background Report)
Suitability of Nonvacant Sites: While the element included a general statement that various factors were considered for potential intensification on nonvacant sites, the City should support the assumptions with recent project examples that demonstrate redevelopment potential on the identified sites. The description of the Downtown Specific Plan was revised to list factors, but the factors must be related to the sites identified in the sites inventory. The sites identified must provide more detail that allows the trends to be related to the identified sites, reflect the values of each of the factors in the inventory, discuss existing uses and impediments to redevelopment, and other factors.

In addition, the housing element relies upon nonvacant sites to accommodate more than 50 percent of the RHNA for lower-income households, the element must demonstrate that the existing use Is not an impediment to additional residential development in the planning period (Gov. Code, § 65583.2, subd. (g)(2).). While the element was revised to provide a generalization of the sites, it does not meet the substantial evidence requirement. The element could also include additional criteria to support likelihood of residential development such as condition of structure, whether the use is operating, marginal or discontinued, the presence of any existing leases or other contracts that would perpetuate the existing use or prevent redevelopment of the site for additional residential development, proximity to transit, and other conditions that would support residential development and any specific incentives to encourage or facilitate development on these sites. Please note, any future re-adoption of the housing element must include the appropriate finding as part of the adoption resolution.
•See revisions to Section 5C., Residential Sites Inventory (p. 111-137; Part 2:

Background Report)
Small Sites: The revised element now includes numerous small sites accommodating lower-income housing that are City owned. Sites smaller than a half-acre in size are deemed inadequate to accommodate housing for lower-income housing unless it is demonstrated that sites of equivalent size were successfully developed during the prior planning period for an equivalent number of lower-income housing units as projected for the site or unless the housing element describes other evidence to HCD that the site is adequate to accommodate lower income housing (Gov. Code, § 65583.2, subd. (c)(2)(A).). For example, a site with a proposed and approved housing development that contains units affordable to lower-income households would be an appropriate site to accommodate housing for lower-income households. (Gov. Code, § 65583.2, subd. (c)(2)(C).). In addition, the housing 232 of 1381

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element must include a description of whether there are any plans to sell the property during the planning period and how the jurisdiction will comply with the Surplus Land Act Article 8 (commencing with Section 54220) of Chapter 5 of Part 1 of Division 2 of Title 5.
•See revisions to City-Owned Sites/Small Sites subsection and Table 64 (p. 123-124; Part 2: Background Report)
City-Owned Sites: The sites inventory identifies sites that are City-owned. The element must include an analysis to demonstrate their suitability and availability in the planning period. Specifically, the analysis should address general plan designations, zoning, allowable densities, support for residential capacity assumptions, existing uses and any known conditions that preclude development in the planning period and the potential schedule for development. If zoning does not currently allow residential uses at appropriate densities, then the element must include programs to rezone sites pursuant to Government Code section 65583.2, subdivisions (h) and (i).
•See revisions to City-Owned Sites/Small Sites subsection and Table 64 (p. 123-124; Part 2: Background Report)
Accessory Dwelling Units (ADU): While program 1F (Accessory Dwelling Units) was revised to monitor ADU production every two years and identify replacement sites if needed, the assumptions of ADU’s were not revised based on the findings in HCD’s December 31, 2021 letter. Please see the prior letter regarding revisions to ADU assumptions.
•Revised ADU assumptions (see Accessory Dwelling Unit subsection, p. 129; Part 2: Background Report) and Program 1F (p. 17-18; Housing Element) Sites with Zoning for a Variety of Housing Types:
•Emergency Shelters: While the element was revised to state that the City’s zoning code does not identify additional requirements or development standards, the element must clarify whether the sites identified as suitable for an emergency shelter are vacant or not vacant and analyze the availability and appropriateness of those sites.
•Transitional and Supportive Housing: While the element includes revisions to transitional and supportive housing in program 9B, the program must be revised to cite the correct government code (Gov. Code, § 65583, subd. (a)(5).).
•Manufactured Housing: While the element was revised to state mobile homes are allowed in residential zones, the element removed the sentence that mobile home parks are not permitted in the City. The element must describe where mobile home parks are allowed or add a program as appropriate. 233 of 1381

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•ADUs: The element was not revised to address compliance with ADU law or whether ADUs are allowed in the Town Center Specific Plan. •Clarified status of sites identified for emergency shelters and analyzed availability of these sites (p. 70; Part 2: Background Report) •Transitional and Supportive Housing: revised to cite government code (Gov.

Code, § 65583, subd. (a)(5)) (p. 71; Part 2: Background Report) •Clarified that the City Zoning Code does not provide an alternative definition of mobile or manufactured homes and defers to State law. City complies with Mobilehome Parks Act (see Mobile Homes and Manufactured Housing, p. 68; Part 2: Background Report)
•Table 45 was modified to show that ADUs are permitted in the Town Center Specific Plan (see p. 66). The Zoning Code subsection, Accessory Dwelling Unit (ADU) housing type discusses compliance with ADU law (see p. 67-68; Part 2: Background Report)

3. An analysis of potential and actual governmental constraints upon the maintenance, improvement, or development of housing for all income levels, including the types of housing identified in paragraph (1) of subdivision (c), and for persons with disabilities as identified in the analysis pursuant to paragraph (7), including land use controls, building codes and their enforcement, site improvements, fees and other exactions required of developers, and local processing and permit procedures. The analysis shall also demonstrate local efforts to remove governmental constraints that hinder the locality from meeting its share of the regional housing need in accordance with Government Code section 65584 and from meeting the need for housing for persons with disabilities, supportive housing, transitional housing, and emergency shelters identified pursuant to paragraph (7). (Gov. Code, § 65583, Subd. (a)(5).)
Land-Use Controls: While the element was revised to clarify that 100 percent residential is allowed by-right in the SFMU zone and with an AUP in the IMU-R zone, it did not clarify whether 100 percent residential or commercial is allowed in the Downtown Specific Plan. While the element was revised to state the 50 percent maximum lot coverage requirements for multifamily developments are not a constraint to development, it does not provide support for that conclusion. As part of the analysis the element could describe the feedback from the development community to support this conclusion or add a program as appropriate. In addition, the element states that developers ask for height increases for multifamily developments on lots less than 90 feet in width through density bonus. This demonstrates that the height restriction is a constraint if density bonus is not applied and a program should be added to revise the height restriction. 234 of 1381

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•Page 60 clarifies that 100% residential uses are permitted in all districts except the Civic Centers District (under heading Glendale Downtown Specific Plan, p. 60). Added Frontage Requirements and commercial use clarification, and probability of sites developing at 100% commercial (p. 60; also refer to Section 5C, beginning on p. 111; Part 2: Background Report) •Added support for conclusion that 50% maximum lot coverage and two-story height limit in multifamily zones not a constraint, as developments are able to meet maximum densities with adequate unit sizes (p .77-78; Part 2:

Background Report)
•Modified Program 9B to update development standards for mixed- use/multifamily projects and develop objective design standards for all multifamily and mixed-use projects (see Housing Element) Fees and Exaction: While the element was revised to include additional fees, the element must include fees associated with development agreements. In addition, the revisions removed may residential development impact fees but it is not clear why they were removed. Lastly, the element must describe why the parks and library mitigation fees only apply to multifamily units.
•Development agreement fee listed in Table 53 (p. 98-99; Part 2: Background Report). Added text below the table to describe development agreements & associated fees (p. 99; Part 2: Background Report)
•To address the second sentence: the development impact fees that were removed (street, parkway, water) were initially obtained from contractor estimates in LA County, but were ultimately removed as they do not apply to Glendale.
•Clarified that parks and library mitigation fees apply to both single- and multifamily unit (p. 98 and in footnote of Table 54, p. 100; Part 2: Background Report).

Local Processing and Permit Procedures: While the element was revised to state the review timelines for single family and multifamily are the same, it must specify the length of time for review in the Downtown Specific Plan’s three stages of review. In addition, it must also list the typical total review time for single family and multifamily developments. While the City added a general statement that they determined the conditional use findings for multifamily developments in the MU-R zones are not a constraint, the element must provide information to support the conclusion or add a program as appropriate. Lastly, the element was revised to state that while the findings for the administrative use permit appear as a constraint for multifamily developments, the findings were intentionally adopted. The administrative use permit for multifamily developments in the IMU-R zone is a constraint and a program should be added or revised accordingly.
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•Specified length of time for review in DSP (p. 82; Part 2: Background Report) •Added typical total review time for SF and MF developments (p. 81; Part 2:

Background Report). This is further described within the same section (Permit Processing and Approval Procedures) and in the Timelines section immediately following.
•Added text to explain reason for AUP in IMU-R zone (see Permit Processing and Approval Procedures subheading, p. 83, and Administrative Use Permit subheading, p. 93-94; Part 2: Background Report)
•Modified Program 9B to update development standards and permit procedures for mixed-use/multifamily projects and to develop objective design standards for all multifamily and mixed-use projects (see Housing Element) •Added text to support conclusion that CUP findings for multifamily developments in the IMU-R zones are not a constraint (See Conditional Use Permit (CUP) subheading, p. 92; Part 2: Background Report) •Clarified residential development in commercial zones and CUP/AUP requirement in these zones (See Provisions for a Variety of Housing Types, p. 63; Part 2: Background Report)
On/Off-Site Improvements: While the element was revised to provide a general statement that on/off site improvements are identified in the circulation element, the element must identify subdivision level improvement requirements. •Added subdivision level improvement requirements (p. 78) Constraints on Housing for Persons with Disabilities: Residential care facilities for seven or more residents require a conditional use permit in some residential zones and are not allowed in others. While the element was revised to state that these requirements are not a constraint, the element must be revised to add or modify programs as appropriate to ensure zoning permits group homes objectively with approval certainty for residential care facilities for seven or more residents. •Added to Program 9B to revise zoning code to ensure zoning permits group homes objectively with approval certainty for residential care facilities for seven or more residents (see Housing Element)
•Added text re: Program 9B in Background Report (p. 73; Part 2: Background Report)
B. HOUSING PROGRAMS

1. Identify actions that will be taken to make sites available during the planning period with appropriate zoning and development standards and with services and facilities to accommodate that portion of the city’s or county’s share of the regional housing need for each income level that could not be 236 of 1381

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accommodated on sites identified in the inventory completed pursuant to paragraph (3) of subdivision (a) without rezoning, and to comply with the requirements of Government Code section 65584.09. Sites shall be identified as needed to facilitate and encourage the development of a variety of types of housing for all income levels, including multifamily rental housing, factory- built housing, mobile homes, housing for agricultural employees, supportive housing, single-room occupancy units, emergency shelters, and transitional housing. (Gov. Code, § 65583, subd. (c)(1).)
As noted in Finding A2, the element does not include a complete site analysis, therefore, the adequacy of sites and zoning were not established. Based on the results of a complete sites inventory and analysis, the City may need to add or revise programs to address a shortfall of sites or zoning available to encourage a variety of housing types. In addition, the element should be revised as follows:

Replacement Housing Requirements: While the element includes a replacement housing program, the program should include a specific implementation date. •Revised Program 1D to include implementation date (see Housing Element p.15)

2. Address and, where appropriate and legally possible, remove governmental and nongovernmental constraints to the maintenance, improvement, and development of housing, including housing for all income levels and housing for persons with disabilities. The program shall remove constraints to, and provide reasonable accommodations for housing designed for, intended for occupancy by, or with supportive services for, persons with disabilities. (Gov.

Code, § 65583, subd. (c)(3).)
As noted in Finding A3, the element requires a complete analysis of potential governmental constraints. Depending upon the results of that analysis, the City may need to revise or add programs and address and remove or mitigate any identified constraints.

Program 1D (Replacement Housing): The program must be revised to provide a specific implementation date.

Program 3A (Density Bonus Program): While the program description was updated to state the ordinance will be updated, the timeframe of the program still states “ongoing” and must be revised.

Program 8B (Permit Streamlining): The element was revised to review permit approval times but the program did not commit to an action to reduce permit approval times by a specified date.

While Program 9B (Zoning and Code Amendments–Housing Constraints) includes an action to revise the guest parking standards in the PRD zone, it does not address 237 of 1381

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the requirement of more than one parking space for efficiency and 1-bedroom units as described in the previous letter. In addition, the action to revise the reasonable accommodation procedure must be revised to review the procedure for constraints in addition to finding five and revise as needed.

While Program 9C (General Plan Consistency) was added and mentions the general plan update, it must include specific timing of when the General Plan and updated zoning code will be adopted. In addition, the program should be revised to address the misalignment between the General Plan High Density designation which allows for 35-60 dwelling units and acre and the corresponding zone allowing for up to 34 dwelling units an acre.

Design Review: The element was revised to state that the City recognizes the need for higher levels of approval certainty for design review and will prepare new objective design standards. The element must be revised to include a program to implement this commitment.
•Revised Housing Element Programs:
•1D
•3A
•8B
•9B
•9C
•Added to Program 9B to prepare new objective design standards

3. Promote and affirmatively further fair housing opportunities and promote housing throughout the community or communities for all persons regardless of race, religion, sex, marital status, ancestry, national origin, color, familial status, or disability, and other characteristics protected by the California Fair Employment and Housing Act (Part 2.8 (commencing with Section 12900) of Division 3 of Title 2), Section 65008, and any other state and federal fair housing and planning law. (Gov. Code, § 65583, subd. (c)(5).) As mentioned in Finding A1, programs throughout the element should be revised to address enhancing housing mobility strategies; encouraging development of new affordable housing in high resource areas; improving place-based strategies to encourage community conservation and revitalization, including preservation of existing affordable housing; and protecting existing residents from displacement.

The element must be revised to include metrics and milestones in the programs to provide benchmarks and ensure housing outcomes.
•Revised Housing Element programs; see Housing Element. 238 of 1381

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4. Develop a plan that incentivizes and promotes the creation of accessory dwelling units that can be offered at affordable rent, as defined in Section 50053 of the Health and Safety Code, for very low, low-, or moderate-income households. For purposes of this paragraph, “accessory dwelling units” has the same meaning as “accessory dwelling unit” as defined in paragraph (4) of subdivision (i) of Section 65852.2. (Gov. Code, § 65583, subd. (c)(7).) While Program 1F (Accessory Dwelling Units) was revised, it states the City will conduct one survey in 2023 on affordability levels. Affordability of ADUs produced should be monitored every two years and identify additional sites if ADU projections are not meeting the assumptions.
•Revised Program 1F (Housing Element p. 17-18)
C. QUANTIFIED OBJECTIVES
Establish the number of housing units, by income level, that can be constructed, rehabilitated, and conserved over a five-year time frame. (Gov.

Code, § 65583, subd. (b)(1 & 2).)
While the quantified objectives were revised to add a note that the quantified objectives for preservation will be based on preserving units at risk based on the current affordability level, the element must be revised to breakout the objective for conservation/preservation for extremely low-, very low-, and low-income households. •Revised Table HP-2, Quantified Objectives 2021-2029 (Housing Element p. 79)
D. PUBLIC PARTICIPATION
Local governments shall make a diligent effort to achieve public participation of all economic segments of the community in the development of the Housing Element, and the element shall describe this effort. (Gov. Code, § 65583, subd.(c)(9).)
While the element was revised to add a summary of comments were received and incorporated in the element, it still does not demonstrate the efforts to circulate the housing element among low- and moderate-income households and organizations that represent them.
•Added to Appendix B, Public Engagement Summary Report (Appendix B, p. 3- 12)

STAKEHOLDERS/OUTREACH
Outreach for the development of the Housing Element is included in Appendix B, Public Engagement Summary Report of the Amended 6 th Cycle Housing Element attached as Exhibit 1 to this report.
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FISCAL IMPACT
There is no fiscal impact associated with this report. Any fiscal impact associated with the policies and programs outlined in the Housing Element will be identified at such time as the Council considers approval of those items and or through the budget process.

ENVIRONMENTAL REVIEW (CEQA/NEPA)
The proposed Project is exempt under State CEQA Guidelines §15061(b)(3) (commonsense exemption), because the Project involves policies, programs, and actions to meet the City’s RHNA allocation that either would not cause a significant effect on the environment or incorporates actions that have already been taken by the City. The project is further exempt pursuant to State CEQA Guidelines Section 15283 and California Government Code Section 65584(g).

CAMPAIGN DISCLOSURE
This item is exempt from campaign disclosure requirements.

ALTERNATIVES
Alternative 1: Adopt the Housing Element, as revised, and direct staff to send the element to the HCD.

Alternative 2: Do not adopt the Housing Element or direct staff to send to HCD (with or without changes as directed by Council). In this case, the previously-adopted Housing Element would be operative, but HCD would very likely not certify it.

Alternative 3: The City Council may consider any other alternative not proposed by staff.

ADMINISTRATIVE ACTION
Prepared by:

Erik Krause, Deputy Director of Community Development
Approved by:

Roubik R. Golanian, P.E., City Manager

EXHIBITS/ATTACHMENTS
Exhibit 1. Amended 6th Cycle Housing Element
Exhibit 2. HCD Review Letter dated April 22, 2022
Exhibit 3. Matrix of responses to HCD Comment letter
Exhibit 4. Public Comment Letters
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RESOLUTION NO.

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF GLENDALE ADOPTING THE CITY OF GLENDALE 2021-2029 HOUSING ELEMENT OF THE GENERAL PLAN (CASE NO. PGPA 2119840)
WHEREAS, on February 1, 2022, the City Council of the City of Glendale (“Council”) adopted a 2021-2029 Housing Element, that has since been revised, consistent with comments and requested revisions received from California Department of Housing and Community Development (“HCD”); and WHEREAS, on November 16, 2022, the Planning Commission conducted a noticed public hearing pursuant to the provisions of Section 2.68.130 of the Glendale Municipal Code, 1995 and Chapter 3, Title 7 of the Government Code of the State of California, where it reviewed and recommended adoption of the above-referenced revised 2021-2029 Housing Element; and WHEREAS, the Council has received, reviewed and accepted City of Glendale 2021-2029 Housing Element (Case No. PGPA 2119840) (“City of Glendale 2021-2029 Housing Element”) to replace the current City of Glendale 2021-2029 Housing Element previously adopted by the Council on February 1, 2022; and
WHEREAS, the Council has reviewed and considered all materials and exhibits of current record relative to the City of Glendale 2021-2029 Housing Element; and
WHEREAS, the Council has received and considered the recommendation of the Planning Commission recommending the approval of the City of Glendale 2021-2029 Housing Element; and
WHEREAS, based on substantial evidence provided in the City of Glendale 2021-2029 Housing Element, including the Background Report and Appendix A, such as the age of the structure, building conditions, minimal lot coverage, low improvement to land value ratio, local and regional development patterns, property owner interest, demand for existing uses, and changing commercial real estate market conditions, the existing uses on the sites identified in the site inventory to accommodate the lower income RHNA are likely to be discontinued during the planning period, and therefore do not constitute an impediment to additional residential development during the period covered by the City of Glendale 2021-2029 Housing Element; and
WHEREAS, the Council has reviewed and considered an exemption under State CEQA Guidelines Section 15061(b)(3) (commonsense exemption) applicable to the City of Glendale 2021-2029 Housing Element (“Project”), because the Project involves policies, programs, and actions to meet the City’s Regional Housing Needs Allocation that either would not cause a significant effect on the environment or incorporates actions that have already been taken 241 of 1381

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by the City, as well as an exemption pursuant to State CEQA Guidelines Section 15283 and California Government Code Section 65584(g), and as such finds the Project exempt from further environmental review; and
WHEREAS, the Council has conducted a noticed public hearing pursuant to the provisions of Section 2.68.130 of the Glendale Municipal Code, 1995 and Chapter 3, Title 7 of the Government Code of the State of California; and WHEREAS, the Council has found the City of Glendale 2021-2029 Housing Element promotes and protects the public health, safety, comfort, convenience, and general welfare of the affected properties, the surrounding neighborhoods, and the community as a whole.

NOW THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF
THE CITY OF GLENDALE AS FOLLOWS:

Section 1. The recitals set forth above are true and correct.

Section 2. The City of Glendale 2021-2029 Housing Element is hereby approved and adopted, and this Element shall replace the previously adopted Housing Element and be made part of the City’s Comprehensive General Plan, and this Element shall be forwarded to the State Department of Housing and Community Development for certification.

Section 3. Housing Element Minor Modifications. The City Manager or his/her designee is authorized to make minor modifications to the City of Glendale 2021-2029 Housing Element to address comments from HCD on the City of Glendale 2021-2029 Housing Element, provided that the modifications would not increase the residential development potential of the City beyond what is currently allowed under existing general plan and zoning designations and would not result in any new actions by the City that would require a General Fund commitment of $20,000 or greater.

This resolution shall become effective 30 days after the date of adoption.

Adopted this day of , 2022.

Mayor
Attest:

City Clerk
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STATE OF CALIFORNIA )
COUNTY OF LOS ANGELES ) ss.

CITY OF GLENDALE )
I, SUZIE ABAJIAN, Ph.D., Clerk of the City of Glendale, certify that the foregoing Resolution was adopted by the Council of the City of Glendale, California, at a regular meeting held on the ______day of _________, 2022, and that same was adopted by the following vote:

Ayes:

Noes:

Absent:

Abstain:
_________________________
City Clerk
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Amended 6
th Cycle Housing Element

The following are the revisions to Glendale’s 2021-2029 Housing Element, which was originally adopted by the City Council on February 1 2022.

The November 2022 version includes revisions made in response to comments provided by the State Department of Housing and Community Development (HCD) dated April 22, 2022 to the Adopted Housing Element.

Revisions shown only in “redline” with no highlights represent changes made and previously shared with the public prior to adoption; comments shown in “redline” and highlighted in yellow are revisions made after adoption.
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CITY OF GLENDALE

2021-2029

HOUSING ELEMENT

Adopted February 2022
Revised November 2022
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Prepared For:

City of Glendale
Contact: Erik Krause
Deputy Director of Community
Development, City of Glendale
633 East Broadway, Room 103
Glendale, CA | 818-937-8156
[email protected]
www.glendaleca.gov

Prepared By:

De Novo Planning Group
Contact: Amanda Tropiano, Principal
180 E Main Street Suite 108
Tustin, CA 92780
[email protected]
https://denovoplanning.com/

CITY OF GLENDALE
2021-2029

HOUSING ELEMENT
Adopted February 2022
Revised November 2022

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2021-2029 Housing Element Organization

Part 1: Housing Plan
Part 1 of the 2021-2029 Housing Element is the City’s “Housing Plan”, which includes the goals, policies, and programs the City will implement to address constraints and needs. The City’s overarching objective is to ensure that decent, safe housing is available to all current and future residents at a cost that is within the reach of the diverse economic segments which comprise Glendale. The Housing Plan was updated in December 2021 in response to public comments received on the Public Draft 2021-2029 Housing Element circulated for public review.

Part 2: Background Report
Part 2 of the 2021-2029 Housing Element is the “Background Report” which identifies the nature and extent of Glendale’s housing needs, including those of special populations, potential housing resources (land and funds), potential constraints to housing production, and energy conservation opportunities. By examining the City’s housings, resources, and constraints, the City can then determine a plan of action for providing adequate housing, as presented in Part 1: Housing Plan. In addition to identifying housing needs, the Background Report also presents information regarding the setting in which these needs occur. This information is instrumental in providing a better understanding of the community, which in turn is essential for the planning of future housing needs. The Background Report was updated in December 2021 in response to public comments received on the Public Draft 2021-2029 Housing Element circulated for public review.

Appendix A: Housing Sites Inventory
The Housing Element must include an inventory of land suitable and available for residential development to meet the City’s regional housing need by income level . Appendix A was updated in December 2021 in response to public comments received on the Public Draft 2021-2029 Housing Element circulated for public review.

Appendix B: Public Engagement Summary
As part of the Housing Element Update process, the City h osted numerous multilingual opportunities for the community and key stakeholders to provide feedback on existing housing conditions, housing priorities, priority areas for new residential growth, and topics related to fair housing. Public participation pla yed an important role in the refinement of the City’s housing goals and policies and in the development of new housing programs, as included in Part 1: Housing Plan. The public’s input also helped to validate and expand upon the contextual information included in Part 2: Background Report. The City’s efforts to engage the community in a meaningful and comprehensive way are summarized in Appendix B, which was updated in December 2021 to include public comments on the Public Draft 2021- 2029 Housing Element circulated for public review.

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PART 1:

HOUSING PLAN
Adopted February 2022
Revised November 2022

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Glendale Housing Element Housing Plan | 2021-2029

Housing Element Housing Plan ‐ 1 | February November 2022

CONTENTS
1 2021-2029 HOUSING PLAN INTRODUCTION .................................................................. 3 2 GOALS AND POLICIES ................................................................................................. 4 3 CYCLE 6 HOUSING ELEMENT PROGRAMS ................................................................... 10 Strategy 1: Adequate Sites .................................................................................................................... 11 Strategy 2: Preservation and Enhancement of Existing Housing Stock ................................................ 21 Strategy 3: Production of Affordable and Special Needs Housing ........................................................ 31 Strategy 4: Rental Assistance ................................................................................................................ 40 Strategy 5: Increased Ownership Opportunities .................................................................................... 42 Strategy 6: Housing Services ................................................................................................................. 45 Strategy 7: Fair Housing ........................................................................................................................ 50 Strategy 8: Sustainability ........................................................................................................................ 67 Strategy 9: Remove Constraints ............................................................................................................ 73 4 QUANTIFIED OBJECTIVES .......................................................................................... 78

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Housing Element Housing Plan ‐ 3 | February November 2022 1 2021-2029 Housing Plan Introduction
This section presents the City’s Housing Plan, including goals, policies, and programs the City will implement to address constraints and needs. A goal is intended to represent a visionary statement; it is a statement identifying where the City should be in the future. Policies set forth a variety of directions in order to achieve the stated goals. The 2021-2029 Housing Plan is the implementation program to achieve the goals and policies for the community and includes a timeline, projected housing production objectives, as well as anticipated funding sources. The City’s overarching objective is to ensure that decent, safe housing is available to all current and future residents at a cost that is within the reach of the diverse economic segments which comprise Glendale. To this end, the Housing Plan focuses on:
1) Allowing for a wide range of housing types to m eet the needs of current and future residents; 2) Maintaining the City’s existing neighborhoods;
3) Increasing opportunities for affordable and special needs housing; 4) Addressing groups with special needs;
5) Ensuring equal housing opportunities for all persons; and 6) Promoting livable and sustainable housing options.

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Housing Element Housing Plan ‐ 4 | February November 2022 2 Goals and Policies
Goal 1: A city with a wid e range of housing types to meet the needs of current and future residents.

A key element in satisfying the housing needs of all segments of the community is the provision of adequate sites for housing. This is an important function of both the General Plan and zoning. These sites must allow for the development of housing suitable to all income levels.

Policy 1.1: Provide a variety of residential developm ent opportunities in the City through the zoning of sufficient land with a range of densities.

Policy 1.2: Maintain adequate capacity to acco mmodate the City’s unmet Regional Housing Needs Allocation (RHNA) for all income categories throughout the planning period Policy 1.3: Promote the dispersion of affordable housing throughout the City while recognizing the potential for the integration of market rate and affordable units within individual projects.

Policy 1.4: Encourage higher-density residential devel opment in proximity to public transportation, jobs, services, and activity centers.

Policy 1.5: Recognize existing underdeveloped re sidential areas that can accommodate additional development within existing zoning standards.

Policy 1.6: Promote the development of accessory dwelling units and junior accessory dwelling units in all residential districts as a means of disp ersing small, affordable units throughout the community, with an emphasis on promoting their development in high opportunity areas.

Policy 1.7: Continue to explore the feasibility of establishing additional housing trust funds as a means of developing additional affordable housing.

Policy 1.8: Continue to promote the consolidat ion of smaller lots for residential development.

Policy 1.9: Encourage flexibility in the Zoning Ordinance to promote a wide range of housing types.

Policy 1.10: Consider innovative wa ys to accommodate new residential development at infill locations.

Policy 1.11: Allow by-right approval for housing de velopments proposed for non-vacant sites included in one previous housing element inventory and vacant sites included in two previous housing elements, provided that the proposed housing development consists of at least 20 percent lower income and affordable housing units (income and affordability levels set forth in Sections 50079.5, 50093, and 50105 of the Health and Safety Code shall apply).

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Housing Element Housing Plan ‐ 5 | February November 2022 Goal 2: A city with high quality resi dential neighborhoods that are attractive and well designed.

Policy 2.1: Retain the positive characteristics of existing neighborhoods.

Policy 2.2: Identify and improve neighborhoods in need of attention through focused neighborhood and community planning programs and prioritized investment strategies, as feasible.

Policy 2.3: Monitor the effects of new development on existing neighborhoods and proactively identify ways to address potential areas of concerns.

Policy 2.4: Continue to utilize the City’s code enf orcement program to brin g substandard units into compliance with City codes and to improve overall housing conditions in Glendale.

Policy 2.5: Continue existing multi-family residentia l rehabilitation programs which provide financial and technical assistance to property owners providing affordable units to low-income households.

Policy 2.6: Promote increased awareness among prop erty owners and residents of the importance of property maintenance to long-term housing quality.

Policy 2.7: Encourage the preservation of historic resources in a manner sensitive to historic design and promote the development of hist oric districts through standard s contained in the Historic Preservation Ordinance and by the activities of the Historic Preservation Commission.

Policy 2.8: Ensure the variety and visual appeal of residential development in Glendale through the Design Review process.

Policy 2.9: Respect scale, historic continuity, and a sense of community in new residential development.

Policy 2.10: Consider “target areas” as a strategy to foster safe, sanitary and secure housing; to expand public open space; and to provide a catalyst for neighborhood improvement.

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Housing Element Housing Plan ‐ 6 | February November 2022 Goal 3: A city with increased opportuni ties for affordable and special needs housing development.

Policy 3.1: Encourage both the private and public se ctors to produce or assist in the production of affordable housing and housing for special needs groups such as persons with disabilities, the elderly, large families, single-parent households, and formerly homeless.

Policy 3.2: Promote the development of extremely low, very low, low and moderate income housing by allowing developers density bonuses or other financial incentives for providing units for low and moderate income residents. The unit mix and location of affordable housing units in density bonus projects must be approved by the City and included in an affordable housing agreement.

Policy 3.3: Provide direct financial assistance, le verage outside financial assistance, and facilitate private partnerships for affordable and special needs housing development.

Policy 3.4: Maximize funding to increase home ownership such as through regional collaboration and by seeking additional Federal, State and private funding opportunities.

Policy 3.5: Review Zoning Ordinance and Specific Plan standards to minimize barriers to affordable homeownership.

Policy 3.6: To the extent feasible, make use of the tools available to the City to assemble land or sell land at a write-down for affordable housing.

Policy 3.7: Support joint powers autho rities and similar entities to furt her the preservation, protection, and production of workforce housing.

Policy 3.8: Support the use of re gulatory incentives, such as density bonuses, fee waivers and parking reductions, to offset the costs of affordable housing.

Policy 3.9: Amend the Zoning Ordinance as appropria te to facilitate the development of housing for special needs groups and individuals, such as locating housing and populations near appropriate services.

Policy 3.10: Review the Zoning Ordinance and local Building Code to offer incentives and/or remove restrictions to encourage the development of residential units that are accessible to handicapped persons with disabilities or are adaptable for conversion to residential use by handicapped persons with disabilities.

Policy 3.11: Retain subsidized units which are at risk of conversion to market rate housing.

Policy 3.12: Continue to monitor local, state and federal regulations, ordinances, departmental processing procedures and fees related to their impact on housing costs.

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Housing Element Housing Plan ‐ 7 | February November 2022 Goal 4: A city with housing services that address groups with special housing needs.

Policy 4.1: Continue to provide and support Glendale organizations to receive outside funding to enable people to find or remain in affordable housing, such as individual Section 8 Housing Choice Vouchers and other rental assistance provided in the City (including project-based Section 8 rental assistance, HUD 811 r ental assistance to disabl ed persons, HUD 202 rental assistance to senior citizens).

Policy 4.2: Continue to offer housing and supportive services to special needs groups such as the elderly and persons experiencing the homelessness to enable independent living.

Policy 4.3: Coordinate with local social service providers through the Conti nuum of Care process to address the needs of the City’s homeless unhoused population, including the development of service-enriched and affordable housing.

Policy 4.4: Coordinate with social service and non profit organizations to assist homeowners who are at risk of losing their homes.

Policy 4.5: Encourage the developm ent of childcare facilities concurrent with new housing development, and consider the use of incentives.

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Housing Element Housing Plan ‐ 8 | February November 2022 Goal 5: A city with equal housing opportunities for all persons.

Policy 5.1: Promote nondiscrimination of housing by implementing the recommendations of Glendale’s Fair Housing Analysis of Impediments to Housing Choice Plan and regularly update the Plan.

Policy 5.2: Continue to contract with the Housing Ri ghts Center or other fair housing service providers to assist in affirmatively furthering fair housing and facilitate access to services by residents seeking assistance.

Policy 5.3: Continue to provide information to t he public about housing rights, responsibilities, and opportunities including the provisions of the Glendale Just Cause Eviction Ordinance, which outlines the legal reasons for eviction, requir ed lease terms, and any relocation assistance that may be due to tenants.

Policy 5.4: Provide a regulatory environment in which housing opportunity is equal for all.

Policy 5.5: Continue to solicit public input from all economic segments of the community in the City’s housing policies and activities.

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Housing Element Housing Plan ‐ 9 | February November 2022 Goal 6: A city with housing th at is livable and sustainable.

Policy 6.1: Plan for the provision of adequate community resources to accommodate future housing need.

Policy 6.2: Facilitate community pl anning in neighborhoods to maintain or improve their character and quality.

Policy 6.3: Implement the recommendations of the Open Space and Conservation Element and the Recreation Element of the General Plan to ensure an adequate amount of public open space and developed parkland for the needs of new and existing residential development.

Policy 6.4: Implement zoning standards that r equire adequate on-site open space and recreational amenities in new developments, as feasible based on project size.

Policy 6.5: Require residential projects to pres erve major ridgelines, secondary ridgelines, blue line streams, indigenous trees and other significant environmental features.

Policy 6.6: Practice neighborhood-based planning through meaningful public participation.

Policy 6.7: Continue implementing the Glendale Wa ter and Power’s (GWP) energy and water savings programs for residents, which encourage conservation of nonrenewable resources in concert with the use of alternative energy sources and reduce housing costs.

Policy 6.8: Continue providing brochures and techni cal assistance that promotes the use of energy conservation features in new and existing dwellings in consultation with GWP.

Policy 6.9: Continue promoting ene rgy and resource efficiency by implementing the City’s residential recycling, bulk item collection, household hazardous waste, horse accounts, backyard composting, chopper rebates, Christmas Tree Recycling, electronics recycling, recycling drop-off and worm composting services/pro grams in consultation with Public Works Department.

Policy 6.10: Encourage the use of sustainable building practices in residential developments.

Policy 6.11: Provide opportunities for residential lo cations and design that encourage transit, pedestrian, bicycle, and other mobility options.

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Housing Element Housing Plan ‐ 10 | February November 2022 3 Cycle 6 Housing Element Programs
The Housing Element describes the housing needs of the City’s current and projected population, as well as the specific needs resulting from the deterioration of older units, lack of affordable housing for lower income groups, and special needs for certain segments of the City’s population. The goals and policies contained in the Housing Element address the City’s identified housing needs. These goals and policies are implemented through a series of housing programs that are funded and administered through a variety of local, regional, State and Federal agencies. The following nine comprehensive program strategies consist of both programs currently in use in the City and additional programs to provide the opportunity to adequately address the City’s housing needs:
1) Provision of Adequate Sites
2) Preservation and Enhancement of Existing Housing Stock 3) Production of Affordable Housing
4) Rental Assistance
5) Increased Homeownership
6) Housing Services
7) Fair Housing
8) Sustainability
9) Removal of Constraints
A series of specific programs are i dentified to implement each program strategy. This section provides a description of each housing program, program goal s, funding source(s), responsible agency, and implementation time frame.

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Housing Element Housing Plan ‐ 11 | February November 2022 STRATEGY 1: ADEQUATE SITES
The City provides for a mix of new housing opportunities by designating a range of residential densities and promoting creative design and development of vacant land and reuse of developed land. By providing for the construction of a range of housing, the needs of all sectors of the community can be met.

Program 1A: Land Use Policy and Development Capacity
Program Description The City of Glendale received a RHNA of 13,425 units for the 2021-2029 RHNA period. After credits for constructed units (3,437252) and and approved/entitled units (1,3441,120) are taken into consideration, the City of Glendale has a remaining 2021-2029 RHNA of 8,64412,053 units (3,244 extremely low/very low-income units, 1,834 low-income units, 2,249 moderate-income units, and 4,726 above moderate-income units), including 3,028 extremely/very low- income, 1,728 low-income, 686 moderate income, and 3,202 above moderate- income units.

The residential sites inventory consists of approximately 31 32 acres of land designated for mixed-use development which is expected to yield at least 1,3031,659 new units, 17 acres of land designated for commercial development which is expected to yield at least 586 units, 35 43 acres of land in the Downtown Specific Plan which is expected to yield at least 5,0396,4176,052 units, 167 159 acres of underdeveloped residential land which is expected to yield at least 2,7062,5912,562 units, 1.81 acres of vacant residential land which is expected to yield 54 21 units, and the potential to develop 1,272 accessory or junior accessory dwelling units. In addition to the resources described above, the City also has a number of proposed projects under consideration which are expected to yield at least 503 6571,141 new units. Together, these resources have the capacity to accommodate the remaining RHNA for all income levels through year 2029.

The City will maintain an inventory of available sites for residential development highlighting sites in areas of high and highest opportunity and provide it to prospective residential developers upon request.

Program Goals Ensure that the City of Glendale has sufficient land appropriately zoned to accommodate the City’s RHNA at all in come levels for the duration of the planning period.

Responsible Agencies Community Development Department
Funding Sources General Fund
2021-2029 Objectives Maintain an inventory of the available sites for residential development and provide it to prospective resident ial developers upon request. Monitor development trends to ensure continued ability to meet the RHNA as sites 263 of 1381

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Housing Element Housing Plan ‐ 12 | February November 2022 identified in this Housing Element are being developed. Encourage the development of 5,510 new housing units consistent with the City’s quantified objectives, with 20% affordable to lower-income households, and where 15% of all new units (and 30% of all new lower-income units) are located in California Tax Credit Allocation Committee (TCAC) opportunity areas of high or highest resource.

Timeframe Development of at least 5,510 new units by July 1, 2029. Ongoing implementation and annual reporting throughout the planning period.

Program 1B: Maintain Adequate Sites Throughout the Planning Period Program Description The City will monitor the consumption of residential acreage, including review of proposed General Plan amendments, Zoning map amendments, and development projects, to ensure an adequate inventory is available to meet the City’s 2021-2029 RHNA obligations. The City will develop and implement a monitoring procedure pursuant to Government Code Section 65863 and will make the findings required by that code section if a site is proposed for development with fewer units or at a different income level than shown in the Housing Element. Should an approval of development result in a reduction of capacity below the residential capacity needed to accommodate the remaining need for lower income, moderate, or above moderate income households, the City will identify and, if necessary, rezone sufficient sites within 180 days to accommodate the shortfall and ensure “no net loss” in capacity to accommodate the RHNA, cons istent with State law. Any site rezoned will satisfy the adequate site requirements of Section 65583.2 and will be consistent with the City’s obligation to affirmatively further fair housing.

Program Goals Ensure that the City of Glendale has sufficient land appropriately zoned to accommodate the City’s RHNA at all in come levels for the duration of the planning period.

Responsible Agencies Community Development Department
Funding Sources General Fund
2021-2029 Objectives Review each housing approval on sites listed in the Housing Element and make findings required by Government Code Section 65863 if a site is proposed with fewer units or a different income level than shown in the Housing Element. If insufficient suitable sites remain at each income level, identify and, if necessary, rezone sufficient sites within 180 days.

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Housing Element Housing Plan ‐ 13 | February November 2022 loss" requirements for Housing Element adoption in 2025. Any site identified to be upzoned will satisfy the adequate site requirements of Section 65583.2 and will be consistent with the City’s ob ligation to affirmatively further fair housing.

Report as required through the HCD annual report process.

Timeframe Ongoing implementation, at time of approval of a project on a site listed in the Housing Element, and annual reporting throughout the planning period Program 1C: Public Property Conversion to Housing Program Program Description One of the challenges in building new affordable homes is acquiring land suitable for housing. In 2019, Governor Newsom signed AB 1486 (Ting, 2019) into law, which aimed to connect dev elopers who are interested in building more affordable homes to surplus local public land that is both available and suitable for housing development. This law made several changes to the requirements in the Surplus Land Act that local agencies must adhere to when disposing of surplus public la nd. Beginning January 1, 2021, local agencies are required to send, and HCD is required to review, negotiation summaries for each surplus land transaction in the state. HCD is also required to notify local agencies of violations and may notify the Attorney General and assess fines, as necessary.

Program Goals
The City will maintain prepare a list of surplus City-owned lands by June 2023, including identification of address, APN, General Plan land use designation, zoning, current use, parcel size, and status of land (surplus land or exempt surplus land). The list will be updated semiannually. The City will also outreach to developers to advertise available sites, as they are identified, with an emphasis on educating developers on sites located in TCAC opportunity areas of high or highest resource or in areas where higher proportions of residents with special needs are located. The City will work with non-profits and other public agencies to evaluate the feasibility of transferring surplus City-owned lands identified to be feasible for conversion to affordable housing and not committed to other City purpos es for use in the development of affordable housing by the private sector. The inventory will be updated annually in conjunction with the APR (Program 1A). Any disposition of surplus lands shall be conducted consistently with the requirements of Government Code Section 54220 et. seq.

Responsible Agencies Community Development Department
Funding Sources General Fund
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Housing Element Housing Plan ‐ 14 | February November 2022 2021-2029 Objectives Maintain an adequate inventory of surplus lands.

By October 2024, the City will solicit a Request for Proposals (RFP) for the development of affordable housing project(s) on at least two City-owned site(s) and by the end of the planning period (October 2029), will evaluate the feasibility of issuing a second RFP for the development of affordable project(s) on at least two additional City-o wned site(s). Prior to disposing of any of the City-owned sites, the City shall comply with the Surplus Land Act and Surplus Land Act Guidelines issued by HCD, and consult with HCD regarding any questions. The City will evaluate whether to sell the site(s) or ground lease them to one or more affordable housing developers.

Development of 50 deed-restricted affordable units at City-owned sites by the end of the planning period.

Report as required through the HCD annual report process.

Timeframe Preparation and distribution of a list of surplus City-owned lands by June 2023; issuance of first RFP by October 2024 and determination on second RFP by October 2029; semiannual updates; Oongoing implementation.

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Housing Element Housing Plan ‐ 15 | February November 2022 Program 1D: Replacement of Affordable UnitsHousing
Program Description Existing housing options exist in the City that are affordable to lower income households, either through deed restrictions or affordable market rents (especially for smaller units). On October 9, 2019, Gov. Gavin Newsom signed the Housing Crisis Act of 2019 into law, commonly known as Senate Bill 330 (Chapter 654, Statutes of 2019) to respond to the California housing crisis. Effective January 1, 2020, SB330 aims to increase residential unit development, protect existing housing inventory, and expedite permit processing. This new law makes a number of modifications to existing legislation, such as the Permit Streamlining Act and the Housing Accountability Act, and institutes the Housing Crisis Act of 2019. Many of the changes proposed last for a 5-year period and sunset on January 1, 2025.

Program Goals Consistent with the requirements of Government Code Section 65583.2(g), development projects on sites in the housing inventory (Appendix A) that have, or have had within the past five years, residential uses restricted to rents affordable to low or very low income households or residential uses occupied by low or very low income households, shall be conditioned to replace all such units at the same or lower income level as a condition of any development on the site and such r eplacement requirements shall be consistent with Section 65915(c)(3).

Responsible Agencies Community Development Department
Funding Sources General Fund
2021-2029 Objectives Maintain an adequate inventory of surplus lands.

Report as required through the HCD annual report process.

Timeframe
Implementation by January 25, 2021 and Oongoing implementation.

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Housing Element Housing Plan ‐ 16 | February November 2022 Program 1E: Adaptive Reuse
Program Description Adaptive reuse is the process of taking an old building or site, and reusing it for a purpose other than it was designed. The City of Glendale is largely built- out, and there are limited opportunities for development at vacant sites. The majority of new development in Glendale will occur at infill locations where existing uses currently exist. It is possibl e that some of the City’s existing buildings may be suitable for adaptive reuse as residential projects. The viability of a building for adaptive reuse depends on a number of factors, including age, infrastructure, and environmental concerns.

Program Goals Explore Evaluate, by April 2023, opportunities for adaptive reuse of commercial and office buildings for housi ng, including incentives to facilitate affordable unit and supportive housing production and additional adaptive reuse projects through the expansion of by-right processes, reduced minimum unit sizes, reduced parking standards and increased flexibility on the types of uses (e.g. hotels/motels, office and commercial) and locations that can be converted to support proposed developments. Consider preparation of anPrepare an Adaptive Reuse Ordinance and present the draft Ordinance to the City Council for review by December 2023to support the City’s housing objectives. As part of this present ation, Staff will include a focused discussion on how the implementation of an Adaptive Reuse Ordinance could help facilitate new development opportunities in TCAC opportunity areas of high or highest resource where no vacant residentially- designated land use available.

Responsible Agencies Community Development Department
Funding Sources General Fund
2021-2029 Objectives Evaluate the potential to pPrepare an Adaptive Reuse Ordinance and present findings and recommendations to the City Council highlighting how the Ordinance could increase development opportunities throughout the City, including in TCAC opportunity areas of high or highest resource.

Timeframe Present a draft Adaptive Reuse Ordi nance to the City Council by December 2023.

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Housing Element Housing Plan ‐ 17 | February November 2022 Program 1F: Accessory Dwelling Units
Program Description Accessory dwelling units (ADUs) and junior accessory dwelling units (JADUs) help meet the City’s housing needs for all income levels and also provide a housing resource for seniors, students, and low and moderate income households throughout the entire Glendale community, not just in any single geographic area. The City will continue to apply Zoning Code regulations that allow accessory units (also known as second units or granny flats) by right in all residential zones, in accordance wi th State law. The City of Glendale will continue to amend the ordinance based on future changes to State law and work with HCD to ensure continued compliance with State Law. The Every two years, the City will also continue to monitor the extent of ADU production to ensure that the ordinance modifications are successful and that the Housing Element goals can be met.

Program Goals While the City will continue to promote the opportunity for residents to develop ADUs throughout Glendale, the City is especially focused on promoting the development of ADUs that are affordable to lower income and moderate income households and the development of ADUs in areas of opportunity. By January 2023, Tthe City will conduct a survey of existing ADUs to determine if they are affordable to lower or moderate income households; moving forward the City will ask ADU applic ants to voluntarily share the unit’s proposed rental rate to better track supply of affordable ADUs in the City.

Additionally, by the end of 2023, the Ci ty will evaluate potential incentives available to encourage production of affordable ADUs as well as the production of ADUs in high resource areas and present the Planning Commission with potential strategies to implement those incentives during the planning period. To further strengthen the potential for ADU development in high opportunity areas, the City will conduct targeted annual outreach in these areas such as meeting with HOAs in high opportunity areas and posting educational social media advertisements.

Responsible Agencies Community Development Department
Funding Sources General Fund
2021-2029 Objectives Survey and evaluate a variety of potential methods and strategies to encourage ADU development affordable to lower and moderate income households and ADU development throughout the community including in high resource areas, and adopt appr opriate procedures, policies, and regulatory provisions; beginning in 2022 2023 and continuing for the duration of the planning period, provide hard c opies of ADU Fact Sheet (English, Armenian. and Spanish) at City Hall and community facilities and share 269 of 1381

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Housing Element Housing Plan ‐ 18 | February November 2022 electronic version on City social m edia accounts. Provide HOAs and other civic organizations with information related to development of ADUs and work proactively to educate the community regarding the role ADUs play in providing affordable housing options and affirmatively furthering fair housing goals, with a special emphasis on educating residents who live in high resource areas.

Encourage the production of 159 ADUs annually, with a goal of 65% being affordable to lower income households.

Timeframe Survey existing ADUs to determine affordability and update ADU application to inquire about affordability level (first in 20232022 and then again every two years); evaluate potential incentives av ailable to encourage production of affordable ADUs (2022-2023), especially in TCAC opportunity areas of high or highest resource or areas that ex perience higher rates of overcrowding, and present findings to the City’s Planning Commission (2023); ongoing implementation and annual reporting throughout the RHNA period. If ADU projections are not meeting the assumptions identified in the Housing Element, identify replacement sites to accommodate the City’s RHNA at the appropriate income levels within 4 months of each biennial review.

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Housing Element Housing Plan ‐ 19 | February November 2022 Program 1G: Previously Identified Nonvacant and Vacant Sites Program Description The City of Glendale will allow de velopments by-right pursuant to Government Code section 65583.2(i) when 20 percent or more of the units are affordable to lower income households on sites identified in Appendix A to accommodate the lower income RHNA that were previously identified in past housing elements (vacant sites identified in two prior cycles and nonvacant sites identified in one prior cycle).

The City has identified 73 sites, all of which are nonvacant, to accommodate a portion of the City’s lower-income RHNA. None of these sites were identified in a prior cycle therefore the provis ions of Government Code section 65583.2(i) do not apply.

If, during the course of the planning period, the City should identify additional sites/replacement sites to accommodate a portion of the City’s lower-income RHNA, and if the site is vacant and ha s been included in two prior cycles or is occupied and been included in one prio r cycle, this program requires that the site be rezoned to provide for by -right development when 20 percent or more of the units are affordable to lowe r income households consistent with Government Code section 65583.2(i).

Program Goals Allow developments by-right pursua nt to Government Code section 65583.2(i) when 20 percent or more of the units are affordable to lower income households on sites that may be identified in the future to accommodate a portion of the City’s lower income RHNA that were previously identified for both the 5th and 4th cycle housing elements through a rezoning program.

Responsible Agencies Community Development Department
Funding Sources General Fund
2021-2029 Objectives Implement Government Code section 65583.2(i).

Timeframe Immediate implementation and ongoing implementation for the duration of the planning period.

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Housing Element Housing Plan ‐ 20 | February November 2022 Program 1H: Adequate Alternative Sites
Program Description In February, 2020 and January 2021, Glendale became additional members of CalCHA and CSCDA Community Improvement Authority (CIA), respectively. Glendale joined these Joint Powers Authorities (JPAs) in order to participate in their Workforce Housing Program. Each of these JPAs has a similar program where they identify Class “A” market-rate, multifamily residential projects for acquisition and conversion to Workforce housing.

Once acquired by the JPA and as units become vacated, the units are leased up to households earning between 80% and 120% AMI, and rents are restricted to no more than 35% of the targeted household’s gross income.

These JPA’s can make competitive offers on these market rate projects due to their ability to issue tax-exempt bonds and can operate the building once units are restricted, in part due to lo wer operating costs as the projects are exempt from property tax.

Program Goals Expand the availability of workforce housing by converting market-rate units to deed-restricted affordable units.

Responsible Agencies Community Development Department
Funding Sources General Fund
2021-2029 Objectives Convert 125 market-rate units to Workforce Housing Timeframe Record deed restriction for conversion of 125 market-rate units to Workforce Housing/deed-restricted moderate-income housing by June 2022; evaluate at least one additional conversion opportunity annually with an emphasis on evaluating opportunities in areas at highest risk of displacement.

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Housing Element Housing Plan ‐ 21 | February November 2022 STRATEGY 2: PRESERVATION AND ENHANCEMENT OF EXISTING HOUSING STOCK Housing rehabilitation includes major efforts to impr ove a property and alterations aimed at converting the type or number of units. The goal of housing preservation is to protect the existing quality and investment in housing and to avoid a degree of physical decline that will require a larger rehabilitation effort to restore quality and value.

Glendale, unlike many older cities, does not have an extensive problem with housing deterioration. Less than three percent of the housing stock is defined as su bstandard. However, based on the age of the housing stock, the magnitude of units in need of rehabilitation could multiply if units are not continually maintained.

The City’s Code Enforcement program, combined with available assistance programs, will work towards ensuring the maintenance of the housing stock.

Program 2A: Multi-family Acquisition/Rehabilitation Loan Program Program Description Assist nonprofit and for profit prope rty owners to acquire and rehabilitate existing rental housing that may or may not currently serve extremely low, very low, and low income households. The City records covenants and/or deed restrictions requiring that the housing units be used to provide affordable housing for very low income households, including those with special needs such as homeless persons experiencing homelessness and persons with disabilities. Generally, these loans are substantial in nature and exceed 25% of the value of the structure. Therefore the affordability covenants are for 55 years or longer and are repaid through residual receipts of income generated by the acquired property.

There are new ways to preserve affordable housing that the City will explore during the planning period. This includes removing affordable housing from the private market and placing it in to public ownership, relying on other partners to invest and leverage re sources, and new SB 1079 (2020) requirements around foreclosed small multifamily properties. The City will conduct proactive outreach, on an annual basis, to the development community to present and encourage both existing and future options for multi-family acquisition and rehabilitation.

Program Goals Beginning in March 2022, Pprovide multifamily rental acquisition rehabilitation loans or work collaboratively with project sponsors to secure funding to improve approximately 100 rental housing units, with a commitment of 11.5% of projected affordable housing funds directly available to the City, over the 2021-2029 period (a goal of approximately 12-13 housing units assisted annually). Those projects funded with certain Low Income Housing Tax Credit and Low and Moderate Income Housing Asset Funds, two of the major sources of funding for the Plan Period for new housing construction, will target 273 of 1381

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Housing Element Housing Plan ‐ 22 | February November 2022 a minimum of 20 - 30% of this funding for Extremely Low Income households as required by these funding sources and as financially feasible.

Responsible Agencies Community Development Department
Funding Sources Low Income Housing Tax Credit and Low and Moderate Income Housing Asset Funds
2021-2029 Objectives Maintain quality of housing, particularly for extremely low, very low and low income households. 100 rehabilitated multi-family units with 80% in areas with higher proportions of special needs populations, including seniors, persons with disabilitie s, lower income households, or female-headed households.

Timeframe Implementation of the program by March 2022; annual proactive outreach to the development community’ Oongoing implementation and annual reporting throughout the planning period.

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Housing Element Housing Plan ‐ 23 | February November 2022 Program 2B: Glendale Water & Power (GWP) Public Benefit Programs Program Description State law mandates that each local publicly owned electric utility shall establish a non-by passable, usage based charge on local distribution service of at least 2.85% of revenues to fund investments in one or more of the following areas:
• Cost-effective services to promote energy-efficiency and energy conservation
• New investment in renewable energy resource and technologies • Research, development and demonstration programs
• Services provided for low-income elec tricity customers, including but not limited to, targeted energy efficiency service and rate discounts.

Glendale currently promotes various programs for residential efficiency and income-qualified electric discounts. These projects include the City’s Solar Solutions Program and In-Home Display and Thermostat Program. Glendale Water & Power promotes its residential programs through its customer service center and online via the Depa rtment’s website. Since everyone signing up for Glendale utility service must speak to customer service representatives to sign up or modify service, customers of every income level can learn about residential programs. Additionally, the City of Glendale website, brochures available at various public venues including the City Hall campus and libraries, welcome packets mailed to new customers, City online publications, and utility billing mailing inserts also promote available residential utility programs. Periodicall y, residential programs are promoted through advertisements in the Glendale News-Press. The City of Glendale also produces public service announcements that run on the City’s public access cable TV channel which promote t he availability of public assistance programs. Funding for public outreach is provided through energy efficiency programs as required by state mandate. The City has also introduced the My Connect app so all residents can monitor energy use on their cell phones.

This will help all households, including lower-income ones, to reduce their energy consumption.

Program Goals Promote a clean energy future. Continue to educate and advocate for the responsive use of natural resour ces and green energy sources. Support customers that want to also work towards a clean and green energy future by offering them a variety of programs and incentives to help them achieve these goals. The following are programs, partnerships, and investments GWP has developed and implemented.
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Housing Element Housing Plan ‐ 24 | February November 2022 Responsible Agencies Glendale Water and Power Department Funding Sources Public Benefit Charge (earmarked on electric bills) 2021-2029 Objectives Conserve energy and lessen home energy costs for low-income households through grid modernization and public benefits programs for low-income users. Provide information about av ailable residential programs for all households in Glendale as they complete required registration for Glendale’s Smart Grid. Encourage users to use My Connect app to monitor electrical usage. Maintain capability to provide Smart Home Energy and Water Savings Surveys/Rebates; Smart Home Solar Solutions Program; Glendale Care program for low income, Guardian program for low income and Helping Hand program for low income.

Timeframe Ongoing implementation and annual reporting throughout the planning period.

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Housing Element Housing Plan ‐ 25 | February November 2022 Program 2C: Code Enforcement
Program Description The objective of the City of Glendal e’s Code Enforcement program is to maintain compliance with City codes for the City’s housing stock. This may mean bringing substandard properties back into compliance through a code enforcement process. The intent of Program 2C is to address housing stock citywide and the intent of Program 2E is to use Code Enforcement, as well as other activities, to target conservation of existing and future affordable units.

Having housing stock compliant with City codes eliminates blight and preserves the high quality of life in Glendale’s neighborhoods. To meet this objective, potential code violations are identified on a proactive and reactive basis. These violations are confirmed by trained, certified inspectors via on- site inspections. After these inspec tions are performed, a variety of enforcement tools are used to achiev e compliance. These tools consist of verbal warnings, letter notifications, ci tations, office conferences, criminal prosecution, and abatement.

The letter notification process is the primary tool used to compel property owners to make the necessary correcti ons. During this notification process, the property owner is informed of potential outside assistance in the form of rehabilitation loans or grants that may be available to use toward making the necessary corrections if they cannot afford repairs . In most cases, property owners are given thirty (30) days to make the corrections, at which time a follow-up inspection is conducted.

If code violations remain, a series of violation letters are sent and a Notice of Substandard Building (in the form of a lien) is filed with the County Recorder’s Office which then informs potential purchasers and lending institutions of substandard housing conditions on the property. For substandard housing which is not owner-occupied, a Notice of Non-Compliance can be filed with the State of California Franchise Tax Board which forfeits potential tax benefits derived from ownership of t he property. Continued noncompliance leads to an office conference, prior to forwarding the enforcement case to the City Attorney’s Office for possible legal action.

Code Enforcement and public outreach staff produce educational materials and programs to provide information on property owner responsibilities for unit maintenance and cleanliness, property owner responsibilities, and technical resources for specific property maintenance issues. These programs and classes support the code enforcement officer’s efforts.

Program Goals The program’s goals are to:
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Housing Element Housing Plan ‐ 26 | February November 2022 1) Complete compliance on 1,400 residential properties. 2) Educate property owners and renters on their responsibility for basic unit maintenance and cleanliness;
3) Bring substandard housing/property into compliance with City Code; 4) Eliminate blight in Glendale’s neighborhoods;
5) Ensure a high quality of life with regard to housing for Glendale residents; and
6) Conservation of Existing and Future Affordable Units as further outlined in Program 2E.

Responsible Agencies Community Development Department
Funding Sources HUD-CDBG; City General Fund
2021-2029 Objectives Improve the quality of existing housing and correct City code violations.

Have the capability to perform 1,400 inspections annually. ; aAchieve 100% residential compliance.

Target education re garding the City’s housing rehabilitation programs to areas of the community with higher proportions of low- and moderate-income households cited for code violations.

Review code enforcement trends on a quarterly basis to identify any areas of the community that warrant special support and will focus future code compliance education in those areas as needed
Timeframe Ongoing implementation and annual reporting throughout the planning period.

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Housing Element Housing Plan ‐ 27 | February November 2022 Program 2D: Neighborhood “Target Areas”
Program Description Quality of life factors are a major issue considered by most potential residents when searching for a home. Quality of life factors include everything that influences a family’s day-to-day living in a neighborhood and community. Key factors include parks and open space, schools, neighbor hood aesthetics, building density, and housing design. Creating walkable neighborhoods with attainable housing choices that take advantage of existing public transit opportunities will increase the quality of life in key areas of Glendale. Target area activities for revitalization include construction of affordable housing, parks and school improvem ents, continuation of residential and commercial code enforcement programs, and public education efforts with residents concerning neighborhood standards. Such projects require significant public involvement in planning and implementation of these efforts, such as preparation of Specific Plans, area plans, or community plans which focus on the unique needs and opportunities associated with different areas of the City, such as South or West Glendale.

The City adopted the Tropico Study Plan on July 31, 2018 as part of the actions taken on the South Glendale Community Plan project. This project included certification of the Final Environmental Impact Report (FEIR) for the South Glendale Community Plan and adopti on of a Statement of Overriding Considerations (SOC). As part of the SOC, Council adopted FEIR Alternative 2, which included implementation of the Tropico Center Plan and up-zoning for the Tropico area where Glendale Memorial Hospital is located. A lawsuit was filed challenging the approvals of the South Glendale Community Plan project, including the Tropico Center Plan and is still pending. The City anticipates continuance of this program pending the outcome of the lawsuit.

During the 2021-2029 planning period, the City will target West Glendale for specific neighborhood support. The City has received funding to prepare a new Community Plan for West Glendale. This project was initiated in 2019 and is expected to conclude by 2023.

Program Goals The goal of neighborhood “target areas” is to improve the quality of life in throughout Glendale, with a focus on neighborhoods that contain lower income census tracts, such as South and West Glendale. The City intends to prepare and adopt a Community Plan for West Glendale to guide land use and transportation decisions in the area and encourage private and public investment and revitalization in the project area.

Responsible Agencies Community Development Department
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Housing Element Housing Plan ‐ 28 | February November 2022 Funding Sources Project specific grant funding from the State of California, potential funding from SCAG, City General Fund
2021-2029 Objectives Improve quality of life for Glendale neighborhoods, with a special emphasis on neighborhoods with lower income census tracts in southern and western Glendale.

Timeframe West Glendale Community Plan approved by December 2023

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Housing Element Housing Plan ‐ 29 | February November 2022 Program 2E: Conservation of Existing and Future Affordable Units Program Description A community’s existing affordable housing stock is a valuable resource which should be conserved, and if necessary, improved to meet habitability standards.

The City of Glendale has assisted in the development or substantial rehabilitation of affordable housing units and has approved development of affordable units through density bonus provisions throughout the City. These units receive funding from several programs through the federal Department of Housing and Urban Development (HUD), tax credit or bond financing, redevelopment set-aside funds and other governmental and private sources.

The City has also provided short term financing (5-15 years) for rehabilitation of privately owned rental units that provide limited affordability for the term of the loan. Staff has reviewed the affordability expiration dates for all sources of funding for the City’s existing affordable housing stock to determine the risk of conversion to market rate units; the City has identified eight projects totaling 241 units at high risk of conversation to market-rate housing during the planning period (i.e., where the earliest date of conversation is within the planning period).

As outlined in Program 1d, Glendale will continue to use code enforcement efforts to maintain existing affordable housing stock. Glendale’s goal is conserve at least 100 units through code enforcement and another 241 557 units through assistance efforts (reflecting the number of units at moderate- or high-risk conversion). Units conserved include “red tag” units that have low income renters or affordable rents t hat are brought into code standard and extensions of the affordability period for another 55 years for multiple family affordable rental units. This program is on-going and is presently being implemented as shown through Glendale efforts discussed in the Background Report. This program is implemented by the Community Development Department.

The City will also continue to implem ent its Rental Rights Program, which expanded Glendale’s Just Cause Eviction ordinance by adding two new programs - Right to Lease and Relocation Assistance - which are intended to address excessive rent increases being served to tenants in Glendale. The Rental Rights Program is designed to provide stability and mitigate the impact of displacement through guaranteed lease offerings and relocation assistance when moving because of a rent increase above 7%.

The City will also continue to consider and implement other creative solutions to assist in preserving the City’s existing and future affordable housing stock.

For example, during the past planning period, the City approved the Monthly Housing Subsidy Program, an $8.4 milli on pilot program that will provide a $300 monthly housing subsidy, for 24 months, to lower-income senior Glendale renter households. The pur pose of the program is to assist 281 of 1381

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Housing Element Housing Plan ‐ 30 | February November 2022 extremely low-income senior renter households being impacted by rising rental rates, particularly those of lower income, who are rent burdened and disabled. From 2021-2029 the City will continue evaluating creative solutions to address this important priority.

Program Goals The goal of this program is to conserve the long-term affordability of the existing and future units in throughout Glendale, with special attention paid to preserving existing affordable units in sensitive communities where displacement risk is higher . This will be accomplished by the following actions: 1) to monitor the expiration dates of affordability restrictions, meet with property managers and property owners 12 to 24 months prior to expiration to determine feasibility of extension of affordability and to minimize the impact on tenants of any conversion to market rate rents; 2) to offer public subsidy and assist in pursuing other state and federal funding to prevent conversion of existing affordable units to market rate or replace the units, if it is not feasible to prevent conversion; 3) to file affordable housing covenants/deed restrictions on future publicly assisted housing projects for a minimum 45 year affordability perio d for ownership units and 55 year affordability period for rental units; 4) to maintain fee title ownership of housing development sites with a long term ground lease provided to the developer for a minimum 56 year affordab ility period when feasible in order to retain local government control and flexibility at the time of expiration of covenants; and 5) to facilitated high quality portfolio management after project completion through annual monitoring of the physical, financial, and occupancy restrictions of development projects with affordability restrictions.

The California Legislature passed AB 1701 in 1998, requiring that property owners give a nine-month notice of thei r intent to opt out of low-income restrictions. The City will work with t enants of at-risk units and provide them with information regarding tenant rights and conversion procedures. The City will also provide tenants with informat ion regarding Section 8 rent subsidies through the Glendale Housing Authority and other affordable housing opportunities. The City will implement State Preservation Notice Law (Gov.

Code 65863.10, 65863.11, 65863.13) whic h requires owners to provide tenants and affected public entities (i ncluding the City) notices regarding expiring rental restrictions starting three years before expiration.

Responsible Agencies Community Development Department
Funding Sources Redevelopment set-aside as necessary and available. 2021-2029 Objectives Provide for the continued affordability of the City’s low and moderate income housing stock.
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Housing Element Housing Plan ‐ 31 | February November 2022 Preserve XX deed-restricted affordable uni ts, in accordance with the City’s quantified objectives.

Timeframe Proactive outreach to owners beginning three years before expiration of rental agreements; Oongoing implementation and annual reporting throughout the planning period.

STRATEGY 3: PRODUCTION OF AFFORDABLE AND SPECIAL NEEDS HOUSING New construction is a major source of housing for prospective home owners and renters. However, the cost of new construction is substantially greater than ot her program categories. Incentive programs, such as density bonus, offer a cost effective means of providing affordable housing development and will be used to supplement and leverage limited funding resources ava ilable to the City. Public sector support for new construction includes the programs listed below for extremely low, very low, low and moderate income housing development as well as special needs housing options.

Glendale’s Community Development Department will continue to be actively involved with developing and promoting other affordable housing programs and progra ms to develop housing for persons with special needs. The Department of Community Development will continue to promote the development and ongoing provision of affordable housing through the following activities:
• Develop local priority needs and specific objec tives for effective, coordinated neighborhood and community development strategies in cooperation with residents, public and private agencies, social service agencies, City Departments, and private developers. • Fund a wide range of activities by private and nonpr ofit developers to promote the development of and the preservation of affordable housing including purchasing, building, and/or rehabilitating affordable housing for rent or for homeownership.
• Publicize affordable housing and supportive programs by sending statements of interest for affordable housing to developers, property owners, service providers and non-profits when funding is available and issue requests for proposal for unique project development needs on specific sites of concern to the City.
• Provide an interdepartmental development team to assist affordable housing developers by streamlining the development process.
• Proactively seek partnerships with development-rela ted non-profits such as Habitat for Humanity to create low-income and moderate income affordable housing. • Proactively seek partnerships with development-re lated non-profits to supply special needs housing and services.
• Provide subsidy payments for extremely low, very low, low and moderate income households to obtain housing at an affordable cost in the private marketplace (i.e. rental subsidy payments.) • Replace affordable housing that is displaced through redevelopment activity. • Hold homeless service fairs to connect homeless persons experiencing homelessness individuals with 283 of 1381

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Housing Element Housing Plan ‐ 32 | February November 2022 services available in the local community.
• Monitor ongoing affordable activities funded by the Housing Authority to ensure developments remain in good physical condition, contribute positively to the adjacent neighborhood, and are available to income eligible residents as required by agreements with developers. • Maintain current housing information on the Community Development Department website.

Program 3A: Density Bonus Program
Program Description The Density Bonus incentives are designed to make affordable housing (both privately and publicly sponsored) projects easier to develop. The Density Bonus Law mandates density bonuses an d other regulatory incentives or concessions for projects that provide certain levels of affordable housing or senior citizen housing. Developers are entitled to incentives, based on the number of affordable units they provide unless the City proves the incentives are not necessary to make the projec t feasible. Density bonus laws also provide favorable parking incentives for affordable housing developers.

The City shall continue to implement its Density Bonus Program, including Density Bonus Incentives, in accordance with State law. Developers granted a density bonus enter into an Affordable Housing Agreement with the City to ensure the continued affordability of th e units. Affordable rental units are rented at levels affordable to very low and low income tenants. Affordable rental units are subject to annual r ent adjustments based upon changes in the County median income.

In addition to implementation of its existing Density Bonus Program, the City will consider additional density bonuse s on a case-by-case basis if the proposed development meets a special housing need that cannot be met without the additional densi ty bonus. Other development incentives/concessions that may be considered on a case-by-case basis are:
• fee reductions, the amount of the reduction depending on the financial need of the project to maintain the affordability of dwelling units. • priority permit processing to "fas t track" affordable housing projects. • low-interest financing (if available as a result of a successful tax-exempt bond issue or application for financing from a state or federal agency). • alternative development standards, provided the alternative standards are used to reduce the cost per unit of the affordable dwelling unit and the alternative standards can meet health and safety requirements for water, wastewater, drainage, and emergency service access.

Program Goals The City will continue to utilize density bonus incentives to encourage the development of affordable family housing as well as senior housing and other qualifying uses. Specifically, this includes:
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Housing Element Housing Plan ‐ 33 | February November 2022 • Maintain outreach materials highlighting the incentive/concessions offered under the Density Bonus. Density bonus brochure available on-line. • Advertise density bonus opportunities on the Community Development Department’s webpage
• Update the City’s Density Bonus Ordinance to comply with State law by March 2023
• Continue to periodically evaluate, on an annual basis, the City’s Density Bonus Ordinance for compliance with State law and update as required.

Glendale’s goal is to receive at least one three density bonus project per year (without other public f unding assistance), with a the goal of approving a minimum of 850 units affordable to Very Low low-income households as part of projects utilizing density bonus provisions. This would provide for a total of 64 400 Very Low low- income units during the 2021-2029 planning period.

However, this goal is dependent upon applications for this program.

Responsible Agencies Community Development Department
Funding Sources None necessary
2021-2029 Objectives Continue to encourage development of housing for senior and low-income housing through promotion of density bonuses
P; roduction of 64 400 new units affordable to very low -income households via density bonus projects, with 25% of the units located in TCAC areas of high or highest opportunity. .

Timeframe Projects – ongoing (one project/8 units per year); update the City’s Density Bonus Ordinance to comply with State law by March 2024
Program 3B: Direct City Financial Assistance
Program Description The City intends to facilitate the production of affordable housing serving a wide range of income groups through the investment of federal HOME and Low Moderate Income Housing Asset funds that are directly available to the City, and other leveraged and competitive funding sources.

During the 2014-2021 planning period, the City provided financial assistance that facilitated the production of affordable housing for a wide range of income groups. Specifically:
• The Glendale Housing Authority committed $9.3M to fund a 66-unit affordable rental housing project serving low income seniors and developmentally disabled adults, which opened in 2019.
• In 2018, City Council pledged $20 million in General Funds to identify future affordable housing projects. In 2019, the City authorized the 285 of 1381

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Housing Element Housing Plan ‐ 34 | February November 2022 acquisition of two Glendale properties that are designated to be developed as long term affordable housing for lower income residents by committing a combined $25.5 million to acquire the 4.4 acres of land.

The acquisitions represent the most significant and largest investment the City has made to date for affordable housing purposes. Once completed with master planning, the City will issue RFPs for development of the two sites for affordable housing.
• The City assisted with a 100% affordable new construction project, the San Gabriel Valley Habitat for Humanity, 6-unit homeownership project for low income first-time homebuyers.

The City will continue applying for other State and federal funds as they become available to local governments to promote affordable housing.

Because federal funding availability may fluctuate over the eight year plan period, the City will annually monitor “Notices of Funding Availability” announcements, and maintain regular contact with housing development and technical assistance organizations in order to obtain advice and training on how to leverage funding for specific project areas. The City intends to actively and aggressively pursue outside resources available directly and through developers, as described above, and pursue new resources as they are identified to achieve a high level of leveraged funds for new housing production. The City will also seek State and Federal monies for direct support of housing construction and r ehabilitation specifically targeted for housing for persons with disabilities.

The City also requires and assists developer partners to apply for available leveraged funding including the State Multi-Family Housing Program (MHP) for low cost construction loans; Federal Home Loan Bank Affordable Housing Programs and WISH funds, private f oundation grants, New Market Tax Credits, Los Angeles County affordable housing funds, State BEGIN/CalHome/CalHFA program funds, HUD 811 supportive housing grants, and State Multi-Family loan programs. There are three ways in which these monies will be made directly ava ilable for the production of affordable housing:

1. Land Assemblage and Write Down
The City plans to use available funds to purchase and assemble developable parcels of land and, if appropriate, write down the cost of land for the development of low and moderate income housing. The intent of this program is to assemble separate parcels of land in order to create a developable site for affordable housing. A ground lease or sale of the land to a well-qualified 286 of 1381

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Housing Element Housing Plan ‐ 35 | February November 2022 developer for an appropriate affordable housing project meeting the goals of the City’s affordable housing strategy may also be pursued where feasible.

The land could be sold at a land cost reduced to the point that it could cover the affordability or feasibility gap of a desired affordable housing project. This has the potential for making an otherwi se improbable project economically feasible for a private (usually not-for-profit) developer to build units affordable to extremely low, very low, low and moderate income households. As part of the land write-down program, the City may also assist in acquiring and assembling property and in subsidizing on-site and off-site improvements.

2. Below Market Interest Rate Loans
The City can provide construction and permanent financing to a project at below market interest rates using available funds. The need for such financing will be evaluated for each specific proj ect. This program will be considered with other program incentives stated in this production strategy. Each project will be evaluated separately to determi ne the City assistance warranted to make the desired affordable housing project feasible. For home ownership development projects, loans may be converted to mortgage assistance loans held by the home buyers until they sell or transfer ownership of the affordable unit.

3. Grants or Deferred Payment, Forgivable Loans
The City can provide grants or forgivable loans to developers of affordable housing for off-site improvements, city fees, and certain project amenities consistent with the City’s design standards, not paid by other funding sources.

Funds for First Time Home Buyer Loans provided through New Construction Home Ownership developments are ty pically provided through a shared equity upon resale and deferred payment loan forgiven upon completion of the 45 year loan term. The need for this financial assistance will be evaluated for each specific project.

Once a year (as funding is available), the City will encourage the development for housing of affordable housing by outreaching to developers to discuss the development of new housing through t he Statement of Interest process described above. During such outre ach, the City will encourage the development of special needs housing for those populations most difficult to serve that may require supportive se rvices with housing units: including extremely low income, disabled (including those with developmental disabilities), and the frail elderly. As described above the City will provide financial or in-kind technical assistance, land write downs, expedited 287 of 1381

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Housing Element Housing Plan ‐ 36 | February November 2022 processing, identifying funding and grant opportunities, and provide below market rate loans and/or grant funds to encourage such development Program Goals The eight-year goal for financial assistance from the City to new construction of affordable units is a total of 400 new construction units with approximately 66% of funds directly available to the City committed to rental units and 22% committed to home ownership units.

Responsible Agencies Community Development Department
Funding Sources HUD-HOME, LMIHAF, Leveraged Affordable Housing Funds 2021-2029 Objectives Assemble property and extend write-down grants to non-profit developers to increase supply of affordable housing; provide construction and permanent financing for affordable housing projects and special needs housing projects including Extremely Low Income; provide funds for off-site improvements, city fees, and certain amenities to encourage development of affordable housing.

Conduct outreach to developers when funds are available, once a year, through the Statement of Interest Process.
400 new construction units with 25% of units being located in areas higher proportions of overcrowded households or lower levels of owner-occupied households. .

Timeframe On-going with outreach to developers once a year.

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Housing Element Housing Plan ‐ 37 | February November 2022 Program 3C: Inclusionary Zoning
Program Description The City will continue to implement its Inclusionary Zoning Ordinance (IZO), which is applicable Citywide to multi-family rental developments of eight (8) units or greater. Fifteen percent (15%) of the total units in an otherwise market-rate rental project must be affordable to lower income (60% AMI) individuals or families. Any fractional uni t resulting from the 15% calculation will be rounded up. Inclusionary units will be deed restricted for a period of 55 years. Developers may meet their Inclusionary requirement by paying an In- Lieu Fee based on a fee schedule established by the City multiplied by the per gross floor area. Developer may m eet Inclusionary requirement by any combination of building and/or paying the In-Lieu fee. It is noted that affordable units required under Density Bonus law must be built. There is no optional In-Lieu fee.

Program Goals Continued implementation of the Inclusionary Zoning Ordinance throughout the planning period.

Responsible Agencies Community Development Department
Funding Sources In-Lieu
2021-2029 Objectives Continue to implement zoning to require qualified developers to meet a housing project’s inclusionary obligation through construction of affordable for-sale units or through in-lieu fees.

Production of 600 deed-restricted affordable units produced through implementation of the City’s Inclus ionary Zoning Ordinance with units produced in all TCAC opportunity level areas.

Biennial review of City’s Inclusionary Zoning Ordinance for consistency with State law and timely updates to the Ordinance if needed (within three months of identification of inconsistency)
Timeframe Ongoing implementation and annual reporting throughout the planning period.

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Housing Element Housing Plan ‐ 38 | February November 2022 Program 3D: Community Housing Development Organizations and other Nonprofit Housing Organizations
Program Description Federal HOME funds require that at least 15% of a jurisdiction’s HOME allocation be designated for use by Community Housing Development Organizations (CHDOs). A CHDO is a nonprofit organization with either specific representation from a low income neighborhood or low income residents on the CHDO board. The City has used CHDO funds in the past.

Unused CHDO funds accumulate with each annual HOME allocation.

However, HUD requires that the City commit all HOME funds, including CHDO reserves, within 24 months of the annual allocation date and expend all funds within 60 months of the annual allocation date. Two CHDOs have developed housing in the City—West Hollywood Community Housing Corporation and the Glendale Housing Corporation.

The City continues to work with and identify organizations that are interested and likely to be able to obtain status as a Community Housing Development Organization (CHDO). The City will provide technica l assistance to local nonprofit agencies interested in affordable housing development, particularly organizations wanting to meet the CHD O requirements. Staff met with four developers in 2019 about possible CH DO status and are waiting for responses from them.

Incentive programs presented in this program strategy are available to both for profit and nonprofit organizations. However, nonprofit organizations have developed most of the affordable housing projects in the city. These organizations generally have an interest in long term management for special needs populations or for neighborhood revitalization purposes. Annually, staff from the Community Development Department will meet with housing and other related nonprofit organizations from the community to identify needs, resources, potential development oppo rtunities, and any at-risk affordable housing units or programs.

Program Goals Continue to coordinate with local nonprofit organizations and encourage the formation of housing development corporations by interested persons in the community to facilitate the development and improvement of low cost housing in Glendale. The City is especially interested in the formation of CHDOs focused on the City of Glendale.

Responsible Agencies Community Development Department
Funding Sources HUD-HOME; Project-specific grant funds
2021-2029 Objectives Coordinate with local nonprofit groups to facilitate affordable housing development and improvements.

Timeframe As requested.
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Housing Element Housing Plan ‐ 39 | February November 2022 Program 3E: Mixed Use Standards on Transportation Corridors Program Description Glendale has been successful in creating and/or modifying zoning standards that encourage mixed-use development with high density residential housing components along the City’s corridors. For many years Glendale has also permitted mixed use developments with high density residential standards in the C1, C2 and C3 commercial zones throughout the City. These zones tend to be located along major and secondary arterials, commercial highways and signature streets where tr ansit options may be available and where nearby goods and services encourage walking, rather than vehicle trips. This includes in TCAC areas of high or highest opportunity.

Although zoning permits mixed residential-commercial development opportunities in these zones, relatively few privately funded mixed-use developments have been built in commerci al zones. The objective of this program is to encourage development in transportation corridors by addressing constraints su ch as reducing private parking requirements and identifying area for public parking. The City will complete a review of its transportation corridor zoning, specifical ly in the C1, C2 and C3 zones, for barriers to mixed use and multi-family residential development. Any proposed amendments will be included in the upcoming multi-family and mixed-use design guidelines and standards project utilizing SB 2 award grant (see Program 9B). This study will be completed by February December 2023 and will be implemented by the Comm unity Development Department by June 2024.

Program Goals Review and modify mixed-use development standards on existing commercial corridors to encourage mixed-use development where appropriate.

Responsible Agencies Community Development Department
Funding Sources General Fund, SB 2 Funds
2021-2029 Objectives Review zoning standard constraints to developing residential and mixed-use projects in the C1, C2, and C3 zones and amend standards to reduce government constraints.

Increase in the number of development applications for multifamily or mixed- use projects in commercial zones by 20% by the end of the planning period.

Timeframe By Study completed by February December 2023 with implementation complete by June 2024.

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Housing Element Housing Plan ‐ 40 | February November 2022 STRATEGY 4: RENTAL ASSISTANCE
Rental assistance is aimed at ensuring lower income tenants do not have to pay more than 30 percent of their gross income on rent or as otherwise limited by specific programs. The City of Glendale participates in the HUD-sponsored Section 8 Housing Choice Voucher Program which provides direct rental subsidies to lower income households. This is the largest source of affordable housing funds available to the City and total approximately $24 million per year.

Program 4A: Section 8 Rental Housing Choice Voucher Payments Program Description The Section 8 Housing Choice Voucher Program provides direct rental subsidies to extremely low and very low income households. The subsidy amount equals the difference between 30 percent of the monthly household income and a fair market rent. Extremely Low Income households are served disproportionately by the program. The City continues to assist low income households through Section 8 Housing Choice Vouchers. As of February 2019, there were 1,333 Glendale and 1,399 “portable” Section 8 Housing Choice Vouchers administered by the Housing Authority. The City applied for and was awarded 14 new special-use Section 8 vouchers from the Department of Housing and Urban Development for very low income developmentally disabled, non-senior adul ts who are leaving institutional settings for independent living or at-risk of being homeless.

Due to Section 8 Housing Choice Voucher Program funding reductions at the federal level, future funding levels are uncertain and the number of vouchers provided may have to be reduced.

Program Goals Continue to provide Section 8 vouchers to approximately 1,333 Glendale and 1,399 portable vouchers, which Glendale administers on behalf of other housing agencies, to extremely low and very low income households. The goals of the program give high priority to special needs populations including:

Victims of retaliation, homeless persons experiencing homelessness , and Veterans. The next largest special needs groups served by Section 8 include those with multiple preferences such as: extremely low income, disabled, and a single person over 62. As a result of the preferences described above, those elderly, single, disabled persons of extremely low income would receive a higher preference than other households that may be on the Section 8 waiting list. The City will continue to place a high priority on serving Extremely Low Income household with these funds, by implementing its existing “points” preference system prioritizing those households given Section 8 Housing Choice Vouchers from the waiting lis t. This system provides a preference point for Extremely Low Income persons. It also provides a preference point for Disabled Persons, the majority of whom are Extremely Low Income.

Finally, the City will continue to comply with the program requirement that 292 of 1381

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Housing Element Housing Plan ‐ 41 | February November 2022 75% of all persons taken from the Section 8 waiting list must be Extremely Low Income. The service levels shown below demonstrate that this income targeting has resulted in serving a large number of extremely low income households each year.

Responsible Agencies Community Development Department
Funding Sources HUD Section 8 Housing Choice Vouchers
2021-2029 Objectives Continue rental subsidies to extremely low income and very low-income families and elderly. Continued subsidy to 1,300 Glendale and 1,300 other community (portable voucher) households. A minimum of 75% served are Extremely Low Income annually.

Educate at least one multifamily apartment manager annually about the Section 8 program; education will be ta rgeted to areas with higher levels of overpayment or TCAC areas of high or higher opportunity.

Timeframe Ongoing implementation and annual reporting throughout the planning period.

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Housing Element Housing Plan ‐ 42 | February November 2022 STRATEGY 5: INCREASED OWNERSHIP OPPORTUNITIES
Attainable homeownership is an important factor in creative livable and equitable communities.

Homeownership provides an opportunity to invest directly in onesone’s community, supports neighborhood pride, and provides an avenue for economic growth. Glendale strives to have a balance of housing choices and tenancy options, including both increased ownership opportunities alongside affordable rental options.

Program 5A: New Types of Subdivision
Program Description This program will continue to evaluate the potential for allowing new innovative types of subdivisions with in the multi-family zoned areas in Glendale. Nontraditional subdivisions li ke small lots are recognized by the State Department of Housing and Community Development as a best practice for creating homeownership opportunities that are more affordable than traditional single-family homes. New types of subdivisions can have high density and have an urban character, giving them the potential to be compatible in multi-family zones which tend to be walkable and where residential developments tend to be taller, with less open space and less on- street parking than traditional single-family neighborhoods.

Program Goals The goal of this housing program is to find options for promoting infill development within multi-family neighborhoods. Glendale provides a lot width density bonus in multi-family residential zones that reward developers that combine residential lots into larger multi-family projects. However, there are a number of stand alone “widow and orphan” lots in multiple family zones where combining lots is not an option. Cost s of developing multi-family housing on single lots may not be cost effective for a small increase in density (generally one or two units). However, permitting small lot subdivisions of limited scale for the purpose of constructing new single -family homes within multi-family neighborhoods may be an option for increasing home ownership opportunities, replacing older housing stock and increasing neighborhood investment.

Beginning in 2023 and then on a biennial basis, Community Development staff will research and report to the Deputy Director of Community Development on new types of subdivisions which may be appropriate in the City of Glendale.

When and if new strategies are identi fied as appropriate for Glendale, the strategy will be implemented within one year of identification.

Responsible Agencies Community Development Department
Funding Sources None
2021-2029 Objectives Consider standards to allow small lot su bdivisions as infill projects in multi- family neighborhood.
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Housing Element Housing Plan ‐ 43 | February November 2022 Timeframe Initial review and presentation of available subdivision options to the Deputy Director of Community Development by December 2023; biennial updates to the Deputy Director of Community Development; implementation of strategies appropriate for Glendale within one year of identification.

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Housing Element Housing Plan ‐ 44 | February November 2022 Program 5B: Tenant/Community Opportunity to Purchase
Program Description Tenant Opportunity to Purchase (TOPA) or Community Opportunity to Purpose (COPA) policies provide tenants living in multi-family buildings with advance notice that the landlord is pl anning to sell their building and an opportunity for them to collectively purchase the building. TOPA/COPA is an emerging anti-displacement tool that can be used to preserve affordable rental housing stock, empower tenants, and stabilize low-income households.

Based on similar efforts in other jurisdictions, it is expected that the financial impact to the City to prepare and adopt and implement a TOPA ordinance would be minimal.

TOPA and COPA policies and programs are attractive to tenants because they would secure permanently affordable housing and enable tenants to build equity, thereby reducing the racial wealth gap. The City recognizes that existing purchases are already happening with the assistance of community land trusts. As part of this program, the City will work with existing Community Land Trust organizations to better understand available opportunities and identify specific opportunities in north Glendale.

Program Goals Promote the use of SB 1079 (2020), which created a new foreclosure sale process for 2-4 unit buildings that allows qualified parties a means to purchase property in foreclosure, subj ect to certain requirements. Provide technical assistance and support to SB 1079 implementation efforts to achieve an effective notificat ion system. Building off this state law, consider creation of a local tenant/community opportunity to purchase (TOPA/COPA) ordinance that would cover a wider arra y of buildings outside of foreclosure, including rental housing with expiring federal and/or state subsidies and/or affordability protections. Explore funding sources, including grants and loans, to assist tenant and community based organizations purchase multi multi- family buildings; limited equity co-ops could also be explored separately as a financing strategy.. Require purchasers to preserve units as permanently affordable. Promote the creation of City or non-profit ownership entities that could acquire affordable ownership units and buildings.

Glendale City CouncilDecember 6, 2022

Glendale City Council
December 6, 2022