Tuesday, April 8, 2025 7:00 PM
In the Council Chambers and Via Zoom at 525 San Anselmo Avenue, San Anselmo, CA 94960 Town Council
Agenda
Meeting held In-Person and via Zoom:
https://us02web.zoom.us/j/81259105550
Or Telephone: +1 669 900 6833 | Webinar ID: 812 5910 5550 How to Submit Comments Before the Meeting: Members of the public are encouraged to submit email correspondence to [email protected] before the meeting begins.
How to Participate During the Meeting: Members of the public will have the option to speak during the meeting through the Zoom application by using their phone or an electronic device.
For PC, Mac, or smart phone, Use Raise hand function when public comment for an item is requested. It is a button that is located at the top or bottom of your screen, based on your electronic device.
For landline phones, raise hand to be recognized with *9 Please be advised those participating in the meeting remotely via Zoom do so at their own risk. The Town Council regular meeting will not be cancelled if any technical problems occur during the meeting.
Call to Order. Optional Pledge of Allegiance: The Mayor or a designated Council member will recite the Pledge of Allegiance for members of the Council and the public who wish to join in the recitation.
Open time for public expression.
The public is welcome to address the Council at this time on matters not on the agenda that are within the jurisdiction of the Council. Please be advised that pursuant to Government Code Section 54954.2, Council is not permitted to discuss or take action on any matter not on the agenda unless it determines that an emergency exists, or that there is a need to take immediate action which arose following posting of the agenda. Comments may be no longer than three minutes and should be Town Council Agenda April 8, 2025
1 1. Consent Agenda:
1.1 Approval of the Draft Minutes of the Regular Meeting of March 11, 2025
1.2 Consider the Approval of the Farm Stand Proposal from Jim Baum
1.3 Review and Approve the Memorial Park Partnership Mural
1.4 Approve a Proclamation Declaring National Library Week in San Anselmo, April 6-12, 2025
1.5 Receive a Report of Checks Issued for the Month of March 2025
2. Council Business Items:
2.1 Receive and File Presentation from the Mosquito Vector Control. Receiving a Presentation is not a “project” under the California Environmental Quality Act (CEQA) because it does not involve an activity that has the potential to cause a direct or reasonably foreseeable physical change in the environment. (Cal. Pub. Res. Code Section 21065). respectful to the community.
Council requests for future agenda items.
Council committee liaison reports, questions and comments to staff; staff miscellaneous items.
Special Presentation. There are No Special Presentations.
The opportunity for public comment on consent agenda items will occur prior to Council discussion of the consent agenda. The Council may approve the entire consent agenda with one action. In the alternative, items on the consent agenda may be removed by any Council or staff member, for separate discussion and vote.
Staff Report (DOC)
Attachment 1- Draft Minutes of the March 11, 2025, Regular Town Council Meeting (DOC) Staff Report (DOC)
Attachment 1 - Farm Stand Agreement (DOC)
Attachment 2 - Farmstand RFP Response (PDF)
Staff Report (PDF)
Attachment 1 - Public Mural Program Guidelines (PDF)
Attachment 2 - Marin County Community Services Grant Application (PDF) Staff Report (DOC)
Attachment 1 - Proclamation National Library Week (DOC) Staff Report (DOCX)
Attachment 1 Check Report March 2025 (PDF)
In general, the following procedural order applies to items of business:
•Presentation
•Town Council questions
•PUBLIC COMMENT – limited to 3 minutes/person
•Town Council discussion/action
Town Council Agenda April 8, 2025
2 2.2
Adopt a Resolution Accepting the Marin Electrification Roadmap. The California Environmental Quality Act (CEQA) does not apply to the adoption of the Roadmap. CEQA applies only to projects that have the potential for having a significant effect on the environment. Where it can be seen with certainty that there is no possibility that the project may have a significant effect on the environment, the activity is not subject to CEQA.
2.3 Introduction of Ordinance Designating Fire Hazard Severity Zones in Local Responsibility Area. Introduction and adoption of the proposed ordinance is not subject to California Environmental Quality Act (CEQA) pursuant to following sections of the CEQA Guidelines, California Code of Regulations, Title 14, Chapter 3: (1) Section 15060(c)(2) (the activity will not result in a direct or reasonably foreseeable indirect physical change in the environment)
2.4 Review and Consideration of Undergrounding Requirements for Substantial Remodels. The item is not subject to CEQA pursuant to Section 15060(c)(3) of the CEQA Guidelines because it does not constitute a “project”.
PowerPoint Presentation (PPT)
Staff Report (PDF)
Attachment 1: Building Electrification Resolution (PDF) Attachment 2: Countywide Building Electrification Roadmap (PDF) Staff Report (PDF)
Attachment 1 - Proposed Ordinance (DOCX)
Attachment 2 - Fire Hazard Severity Zones - Local Responsibility Area - Town of San Anselmo (PDF)
Staff Report (DOC)
Attachment 1- Ordinance No. 1090 (PDF)
Attachment 2- Title 9 Chapter 4 Underground Electric and Communication Service Laterals to Buildings or Structures (PDF)
Attachment 3- Multijurisdictional Comparison Table (PDF) Adjourn
In compliance with the Americans with Disabilities Act, if you need special assistance to participate in this meeting, please contact Town Staff at email [email protected]. Notification at least 48 hours prior to the meeting will enable the Town to make reasonable accommodation to help insure accessibility to this meeting.
Any writings or documents provided to a majority of the Town Council regarding any item on this agenda after the distribution of the original packet will be made available for public inspection at the public counter at Town Hall located at 525 San Anselmo Avenue.
Notice is hereby given that Council may discuss and/or take action on any or all of the items listed on this agenda.
If any of these matters above are challenged in court, you may be limited to raising only those issues you or someone else raised at any public hearing described on this agenda, or in written correspondence delivered at, or prior to, this Council meeting. Judicial review of an administrative decision of the Town Council must be filed with the Court not later than the 90th day following the date of the Council’s decision (Code of Civil Procedure Section 1094.6) Any item not under discussion before 10:00 p.m. may be continued to the next regular meeting. Next regular meeting is April 22, 2025.
Town Council Agenda April 8, 2025
3 Administration Department
Town Hall
525 San Anselmo Avenue
San Anselmo, CA 94960
(415) 258-4691
Town Council
Tarrell Kullaway, Mayor
Steve Burdo, Vice Mayor
Eileen Burke, Councilmember
Chantel Walker, Councilmember
Yoav Schlesinger, Councilmember
Staff
David Donery, Town Manager
Linda Kenton, Assistant Town Manager / Town Librarian
Jeff Zuba, Finance and Admin Services Director
Megan Holt Acevedo, Town Attorney
Serge Avila, Town Clerk
Heidi Scoble, Planning Director
Sean Condry, Public Works Director
Mattie O'Grady, Community Services Director
Mike Norton, Chief of Police
Dan Mahoney, Fire Chief
DECLARATION OF POSTING
This Notice is posted in accordance with Government Code §54954.2(a) or §54956. Members of the public can view electronic agendas and staff reports by accessing the Town of San Anselmo website. Under penalty of perjury, this Agenda was posted to the public at least 72 hours prior to the meeting.
Town Council Agenda April 8, 2025
4 Item #: 1.1
STAFF REPORT
TOWN OF SAN ANSELMO Item #: 1.1
MEETING DATE: April 8, 2025
AGENDA TITLE: Approval of the Draft Minutes of the Regular Town Council Meeting of the March 11, 2025
FROM: Serge Avila, Town Clerk
RECOMMENDATION: For Council to consider the approval of the Draft Minutes of the Regular Town Council meeting of March 11, 2025
ATTACHMENT:
Attachment 1- March 11, 2025, Draft Minutes
5 1
San Anselmo Draft Council Minutes
Regular Meeting
Town Council Chambers and via Zoom
Tuesday, March 11, 2025
Call to Order: Optional Pledge of Allegiance 7:00 PM
COUNCILMEMBERS PRESENT: Steve Burdo (Vice Mayor)
Eileen Burke
Yoav Schlesinger
Chantel Walker
COUNCILMEMBERS ABSENT: Terrell Kullaway (Mayor)
STAFF MEMBERS PRESENT: Dave Donery, Town Manager
Megan Acevedo, Town Attorney
Serge Avila, Town Clerk
Heidi Scoble, Planning Director
Jeff Zuba, Finance Director
Sean Condry, Public Works Director
Scott Schneider, Assistant Public Works Director
Open Time for Public Expression
Joel commended the Council and staff for a well-run Town and discussed a number of projects.
Mr. Michael Macintosh discussed the proposed Ross Valley School District Tax Measure.
Mr. Todd Greenberg stated the season has started for West Marin Little League and the Parade was awesome. Play Ball! Citizens are concerned about the safety around Rudy Contratti Ball Field.
Mr. Guy Meyer discussed the beauty of Spring time and life itself. There are problems including the housing crisis, climate change, the loss of local control, and the dangers of lithium batteries.
Ms. Rosanne dalBello discussed the problem with removing some of the Redwood tree roots in Creek Park.
Mr. Ford Greene, former Mayor of San Anselmo, had some Brown Act concerns regarding the public posting of agendas and a substantive discussion that occurred at the last meeting regarding an issue that was not on the agenda.
Council requests for future agenda items; Committee liaison reports; questions and comments to staff; miscellaneous items
Councilmember Walker reported she attended several events in honor of Women’s History Month; the GPAC meeting; the Climate Action Commission meeting; the infrastructure meeting.
Councilmember Burke reported she attended the GPAC meeting; met with an engineer from the Public Work Department regarding the digital billboard; attended the Marin Democratic Party Zoom meeting on March 6th; the Marin County Council of Mayors and Councilmembers 6 2
(MCCMC) meeting.
Councilmember Schlesinger reported March 11th is National Funeral Directors and Morticians Recognition Day; attended the Economic Development Committee meeting.
Vice Mayor Burdo reported he attended the Transportation Authority of Marin (TAM) meeting; congratulated Councilmember Walker for her induction into the Marin Women’s Hall of Fame; attended the Elected Women’s Luncheon.
Town Manager Donery reported staff has invited the business community to an Open Discussion Forum on March 25th.
Special Presentation- none
1. Consent Agenda
1.1 Approval of the Draft Minutes of the Regular Meeting of Tuesday, February 11, 2025
1.2 Receive a Report on Checks Issued, February 2025
1.3 Receive the Recreation Fund Revenue and Expenditure Reports, February 2025
1.4 Receive and File Resignation of Bicycle and Pedestrian Advisory Committee member, Ford Greene
1.5 Adopt Ordinance of the Town of San Anselmo Amending Title 10 “Planning and Zoning”, Chapter 6 “Accessory Dwelling Units” and associated CEQA Findings.
1.6 Consideration Approval of Special Event Application- San Anselmo Arts Commission’s Beatles in the Park Fundraiser 2025
1.7 Authorize the Mayor to have the Town of San Anselmo Joint in the Submission of a coalition letter addressed to the Chair of the Senate Committee on Energy, Utilities, and Communications Committee in support of ratepayer-funded energy efficiency program Vice Mayor Burdo opened the meeting to public comments
There were no comments.
Vice Mayor Burdo closed the meeting to public comments.
M/s, Burke/Schlesinger, Motion to approve Consent Calendar items #1.1 through #1.7.
AYES: Burke, Schlesinger, Walker, Vice Mayor Burdo
ABSENT: Mayor Kullaway
Council Business Items
2.1 Appointment to Ross Valley Fire Board of Directors
Town Manager Donery presented the staff report. Staff answered questions from the Council regarding clarification of Resolution #3043; number of years of service of current representative; if other Councilmembers have expressed interest in being appointed; if the Town is out of compliance with Resolution #3043; the procedure for replacement of a representative; the possibility of a staggered system; if Resolution #3043 has ever been enforced; the impact of 7 3
changing representation.
Vice Mayor Burdo opened the meeting to public comments
Mr. Michael Macintosh supported the rotation of appointments. The Fire Board is a very important position.
Mr. Tom Finn, Director on the Sleepy Hollow Fire Protection District and the Ross Valley Fire Board, spoke as an individual. The Ross Valley Fire Department is at a crossroads because of multiple once-in-a-generation projects that are underway simultaneously. The Board requires experienced Directors.
Mr. Todd Greenberg stated it seems that some procedures are not being followed. There could be a dual role with Vice Mayor Burdo serving as an active alternate.
Ms. Carol Page stated each Councilmember has certain interests and skill sets. These are County wide committees that would benefit from diverse and changing memberships. She supported and asked the Council to abide by Resolution #3043.
Mr. Paul Chignell, former Mayor of San Anselmo, stated he was the catalyst for Resolution #3043. The situation today is analogous to what happened 37 years ago with respect to a Councilmember’s continuous request to be a member of the Fire Board. He urged the Council to give Councilmember Burke a seat on the Fire Board.
Mr. Guy Meyer agreed that Councilmember Burke should have a seat on the Fire Board.
Ms. Anna Franzoia stated there is a rule regarding appointments to the Fire Board and it should be followed.
Ms. Katie Hogen, Ms. Rosanne dalBello, Ms. Ann Politzer, stated the Resolution should be followed and Councilmember Burke should assume the position on the Fire Board.
Paul stated the Council should function with neutrality and respect.
Mr. Steve DeMartini stated documents can “slip through the cracks” and he suggested staff look at cleaning up the archives. The Resolution is valid and its enforcement would be the simplest and most ethical plan of action
Mr. Tom Peselka, President of the Ross Valley Firefighters Association, stated the Department has changed significantly since the drafting of Resolution #3043. Stability is needed and should start with the governing body. They do not support a forced, mid-term change in the Fire Board President.
Mr. John Bagler, Union President of the Marin Professional Fire Fighters Local 1775, encouraged the Council to overturn Resolution #3043. It has not been followed and could unnecessarily handcuff the Council.
Mr. Sid Gamate, Vice President of the Ross Valley Firefighters Association, stated Fire Department personnel need consistency, stability, and sound leadership at the Board level. It would negatively impact the department to rotate the Fire Board member.
Victor stated he would like to see a coming together to make this work in a fair and equitable way.
8 4
Vice Mayor Burdo closed the meeting to public comments.
Councilmember Burke discussed the intent of Resolution #3043, her desire and qualifications for the Fire Board position, and the importance of rotating positions.
Councilmember Schlesinger cited eight reasons why this is a bad idea. He supported stability.
Councilmember Walker stated the Fire Department is at a delicate moment. She believes in fairness and that every law on the books is not the right law. She would like to put Resolution #3043 on pause until the Council has the opportunity to discuss the resolution put forth by Councilmember Burke.
Town Attorney Acevedo stated formal action would need to be taken to modify or repeal an existing resolution.
Vice Mayor Burdo clarified some issues and discussed the current work of the Fire Board. He noted he would abstain from any vote taken tonight.
Councilmember Walker made a motion to continue this item and look at all the committees together. The motion died for lack of a second.
Councilmember Burke made a motion to remove Vice Mayor Burdo from the seat on the Fire Board. This motion died for lack of a second.
M/s, Schlesinger/Walker, Motion that given the lack of a full Town Council tonight and the recusal of Vice Mayor Burdo they defer this to a point in time where they might have a larger consensus for the approval and enforcement of this resolution and be able to consider it to Council member Walker’s previous suggestion in the larger context.
AYES: Schlesinger, Walker
NOES: Burke
ABSTAIN: Vice Mayor Burdo
ABSENT: Mayor Kullaway
The Council took a 5-minute break at 9:14 p.m.
The Council reconvened in the Council Chambers at 9:20 p.m.
2.2 Receive and File the Department of Public Works Update Public Works Director Condry presented the staff report. Staff answered questions from the Council regarding possible changed to projects; if the flood horn could be activated on a different day and time; if a different type of alert system could be used; how to better inform the public about emergencies; previous CDBG allocations and how to convey the Town’s needs.
Vice Mayor Burdo opened the meeting to public comments
Mr. Todd Greenberg asked if the Municipal Code has requirements for road repairs after work is done by utilities companies. He had questions about Road Impact Fees and whether solar deployment is being encouraged. He had suggestions regarding enhanced sidewalk assistance for seniors, quarterly reports about grants, and consideration of hybrids rather than EV vehicles.
Vice Mayor Burdo closed the meeting to public comments.
The Council thanked the Public Works Department staff for the report and the great work! 9 5
M/s, Walker/Burke, Motion to adjourn the meeting at 10:39 p.m.
AYES: Burke, Schlesinger, Walker, Vice Mayor Burdo
ABSENT: Mayor Kullaway
Respectfully submitted,
Toni DeFrancis,
Recording Secretary
10 STAFF REPORT
TOWN OF SAN ANSELMO Item #: 1.2
MEETING DATE: April 8, 2025
AGENDA TITLE: Consider Approving Farm Stand License Agreement with Jim Baum
FROM: David P. Donery, Town Manager
Serge Avila- Town Clerk
RECOMMENDATION: That Council consider the proposal from Jim Baum to continue operation of the Farm Stand at the Town Hall Plaza and authorize the Town Manager to execute a Revocable License Agreement (Attachment 1) for a term of five years.
BACKGROUND
In 2007, the Quality of Life Commission (now the Climate Action Commission) launched a sponsorship of a Friday afternoon/evening Farm Stand on the Town Hall plaza. The Town issued a Request for Proposal (RFP) for vendors to apply to perform this service and Jim Baum was the single applicant. Baum has operated the Farm Stand since that time, and has expanded his operation and offerings over the past 18 years.
In 2015, the Town Council approved Baum’s request to offer pasture-raised meats, such as beef, pork, lamb and locally sourced seafood at the Farm Stand. The products are vacuum sealed and do not require special handling other than dry ice and water ice.
Baum’s Farm Stands are licensed as mobile food facilities through Environmental Health Services and all the required permits have been obtained.
In 2016, the Town Council approved Baum’s request for the Town to reserve two parking spaces in front of Town Hall and one in the rear on Library Place each Friday morning. The spaces on San Anselmo Avenue are reserved for one hour in the morning to allow for offloading of equipment and supplies for the Farm Stand. The requested space on Library Place is for Baum’s vehicle, which is a truck containing a refrigeration unit. Baum has utilized this space in the past as it is near an electrical receptacle that he can use for his vehicle.
In 2018, The Council approved Baum’s request to offer flowers for sale at the Farm Stand.
In 2021, Council approved Mr. Baum’s request to operate his Farm Stand on 11 Item 1.2
Wednesdays instead of Fridays in San Anselmo from May through the end of October with the relocation of the Farm Stand to be in front of the flag poles to allow for a total of five canopies which Mr. Baum stated would help accommodate social distancing and not block the pedestrian right of way along the sidewalk. In 2023, the Farm Stand moved to the area where it current runs operation and is allowed four tents total, as per the contract.
In 2022, a three-year contract was executed between the Town and Jim Baum. The contract required that Baum name the Town as an additional insured, pay a sum of $60 per week for use of the plaza area, and obtain a business license.
In early 2025, per Council direction, staff released an RFP allowing vendors to submit proposals for Council consideration, and once again Baum was the only respondent.
The 2025 RFP response is attached (Attachment 2).
DISCUSSION
Mr. Baum has requested to continue operating on Wednesdays and be allowed to continue utilizing the four tents located on the decomposed granite area on the Town Hall Plaza.
Extended Term
Staff is recommending extending the updated agreement to a five-year term rather than the three-year term that has been used in previous agreements. In the 18 years of operation of the farm stand, there has not been interest from other parties to submit a proposal for operations. If there is a need to end the term before it expires, the contract contains a provision for the Town to terminate the license agreement, without cause, with 24-hour notice.
Staff is seeking direction regarding entering into an updated five-year agreement with Mr. Baum for continued operation of the Farm Stand at Town Hall.
FISCAL IMPACT
Approval of this contract would result in annual revenues of up to $3,120.
ENVIRONMENTAL REVIEW
Approving this Farm Stand contract is not a “project” under the California Environmental Quality Act, because it does not involve an activity which has the potential to cause a direct or reasonably foreseeable indirect physical change in the environment. (Cal. Pub.
Res. Code § 21065).
ATTACHMENTS
Attachment 1 – Proposed 5-Year Revocable License Agreement Attachment 2 – RFP response documents
12 Item 1.2
13 SAN ANSELMO TOWN PLAZA
REVOCABLE LICENSE AGREEMENT
1. Parties.
This Agreement is entered into effective January 1, 2025 by and between Town of San Anselmo, a public entity (hereinafter “The Town”) and Jim Baum (hereinafter “Baum”).
2. The Premises and Dates of Use.
The Town hereby grants a revocable license to Baum to use the certain portions of the Town Hall Plaza lawns located at 525 San Anselmo Avenue as outlined in Exhibit 1, for use as an organic produce “Farm Stand” on Wednesdays year-round.
The Farm Stand will be located on the lawn in front of Town Hall on the area where decomposed granite is installed.
There is a maximum of four (4) tents allowed at any time. Tents measure approximately 10’ x
10.’
3. Term of License.
The term of this Agreement will be from January 1, 2025 through December 31, 2029, with specific permitted dates of operation as noted in Section 2. Upon mutual written agreement by the parties, this Agreement may be extended for an additional period upon terms acceptable to the parties. The terms and conditions of this Agreement will remain in full force and effect during any and all period(s) of extension of this Agreement. The Town reserves the right to revoke (terminate) this Agreement, without cause, on 24 hours written notice.
4. Consideration.
The consideration for this Agreement will be $3,120 per year. This represents a sixty dollars ($60.00) per day charge, payable the Town in four quarterly installments of $780 payable on January 1st, April 1st, July 1st and October 1st of each year. The contractor may deduct $60 for days where use was prohibited due to inclement weather.
5. Use.
The premises are to be used solely to sell organic produce, meats, fish, poultry and flowers. Baum is solely responsible for his agreements with customers and suppliers of the Farm Stand. No persons other than Baum may operate or work at the Farm Stand without the express written permission of the Town. Baum will set up, operate, and clean up the Farm Stand and all trash generated by the Farm Stand immediately after each day's operation of the Farm Stand. Baum will commit no waste or nuisance upon the Premises. 14 The Town will reserve two parking spaces in front of Town Hall for off-loading but must move the truck after loading into the space designated for his truck on Library Place.
The premises may not be used for any other purpose other than those uses specified herein without the prior written consent of the Town, which consent, once granted, may be revoked at any time by the Town in its sole discretion.
6. Assignment.
Baum will not assign this License without the prior written consent of the Town. Any such assignment without the prior written consent of the Town will be void and, at the option of the Town, will terminate this Agreement.
7. Ordinances and Statutes.
Baum will comply with all statutes, ordinances, and requirements of all municipal, state, and federal authorities now in force, or which may later be in force, regarding the Farm Stand, Baum's purchase and sale of organic produce, and Baum's use of the premises. The commencement or pendency of any state or federal court abatement proceeding affecting the Farm Stand or the use of the premises will, at the option of the Town, be deemed a breach of this Agreement. Baum will obtain a valid Town of San Anselmo business license which he will keep in full force and effect throughout the entire term of this Agreement.
For the health and safety of visitors to the Farm Stand and Town Hall, Baum may not bring his dog to the Farm Stand.
8. Indemnification of the Town.
The Town will not be liable for any damages or injury to Baum, or any other person, or to any property, occurring on the premises, or occurring during or as a result of any action or activity on or off the premises by Baum, or any other person, related to the operation of the Farm Stand, or any other uses or activities that Baum or others conduct at the property. Baum agrees to hold the Town harmless, including payment of the Town’s attorneys’ fees, from any claims arising out of the license granted by this Agreement, Baum’s use of the premises, or Baum's operation of the Farm Stand, and to indemnify the Town for all expenses incurred by the Town in defending such claims.
9. Baum’s Insurance
Compliance with Insurance Requirements.
Baum will, at Baum’s sole expense, comply with all requirements, guidelines, rules, orders, and similar mandates and directives pertaining to the use of the premises, whether 15 imposed by Baum’s insurer, the Town’s insurer, or both. If Baum’s use of the premises causes any increase in the premium for any insurance policies carried by the Town, Baum will, within ten (10) business days after receipt of written notice from the Town, reimburse the Town for any such increase in insurance premiums.
Baum’s Liability Coverage.
Baum will, at Baum’s sole expense, obtain commercial general liability insurance written on an “occurrence” policy form, covering bodily injury, property damage, personal injury, and advertising injury arising out of or relating (directly or indirectly) to Baum’s use of the premises.
The Town, or any other party designated thereby, will be named by endorsement as an additional insured under Baum’s general liability coverage. The additional insured endorsement must be on ISO Form CG 20 11 11 85 or an equivalent acceptable to the Town.
Before the License commencement date, Baum will deliver to the Town the endorsements referred to in this section as well as a certified copy of Baum’s liability policy or policies and an original certificate of insurance, executed by an authorized agent of the insurer or insurers, evidencing compliance with the liability requirements of this section of this Agreement. The certificate will provide for no less than thirty (30) days’ advance written notice to the Town from the insurer or insurers of any cancellation, nonrenewal, or material change in coverage or available limits of liability and will confirm compliance with the liability insurance requirements of this Agreement.
The minimum acceptable limits of liability for Baum's liability insurance are one million dollars ($1,000,000.00).
10. Subrogation.
To the maximum extent permitted by insurance policies which may be owned by the parties hereto, the Town and Baum waive any and all rights of subrogation against each other which might otherwise exists.
11. Signs.
Baum will not place, maintain, nor permit any sign or awning on any portion of the premises without the express written permission of the Town.
12. Hazardous Materials.
Baum will not use, store, or dispose of any hazardous substances upon the premises.
Hazardous substances mean any hazardous waste, substance, or toxic materials regulated under any environmental laws or regulations applicable to the property. Baum will be responsible for the cost of removal of any toxic contamination caused by Baum’s use of the property.
16 13. Insolvency.
The appointment of a receiver, an assignment for the benefits of creditors, or the filing of a petition in bankruptcy by or against Baum, will constitute a breach of this license agreement by Baum.
14. Default.
In the event of any breach of this Agreement by Baum, the Town may, at its option, terminate this Agreement.
The Town may, in the alternative, continue this Agreement in effect, so long as the Town does not terminate Baum’s right to possession, and the Town may enforce all of the Town’s rights and remedies under this Agreement. If said breach of the Agreement continues, the Town may, at any time thereafter, elect to terminate this Agreement.
15. Attorney Fees.
In any action, arbitration, or other proceeding involving a dispute between the Town and Baum arising out of this Agreement, the prevailing party will be entitled to reasonable attorney fees, expert witness fees, and costs.
16. Waiver.
No failure of the Town to enforce any term of this Agreement will be deemed to be a waiver.
17. Notices.
Any notice which either party may or is required to give, will be given by mailing the notice, postage prepaid, to Baum at the premises, or to the Town at the address shown in Item 2, or at such other places as may be designated in writing by the parties from time to time.
Notice will be effective five (5) days after mailing, or on personal delivery, or when receipt is acknowledged in writing.
18. Heirs, Assigns, Successors.
This Agreement is binding upon and inures to the benefit of the heirs, assigns, and successors of the parties.
19. Subordination.
This Agreement, at the Town’s option, will be subordinate to any mortgage, deed of trust, or other security now existing or later placed upon the property; provided, however, that 17 Baum’s right to quiet possession will not be disturbed if Baum is not in default on the payment of rent or other provision of this Agreement.
20. Entire Agreement.
The foregoing constitutes the entire agreement between the parties and may be modified only by a writing signed by the parties.
TOWN OF SAN ANSELMO JIM BAUM
DATE: ________________
BY: ____________________________
David P. Donery
ITS TOWN MANAGER
DATE: _______________
BY: ____________________________
Jim Baum
ITS OWNER
18 MARIN COMMUNITY FARM STANDS & CSA
PO BOX 195 – FOREST KNOLLS, CALIFORNIA 94933
(415) 497-9496
3/18/2025
Town of San Anselmo
525 San Anselmo Avenue
San Anselmo, CA 94960
Dear Dave,
At your request, Marin Community Farm Stands (MCFS) is submitting our proposal to the Town of San Anselmo. Our concept calls for the continued operation of the San Anselmo Organic Farm Stand at Town Hall Plaza. The Farm Stand would be open every Wednesday from 10:00 am - 7:30 PM year-round.
As you know, MCFS is an aggregator and creates Food Hubs throughout Marin County at its farm stands. What this means is that I represent over 40 local and regional organic farmers, ranchers and artisan producers and bring only certified organic produce to market under one farm stand.
The advantages are many, but the most important ones are high quality certified organic produce from Marin growers, a small footprint in set-up and teardown, and we service communities that are too small for Certified Farmers’ Markets to operate successfully.
We hope that the Town of San Anselmo will support my vision by continuing to allow MCFS to operate the San Anselmo Organic Farm Stand as a weekly community market. I’m looking forward to hearing from you.
Sincerely,
James J. Baum
President MCFS
[email protected]
19 2
MARIN COMMUNITY FARM STANDS & CSA
PO BOX 195 – Forest Knolls, CALIFORNIA 94933
(415) 497-9496
PROPOSAL
San Anselmo Organic Farm Stand
March 18, 2025
Presented to:
Town of San Anselmo
525 San Anselmo Avenue
San Anselmo, CA 94960
Presented by:
James Baum
Marin Community Farm Stands & CSA
PO Box 195
Forest Knolls CA 94933
[email protected]
(415) 497-9496
20 3
Table of Contents
Executive Summary.......................................................................................................................................4 Proposal for Organic Farm Stand..................................................................................................................6 Existing business relationships with local and regional organic producers and artisans.............................7 Hours of Operation .......................................................................................................................................8 Year-Round Operation & Compensation......................................................................................................8 Mix of Farmers, Producers and Artisans using Aggregation.........................................................................8 Existing MCFS Markets 2025 Schedule .........................................................................................................9 Contracting experience with Marin County Municipalities........................................................................10 References ..................................................................................................................................................11 MCFS Management.....................................................................................................................................12 Marketing Strategy .....................................................................................................................................12 Location of the San Anselmo Organic Farm Stand .....................................................................................13 Future Mobile Farm Stand Project..............................................................................................................14 Appendix .....................................................................................................................................................23 21 4
Executive Summary
Marin Community Farm Stands & CSA (MCFS), originally established in 2003, has for the past 22 years brought the bounty of local organic produce and artisan products to various towns, community centers, and private organizations throughout Marin County. We have operated seasonal pop-up markets in the towns of Ross and San Anselmo for the past 20 years and operate our year-round market at our brick-and-mortar store at 6700 Sir Francis Drake in Forest Knolls.
MCFS represent the cooperative efforts of more than 40 local and regional organic farmers, ranchers, fishermen and artisans from the communities of Bolinas, Point Reyes, Inverness, Nicasio, Petaluma, Tomales and Lagunitas. The variety of their produce and products is an excellent reflection of our local microclimate and speaks of the local expertise of family run farms.
Marin Community Farm Stands also brings the message of sustainability into the communities that it serves. We strive to offer the Marin County harvest but when certain staple products are not available in Marin, we go to the next closest farm within our bioregion, thereby weaving the growing communal web that unites local farmers and local tables.
The San Anselmo Organic Farm Stand usesthe aggregation model for marketing sustainable farm fresh local organic produce and products. We maintain the highest standards of quality and local food production. This model allows for an extremely diverse farm stand to come to market without the impact and carbon footprint of many farmers trucking produce onto the site. The San Anselmo Organic Farm Stand will aggregate produce and products from local organic farms while maintaining market pricing consistent with the agricultural industry. A seasonal marketplace under one Farm Stand will represent many local organic farms. “Many under one.” MCFS will have a low impact on daily life in the San Anselmo community because there will not be multiple farmers that require setting up, breaking down, parking and offloading of transport vehicles and trucks.
MCFS is licensed through the California Department of Food and Agriculture and is regulated by Marin County Weights and Measures, the Agricultural Commissioner and Environmental Health Services. Our Farm Stands consists of 4 canopies and several tables to offer a one-stop shop for our customers. MCFS only needs one parking spot for our refrigerated truck.
A food hub as defined by the USDA, is “a centrally located facility with a business management structure facilitating the aggregation, storage, processing, distribution, and/or marketing of locally/regionally produced food products.” We are a local food hub that supports local and regional organic farmers by providing distribution for their products. We are also a “for profit” business and do not operate under any subsidy or government program. Recently MCFS purchased the commercial property that THE FARM STAND previously rented at 6700 Sir Francis Drake Blvd. in Forest Knolls, California.
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Mission Statement
To strengthen and secure the future of a healthy local and regional organic food supply by providing small farms with an increasing number of local and mobile markets that will help support their economic prosperity.
Marin Community Farm Stands brings to the San Anselmo Community:
1. Vision - MCFS will transform the Town Hall Plaza into a Community Cultural Event.
2. Goodwill - MCFS has an excellent reputation in the community.
3. Logo & Branding - The MCFS logo is readily recognizable, unique and consistent with the vision of pure wholesome food availability. Our logo brands the concept of seasonal, local, and organic.
4. Email Marketing - MCFS has developed a method of generating an accurate list of people who by choice want to follow the Farm Stands throughout Marin County. This method uses internet technology. People enter their own email address and information directly into an MCFS database. This process already exists at our current Organic Farm Stands and we have in place 4800 subscribers.
5. Food Industry Expertise
6. All insurance and permits required under law
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Proposal for Organic Farm Stand
MCFS proposes to continue to operate a pop-up local community market on Wednesdays 10:00 am till 7:30 pm, year-round. The Farm Stand will feature the finest local organic produce and products, baked goods, local artisan foods, pasture raised meats (beef, pork, and lamb) and wild, line-caught locally sourced seafood. People respond positively to local. MCFS has a 22-year business history in Marin County and over 40 business references. MCFS is an aggregator of produce from these local organic producers.
The Farm Stand would consist of four 10' x 10' canopies and 10 tables suitably arranged to have a minimal impact on the local landscape. The public right of way and ADA requirements will be met. In order to operate a successful market in San Anselmo, MCFS would need the support of the San Anselmo Town Council as follows:
Signage – A-frames placed in both directions along Sir Francis Drake. leading up to the entrance of town. These signs will give both traffic directions ample notice of The Farm Stand’s location and where to turn in. I have signs for this purpose but need permission to deploy them on market days.
Unloading / Loading – reserving the two parking spots before the stop sign in front of the flagpoles on San Anselmo Avenue. We arrive as early as 8:00 am.
Power supply – a standard 110 volt 3 prong outlet 20 amp plug on the Town Hall Plaza.
Parking and power supply – one parking spot behind town hall on Library Place, for our refrigerated truck along with a standard 110 volt 3 prong outlet 20 amp plug. Over 19 years ago the Town of San Anselmo installed the 20 amp plug at this location for this use.
Running Water - Availability of running water.
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Existing business relationships with local and regional organic producers and artisans
More information about MCFS local, regional and artisan producers, can be found at http://www.communityfarmstands.com/producers.html
Local Organic Producers & Artisans
• Star Route Farms
• Paradise Valley Produce
• Gospel Flat Farm
• Chileno Valley Ranch
• Cow Girl Creamery
• Nicasio Valley Cheese Co
• Mt Barnabe Farm
• Cow Track Ranch
• La Tercera
• Giacomini Dairy
• Little Organic Farms
• Marin Roots Farms
• County Line Harvest
• Brickmaiden Breads
• Hog Island Oyster Co.
• Anna’s Seafood
• Stemple Creek Ranch
• Siver Sky Ranch
• Big Mesa Farm
• Cypress Grove
• Bromwell Farms
• Devils Gulch Ranch
• Dolcini Ranch
• Cute Coffee
• Bonnie Bee and Company
• Ramini Mozzarella
• Strauss Family Creamery
Regional Organic Producers & Artisans
• Full Belly Farm
• Twin Girls Farms
• Triple Delight Blueberries
• Swanton Berry Farm
• Hidden Star Orchards
• Rainbow Orchards
• Solano Mushroom Farm
• Tomatero Organic Farm
• Triple T Ranch
• Dirty Girl Produce
• Chincholo Organic Farm
• Iacopi Farms
• Rodriquis Farms
• Stepladder Ranch
• Sunnyland Farms
• Devoto Gardens
• The Peach Farm
• Sun Blaze Organic Farm
• Planatery Chips
• Aunti JJ’s
• Rancho Gordo
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Hours of Operation
10:00 AM – 7:30 PM
MCFS requires hours of operation longer than 4 hours at any given farm stand. All MCFS Organic Farm Stands operate for minimum of 8 hours for a viable farm stand. Since this is an aggregation model the produce is purchased and because the margins are small all produce must be sold for a farm stand to be sustainable. It is for this reason that providing a longer market day will allow enough commerce to fulfill this requirement. We would arrive as early as 8:00 am for set up and be open for business by 10:00 am.
Year-Round Operation & Compensation
The proposed market will operate year-round. The Farm Stand will be operated by Jim Baum and staff. Any emergency or concern can be addressed by contacting Jim Baum. We pay the Town of San Anslemo $60 per week for use of the Town Plaza.
Mix of Farmers, Producers and Artisans using Aggregation MCFS will through the aggregation process combine certified organic produce from local and regional farms and present them under one farm stand. Produce that is not certified organic will not be offered at MCFS farm stands. Marin Community Farm Stands will be in a position to bring a full farm stand featuring local pasture raised meats and sustainable wild line-caught seafood under one manager on Wednesdays.
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Existing MCFS Markets 2025 Schedule
WEDNESDAYS
San Anselmo Organic Farm Stand
Year-Round
10:00 AM - 7:30 PM
San Anselmo Town Hall
525 San Anselmo Avenue
San Anselmo, CA 94960
FRIDAYS
Petaluma Organic Farm Stand
Year-Round
10:00 AM - 7:30 PM
901 Lakeville Street
Petaluma, CA 94952
OPEN SEVEN DAYS A WEEK
The Farm Stand at Forest Knolls
YEAR ROUND
10:00 AM – 7:00 PM
6700 Sir Francis Drake Blvd.
Forest Knolls, CA 94933
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Contracting experience with Marin County Municipalities In recent years MCFS has held discussions with elected officials in the towns of Mill Valley, Tiburon, Ross, San Anselmo and Novato. In some towns we have been contacted by their Chamber of Commerce and Administrative Assistant (Tiburon). In San Anselmo and Ross, we have direct contact with town officials, managers, and council members. MCFS has presented before the town councils in Ross and San Anselmo with favorable outcomes. We have successfully negotiated the use of A-Frame signs to promote the Ross Organic Farm Stand at the Marin Art & Garden Center and the Ross Common back in 2004. MCFS Farm Stands are viewed as community cultural events and received permission to display such signs.
In 2006, MCFS presented before the San Anselmo town council. We were sponsored by The San Anselmo Quality of Life Commission to create the San Anselmo Organic Farm Stand every Friday on the town lawn. We presented again in 2007 and 2008 and received 2 one-year contracts. In 2009 MCFS negotiated our first three-year contract, and 4 more consecutive three-year contracts were awarded in 2013, 2016, 2019 and 2022. This year will mark our 19th year of operation in San Anselmo.
In 2004 we contracted with the Marin Art and Garden Center (MAGC) to create the Ross Organic Farm Stand. We operated at MAGC for 11 years. In 2015, MCFS presented before the Ross town council to relocate the Ross Organic Farm Stand from MAGC to the Ross Common. In 2016 MCFS was awarded our first three-year contract and again in 2019 for the renewal of our second consecutive three-year contract.
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References
Andrew Brait
Full Belly Farm
16090 County Road 43
Guinda, CA 95637
Tel: (530) 908-5568
[email protected]
www.fullbellyfarm.com
Elizabeth Patterson
Blue Dot Farm
Nicasio, CA 94946
(415) 519-7990
[email protected]
Eddie Sanchez
Sunnyland Orchards
17699 HWY. 120
Ripon, CA 95366
Cell: (209) 610-9109
[email protected]
Steve Kinsey
Former Marin County Supervisor
Civic Knit Consulting
PO Box 81
Forest Knolls, CA 94933
Phone: (415) 307 -1370
[email protected]
Anabelle Lenderick
Star Route Farms
95 Olema Bolinas Road
Bolinas CA 94924-9710
Tel: 415-868-1658
Cell: 415-488-3304
[email protected]
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MCFS Management
James J. Baum – Founder and President MCFS
James is the CEO of Marin Community Farm Stands; a Marin County based organic farm stand and CSA that sells the finest produce and products that are seasonal, organic and locally grown.
James has been in the food industry for 22 years and brings extensive experience in food transportation, preparation, marketing, sales, production, aggregation and redistribution through the various communities in Marin County. He has extensive experience working with the public. Recently, he has championed the preservation and continued sustainability of the local sea food industry at Drakes Bay. James specializes in using technology to bring a competitive advantage to his marketing. More information about James Baum can be found at the MCFS website.
Marketing Strategy
Sales and marketing is one of the most important functions of a local marketplace as it addresses the core challenge of the local organic food industry—creating market access for growers while meeting market demand for consumers. MCFS has the sales and marketing experience to implement this vision. MCFS uses internet technology in marketing its own farm stands. This process includes a sign-up feature to receive news of the marketplace. MCFS currently has 5200 email addresses from Marin County residents. These are customers who have all shopped at one or more of my farm stands and agreed to receive timely email information from MCFS. This ensures that only people who request such information will receive it. We do not buy or rent lists or conduct spam type email campaigns. MCFS has a comprehensive website and Facebook presence. Print media advertising will feature the Farm Stand together with the message of seasonal, locally, and organically available food products. Approved A-frame signs, road banners, internet and social networking are all required for a successful marketing strategy. 30 13
Location of the San Anselmo Organic Farm Stand
The location of the San Anselmo Organic Farm Stand will be at San Anselmo Town Hall Plaza.
This view shows the existing San Anselmo Organic Farm Stand operating with four 10’ x 10’ canopies in front of the Town Hall in an L shape, parallel to San Anselmo Avenue. 31 14
Future Mobile Farm Stand Project
In the future I have as an objective my idea of the MOBILE FARM STAND to serve communities that are too small to support a certified farmers market. I have researched the manufacture of a vehicle and estimate the fabrication to cost approximately $150,000. Every town should have access to sustainable local, seasonal agricultural products. You can’t expect the farmer to be in every town and produce food at the same time. Someone must represent the farmers! I have also analyzed a new undeveloped market opportunity. I intend to use the MOBIL FARM STAND to bring my products into industrial parks and to enable employers to sponsor consumption of seasonal, local and organic foods for their employees under a wellness program that they create jointly with me. I have already had such discussions with business owners who employ hundreds of workers and who are willing to pool together to help ensure a successful pop-up market at their business location.
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MCFS in Marin County33
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22 Figure 4 Wild Alaskan King Salmon
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Appendix
Links to MCFS website
http://www.communityfarmstands.com
http://www.communityfarmstands.com/san-anselmo.html
http://www.communityfarmstands.com/farm-stand-tv.html
https://www.facebook.com/pages/Marin-Community-Farm-Stands-CSA/648938848570032 http://www.communityfarmstands.com/blog.html
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Item #: 1.3
STAFF REPORT
TOWN OF SAN ANSELMO #1.3
MEETING DATE: 4/8/25
AGENDA TITLE: Review and Approve the Memorial Park Partnership Mural
FROM: Mattie O’Grady – Community Services Director
Bridget Wipfler – Climate Action Coordinator
RECOMMENDATION
That Council reviews and approves using the Memorial Park Restroom for a Climate Mural – a collaborative project between the Climate Action Commission and Arts Commission.
BACKGROUND
The Town of San Anselmo’s Arts Commission (AC), an advisory body to the Town Council, works to enrich the community through public art, foster local artists, and promote cultural expression. Recently, the AC has focused on public murals on private property, which enhance community identity, celebrate culture, and transform urban spaces. The AC developed Public Mural Guidelines, adopted by the Town Council on September 12, 2023, and coordinated the installation of a mural on Sir Francis Drake celebrating San Anselmo as a gateway to West Marin in 2024.
Inspired by this success, AC Youth Commissioner Julia Wise proposed a climatethemed mural on Town-owned property, which the AC fully supported. Wise presented the mural proposal to the Climate Action Commission (CAC) on January 13, 2025. The CAC endorsed the project, committing to collaborating on fundraising and planning. The mural’s proposed location on the exterior public bathrooms at Memorial Park will foster climate awareness and education while supporting local artists.
By using public art in a highly visible space, the mural will serve as both an educational tool and a cultural contribution to the community. This project is a timely, creative way to promote climate action while supporting local artists and enhancing a shared space. 43 Item #: 1.3
DISCUSSION/ANALYSIS
The purpose of this agenda item is to obtain Town Council approval of: 1) the proposed location of a mural on public property; and 2) approval of the theme of the mural, pursuant to the Town’s Public Mural Program Guidelines (“Guidelines”, attached).
Per the Guidelines, if the location and theme are approved by the Council, staff will issue a Request for Proposals. Responses are reviewed by a selection panel consisting of 3 Art Commission Board members and a staff member. Reponses are reviewed pursuant to the curatorial standards and artist qualifications in the Guidelines.
Preference will be given to artists located in the San Francisco Bay Area. The artwork must be original, appropriate, and integrate well with the surrounding park and neighborhood.
After review, the selection panel will then present the chosen entry along with one alternate to the entire Arts Commission for approval. The target timeline is to complete the project by October 2025.
FISCAL IMPACT
To support the project, the Arts Commission has applied for a Marin County Community Service Fund grant, which requires a matching contribution. The CAC and the Arts Commission have agreed to share this cost. On February 25, 2025, the Town Council approved a one-time reallocation of up to $2,500 from the Climate Action Fund to assist with the match. This request will not impact long-term budget priorities and is not expected to set a precedent for future funding requests. Additionally, the CAC has raised $1,585 through independent fundraising, contributing a total of $4,085 to the project. On March 10, 2025, the Arts Commission voted to allocate up to $5,000 towards the project.
If the requested amount of $10,000 from the County grant is awarded, the amount of available funding could be up to $19,085. If the grant is not awarded, the available funding will be $9,085. The scale of the mural and scope of the project can be adjusted based on available funding.
Because the mural is on Town owned property, the Town will pay for maintenance costs which are expected to be minimal.
CEQA
This project does not apply to the California Environmental Quality Act (CEQA) because it qualifies for a categorical exemption under CEQA Guidelines Section 15301 (Existing Facilities) and Section 15303 (New Construction or Conversion of Small Structures).
The mural is a form of public art that does not involve significant physical changes to the environment, major construction, or any adverse environmental impact. It will be painted on an existing wall, without altering land use, increasing density, or generating pollution. 44 Item #: 1.3
Additionally, the project does not trigger any exceptions under Section 15300.2, as it will not impact sensitive habitats, historical resources, or create cumulative environmental effects. Since CEQA applies to projects with potential environmental consequences, and this mural is a minor aesthetic improvement with no environmental risk, it is exempt from further CEQA review.
GENERAL PLAN CONSISTENCY
Recommendation 5 in the Town Parks, Recreation, and Public Facilities Element emphasizes adding durable public art to the Town Park system. This project aligns with that goal by installing a long-lasting, climate-themed mural on the public restrooms at Memorial Park. Made with sustainable materials, the mural will enhance the space, promote climate awareness, and reinforce the Town’s commitment to public art, education, and sustainability, while supporting Memorial Park as a community hub for recreation and engagement.
RECOMMENDED MOTION
Motion to: 1) approve the location of the proposed public mural on the public restrooms at Memorial Park; and 2) approve the climate-action theme of the mural.
ATTACHMENTS
Attachment 1 – Public Mural Guidelines
Attachment 2 – Marin County Community Services Grant Application 45 Public Mural Program Guidelines 1
Town of San Anselmo
Public Mural Program Guidelines
INTRODUCTION
About San Anselmo
Originally, Coast Miwok inhabited the oak-studded hills and valley and fished the fresh water of the San Anselmo Creek. By the mid-1880’s, the area began to change when the Mexican government granted property to the Sais family. Cattle grazed in San Anselmo during the landgrant era until the North Pacific Coast Railroad arrived in 1894.
For a few years, the Town was referred to on railroad maps simply as Junction. Railroad officials began using the name San Anselmo in 1883. There was a short-lived spate of real estate activity about that time, but it was not until the San Francisco Theological Seminary was completed in 1892 that the Town began to grow of its own accord. After the 1906 earthquake and fire, the summer homes that San Francisco residents had built became their permanent homes and the Town of San Anselmo was established in 1907.
The opening of the Golden Gate Bridge in 1937 also boosted San Anselmo’s population, which continued to grow until 1960, when the number leveled off to around 12,000 where it remains today.
San Anselmo has developed into a vibrant community with a bustling downtown area home to shops, restaurants, and common spaces. Mural art can play a key part in continuing to enliven the Town by creating a sense creativity, and cultivating community identity and shared space. 46 Public Mural Program Guidelines 2
Public Art Mural Goals
The San Anselmo Arts Commission was established in 1996 with the goal of adding to the cultural character of the Ross Valley through artistic expression. The Arts Commission seeks to facilitate and encourage the creation of art in the community. Public art murals are murals that can be enjoyed by the public and are located either on Town-owned property or private commercial property in coordination with the Town. Public art murals can play an important artistic role in the community by providing art that may be enjoyed by residents and visitors alike. Public art murals also enhance the character and identity of the Town, and enliven and beautify public spaces by creating large pieces of art within the community.
These Public Mural Guidelines (Guidelines) drafted by the Arts Commission and adopted by the Town Council, establish a set of guidelines for public art murals installed on private or public property. The Guidelines provide direction for property owners and muralists on the process, criteria, and responsibilities associated with a public art mural project.
Public Art Mural Goals
The goals of public art murals are to:
• Enhance and improve the aesthetics of the Town as enjoyed by the public on both public buildings and private buildings.
• Encourage and facilitate inspirational works of public mural art that can be enjoyed by all residents and visitors of the Town.
• Ensure artistic and aesthetic quality in public murals. • Encourage the creation of public art murals that consider and respect context and setting, while allowing for artistic expression.
CURATORIAL STANDARDS
Public art murals shall conform to the following curatorial standards:
• Aesthetics. Murals shall be of high aesthetic and material quality, considering craftsmanship, uniqueness, relevance and appropriateness to mural’s environment. • Responsiveness. Murals shall respond to the theme and criteria as set forth in the Request for Proposals (RFP).
• Durability. Murals shall be durable and resistant to weather and damage. Murals shall be able to withstand long-term outdoor exposure.
• Concept quality. Mural concepts shall exemplify artistic excellence, originality, and creativity.
• Compliance with public art goals. Murals must respond to and address public art goals, including enhancing the character and identity of the Town, and enlivening public space. 47 Public Mural Program Guidelines 3
• Practicality of installation. Murals shall be feasible to install as proposed considering unique site characteristics.
ELIGIBILITY STANDARDS AND PROCESS
1. Artist Qualifications.
- Artists located in the San Francisco Bay area will be given preference. - Artist must demonstrate excellence in the design and execution of completed works that are similar to the mural proposed in the RFP. - Artist must have the capacity and ability to install, oversee, and ensure the timely completion of the mural and the deadlines for the project as indicated in the RFP.
2. General Requirements and Process.
A. Public Murals on Private Commercial Property.
- Town staff and/or members of the Arts Commission will seek out property owners who are interested in installing a public art mural. Priority will be given to properties that are visible to the public.
- Prior to issuing an RFP, notice of the Town’s consideration of a public art mural on private commercial property shall be sent to all property owners within 300 feet of the proposed mural location, which notice shall include the address of the site, possible themes for the mural, and a deadline for submittal of public comment. - After engagement with, and agreement of, the property owner, and receiving any public comment, the Arts Commission may direct staff to issue an RFP for the mural.
The RFP shall be consistent with the public art mural goals and requirements and these Guidelines. The RFP shall identify and describe a theme or topic for the proposed mural. - The property owner will enter into an agreement regarding maintenance and other requirements in a form approved by the Town Attorney’s Office. The agreement will specify a mural term, with a minimum of five (5) years. After the expiration of the term as identified in the agreement, the Town and the private property owner may enter into an updated agreement to maintain the mural or modify it pursuant to applicable guidelines. If the Town and the private property owner do not enter into an updated agreement, the mural shall be removed pursuant to the terms of the agreement.
B. Public Art Murals on Town-Owned Property.
- The Arts Commission may identify a site on Town-owned property for the installation of a mural, and a proposed theme or topic for the mural. The Arts Commission shall bring this recommendation to the Town Council for consideration. - Notice of the Town’s consideration of a public art mural on Town-owned property shall be sent to all property owners within 300 feet of the proposed mural location, which notice shall include the address of the site, possible themes for the mural, and a deadline for submittal of public comment.
- The Town Council must approve both the proposed location and theme of the mural. The Town Council shall receive any public comment submitted regarding the proposed 48 Public Mural Program Guidelines 4
mural. If approved by the Town Council, staff will issue an RFP for a mural on Town-owned property.
C. General.
- A mural artist is required to waive all rights under the California Art Preservation Act, the Visual Artists Rights Act, and other similar applicable law. - Public murals may be funded with funds raised by the Arts Commission, pursuant to private donations, or both. Any requested funding of Town funds must be approved by the Town Council prior to issuing an RFP.
- The Arts Commission shall be limited to the consideration and processing of up to two (2) public art murals per year.
SELECTION
1. Selection Panel. For private commercial sites, a selection panel consisting of three (3) Art Commission board members, the property owner (or designee), and one staff member designated by the Town Manager shall review responses to the RFP. For Town-owned sites, a selection panel consisting of three (3) Art Commission Board members and a staff member designated by the Town Manager shall review responses to the RFP.
2. RFP Review. The panel shall review responses to an RFP and compliance with these Guidelines including curatorial standards and artist qualifications. The panel shall rank RFP responses pursuant to the Guidelines and responsiveness to the RFP. The proposals with the highest scores will be recommended to the full Arts Commission. The Arts Commission will review said proposals and recommendations, and may approve a proposal. The Arts Commission may reject all proposals. If on private property, the property owner may reject all proposals. 49 50
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55 Item #: 1.4
STAFF REPORT
TOWN OF SAN ANSELMO Item #: 1.4
MEETING DATE: April 8, 2025
AGENDA TITLE: Proclaim National Library Week in San Anselmo, April 6-12, 2025
FROM: Linda M. Kenton
RECOMMENDATION: That Town Council proclaim National Library Week in San Anselmo, April 6-12, 2025
BACKGROUND
First sponsored in 1958, National Library Week, is a national observance sponsored by the American Library Association (ALA) and libraries across the country each April. It is a time to celebrate the contributions of our nation's libraries and librarians and to promote library use and support.
DISCUSSION/ANALYSIS
Each year the San Anselmo Town Council shows support for its library by proclaiming National Library Week. This year’s Proclamation is found in Attachment 1 and follows here:
National Library Week 2025 Proclamation
San Anselmo Public Library
WHEREAS, libraries spark creativity, fuel imagination, and inspire lifelong learning, offering a space where individuals of all ages can explore new ideas and be drawn to new possibilities;
WHEREAS, libraries serve as vibrant community hubs, connecting people with knowledge, technology, and resources while fostering civic engagement, critical thinking, and lifelong learning;
WHEREAS, libraries provide free and equitable access to books, digital tools, and innovative programming, ensuring that all individuals—regardless of background—have the support they need to learn, connect, and thrive;
WHEREAS, libraries partner with schools, businesses, and organizations, connecting the dots to maximize resources, increase efficiency, and expand access to essential services, strengthening the entire community;
56 Item #: 1.4
WHEREAS, libraries empower job seekers, entrepreneurs, and lifelong learners by providing access to resources, training, and opportunities that support career growth and economic success;
WHEREAS, libraries nurture young minds through storytimes, STEAM programs, and literacy initiatives, fostering curiosity and a love of learning that lasts a lifetime; WHEREAS, libraries protect the right to read, think, and explore without censorship, standing as champions of intellectual freedom and free expression; WHEREAS, dedicated librarians and library workers provide welcoming spaces that inspire discovery, collaboration, and creativity for all; WHEREAS, libraries, librarians, and library workers across the country are joining together to celebrate National Library Week under the theme “Drawn to the Library”; NOW, THEREFORE, be it resolved that I, Tarrell Kullaway, Mayor of the Town of San Anselmo, proclaim April 6–12, 2025, as National Library Week. During this week, I encourage all residents to visit their library, explore its resources, and celebrate all the ways that the library draws us together as a community.
CONCLUSION
To proclaim National Library Week unites the San Anselmo Town Council with jurisdictions across the nation to show support not only for the San Anselmo Public Library but for all libraries and the work they do.
FISCAL IMPACT
There would be no direct fiscal impact to the Town to approve this item.
CEQA AND CLIMATE ACTION PLAN CONSISTENCY
The adoption of the attached Proclamation declaring April 6-12, 2025 as National Library Week is not a “project” pursuant to Section 15378 of the California Environmental Quality Act (CEQA) Guidelines and is therefore not subject to review pursuant to Section 15060(c)(3) of the CEQA Guidelines. The activity will not result in a direct or reasonably foreseeable indirect physical change in the environment.
ATTACHMENT
Attachment 1 – Proclamation
57 PROCLAMATION
The Town of San Anselmo is pleased to honor
2025 NATIONAL LIBRARY WEEK
National Library Week 2025 Proclamation
WHEREAS, libraries provide the opportunity for everyone to pursue their passions and engage in lifelong learning, allowing them to live their best life; WHEREAS, libraries have long served as trusted institutions for all members of the community regardless of race, ethnicity, creed, ability, sexual orientation, gender identity, or socio-economic status;
WHEREAS, libraries strive to develop and maintain programs and collections that are as diverse as the populations they serve and ensure equity of access for all; WHEREAS, libraries adapt to the ever-changing needs of their communities, continually expanding their collections, services, and partnerships; WHEREAS, libraries play a critical role in the economic vitality of communities by providing internet and technology access, literacy skills, and support for job seekers, small businesses, and entrepreneurs;
WHEREAS, libraries are accessible and inclusive places that promote a sense of local connection, advancing understanding, civic engagement, and shared community goals; WHEREAS, libraries are cornerstones of democracy, promoting the free exchange of information and ideas for all;
WHEREAS, libraries, librarians, and library workers are joining library supporters and advocates across the nation to celebrate National Library Week; NOW, THEREFORE, be it resolved that I, Tarrell Kullaway, Mayor of San Anselmo, proclaim National Library Week, April 6-12, 2025. During this week, I encourage all residents to visit their library to explore the wealth of resources available.
Signed:___________________________
58 Item #: 1.5
STAFF REPORT
TOWN OF SAN ANSELMO Item #:1.5
MEETING DATE: April 8, 2025
AGENDA TITLE: Report of Checks Issued, March 2025
FROM: Jeff Zuba, Finance & Admin Services Director
RECOMMENDATION: That the Town Council acknowledges, and files warrant numbers 99297 to 99471 issued during the month of March and bank draft numbers DFT05917, DFT05945-DFT05958, DFT05987, and DFT05991 in a total amount of $2,591,884.83.
BACKGROUND
This report is an itemization of payments made to vendors during the months of March 2025. It also includes wires to Bank of America for March 2025 payrolls, including payments for retirement and health benefits. The Bank of America account is used for payroll-related items.
The following warrants were voided or canceled in March 2025: 99076, 99303-99305, 99312, 99329, 99363, 99403, and 99423.
ATTACHMENTS
Attachment #1: Check Report March 2025
59 4/2/2025 7:34:33 AM Page 1 of 30
Check Report
Town of San Anselmo By Check Number
Date Range: 03/01/2025 - 03/31/2025
Vendor Number Vendor Name Payment Date Discount Amount Payment Type Payment Amount Number Bank Code: AP-AP - OPERATING POOL
03876 Aria Pongi 03/06/2025 99076 Regular 0.00 -300.00
00048 Alhambra & Sierra Springs 03/06/2025 99297 Regular 0.00 65.95 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 12161581 02122 Invoice 02/12/2025 02.12.2025 - CORP YARD - WATER DELIVE 65.95 0.00
01.81.61150 OUTSIDE SERVICES-OTHE 65.95 02.12.2025 - CORP YARD - WATE 00050 All Star Rents 03/06/2025 99298 Regular 0.00 62.64 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 1299876-3 Invoice 02/12/2025 02.12.2025 - PALLET JACK 62.64 0.00
01.42.61900 EQUIPMENT RENTAL 62.64 02.12.2025 - PALLET JACK 02920 Amazon Business 03/06/2025 99299 Regular 0.00 228.05 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 146R-C6DW-6QN Invoice 02/20/2025 02.20.2025 - ADULT BOOKS 22.92 0.00
01.71.62301 ADULT BOOKS 22.92 02.20.2025 - ADULT BOOKS
1CY9-4P76-6FQC Invoice 02/12/2025 02.12.2025 - LIBRARY - ADULT BOOKS 76.43 0.00
01.71.62301 ADULT BOOKS 76.43 02.12.2025 - LIBRARY - ADULT B 1DQC-VJHT-1CJ3 Invoice 02/16/2025 02.16.2025 - ZIP BOOKS 12.19 0.00
01.71.62310 Library Zip Grant 12.19 02.16.2025 - ZIP BOOKS 1GY6-Q1J1-HMV Invoice 02/07/2025 02.07.2025 - ZIP BOOKS 19.33 0.00
01.71.62310 Library Zip Grant 19.33 02.07.2025 - ZIP BOOKS 1NTW-94PH-FML Invoice 02/07/2025 02.07.2025 - ZIP BOOKS 16.14 0.00
01.71.62310 Library Zip Grant 16.14 02.07.2025 - ZIP BOOKS 1P3T-KXCT-RR4R Invoice 02/19/2025 02.19.2025 - ZIP BOOKS 12.84 0.00
01.71.62310 Library Zip Grant 12.84 02.19.2025 - ZIP BOOKS 1Q73-RWJK-J1QQ Invoice 02/07/2025 02.07.2025 - ZIP BOOKS 68.20 0.00
01.71.62310 Library Zip Grant 68.20 02.07.2025 - ZIP BOOKS 00001 AT&T Calnet 03/06/2025 99300 Regular 0.00 2,233.05 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 574-02102025 Invoice 02/10/2025 574 - ALL DEPTS CENTREX - 01.10.25-02.0 1,593.93 0.00
41.41.61701 UTILITIES 1,593.93 574 - ALL DEPTS CENTREX - 01.1 576-02272025 Invoice 02/27/2025 576 - TH CHAMBERS PHONE - 01.27.25-02 63.64 0.00
41.41.61701 UTILITIES 63.64 576 - TH CHAMBERS PHONE - 0 579-02102025 Invoice 02/10/2025 579 - TRAFFIC LIGHT MODEM - 01.10.25-0 31.75 0.00
01.41.61705 UTILITIES-TELEPHONE 31.75 579 - TRAFFIC LIGHT MODEM - 580-02102025 Invoice 02/10/2025 580 - ROBSON HOUSE - 01.10.25-02.09.25 62.05 0.00
34.41.61705 UTILITIES-TELEPHONE 62.05 580 - ROBSON HOUSE - 01.10.2 583-02252025 Invoice 02/25/2025 583 - DPW FAX - 01.25.2025-02.24.2025 31.81 0.00
41.41.61701 UTILITIES 31.81 583 - DPW FAX - 01.25.2025-02. 586-02252025 Invoice 02/25/2025 586 - REC DEPT - 01.25.2025-02.24.2025 30.25 0.00
21.65.61705 UTILITIES-TELEPHONE 30.25 586 - REC DEPT - 01.25.2025-02. 634-02202025 Invoice 02/20/2025 634 - TRAFFIC SIGNAL MODEM - 01.20.25 419.62 0.00
41.41.61701 UTILITIES 419.62 634 - TRAFFIC SIGNAL MODEM - 03848 Avenues Development 03/06/2025 99301 Regular 0.00 7,837.50 ITEM 1.5 - ATTACHMENT 1 ITEM 1.5 - ATTACHMENT 1
60 Check Report Date Range: 03/01/2025 - 03/31/2025
4/2/2025 7:34:33 AM Page 2 of 30
Vendor Number Vendor Name Payment Date Discount Amount Payment Type Payment Amount Number Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount TOSA-3 Invoice 02/10/2025 02.10.2025 - SR2S PRJCT MGMT - JAN 202 3,437.50 0.00
14.41.63127 SAFE ROUTES 3,437.50 02.10.2025 - SR2S PRJCT MGMT TOSA-4 Invoice 03/02/2025 03.02.2025 - SR2S PROJECT - FEB 2025 4,400.00 0.00
14.41.63127 SAFE ROUTES 4,400.00 03.02.2025 - SR2S PROJECT - FE 00388 Baker & Taylor 03/06/2025 99302 Regular 0.00 2,077.31 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 5019331331 Invoice 02/03/2025 02.03.2025 - CHILDREN'S BOOKS 16.34 0.00
27.71.62302 CHILDRENS BOOKS 16.34 02.03.2025 - CHILDREN'S BOOK 5019331332 Invoice 02/03/2025 02.03.2025 - CHILDREN'S BOOKS 22.89 0.00
27.71.62302 CHILDRENS BOOKS 22.89 02.03.2025 - CHILDREN'S BOOK 5019331333 Invoice 02/03/2025 02.03.2025 - CHILDREN'S BOOKS 16.65 0.00
27.71.62302 CHILDRENS BOOKS 16.65 02.03.2025 - CHILDREN'S BOOK 5019331334 Invoice 02/03/2025 02.03.2025 - CHILDREN'S BOOKS 30.52 0.00
27.71.62302 CHILDRENS BOOKS 30.52 02.03.2025 - CHILDREN'S BOOK 5019331335 Invoice 02/03/2025 02.03.2025 - CHILDREN'S BOOKS 17.40 0.00
27.71.62302 CHILDRENS BOOKS 17.40 02.03.2025 - CHILDREN'S BOOK 5019331336 Invoice 02/03/2025 02.03.2025 - CHILDREN'S BOOKS 45.77 0.00
27.71.62302 CHILDRENS BOOKS 45.77 02.03.2025 - CHILDREN'S BOOK 5019331351 Invoice 02/03/2025 02.03.2025 - CHILDREN'S BOOKS 65.94 0.00
27.71.62302 CHILDRENS BOOKS 65.94 02.03.2025 - CHILDREN'S BOOK 5019331479 Invoice 01/31/2025 01.31.2025 - TEEN BOOKS 31.96 0.00
27.71.62302 CHILDRENS BOOKS 31.96 01.31.2025 - TEEN BOOKS 5019331480 Invoice 01/31/2025 01.31.2025 - TEEN BOOKS 8.89 0.00
27.71.62302 CHILDRENS BOOKS 8.89 01.31.2025 - TEEN BOOKS 5019331481 Invoice 01/31/2025 01.31.2025 - TEEN BOOKS 15.32 0.00
27.71.62302 CHILDRENS BOOKS 15.32 01.31.2025 - TEEN BOOKS 5019338242 Invoice 02/10/2025 02.10.2025 - ADULT BOOKS 62.80 0.00
01.71.62301 ADULT BOOKS 62.80 02.10.2025 - ADULT BOOKS
5019338243 Invoice 02/10/2025 02.10.2025 - ADULT BOOKS 219.58 0.00
01.71.62301 ADULT BOOKS 219.58 02.10.2025 - ADULT BOOKS 5019338244 Invoice 02/10/2025 02.10.2025 - ADULT BOOKS 77.96 0.00
01.71.62301 ADULT BOOKS 77.96 02.10.2025 - ADULT BOOKS
5019338245 Invoice 02/10/2025 02.10.2025 - ADULT BOOKS 42.34 0.00
01.71.62301 ADULT BOOKS 42.34 02.10.2025 - ADULT BOOKS
5019338246 Invoice 02/10/2025 02.10.2025 - ADULT BOOKS 22.55 0.00
01.71.62301 ADULT BOOKS 22.55 02.10.2025 - ADULT BOOKS
5019338247 Invoice 02/10/2025 02.10.2025 - ADULT BOOKS 42.48 0.00
01.71.62301 ADULT BOOKS 42.48 02.10.2025 - ADULT BOOKS
5019338248 Invoice 02/10/2025 02.10.2025 - ADULT BOOKS 22.55 0.00
01.71.62301 ADULT BOOKS 22.55 02.10.2025 - ADULT BOOKS
5019338249 Invoice 02/10/2025 02.10.2025 - ADULT BOOKS 20.88 0.00
01.71.62301 ADULT BOOKS 20.88 02.10.2025 - ADULT BOOKS
5019338250 Invoice 02/10/2025 02.10.2025 - ADULT BOOKS 40.97 0.00
01.71.62301 ADULT BOOKS 40.97 02.10.2025 - ADULT BOOKS
5019338251 Invoice 02/10/2025 02.10.2025 - ADULT BOOKS 22.54 0.00
01.71.62301 ADULT BOOKS 22.54 02.10.2025 - ADULT BOOKS
5019343575 Invoice 02/11/2025 02.11.2025 - ADULT BOOKS 21.51 0.00
01.71.62301 ADULT BOOKS 21.51 02.11.2025 - ADULT BOOKS
5019343576 Invoice 02/11/2025 02.11.2025 - ADULT BOOKS 44.12 0.00 ITEM 1.5 - ATTACHMENT 1
ITEM 1.5 - ATTACHMENT 1
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Vendor Number Vendor Name Payment Date Discount Amount Payment Type Payment Amount Number
01.71.62301 ADULT BOOKS 44.12 02.11.2025 - ADULT BOOKS
5019347260 Invoice 02/18/2025 02.18.2025 - ADULT BOOKS 21.24 0.00
01.71.62301 ADULT BOOKS 21.24 02.18.2025 - ADULT BOOKS
5019347261 Invoice 02/18/2025 02.18.2025 - ADULT BOOKS 11.57 0.00
01.71.62301 ADULT BOOKS 11.57 02.18.2025 - ADULT BOOKS
5019347262 Invoice 02/18/2025 02.18.2025 - ADULT BOOKS 47.18 0.00
01.71.62301 ADULT BOOKS 47.18 02.18.2025 - ADULT BOOKS
5019347263 Invoice 02/18/2025 02.18.2025 - ADULT BOOKS 26.49 0.00
01.71.62301 ADULT BOOKS 26.49 02.18.2025 - ADULT BOOKS
5019347264 Invoice 02/18/2025 02.18.2025 - ADULT BOOKS 76.13 0.00
01.71.62301 ADULT BOOKS 76.13 02.18.2025 - ADULT BOOKS
5019347265 Invoice 02/18/2025 02.18.2025 - ADULT BOOKS 42.11 0.00
01.71.62301 ADULT BOOKS 42.11 02.18.2025 - ADULT BOOKS
5019347266 Invoice 02/18/2025 02.18.2025 - ADULT BOOKS 22.55 0.00
01.71.62301 ADULT BOOKS 22.55 02.18.2025 - ADULT BOOKS
5019355982 Invoice 02/17/2025 02.17.2025 - BOARD BOOKS 26.54 0.00
27.71.62302 CHILDRENS BOOKS 26.54 02.17.2025 - BOARD BOOKS 5019361402 Invoice 02/24/2025 02.24.2025 - ADULT BOOKS 44.08 0.00
01.71.62301 ADULT BOOKS 44.08 02.24.2025 - ADULT BOOKS
5019361403 Invoice 02/24/2025 02.24.2025 - ADULT BOOKS 87.60 0.00
01.71.62301 ADULT BOOKS 87.60 02.24.2025 - ADULT BOOKS
5019361404 Invoice 02/24/2025 02.24.2025 - ADULT BOOKS 21.88 0.00
01.71.62301 ADULT BOOKS 21.88 02.24.2025 - ADULT BOOKS
5019361405 Invoice 02/24/2025 02.24.2025 - ADULT BOOKS 65.00 0.00
01.71.62301 ADULT BOOKS 65.00 02.24.2025 - ADULT BOOKS
5019361406 Invoice 02/24/2025 02.24.2025 - ADULT BOOKS 73.33 0.00
01.71.62301 ADULT BOOKS 73.33 02.24.2025 - ADULT BOOKS
5019361407 Invoice 02/24/2025 02.24.2025 - ADULT BOOKS 53.66 0.00
01.71.62301 ADULT BOOKS 53.66 02.24.2025 - ADULT BOOKS
5019361408 Invoice 02/24/2025 02.24.2025 - ADULT BOOKS 23.49 0.00
01.71.62301 ADULT BOOKS 23.49 02.24.2025 - ADULT BOOKS
5019361409 Invoice 02/24/2025 02.24.2025 - ADULT BOOKS 21.52 0.00
01.71.62301 ADULT BOOKS 21.52 02.24.2025 - ADULT BOOKS
5019361410 Invoice 02/24/2025 02.24.2025 - ADULT BOOKS 51.00 0.00
01.71.62301 ADULT BOOKS 51.00 02.24.2025 - ADULT BOOKS
5019361411 Invoice 02/24/2025 02.24.2025 - ADULT BOOKS 18.53 0.00
01.71.62301 ADULT BOOKS 18.53 02.24.2025 - ADULT BOOKS
5019361412 Invoice 02/24/2025 02.24.2025 - ADULT BOOKS 17.86 0.00
01.71.62301 ADULT BOOKS 17.86 02.24.2025 - ADULT BOOKS
5019361413 Invoice 02/24/2025 02.24.2025 - ADULT BOOKS 17.03 0.00
01.71.62301 ADULT BOOKS 17.03 02.24.2025 - ADULT BOOKS
5019361414 Invoice 02/24/2025 02.24.2025 - ADULT BOOKS 44.74 0.00
01.71.62301 ADULT BOOKS 44.74 02.24.2025 - ADULT BOOKS
5019366678 Invoice 02/19/2025 02.19.2025 - ADULT BOOKS 41.22 0.00
01.71.62301 ADULT BOOKS 41.22 02.19.2025 - ADULT BOOKS
5019366679 Invoice 02/19/2025 02.19.2025 - ADULT BOOKS 31.61 0.00
01.71.62301 ADULT BOOKS 31.61 02.19.2025 - ADULT BOOKS
5019366680 Invoice 02/19/2025 02.19.2025 - ADULT BOOKS 69.11 0.00
01.71.62301 ADULT BOOKS 69.11 02.19.2025 - ADULT BOOKS
5019366681 Invoice 02/19/2025 02.19.2025 - ADULT BOOKS 21.89 0.00
01.71.62301 ADULT BOOKS 21.89 02.19.2025 - ADULT BOOKS
H71315570 Invoice 02/11/2025 02.11.2025 - VIDEOS 58.79 0.00 ITEM 1.5 - ATTACHMENT 1
ITEM 1.5 - ATTACHMENT 1
62 Check Report Date Range: 03/01/2025 - 03/31/2025
4/2/2025 7:34:33 AM Page 4 of 30
Vendor Number Vendor Name Payment Date Discount Amount Payment Type Payment Amount Number
01.71.62307 VIDEOS 58.79 02.11.2025 - VIDEOS
H71642240 Invoice 02/04/2025 02.04.2025 - VIDEOS 94.98 0.00
01.71.62307 VIDEOS 94.98 02.04.2025 - VIDEOS
H71730290 Invoice 02/13/2025 02.13.2025 - VIDEOS 34.22 0.00
01.71.62307 VIDEOS 34.22 02.13.2025 - VIDEOS
**Void** 03/06/2025 99303 Regular 0.00 0.00
**Void** 03/06/2025 99304 Regular 0.00 0.00
**Void** 03/06/2025 99305 Regular 0.00 0.00
03871 Balance Hydrologics, Inc. 03/06/2025 99306 Regular 0.00 1,432.50 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 224155-0125 Invoice 02/12/2025 02.12.2025 - BB2 CREEK PEER REVIEW - J 1,432.50 0.00
01.41.61150 OUTSIDE SERVICES-OTHE 1,432.50 02.12.2025 - BB2 CREEK PEER R 00007 Bay Cities Joint Power Insurance Authority 03/06/2025 99307 Regular 0.00 33,208.88 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount BCJPIA-0177-202 Invoice 02/14/2025 02.14.2025 - LIABILITY/WRKRS CMP - DEC 3,929.50 0.00
40.21.61906 LIABILITY INSURANCE CLA 3,495.00 02.14.2025 - LIABILITY/WRKRS C
40.21.61907 WORKERS COMPENSATIO 02.14.2025 - LIABILITY/WRKRS C 434.50 BCJPIA-0199-202 Invoice 02/28/2025 02.28.2025 - WORKER'S COMP CLAIMS - J 365.38 0.00
40.21.60201 WORKERS COMPENSATIO 365.38 02.28.2025 - WORKER'S COMP BCJPIA-0215-202 Invoice 02/28/2025 02.28.2025 - 2023-2024 BUDGET TRUE U 28,914.00 0.00
40.21.60201 WORKERS COMPENSATIO 8,702.00 02.28.2025 - 2023-2024 BUDGE
40.21.61153 LIABILITY INSURANCE PRE 02.28.2025 - 2023-2024 BUDGE 11,958.00
40.21.61188 Cyber Liability Program Pr 02.28.2025 - 2023-2024 BUDGE 8,254.00 03886 BELDEN Consulting Engineers 03/06/2025 99308 Regular 0.00 750.00 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 39397 Invoice 02/27/2025 02.27.2025 - PINE ST LOT EV CHARGING 750.00 0.00
14.41.63100 CAPITAL OUTLAY - CONST 750.00 02.27.2025 - PINE ST LOT EV CH 02313 Bluebeam Inc. 03/06/2025 99309 Regular 0.00 3,630.00 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 2237549 Invoice 02/19/2025 02.19.2025 - ANNUAL CORE SUBSCRIPTIO 3,630.00 0.00
42.21.61150 OUTSIDE SERVICES-OTHE 3,630.00 02.19.2025 - ANNUAL CORE SUB 00032 Brady Industries, NorCal 03/06/2025 99310 Regular 0.00 253.41 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 9761330 Invoice 02/13/2025 02.13.2025 - CORPYARD - MEMORIAL JAN 253.41 0.00
01.81.62200 DEPARTMENTAL SUPPLIE 253.41 02.13.2025 - CORPYARD - MEM 03892 Bright Planet Solar 03/06/2025 99311 Regular 0.00 156.59 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount WEB5616 Invoice 02/18/2025 01.28.2025 - EXP PERMIT APP - 13 WEST 156.59 0.00
01.00.20310 BUILDING: STATE GREEN 0.80 01.28.2025 - EXP PERMIT APP -
01.00.42001 BUSINESS LICENSE TAX 01.28.2025 - EXP PERMIT APP - 3.79
01.00.42204 CONSTR: ELECTRICAL PER 01.28.2025 - EXP PERMIT APP - 152.00 03897 Brooke Pleasanton 03/06/2025 99312 Regular 0.00 -1,060.00 03897 Brooke Pleasanton 03/06/2025 Regular 0.00 1,060.00 99312 ITEM 1.5 - ATTACHMENT 1
ITEM 1.5 - ATTACHMENT 1
63 Check Report Date Range: 03/01/2025 - 03/31/2025
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Vendor Number Vendor Name Payment Date Discount Amount Payment Type Payment Amount Number Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount WEB8519 Invoice 02/03/2025 02.03.2025 - REFUND - PRJCT WTHDRL 3 1,060.00 0.00
01.00.48057 PLANNING FEES 1,060.00 02.03.2025 - REFUND - PRJCT W 01345 BSN Sports Inc 03/06/2025 99313 Regular 0.00 349.52 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 928749617 Invoice 02/20/2025 02.20.2025 - SOFTBALLS/BASEBALLS 349.52 0.00
21.61.61160 BASEBALL EXPENSES 107.56 02.20.2025 - SOFTBALLS/BASEB
21.61.62965 SOFTBALL SUPPLIES 02.20.2025 - SOFTBALLS/BASEB 241.96 03898 California Dirt, Inc. 03/06/2025 99314 Regular 0.00 3,366.86 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount R15829 Invoice 02/18/2025 02.18.2025 - REFUND - PRMT WTHDRL 1 3,366.86 0.00
01.00.20354 DUE TO ROSS VALLEY FIR 1,063.22 02.18.2025 - REFUND - PRMT W
01.00.42201 CONSTR: PLAN CHECK 02.18.2025 - REFUND - PRMT W 2,303.64 00193 CalMat Company 03/06/2025 99315 Regular 0.00 314.22 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 2502-218843 Invoice 02/12/2025 02.12.2025 - FORKLIFT - PROPANE 61.05 0.00
01.42.62200 DEPARTMENTAL SUPPLIE 61.05 02.12.2025 - FORKLIFT - PROPA 2502-227164 Invoice 02/28/2025 02.28.2025 - FH20 - CLASS 2 AB 253.17 0.00
45.41.63100 CAPITAL OUTLAY - CONST 253.17 02.28.2025 - FH20 - CLASS 2 AB 00308 CivicPlus 03/06/2025 99316 Regular 0.00 937.75
Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 324866 Invoice 01/01/2025 01.01.2025 - ONLINE CODE HOSTING 900.00 0.00
01.12.61150 OUTSIDE SERVICES-OTHE 900.00 01.01.2025 - ONLINE CODE HOS 329041 Invoice 02/11/2025 02.11.2025 - GOV SSL MANAGEMENT 37.75 0.00
01.12.61150 OUTSIDE SERVICES-OTHE 37.75 02.11.2025 - GOV SSL MANAGE 03774 ClientFirst Consulting Group., LLC 03/06/2025 99317 Regular 0.00 3,903.75 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 17848 Invoice 01/31/2025 01.31.2025 - LAND MGMT SYSTEM ADMI 1,466.25 0.00
01.00.48064 BUILDING TECHNICAL FEE 1,466.25 01.31.2025 - LAND MGMT SYST 17849 Invoice 01/31/2025 01.31.2025 - SOLAR PERMITS PM - JAN 20 2,437.50 0.00
01.00.48064 BUILDING TECHNICAL FEE 2,437.50 01.31.2025 - SOLAR PERMITS P 02315 Coastland Civil Engineering Inc. 03/06/2025 99318 Regular 0.00 7,650.00 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 61242 Invoice 01/31/2025 01.31.2025 - BLDG DEPT SERVICES - JAN 2 7,650.00 0.00
01.41.61157 PLAN CHECKING 7,650.00 01.31.2025 - BLDG DEPT SERVIC 02524 Code Source 03/06/2025 99319 Regular 0.00 630.00
Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 11835 Invoice 01/23/2025 01.23.2025 - PLAN REVISIONS - 26A MARI 630.00 0.00
01.41.61157 PLAN CHECKING 630.00 01.23.2025 - PLAN REVISIONS - 00072 Comcast 03/06/2025 99320 Regular 0.00 183.69
ITEM 1.5 - ATTACHMENT 1
ITEM 1.5 - ATTACHMENT 1
64 Check Report Date Range: 03/01/2025 - 03/31/2025
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Vendor Number Vendor Name Payment Date Discount Amount Payment Type Payment Amount Number Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 049-02222025 Invoice 02/22/2025 049 - TH INTERNET - 02.27.25-03.26.25 183.69 0.00
41.41.61701 UTILITIES 183.69 049 - TH INTERNET - 02.27.25-0 03853 Dana V. Beck 03/06/2025 99321 Regular 0.00 15,900.00 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount GROUP BILLING 3 Invoice 02/14/2025 02.14.2025 - FH20 PRJCT MGMT - GROUP 12,000.00 0.00
45.41.63100 CAPITAL OUTLAY - CONST 12,000.00 02.14.2025 - FH20 PRJCT MGMT GROUP BILLING 4 Invoice 02/21/2025 02.21.2025 - FH20 ONSITE PROJECT MGM 3,900.00 0.00
45.41.63100 CAPITAL OUTLAY - CONST 3,900.00 02.21.2025 - FH20 ONSITE PROJ 00533 Davis Sign Company 03/06/2025 99322 Regular 0.00 2,466.74 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 39357 Invoice 02/19/2025 02.19.2025 - BASEBALL/SOFTBALL FIELD S 467.46 0.00
21.61.62965 SOFTBALL SUPPLIES 467.46 02.19.2025 - BASEBALL/SOFTBA 39373 Invoice 02/18/2025 02.18.2025 - PARKING HANG TAGS 983.25 0.00
01.12.61150 OUTSIDE SERVICES-OTHE 983.25 02.18.2025 - PARKING HANG TA 39378 Invoice 02/19/2025 02.19.2025 - HISTORICAL MUSEUM POLE 1,016.03 0.00
01.12.61150 OUTSIDE SERVICES-OTHE 1,016.03 02.19.2025 - HISTORICAL MUSE 01320 DC Electric Group Inc 03/06/2025 99323 Regular 0.00 7,983.53 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 475988 Invoice 01/31/2025 01.31.2025 - J8240 SFD MADRONE APS B 4,965.00 0.00
16.41.62200 DEPARTMENTAL SUPPLIE 4,965.00 01.31.2025 - J8240 SFD MADRO 476031 Invoice 01/31/2025 01.31.2025 - M5007 SL ROUTINE 682.31 0.00
01.42.61708 UTILITIES-STREET LIGHTS 682.31 01.31.2025 - M5007 SL ROUTIN 476088 Invoice 01/31/2025 01.31.2025 - M1007 - TS ROUTINE 2,336.22 0.00
01.42.61130 OUTSIDE SVCS-SIGNALS 2,336.22 01.31.2025 - M1007 - TS ROUTI 02359 Deborah Yacobellis 03/06/2025 99324 Regular 0.00 225.00 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount TSA2501 Invoice 01/31/2025 CS UPDATE, CSLB SETUP 01/13 225.00 0.00
01.00.48064 BUILDING TECHNICAL FEE 225.00 CS UPDATE, CSLB SETUP 01/13 00035 Demco Inc 03/06/2025 99325 Regular 0.00 99.53
Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 7600029 Invoice 02/05/2025 02.05.2025 - CD BOXES/LEAFLET HOLDER 99.53 0.00
27.71.62200 DEPARTMENTAL SUPPLIE 99.53 02.05.2025 - CD BOXES/LEAFLET 02732 Diesel Direct West 03/06/2025 99326 Regular 0.00 438.95 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 86383525 Invoice 02/20/2025 02.20.2025 - GASOLINE UNL - 76.4 GAL 438.95 0.00
01.81.62988 VEHICLE-FUEL/OIL/TIRES 438.95 02.20.2025 - GASOLINE UNL - 7 00712 Donna Simonsen 03/06/2025 99327 Regular 0.00 146.25 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 02252025-2 Invoice 02/25/2025 02.25.2025 - HIKING LEISURE WALKS - FEB 146.25 0.00
21.62.61171 ADULT CULTURE SERVICE 146.25 02.25.2025 - HIKING LEISURE W 00087 Elite Tree Service 03/06/2025 99328 Regular 0.00 27,712.00 ITEM 1.5 - ATTACHMENT 1
ITEM 1.5 - ATTACHMENT 1
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Vendor Number Vendor Name Payment Date Discount Amount Payment Type Payment Amount Number Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 2024-11-2 Invoice 11/08/2024 11.08.2024 - FH20 - GREEN WASTE RMVL/ 2,680.00 0.00
01.32.61506 BLDG. MAINT-OTHER 2,680.00 11.08.2024 - FH20 - GREEN WAS 2025-2-4 Invoice 02/21/2025 02.21.2025 - SHAW DRIVE - FALL TREE RE 22,087.00 0.00
01.81.61105 OUTSIDE SERVICES-TREES 11,047.00 02.21.2025 - SHAW DRIVE - FALL
45.81.61150 OUTSIDE SERVICES-OTHE 02.21.2025 - SHAW DRIVE - FALL 11,040.00 2025-2-5 Invoice 02/21/2025 02.21.2025 - SHAW DRIVE POISON OAK R 2,945.00 0.00
01.81.61105 OUTSIDE SERVICES-TREES 2,945.00 02.21.2025 - SHAW DRIVE POIS 02622 Epstein Holtzapple Christo LLP 03/06/2025 99329 Regular 0.00 18,700.00 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 7964 Invoice 02/18/2025 02.18.2025 - GENERAL - JAN 2025 10,890.00 0.00
01.16.61138 GENERAL COUNSEL LEGA 10,890.00 02.18.2025 - GENERAL - JAN 20 7965 Invoice 02/18/2025 02.18.2025 - PLANNING - JAN 2025 7,755.00 0.00
01.16.61138 GENERAL COUNSEL LEGA 7,755.00 02.18.2025 - PLANNING - JAN 2 7966 Invoice 02/18/2025 02.18.2025 - LITIGATION - JAN 2025 55.00 0.00
01.16.61138 GENERAL COUNSEL LEGA 55.00 02.18.2025 - LITIGATION - JAN 2 02622 Epstein Holtzapple Christo LLP 03/31/2025 99329 Regular 0.00 -18,700.00 00017 Fairfax Building Supply Co. Inc. 03/06/2025 99330 Regular 0.00 258.99 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 293643 Invoice 02/18/2025 02.18.205 - DRILL BITS/CORNER BRACES 23.50 0.00
01.81.62200 DEPARTMENTAL SUPPLIE 23.50 02.18.205 - DRILL BITS/CORNER 293667 Invoice 02/18/2025 02.18.2025 - HEX BITS/STRETCH FILM 165.75 0.00
01.81.62200 DEPARTMENTAL SUPPLIE 165.75 02.18.2025 - HEX BITS/STRETCH 293754 Invoice 02/20/2025 02.20.2025 - PEAT MOSS 69.74 0.00
01.81.62200 DEPARTMENTAL SUPPLIE 69.74 02.20.2025 - PEAT MOSS 03529 Frank E. Connell 03/06/2025 99331 Regular 0.00 1,800.00 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 10669 Invoice 02/19/2025 02.19.2025 - ARCHWAY - 99 TAMALAPIS A 1,800.00 0.00
01.81.61506 BLDG. MAINT-OTHER 1,800.00 02.19.2025 - ARCHWAY - 99 TA 03895 Frederick Brush 03/06/2025 99332 Regular 0.00 5,818.60 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 2025-1 Invoice 02/22/2025 02.22.2025 - STRATEGIC PLANNING MTG 5,818.60 0.00
01.12.61150 OUTSIDE SERVICES-OTHE 5,818.60 02.22.2025 - STRATEGIC PLANNI 03873 Gallagher Benefit Services, Inc. 03/06/2025 99333 Regular 0.00 10,200.00 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 2025040307 Invoice 02/24/2025 02.24.2025 - 2024 COMPENSATION STUD 10,200.00 0.00
01.12.61150 OUTSIDE SERVICES-OTHE 10,200.00 02.24.2025 - 2024 COMPENSATI 03371 Golden State Lumber 03/06/2025 99334 Regular 0.00 84.22 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 7450132 Invoice 02/10/2025 02.10.2025 - FH20 - HARDWARE 77.74 0.00
14.41.63100 CAPITAL OUTLAY - CONST -124.20 CREDIT MEMO #389949
45.41.63100 CAPITAL OUTLAY - CONST 02.10.2025 - FH20 - HARDWARE 201.94 7455667 Invoice 02/12/2025 02.12.2025 - FH20 - LUMBER 1.96 0.00
15.90.63100 CONSTRUCTION -203.11 CREDIT MEMO #394933
45.41.63100 CAPITAL OUTLAY - CONST 02.12.2025 - FH20 - LUMBER 205.07 ITEM 1.5 - ATTACHMENT 1
ITEM 1.5 - ATTACHMENT 1
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Vendor Number Vendor Name Payment Date Discount Amount Payment Type Payment Amount Number 7459626 Invoice 02/14/2025 02.14.2025 - FH20 - PAINT SUPPLIES 4.52 0.00
45.41.63100 CAPITAL OUTLAY - CONST 22.61 02.14.2025 - FH20 - PAINT SUPP
45.41.63100 CAPITAL OUTLAY - CONST CREDIT MEMO #407656 -18.09 00021 Good & Clean Company Inc 03/06/2025 99335 Regular 0.00 11,305.00 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 73860 Invoice 02/03/2025 02.03.2025 - GENERAL CLEANING - JAN 20 11,305.00 0.00
31.41.61501 BLDG. MAINT-JANITORIAL 2,825.00 02.03.2025 - GENERAL CLEANIN
34.41.61501 BLDG. MAINT-JANITORIAL 02.03.2025 - GENERAL CLEANIN 1,775.00
41.41.61501 BLDG. MAINT-JANITORIAL 02.03.2025 - GENERAL CLEANIN 6,705.00 00104 Grier Argall Plumbing Inc 03/06/2025 99336 Regular 0.00 477.51 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 18609 Invoice 02/12/2025 02.12.2025 - MEMORIAL PK DRINKING FO 477.51 0.00
01.81.61150 OUTSIDE SERVICES-OTHE 477.51 02.12.2025 - MEMORIAL PK DRI 00020 Hannibal's Inc Electrical Construction 03/06/2025 99337 Regular 0.00 35,562.64 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 25309 Invoice 02/10/2025 02.10.2025 - FH20 - TEMP FACILITY UTILIT 13,319.08 0.00
45.41.63100 CAPITAL OUTLAY - CONST 13,319.08 02.10.2025 - FH20 - TEMP FACIL 25311 Invoice 02/19/2025 02.19.2025 - FH20 -TEMP FACILITY ATS CO 12,001.48 0.00
45.41.63100 CAPITAL OUTLAY - CONST 12,001.48 02.19.2025 - FH20 -TEMP FACILI 25312 Invoice 02/26/2025 02.26.2025 - FH20 - TEMP FACILITY POWE 6,392.08 0.00
45.41.63100 CAPITAL OUTLAY - CONST 6,392.08 02.26.2025 - FH20 - TEMP FACIL 25315 Invoice 03/03/2025 03.03.2025 - FH20 - TEMP FACILITY COMP 3,850.00 0.00
45.41.63100 CAPITAL OUTLAY - CONST 3,850.00 03.03.2025 - FH20 - TEMP FACIL 02586 HdL Software LLC 03/06/2025 99338 Regular 0.00 1,556.07 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount SIN047559 Invoice 01/31/2025 01.31.2025 - NEW ACCTS PRCSSD/COLLEC 1,556.07 0.00
01.12.61150 OUTSIDE SERVICES-OTHE 1,556.07 01.31.2025 - NEW ACCTS PRCSS 02236 HooplaDigital 03/06/2025 99339 Regular 0.00 830.03 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 506823387 Invoice 02/28/2025 02.28.2025 - DIGITAL ACCOUNT - FEB 202 830.03 0.00
27.71.62309 E BOOKS 830.03 02.28.2025 - DIGITAL ACCOUNT 02171 Instrument Technology Corporation 03/06/2025 99340 Regular 0.00 12,740.74 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 24911 Invoice 02/26/2025 02.26.2025 - VIVAX METROTECH VCAM6 I 12,740.74 0.00
01.42.63000 EQUIPMENT 12,740.74 02.26.2025 - VIVAX METROTECH 03837 Ivy Tzur 03/06/2025 99341 Regular 0.00 16,260.00
Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 6 Invoice 03/03/2025 03.03.2025 - PROJECT MGMT - 02.03.202 16,260.00 0.00
01.41.61150 OUTSIDE SERVICES-OTHE 3,252.00 03.03.2025 - PROJECT MGMT -
14.41.63127 SAFE ROUTES 03.03.2025 - PROJECT MGMT - 813.00
41.41.63117 CONSTRUCTION - BUILDI 03.03.2025 - PROJECT MGMT - 1,626.00
45.41.63100 CAPITAL OUTLAY - CONST 03.03.2025 - PROJECT MGMT - 10,569.00 03782 Jessica Fairchild 03/06/2025 99342 Regular 0.00 39,518.90 ITEM 1.5 - ATTACHMENT 1
ITEM 1.5 - ATTACHMENT 1
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Vendor Number Vendor Name Payment Date Discount Amount Payment Type Payment Amount Number Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 2341 Invoice 01/08/2025 01.08.2025 - FH20 - PRJCT MGMT - JAN 2 13,275.00 0.00
45.41.63100 CAPITAL OUTLAY - CONST 13,275.00 01.08.2025 - FH20 - PRJCT MG 2348 Invoice 01/08/2025 01.08.2025 - FH20 CD - JAN 2025 11,343.90 0.00
45.41.63100 CAPITAL OUTLAY - CONST 11,343.90 01.08.2025 - FH20 CD - JAN 202 2349 Invoice 01/08/2025 01.08.2025 - FH20 - DD COST ESTIMATE - J 8,775.00 0.00
45.41.63100 CAPITAL OUTLAY - CONST 8,775.00 01.08.2025 - FH20 - DD COST ES 2350 Invoice 01/08/2025 01.08.2025 - FH20 - BIDDING SPECS - JAN 6,125.00 0.00
45.41.63100 CAPITAL OUTLAY - CONST 6,125.00 01.08.2025 - FH20 - BIDDING SP 00113 Juan Olsen Sanchez 03/06/2025 99343 Regular 0.00 10,800.00 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount WINTER 2025-4 Invoice 03/04/2025 03.04.2025 - GYMNASTICS WINTER 2025 - 10,800.00 0.00
21.61.61167 TUMBLING SERVICES 10,800.00 03.04.2025 - GYMNASTICS WIN 03412 Juliana M.Kohl 03/06/2025 99344 Regular 0.00 1,890.00 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 02252025-5 Invoice 02/25/2025 02.25.2025 - PRIVATE MUSIC LESSONS - F 1,890.00 0.00
21.62.61175 KIDS CULTURE SERVICES 1,890.00 02.25.2025 - PRIVATE MUSIC LE 02558 Kanopy 03/06/2025 99345 Regular 0.00 746.00
Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 442624 Invoice 02/28/2025 02.28.2025 - VIDEOS - LIBRARY - FEB 2025 746.00 0.00
27.71.62307 VIDEOS 746.00 02.28.2025 - VIDEOS - LIBRARY - 03674 Kassidy Anne Stetler 03/06/2025 99346 Regular 0.00 300.00 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 205 Invoice 03/03/2025 03.03.2025 - SOFTBALL CLINICS - FEB 202 300.00 0.00
21.61.61165 SOFTBALL SERVICES 300.00 03.03.2025 - SOFTBALL CLINICS 03337 Kelley Warner 03/06/2025 99347 Regular 0.00 22.88 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount INV0014125 Invoice 02/25/2025 02.25.2025 - REIMB - ALTMAN RETIREME 22.88 0.00
01.12.62200 DEPARTMENTAL SUPPLIE 22.88 02.25.2025 - REIMB - ALTMAN R 02579 LTS of Marin 03/06/2025 99348 Regular 0.00 1,674.55 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 1742 Invoice 02/14/2025 02.14.2025 - REPAIRS - 98 DMPTRK/03 F2 1,674.55 0.00
01.81.61602 VEHICLE MAINTENANCE/ 837.00 02.14.2025 - REPAIRS - 98 DMPT
01.81.61602 VEHICLE MAINTENANCE/ 02.14.2025 - REPAIRS - 98 DMPT 837.55 03899 Lucas Hospitality Holdings LLC 03/06/2025 99349 Regular 0.00 2,922.75 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount TOSA0213 Invoice 02/13/2025 02.13.2025 - ALL DAY CATERING 2,922.75 0.00
01.21.62200 DEPARTMENTAL SUPPLIE 2,922.75 02.13.2025 - ALL DAY CATERING 03893 Maraby Tanguay 03/06/2025 99350 Regular 0.00 299.68 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount INV0014124 Invoice 02/25/2025 02.25.2025 - REIMB - CSMFO CFRNC PARK 299.68 0.00
01.12.61000 TRAINING 299.68 02.25.2025 - REIMB - CSMFO CF ITEM 1.5 - ATTACHMENT 1
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Vendor Number Vendor Name Payment Date Discount Amount Payment Type Payment Amount Number 00150 Marin Color Service Inc. 03/06/2025 99351 Regular 0.00 341.01 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount S0735059 Invoice 02/11/2025 02.11.2025 - FH20 - PAINT SUPPLIES 78.27 0.00
45.41.63100 CAPITAL OUTLAY - CONST 78.27 02.11.2025 - FH20 - PAINT SUPP S0735065 Invoice 02/11/2025 02.11.2025 - FH20 - PAINT SUPPLIES 36.37 0.00
45.41.63100 CAPITAL OUTLAY - CONST 36.37 02.11.2025 - FH20 - PAINT SUPP S0735067 Invoice 02/11/2025 02.11.2025 - FH20 - PAINT SUPPLIES 11.24 0.00
45.41.63100 CAPITAL OUTLAY - CONST 11.24 02.11.2025 - FH20 - PAINT SUPP S0735748 Invoice 02/14/2025 02.14.2025 - FH20 - PAINTING SUPPLIES 215.13 0.00
45.41.63100 CAPITAL OUTLAY - CONST 215.13 02.14.2025 - FH20 - PAINTING S 00029 Marin IT 03/06/2025 99352 Regular 0.00 9,439.20
Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 2025-126127 Invoice 02/13/2025 02.13.2025 - AGREEMENT IT MGMT SUPP 5,050.86 0.00
42.21.61150 OUTSIDE SERVICES-OTHE 5,026.67 02.13.2025 - AGREEMENT IT M
42.21.62200 DEPARTMENTAL SUPPLIE 02.13.2025 - AGREEMENT IT M 24.19 2025-126307 Invoice 02/18/2025 02.18.2025 - CABLE REPAIR 1,078.00 0.00
42.21.61150 OUTSIDE SERVICES-OTHE 1,078.00 02.18.2025 - CABLE REPAIR 2025-126490 Invoice 02/25/2025 02.25.2025 - IPAD FOR INSPECTORS 1,189.84 0.00
01.00.48064 BUILDING TECHNICAL FEE 1,189.84 02.25.2025 - IPAD FOR INSPECT 2025-126520 Invoice 02/26/2025 02.26.2025 - SMARTNET RENEWAL 2,120.50 0.00
42.21.62200 DEPARTMENTAL SUPPLIE 2,120.50 02.26.2025 - SMARTNET RENEW 00132 Marin Sanitary Service 03/06/2025 99353 Regular 0.00 170.00 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 163638 Invoice 02/03/2025 02.03.2025 - SHRED CART WO#162747 170.00 0.00
21.65.62000 OFFICE SUPPLIES 170.00 02.03.2025 - SHRED CART WO# 01851 Marin Transit 03/06/2025 99354 Regular 0.00 36,920.00 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 2025049 Invoice 02/18/2025 02.18.2025 - FY24-25 RVSD YELLOW BUS F 36,920.00 0.00
01.21.61119 OUTSIDE SVCS-COMM. D 36,920.00 02.18.2025 - FY24-25 RVSD YELL 01036 Matrix HG Inc 03/06/2025 99355 Regular 0.00 922.00 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 184283 Invoice 02/14/2025 02.14.2025 - PRESCHOOL AIR HANDLE T& 922.00 0.00
31.41.61501 BLDG. MAINT-JANITORIAL 922.00 02.14.2025 - PRESCHOOL AIR H 03228 MGE Engineering Inc 03/06/2025 99356 Regular 0.00 29,125.25 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 663.12 Invoice 01/28/2025 01.28.2025 - MADRONE/NOKOMIS BRIDG 12,092.00 0.00
15.41.63100 CONSTRUCTION 6,046.00 01.28.2025 - MADRONE/NOKO
15.41.63100 CONSTRUCTION 01.28.2025 - MADRONE/NOKO 6,046.00 740.02 Invoice 01/28/2025 01.28.2025 - BPMP - SFDB/BARBER AVE 12,150.76 0.00
15.41.63100 CONSTRUCTION 12,150.76 01.28.2025 - BPMP - SFDB/BAR 741.02 Invoice 01/28/2025 01.28.2025 - BPMP - SFDB/BARBER AVE B 4,882.49 0.00
15.41.63100 CONSTRUCTION 4,882.49 01.28.2025 - BPMP - SFDB/BAR 02584 Michael Clagett 03/06/2025 99357 Regular 0.00 5,479.92 ITEM 1.5 - ATTACHMENT 1
ITEM 1.5 - ATTACHMENT 1
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Vendor Number Vendor Name Payment Date Discount Amount Payment Type Payment Amount Number Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 02162025 Invoice 02/25/2025 02.25.2025 - SUPPLY REIMB - MID WINTE 163.79 0.00
21.63.62990 SPECIALTY CAMP SUPPLIE 163.79 02.25.2025 - SUPPLY REIMB - MI 02252025-4 Invoice 02/25/2025 02.25.2025 - MID-WINTER BREAK CAMP 5,316.13 0.00
21.63.61186 SPECIALTY CAMPS SERVIC 5,316.13 02.25.2025 - MID-WINTER BREA 03823 Miller Management & Consulting Group 03/06/2025 99358 Regular 0.00 7,304.56 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 2025-0201-01 Invoice 02/01/2025 02.01.2025 - MSLA ACADEMY SESSION #4 3,669.15 0.00
97.00.62001 ADMINISTRATIVE EXP - M 250.00 02.01.2025 - MSLA ACADEMY S
97.00.62006 INSTRUCTION - MSLA 02.01.2025 - MSLA ACADEMY S 3,419.15 2025-0220-03 Invoice 02/20/2025 02.20.2025 - MSLA ACADEMY SESSION #5 3,635.41 0.00
97.00.62001 ADMINISTRATIVE EXP - M 250.00 02.20.2025 - MSLA ACADEMY S
97.00.62006 INSTRUCTION - MSLA 02.20.2025 - MSLA ACADEMY S 3,385.41 01388 NCSI 03/06/2025 99359 Regular 0.00 18.50
Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 55169 Invoice 03/01/2025 03.01.2025 - BACKGROUND CHECKS - REC 18.50 0.00
21.65.61137 FINGERPRINTING 18.50 03.01.2025 - BACKGROUND CHE 03809 Noll & Tam Architects 03/06/2025 99360 Regular 0.00 2,050.00 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 0061302 Invoice 02/21/2025 02.21.2025 - SA LIB MECH SYSTEM - JAN 2 2,050.00 0.00
41.41.63117 CONSTRUCTION - BUILDI 2,050.00 02.21.2025 - SA LIB MECH SYSTE 03524 Northwest Cascade, Inc. 03/06/2025 99361 Regular 0.00 1,685.24 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 0554697588 Invoice 02/11/2025 02.11.2025 - UNIT RENTAL - 02.11.25-03.1 1,685.24 0.00
01.81.61150 OUTSIDE SERVICES-OTHE 1,685.24 02.11.2025 - UNIT RENTAL - 02. 03211 ODP Business Solutions LLC 03/06/2025 99362 Regular 0.00 849.52 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 409926869001 Invoice 01/30/2025 01.30.2025 - LIBRARY - OFFICE SUPPLIES 291.42 0.00
01.71.62000 OFFICE SUPPLIES 291.42 01.30.2025 - LIBRARY - OFFICE S 409929375001 Invoice 01/30/2025 01.30.2025 - LIBRARY - BOOK TAPE 107.50 0.00
01.71.62200 DEPARTMENTAL SUPPLIE 107.50 01.30.2025 - LIBRARY - BOOK TA 409929377001 Invoice 02/10/2025 02.10.2025 - LIBRARY - CRAFT PAPER BAG 104.43 0.00
27.71.62200 DEPARTMENTAL SUPPLIE 104.43 02.10.2025 - LIBRARY - CRAFT P 410139132001 Invoice 02/17/2025 02.17.2025 - LIBRARY - PORTABLE DEVICE 43.26 0.00
01.71.62200 DEPARTMENTAL SUPPLIE 43.26 02.17.2025 - LIBRARY - PORTABL 410144944001 Invoice 02/17/2025 02.17.2025 - LIBRARY - WIRED EARBUDS 97.12 0.00
01.71.62200 DEPARTMENTAL SUPPLIE 97.12 02.17.2025 - LIBRARY - WIRED E 411941908001 Invoice 02/12/2025 02.12.2025 - LIBRARY - PAPER/TONER 205.79 0.00
01.71.62000 OFFICE SUPPLIES 205.79 02.12.2025 - LIBRARY - PAPER/T 03900 Our Family Coalition 03/06/2025 99363 Regular 0.00 -1,250.00 03900 Our Family Coalition 03/06/2025 Regular 0.00 1,250.00 99363 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount INV-0784 Invoice 02/25/2025 02.25.2025 - INCLUSIVE SCHOOLS/PROGR 1,250.00 0.00
21.65.61000 TRAINING 1,250.00 02.25.2025 - INCLUSIVE SCHOO ITEM 1.5 - ATTACHMENT 1
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Vendor Number Vendor Name Payment Date Discount Amount Payment Type Payment Amount Number 03884 Pacific Mobile Structures, Inc. 03/06/2025 99364 Regular 0.00 6,209.77 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount INV-00434619 Invoice 03/01/2025 03.01.2025 - FH20 - RENTAL CONTAINER - 92.86 0.00
45.41.63100 CAPITAL OUTLAY - CONST 92.86 03.01.2025 - FH20 - RENTAL CO INV-00434620 Invoice 03/01/2025 03.01.2025 - RENTAL OFFICE - MAR 2025 6,116.91 0.00
45.41.63100 CAPITAL OUTLAY - CONST 6,116.91 03.01.2025 - RENTAL OFFICE WI 03523 Parametrix, Inc 03/06/2025 99365 Regular 0.00 7,665.97 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 64117 Invoice 02/07/2025 02.07.2025 - PROJCT MGMT/SAUNDERS A 1,048.75 0.00
01.41.61150 OUTSIDE SERVICES-OTHE 1,048.75 02.07.2025 - PROJCT MGMT/SA 64152 Invoice 02/10/2025 02.10.2025 - PRJCT MGMT/CONCEPT DEV 6,617.22 0.00
16.41.61150 OUTSIDE SERVICES-OTHE 6,617.22 02.10.2025 - PRJCT MGMT/CON 02554 Parkmobile LLC 03/06/2025 99366 Regular 0.00 350.80 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount INV41874 Invoice 01/31/2025 01.31.2025 - END USER FEES - JAN 2025 350.80 0.00
13.42.61114 OUTSIDE SRV: PARKING 350.80 01.31.2025 - END USER FEES - J 03397 Patrick O' Neill 03/06/2025 99367 Regular 0.00 17,418.00 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 166 Invoice 02/20/2025 02.20.2025 - Resilience Hub - CONSTRUCT 17,418.00 0.00
15.90.63100 CONSTRUCTION 17,418.00 02.20.2025 - FH20 - CONSTRUC 00893 Perfect Timing Personnel Services, Inc. 03/06/2025 99368 Regular 0.00 2,904.56 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 54313 Invoice 02/18/2025 02.18.2025 - ADMIN SUPPORT - MARMO 1,452.28 0.00
01.82.60010 TEMPORARY HELP 1,161.82 02.18.2025 - ADMIN SUPPORT -
21.65.60010 TEMPORARY HELP 02.18.2025 - ADMIN SUPPORT - 290.46 54377 Invoice 03/03/2025 03.03.2025 - ADMIN SUPPORT - MARMO 1,452.28 0.00
01.82.60010 TEMPORARY HELP 1,161.82 03.03.2025 - ADMIN SUPPORT -
21.65.60010 TEMPORARY HELP 03.03.2025 - ADMIN SUPPORT - 290.46 02839 Quadient Finance USA, Inc 03/06/2025 99369 Regular 0.00 98.00 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 274-02182025 Invoice 02/18/2025 02.18.2025 - TOWN HALL POSTAGE 98.00 0.00
01.12.62003 POSTAGE 19.60 02.18.2025 - TOWN HALL POSTA
01.18.62003 POSTAGE 02.18.2025 - TOWN HALL POSTA 19.60
01.41.62003 POSTAGE 02.18.2025 - TOWN HALL POSTA 19.60
01.71.62003 POSTAGE 02.18.2025 - TOWN HALL POSTA 19.60
01.82.62003 POSTAGE 02.18.2025 - TOWN HALL POSTA 19.60
02903 ROBYN CLIFFORD 03/06/2025 99370 Regular 0.00 49.00 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount INV0014123 Invoice 02/26/2025 02.26.2025 - REIMB - CSMFO CONFERENC 49.00 0.00
01.12.61000 TRAINING 49.00 02.26.2025 - REIMB - CSMFO CO 00181 Ross Valley Fire Department 03/06/2025 99371 Regular 0.00 4,517.98 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 250304 Invoice 03/04/2025 03.04.2025 - LOCAL FUNDS PROJECT - 36 1,000.00 0.00
35.41.61150 OUTSIDE SERVICES-OTHE 1,000.00 03.04.2025 - LOCAL FUNDS PRO ITEM 1.5 - ATTACHMENT 1
ITEM 1.5 - ATTACHMENT 1
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Vendor Number Vendor Name Payment Date Discount Amount Payment Type Payment Amount Number INV0014077 Invoice 02/25/2025 02.25.2025 - RVFD FEES COLLECTED - JAN 3,517.98 0.00
01.00.20354 DUE TO ROSS VALLEY FIR 3,517.98 02.25.2025 - RVFD FEES COLLEC 01219 Ross Valley School District 03/06/2025 99372 Regular 0.00 2,224.00 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount RVSD WINTER 02 Invoice 02/20/2025 02.20.2025 - RVSD FACILITY USE FEE - WI 2,224.00 0.00
21.63.61180 AFTER SCHOOL ENRICHM 2,224.00 02.20.2025 - RVSD FACILITY USE 03673 Saor Eire Stetler 03/06/2025 99373 Regular 0.00 262.50 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 206 Invoice 03/03/2025 03.03.2025 - SOFTBALL CLINICS - FEB 202 262.50 0.00
21.61.61165 SOFTBALL SERVICES 262.50 03.03.2025 - SOFTBALL CLINICS 01368 Sewer Connection Inc 03/06/2025 99374 Regular 0.00 9,702.00 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount M9965 Invoice 12/16/2024 12.16.2024 - ADDTL PAVING 24 LINCOLN 9,702.00 0.00
19.41.63109 UNPROGRAMMED RESUR 9,702.00 12.16.2024 - ADDTL PAVING 24 03894 Steve Richard 03/06/2025 99375 Regular 0.00 184.40 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount INV0014078 Invoice 01/17/2025 01.17.2025 - REIMB - WATERPROOF WOR 184.40 0.00
01.41.62200 DEPARTMENTAL SUPPLIE 184.40 01.17.2025 - REIMB - WATERPR 03685 Taylor Eby 03/06/2025 99376 Regular 0.00 300.00
Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 206 Invoice 03/03/2025 03.03.2025 - SOFTBALL CLINICS - FEB 202 300.00 0.00
21.61.61165 SOFTBALL SERVICES 300.00 03.03.2025 - SOFTBALL CLINICS 02087 Telecom Law Firm PC 03/06/2025 99377 Regular 0.00 2,568.00 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 19118 Invoice 02/14/2025 02.14.2025 - PROJECT REVIEW - 6-32 RED 2,568.00 0.00
01.00.20371 PLANNING COSTS TO BE 2,568.00 02.14.2025 - PROJECT REVIEW - 03590 The Marin Dojo, Inc. 03/06/2025 99378 Regular 0.00 187.50 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 02252025-1 Invoice 02/25/2025 02.25.2025 - TAI CHI - FEB 2025 187.50 0.00
21.62.61171 ADULT CULTURE SERVICE 187.50 02.25.2025 - TAI CHI - FEB 2025 03857 Tiale Guerrero 03/06/2025 99379 Regular 0.00 850.00 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 201 Invoice 02/19/2025 02.19.2025 - SOFTBALL CLINICS - FEB 202 350.00 0.00
21.61.61165 SOFTBALL SERVICES 350.00 02.19.2025 - SOFTBALL CLINICS 203 Invoice 03/03/2025 03.03.2025 - SOFTBALL CLINICS - FEB 202 300.00 0.00
21.61.61165 SOFTBALL SERVICES 300.00 03.03.2025 - SOFTBALL CLINICS 204 Invoice 03/03/2025 03.03.2025 - SOFTBALL CLINICS - FEB 202 200.00 0.00
21.61.61165 SOFTBALL SERVICES 200.00 03.03.2025 - SOFTBALL CLINICS 03207 Toni DeFrancis 03/06/2025 99380 Regular 0.00 200.00 ITEM 1.5 - ATTACHMENT 1
ITEM 1.5 - ATTACHMENT 1
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Vendor Number Vendor Name Payment Date Discount Amount Payment Type Payment Amount Number Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 2025-TC128 Invoice 02/20/2025 02.20.2025 - TRANSCRIPTION - TC 01/28 200.00 0.00
01.12.61150 OUTSIDE SERVICES-OTHE 200.00 02.20.2025 - TRANSCRIPTION - 00215 Transbay Lock 03/06/2025 99381 Regular 0.00 264.20 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 92838 Invoice 02/11/2025 02.11.2025 - COMBO CHANGE/REKEY 264.20 0.00
41.41.61150 OUTSIDE SERVICES-OTHE 264.20 02.11.2025 - COMBO CHANGE/ 00522 United Site Services of California Inc 03/06/2025 99382 Regular 0.00 1,118.76 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount INV-5029095 Invoice 12/30/2024 12.30.2024 - FH20 - RESTROOM - JAN 202 481.23 0.00
45.41.63100 CAPITAL OUTLAY - CONST 481.23 12.30.2024 - FH20 - RESTROOM INV-5087825 Invoice 01/27/2025 01.27.2025 - FH20 - TEMP RESTROOM 330.57 0.00
45.41.63100 CAPITAL OUTLAY - CONST 330.57 01.27.2025 - FH20 - TEMP REST INV-5146851 Invoice 02/24/2025 02.24.2025 - FH20 - RESTROOM RENTAL 306.96 0.00
45.41.63100 CAPITAL OUTLAY - CONST 306.96 02.24.2025 - FH20 - RESTROOM 03821 Vivian Volz Architects, Inc. 03/06/2025 99383 Regular 0.00 375.00 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 2894 Invoice 01/31/2025 01.31.2025 - FH20 - DIV 1 SPECS W EDIT 375.00 0.00
45.41.63100 CAPITAL OUTLAY - CONST 375.00 01.31.2025 - FH20 - DIV 1 SPECS 03878 Wandzia Rose 03/06/2025 99384 Regular 0.00 3,700.13 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 2502 Invoice 02/24/2025 02.24.2025 - MSLA 2024-2025 - SESSION 3,700.13 0.00
97.00.62006 INSTRUCTION - MSLA 3,700.13 02.24.2025 - MSLA 2024-2025 - 02905 Wells Fargo Vendor Financial Services, LLC 03/06/2025 99385 Regular 0.00 925.01 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 5033208650 Invoice 02/08/2025 02.08.2025 - CANON COPIER LEASE - FEB 925.01 0.00
42.21.63003 COMPUTER HARDWARE/ 925.01 02.08.2025 - CANON COPIER LE 03454 Willdan Engineering 03/06/2025 99386 Regular 0.00 11,253.75 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 002-34213 Invoice 02/24/2025 02.24.2025 - BLDG/SAFETY PLAN CHECKS 10,023.75 0.00
01.41.61157 PLAN CHECKING 10,023.75 02.24.2025 - BLDG/SAFETY PLA 010-61331 Invoice 02/27/2025 02.27.2025 - COST ALLCTN PLAN/COMP C 1,230.00 0.00
01.12.61150 OUTSIDE SERVICES-OTHE 1,230.00 02.27.2025 - COST ALLCTN PLA 03897 Brooke Pleasanton 03/06/2025 99387 Regular 0.00 1,060.00 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount WEB8519 Invoice 02/03/2025 02.03.2025 - REFUND - PRJCT WTHDRL 3 1,060.00 0.00
01.00.48057 PLANNING FEES 1,060.00 02.03.2025 - REFUND - PRJCT W 03903 Argo Construction, Inc. 03/11/2025 99388 Regular 0.00 54,245.00 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount G702-FH20-1 Invoice 02/18/2025 02.18.2025 - FH20 CONSTRUCTION - PAY 54,245.00 0.00
45.41.63100 CAPITAL OUTLAY - CONST 54,245.00 02.18.2025 - FH20 CONSTRUCTI 03876 Aria Pongi 03/13/2025 99389 Regular 0.00 300.00
ITEM 1.5 - ATTACHMENT 1
ITEM 1.5 - ATTACHMENT 1
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Vendor Number Vendor Name Payment Date Discount Amount Payment Type Payment Amount Number Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 101-REISSUE Invoice 01/21/2025 01.21.2025 - REISSUE - SOFTBALL WINTER 300.00 0.00
21.61.61165 SOFTBALL SERVICES 300.00 01.21.2025 - REISSUE - SOFTBAL 00283 1on1 Premier Sports Academy 03/19/2025 99390 Regular 0.00 3,525.60 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount W25-HV FLAG FO Invoice 03/18/2025 03.18.2025 - WINTER 2025 - ASE FLAG FT 1,883.70 0.00
21.63.61180 AFTER SCHOOL ENRICHM 1,883.70 03.18.2025 - WINTER 2025 - AS W25-HV HOOPS Invoice 03/18/2025 03.18.2025 - WINTER 2025 - ASE HOOPS 1,641.90 0.00
21.63.61180 AFTER SCHOOL ENRICHM 1,641.90 03.18.2025 - WINTER 2025 - AS 02411 23 ELEPHANTS THEATRE COMPANY 03/19/2025 99391 Regular 0.00 7,378.00 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount WINTER 2025-3 Invoice 01/21/2025 01.21.2025 - WINTER 2025 - PAYMENT 3 7,378.00 0.00
21.62.61175 KIDS CULTURE SERVICES 7,378.00 01.21.2025 - WINTER 2025 - PAY 03904 Adrian Eyre 03/19/2025 99392 Regular 0.00 586.26
Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount R15868 Invoice 03/18/2025 03.18.2025 - REFUND - BLDG PLANCHK 17 586.26 0.00
01.00.42201 CONSTR: PLAN CHECK 586.26 03.18.2025 - REFUND - BLDG PL 03905 Aidin Eslami 03/19/2025 99393 Regular 0.00 583.00 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount WEB7622 Invoice 03/19/2025 03.19.2025 - REFUND - PLAN CHG 30 HA 583.00 0.00
01.00.42202 CONSTR: BUILDING PERM 583.00 03.19.2025 - REFUND - PLAN CH 02986 Albertsons/Safeway 03/19/2025 99394 Regular 0.00 16.08 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 725647-012925-1 Invoice 01/29/2025 01.29.2025 - REC DEPT - FOOD SUPPLIES 16.08 0.00
21.63.62979 PARKSIDE SUPPLIES 16.08 01.29.2025 - REC DEPT - FOOD S 00050 All Star Rents 03/19/2025 99395 Regular 0.00 298.41 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 1302371-3 Invoice 02/26/2025 02.26.2025 - SOD CUTTER 298.41 0.00
01.81.61156 EQUIPMENT RENTAL 298.41 02.26.2025 - SOD CUTTER 02030 Alvin S. Bailey 03/19/2025 99396 Regular 0.00 364.00 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 03102025-8 Invoice 03/10/2025 03.10.2025 - WINTER 2025 - UKELELE CLA 364.00 0.00
21.62.61171 ADULT CULTURE SERVICE 364.00 03.10.2025 - WINTER 2025 - UK 02920 Amazon Business 03/19/2025 99397 Regular 0.00 127.15 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 19JL-N9X6-JLWM Invoice 03/07/2025 03.07.2025 - LIBRARY - ZIP BOOKS 21.65 0.00
01.71.62310 Library Zip Grant 21.65 03.07.2025 - LIBRARY - ZIP BOO 1GRC-N3LW-9HP Invoice 03/01/2025 03.01.2025 - ZIP BOOKS 23.22 0.00
01.71.62310 Library Zip Grant 23.22 03.01.2025 - ZIP BOOKS 1J77-YT7N-9QXF Invoice 03/06/2025 03.06.2025 - LIBRARY - ZIP BOOKS 25.08 0.00
01.71.62310 Library Zip Grant 25.08 03.06.2025 - LIBRARY - ZIP BOO 1LCT-WXJ4-DTTJ Invoice 02/27/2025 02.27.2025 - ZIP BOOKS 29.94 0.00 ITEM 1.5 - ATTACHMENT 1
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Vendor Number Vendor Name Payment Date Discount Amount Payment Type Payment Amount Number
01.71.62310 Library Zip Grant 29.94 02.27.2025 - ZIP BOOKS 1QMD-V6L3-6DN Invoice 03/05/2025 03.05.2025 - ZIP BOOKS 27.26 0.00
01.71.62310 Library Zip Grant 27.26 03.05.2025 - ZIP BOOKS 03299 Answer MTI 03/19/2025 99398 Regular 0.00 202.07
Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 000035-611-891 Invoice 03/01/2025 03.01.2025 - CALL CENTER SERVICE - FEB 202.07 0.00
01.41.61150 OUTSIDE SERVICES-OTHE 202.07 03.01.2025 - CALL CENTER SERV 02806 AQUASCAPE POOL SERVICE 03/19/2025 99399 Regular 0.00 209.00 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 32353 Invoice 02/28/2025 02.28.2025 - MONTHLY POOL SERVICE - F 209.00 0.00
14.81.61150 OUTSIDE SERVICES-OTHE 209.00 02.28.2025 - MONTHLY POOL SE 03354 Arlette Castellanos 03/19/2025 99400 Regular 0.00 1,537.20 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 03102025 Invoice 03/10/2025 03.10.2025 - WINTER 2025 - ASE SPANISH 1,537.20 0.00
21.63.61180 AFTER SCHOOL ENRICHM 1,537.20 03.10.2025 - WINTER 2025 - AS 00001 AT&T Calnet 03/19/2025 99401 Regular 0.00 278.04
Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 574-03102025 Invoice 03/10/2025 574 - ALL DEPTS CENTREX - 02.10.25-03.0 152.63 0.00
41.41.61150 OUTSIDE SERVICES-OTHE 152.63 574 - ALL DEPTS CENTREX - 02.1 579-03102025 Invoice 03/10/2025 579 - TRAFFIC LIGHT MODEM - 02.10.25-0 63.40 0.00
01.41.61705 UTILITIES-TELEPHONE 63.40 579 - TRAFFIC LIGHT MODEM - 580-03102025 Invoice 03/10/2025 580 - ROBSON HOUSE - 02.10.25-03.09.25 62.01 0.00
34.41.61705 UTILITIES-TELEPHONE 62.01 580 - ROBSON HOUSE - 02.10.2 00388 Baker & Taylor 03/19/2025 99402 Regular 0.00 1,520.25 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 5019355942 Invoice 02/19/2025 02.19.2025 - CHILDREN'S BOOKS 329.90 0.00
27.71.62302 CHILDRENS BOOKS 329.90 02.19.2025 - CHILDREN'S BOOK 5019356844 Invoice 02/20/2025 02.20.2025 - CHILDREN'S BOOKS 15.32 0.00
27.71.62302 CHILDRENS BOOKS 15.32 02.20.2025 - CHILDREN'S BOOK 5019356845 Invoice 02/20/2025 02.20.2025 - CHILDREN'S BOOKS 174.04 0.00
27.71.62302 CHILDRENS BOOKS 174.04 02.20.2025 - CHILDREN'S BOOK 5019356846 Invoice 02/20/2025 02.20.2025 - CHILDREN'S BOOKS 184.92 0.00
27.71.62302 CHILDRENS BOOKS 184.92 02.20.2025 - CHILDREN'S BOOK 5019356847 Invoice 02/20/2025 02.20.2025 - CHILDREN'S BOOKS 12.90 0.00
27.71.62302 CHILDRENS BOOKS 12.90 02.20.2025 - CHILDREN'S BOOK 5019356848 Invoice 02/20/2025 02.20.2025 - CHILDREN'S BOOKS 26.35 0.00
27.71.62302 CHILDRENS BOOKS 26.35 02.20.2025 - CHILDREN'S BOOK 5019357560 Invoice 02/19/2025 02.19.2025 - TEEN BOOKS 66.18 0.00
27.71.62302 CHILDRENS BOOKS 66.18 02.19.2025 - TEEN BOOKS 5019357562 Invoice 02/19/2025 02.19.2025 - TEEN BOOKS 15.32 0.00
27.71.62302 CHILDRENS BOOKS 15.32 02.19.2025 - TEEN BOOKS 5019361938 Invoice 02/24/2025 02.24.2025 - CHILDREN'S BOOKS 27.12 0.00
27.71.62302 CHILDRENS BOOKS 27.12 02.24.2025 - CHILDREN'S BOOK 5019361939 Invoice 02/24/2025 02.24.2025 - CHILDREN'S BOOKS 14.01 0.00
27.71.62302 CHILDRENS BOOKS 14.01 02.24.2025 - CHILDREN'S BOOK 5019361940 Invoice 02/24/2025 02.24.2025 - CHILDREN'S BOOKS 183.11 0.00 ITEM 1.5 - ATTACHMENT 1
ITEM 1.5 - ATTACHMENT 1
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Vendor Number Vendor Name Payment Date Discount Amount Payment Type Payment Amount Number
27.71.62302 CHILDRENS BOOKS 183.11 02.24.2025 - CHILDREN'S BOOK 5019361941 Invoice 02/24/2025 02.24.2025 - CHILDREN'S BOOKS 18.43 0.00
27.71.62302 CHILDRENS BOOKS 18.43 02.24.2025 - CHILDREN'S BOOK 5019362285 Invoice 02/21/2025 02.21.2025 - TEEN BOOKS 97.19 0.00
27.71.62302 CHILDRENS BOOKS 97.19 02.21.2025 - TEEN BOOKS 5019362286 Invoice 02/21/2025 02.21.2025 - TEEN BOOKS 15.98 0.00
27.71.62302 CHILDRENS BOOKS 15.98 02.21.2025 - TEEN BOOKS 5019378728 Invoice 03/05/2025 03.05.2025 - ADULT BOOKS 21.89 0.00
01.71.62301 ADULT BOOKS 21.89 03.05.2025 - ADULT BOOKS
5019378729 Invoice 03/05/2025 03.05.2025 - ADULT BOOKS 44.74 0.00
01.71.62301 ADULT BOOKS 44.74 03.05.2025 - ADULT BOOKS
5019378730 Invoice 03/05/2025 03.05.2025 - ADULT BOOKS 22.55 0.00
01.71.62301 ADULT BOOKS 22.55 03.05.2025 - ADULT BOOKS
5019378731 Invoice 03/05/2025 03.05.2025 - ADULT BOOKS 29.23 0.00
01.71.62301 ADULT BOOKS 29.23 03.05.2025 - ADULT BOOKS
5019378732 Invoice 03/05/2025 03.05.2025 - ADULT BOOKS 24.51 0.00
01.71.62301 ADULT BOOKS 24.51 03.05.2025 - ADULT BOOKS
5019378733 Invoice 03/05/2025 03.05.2025 - ADULT BOOKS 24.13 0.00
01.71.62301 ADULT BOOKS 24.13 03.05.2025 - ADULT BOOKS
5019378734 Invoice 03/05/2025 03.05.2025 - ADULT BOOKS 48.33 0.00
01.71.62301 ADULT BOOKS 48.33 03.05.2025 - ADULT BOOKS
5019378735 Invoice 03/05/2025 03.05.2025 - ADULT BOOKS 25.84 0.00
01.71.62301 ADULT BOOKS 25.84 03.05.2025 - ADULT BOOKS
5019378736 Invoice 03/05/2025 03.05.2025 - ADULT BOOKS 48.37 0.00
01.71.62301 ADULT BOOKS 48.37 03.05.2025 - ADULT BOOKS
5019378737 Invoice 03/05/2025 03.05.2025 - ADULT BOOKS 22.55 0.00
01.71.62301 ADULT BOOKS 22.55 03.05.2025 - ADULT BOOKS
H71886140 Invoice 03/04/2025 03.04.2025 - VIDEOS 27.34 0.00
01.71.62307 VIDEOS 27.34 03.04.2025 - VIDEOS
**Void** 03/19/2025 99403 Regular 0.00 0.00
03871 Balance Hydrologics, Inc. 03/19/2025 99404 Regular 0.00 1,185.00 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 224155-0225 Invoice 03/11/2025 03.11.2025 - CREEK PEER REVIEW COORD 1,185.00 0.00
01.41.61150 OUTSIDE SERVICES-OTHE 1,185.00 03.11.2025 - CREEK PEER REVIE 00058 Bay Alarm 03/19/2025 99405 Regular 0.00 600.24
Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 22043607 Invoice 03/01/2025 03.01.2025 - Q2 2025 - MONITORING/SP 600.24 0.00
41.41.61150 OUTSIDE SERVICES-OTHE 600.24 03.01.2025 - Q2 2025 - MONITO 00276 BK Krill Corp 03/19/2025 99406 Regular 0.00 645.00 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 1704 Invoice 03/10/2025 03.10.2025 - DESIGN & PRODUCTION - M 645.00 0.00
01.12.61150 OUTSIDE SERVICES-OTHE 275.00 03.10.2025 - DESIGN & PRODUC
01.12.62200 DEPARTMENTAL SUPPLIE 03.10.2025 - DESIGN & PRODUC 50.00
14.41.63127 SAFE ROUTES 03.10.2025 - DESIGN & PRODUC 160.00
15.41.63100 CONSTRUCTION 03.10.2025 - DESIGN & PRODUC 110.00
16.41.61150 OUTSIDE SERVICES-OTHE 03.10.2025 - DESIGN & PRODUC 50.00 01631 Caine Starelli 03/19/2025 99407 Regular 0.00 406.25 ITEM 1.5 - ATTACHMENT 1
ITEM 1.5 - ATTACHMENT 1
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Vendor Number Vendor Name Payment Date Discount Amount Payment Type Payment Amount Number Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 03102025-2 Invoice 03/10/2025 03.10.2025 - MAHJONGG - FEB/MAR 202 406.25 0.00
21.62.61171 ADULT CULTURE SERVICE 406.25 03.10.2025 - MAHJONGG - FEB/ 00193 CalMat Company 03/19/2025 99408 Regular 0.00 253.17 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 2503-232769 Invoice 03/11/2025 03.11.2025 - FH20 - CLASS II AB 5.6T 253.17 0.00
45.41.63100 CAPITAL OUTLAY - CONST 253.17 03.11.2025 - FH20 - CLASS II AB 00933 Central Marin Sanitation Agency 03/19/2025 99409 Regular 0.00 599.77 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount INV01987 Invoice 02/18/2025 02.18.2025 - IU-446 LAB SERVICES - ACCT 599.77 0.00
41.41.61150 OUTSIDE SERVICES-OTHE 599.77 02.18.2025 - IU-446 LAB SERVIC 01534 Christine O'Rourke 03/19/2025 99410 Regular 0.00 134,545.41 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 973 Invoice 03/11/2025 03.11.2025 - GENERAL PLAN UPDATE - FE 134,545.41 0.00
01.18.61150 OUTSIDE SERVICES-OTHE 134,545.41 03.11.2025 - GENERAL PLAN UP 00308 CivicPlus 03/19/2025 99411 Regular 0.00 1,531.34
Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 319403 Invoice 12/31/2024 12.31.2024 - MONSIDO STANDARD PARCK 1,531.34 0.00
01.12.61150 OUTSIDE SERVICES-OTHE 1,531.34 12.31.2024 - MONSIDO STANDA 03853 Dana V. Beck 03/19/2025 99412 Regular 0.00 7,650.00 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount RVFH20 INVOICE Invoice 03/14/2025 03.14.2025 - RVFH20 ONSITE PROJECT M 7,650.00 0.00
45.41.63100 CAPITAL OUTLAY - CONST 7,650.00 03.14.2025 - RVFH20 ONSITE PR 00533 Davis Sign Company 03/19/2025 99413 Regular 0.00 568.11 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 38877 Invoice 11/14/2024 11.14.2024 - ALUMINUM BOUNCE HOUSE 103.79 0.00
01.81.62200 DEPARTMENTAL SUPPLIE 103.79 11.14.2024 - ALUMINUM BOUN 39468 Invoice 03/06/2025 03.06.2025 - PARKING SPACE NUMBER ST 382.38 0.00
01.42.62908 SUPPLIES-STREET MAINT 382.38 03.06.2025 - PARKING SPACE N 39494 Invoice 03/11/2025 03.11.2025 - DOWNTOWN WALKING TOU 81.94 0.00
01.12.62200 DEPARTMENTAL SUPPLIE 81.94 03.11.2025 - DOWNTOWN WAL 01320 DC Electric Group Inc 03/19/2025 99414 Regular 0.00 526.11 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 476221 Invoice 02/27/2025 02.27.2025 - FH20 - INSTALL TEMPORARY 526.11 0.00
45.41.63100 CAPITAL OUTLAY - CONST 526.11 02.27.2025 - FH20 - INSTALL TE 00080 Department of Justice 03/19/2025 99415 Regular 0.00 74.00 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 794107 Invoice 03/05/2025 03.05.2025 - LIVESCAN 74.00 0.00
21.63.62979 PARKSIDE SUPPLIES 74.00 03.05.2025 - LIVESCAN 02732 Diesel Direct West 03/19/2025 99416 Regular 0.00 534.07 ITEM 1.5 - ATTACHMENT 1
ITEM 1.5 - ATTACHMENT 1
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Vendor Number Vendor Name Payment Date Discount Amount Payment Type Payment Amount Number Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 86396089 Invoice 02/27/2025 02.27.2025 - GASOLINE UNL - 99.1 GAL 534.07 0.00
01.81.62988 VEHICLE-FUEL/OIL/TIRES 534.07 02.27.2025 - GASOLINE UNL - 9 03854 Electivity LLC 03/19/2025 99417 Regular 0.00 1,470.00 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount W24-WT CARTO Invoice 03/10/2025 03.10.2025 - WINTER 2025 - ASE ART WA 1,470.00 0.00
21.63.61180 AFTER SCHOOL ENRICHM 1,470.00 03.10.2025 - WINTER 2025 - AS 00087 Elite Tree Service 03/19/2025 99418 Regular 0.00 4,775.00 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 2025-3-2 Invoice 03/04/2025 03.04.2025 - MEMORIAL FIELD - WEED W 4,395.00 0.00
01.81.61105 OUTSIDE SERVICES-TREES 4,395.00 03.04.2025 - MEMORIAL FIELD - 2025-3-4 Invoice 03/07/2025 03.07.2025 - MEMORIAL RIDGE TRAIL - TR 380.00 0.00
01.81.61105 OUTSIDE SERVICES-TREES 380.00 03.07.2025 - MEMORIAL RIDGE 02777 Elizabeth Flanagan 03/19/2025 99419 Regular 0.00 95.20 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 03102025-3 Invoice 03/10/2025 03.10.2025 - PAINTING WORKSHOPS - MA 95.20 0.00
21.62.61171 ADULT CULTURE SERVICE 95.20 03.10.2025 - PAINTING WORKS 00060 Elizabeth Touchette 03/19/2025 99420 Regular 0.00 7,184.10 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount W25-BKS SCIENC Invoice 03/10/2025 03.10.2025 - WINTER 2025 - ASE SCIENCE 2,113.30 0.00
21.63.61180 AFTER SCHOOL ENRICHM 2,113.30 03.10.2025 - WINTER 2025 - AS W25-HV SCIENCE Invoice 03/10/2025 03.10.2025 - WINTER 2025 - ASE SCIENCE 2,100.00 0.00
21.63.61180 AFTER SCHOOL ENRICHM 2,100.00 03.10.2025 - WINTER 2025 - AS W25-MANOR SCI Invoice 03/10/2025 03.10.2025 - WINTER 2025 - ASE SCIENCE 1,290.80 0.00
21.63.61180 AFTER SCHOOL ENRICHM 1,290.80 03.10.2025 - WINTER 2025 - AS W25-WT SCIENCE Invoice 03/10/2025 03.10.2025 - WINTER 2025 - ASE SCIENCE 1,680.00 0.00
21.63.61180 AFTER SCHOOL ENRICHM 1,680.00 03.10.2025 - WINTER 2025 - AS 03396 Emily B. Stucky 03/19/2025 99421 Regular 0.00 500.00 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 0225 Invoice 03/06/2025 03.06.2025 - SING AND STOMP - FEB 2025 500.00 0.00
01.71.61132 OUTSIDE SVCS-PROGRAM 500.00 03.06.2025 - SING AND STOMP - 03193 Enbridgement, Inc. 03/19/2025 99422 Regular 0.00 32,396.70 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount W25-BKS ART Invoice 03/10/2025 03.10.2025 - WINTER 2025 - ASE ART BRO 3,112.20 0.00
21.63.61180 AFTER SCHOOL ENRICHM 3,112.20 03.10.2025 - WINTER 2025 - AS W25-BKS BAKING Invoice 03/10/2025 03.10.2025 - WINTER 2025 - ASE BAKING 2,551.50 0.00
21.63.61180 AFTER SCHOOL ENRICHM 2,551.50 03.10.2025 - WINTER 2025 - AS W25-BKS CODIN Invoice 03/10/2025 03.10.2025 - WINTER 2025 - ASE CODING 2,872.80 0.00
21.63.61180 AFTER SCHOOL ENRICHM 2,872.80 03.10.2025 - WINTER 2025 - AS W25-HV BAKING Invoice 03/10/2025 03.10.2025 - WINTER 2025 - ASE BAKING 4,687.90 0.00
21.63.61180 AFTER SCHOOL ENRICHM 4,687.90 03.10.2025 - WINTER 2025 - AS W25-HV CIRCUIT Invoice 03/10/2025 03.10.2025 - WINTER 2025 - ASE CIRCUIT 2,340.80 0.00
21.63.61180 AFTER SCHOOL ENRICHM 2,340.80 03.10.2025 - WINTER 2025 - AS W25-HV CODING Invoice 03/10/2025 03.10.2025 - WINTER 2025 - ASE CODING 2,872.80 0.00 ITEM 1.5 - ATTACHMENT 1
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Vendor Number Vendor Name Payment Date Discount Amount Payment Type Payment Amount Number
21.63.61180 AFTER SCHOOL ENRICHM 2,872.80 03.10.2025 - WINTER 2025 - AS W25-HV DODGEB Invoice 03/10/2025 03.10.2025 - WINTER 2025 - ASE DODGEB 1,568.00 0.00
21.63.61180 AFTER SCHOOL ENRICHM 1,568.00 03.10.2025 - WINTER 2025 - AS W25-MANOR AR Invoice 03/10/2025 03.10.2025 - WINTER 2025 - ASE ART MA 3,112.20 0.00
21.63.61180 AFTER SCHOOL ENRICHM 3,112.20 03.10.2025 - WINTER 2025 - AS W25-MANOR CIR Invoice 03/10/2025 03.10.2025 - WINTER 2025 - ASE CIRCUIT 2,394.00 0.00
21.63.61180 AFTER SCHOOL ENRICHM 2,394.00 03.10.2025 - WINTER 2025 - AS W25-WT BAKING Invoice 03/10/2025 03.10.2025 - WINTER 2025 - ASE BAKING 3,118.50 0.00
21.63.61180 AFTER SCHOOL ENRICHM 3,118.50 03.10.2025 - WINTER 2025 - AS W25-WT CODING Invoice 03/10/2025 03.10.2025 - WINTER 2025 - ASE CODING 2,394.00 0.00
21.63.61180 AFTER SCHOOL ENRICHM 2,394.00 03.10.2025 - WINTER 2025 - AS W25-WT DODGE Invoice 03/10/2025 03.10.2025 - WINTER 2025 - ASE DODGEB 1,372.00 0.00
21.63.61180 AFTER SCHOOL ENRICHM 1,372.00 03.10.2025 - WINTER 2025 - AS 02622 Epstein Holtzapple Christo LLP 03/19/2025 99423 Regular 0.00 22,165.00 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 8054 Invoice 03/10/2025 03.10.2025 - GENERAL LEGAL COUNSEL - 22,110.00 0.00
01.16.61138 GENERAL COUNSEL LEGA 22,110.00 03.10.2025 - GENERAL LEGAL C 8055 Invoice 03/11/2025 03.11.2025 - LITIGATION - FEB 2025 55.00 0.00
01.16.61138 GENERAL COUNSEL LEGA 55.00 03.11.2025 - LITIGATION - FEB 2 02622 Epstein Holtzapple Christo LLP 03/31/2025 99423 Regular 0.00 -22,165.00 00017 Fairfax Building Supply Co. Inc. 03/19/2025 99424 Regular 0.00 678.98 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 294039 Invoice 02/27/2025 02.27.2025 - PEAT MOSS 174.35 0.00
14.81.61150 OUTSIDE SERVICES-OTHE 174.35 02.27.2025 - PEAT MOSS 294047 Invoice 02/27/2025 02.27.2025 - FAST SETTING CONCRETE 123.48 0.00
01.42.62908 SUPPLIES-STREET MAINT 123.48 02.27.2025 - FAST SETTING CON 294080 Invoice 02/28/2025 02.28.2025 - TH BATHROOM - TOILET SEA 45.77 0.00
41.41.61150 OUTSIDE SERVICES-OTHE 45.77 02.28.2025 - TH BATHROOM - T 294219 Invoice 03/03/2025 03.03.2025 - POST HOLE DIGGER 65.39 0.00
01.81.62200 DEPARTMENTAL SUPPLIE 65.39 03.03.2025 - POST HOLE DIGGE 294273 Invoice 03/04/2025 03.04.2025 - CONSTRUCTION SUPPLIES 214.64 0.00
01.42.62200 DEPARTMENTAL SUPPLIE 214.64 03.04.2025 - CONSTRUCTION S 294487 Invoice 03/10/2025 03.10.2025 - SIGN FASTENERS 5.06 0.00
01.42.62200 DEPARTMENTAL SUPPLIE 5.06 03.10.2025 - SIGN FASTENERS 294501 Invoice 03/10/2025 03.10.2025 - DOG POT HARDWARE 5.62 0.00
01.81.62200 DEPARTMENTAL SUPPLIE 5.62 03.10.2025 - DOG POT HARDWA 294542 Invoice 03/11/2025 03.11.2025 - PARKS - CERAMIC TILE AND 44.67 0.00
01.81.62200 DEPARTMENTAL SUPPLIE 44.67 03.11.2025 - PARKS - CERAMIC T 02278 Gardeners' Guild 03/19/2025 99425 Regular 0.00 4,794.00 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 120472 Invoice 03/01/2025 03.01.2025 - RED HILL MEDIAN - MAR 202 2,461.00 0.00
01.42.61144 Medians 2,461.00 03.01.2025 - RED HILL MEDIAN - 120473 Invoice 03/01/2025 03.01.2025 - IMGTN PK/MAG LOT - MAR 2,333.00 0.00
01.81.61104 OUTSIDE SERVICES-GROU 1,166.50 03.01.2025 - IMGTN PK/MAG L
14.81.61150 OUTSIDE SERVICES-OTHE 03.01.2025 - IMGTN PK/MAG L 1,166.50 02917 Global Office 03/19/2025 99426 Regular 0.00 1,538.42 ITEM 1.5 - ATTACHMENT 1
ITEM 1.5 - ATTACHMENT 1
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Vendor Number Vendor Name Payment Date Discount Amount Payment Type Payment Amount Number Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount AR44425 Invoice 03/05/2025 03.05.2025 - CANON COPIER - LEASE CON 1,538.42 0.00
42.21.61150 OUTSIDE SERVICES-OTHE 1,538.42 03.05.2025 - CANON COPIER - L 00021 Good & Clean Company Inc 03/19/2025 99427 Regular 0.00 13,945.00 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 73859 Invoice 02/03/2025 02.03.2025 - LOWER TH CLEANING - JAN 2 1,320.00 0.00
41.41.61501 BLDG. MAINT-JANITORIAL 1,320.00 02.03.2025 - LOWER TH CLEANI 74129 Invoice 03/03/2025 03.03.2025 - GENERAL CLEANING - FEB 20 11,305.00 0.00
31.41.61501 BLDG. MAINT-JANITORIAL 2,825.00 03.03.2025 - GENERAL CLEANIN
34.41.61501 BLDG. MAINT-JANITORIAL 03.03.2025 - GENERAL CLEANIN 1,775.00
41.41.61501 BLDG. MAINT-JANITORIAL 03.03.2025 - GENERAL CLEANIN 6,705.00 74130 Invoice 03/03/2025 03.03.2025 - LOWER TH CLEANING - FEB 2 1,320.00 0.00
41.41.61501 BLDG. MAINT-JANITORIAL 1,320.00 03.03.2025 - LOWER TH CLEANI 03712 Gridscape Solutions, Inc. 03/19/2025 99428 Regular 0.00 112,861.10 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount SAL/4/2025 Invoice 03/18/2025 03.18.2025 - BESS MICROGRID - MILESTO 112,861.10 0.00
15.90.63100 CONSTRUCTION 112,861.10 03.18.2025 - BESS MICROGRID - 00104 Grier Argall Plumbing Inc 03/19/2025 99429 Regular 0.00 185.00 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 18702 Invoice 03/11/2025 03.11.2025 - MEMORIAL PARK - BACKFLO 185.00 0.00
14.81.61150 OUTSIDE SERVICES-OTHE 185.00 03.11.2025 - MEMORIAL PARK - 02606 Halleh Besharati 03/19/2025 99430 Regular 0.00 5,944.40 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 03102025-4 Invoice 03/10/2025 03.10.2025 - TEACHER WORK DAY - MAR 910.00 0.00
21.62.61175 KIDS CULTURE SERVICES 910.00 03.10.2025 - TEACHER WORK D W25-BROOKSIDE Invoice 03/10/2025 03.10.2025 - WINTER 2025 - ASE CLAY BR 1,887.20 0.00
21.63.61180 AFTER SCHOOL ENRICHM 1,887.20 03.10.2025 - WINTER 2025 - AS W25-MANOR CLA Invoice 03/10/2025 03.10.2025 - WINTER 2025 - ASE CLAY MA 1,887.20 0.00
21.63.61180 AFTER SCHOOL ENRICHM 1,887.20 03.10.2025 - WINTER 2025 - AS W25-WADE THO Invoice 03/10/2025 03.10.2025 - WINTER 2025 - ASE CLAY WA 1,260.00 0.00
21.63.61180 AFTER SCHOOL ENRICHM 1,260.00 03.10.2025 - WINTER 2025 - AS 00020 Hannibal's Inc Electrical Construction 03/19/2025 99431 Regular 0.00 6,752.12 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 25314 Invoice 03/03/2025 03.03.2025 - MEMORIAL PARK - UNGRND 6,752.12 0.00
14.41.63100 CAPITAL OUTLAY - CONST 6,752.12 03.03.2025 - MEMORIAL PARK - 02410 Hinderliter de Llamas & Associates 03/19/2025 99432 Regular 0.00 2,367.77 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount SIN047974 Invoice 03/15/2025 03.15.2025 - CONTRACT SVCS - SALES TAX 1,751.57 0.00
01.12.61150 OUTSIDE SERVICES-OTHE 1,751.57 03.15.2025 - CONTRACT SVCS - SIN048211 Invoice 03/15/2025 03.15.2025 - CONTRACT SVCS - TRNSCTN 616.20 0.00
01.12.61150 OUTSIDE SERVICES-OTHE 616.20 03.15.2025 - CONTRACT SVCS - 00022 Jackson's Hardware Inc. 03/19/2025 99433 Regular 0.00 186.81 ITEM 1.5 - ATTACHMENT 1
ITEM 1.5 - ATTACHMENT 1
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Vendor Number Vendor Name Payment Date Discount Amount Payment Type Payment Amount Number Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 173556 Invoice 02/27/2025 02.27.2025 - ISE WASTER DISPOSER 186.81 0.00
41.41.61150 OUTSIDE SERVICES-OTHE 186.81 02.27.2025 - ISE WASTER DISPO 00022 Jackson's Hardware Inc. 03/19/2025 99434 Regular 0.00 265.22 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 174105 Invoice 03/06/2025 03.06.2025 - SCREWS/HARDWARE 265.22 0.00
16.41.62200 DEPARTMENTAL SUPPLIE 265.22 03.06.2025 - SCREWS/HARDWA 00113 Juan Olsen Sanchez 03/19/2025 99435 Regular 0.00 12,527.85 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount WINTER 2025-5 Invoice 03/13/2025 03.13.2025 - GYMNASTICS WINTER 2025 - 12,527.85 0.00
21.61.61167 TUMBLING SERVICES 12,527.85 03.13.2025 - GYMNASTICS WIN 03549 Kid's Choice Camps LLC 03/19/2025 99436 Regular 0.00 2,926.00 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 03102025-7 Invoice 03/10/2025 03.10.2025 - WINTER 2025 - CARPENTRY 2,926.00 0.00
21.62.61175 KIDS CULTURE SERVICES 2,926.00 03.10.2025 - WINTER 2025 - CA 02579 LTS of Marin 03/19/2025 99437 Regular 0.00 1,100.41 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 1746 Invoice 03/07/2025 03.07.2025 - TOYOTA DUMP TRUCK REPAI 1,100.41 0.00
01.81.61602 VEHICLE MAINTENANCE/ 1,100.41 03.07.2025 - TOYOTA DUMP TR 00150 Marin Color Service Inc. 03/19/2025 99438 Regular 0.00 47.13 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount S0739359 Invoice 03/03/2025 03.03.2025 - MEMORIAL PARK - PRIMER/ 47.13 0.00
01.81.62200 DEPARTMENTAL SUPPLIE 47.13 03.03.2025 - MEMORIAL PARK - 00149 Marin County Sheriff's Department 03/19/2025 99439 Regular 0.00 90.00 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 12646 Invoice 03/12/2025 03.12.2025 - LIVE SCAN SERVICES 30.00 0.00
21.65.61137 FINGERPRINTING 30.00 03.12.2025 - LIVE SCAN SERVICE 13012 Invoice 03/12/2025 03.12.2025 - LIVE SCAN SERVICES 60.00 0.00
21.65.61137 FINGERPRINTING 60.00 03.12.2025 - LIVE SCAN SERVICE 00739 Marin Girls Softball 03/19/2025 99440 Regular 0.00 17,410.00 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount INV0014302 Invoice 03/12/2025 03.12.2025 - 2025 SOFTBALL DUES 17,410.00 0.00
21.61.61165 SOFTBALL SERVICES 17,410.00 03.12.2025 - 2025 SOFTBALL DU 00029 Marin IT 03/19/2025 99441 Regular 0.00 8,222.50
Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 2025-126695 Invoice 03/13/2025 03.13.2025 - AGREEMENT AUTOMATE & 2,502.50 0.00
42.21.61150 OUTSIDE SERVICES-OTHE 2,502.50 03.13.2025 - AGREEMENT AUTO 2025-126696 Invoice 03/14/2025 03.14.2025 - AGREEMENT ONSITE SUPPO 5,720.00 0.00
42.21.61150 OUTSIDE SERVICES-OTHE 5,720.00 03.14.2025 - AGREEMENT ONSI 00142 Marin Municipal Water District 03/19/2025 99442 Regular 0.00 317.42 ITEM 1.5 - ATTACHMENT 1
ITEM 1.5 - ATTACHMENT 1
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Vendor Number Vendor Name Payment Date Discount Amount Payment Type Payment Amount Number Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 073-03112025 Invoice 03/11/2025 073 - CENTER BLVD & FORREST - 01.07.25 83.52 0.00
01.81.61703 UTILITIES-WATER 83.52 073 - CENTER BLVD & FORREST - 216-03122025 Invoice 03/12/2025 216 - 237 CRESCENT RD - 01.18.25-03.07. 118.37 0.00
01.81.61703 UTILITIES-WATER 118.37 216 - 237 CRESCENT RD - 01.18. 307-03122025 Invoice 03/12/2025 307 - 237 CRESCENT RD - 01.08.25-03.07. 115.53 0.00
34.41.61703 UTILITIES-WATER 115.53 307 - 237 CRESCENT RD - 01.08. 00132 Marin Sanitary Service 03/19/2025 99443 Regular 0.00 50.00 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 164437 Invoice 03/03/2025 03.03.2025 - SHRED CART WO#163856 50.00 0.00
21.65.62000 OFFICE SUPPLIES 50.00 03.03.2025 - SHRED CART WO# 03655 MarinChess LLC 03/19/2025 99444 Regular 0.00 3,076.85 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 03102025-6 Invoice 03/10/2025 03.10.2025 - WINTER 2025 - CHESS BS/HV 3,076.85 0.00
21.63.61180 AFTER SCHOOL ENRICHM 3,076.85 03.10.2025 - WINTER 2025 - CH 03855 McPhail Fuel Co., Inc. 03/19/2025 99445 Regular 0.00 102.84 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount E116215 Invoice 02/27/2025 02.27.2025 - REMOTE GAUGE RENTAL 102.84 0.00
31.41.61150 OUTSIDE SERVICES-OTHE 102.84 02.27.2025 - REMOTE GAUGE R 03823 Miller Management & Consulting Group 03/19/2025 99446 Regular 0.00 4,472.10 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 2025-0313-02 Invoice 03/13/2025 03.13.2025 - MSLA ACADEMY SESSION #6 4,472.10 0.00
97.00.62001 ADMINISTRATIVE EXP - M 750.00 03.13.2025 - MSLA ACADEMY S
97.00.62006 INSTRUCTION - MSLA 03.13.2025 - MSLA ACADEMY S 3,722.10 01346 Nerviani Paving Inc 03/19/2025 99447 Regular 0.00 3,520.00 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 7623 Invoice 03/07/2025 03.07.2025 - ASPHALT PATCHING - SHAW 3,520.00 0.00
19.41.63109 UNPROGRAMMED RESUR 3,520.00 03.07.2025 - ASPHALT PATCHIN 03901 Newforma, Inc. 03/19/2025 99448 Regular 0.00 10,890.00 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount INV33843 Invoice 02/26/2025 02.26.2025 - NEWFORMA KONECT 10,890.00 0.00
45.41.63100 CAPITAL OUTLAY - CONST 10,890.00 02.26.2025 - NEWFORMA KONE 03902 Norman Abrams 03/19/2025 99449 Regular 0.00 340.00 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount WEB8714 Invoice 03/06/2025 03.06.2025 - REFUND - ROAD BOND 31 SI 340.00 0.00
01.00.20314 ROAD BOND 340.00 03.06.2025 - REFUND - ROAD B 00892 Office of the State Controller 03/19/2025 99450 Regular 0.00 2,800.00 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount FAUD-00004752 Invoice 03/12/2025 03.12.2025 - ANNUAL STREET REPORT FY 2,800.00 0.00
01.12.61150 OUTSIDE SERVICES-OTHE 2,800.00 03.12.2025 - ANNUAL STREET R 03652 Pace Supply Corp 03/19/2025 99451 Regular 0.00 2,124.37 ITEM 1.5 - ATTACHMENT 1
ITEM 1.5 - ATTACHMENT 1
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Vendor Number Vendor Name Payment Date Discount Amount Payment Type Payment Amount Number Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 0410268872 Invoice 03/05/2025 03.05.2025 - GALVANIZED STEEL PIPES 2,124.37 0.00
01.42.62200 DEPARTMENTAL SUPPLIE 2,124.37 03.05.2025 - GALVANIZED STEEL 03884 Pacific Mobile Structures, Inc. 03/19/2025 99452 Regular 0.00 6,209.77 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount INV-00441378 Invoice 04/01/2025 04.01.2025 - FH20 - TEMP FACILITIES - AP 6,116.91 0.00
45.41.63100 CAPITAL OUTLAY - CONST 6,116.91 04.01.2025 - FH20 - TEMP FACIL INV-00441380 Invoice 04/01/2025 04.01.2025 - CONTAINER RENTAL - APR 20 92.86 0.00
45.41.63100 CAPITAL OUTLAY - CONST 92.86 04.01.2025 - CONTAINER RENTA 00165 Pacific Telemanagement Services - PTS 03/19/2025 99453 Regular 0.00 93.00 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 2139411 Invoice 02/27/2025 02.27.2025 - TH PAYPHONE - MAR 2025 93.00 0.00
01.42.61705 UTILITIES-TELEPHONE 93.00 02.27.2025 - TH PAYPHONE - M 02554 Parkmobile LLC 03/19/2025 99454 Regular 0.00 324.80 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount INV42283 Invoice 02/28/2025 02.28.2025 - END USER FEES - FEB 2025 324.80 0.00
13.42.61114 OUTSIDE SRV: PARKING 324.80 02.28.2025 - END USER FEES - F 00893 Perfect Timing Personnel Services, Inc. 03/19/2025 99455 Regular 0.00 4,415.18 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 54343 Invoice 02/24/2025 02.24.2025 - ADMIN SUPPORT - MARMO 1,238.33 0.00
01.82.60010 TEMPORARY HELP 990.66 02.24.2025 - ADMIN SUPPORT -
21.65.60010 TEMPORARY HELP 02.24.2025 - ADMIN SUPPORT - 247.67 54410 Invoice 03/10/2025 03.10.2025 - ADMIN SUPPORT - MARMO 1,711.61 0.00
01.82.60010 TEMPORARY HELP 1,369.29 03.10.2025 - ADMIN SUPPORT -
21.65.60010 TEMPORARY HELP 03.10.2025 - ADMIN SUPPORT - 342.32 54440 Invoice 03/17/2025 03.17.2025 - ADMIN SUPPORT - MARMO 1,465.24 0.00
01.82.60010 TEMPORARY HELP 1,172.19 03.17.2025 - ADMIN SUPPORT -
21.65.60010 TEMPORARY HELP 03.17.2025 - ADMIN SUPPORT - 293.05 00558 Peterson 03/19/2025 99456 Regular 0.00 39,795.67
Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount SW270061066 Invoice 03/04/2025 03.04.2025 - GENERATOR INSTALL 39,795.67 0.00
31.41.61150 OUTSIDE SERVICES-OTHE 39,795.67 03.04.2025 - GENERATOR INSTA 03639 Quadient Leasing USA, Inc. 03/19/2025 99457 Regular 0.00 576.62 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount Q1773997 Invoice 03/11/2025 03.11.2025 - POSTAGE MACHINE - 04.12.2 576.62 0.00
01.12.62003 POSTAGE 115.32 03.11.2025 - POSTAGE MACHIN
01.18.62003 POSTAGE 03.11.2025 - POSTAGE MACHIN 115.32
01.41.62003 POSTAGE 03.11.2025 - POSTAGE MACHIN 115.32
01.71.62003 POSTAGE 03.11.2025 - POSTAGE MACHIN 115.34
01.82.62003 POSTAGE 03.11.2025 - POSTAGE MACHIN 115.32
00181 Ross Valley Fire Department 03/19/2025 99458 Regular 0.00 19,832.89 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount INV0014217 Invoice 02/19/2025 02.19.2025 - TAX OVERPAYMENT REFUND 13,082.04 0.00
01.12.60220 PAYROLL TAXES 13,082.04 02.19.2025 - TAX OVERPAYMEN ITEM 1.5 - ATTACHMENT 1
ITEM 1.5 - ATTACHMENT 1
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Vendor Number Vendor Name Payment Date Discount Amount Payment Type Payment Amount Number INV0014218 Invoice 03/13/2025 03.13.2025 - FH20 - REIMB STN EQPMNT/ 1,436.62 0.00
01.32.61506 BLDG. MAINT-OTHER 1,436.62 03.13.2025 - FH20 - REIMB STN INV0014301 Invoice 03/17/2025 03.17.2025 - RVFD FEES COLLECTED - FEB 5,314.23 0.00
01.00.20354 DUE TO ROSS VALLEY FIR 5,314.23 03.17.2025 - RVFD FEES COLLEC 03346 Sage Energy Consulting - NV5 Inc. 03/19/2025 99459 Regular 0.00 5,082.50 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 435345 Invoice 03/05/2025 03.05.2025 - MUNI RESILIENCY CENTER - 5,082.50 0.00
90.41.61100 OUTSIDE SERVICES 5,082.50 03.05.2025 - MUNI RESILIENCY 01563 SCA 03/19/2025 99460 Regular 0.00 7,202.90
Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 25000184 Invoice 02/15/2025 02.15.2025 - RES STREET SWEEPER - FEB 2 7,202.90 0.00
01.42.61135 STREET SWEEPING 7,202.90 02.15.2025 - RES STREET SWEEP 03602 Serge Ndjemba 03/19/2025 99461 Regular 0.00 1,040.00 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 03102025-5 Invoice 03/10/2025 03.10.2025 - FRENCH CONVERSATION 01/ 1,040.00 0.00
21.62.61171 ADULT CULTURE SERVICE 1,040.00 03.10.2025 - FRENCH CONVERS 02936 SMITH'S PEST MANAGEMENT 03/19/2025 99462 Regular 0.00 640.00 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 334548 Invoice 02/27/2025 02.27.2025 - MEMORIAL PARK - PEST CON 340.00 0.00
01.81.61150 OUTSIDE SERVICES-OTHE 340.00 02.27.2025 - MEMORIAL PARK - 334813 Invoice 02/28/2025 02.28.2025 - MISC SERVICE - IMAGINATIO 300.00 0.00
14.81.61150 OUTSIDE SERVICES-OTHE 300.00 02.28.2025 - MISC SERVICE - IM 00024 T & B Sports Inc 03/19/2025 99463 Regular 0.00 4,195.80 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 0000209757 Invoice 03/05/2025 03.05.2025 - SOFTWALL SWAG 4,058.34 0.00
01.81.62206 Snack Shack 4,058.34 03.05.2025 - SOFTWALL SWAG 0000211575 Invoice 03/10/2025 03.10.2025 - SCOREBOOKS/SCORECARDS 137.46 0.00
21.61.62965 SOFTBALL SUPPLIES 137.46 03.10.2025 - SCOREBOOKS/SCO 03418 Terri Rose 03/19/2025 99464 Regular 0.00 433.75
Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount INV0014303 Invoice 03/10/2025 03.10.2025 - REIMB - SNACK SHACK SUPP 433.75 0.00
01.81.62206 Snack Shack 433.75 03.10.2025 - REIMB - SNACK SH 03207 Toni DeFrancis 03/19/2025 99465 Regular 0.00 400.00 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 2025-PC33 Invoice 03/10/2025 03.10.2025 - TRANSCRIPTION - PC 03/03 200.00 0.00
01.18.61150 OUTSIDE SERVICES-OTHE 200.00 03.10.2025 - TRANSCRIPTION - 2025-TC225 Invoice 03/18/2025 03.18.2025 - TRANSCRIPTION - TC 2/25 200.00 0.00
01.12.61150 OUTSIDE SERVICES-OTHE 200.00 03.18.2025 - TRANSCRIPTION - 00215 Transbay Lock 03/19/2025 99466 Regular 0.00 198.91 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 92724 Invoice 02/28/2025 02.28.2025 - KEYS 14.20 0.00
21.65.62200 DEPARTMENTAL SUPPLIE 14.20 02.28.2025 - KEYS 93003 Invoice 02/25/2025 02.25.2025 - TENNIS GATE - LOCK REPAIR/ 135.00 0.00 ITEM 1.5 - ATTACHMENT 1
ITEM 1.5 - ATTACHMENT 1
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Vendor Number Vendor Name Payment Date Discount Amount Payment Type Payment Amount Number
01.81.61506 BLDG. MAINT-OTHER 135.00 02.25.2025 - TENNIS GATE - LOC 93048 Invoice 03/05/2025 03.05.2025 - RECREATION KEYS 49.71 0.00
31.41.61506 BLDG. MAINT-OTHER 49.71 03.05.2025 - RECREATION KEYS 00384 Van Midde & Son Concrete 03/19/2025 99467 Regular 0.00 7,100.00 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 15447 Invoice 03/18/2025 03.18.2025 - GRATE REPLCMNT - 19/20 O 7,100.00 0.00
19.41.63113 UNPROGRAMMED DRAIN 7,100.00 03.18.2025 - GRATE REPLCMNT 03637 Verdek LLC 03/19/2025 99468 Regular 0.00 21,734.58 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 87651 Invoice 03/10/2025 03.10.2025 - MEMORIAL PARK EV CHARG 21,734.58 0.00
14.41.63100 CAPITAL OUTLAY - CONST 21,734.58 03.10.2025 - MEMORIAL PARK E 03878 Wandzia Rose 03/19/2025 99469 Regular 0.00 4,220.29 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 2506 Invoice 03/14/2025 03.14.2025 - MSLA 2024-2025 - SESSION 4,220.29 0.00
97.00.62006 INSTRUCTION - MSLA 4,220.29 03.14.2025 - MSLA 2024-2025 - 03685 Taylor Eby 03/20/2025 99470 Regular 0.00 400.00
Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 205 Invoice 03/10/2025 03.10.2025 - SOFTBALL CLINIC - MAR 202 400.00 0.00
21.61.61165 SOFTBALL SERVICES 400.00 03.10.2025 - SOFTBALL CLINIC - 02622 Epstein Holtzapple Christo LLP 03/31/2025 99471 Regular 0.00 40,865.00 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 7964 Invoice 02/18/2025 02.18.2025 - GENERAL - JAN 2025 10,890.00 0.00
01.16.61138 GENERAL COUNSEL LEGA 10,890.00 02.18.2025 - GENERAL - JAN 20 7965 Invoice 02/18/2025 02.18.2025 - PLANNING - JAN 2025 7,755.00 0.00
01.16.61138 GENERAL COUNSEL LEGA 7,755.00 02.18.2025 - PLANNING - JAN 2 7966 Invoice 02/18/2025 02.18.2025 - LITIGATION - JAN 2025 55.00 0.00
01.16.61138 GENERAL COUNSEL LEGA 55.00 02.18.2025 - LITIGATION - JAN 2 8054 Invoice 03/10/2025 03.10.2025 - GENERAL LEGAL COUNSEL - 22,110.00 0.00
01.16.61138 GENERAL COUNSEL LEGA 22,110.00 03.10.2025 - GENERAL LEGAL C 8055 Invoice 03/11/2025 03.11.2025 - LITIGATION - FEB 2025 55.00 0.00
01.16.61138 GENERAL COUNSEL LEGA 55.00 03.11.2025 - LITIGATION - FEB 2 00391 Verizon Wireless 03/01/2025 DFT05917 Bank Draft 0.00 974.37 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 6105910793 Invoice 02/12/2025 02.12.2025 - CELLULAR - 01.13.25-02.12.2 974.37 0.00
01.12.61705 UTILITIES-TELEPHONE 51.69 02.12.2025 - CELLULAR - 01.13.
01.41.61705 UTILITIES-TELEPHONE 02.12.2025 - CELLULAR - 01.13. 555.88
01.42.61705 UTILITIES-TELEPHONE 02.12.2025 - CELLULAR - 01.13. 263.42
21.63.61179 PARKSIDE SERVICES 02.12.2025 - CELLULAR - 01.13. 51.69
21.63.61187 ROBSON AFTER SCHOOL 02.12.2025 - CELLULAR - 01.13. 51.69 00362 Town of San Anselmo 03/06/2025 DFT05945 Bank Draft 0.00 311,085.03 ITEM 1.5 - ATTACHMENT 1
ITEM 1.5 - ATTACHMENT 1
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4/2/2025 7:34:33 AM Page 27 of 30
Vendor Number Vendor Name Payment Date Discount Amount Payment Type Payment Amount Number Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount INV0014177 Invoice 03/06/2025 3-15-2025 TSA Payroll Process 311,085.03 0.00
01.00.20299 PAYROLL PAYABLE 234,962.87 3-15-2025 TSA Payroll Process
01.00.20299 PAYROLL PAYABLE 3-15-2025 TSA Payroll Process 3,581.10
01.00.20299 PAYROLL PAYABLE 3-15-2025 TSA Payroll Process 449.31
01.00.20299 PAYROLL PAYABLE 3-15-2025 TSA Payroll Process -1,224.86
15.00.20299 PAYROLL PAYABLE 3-15-2025 TSA Payroll Process 10,703.73
15.00.20299 PAYROLL PAYABLE 3-15-2025 TSA Payroll Process -41.25
19.00.20299 PAYROLL PAYABLE 3-15-2025 TSA Payroll Process 13,418.16
21.00.20299 PAYROLL PAYABLE 3-15-2025 TSA Payroll Process 36,343.67
27.00.20299 PAYROLL PAYABLE 3-15-2025 TSA Payroll Process 12,892.30 03344 CSG Forte Payments Inc. 03/10/2025 DFT05946 Bank Draft 0.00 8,041.64 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 0013397056 Invoice 02/28/2025 02.28.2025 - REC DEPT - CREDIT CARD PR 8,041.64 0.00
21.65.61177 CHG CARDS 8,041.64 02.28.2025 - REC DEPT - CREDIT 03344 CSG Forte Payments Inc. 03/10/2025 DFT05947 Bank Draft 0.00 2,090.33 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 0013396762 Invoice 02/28/2025 02.28.2025 - REC DEPT - CREDIT CARD PR 2,090.33 0.00
21.65.61177 CHG CARDS 2,090.33 02.28.2025 - REC DEPT - CREDIT 00072 Comcast 03/05/2025 DFT05948 Bank Draft 0.00 162.20 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 426-03052025 Invoice 03/05/2025 426 - CREEK CAMERA - 03.14.25-04.13.25 162.20 0.00
42.21.61150 OUTSIDE SERVICES-OTHE 162.20 426 - CREEK CAMERA - 03.14.25 01281 Payroll Resource Group 03/10/2025 DFT05949 Bank Draft 0.00 105.00 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 19093 Invoice 03/10/2025 03.10.2025 - SECTION 125 ADMINISTRATI 105.00 0.00
01.12.61107 OUTSIDE SVCS-ACCOUNTI 105.00 03.10.2025 - SECTION 125 ADMI 01281 Payroll Resource Group 03/10/2025 DFT05950 Bank Draft 0.00 105.00 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 19092 Invoice 02/28/2025 02.28.2025 - SECTION 125 ADMIN - FEB 2 105.00 0.00
01.12.61107 OUTSIDE SVCS-ACCOUNTI 105.00 02.28.2025 - SECTION 125 ADMI 01281 Payroll Resource Group 03/10/2025 DFT05951 Bank Draft 0.00 280.00 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 19091 Invoice 01/31/2025 01.31.2025 - SECTION 125 ADMIN/TESTIN 280.00 0.00
01.12.61107 OUTSIDE SVCS-ACCOUNTI 280.00 01.31.2025 - SECTION 125 ADMI 00128 Pacific Gas & Electric 03/11/2025 DFT05952 Bank Draft 0.00 187.70 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 717-03112025 Invoice 03/11/2025 717 - CORPYARD UTILITIES - 02.04.2025-0 187.70 0.00
41.41.61701 UTILITIES 187.70 717 - CORPYARD UTILITIES - 02. 00072 Comcast 03/12/2025 DFT05953 Bank Draft 0.00 266.16 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 583-03122025 Invoice 03/12/2025 583 - CORPYARD INTERNET - 03.24.2025-0 266.16 0.00
41.41.61701 UTILITIES 266.16 583 - CORPYARD INTERNET - 03.
ITEM 1.5 - ATTACHMENT 1
ITEM 1.5 - ATTACHMENT 1
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4/2/2025 7:34:33 AM Page 28 of 30
Vendor Number Vendor Name Payment Date Discount Amount Payment Type Payment Amount Number 00128 Pacific Gas & Electric 03/31/2025 DFT05954 Bank Draft 0.00 170.31 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 216-03312025 Invoice 03/31/2025 216 - IMAGINATION PARK - 02.06.25-03.0 170.31 0.00
14.81.61701 UTILITIES-ELECTRICITY 170.31 216 - IMAGINATION PARK - 02.0 00128 Pacific Gas & Electric 03/17/2025 DFT05955 Bank Draft 0.00 596.95 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 355-03172025 Invoice 03/17/2025 355 - CORPYARD UTILITIES - 01.18.25-03.0 596.95 0.00
41.41.61701 UTILITIES 596.95 355 - CORPYARD UTILITIES - 01. 00128 Pacific Gas & Electric 03/18/2025 DFT05956 Bank Draft 0.00 2,161.12 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 146-03182025 Invoice 03/18/2025 146 - ELECTRIC STATIONS - 02.04.25-03.03 2,161.12 0.00
13.42.61114 OUTSIDE SRV: PARKING 2,161.12 146 - ELECTRIC STATIONS - 02.0 00181 Ross Valley Fire Department 03/20/2025 DFT05957 Bank Draft 0.00 479,895.92 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount INV0014224 Invoice 03/20/2025 03.20.2025 - MEMBER CONTRIBUTION - 479,895.92 0.00
01.32.61139 RVFS CONTRACT 458,086.25 03.20.2025 - MEMBER CONTRIB
15.32.61150 OUTSIDE SERVICES-OTHE 03.20.2025 - MEMBER CONTRIB 21,809.67 00072 Comcast 03/15/2025 DFT05958 Bank Draft 0.00 174.16 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount 758-03152025 Invoice 03/15/2025 758 - TH INTERNET - 03.24.25-04.23.25 174.16 0.00
41.41.61701 UTILITIES 174.16 758 - TH INTERNET - 03.24.25-0 00362 Town of San Anselmo 03/31/2025 DFT05987 Bank Draft 0.00 230,668.95 Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount INV0014337 Invoice 03/28/2025 3-31-2025 To Fund Payroll 230,668.95 0.00
01.00.20299 PAYROLL PAYABLE 167,067.04 3-31-2025 To Fund Payroll
01.00.20299 PAYROLL PAYABLE 3-31-2025 To Fund Payroll 449.31
01.00.20299 PAYROLL PAYABLE 3-31-2025 To Fund Payroll 3,580.02
01.00.20299 PAYROLL PAYABLE 3-31-2025 To Fund Payroll -1,087.36
15.00.20299 PAYROLL PAYABLE 3-31-2025 To Fund Payroll 9,014.53
15.00.20299 PAYROLL PAYABLE 3-31-2025 To Fund Payroll -41.25
19.00.20299 PAYROLL PAYABLE 3-31-2025 To Fund Payroll 11,315.54
21.00.20299 PAYROLL PAYABLE 3-31-2025 To Fund Payroll 31,090.64
27.00.20299 PAYROLL PAYABLE 3-31-2025 To Fund Payroll 9,226.65
60.00.20299 PAYROLL PAYABLE 3-31-2025 To Fund Payroll 53.83 01102 Central Marin Police Authority 03/03/2025 DFT05991 Bank Draft 0.00 456,205.75 ITEM 1.5 - ATTACHMENT 1
ITEM 1.5 - ATTACHMENT 1
87 Check Report Date Range: 03/01/2025 - 03/31/2025
4/2/2025 7:34:33 AM Page 29 of 30
Vendor Number Vendor Name Payment Date Discount Amount Payment Type Payment Amount Number Account Number Account Name Item Description Distribution Amount Payable # Post Date Payable Description Payable Amount Payable Type Discount Amount INV0014355 Invoice 03/03/2025 March 2025 Monthly Contribution 456,205.75 0.00
01.30.61199 POLICE SERVICES CONTR 456,205.75 March 2025 Monthly ContribuƟ Regular Checks
Manual Checks
Voided Checks
Discount
Payment
Payment Type Count
Bank Code AP Summary
Bank Drafts
EFT's
171
0 9
17 0
0.00 0.00
0.00 0.00
0.00 197 0.00
Payment
1,142,189.24
0.00 -43,475.00
1,493,170.59
0.00 2,591,884.83
Payable
Count
362
0 0
17 0
379
ITEM 1.5 - ATTACHMENT 1
ITEM 1.5 - ATTACHMENT 1
88 Check Report Date Range: 03/01/2025 - 03/31/2025
4/2/2025 7:34:33 AM Page 30 of 30
All Bank Codes Check Summary
Payment Type Discount
Payment
Count Payment
Payable
Count
Regular Checks
Manual Checks
Voided Checks
Bank Drafts
EFT's
171
0 9
17 0
0.00 0.00
0.00 0.00
0.00 197 0.00
1,142,189.24
0.00 -43,475.00
1,493,170.59
0.00 2,591,884.83
362
0 0
17 0
379
Fund Name Amount Period
Fund Summary
99 POOLED CASH - OPERATING 3/2025 2,591,884.83
2,591,884.83
ITEM 1.5 - ATTACHMENT 1
ITEM 1.5 - ATTACHMENT 1
89 Marin/Sonoma
Mosquito &
Vector Control
District
2024 Annual Report
Peter Bonkrude, MSDistrict Manager
90 Brief
History….
• Early 1900s: The San Rafael
Improvement Club is in
charge of mosquito control
• 1903-1905- Research on salt
marsh mosquitoes was
conducted in Marin County
• November 6, 1915: The first
district in California is
formed: Mosquito Abatement
District No.1, also known
as the Marin Mosquito
Abatement District (MAD)
• 1976 Annexed Central Sonoma
and its surrounding areas
• 1995: MAD changes its name
to Marin/Sonoma Mosquito
and Vector Control District
• Now serve 763,000 residents
in both Marin and Sonoma
County
91 Agency at a
glance
• 36 Fulltime Employees
• 6-8 Seasonal Employees
• 18 Trustees (Independent Board
Members)
• 6 additional vacancies:
Rohnert Park, San Anselmo,
Ross, Sebastopol, Marin
County at Large, Sonoma
County at Large
• Covers two counties, nearly
2,300 square miles
• $12.1M Annual Budget for 2024-
2025
92 Programs and Services
• Mosquito control
• Mosquitofish
• Yellowjacket control
• Surveillance for adult mosquitoes, ticks, and
pathogens
• Rodent control advice and inspections
• School presentations – grades K – 8
• Insect Identification
93 What is
Integrated
Vector
Management
(IVM)?
An approach to controlling vector-borne
diseases (WNV, SLE, WEE, Dengue, Zika,
Malaria, Dog Heartworm) by implementing a
combination of strategies that are
environmentally compatible, cost effective
and sustainable.
• Surveillance
• Vector Control Interventions (Physical,
Biological, Chemical)
• Environmental Management
• Legislation and Policy
• Capacity Building
• Community Participation
94 Local Mosquito
Threats
Culex tarsalis
Western Encephalitis Mosquito
West Nile Virus
Culex stigmatosoma
Banded Foul Water
Mosquito
West Nile Virus
Culex erythrothorax
Tule Mosquito
West Nile Virus
Culiseta inornata
Large Winter Mosquito
West Nile Virus
Culiseta particeps
No common name
West Nile Virus
There are over 20 different species of mosquito found in Marin and Sonoma Counties. Emerging species of
mosquito such as the Yellow Fever & Asian Tiger
mosquitoes could bring the threat of new diseases.
95 Inventory
of
Mosquito
Sources
Over 23,000
locations
mapped/monitored
96 BY THE NUMBERS
MSMVCD 2024
2,494 476
6,196
MARIN
COUNTY
2,764
INGROUND
YELLOWJACKET
NESTS
3,434
CLASSROOM
PRESENTATIONS
293
TOTAL REQUESTS FOR
SERVICE
SONOMA
COUNTY
TOTAL NUMBER
OF STUDENTS
6,623
401
RODENT
INSPECTIONS
ATTENDED
21 EVENTS
2,825
MOSQUITO
CONTROL
MOSQUITOFISH
DELIVERY
FULL TIME
VECTOR CONTROL
TECHNICIANS
20 97
Disease Activity
2024
No WNV incidences in
both Marin and Sonoma
County
WNV Statewide: 124
cases, 12 fatalities,
2,006 positive
mosquito samples
SLE Statewide: 0
human cases, 34
positive mosquito
samples
Locally Acquired
Dengue: 15 cases (all
in Southern
California)
98 Tick Testing Program
Adult: Western Black-legged Tick
99 Tick Testing Program
Nymphal Stage
100
Rodent
s
101
Yellow Jackets
102
Public Outreach &
Education:
• Press Democrat/Marin IJ
• Social Media: Nextdoor
• Newsletter sent to
subscribers
• Six Radio stations
• Presentations to
community groups & in
workplaces
• Targeted display ads on
streaming services e.g.
Hulu, Vimeo
103
104
3D Printing for Specialized
Equipment
Sterile Insect
Techniques
EMERGING TECHNOLOGIES
105
Questions?
Peter Bonkrude, MS- District Manager
[email protected]
www.msmosquito.org
(707) 285-2200
106
Item #:2.2
STAFF REPORT
TOWN OF SAN ANSELMO Item #: 2.2
MEETING DATE: April 8, 2025
AGENDA TITLE: Adoption of Resolution Accepting Marin County Electrification Roadmap
FROM: Bridget Wipfler, Climate Action Coordinator
RECOMMENDATION: Council adopt resolution accepting Marin County Electrification Roadmap and receive the presentation from Christine O’Rourke of O’Rourke and Associates.
BACKGROUND
Building electrification is the transition of new and existing building appliances to all-electric and energy efficient ones. An “all-electric building” uses electricity instead of fossil fuels such as gas or propane, to power building systems and appliances. From January 2023 through August 2024, the County of Marin’s Sustainability Team and Marin Climate and Energy Partnership (MCEP) engaged and partnered with over 40 community stakeholders to codevelop the “Marin County Building Electrification Roadmap” (Roadmap) that recommends ten actions and subtasks communities in Marin can implement to assist with the transition of Marin’s buildings to an all-electric future.
DISCUSSION/ANALYSIS
The Roadmap is a valuable tool to reach the green building goals outlined in San Anselmo’s Climate Action Plan, as it provides updated, more specific strategies to advance building electrification
The Roadmap was developed in response to a June 6, 2022, Marin Civil Grand Jury report which concluded there was a need for a comprehensive building electrification plan that lays out countywide strategies local policymakers and the community can implement. In addition to the Grand Jury report, there are emerging and existing regional and state mandates that will be shifting buildings toward an all-electric future. Specifically, the State (starting in 2030) and Bay Area Air Quality Management District (starting in 2027) have adopted zero-emission appliance standards that ban the selling and installation of gas space and water heaters. Marin County published this Roadmap on September 6, 2024, and the Board of Supervisors adopted the document on October 15, 2024. Several other Marin jurisdictions have adopted the Roadmap since then, including Fairfax, Larkspur, Tiburon, Mill Valley, and Corte Madera.
Locally, the 2022 greenhouse gas (GHG) emissions inventory identified buildings (built environment) as accounting for 34% of the City’s total annual greenhouse gas emissions, 85% of which comes from the combustion of natural gas in buildings. Already, electricity provided by Marin Clean Energy (MCE) and PG&E is mostly GHG-free, and MCE has a goal of providing 100% renewable and carbon-free electricity to its customers by 2045, making building electrification one of the most effective approaches the Town can take to reducing emissions 107
Item #:2.2
from buildings, and therefore a key strategy in achieving the goal of reducing emissions 40% below 1990 levels by 2030 and 80% below 1990 levels by 2050.
The Roadmap identifies ten actions important to unlocking Marin’s path to an all-electric future.
These actions reflect in-depth research of current and anticipated policies and programs, codevelopment with community stakeholders (including three community workshops), and insight from the broader community via an online survey that received 385 responses. The ten actions include:
A. Create a “Central Hub” for easy access to electrification information and resources.
B. Implement advanced green building and electrification codes.
C. Implement permit streamlining and incentives.
D. Provide low-cost financing programs.
E. Develop the building energy and electrification workforce pipeline.
F. Work with PG&E to improve infrastructure planning and grid interconnections.
G. Implement actions in partnership with community-based organizations.
H. Implement the Marin Countywide EV Acceleration Strategy.
I. Implement a time of listing energy assessment (TLEA) policy.
J. Pilot a neighborhood-scale electrification and gas infrastructure decommissioning project Transitioning to an all-electric future is a long-term endeavor that requires advanced planning and thoughtful implementation. The Roadmap includes a timeline that recommends when, ideally, local governments can implement the actions over the next six to seven years. The Roadmap is also intended to be a shared endeavor. Much like all climate action strategies, a collective effort will be required to successfully implement the actions identified in the Roadmap.
All community members (local governments, elected officials, public agencies, utilities, community-based organizations, builders, developers, realtors, businesses, and residents, among others) will need to play a role in implementing the actions.
The Roadmap is solely advisory and adoption of the Roadmap does not obligate the Town to take any specific actions. Instead, the Roadmap affirms the Town’s view that the Roadmap provides valuable guidance on how local governments might approach the next steps in the electrification transition. Notably, San Anselmo staff and regional partners have already begun implementing some of the actions identified in the plan.
Should Council choose to adopt the Roadmap, the Climate Action Coordinator will review the Roadmap with internal staff and the Climate Action Committee to identify projects and initiatives.
Additional actions will need to be considered as part of future workplans pending staffing and funding considerations, and Board approval as appropriate.
FISCAL IMPACT
There is no direct fiscal impact to the general fund associated with receiving the Electrification Roadmap.
CEQA
The California Environmental Quality Act (CEQA) does not apply to the adoption of the Roadmap. CEQA applies only to projects that have the potential for having a significant effect on the environment. Where it can be seen with certainty that there is no possibility that the project may have a significant effect on the environment, the activity is not subject to CEQA. 108
Item #:2.2
GENERAL PLAN CONSISTENCY
The Roadmap is consistent with measures in the Town’s 2030 Climate Action Plan, including:
• M-13: The Town and County shall take measures to reduce existing and future inefficient or unnecessary energy or natural resources consumption.
CLIMATE ACTION PLAN CONSISTENCY
The Roadmap is consistent with measures in the County’s 2030 Climate Action Plan, including:
• Key Strategy #2: Electrification & Fossil Fuel Phase-Out: Upgrade and replace carbonintensive, fossil fuel-based infrastructure and combustion power throughout the transportation and building sectors with clean electric power • E-1: Energy Efficiency Programs: Promote and expand participation in residential and commercial energy efficiency programs.
• E-2: Consider participating in a countywide effort to encourage energy audits for residential and commercial buildings at the time of resale. • E-4: Green Building Reach Code: Investigate adopting a green building ordinance for new and remodeled commercial and residential projects that requires green building methods and energy efficiency savings above the State building and energy 23 codes • E-5: Streamline Permit Process and Provide Technical Assistance • E-8: Energy Conservation (See also R-3) Reduce energy consumption through behavioral and operational changes.
• R-1: Renewable Energy Generation
• R-3: Building and Appliance Electrification Promote electrification of building systems and appliances that currently use natural gas, including heating systems, hot water heaters, stoves, and clothes dryers.
• R-5: Solar Energy Systems for Municipal Buildings
ATTACHMENTS
Attachement A – Public Mural Guidelines
Attachement B – Climate Mural Proposal
109
RESOLUTION NO 2025-XX
A RESOLUTION OF THE TOWN OF SAN ANSELMO TOWN COUNCIL ADOPTING
THE COUNTYWIDE BUILDING ELECTRIFICATION ROADMAP
WHEREAS, the Town of San Anselmo acknowledges the urgent need to address climate change and reduce greenhouse gas emissions to protect public health, economic stability, and environmental well-being; and
WHEREAS, San Anselmo’s 2023 Greenhouse Gas inventory indicates that 36% of total greenhouse gas emissions come from natural gas use in buildings, making building electrification a critical strategy for achieving the Town’s climate goals; and WHEREAS, the Town Council adopted the Conservation Element of the General Plan on November 25, 1975, and amended it in 1984, affirming that the Town and County shall take measures to reduce both existing and future inefficient or unnecessary consumption of energy and natural resources; and
WHEREAS, on June 11, 2019, the Town Council adopted the Climate Action Plan (CAP), which includes the key strategy to upgrade and replace fossil fuel-based infrastructure in buildings and transportation with clean electric alternatives. The CAP further outlines specific actions, including participation in regional electrification efforts, adoption of energy efficiency programs, green building codes, appliance electrification, and solar energy expansion; and WHEREAS the Town of San Anselmo established a Climate Action Commission to work with Town Council, staff, and residents to achieve CAP goals, reduce greenhouse gas emissions, sequester atmospheric carbon dioxide, and promote adaptation strategies to address climate impacts; and
WHEREAS, the Town Climate Action Commission’s 2024 Annual Goals prioritize reducing natural gas use in buildings by improving energy efficiency and electrifying appliances.
WHEREAS, the Town collaborates with regional and state partners, including Marin Clean Energy, the Bay Area Regional Energy Network (BayREN), and other agencies, to advance electrification programs and ensure equitable access to clean energy solutions; and WHEREAS, the San Anselmo Building Electrification Roadmap recommends a strategic framework to accelerate electrification in residential, commercial, and municipal buildings, reduce dependency on fossil fuels, and support a just transition to clean energy; and WHEREAS, the Town Council acknowledges that adopting the Countywide Building Electrification Roadmap serves to affirm its value as a guiding document, providing strategic direction and recommendations, rather than establishing it as a binding policy.
NOW, THEREFORE, BE IT RESOLVED by the Town Council of the Town of San Anselmo, adopted the Countywide Building Electrification Roadmap. 110
RESOLUTION PASSED AND ADOPTED, at the regular meeting of the San Anselmo Town Council on the 8th day of [April], 2024, by the following vote:
AYES: Councilmember:
NOES: Councilmember:
ABSENT: Councilmember:
ABSTAIN: Councilmember:
____________________________
TARRELL KULLAWAY
MAYOR
ATTEST:
________________________
SERGE AVILA
TOWN CLERK
111
Marin County’s Building
Electrifi cation Roadmap
Our community’s transition to an all-electric future
9/5/24 112
2 Credits
County of Marin Community Development Agency
• Lead Staff: Brian Reyes, Sustainability Planner
• Support Staff
○ Dana Armanino, Planning Manager
○ Julie Chew, Media Technician
○ Mark Chhabria, Program Coordinator
○ Kellen Dammann, Marin County Sustainability Team Marketing and Outreach ○ Sabrina Cardoza, Senior Planner
○ Molly Kron, Senior Planner
Marin Climate & Energy Partnership (MCEP): Building Electrification Roadmap Subcommittee
• Town of Corte Madera: Phoebe Goulden, Climate Action and Adaptation Coordinator, • City of San Rafael: Cory Bytof, Sustainability Program Manager • City of Novato: Gretchen Schubeck, Sustainability Coordinator • Towns of Fairfax and San Anselmo: Sean Youra, Climate Action Coordinator • MCE: Sebastian Conn, Senior Community Development Manager; Jennifer Green, Manager of Customer Programs; Madeline Sarvey, Community Affairs Coordinator • MCEP: Christine O’Rourke, Sustainability Coordinator
Special Thank You to Community Stakeholders participating in the Codevelopment of this Roadmap Marin Climate & Energy Partnership
Marin Clean Energy (MCE)
Transportation Authority of Marin (TAM)
PG&E
BayREN
Canal Alliance
North Marin Community Services
Rising Sun Center for Opportunity
San Rafael Chamber of Commerce
Sustainable San Rafael
Sustainable Mill Valley
Marin Conservation League
Marin/Sonoma Electrification Squad
Good Green Work
Marin Center for Independent Living
Marin Asian Advocacy Project
Multicultural Center of Marin
Sausalito Sustainability Commission
Corte Madera Climate Action Committee
Fairfax Climate Action Committee
San Anselmo Climate Action Commission
Novato Sustainability Commission
Marin Environmental Housing Collaborative
Marin Builders Association
MARIN REALTORS
EAH Housing
Hope Housing of Marin
Eden Housing
Community Land Trust Association of West Marin
(CLAM) - West Marin
Seagull Prime Real Estate Fund
Rising Design & Construction
GreenLynx
Samina Saude Design & Consulting
Hassler Heating and Air Conditioning, Inc.
Ready-Set-Replace
Marin Academy, Climate and Justice Class
113
3 Table of Contents
Credits 2
Executive Summary 4
The Roadmap 6
Template Resolution and Staff Report 7
Sample Resolution 8
Sample Staff Report 11
1.0 Introduction 16
1.1 How to Use 17
1.2 What is Building Electrification? 18
1.3 Benefits 19
1.4 Elevating Equity 20
1.5 Challenges and Solutions 20
2.0 Community Participation and Co-Development Process 24
2.1 Vision, Goal and Equity Principles 24
2.2 Community Engagement Approach and Process 24
2.3 Summary of Workshop Findings 26
3.0 Proposed Actions to Electrify Our Communities 27
3.1 Ten Actions 27
3.2 Ten Actions: A Phased Timeline 28
3.3 Ten Actions: Implementing Tasks 31
4.0 Appendices 53
4.1 Appendix A: Building Stock and Equity Analysis 54
4.2 Appendix B: Examining the Challenges and Solutions to Marin’s All-electric Transition 100
4.3 Appendix C: Community Engagement Findings and Results 107
4.4 Appendix D: Key Actions Worksheet – Descriptions, Details, Equity Considerations, and Implementing Partners 114
114
Marin County’s Building Electrification Roadmap
Executive Summary
115
5 Executive Summary
In response to California AB32 Global Warming Solutions Act of 2006, local governments especially the twelve cities, towns and unincorporated Marin, developed climate action plans that laid out a variety GHG emission reduction strategies to implement. Adopting green building reach codes (building standards that go above and beyond) is one of the best tactics local governments have to directly reduce emissions.
More commonly known green building approaches focus on energy efficiency and solar PV installs, but the urgency of the climate crisis has prompted State, regional and local policy makers to also accelerate emission reductions by rapidly replacing gas combusting appliances and systems in homes and businesses with clean, all-electric ones. However, the use of building requirements alone are not a comprehensive solution to electrification and reducing emissions. Requirements must be accompanied by incentive, rebate, financing, and workforce development programs as well as new innovative policies that incent, support, and accelerate gas to electric conversions for all Marin residents and businesses.
Marin’s Countywide Building Electrification Roadmap is a holistic plan to transition buildings equitably and rapidly to an all-electric and more energy-efficient future. The roadmap was developed in response to a 2022 Marin Civil Grand Jury report. It called for the development and coordinated implementation of a countywide building electrification plan. Most of Marin’s jurisdictions agreed. Starting January 2023, the County of Marin Sustainability Team and Marin Climate and Energy Partnership (MCEP) began co-developing the roadmap in partnership with a wide range of community stakeholders including:
1. Elected officials,
2. City/Town government staff,
3. Utilities and public/regional agencies,
4. Community-based organizations,
5. Building and development practitioners and industry, and
6. Youth/student groups
The heart of the roadmap document was broken up into three parts:
1. Ten Actions (indexed A to J) recommended to transition to an all-electric future.
2. A proposed timeline (2024 to 2031) that phases implementation of the ten actions.
3. A detailed discussion on how the ten phased actions can be implemented by organizations and people within the community.
The ten actions are as follows and as illustrated on the following page (see The Roadmap):
A. Create a “Central Hub” for easy access to electrification information and resources B. Implement advanced green building and electrification codes C. Implement permit streamlining and incentives
D. Provide low-cost financing programs
E. Develop the building energy and electrification workforce pipeline F. Work with PG&E to improve infrastructure planning and grid interconnections G. Implement actions in partnership with community-based organizations H. Implement the Marin Countywide EV Acceleration Strategy I. Implement a time of listing energy assessment (TLEA) policy J. Pilot a neighborhood-scale electrification and gas infrastructure decommissioning project 116
Marin County’s Building Electrification Roadmap J
I
H
F
G
E
D
C
B
A
Marin County’s Building Electrification Roadmap
6 ABCDEFGHIJ
The Roadmap
Create a “Central Hub” for easy access to
electrification information and resources
Implement advanced green building and
electrification codes
Implement permit Streamlining and
Incentives
Provide low-cost financing programs
Develop the building energy and
electrification workforce pipeline
Work with PG&E to improve infrastructure
planning and grid interconnections
Implement actions in partnership with
community-based organizations
Implement the Marin Countywide EV
Acceleration Strategy
Implement a time of listing energy
assessment (TLEA) policy
Pilot a neighborhood-scale electrification
and gas infrastructure decommissioning
project
117
Marin County’s Building Electrification Roadmap
Resolution Adoption Template
(Version for City and Town Staff)
118
8 Template Resolution and Staff Report
The roadmap can be used by Marin’s City, Town and County staff and council to model and adopt, whole or in-part, as stand-alone policy and programs. The roadmap’s actions can also be used as an accompaniment to implement emission reduction strategies found in each jurisdiction’s Climate Action Plans. Ultimately, it is up to each jurisdiction to determine what and how to implement recommended actions.
For ease, the following a sample resolution for councils to consider adoption is provided– in the format County of Marin uses for resolutions – should a jurisdiction decide to adopt the roadmap as policy.
Sample Resolution
[Intentionally left Blank]
119
9 RESOLUTION NO.___
A RESOLUTION ADOPTING MARIN’S COUNTYWIDE ELECTRIFICATION ROADMAP, PUBLISHED <DATE>, RECOMMENDING ACTIONS TO TRANSITION BUILDINGS EQUITABLY
AND RAPIDLY TO AN ALL-ELECTRIC FUTURE
WHEREAS, the <City Name, Town Name, Marin County> Climate Action Plan 2030 identifies reducing building energy use, and specifically natural gas use, as one of the most effective means of meeting the adopted goal of reducing greenhouse gas emissions to 40% below 1990 levels by the year 2030 for the <City Name, Town Name, unincorporated areas>; and WHEREAS, an inventory of 2022 greenhouse gas emissions for the <City Name, Town Name, unincorporated County) found that the use of energy in residential and non-residential buildings within the <City Name, Town Name, unincorporated County> generates <x%, County = 31%> of the <City, Town, County’s> total annual greenhouse gas emissions, <x%, County = 88%> of which comes from the combustion of natural gas in buildings; and
WHEREAS, the <City Council, Town Council, Marin County Board of Supervisors> adopted a resolution on <Date, County = June 15, 2021> declaring a climate emergency and reaffirming the <City’s, Town’s, County’s> commitment to reducing greenhouse gas emissions; and WHEREAS, on June 6, 2022, a Civil Grand Jury Report entitled Electrifying Marin’s Buildings:
A Countywide Approach was published. The report concluded a need for a comprehensive building electrification plan that lays out countywide strategies local policymakers and the community can implement. A majority of the twelve jurisdictions across Marin agreed that a more coordinated effort to plan for an all-electric transition is needed; and
WHEREAS, from January 2023 until August 2024, the County of Marin’s Sustainability Team and Marin Climate and Energy Partnership (MCEP) engaged and partnered with over 40 community stakeholders upfront to co-develop an electrification roadmap that put forth actions and subtasks communities can implement. A total of 20 subcommittee meetings, a 3-part workshop series, and adhoc conversations occurred with stakeholders which included the following:
1. Elected officials,
2. City/Town government staff,
3. Utilities and public/regional agencies,
4. Community-based organizations,
5. Building and development practitioners and industry, and
6. Youth/student groups
WHEREAS, on <DATE>, the County of Marin Sustainability Team, Marin Climate and Energy Partnership (MCEP), in partnership with community stakeholders published “Marin’s Countywide Building Electrification Roadmap: Our Community’s Transition to an All-electric Future” that recommended ten key actions (indexed A to J) and subtasks to implement over a phased timeline from 2024 to 2031. See below summarizing the ten actions:
120
10 A. Create a “Central Hub” for easy access to electrification information and resources B. Implement advanced green building and electrification codes C. Implement permit streamlining and incentives
D. Provide low-cost financing programs
E. Develop the building energy and electrification workforce pipeline F. Work with PG&E to improve infrastructure planning and grid interconnections G. Implement actions in partnership with community-based organizations H. Implement the Marin Countywide EV Acceleration Strategy I. Implement a time of listing energy assessment (TLEA) policy J. Pilot a neighborhood-scale electrification and gas infrastructure decommissioning project NOW, THEREFORE, BE IT RESOLVED, that the Board of Supervisors hereby adopts Marin’s Countywide Building Electrification Roadmap.
PASSED AND ADOPTED at a regular meeting of the Board of Supervisors of the County of Marin held on this ___th day of ___________ 20__, by the following vote:
AYES:
NOES:
ABSENT:
PRESIDENT, BOARD OF SUPERVISORS
ATTEST:
CLERK
121
11 Sample Staff Report
[Intentionally left Blank]
122
12 <DATE>
Honorable <City Council, Town Council, Board of Supervisors> <Address>
<City, State, Zip>
SUBJECT: Resolution adopting Marin’s Countywide Electrification Roadmap, published <DATE>, a plan to transition Marin’s buildings from gas to all-electric.
RECOMMENDATION: Adopt a resolution to implement actions detailed in Marin’s Countywide Electrification Roadmap.
BACKGROUND: The 2022 greenhouse gas (GHG) emissions inventory identified buildings as accounting for <x%, County = 31%> of the <City, Town, County’s> total annual greenhouse gas emissions, <x%, County = 88%> of which comes from the combustion of natural gas in buildings.
Marin Clean Energy (MCE) has a goal of providing 100% renewable and carbon-free electricity to its customers by 2045, making building electrification one of the most effective approaches our <City, Town, County> can take to decarbonizing our buildings, and therefore a key strategy in achieving the goal of reaching the <City, Town, County’s> carbon neutrality target by 20__.
POLICY CONSIDERATIONS: The Countywide Building Electrification Roadmap is consistent with the actions as laid out in the most recent release of the <City Name, Town Name, County’s> Climate Action Plan <List all relevant strategies tying back to your jurisdiction’s CAP>:
• <Example: Strategy RE C-2: Encourage residents and businesses to switch to 100% renewable electricity (MCE Deep Green, MCE Local Sol, and PG&E Solar Choice)>.
PROPOSED RESOLUTION: The proposed resolution adopts the following actions as detailed in the Countywide Building Electrification Roadmap <Choose from all or any of the following ten actions as indexed A-J>:
A. Create a “Central Hub” for easy access to electrification information and resources B. Implement advanced green building and electrification codes C. Implement permit streamlining and incentives
D. Provide low-cost financing programs
E. Develop the building energy and electrification workforce pipeline F. Work with PG&E to improve infrastructure planning and grid interconnections G. Implement actions in partnership with community-based organizations H. Implement the Marin Countywide EV Acceleration Strategy I. Implement a time of listing energy assessment (TLEA) policy J. Pilot a neighborhood-scale electrification and gas infrastructure decommissioning project 123
13 COMMUNITY ENGAGEMENT: The roadmap followed the “Housing Electrification Community Roadmap Template” framework as developed by Rocky Mountain Institute (RMI), Emerald Cities Collaborative, and local government staff. The framework for community engagement entailed prioritizing equity, early and often engagement, and giving the community more meaningful participation in the co-development of the roadmap.
From January 2023 until August 2024, the County of Marin’s Sustainability Team and Marin Climate and Energy Partnership (MCEP) engaged and partnered with over 40 community stakeholders upfront to co-develop an electrification roadmap that put forth ten actions and subtasks communities can implement. A total of 20 subcommittee meetings, a 3-part workshop series, and ad-hoc conversations occurred in concert with members of the community. Each MCEP subcommittee member spent at minimum at total of 25 volunteer hours and each community stakeholder spent at minimum a total of 7 to 10 volunteer hours to co-develop the actions and provide feedback on the roadmap.
Prior to writing the roadmap, the ten actions were published online as a survey widely circulated throughout the community. The survey garnered 385 respondents, providing comment on which actions are preferred to implement.
EQUITY IMPACT: At the heart of the development process was elaborate engagement with and input from Marin’s community stakeholders early and often. While dramatically reducing GHG emissions through electrification policy and programs, it is imperative implementation of actions also ensure that no communities are unfairly impacted nor are left behind in accessing benefits. Through the development process, the County met with the building community (e.g., developers, contractors, realtors), community-based organizations representing seniors aging-in-place, affordable housing advocates, and those serving equity priority/frontline communities. The proposed resolution seeks to balance our ambitious climate, housing, and equity obligations with a combination of sound policy and effective incentive and rebate programs.
The roadmap’s actions were enhanced by integrating equity into the development process and each recommended action. In the process of creating action for the roadmap, each action was evaluated for negative impacts and opportunities to benefit those frequently underserved were identified.
The following steps were taken to evaluate and integrate equity into the actions put forth in the roadmap:
1. A Building Inventory of Marin’s building stock was performed alongside an equity analysis of its residences. The equity analysis identified the general areas West Marin, North Marin/Downtown Novato, San Rafael’s Canal District and Downtown, Strawberry and Marin City as communities most underserved. The intent was not to prefer one community over another, but rather, identify opportunities to reduce barriers when delivering benefits of electrification and building upgrades to the community.
2. A three-part community workshop series with stakeholders was conducted. Stakeholders aided in co-developing the actions as seen on the roadmap.
3. The roadmap integrated equity into each action. Each action was examined and documented to improve equitable outcomes for those most underserved. 124
14 ENVIRONMENTAL CONSIDERATIONS:
Climate, Sustainability and Health: Emissions from <City Name, Town Name, unincorporated County) found that the use of energy in residential and non-residential buildings within the <City Name, Town Name, unincorporated County> generates <x%, County = 31%> of the <City, Town, County’s> total annual greenhouse gas emissions, <x%, County = 88%> of which comes from the combustion of natural gas in buildings. In conjunction with <City Name, Town Name, County of Marin’s> Climate Action Plan, electrification of building equipment, developing energy reach codes, and providing access to energy and electrification incentives and rebates are key tactics to eliminate emissions from Marin’s buildings and reach carbon neutrality by 20__. Electrification of buildings also improves indoor and outdoor air quality through elimination of combustion equipment that produces nitrogen oxide, carbon monoxide, and benzene. In addition, electric space and water heating appliances are highly efficient, so electrification of space and water heating appliances is expected to result in a net decrease in energy used by buildings in Sacramento.
California Environmental Quality Act (CEQA): <Check with the County first if a Notice of Exemption needs to be filed. Though, it is anticipated that the resolution is covered by the general rule that CEQA applies only to projects which have the potential for causing a significant effect on the environment. Further, the resolution, should one or many action be implemented, will protect and enhance the environment and Marin County’s natural resources by reducing local greenhouse gas emissions by reducing the use of fossil fuels through building code; by encouraging electrification and electric vehicle infrastructure measures through incentive and rebate programs; by requiring additional energy efficiency, electrification, and electric vehicle infrastructure measures through state approved building standards>.
RATIONALE: <City Council, Town Council, Board of Supervisors> has adopted a resolution on <Date, County = June 15, 2021> declaring a climate emergency and reaffirming the <City’s, Town’s, County’s> commitment to reducing greenhouse gas emissions. The Countywide Building Electrification Roadmap is responsive to the <Council’s, Board of Supervisor’s> direction and serves as an accompanying feature to implement the <City’s, Town’s, County’s> Climate Action Plan especially to building, electric vehicle, and renewable energy strategies that point to the transition of buildings away from natural gas to all-electric buildings and meet carbon neutrality by 20__.
ECONOMIC IMPACTS: Should all of the actions detailed in the building electrification roadmap be implemented, expect to have a net positive economic impact, reflecting projected post-electrification on-bill savings for households across the County; a range of incentives and rebates designed to assist with the transition; new workforce development opportunities; and, through improved health and productivity benefits derived from improved indoor and outdoor air quality and reduced indoor heat impacts. Implementation of the plan is anticipated to leverage state, federal, and local funding and financing that will benefit Marin’s economy.
125
15 FISCAL IMPACT: This action does not impact the General Fund.
REVIEWED BY: ☒ Administrator ☐ N/A
☐ Department of Finance ☒ N/A
☒ Counsel ☐ N/A
☐ Human Resources ☒ N/A
SIGNATURE:
Attachments
1. Marin Countywide Building Electrification Roadmap
2. Online Community Feedback Survey Results: February 16 to March 5, 2024 126
16 Why Transition to AllElectric Buildings?
Three top reasons Marin’s
community can benefit:
Climate and Policy Mandates
Gas is responsible for 85% of
Marin’s building emissions. As a
result, the State (starting in 2030)
and regional air district covering the
nine county SF-Bay Area (starting in
2027) has adopted zero-emission
appliance standards that bans the
selling and installation of gas space
and water heaters.
Health and Safety
Gas-burning appliances and
their continued release of harmful
pollutants within and outside the
home can increase the risk of
respiratory infection, asthma, heart
disease, and death (UCLA, Zhu
et al., 2020). Among the most
vulnerable are children seniors,
low-income, and Black and
Latino communities. Gas is also a
contributor to residential fires.
Resiliency and Comfort
When coupled with solar, battery
storage, and/or improved insulation,
all-electric buildings improve the
ability to adapt to climate and
natural disaster events. An electrified
home is typically well-insulated,
which can minimize penetration of
smoke and outdoor air pollutants
during fires. In contrast to the
electrical grid, the gas grid can
take longer to restore after an
earthquake.
1.0 Introduction
Marin’s Countywide Building Electrification Roadmap is
a plan to equitably and rapidly transition buildings to an all-electric and more energy-efficient future. Much like a map, it shows steps community actors such as governments, businesses, utilities, and residents can take to reduce their contribution to a worsening climate crisis by switching buildings away from using polluting fossil fuels such as gas.
The roadmap was developed in response to a June 6, 2022, Marin Civil Grand Jury report1. The report concluded a need for comprehensive building electrification plan that lays out countywide strategies local policymakers and the community can implement. In response to the Grand Jury report, a
majority of the twelve Marin jurisdictions agreed that a more thoughtful and coordinated approach to countywide
electrification should take place.
Policies, programs, incentives, and increased market
demand for electric appliances and systems are starting to drive down greenhouse gas (GHG) emissions and transition buildings to an all-electric future, yet more is needed. This roadmap details actions the people and communities of
Marin can take between now and 2031 to successfully
transition away from burning natural gas (referred to herein as “gas”) in homes; the predominant source of building
GHG emissions.
Four key sections make up this roadmap:
1. Introduction
a. How to best use the roadmap.
b. What are the benefits of transitioning to all-electric buildings?
c. Why and how we lead with equity.
d. Summary of the challenges and solutions to
electrification.
2. Community Participation and Co-Development Process
a. A brief on the community’s participation and
contributions to co-developing this roadmap.
3. Proposed Actions to Electrify Our Communities
a. Details impactful actions the community could
implement to make this transition.
4. Appendices
a. Supplementary information that includes
comprehensive analysis, research, and other
relevant resources considered when developing
this roadmap.
1 Civil Grand Jury Report. 2021-2022. Electrifying Marin’s Buildings: A Countywide Approach available for download at https://www.marincounty.gov/departments/grand-jury/civil-grand-jury-reports 127
17 1.1 How to Use
Please read the following as a guide to using the roadmap:
Guide Description
A Recommendation The roadmap does not require or compel, rather, it recommends a series of implementable actions to transition buildings away from using fossil-fuels, in particular gas. The roadmap illustrates how and when community stakeholders can act. Community stakeholders are described in Section 2.0 Community Participation and Co-Development Process.
Residential Building The roadmap is framed as a countywide electrification roadmap for all building types. Actions will focus on existing residential homes including single-family and multi-unit developments. However the same or similar actions may be applicable to commercial buildings.
Phased Action Timeline Section 3.0: Proposed Actions to Electrify Our Communities is the heart of the roadmap. Actions are written as policies, programs, or incentives. Ten key actions are put forth and detailed. The actions were then overlaid on a timeline between 2024 to 2031. The timeline is reflected as a Gantt chart broken up into three phases: immediate-, near-, and long-term. The phasing in of actions on this timeline aligns with regional and State policy and programs.
Communities may opt to take earlier action.
Appendices Supplementary research and analysis. Anything too long or not referenced in sections 1.0, 2.0, and 3.0 are in the appendices.
Energy Efficiency In the context of this roadmap, electrification also includes energy efficiency (e.g., insulation, windows) and electrical systems (e.g., electric panels and service, solar PV, battery back-up). Pairing electrification with energy efficiency improvements will accelerate building performance, save consumers on utility costs, and improve grid reliability and health.
Operational Carbon The roadmap proposes actions to reduce carbon emissions resulting from the use of fuels to heat, cool and power buildings. This is commonly referred to as a building’s “operational carbon2.” It does NOT cover “upfront carbon” or carbon resulting from the extraction, manufacturing, transportation, and assembly of building materials, goods, and services consumed by people.
Policy-relevant Tool The roadmap can be used by Marin’s City, Town and County governments to model and adopt, whole or in-part, as stand-alone policy and programs.
It can also be used as an accompaniment to implement emission reduction strategies found in each jurisdiction’s Climate Action Plans3. 2 Operational and upfront carbon is best described by The World Green Building Council’s report on bringing embodied carbon upfront. Accessible at https://worldgbc.org/article/bringing-embodied-carbon-upfront/ 3 See Marin Climate & Energy Partnership’s website at https://marinclimate.org/climate-action-plans/ for all jurisdictions’ climate action plans that show communities how to reduce their carbon footprint. 128
18 1.2 What is Building Electrification?
It is the transition of new and existing mixed-fuel (i.e., electric and gas) buildings to all-electric and energy efficient ones. An “all-electric building,” uses electricity instead of fossil fuels such as gas, to power building systems (e.g., furnaces, water heaters, electric vehicle (EV) chargers) and appliances like stoves, pool heaters, dryers, and fire pits (Figure 1). For purposes of this roadmap, when we discuss electrification projects, we are also including energy efficiency projects (e.g., insulation and windows) and electrical systems (e.g., electric panels and service, solar PV, battery back-up). The term “building decarbonization” or removal of carbon emissions from buildings, will also be used in the roadmap as another way to describe projects that include all-electric, energy efficient systems and appliances.
Figure 1. All-electric, energy-efficient, and electrical systems and appliances within the home.
Smart Thermostats
can save you up to 23% on annual
heating and cooling costs.
Induction Cooktops
are more energy efficient, provide
precision and control for exact
temperatures, and eliminate harmful
indoor air pollutants from gas stoves.
Insulation and Air Sealing
upgrading can save you 15% on your
yearly heating and cooling costs.
Ductless Mini-Splits
heat and cool your home with an
all-in-one appliance, and avoid
ductwork which can waste as much
as 30% of the energy your HVAC
system produces. Ducted heat pumps
are also options that can save on
energy costs.
Solar + Battery Storage
a back-up solar battery system can keep
your power on during public safety power
shutoffs. Battery systems can store solar
energy for use during peak demand times,
thus saving on electricity costs with time-ofuse utility rates.
Heat Pump Water Heaters
are 2-3x more efficient than
a gas water heater, and you
can save as much as $300
annually by upgrading.
An Optimized Electrical Panel
is critical to supporting a
healthy grid. Try working
within the existing panel
capacity, choose less powerhungry devices, and/or use
energy management devices
first before increasing panel
size.
Solar Panels
protect you from rising electricity
costs, and federal tax credits can
save you as much as 30% on
installation costs.
Heat Pump Dryers
heat the air to remove moisture from clothes,
reuses the heat, then releases the warm, humid
air through an evaporator instead of a dryer vent
to outside the home. This can reduce energy use
by at least 28% and save on installation costs
because ventilation is not required. 129
19 1.3 Benefits
All-electric buildings create benefits for
building occupants and communities. Consider
the following:
1. Today’s electric systems and
appliances are critical to
reducing climate impact and
more efficient when compared
to buildings running on mixed
fuels (electric + gas). Modern
induction and heat pump technology
are substantially more efficient, cheaper
to operate when compared to gas or
older electric resistance counterparts,
and, when run on grid or off-grid
renewable energy, can accelerate
the reduction of GHG emissions – air
pollutants responsible for climate
change.
2. Electrified buildings can reduce
health risks. Electrification can
create healthier, safer, and more
resilient homes and neighborhoods by eliminating indoor and outdoor pollutants such as nitrous oxides (NOx), particulate matter, carbon monoxide and benzene – gas pollutants known to cause death, asthma and other respiratory illnesses, heart diseases, and cancer, among other health issues4. In addition, heat pump technology both heats and cools buildings, providing critical protection from life-threatening heat events, while filtering out dangerous particulates during smoke events.
3. The risk of gas pipeline ruptures and fires can be eliminated with the absence of gas infrastructure. Even in more rural West Marin – where there is an absence of PG&E gas infrastructure beneath and within buildings – residences and businesses are required to use large propane tanks or run on inefficient electric resistance systems to power buildings. In addition to eliminating the risk of propane tank ruptures across West Marin, the installation of electric powered heat pumps can reduce the net costs of using propane, especially when systems are connected to battery powered generators.
4. Electrified buildings can reduce grid strain. This concept may sound counter intuitive, but electrical demand can be reduced when efficient electrical appliances and electrical systems are appropriately designed and installed through demand management.
Equity Described
This report uses the term “equity” or
“equitable” often. Equity can be defined
as “the just and fair inclusion into a society
in which all can participate, prosper, and
reach their full potential” (2022 Race Equity
Action Plan), Marin County Office of Equity).
However, society has been systemically
unfair and not inclusive to all, especially the
disparate treatment of people of color, lowmoderate income (LMI) households and/ or vulnerable communities (e.g., seniors
aging-in-place, disabled, marginally housed,
etc.). Disparities are exacerbated especially
with catastrophic events such as pandemics,
earthquakes, fires, heat waves, floods, and
storm surges.
4 Physicians for Social Responsibility. 2022. Gas stove pollution factsheet. Downloadable at https://psr.org/wpcontent/uploads/2022/05/gas-stove-pollution.pdf. 130
20 1.4 Elevating Equity
The roadmap’s actions were enhanced by integrating equity into the development process and each recommended action. The roadmap followed the “Housing Electrification Community Roadmap Template” developed by Rocky Mountain Institute (RMI), Emerald Cities Collaborative, and local government staff5. In the process of creating an electrification plan, it is best practice to evaluate impacts and elevate opportunities to benefit those frequently underserved. In the context of this document, underserved includes people of color, low-moderate income (LMI) households especially renters in multi-unit developments that are typically cost6- and/or energy7 burdened, and vulnerable communities8.
The following steps were taken to evaluate and integrate equity into the actions put forth in the roadmap:
1. A Building Inventory of Marin’s building stock was performed alongside an equity analysis of its residences. (See Appendix A: Building Stock Inventory and Equity Analysis.) The equity analysis identified West Marin, North Marin/Downtown Novato, San Rafael’s Canal District and Downtown, Strawberry and Marin City as communities most underserved. The intent is not to prefer one community over another, but rather, identify opportunities to reduce barriers when delivering benefits of electrification and building upgrades to the community.
2. A three-part community workshop series with stakeholders was conducted. Stakeholders aided in co-developing the actions as seen in this roadmap. (See Section 2.0 Community Participation and Co-Development Process below.)
3. The roadmap integrates equity into each action. Each action was examined to improve equitable outcomes for those most underserved. (See Section 3.0 Proposed Actions to Electrify Our Communities below.)
1.5 Challenges and Solutions
All new California homes today are required to be built to modern standards. Newer homes can accommodate today’s electric appliances while providing increased comfort and energy efficiency.
One of Marin’s biggest barriers to electrifying is not its newly constructed buildings, rather, the existing – often much older – buildings. This challenge is exacerbated by an electrical grid in need of modernization.
Six key challenges and solutions to electrifying existing buildings have been summarized (Table 1).
Each challenge listed in the table contains a hyperlink which links to a more detailed policy and literature review of that topic. (See Appendix B: Examining the Challenges and Solutions to Marin’s Allelectric Transition.) Although commercial buildings are not specifically addressed here, there is often an overlap between challenges and solutions for residential homes and commercial buildings. 5 Rocky Mountain Institute and Emerald Cities Collaborative. Accessed 2024. Equitable home electrification toolkit.
Accessed 2024 available at https://rmi.org/equitable-home-electrification-toolkit/. 6 According to HUD, affordable housing costs should equal 30% or less of a household’s Income at https://www.huduser.gov/portal/pdredge/pdr_edge_featd_article_092214.html. 7 According to Dept. of Energy, energy burden is the disproportionate percentage of income spent on energy costs at https://www.energy.gov/scep/slsc/low-income-community-energy-solutions. 8 Vulnerable populations are best described as, but not limited to, seniors aging-in-place, youth, unhoused or marginally housed residents, non-English speaking people, immigrants, people with disabilities, people who are socially isolated, and people with pre-existing health conditions. 131
21 Table 1. Challenges and potential solutions to electrifying existing homes in Marin.
Challenge Description Potential Solutions
Aging Residential Buildings 71% of residential buildings countywide are single-family and
94% of these were built before
2000.
Provide electrification and energy
efficiency policies, programs,
and incentives for single-family
residences especially LMI
households and seniors aging-inplace.
Equity, Renter Protection,
and Displacement
29% of residential buildings
countywide are multi-unit dwellings
of which 84% are renters.
Renters especially those in older
buildings require more repairs,
are vulnerable to no-fault evictions
or temporary displacement by
landlords willing to exploit rent
law loopholes during building
rehabilitations.
Work with local, regional and/or
State policymakers to adopt tenant
protection policies that identify
and close any substantial remodel
loopholes.
Voluntary programs that subsidize
landlords such as direct install by
contractor programs, can include
tenant protection assurances as
part of the terms and conditions of
accepting financial assistance.
Grid Modernization and
Reliability
California’s electric grid is old
and needs upgrading to support
increased demands of today’s
power-hungry buildings. According
to a Berkeley Energy Institute study,
utilities such as PG&E are not
expanding their transmission and
distribution network fast enough
to upgrade their grid infrastructure
and meet the State’s climate and
energy goals.
PG&E, CAISO, and CPUC needs
to help speed up expansion of grid
infrastructure. In the meanwhile,
local and regional government and
policymakers can better coordinate
with PG&E to identify locations,
then speed up timelines to connect
and upgrade customers to the grid.
MCE and Marin local governments
can improve electric grid health by
helping households better manage/
reduce energy demand and
optimize electric service panels and
systems.
132
22 Challenge Description Potential Solutions
Optimizing Electric Service
Panels (aka “breaker
box”)
With three out of four residential
buildings built before 1980, many
of Marin’s existing homes must
choose to optimize (i.e., manage
existing capacity and appliances)
or upgrade and increase their
electrical breaker box and system.
The additional costs to increase
electrical system sizes can cost
owners from ~$3,000 to $25,000.
A more economical option would
be simply seeking to work within
a building’s existing system’s
electrical capacity.
First, local governments should
focus on existing buildings when
adopting green building and
EV charging infrastructure reach
(above and beyond) codes. Then,
as part of that code, electric
readiness standards should be put
forth, prioritizing panel optimization
over upsizing.
Complimentary electric panel
rebate and incentive programs
should also prioritize panel
optimization over panel upsizing.
Furthermore, these programs
should be designed in a way that
prioritizes underserved households.
Policy and Market Trends Regional (2027) and State (2030) policy is mandating a ban on
selling and installing of gas
combusting water or space heating
appliances. In addition, U.S. heat
pump sales outpaced gas furnace
sales. Lastly, Marin County new EV
sales are amongst the highest per
capita in the Country.
California communities, especially
Marin, need to rapidly electrify
and prepare its electrical capacity
to meet growing demand. With
one of the lowest rates of home
electrification in the U.S., California
single-family and multi-unit homes
should rapidly scale-up existing and
innovative policies (i.e., sticks) and
incentive programs (i.e., carrots)
that meet climate action obligations
and improve community health and
safety.
Contracting and Permitting
for Electrification Projects
Stakeholder interviews and focus
group workshops revealed a lack of
qualified, knowledgeable and/or
affordable contractors to install allelectric systems including water and space heat pumps, EV chargers,
and modern electrical systems and
panels.
There is also a lack of technical
knowledge by the building staff
workforce on new technologies
such as heat pump water heaters or
smart panels. This creates
uncertainty and delays permit
review timelines.
State and regional authorities
have developed and continue
to maintain qualified contractor
lists. Simultaneously, MCE, local
governments, community-based
organizations, businesses, and the
building and trades community can
leverage State and Federal funding
to grow and create a diverse and
skilled workforce. The funding can
be used to retrain existing and
generate a new workforce that
simultaneously has access to high
quality and high road9 jobs.
Continual staff training of building
examiners and inspectors in electric
appliance and system technologies
and installations.
9 “High road jobs” means high industry labor standards and established access to clear training pathways for 133
23 Findings are based on a literature review of policies and programs already developed and interviews of government staff, community-based organizations, and building industry across Marin, California, and the U.S. (See Appendix B: Examining the Challenges and Solutions to Marin’s All-electric Transition.) Challenges and potential solutions surfaced during community stakeholder workshops and a public survey were also considered. For more details on community workshops and participation, see Section 2.0 Community Participation and Co-Development Process below.
The potential solutions in the table above are not yet recommended actions to take. Recommended actions are put forth in Section 3.0 Proposed Actions to Electrify Our Communities below. building decarbonization jobs, especially for entry-level and disadvantaged workers. See Rising Sun press release on its convening and promotion of equitable job access in the Bay Area. Available for download at https://risingsunopp.org/wpcontent/uploads/Rising-Sun-HRTP-Press-Release.pdf 134
24 2.0 Community Participation and Co-Development Process
2.1 Vision, Goal and Equity Principles
At the heart of the roadmap was elaborate engagement with and input from Marin’s community members upfront, prior to development of a plan or any decisions made. The County of Marin Community Development Agency and Marin Climate & Energy Partnership (MCEP) embarked on a stakeholder engagement process that started in earnest in January 2023 and concluded June 2024.
The vision for the electrification roadmap’s engagement process was to provide community stakeholders10 a forum to participate in co-developing key components of the plan.
The goal was to ensure that an implementable countywide plan was developed through comprehensive research and by creating a space for robust collaboration between elected officials, City/Town government staff, public/regional agencies, community-based organization representatives, building and development practitioners and industry, and youth/student voices.
Implementing actions that deliver equitable outcomes was discussed throughout the process, especially during community workshops. The following summarizes the core equity principles surfaced during those engagements:
1. Conduct community engagement activities that give participants the opportunity to develop proposed actions.
2. Prioritize and increase incentive and rebate program access to underserved, hard-to-reach residences, and families.
3. Develop programs that do not escalate costs for renters and homeowners on fixed incomes or considered low-to-moderate income. Develop policy solutions that minimize the potential for gentrification and resident displacement.
4. As the workforce grows, ensure there is a diverse community of new and existing contractors being trained for high quality jobs while simultaneously giving access to wrap-around services (e.g., transportation and childcare subsidies) and career development opportunities.
2.2 Community Engagement Approach and Process
First, a steering committee was established consisting of MCEP members including sustainability and community engagement staff with the County of Marin, City of San Rafael, City of Novato, Town of Corte Madera, Town of San Anselmo, Town of Fairfax, and Marin Clean Energy. The steering committee met every other week over 14 months to establish an approach and strategy to developing the electrification roadmap. In addition to recommending when and who to engage in the community, the committee recommended how to best engage. The committee wanted to ensure a diversity of interests came together in one room over a series of interactive and productive workshops and conversations. They also emphasized the need for attendance of voices typically excluded from engagement, especially organizations and individuals that represent Marin’s underserved communities.
Second, stakeholders were invited to participate in three planned workshops over a five-month period. The ask of community stakeholders was to collectively recommend actions to put forth in the electrification roadmap. Based on need, availability, and capacity, some stakeholders volunteered to take a more active role in co-development while some lacked capacity and instead preferred to simply stay informed of the roadmap’s progress or not participate at all. Stakeholders ranged from government actors and public agencies (e.g., elected officials, city/town/county staff, and utilities), community10 In contrast to individuals, stakeholders are organizations or entities who serve the needs of a group of individuals, neighborhoods, or residences and businesses across Marin. Stakeholders serve communities that will be affected by and can affect building policy and programs.
135
25 based organizations (e.g., those who prioritize underserved residences, environmental/climate action, and seniors aging-in-place), the building community (e.g., contractors, developers, REALTORS, architects), and youth and student advocates, among others. See Appendix C: Community Engagement Findings and Results, Table C-1 for a detailed list of workshop series participants.
Third, a survey (in English and Spanish) of the actions co-developed with workshop participants was widely distributed for public feedback. Workshop participants and the organizations they represent, government communications staff and elected officials across 12 jurisdictions, and public regional agencies (e.g., Marin Health and Human Services, MCE, and Transportation Authority of Marin (TAM)) helped distribute the survey. As a result, 385 people responded to the survey which asked for their impression of the 10 recommended actions and how they would prioritize implementation.
Survey results were published online11 and included in the appendices. (See Appendix C: Community Engagement Findings and Results, Public Survey Process and Results.) Lastly, feedback loops with stakeholders were established. Progress was publicly shared online12.
In addition, in-person and virtually ad-hoc conversations, progress updates, and presentations to organizations and their members were given. Four iterations of key components to the roadmap were co-developed and shared with workshop participants during and after the completion of the workshop series. (See Appendix D: Key Actions Worksheet – Descriptions, Details, Equity Considerations, and Implementing Partners.) Workshop and survey findings were consolidated to begin writing the electrification roadmap herein.
11 County of Marin Community Development Agency Sustainability Division. 2023. Building Electrification Roadmap Survey: Actions to Electrify Our Buildings and Vehicles. Results available for download at https://www.marincounty.org/ depts/cd/divisions/sustainability/electrify-marin/green-building-development/electrification-roadmap. 12 County of Marin Community Development Agency Sustainability Division. 2023-2024. Marin Countywide Building Electrification Roadmap landing webpage. Available at https://www.marincounty.org/depts/cd/divisions/sustainability/ electrify-marin/green-building-development/electrification-roadmap. 136
26 2.3 Summary of Workshop Findings
Nearly 16 months of active engagement resulted in the following (Figure 2):
1. Over 20 steering committee meetings
2. 3 in-person stakeholder workshops, attended by 42, 36, 26 people, respectively, representing community-based organizations (CBOs), building community and practitioners, government staff, appointed climate commissioners, and regional and public agencies, including utilities.
3. 7.5 to 10 volunteer hours by each participant to learn, share resources, develop key components of the roadmap, and co-develop actions.
4. 10 key actions (with 40 sub-actions) were put forth. (See Section 3.1. Ten Actions.)
5. A public survey of 385 respondents provided comment on the 10 key actions. (See Appendix C: Community Engagement Findings and Results.) Figure 2. Stakeholder participation in the co-development of the electrification roadmap. 20+ Steering
Committee
42, 36, 26
attendees
City, Town,
Government Staff
Three Workshops
CBOs (DACs,
Aging-in-Place,
Environmental)
Climate
Commissions
7.5--10 Volunteer
hours/person
Building Community
(Realtors, Contractors,
Architects, Designers)
Utilities (PG&E, MCE)
10 Actions w/40
sub-actions recommended 385 respondent survey
137
27 3.0 Proposed Actions to Electrify Our Communities
This section is the heart of the roadmap. It can be used as a guide for our community to transition to an all-electric future. It is broken up into three parts:
3.1 Ten Actions to Transition
3.2 Phasing Ten Actions: A Proposed Timeline between 2024 and 2031
3.3 In-depth discussion of the proposed actions and tasks to implement
3.1 Ten Actions
There are ten actions important to unlocking Marin’s path to an all-electric future (Figure 3). These actions reflect in-depth research of current and anticipated policies and programs, co-development with community stakeholders, and insight from the broader community.
Figure 3. Recommended ten actions to electrify Marin.
Establish and implement a countywide “Central Hub” of A electrification and energy resources that is accessible to all.
Evaluate and implement permit discount and streamlining B programs that incent gas to electric conversions.
Continue advancing new and existing green building,
electrification, EV, and electric system readiness standards in C sync with State mandatory code update cycles.
Increase residence and business access to low-cost energy, D electrification, and green financing loan programs.
Coordinate with PG&E to improve infrastructure planning E and speed up interconnection timelines.
Support and accelerate the growth and improve the quality of a diverse and skilled building and electrification workforce. F Increase the frequency of engagement, promotion, and
outreach activities to underserved Marin residences. G
Implement the Marin countywide EV Acceleration Strategy. H Explore and implement a time of listing energy assessment (TLEA) policy. I
Explore and implement a pilot neighborhood-scale
electrification and gas infrastructure decommissioning project. J 138
28 3.2 Ten Actions: A Phased Timeline
Transitioning to an all-electric future is a long-term endeavor that requires advanced planning and thoughtful implementation. Hence, the ten actions above were overlayed onto a three-phase timeline:
1. Immediate (2024–2025)
2. Near Term (2026–2027)
3. Long Term (2028–2031)
The timeline indicates when, ideally, to implement the roadmap’s actions over the next six to seven years (Figure 4). However, it can be difficult for a community to implement everything. Government staff and policymakers should also evaluate staff capacity and identify funding mechanisms to meet its electrification goals and 2045 climate action obligations. Simultaneously, other actors in the community should choose which actions they can help with and then decide when and how to support implementation of actions. All actors should coordinate to avoid duplicating efforts. 139
2024 2025 2026 2027 2028 2029 2030 2031
A. Establish and implement a countywide “Central Hub” of electrification and energy resources that is accessible to all.
1. Develop and launch a web-based informational resource hub for community resources.
2. Develop and launch hard copy and in-person promotion and outreach campaigns especially in underserved, hard to reach communities.
3. Investigate the feasilibility and procure resources to launch a turnkey countywide concierge and/or technical assist service for residences and businesses.
4. Develop a concierge and/or technical assistance service for residences and businesses while maintaining and integrating the web-based “central hub.”
5. Launch a concierge technical assistance service for residences and businesses while continuing to maintain and integrate the web-based “central hub.”
E. Coordinate with PG&E to improve infrastructure planning and speed up interconnection timelines.
1. Encourage PG&E to meet SB 410 (Becker), “Powering up Californians Act” which holds utilities accountable to meeting prompt grid interconnection and energization timelines.
2. Proactively coordinate with PG&E on owner/developer planning and communication that helps with PG&E’s service and distribution planning, increases reliability, and reduces energization timelines for new housing.
B. Evaluate and implement permit discount and streamlining programs that incent gas to electric conversions.
1. Evaluate jurisdiction feasibility and capacity to implement an electrification streamlining program that speeds up the permitting process.
2. Evaluate jurisdiction fee structure then implement a subsidized electrification discount program that incentivizes electric over gas installations.
3. Implement permit programs that either reduces mechanical, electrical, and plumbing (MEP) costs and/or expedites permit timelines for renovations and appliance upgrades.
C. Continue advancing new and existing green building, electrification, EV, and electric readiness standards in sync with State mandatory code update.
1. 2025 Code Development: Develop prototype green building codes that all twelve Marin jurisdictions can consider to adopt.
2. 2026 to 2028 Code Enforcement: Implement adopted green building code.
3. 2028 Code Development: Develop prototype green building codes that all twelve Marin jurisdictions can consider to adopt.
4. 2029 to 2031 Code Enforcement: Implement adopted green building code.
5. 2031 Code Development: Develop prototype green building codes that all twelve Marin jurisdictions can consider to adopt.
D. Increase residence and business access to low-cost energy, electrification, and green financing loan programs.
1. Evaluate existing low-cost financing programs and increase access to residences and businesses through the central hub and promotional campaigns.
2. Evaluate then consider providing complementary financing options such as a regional tariff on bill financing program that serves single-family and multi-unit residences.
3. If funded and partners are in place, pilot a loan financing program(s) that serves single-family and multi-unit residences and/or businesses.
Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 C
B
A
D
E
Figure 4. Gantt chart of ten actions and tasks to implement between CY2024-Q3 and CY2031-Q4. 29 IMMEDIATE Phase 1 NEAR-TERM Phase 2 LONG-TERM Phase 3 140
F. Support growth, accelerate and improve the quality of a diverse and skilled building energy and electrification workforce.
1. Continue to fund and expand regional workforce development training programs that benefits a more diverse trades and contractor workforce.
2. Continue growing the pipeline and visibility of regional qualified contractors.
3. Continue to provide free or subsidized access to training programs for builders, realtors, lenders, and local building staff.
4. Continue to explore and support new partnerships with public agencies, local governments, businesses, and/or appliance manufacturers that focus on expanding technology trainings to small, minority-owned businesses.
G. Increase the frequency of existing engagement, promotion, and outreach activities to underserved Marin residences.
1. Build stronger partnerships with Marin community-based organizations that increases rebate, incentive, and financing program access to underserved Marin communities.
2. Partner with and consider funding local community-based organizations to communicate energy and electrification programs and campaigns.
3. In partnership with community-based organizations, perform an annual evaluation, or as needed, of all roadmap actions to ensure equitable outcomes.
H Continue to implement, or in-part, the Marin Countywide EV Acceleration Strategy.
1. Each jurisdiction should adopt and determine which strategies as per the 2023 Marin Countywide EV Acceleration Strategy.
I. Explore and map out steps to implement a time of listing energy assessment (TLEA) policy.
1. Conduct a feasibility study and/or survey of stakeholders to implement a voluntary or mandatory energy assessment and code compliance check at the time of a real estate transaction.
2. If feasible and staff capacity is in place to enforce, identify a Marin jurisdiction(s) to pilot the development of a TLEA policy.
3. If feasible and staff capacity is in place to enforce, continue implementing a TLEA policy and expand to other Marin jurisdictions as needed.
3. Explore funding to collect and analyze PG&E energy data that will help measure existing and project future countywide electrical capacity needs at the neighborhood scale.
4. If funded, analyze and share out report on countywide existing and future electrical capacity needs. 2024 2025 2026 2027 2028 2029 2030 2031
Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 J. Explore and map out steps to implement a neighborhood-scale electrification and gas infrastructure decommissioning project.
1. Support, as needed, Building Decarbonization Coalition’s (BCD) effort to expand neighborhood scale electrification projects statewide.
2. Evaluate feasibility and funding resources, then identify a location to pilot a neighborhood-scale electrification demonstration project anywhere within the 12 jurisdictions across Marin.
3. If appropriately funded and staff capacity is in place, develop and implement a pilot neighborhood-scale electrification demonstration project.
4. If successful and more funding is procured, continue implementing neighborhood-scale electrification pilots in other locations across Marin.
E. (Continued)
J
I
H
G
F
E
Figure 4. (Continued)
30 IMMEDIATE Phase 1 NEAR-TERM Phase 2 LONG-TERM Phase 3 141
31 3.3 Ten Actions: Implementing Tasks
This section will discuss, in detail, how the ten phased actions and tasks in Figure 4, can be implemented by organizations and people within the community.
Community Implementors
The roadmap is intended to be a shared endeavor. Much like all climate action strategies, a collective effort is required to successfully implement. All community members (government, elected officials, public agencies, utilities, community-based organizations, builders, developers, realtors, businesses, and residents, among others) can play a role in implementing actions. They can help participate in community engagements, put on community events, incorporate actions into individual work plans, or adopt the roadmap as policy.
Each action will be tagged with potential implementing partners:
Local Government (County, City and Town Staff, Elected Councils w/in Marin) Community-Based Organization (not-for-profit organization providing community services)
Marin Climate & Energy Partnership (interagency collaborative including local governments, MCE, TAM, and Marin GSA that coordinates climate action) Residents and neighborhoods
Businesses (local privately owned and/or operating within county) Marin Clean Energy (Community Choice Aggregation Electricity Provider) Pacific Gas & Electric (Investor-Owned Utility)
Transportation Authority of Marin (Transportation authority countywide) Marin Builders Association (Not-for-profit serving the interests of the construction industry)
Contractor (Individual or Businesses that bid and provide construction project services) Trades associations (organizations serving the interests of unionized construction workers and typically run apprenticeship programs)
Realtors (individual) or Marin REALTORS (Not-for-profit association serving the interests of realtors countywide)
Banks and Lenders (provides financing for real estate transactions or construction projects)
Commercial or nonresidential developer
Housing Developer (Market-rate and Affordable Housing)
BayREN (Regional Energy Network of local governments across the 9 county Bay Area)
Bay Area Air Quality Management District (Air Quality regulator across the 9 county Bay Area)
LG
CBO
MCEP
RES
BIZ
MCE
PG&E
TAM
MBA
CON
TRA
REAL
LEND
DEV-C
DEV-H
BAY
AIR
142
32 3rd Party Service Provider (For-profit vendor typically providing turnkey, concierge energy and electrification installation and planning services) California Public Utilities Commission (Statewide utilities regulator) TECH Clean California (Statewide initiative funded to increase clean space and water heater installations)
Zero Waste Marin (countywide joint power authority helping to manage and reduce waste)
Higher education facilities such as community colleges that can provide training programs to those who cannot access apprenticeship programs. 3rd
CPUC
TECH
ZWM
EDU
Reading the Actions and Tasks
All actions are illustrated in the following manner:
• Each action starts with elaborating key objective(s), equity considerations, measure(s) of success, and proposed timeframe to implement.
• Each recommended Action (e.g., “A”) contains Tasks (e.g., “A1”) to implement across three phases.
• All tasks necessary to implement the action are briefly expanded upon.
In addition, note the following:
• Equity considerations are intended to surface possible solutions to ensure inequities are not exacerbated or negative impacts mitigated for vulnerable communities. Solving for underlying and systemic race and social inequities is mostly beyond the scope of this electrification roadmap.
• This roadmap does not require any one person or organization to implement, nor has any one organization yet committed to implementing these actions. • Actions can be implemented as a whole, in-part, or some not at all. • Though some actions are already a part of an organization’s workplan, some actions are not.
Actions will need to be approved by each organization’s governing structure. 143
33 Action A. A countywide “Central Hub” of electrification and energy resources.
Potential Implementers LG MCEP CBO MCE BAY 3rd
TAM PG&E
Objective(s)
• Create a countywide hub that connects all residences and business to building energy, electrification, and EV resources and services.
• Make it easy for residents and businesses to get their building energy, electrification, and EV related questions answered by clear, concise, and user-friendly access to resources. • Simplify and consolidate otherwise complicated, disparate, and confusing polices (e.g., building requirements) and rebate, incentive, and customer service programs (e.g., local, regional, state, and federal) into one accessible location.
Equity Considerations
• Target campaigns and efforts to benefit low-moderate income (LMI) and hard-to-reach households, renters, and energy burdened communities such as in rural West Marin, North Marin, Downtown San Rafael and the Canal, Strawberry, and Marin City. • Promote regional workforce development programs or initiatives that focus on developing a more diverse and inclusive trades and contractor workforce. (See Action F regarding workforce development.)
• Increase awareness of and access to programs, rebates and incentives that first address deferred maintenance (e.g., termite damage and dry rot).
• Address Split-Incentives – Structure multi-unit residential programs that incentivize and make it easy for both renters and property owners to install energy efficient and electric systems and appliances.
Measure(s) of Success
• Made resources readily available and accessible to those searching online. Ensured that the information is accessible to those individuals that need more hands-on services, language assistance, or otherwise unable to access digital resources. • Increased collaboration across all community actors or “Potential Implementers” as listed above. • All community actors directed inquiries to this hub and designated contacts. • Used existing and new channels of communications to expand outreach to hard-to-reach residences and businesses.
Proposed Timeframe
Immediate near-term long-term
Q3 Q3
CY2024 CY2026
144
34 Implementation Tasks
□ Task A1. Develop and launch a web-based informational resource hub for community resources. Consolidate all existing State, regional and local programs, services, energy and electrification planning toolkits, incentives, rebates, building code and permit requirements and process, qualified contractors, financing, research, and other related resources into one central accessible website. All community actors should coordinate to route all building energy, electrification, and EV project questions and inquiries through this webpage. Subsidized rebate and incentives programs constantly change. The County of Marin currently maintains a web-based central resource hub for resources with links to electrification resources, tools, and information.
□ Task A2. Develop and launch promotional and outreach campaigns especially in underserved, hard-to-reach communities. A web resource is only effective if people are driven to the site to access the hub’s resources. A coordinated campaign should be developed with a budget and timeline such that a request for funding can be made by local governments as well as non-profit/community-based organizations looking for grants or to grantmake. Conducting complimentary, offline outreach and engagement activities is critical. This includes in-person, door-knocking, social media, newsletters, mailer campaigns, and tabling at community events that target underserved residences.
□ Task A3. Investigate the feasibility and procure resources to launch a countywide concierge and/or technical assist service for residences and businesses. State, regional, and local governments, utilities, and private companies are currently testing a variety of turnkey solutions especially for those who prefer in-person, handholding, help services for more complicated projects, or are unable to access web resources. Many turnkey products are currently piloting; hence, evaluation should also include whether using existing over creating a new service will suffice. Any subsidized program will require funding and staff capacity to develop, launch and maintain. A variety of turnkey projects are currently being piloted across the State including, but not limited to:
1. Local Governments such as City of Sacramento in partnership with Sacramento Municipal Utility District (SMUD) have launched XeroHome, a free online tool that can help single-family and multi-unit homeowners and renters easily estimate the cost of their retrofit project in minutes, connect residences with contractors, and easily find rebates. The City hopes SMUD can scale this online tool across its territory and procure funding to provide wrap-around personal technical assistance services for those unable to access.
2. Utilities such as PG&E and Peninsula Clean Energy (PCE) have launched turnkey solutions.
PG&E currently has a single-point of contact (SPOC) for multifamily program, a free “one-stop shop” model for property owners and managers. In 2025, PG&E has allocated funding to expand a SPOC for residential customers and contractors. PCE currently has an Electrification Technical Assistance Program that provides free technical assistance to architects, builders, developers, design engineers, contractors, and energy consultants to install all-electric systems and EV infrastructure.
3. Third-party services for residents (e.g., QuitCarbon, Onsemble, RockRabbit, Collaboration Energy, ReadySet Replace, EnergySage, Treehouse, etc.) can be used today; however, note the long-term viability of these services is unpredictable and may not exist in the future. □ Task A4 + A5. Develop and launch a concierge and/or technical assistance service for residences and businesses while maintaining and integrating the web-based “central hub.” Should the result of task A3 determine that existing technical service providers are not sufficient to support local needs, and funding is procured implement a Marin specific service, then ensure users can access these services through the central hub. The launch should include funding for offline outreach and engagement activities – as discussed in Task A2 – to maximize reach.
145
35 COMMUNITY HIGHLIGHT: Marin Green Home Tours
What residents are doing to green their homes
In October 2022, Sustainable Marin
launched the first Marin Green Home Tour,
a free, virtual event spotlighting 10 homes
across the County. Each home served as
a local showcase of practices aimed to
reduce fossil fuel use, produce and use
clean electricity, conserve water, improve air
quality, and promote community resilience.
Home features included induction cooktops,
heat pump HVAC systems, solar panels
paired with battery storage, electric vehicle
chargers, water harvesting setups, and
drought-resistant landscaping. Homeowners
shared their experiences installing and using these sustainable features.
Several all-electric homes were featured, including new construction, retrofit projects, and rental properties. The event attracted over 400 attendees during the live sessions, with a much broader audience accessing the recorded tours via YouTube.
Due to popular demand, a second tour was held in October 2023, and a third is scheduled for October 24, 2024. For further details, resources, and to view archived videos of the featured homes, visit the Marin Green Home Tour webpage.
146
36 Action B. Permit discounting and streamlining that incent gas to electric conversions.
Potential Implementers
Objective(s)
• Prefer and promote the installation of electric and energy efficient systems over gas and inefficient systems.
• Streamline permitting by reducing permit burden of electric appliances including same day permitting for heat pump water and space heaters, permit discount or waivers, digitizing applications, and scheduling online inspection and approval processes.
Equity Considerations
• Eliminate or further offset the impact of the potential high cost of permitting for income qualified residences.
Measure(s) of Success
• Increased permitted installs of electric and energy efficiency appliances and systems. • Increased the safety of electric appliance and system installs. • Reduced the number of unpermitted electric and appliance installs.
Proposed Timeframe to Implement
□ Task B1. Evaluate jurisdiction feasibility and capacity to implement an electrification streamlining program that speeds up the permitting process.
Building and safety departments can use same day permitting and remote video inspections for electric and energy efficient systems and appliances. For example, the State has required same day streamlined solar PV permitting for jurisdictions of a certain size. Also, the County of Marin currently performs Solar PV, reroofing, and EV charging station video inspections. If similar programs were expanded for electrification projects such as for heat pump water heaters, this could increase permit compliance and installs.
□ Task B2. Evaluate jurisdiction fee structure then implement a subsidized electrification discount program that incentivizes electric over gas installations.
Building and safety departments can use fee discounts or waivers to incentivize applicants, permitting electric and energy efficient system installs (e.g., heat pumps), that may otherwise avoid obtaining proper permits or install another gas appliance. Incentives can include but are not limited to permitting discounts or waiver, combined mechanical-electrical-plumbing (MEP) and electronic inspections. For example, City of St. Helena implemented a “permit holiday sale” on solar PV. As a result, permit submittals tripled in the same time frame13. Also, Santa Clara County’s combined mechanical-electrical-plumbing permit application charges a flat rate for up to three items instead of separately14. Hence, a heat pump water heater installation would 13 Interview with St. Helena’s City Assistant Manager. July 2023. 14 Silicon Valley Clean Energy and TRC. 2020. Best practices guide for streamlining electrification permitting.
LG BAY MCE
Immediate near-term long-term
Q3 Q4
CY2024 CY2027
Implementation Tasks
147
37 require only one permit application and fee for a water heater replacement and the supporting electrical work. If similar incentive programs were expanded for electrification projects, this could increase compliance, quality, and safety of installations. □ Task B3. First pilot, then implement permit programs that simultaneously reduce permit costs and speed up permit timelines for renovations and appliance upgrades. Permit discount programs can be funded and piloted to assess feasibility and impact. County, City, and Town staff, not only has to subsidize the program but also must train building examiners and inspectors on how to permit and identify emerging technologies in the field such as heat pumps, EV chargers, and upgraded electrical systems, among others. Building and safety staff should take ongoing trainings and continuing education classes such as those offered for free by BayREN. Waiving fees alone will not result in more installations if the permit process is too slow or challenging to navigate. Simultaneously reducing cost burden and speeding up permitting is highly recommended as best practice for implementing an effective program.
COMMUNITY HIGHLIGHT: Marin Clean Energy
Bridging the gap with a heat pump loaner program
Starting Fall 2024, MCE’s emergency
water heater loaner program will provide
funding for participating contractors to
install temporary replacement “loaner”
water heaters while prerequisites to
installing a heat pump water heater
(HPWH) are being arranged. Once
the customer is ready to electrify, the
contractor will uninstall the “loaner” and
replace it with the HPWH. The program
will allow customers whose water heaters
have broken to comfortably transition
to a high efficiency electric HPWH with
minimal disruption to hot water supply. The “loaner” water heaters themselves can then be reused by future customers. On the customer side, installation of HPWHs will reduce indoor and outdoor pollution, increase customer safety, and make homes healthier. In addition, there are several incentive opportunities to reduce total upgrade costs to the system itself as well as ancillary fixes, making the program economically attractive.
For more information contact [email protected].
Downloadable at https://www.svcleanenergy.org/wp-content/uploads/2020/02/Best-Practices-Guide-for-StreamliningElectrification-Permitting_Digital.pdf. 148
38 Action C. Advancing new and existing green building, electrification, EV, and electric readiness standards.
Potential Implementers LG CBO DEV-H BAY MCE PG&E
MCEP ZWM
Objective(s)
• Reduce GHG emissions and save energy for consumers by updating local building codes that exceed State minimum standards (aka “reach codes”) every three years, which aligns with State mandatory code update cycles.
• Continue developing and implementing proactive green building energy reach codes that are “cost effective” as defined by the California Energy Commission (CEC). • Create as much code uniformity as possible across all 12 Marin jurisdictions to minimize building permit confusion across jurisdictional boundaries.
Equity Considerations
• Include building exceptions, hardship, and feasibility waivers especially for low-income residents and households with special medical and accessibility needs. • Ensure new construction and renovations of low-income multi-unit housing projects are not inhibited.
• Identify sufficient electrification and energy efficiency funding sources for low-income houses. • Encourage use of programs that subsidize energy efficient, all-electric buildings for new affordable housing developments (e.g., California Electric Homes Program implemented by California Energy Commission and TRC).
• Encourage use of housing programs that disincentivize property owners from displacing multiunit renters during renovations or rehabilitation (e.g., multi-family energy saving programs implemented by MCE, BayREN, and PG&E).
• Consider anti-displacement policies as put forth by Strategic Actions for a Just Economy (SAJE) or Build-it Green.
Measure(s) of Success
• Engaged and partnered with a wide-variety of stakeholders such as government jurisdictions (local, regional, and State), community-based organizations, businesses, building and trades associations, MCE, PG&E, Transportation Authority of Marin, among others, when developing and modeling reach codes countywide.
• Adopted the County’s model green building reach codes that are consistent as possible across all jurisdictions.
• Incorporated policy that anticipates unintended consequences of electrification.
Proposed Timeframe
*Once Every Three Years
in alignment with State
triennial code cycles
Immediate near-term long-term
Q1 Q4
CY2025 CY2031
149
39 Implementation Tasks
□ Task C1 + C2. During 2025, develop an update to model green building reach codes that all twelve Marin Jurisdictions can adopt and enforce between 2026 to 2028. The State mandates building code updates once every three years with the next cycle starting in 2025 and in effect January 1, 2026. Local governments such as in Marin County are allowed and have historically adopted building codes that exceed those standards while complying with the Energy Policy and Conservation Action of 1974. The best practice is to engage all levels of community stakeholders to right-size a building code policy. The County of Marin and Marin Climate and Energy Partnership (MCEP) typically coordinate a triennial effort to engage County, City and Town staff, and community stakeholders to help develop key components of a model reach code. This coordination has been used by government staff and electeds to adopt and implement advanced building codes.
In the transition to all-electric appliances, codes should anticipate the following, which are not typically considered in today’s codes:
1. From 2027 to 2031, the Bay Area Air Quality Management District (BAAQMD) will begin phasing out space and water heating gas appliances from being sold or installed in homes and commercial spaces. In addition, the California Air Resources Board (CARB) will begin banning gas space and water heaters from being sold statewide starting in 2030.
2. Require building electrical systems to be properly optimized or sized for the anticipated rapid increase in building electrical needs.
3. Avoid the costly oversizing of electric systems and panels, hence, prefer panel optimization and efficiency (i.e., work within the existing electrical capacity) over panel upsizing.
4. Ensure the use of low (e.g., CO2 and nature based) in place of high global warming potential (GWP) refrigerants in equipment such as heat pumps.
5. Work with Zero Waste Marin (ZWM) to develop and implement disposal protocols for gas and heat pump appliances at end-of-life.
6. Ensure the proper handling of refrigerants at end-of-life such as through EPA 608 certified technicians.
This and subsequent tasks C3, C4, and C5 illustrate the commitment Marin communities make to exceed green building standards.
□ Task C3 + C4. During 2028, develop an update to model green building reach codes that all twelve Marin Jurisdictions can adopt and enforce between 2029 to 2031.
□ Task C5. During 2031, develop an update to model green building reach codes that all twelve Marin Jurisdictions can adopt then enforce between 2031 to 2033.
150
40 Action D. Access to low-cost energy, electrification, and green financing loan programs.
Potential Implementers LG
CBO
PG&E MCE BAY
MCEP
LEND REAL
CPUC
Objective(s)
• Increase access to existing loan programs for single-family and multi-unit residences as well as commercial properties.
• Consider the creation of new loan programs as needed. • Expand existing real estate industry training and education to banks/lenders and Marin REALTORS.
Equity Considerations
• Green financing programs can benefit LMI and credit-constrained customers who otherwise may not qualify for traditional home equity loans for upgrades. However, care must be taken to ensure promoted programs are not predatory and do not put LMI households under additional financial pressure.
• Target promotions and campaigns that benefit LMI households and landlords that serve lowincome tenants. • Ensure financing is available to households who have poor credit. • Increase access to zero-interest financing for those who can’t afford to take on loan debt.
Measure(s) of Success
• Increased use of green financing loan programs for building renovation projects. • Socialized energy efficiency and electrification as valuable offerings by local realtors and banks/lenders.
Proposed Timeframe
Immediate near-term long-term
Q3 Q4
CY2024 CY2027
Implementation Tasks
□ Task D1. Evaluate existing low-cost inancing programs and increase access to residents and businesses through the central hub and promotional campaigns.
Information and resources on financing programs accessible to Marin residents and businesses will be made available through the central hub. (See Action A.) Continue to expand training and education of banks, lenders and Marin Realtors through BayREN’s Green Labeling Program so they may be informed and promote green financing options to clients. A variety of financing products exist today for different types of residence projects, including:
• The State’s Go Green Financing program.
151
41 • Energy Efficient Mortgages/Green Mortgages such as Fannie Mae Green Financing Loans for single- and multi-unit residences.
• PG&Es zero percent energy efficiency financing program for commercial customers. □ Task D2. Evaluate then consider providing complementary financing options such as a regional tariff on-bill financing program that serves single-family and multi-unit residences. Determine the feasibility with MCE, PG&E and/or CPUC to launch a tariff on-bill financing program (upgrades repaid through a tariff added to the utility bill over time) that is accessible to the regional customer base. While monitoring the potential of an onbill financing project, also advocate for increasing access to other financing options as needed.
For example, in 2021, MCE financed 0% interest home battery loans for residents. Currently, MCE and PG&Es Agricultural and Industrial (AIR) program provides rebates and financing for agricultural and industrial customers upgrading equipment. 152
42 Action E. PG&E to improve infrastructure planning and speed up interconnection timelines.
Potential Implementers
Objective(s)
• Reduce electric service, interconnection, and energization timelines for buildings.
Equity Considerations
• Work with PG&E to identify areas where interconnection upgrades could be costly to residents and target infrastructure accordingly especially in underserved areas including rural West Marin, North Marin, Downtown San Rafael and the Canal, Strawberry, and Marin City.
Measure(s) of Success
• Reduced service, distribution, and energization timelines for housing developments.
Proposed Timeframe
PG&E LG DEV-H DEV-C MCEP CPUC
Immediate near-term long-term
Q3 Q4
CY2024 CY2031
Implementation Tasks
□ Task E1. Encourage PG&E to meet SB 410 (Becker), “Powering Up Californians Act.” This legislation was adopted October 2023 holding utilities accountable to meeting prompt grid interconnection and energization timelines. Communities can coordinate an ongoing effort to communicate with PG&E any delayed projects. □ Task E2. Proactively coordinate with PG&E and owners/developers of projects that help with service and distribution planning. Collaboration and communication with PG&E will increase reliability and reduce interconnection and energization timelines for new housing. Building owners and local governments, especially when developing multi-unit housing, should communicate electrical capacity and service needs to PG&E as early as possible in the planning and design phase. Local governments should work with PG&E to develop standardized communication systems for collecting this information. □ Task E3+E4. Explore funding to collect and analyze PG&E energy data, then, use the data to report countywide electrical capacity needs at the neighborhood scale. The report can assess existing capacity and project future needs. The report can also map out existing natural gas infrastructure which can help identify ideal locations for neighborhood-scale electrification and gas infrastructure decommissioning. 153
43 Action F. Grow and improve the quality of a diverse and skilled building energy and electrification workforce.
Potential Implementers BAY LG
MCEP
CBO AIR MCE CON
MBA TRA EDU REAL LEND TECH
BIZ 3rd
Immediate near-term long-term
Q3 Q4
CY2024 CY2031
Objective(s)
• Prepare and develop the existing trades workforce to meet the increased demand for energy and electrification upgrade services.
• Grow and expand the pipeline of new workers to enter the energy and electrification trades workforce.
Equity Considerations
• Support and expand regional workforce development training programs for a more diverse (women-owned, minority-owned, and non-English speaking) and inclusive trades and contractor workforce.
• Increase training access to a diverse contractor base by bringing programs closer to or at places of work.
• Adopt regional workforce development initiatives and implement training programs that increase job quality, labor standards, and equitable access for all workers in the residential decarbonization market.
Measure(s) of Success
• Launched new or expanded upon existing workforce development programs that brought trainings to a diverse contractor base.
• Increased number of contractors engaged through outreach. • Increased number of contractors that attended trainings and networking events.
Proposed Timeframe
Implementation Tasks
□ Task F1. Continue to fund and expand regional workforce development training programs that benefit a more diverse trades and contractor workforce.
Marin lacks a diverse and qualified contractor base to install energy and electrification projects.
Job market development initiatives such as Rising Sun’s Bay Area Residential Decarbonization High Road Training Partnership are important to setting high labor standards for the regional trades and contractor community. Programs such as the LIME Foundation’s NextGEN Trades Academy is an example of existing training programs that focus on skills and professional 154
44 development as well as provide wrap-around services (e.g., transportation subsidies) for a new and more diverse contractor workforce. These programs should be expanded because they can result in growing the pipeline of new workers in the building electrification workforce. □ Task F2. Continue growing the pipeline and visibility of regional qualified contractors. The Switch Is On by Building Decarbonization Coalition has direct install programs (i.e., installations subsidized and performed by pre-qualified and approved contractors) where contractors may apply to and be placed on a qualified contractors list. Third party service providers providing concierge services such as QuitCarbon or ReadySet Replace also have a preferred contractors list. All new and existing contractors should be encouraged to apply and connect with program administrators to become qualified and listed. □ Task F3. Continue to provide free or subsidized access to training programs for builders, realtors, lenders, and local building staff. Programs such as BayREN’s Green Labeling and ongoing training and networking events and PG&E’s Energy Center should continue to be promoted, encouraged, and made available in-person and online. Free access, continuing education credit, business development opportunities, and on-the-job worksite trainings should be offered to incent attendance of contractor and trades professionals, realtors, lenders, and local building and safety government staff. □ Task F4. Continue to explore and support new partnerships with public agencies, local governments, businesses, and/or appliance manufacturers that focus on expanding technology trainings to small, minority-owned businesses.
Local government, BayREN, BAAQMD, TAM, MCE, Marin Builders Association, trade unions, community colleges, community-based organizations, and/or manufacturers can come together and fund the growth of and increase access of energy and electrification trainings for Marin’s broader workforce and contractor base.
Bigger, more well-known contractor businesses may have the staff capacity to attend training, but individual, small-minority owned businesses and contractors typically do not have the same luxury to attend in-person or virtual trainings. Hence, it will be important to bring trainings to those that have little time or limited access to attend. For example, manufacturers can lead heat pump water heater installation trainings at locations including community colleges, showrooms, and big box stores such as Home Depot.
155
45 COMMUNITY HIGHLIGHT: NextGen Trades Academy
A community partnership that develops a new workforce
In 2023, spearheaded by the
LIME Foundation, a partnership
consisting of MarinCAN, County
of Marin, BayREN, MCE, and the
Transportation Authority of Marin
co-funded the NextGen Trades
Academy. The academy prepares
young adults (ages 18-24) who
may not have the opportunity
to go to college for well-paying
working the construction trades.
The 2023 program provided 16
Marin students with soft job skills
and general construction, green building, green engineering, and electrification trainings. Each graduate also receives 18-months of follow-up support in their job search.
For more information, see the LIME Foundation’s NextGen Trades Academy webpage. 156
46 Action G. Frequent engagement, promotion, and outreach to underserved Marin residences.
Potential Implementers
Objective(s)
• Expand engagement with underserved communities well after the roadmap is published. • Expand upon opportunities to increase awareness of policies and programs to community members using the electrification roadmap as a touchpoint. • Work with community-based organizations, local government, and public agencies to increase communication channels with “hard-to-reach” community members.
Equity Considerations
• Support community-led planning such as the Marin Climate Justice Collaborative, which includes the Canal Alliance and Marin City Climate and Resilience and Health Justice, among other community-based organizations, public agencies, and local governments. • Target and increase promotional activities in communities with high concentrations of LMI, renting, and energy burdened households such as in rural West Marin, North Marin, Canal, and Marin City, among others.
• Partner with the County of Marin’s Health and Human Services to engage and promote access to hard-to-reach communities through their Community Response Teams that was effective in disseminating critical information during the COVID-19 pandemic.
Measure(s) of Success
• Increased reach to underserved households and/or businesses according to three measures:
• Number engaged,
• Number applied to programs, and
• Number of energy and electrification projects installed. • Coordinated a public communications campaign across a variety of Marin community-based organizations, local governments, public agencies, and businesses, among others.
Proposed Timeframe
LG BAY MCEP CBO MCE TAM
Immediate near-term long-term
Q3 Q4
CY2024 CY2031
Implementation Tasks
□ Task G1. Build stronger partnerships with Marin community-based organizations that increase rebate, incentive, and financing program access to underserved Marin communities. Underserved households in Marin are the last to take advantage of subsidies including rebates, incentives, or financing dollars. In addition 157
47 to structuring programs that increase benefit to those underserved such as measures like area median income (AMI), it will be important to increase access through focusing outreach activities. Community-based organization participation and involvement will be critical to expand communication to “hard-to-reach” communities.
□ Task G2. Partner with and consider funding local community-based organizations to communicate energy and electrification programs and campaigns. Community-based organizations serving Marin City, San Rafael, North Marin and West Marin, among others, have already built capacity, trust and strong community networks.
Partnering with and compensating such organizations to perform outreach and promotional activities can speed up and increase access to energy and electrification rebate and incentive programs.
□ Task G3. In partnership with community-based organizations, perform an annual evaluation, or as needed, of all roadmap actions to ensure equitable outcomes. Planned ongoing engagement with community-based organizations should be a part of the electrification roadmap workplan. Furthermore, review of roadmap actions by community-based organizations that serve underserved residents can help ensure equitable engagement and access to benefits.
COMMUNITY HIGHLIGHT: Marin Climate Justice
Collaborative
Inverting the pyramid of power
In May 2023, Canal
Alliance and Marin City
Climate Resilience and
Health Justice launched
the Marin Climate Justice
Collaborative (MCJC), a
3 to 5 year communityled process co-funded by
Strategic Growth Council
(SGC) and Partners for
Places. In contrast to
traditional government
led planning, MCJC
is a resident-driven,
community-informed
effort where the vision,
priorities, vulnerabilities, and stakeholders are defined by and local decisions about climate health and resilience are made with leaders from Canal and Marin City communities. MCJC will then develop healthy community plans that should result in built capacity (i.e., funding, staffing, support services) for residences, community-based organizations (CBOs), and government. The collaboration is currently under way. Leadership from residents and CBO’s and partnerships with local government such as City of San Rafael and the County of Marin will be needed to expand climate program and policy benefits to underserved communities across Marin.
For more information, visit Marin Climate Justice Collaborative’s formation announcement and SGC Grantee Profile.
158
48 Action H. Adopt and implement the Marin Countywide EV Acceleration Strategy.
Potential Implementers
Objective(s)
• Local governments adopt and implement, whole or in-part, strategies of the 2023 Marin Countywide EV Acceleration Strategy.
Equity Considerations
• Partner with community-based organizations to increase access and identify quantity and type of charging infrastructure needs in underserved communities, if any. Work with partner CBOs and EV charging installers to minimize potential negative impacts of projects including loss of needed parking and gentrification of communities.
• Use building codes to require charging capability for all residents with parking spaces in multiunit buildings that are affordable and have cost parity with those charging in single-family homes.
• Increase access to voluntary rebate and incentive programs that subsidize property owners who upgrade EV infrastructure for LMI households and seniors aging-in-place. In return for receiving subsidies, landlords must agree to provide tenant protections as part of the terms and conditions of accepting financial assistance.
Measure(s) of Success
• Adopted all, or in-part, the strategies outlined in the 2023 EV acceleration strategy across all jurisdictions.
Proposed Timeframe
MCEP TAM LG
Immediate near-term long-term
Q3 Q4
CY2024 CY2031
Implementation Tasks
□ Task H1. Each jurisdiction should adopt and determine which strategies to implement as per the 2023 Marin Countywide EV Acceleration Strategy. 159
49 Action I. A time of listing energy assessment (TLEA) policy.
Potential Implementers
Objective(s)
• A residential and/or commercial real estate transaction will trigger an energy assessment (aka energy audit) and disclosure at the time the property is listed. • Incentivize and/or require energy assessments to baseline and increase the energy efficiency of aging building stock.
• Design a policy where the seller and buyer find value in performing an energy assessment.
Equity Considerations
• Support and encourage the use of local, legacy, minority, woman-owned and/or BIPOC businesses to conduct energy assessments for homeowners. • Minimize impact to LMI and energy burdened houses such as in rural West Marin, North Marin, Downtown San Rafael and Canal, Strawberry, and Marin City.
Measure(s) of Success
• Standardized energy assessments as a part of inspection reports and disclosures. • Increased the number of buildings receiving energy assessments. • Held community stakeholder meetings between local government, realtors, and community-based organizations to help shape and phase-in a right-sized policy.
Proposed Timeframe
REAL LG CBO BAY MCEP
Immediate near-term long-term
Q1 Q4
CY2026 CY2031
Implementation Tasks
□ Task I1. Conduct a feasibility study to implement an energy assessment and code compliance check at the time a real estate transaction. A feasibility study should first be conducted. First, the study should start with a survey to understand a right-sized policy for the community. Engagement with Marin REALTORS and other individual realtors should be conducted with the objective of listening and learning. In the meanwhile, a policy review of model jurisdictions such as City of Berkeley (Time of Listing Ordinance) and City of Davis (Time of Compliance Check Ordinance) and an estimation of communitywide energy saving and GHG reduction potential should be conducted.
Second, the study should then assess how to best integrate BayREN’s Home Energy Score (HES) program as the approved scoring system15. Subsidies to perform the work are currently available and qualified contractors are listed on the Switch Is On incentives webpage. 15 BayREN’s HES is based on an energy scoring system developed U.S. Department of Energy. BayREN HES program is currently the most widely used to perform energy assessments in the SF-Bay Area. It has recently been approved by the California Public Utilities Commission to launch statewide beginning in 2026. 160
50 Third, consider the following mechanisms to ensure effective implementation:
1. Type of data acquired (i.e., from Assessor’s, Zillow, and/or Redfin) to track when a property is listed,
2. In addition to an energy score, also assess other types of code compliance checks to conduct as determined by the building official,
3. A refundable transfer tax to ensure compliance,
4. Reduce lead times to perform assessments, and
5. Minimize excess costs and timelines disproportionate to the overall cost and closing of a real estate transaction.
Lastly, local or regional government should determine which department(s) should implement, then, evaluate the staff capacity and funding available to enforce such a policy. □ Task I2. If feasible and staff capacity is in place to enforce, identify a Marin jurisdiction(s) to pilot the implementation of a TLEA policy. It is difficult to get a consistent policy countywide because each of Marin’s local jurisdictions (12) would need to separately adopt a policy. Instead consider a pilot of one or two jurisdictions. In addition, consider starting with a voluntary TLEA policy. That is, incentivize by subsidizing and not requiring an assessment as part of the initial launch. This should allow time to assess how the market will react, iron out any implementation wrinkles, quantify potential savings, and whether requiring an energy assessment will be necessary and impactful. □ Task I3. If feasible and staff capacity remains in place to enforce, continue implementing a TLEA policy and expand to other Marin jurisdictions as needed.
Marin local governments have a long history of modeling and sharing policy and program learned lessons with each other. If a pilot proves successful in one or two jurisdictions, then, other jurisdictions should consider adopting a similar policy. Scaling countywide will create more policy and market consistency.
161
51 Action J. A neighborhood scale electrification and gas infrastructure decommissioning project.
Potential Implementers
Objective(s)
• In contrast to the typical “appliance-by-appliance” or “house-by-house approach,” neighborhood scale electrification can demonstrate the feasibility of pooling a community’s resources by decarbonizing entire neighborhoods, street segments, or developments. • Reduce a neighborhoods total cost of installation, increase ratepayer savings, and ensure reliability and safety by decarbonizing at scale.
• Decommission gas piping infrastructure so that it does not become a stranded and expensive asset for communities to maintain and subsidize.
Equity Considerations
• Evaluate prioritizing a pilot in underserved neighborhoods, a demographic typically left out from realizing the benefits of decarbonization. This includes communities such as LMI, hard-to-reach households, renters and energy burdened communities or developments such as in rural West Marin, North Marin, Downtown San Rafael and Canal, Strawberry, and Marin City. • Ensure funding is available for deferred maintenance in addition to energy and electrification upgrades.
Measure(s) of Success
• Procured funding to evaluate and engage a community to consider a project. • Procured funding and launched a pilot within one of 12 Marin Jurisdictions.
Proposed Timeframe
PG&E RES LG MCEP CBO DEV-H
Immediate near-term long-term
Q3 Q4
CY2024 CY2031
Implementation Tasks
□ Task J1. Support, as needed, Building Decarbonization Coalition’s (BDC) effort to expand neighborhood scale electrification projects statewide. Building Decarbonization Coalition is a member-driven, non-profit organization that brings together industry and government looking to eliminate fossil fuels in buildings. BDC has released a neighborhood scale decarbonization brief and is working to align existing State policy and prioritize funding to support statewide neighborhood scale electrification projects. Local and regional government as well as community-based organizations can, for example, write letters of support as need arises.
□ Task J2. Evaluate feasibility and funding resources, then identify a location to pilot a neighborhood-scale electrification demonstration project anywhere within the 12 jurisdictions across Marin. Neighborhood scale electrification will require all property owners within a neighborhood or development to agree to participate in a project.
A project will require a community’s willingness and time. Funding from a variety of community 162
52 stakeholders and resources will also be required. Funding must first be procured to assess the feasibility of launching a pilot and to carefully choose a location based on criteria that is fair and equitable.
□ Task J3. If appropriately funded and staff capacity is in place, develop and implement a pilot neighborhood-scale electrification demonstration project. The pilot project will require funding, separate from the feasibility study, likely in the form of grants from the State level – pending BDC and other entities’ success in lobbying the State to support.
Still, at this point, even if one property owner backs out of the pilot, the project will be at risk of not moving forward16.
□ Task J4. If successful and more funding is procured, continue implementing neighborhood-scale electrification pilots in other locations across Marin. 16 In California, regulated utilities, such as PG&E, have an “obligation to serve” which ensures that the utilities offer service to anyone who requests it in their service territory. This can result in one hold-out gas user preventing the whole neighborhood scale project from moving forward. More information is available in the Building Decarbonization Coalition report “Decarbonizing the Obligation to Serve.”
163
Marin County’s Building Electrification Roadmap
4.0 Appendices
164
Marin County’s Building Electrification Roadmap
4.1 Appendix A
Building Stock and Equity Analysis
165
Residential Building Inventory and Equity Analysis Highlights GHG Emissions
26% of GHG emissions
come from the consumption of
gas in buildings.
Housing Stock
Nearly 75% of gas emissions
in buildings come from gas
consumption in residential buildings.
Over 1/2 million
“machines” including vehicles,
appliances, and heating systems
will need to be electrified to meet
our climate reduction targets.
71% of the residential building
stock is comprised of single-family
homes, and 82% of these homes
are owner-occupied making them
easier to electrify because owners
can directly benefit from the
change.
Approximately 75% of homes
were built before 1980 meaning
they are more likely to need
electrical panel upgrades and may
be prime candidates for income
qualified incentive and rebate
programs.
Approximately 6% of homes
were built after 2000 and may
already have air conditioning which
eliminates one of the benefits of
switching to a heat pump system.
17,000+ homes built
between 1980 and 2000 are in
the “sweet spot” for electrification
opportunities because they likely
have 200-amp service and aging
appliances, and systems in need of
replacement.
Equity
1 in 3 households across
Marin are below the statewide
median income of $78,672 of
which the majority are renters.
6% of low-income
residences across West Marin
experience energy burden
compared to Marin’s overall
average of 1%. Due to a lack
of gas infrastructure piped
in via PG&E, West Marin
residences rely mainly on the
purchase of more expensive
bottled gas and fuel oil as
the primary source to heat
their homes making them
more vulnerable to supply
chain disruptions during
emergencies.
57% of all renters in Marin
County are in the extremely
low, very low, and low-income
categories.
10% of Marin’s populations
are considered disabled with
high concentrations in San
Margarita Valley, Novato,
East to Downtown San Rafael,
Marin City, Greenbrae, and
Tiburon. When overlaid with
Social Vulnerability data, San
Margarita Valley, Novato, East
to Downtown San Rafael,
and Marin City are most
likely sensitive to utility
price changes
and building
upgrade costs.
166
56 Building Stock Analysis
A building inventory report was completed November 2023. The report summarizes findings from performing a residential and commercial building stock analysis across all twelve of Marin’s City, Town, and County jurisdictions. Analyses performed separately for each jurisdiction is available upon request by contacting [email protected] or [email protected]. 167
Building Analysis Summary
I. Building Stock Analysis
MCEP has prepared a study of all residential and commercial buildings countywide and for all twelve Marin jurisdictions.
The study shows the following:
1. GHG emissions from natural gas (referred to herein as “gas”) consumed
2. Housing tenure
3. Age of building (year built)
4. Type of residential building (single-family, multifamily, etc.)
5. Type of commercial building (retail, restaurant, lodging, industrial, etc.)
6. Gas consumption by end use (space heating, water heating, cooking, etc.)
7. Type of electrification needs (water heating, space heating, cooking, etc.)
8. Number of homes that need to be electrified
II.Countywide Summary of Facts and Observations
• 26% of GHG emissions come from the consumption of gas in buildings. It is essential to reduce these emissions if we are to meet our 2030 emission reduction targets.
• Over ½ million appliances, equipment and vehicles will need to be electrified to meet our climate reduction targets.
Residential Building Analysis
• Nearly three-quarters of gas emissions come from residential buildings.
Focusing efforts on this sector is critical to meeting reduction targets. • 71% of the residential building stock is comprised of single-family homes, and 82% of these homes are owner-occupied. These 60,000 homes might be easier to electrify because the people who own them can make the decision to do so and they will benefit from the change.
• Approximately three-quarters of homes were built before 1980. Unless subsequently remodeled, these homes are more likely to have a 100-amp electrical panel that needs to be upgraded to accommodate a heat pump heating system or heat pump hot water heater. This adds to the cost of the project. • Approximately 6% of homes were built after 2000 and may already have air conditioning (which eliminates one of the benefits of switching to a heat pump heating system) and/or an instantaneous hot water system (which may be installed in a smaller space that does not accommodate a larger heat pump hot water heater).
• The “sweet spot” for electrification opportunities may be the 17,000+ homes built between 1980 and 2000 because these homes are more likely to have 200- amp service and aging appliances and systems in need of replacement. Of these, approximately two-thirds are single family homes and/or are owner-occupied. 168
• The study suggests countywide efforts should be focused on retrofitting water heaters first.
1. Consider the following percent of countywide homes that need to electrify their appliances:
81% water heating
80% space heating
73% ranges/ovens
42% clothes dryers
4% pool heating equipment
3% spa heating equipment
2. Consider how gas is used in countywide homes:
58% water heating
32% space heating
5% cooking
2% clothes dryers
2% pool and spa heating equipment
1% other uses
Commercial Building Analysis
• 26% of gas emissions come from consumption in commercial buildings. • Nearly half of commercial gas is used for space heating and one-third is used for water heating. Consider how gas is used in commercial buildings:
47% space heating
32% water heating
10% cooking
9% processing
1% cooling
1% other uses
• Approximately 60% of commercial buildings were built between 1941 and 1980. These buildings are most likely at or near the end of their useful life and are prime candidates for electrification when redeveloped. (Note that 15% of the buildings in the dataset did not indicate the year built). Consider the year commercial buildings were built:
Before 1901 – 3%
1901-1920 – 9%
1921-1940 – 10%
1941-1960 – 24%
1961-1980 – 35%
1981-2000 – 15%
2001-2020 – 3%
After 2020 – 1%
III. Data Sources and Methodology
• The residential building analysis utilizes the best available data from:
1. US Census Bureau’s American Community Survey (2021 5-year estimates),
2. Department of Finance’s E-5 Housing Estimates (2022), and 169
3. California Residential Appliance Saturation Survey (2019). • The commercial building analysis utilizes the best available data from:
1. California Commercial End Use Survey (2006)
2. CoStar (2023), a private, subscription-based company that provides commercial real estate data. Note that CoStar reports ‘Rentable Building Area”; buildings and spaces that are not rented, such as most schools and public facilities, are underrepresented in the dataset.
3. 15% of the buildings from the CoStar dataset did not indicate the year built, and thus was excluded from the Year Built analysis. • The numbers provided in the analysis are estimates only. 170
Marin Countywide
Building Inventory Analysis
171
Disclaimer
Many of the tables in this report are sourced from data from the Census Bureau’s American Community Survey (ACS), the California Residential Appliance Saturation Survey, and the California Commercial End-Use Survey, all of which are surveys and as such, are subject to sampling variability. This means that data is an estimate, and that other estimates could be possible if another set of respondents had been reached. We use the five-year release of the ACS to get a larger data pool to minimize this “margin of error” but particularly for the smaller cities, the data will be based on fewer responses, and the information should be interpreted accordingly.
We also use data from the California Department of Finance (DOF). Data used in these estimation models come from administrative records of several state and federal government departments and agencies, and from the local jurisdictions for which the DOF produces population estimates.
We also use data from CoStar, a subscription-based private company that provides commercial real estate data and analytics. CoStar reports data on building use, building age, and rentable building area, which is compiled from sales, lease, and loan information and well as public records like assessor data. Data is incomplete for some properties and may contain errors. Public facilities are not represented unless they are rented or contain space that is rented. 172
Marin Countywide GHG Emissions 2020
Built Enviroment - Electricity
5%
Passenger Vehicles
43%
Medium and Heavy Duty
Vehicles
10%
Public Transportation
1%
Waste
4%
Water & Wastewater
<1%
Off-Road
2%
Residential Natural Gas
19%
Non-residential Natural Gas
7%
Propane
<1%
Agriculture
9%
Total Emissions
1,400,209 MTCO2e
Source: Marin Climate & Energy Partnership 173
Natural Gas Share of GHG Emissions 2020
44%
14%
30%
19%
27%
19%
52%
27%
16% 18%
31%
18% 19%
4%
5%
4%
8%
6%
7%
4%
5%
8%
10%
4%
6% 7%
0%
10%
20%
30%
40%
50%
60%
Natural Gas Emissions as Percent of Communitywide Emissions Residential Nonresidential
Source: Marin Climate & Energy Partnership 174
Gas (Natural) Consumption by End Use
Space Heating
32%
Water Heating
58%
Dryer
2%
Range/Oven
5%
Pool & Spa Heating
2%
Misc
1%
Heating
47%
Water Heating
32%
Cooking
10%
Processing
9%
Cooling
1%
Misc.
1%
Residential Commercial
74% / 26% of Countywide Gas Consumed
Sources: California Department of Finance , E-5 (2022); California Residential Appliance Saturation Survey (2019); CoStar (2023); California Commercial End-Use Survey (2006). 175 0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
9 Over ½ Million
Appliances,
Equipment and
Vehicles to
Replace
89k space heaters
91k water heaters
82k stoves/ovens
47k dryers
9k spa/pool pumps
Commercial water heaters, furnaces,
boilers and other equipment (cooking,
pool, dryers, etc.)
176,000 light-duty vehicles
19%
7%
43%
11% Medium and heavy
-duty vehicles
How many need to
be electrified?
% Total
Emissions
2% Construction, landscaping and agricultural
off-road vehicles and equipment
176
1. Residential Building Inventory Analysis
Residential
Natural Gas
Emissions
74%
Nonresidential
Natural Gas
Emissions
26%
177
Housing Counts by Type
Marin County has
~112,000 housing units
71% are single family
82% of single-family
homes are owned
84% of multifamily
homes are rented
Source: American Community Survey (2021)
60,473
4,488
12,892
24,272
0 10,000
20,000
30,000
40,000
50,000
60,000
70,000
80,000
Single Family Multifamily
Tenure by Housing Type
Owned Rented
178
Housing Counts by Vintage and Type
Marin County has
~112,000 housing units
71% are single family
82% of single-family
homes are owned
84% of multifamily
homes are rented
More likely to need
panel replacement 200A Service
Instantaneous Gas Water Heaters
Has AC
Source: American Community Survey (2021)
-
5,000
10,000
15,000
20,000
25,000
30,000
35,000
40,000
45,000
1939 or earlier 1940 to 1959 1960 to 1979 1980 to 1999 2000 to 2019 2020 or later Vintage by Housing Type and Tenure
Mobile Home
Multifamily Rented
Condo Owned
Single Family Rented
Single Family Owned
179
How many homes will need electrification measures?
Sources: California Department of Finance , E-5 (2022); California Residential Appliance Saturation Survey (2019) Water Heating
91k water heaters
need replacement
81% of homes
Space Heating
80% of homes
89k heaters need
replacement
Cooking
73% of homes
82k cooktops/ovens
need replacement
Dryers
42% of homes
47k dryers need
replacement
Pool Heating
4% of homes
4.4k pool heaters
need replacement
Spa Heating
4% of homes
4.9k spa heaters
need replacement
180
Residential Gas Consumption by End Use
Sources: California Department of Finance , E-5 (2022); California Residential Appliance Saturation Survey (2019) Space Heating
32%
Water Heating
58%
Dryer
2%
Range/Oven
5%
Pool & Spa Heating
2% Misc
1%
181
51,680
59,900
32,990
49,43049,434
3,370 4,020
11,020
12,770
7,030
10,540
3,910
2,570
900
3,160
21,130
13,890
4,840
17,080
0 10,000
20,000
30,000
40,000
50,000
60,000
70,000
80,000
90,000
100,000
Space Heating Water Heating Dryer Range/oven Pool Heating Spa Heating Gas Equipment by Housing Type
Mobile Homes
Multfamily Rented
Multifamily Condo
Single Family Rented
Single Family Owned
Scale of Electrification by Housing Type
89,110 90,800
46,650
81,920
4,410 4,900
Sources: California Department of Finance , E-5 (2022); California Residential Appliance Saturation Survey (2019) Numbers may not add due to rounding 182
Electrification Needs by Housing Type
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Single Family Town Homes Two to Four Five Plus Mobile Homes Percent of Homes with Electrification Needs by Housing and Equipment Type
Space Heating
Water Heating
Dryer
Range/oven
Pool Heating
Spa Heating
Sources: California Department of Finance , E-5 (2022); California Residential Appliance Saturation Survey (2019) 183
2. Commercial Building Inventory Analysis
Residential
Natural Gas
Emissions
74%
Nonresidential
Natural Gas
Emissions
26%
184
Gas Consumption By End Use in Commercial Buildings
Sources: CoStar (2023); California Commercial End-Use Survey (2006). CoStar data reports Rentable Building Area and underrepresents public facilities and schools Heating
47%
Water Heating
32%
Cooking
10%
Processing
9%
Cooling
1%
Misc.
1%
185
Gas Use By End Use and Commercial Building Type
0 1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
6,000,000
7,000,000
Heating Water Heating Cooking Processing Cooling Misc.
Small Office (<30k ft2)
Large Office (>=30k ft2)
Retail
Restaurant
Health
Lodging
Industrial/Warehouse
Miscellaneous
Sources: CoStar (2023); California Commercial End-Use Survey (2006). CoStar data reports Rentable Building Area and underrepresents public facilities and schools 186 Commercial Buildings Year Built
Sources: CoStar (2023); approximately 15% of buildings do not have Year Built data 3%
9%
10%
24%
35%
15%
3%
1%
0 100
200
300
400
500
600
700
800
900
1000
Before 1901 1901-1920 1921-1940 1941-1960 1961-1980 1981-2000 2001-2020 After 2020 187
77 Building Equity Analysis
A Building Equity Report was completed June 2024. The report analyzes demographic data across all twelve of Marin’s City, Town, and County jurisdictions.
Building Electrification Equity Analysis
Introduction 78
Race and Social Equity 78
Purpose 79
Background 80
Key Indicators 81
Social Vulnerability 82
Income 86
Rent Burden (Multi-unit Properties) 87
Energy Burden 90
Age and Disability 91
Equity Challenges and Solutions 94
Case Studies 97
City of Santa Monica: Community Engagement and Equity Principles 97 City of Berkeley: Centering Equity and Guardrails 98
Conclusion 98
188
78 Introduction
Building electrification is a key policy across California to reduce greenhouse gas (GHG) emissions and save energy for the consumer. Developing an electrification plan, or roadmap is prudent because it will prepare the community for this rapid and inevitable transition.
This study examines the impacts of building electrification through an equity lens, aiming to ensure an inclusive transition away from natural gas (also referred to as “gas” herein) to all-electric buildings. Within the context of this report, the term “electrification” and “all-electric" also includes energy efficiency (e.g. insulation) upgrades.
Race and Social Equity
This report uses the term “equity” or “equitable” often. Equity can be defined as “the just and fair inclusion into a society in which all can participate, prosper, and reach their full potential” (Marin County Office of Equity, 2022). However, society has been systemically unfair and not inclusive to all, especially the disparate treatment to people of color. Disparities are exacerbated especially with catastrophic events such as pandemics or climate change. Hence, it is best practice to lead with race (people of color) when assessing climate policies or programs through an equity lens.
This building electrification equity analysis is leading with an equity lens. It also considers intersectionality between race and other forms of marginalization. The interconnected nature of social categorizations (e.g., income, age, disabilities, housing burden, level of education, etc.) can create overlapping and interdependent systems of discrimination and disadvantage. When race is intersected with any other disadvantaged social categorization, the outcomes for that individual or group are worse. If not designed to advance racial and social equity, a building electrification strategy or action will be less likely to succeed in reducing disparate impacts to communities of color. 189
79 The use of census data is well established practice to best analyze race and social indicators across census tracts. An example of local governments accounting for race and social indicators is in the development of housing elements. California AB 686 (2017) requires housing elements to include an analysis of barriers that restrict access to opportunity and a commitment to specific meaningful actions to affirmatively further fair housing (AFFH)1. Housing elements are required to identify impacts of systemic issues such as residential segregation, housing cost burden, and unequal educational or employment opportunities to the extent these issues create and/or perpetuate discrimination against protected classes2. In alignment with the County of Marin’s 2023- 2031 Housing Element (County of Marin Community Development Agency Housing and Federal Grants Division, 2023) this study will analyze data characteristic of similar geographic populations such as race, low-moderate income (LMI) households especially those cost burdened3 and/or energy burdened4, and/or other vulnerable communities5 across Marin. For context, these populations will be referred to herein as “underserved.” Purpose
The purpose of this study is to analyze the impacts of building electrification on underserved populations across Marin, countywide. It will analyze 2020 census data, overlay geographic locations to identify key communities/areas to consider deployment 1 “Affirmatively furthering fair housing” is defined to mean taking meaningful actions that “overcome patterns of segregation and foster inclusive communities free from barriers that restrict access to opportunity” for communities of color, persons with disabilities, and others protected by California law. 2 A protected class is a group of people sharing a common trait who are legally protected from being discriminated against on the basis of that trait.
3 According to HUD, affordable housing costs should equal 30% or less of a household’s Income. See https://www.huduser.gov/portal/pdredge/pdr_edge_featd_article_092214.html. 4 According to Dept. of Energy, the disproportionate percentage of income spent on energy costs. See https://www.energy.gov/scep/slsc/low-income-community-energy-solutions. 5 Vulnerable populations are best described as seniors aging-in-place, youth, unhoused or marginally housed residents, non-English speaking people, immigrants, people with disabilities, people who are socially isolated, and people with pre-existing health conditions. 190
80 of focused strategies. It will offer some policy and program approaches that target these communities but will stop short of recommending actual actions. Actions will be codeveloped with members of the community as part of the countywide building electrification roadmap. This study does not:
1. Imply one community should be preferred over another,
2. Assess the commercial building stock,
3. Include the building stock inventory and characterization study6, which was conducted separately from this report, and
4. Put forth solutions needed to overcome equity challenges when electrifying.
Rather, this study analyzes key equity indicators, then recommends best practices policymakers, public agencies, or community-based organizations may want to take so they may bolster services to and reduce any unintended consequences a policy or program may have on underserved communities.
Background
The objective of an electrification plan is to put forth actions that reduce carbon emissions in buildings by shifting from gas to all-electric energy sources. This includes changes like installing or decommissioning existing gas infrastructure and/or replacing gas appliances with high-efficiency all-electric appliances in buildings. In the process of creating new policies and implementing an electrification plan, it is important to recognize and address the needs of often overlooked underserved community members.
Alongside an electrification plan, an equity analysis can evaluate demographic data to 6 County of Marin Community Development Agency, Sustainability Division. 2023. Residential and commercial building stock inventory available at
https://www.marincounty.org/depts/cd/divisions/sustainability/electrify-marin/green-buildingdevelopment/electrification-roadmap/building-inventory-equity-analysis. 191
81 surface existing inequalities and enable equitable access for households to take steps toward home electrification.
Home electrification and energy efficiency building upgrades may be feasible for higher-income and property-owning residences but may not be feasible for lower income and underserved residences. Areas with a higher number of rentals, lower and fixed income, and/or populations with disabilities, health conditions, or impairments can be considered underserved. These communities tend to see lower rates of building upgrades and higher rates of deferred and necessary maintenance (i.e., dry rot, termite damage).
Data will be collected on these equity-priority communities countywide including, but not limited to, commonly known underserved communities such as Northern Novato, the Canal District, Marin City, and West Marin. Implementing an electrification plan would especially be challenging for these communities because of cost barriers and adequate access to resources.
Key Indicators
This study will analyze Marin’s community, geographic, and demographic data using six indicators across all census tracts:
1. Social Vulnerability (includes a variety of indicators)
2. Household Income (Median)
3. Rent Burden (Multi-Unit Households)
4. Energy Burden
5. Age
6. Disability (includes a variety of indicators)
These indicators will help identify areas across Marin County that may face barriers to electrifying and upgrading to more energy-efficient homes. Analyzing these areas can surface appropriate and equitable electrification and home upgrade strategies. 192
82 Social Vulnerability
Social vulnerability can be measured the Social Vulnerability Index (SVI). By identifying vulnerable areas in Marin using this measure, we can better understand a community’s sensitivity to potential utility rate changes.
Levels of social vulnerability across Marin are delineated by census tract. It is based on 2020 Center for Disease Control (CDC) and Agency for Toxic Substances and Disease Registry (ATSDR) data. On a scale of 0.1 to 1.0, the higher the social vulnerability, the greater the risk of that community being put at a disadvantage if electrification policies and programs are not designed and implemented effectively. The CDC and ASTDR use multiple variables to index or measure social vulnerability:
● Socioeconomic Status
○ Below 150% poverty
○ Unemployed
○ Housing cost burden
○ No high school diploma
○ No health insurance
● Household Characteristics
○ Aged 65 & older
○ Aged 17 and younger
○ Civilian (Person) with a disability
○ Single-parent households
○ English language proficiency
● Racial & Ethnic Minority Status
○ Hispanic or Latino (of any race); Black and African American, not Hispanic or Latino; American Indian and Alaska Native, not Hispanic or Latino; Asian, not Hispanic or Latino; Native Hawaiian and other Pacific Islander, 193
83 not Hispanic or Latino; two or more races, not Hispanic or Latino; other races, not Hispanic or Latino
● Housing Type & Transportation
○ Multi-unit structures
○ Mobile homes
○ Crowding
○ No vehicle
○ Group quarters
In contrast to census tracts with the lowest levels of social vulnerability (areas such as Mill Valley, Tiburon, and Belvedere), tracts with medium-high levels of social vulnerability are concentrated in the following (Figure 1):
1. Canal District in San Rafael (0.96),
2. St. Vincent’s in San Rafael (0.78),
3. Downtown Novato (0.75), and
4. Marin City (0.70)
194
84 Figure 1. Social vulnerability index by census tract in Marin County. 195
85 Comparing the SVI map with an income distribution map, we find that lowerincome areas and areas with higher social vulnerability overlap (Figure 1 and Figure 2).
These overlaps include Canal District in San Rafael, Marin City, Downtown Novato, and St. Vincent’s in San Rafael. The social vulnerability map and the low-income map together illustrate where the greatest need is for equity-based strategies.
Figure 2. 2020 median income by census tract in Marin County (Census Bureau, 2020). 196
86 Income
Low to Moderate income households often have limited access to financial resources and lack qualifying credit to finance building envelope and appliance upgrades. By identifying income constrained communities using census data, we can better understand a community’s economic well-being.
According to the 2020 Census, the Statewide median household income was $78,672, which puts upwards of 33% of households across Marin County below this threshold (Figure 2):
1. West Marin ($62-117k),
2. Novato’s Downtown ($62-117k),
3. Marin City ($62-88.4k),
4. Strawberry ($62-117k),
5. Households around Marin General ($62-88.4k),
6. San Rafael’s Downtown ($62-117k), and
7. San Rafael’s Canal District ($62-88.4k)
Families with a lower median income tend to be clustered together. This is partly a result of historic redlining and restrictive deed covenants. It is also driven by the high cost of housing in many parts of Marin County. This makes the option of choosing to move out of these underserved communities difficult. For context, in California the 2020 median household property value was $538,500 compared to Marin County at $1,050,000.
Finding ways to increase access to incentives and affordable ways to finance building upgrades to these communities in Marin will be critical to accelerating electrification and energy efficiency projects. Policymakers and community-based organizations countywide can develop policies and programs that reduce barriers to accessing resources. Direct and tiered financial resources to reduce upfront costs to 197
87 electrification among low-income households are commonly used tactics. Non-financial resources such as wrap-around services should be used. This includes:
1. Technical support for installs,
2. Improving access to rebates and incentives so that LMI households can benefit,
3. Considering geographically targeted policies, and
4. Accelerating training programs for a more skilled and diverse contractor and workforce base.
Rent Burden (Multi-unit Properties)
Residents and individuals who live in multi-unit housing can face a variety of challenges in making changes to their buildings. By identifying concentrations of renters using census data, we can better understand a community’s housing security and potential need for housing assistance and subsidies.
In many cases, renters have limited control over building equipment, technology, and where their energy sources come from because of the nature of their lease agreements. Challenges can range from restricted decision-making to financial constraints that often lead to deferred maintenance and discourage appliance and mechanical system upgrades. Additionally, the lack of access to information about the benefits of building energy efficiency and electrification upgrades to both renters and their landlords further exacerbates the issue of deferring basic repairs. Therefore, it is important to reduce the barriers both renters and landlords face when upgrading their buildings.
Landlords can face challenges when upgrading their buildings. Financial concerns, including upfront costs and return on investment, can be deterrents to performing building upgrades. Additionally, landlords may be uncertain about the compatibility of existing infrastructure with electric systems and the potential disruption on operations upgrades 198
88 can cause during the conversion process. Because renters often pay the electric bill directly, electricity bill savings may not benefit the landlord.
For renters, a major issue to consider is that when landlords undertake improvements, it has the potential to contribute to displacement. This is because there is lack of stronger renter protection in Marin. This can enable landlords to justify raising the rent, temporarily moving tenants out of the property, and/or using substantial remodel loopholes to evict tenants.
The 2020 United States Census Bureau data shows a contrast between owner and renter income levels by census tract in Marin County (Figure 3 and Figure 4).
Approximately one-third of Marin residents are renters. In 2022, nearly 44% of renters have spent over 35% of their income on rent alone rising 3% since 2020 – the early days of the pandemic7. This leaves very little for discretionary expenses, let alone expenses for building upgrades. Furthermore, nearly three of every five renters (57%) in Marin are considered to be extremely low, very low, and low income (15% - 80% AMI). These renters stretch across the following geographic areas:
1. Northern to Central Coastal Marin,
2. Northern Novato,
3. San Rafael-Canal,
4. Strawberry,
5. Marin General, and
7 County of Marin Community Development Agency, Marin Compass. Housing affordability for homeowners and renters. Dashboard accessed online, 7/15/2024. Available at https://data.marincounty.org/stories/s/Housing-Affordability-in-Marin/eixh-kvn2/. 199
89 6. Marin City
We can encourage and incent landlords to embrace building electrification as a long-term investment that benefits both their tenants and their bottom lines in these geographic areas. In contrast, those that own their homes tend to have higher incomes than those that rent (Figure 3). Hence, renters will face more financial barriers as well as lack decision making authority when it comes to electrifying and upgrading their homes.
Figure 4. 2020 Median owner’s income by
census tract in Marin County.
Figure 3. 2020 Median renter’s income by
census tract in Marin County.
200
90 Energy Burden
Energy burden is the disproportionate percentage of income spent on energy costs8. The Department of Energy created a Low-Income Energy Affordability Data (LEAD) mapping tool, allowing policy and program-makers to make data driven decisions based on LMI household energy characteristics. By identifying concentration of energy burdened areas using the LEAD Mapping tool, we can better understand a community’s energy security and potential need for energy efficiency programs and other utility related assistance. Broadly speaking, low-income households tend to experience energy burden more because their income is more sensitive to price changes relative to more affluent households.
The national average energy burden for low-income households is 6% (AMI of 0- 80%)9; three times higher than that for higher-income households, which is estimated at 2%. Most of Marin falls below (1%) the national and state energy burden average, which is at 2%; however, this average mask energy burdens felt within specific communities across Marin. LMI residences (0-60% AMI) in West Marin face a slightly higher energy burden (5%) compared to LMI residences across the rest of Marin County (4%). Because there are relatively few renters in West Marin, much of the burden falls on LMI owners of properties. This likely reflects a vulnerable population that may be asset rich but aging-inplace with fixed incomes. In addition, there is no infrastructure that pipes gas across rural West Marin. Thus, West Marin residences, especially those in the 0 to 60% AMI, face a higher energy burden because of their reliance on the purchase of more expensive bottled gas and fuel oil as the primary source to heat their homes. Ultimately, it will be important to work with community-based organizations and MCE to increase access to 8 Department of Energy. Low-income Energy Affordability Data (LEAD) tool and community energy solutions.
Accessible online at https://www.energy.gov/scep/slsc/low-income-community-energy-solutions. 9U.S. Department of Housing and Urban Development. Income limits. Accessible online at https://www.huduser.gov/portal/datasets/il.html.
201
91 subsidized incentives and programs (e.g., solar + energy storage and heat pump water heater rebates, among others) for West Marin residences to lower their energy burden.
Age and Disability
People with disabilities and seniors aging-in-place may face barriers to electrifying their homes. By identifying areas with high concentrations of those disabled and aging-inplace, we can better understand a community’s sensitivity to price changes, are likely in need of exceptions to building requirements, and./or are prime candidates for hands-on, turnkey assistance to access the technical complications of implementing electrification and energy efficiency subsidy programs.
For example, those on a utility medical baseline rate rely on electricity for essential medical equipment such as breathing devices, medication refrigeration, and life support apparatus. Seniors, who may not currently live with a disability, likely live on fixed incomes. This group could also perceive electrification as costly. These practical and Figure 5. Disability overlaid with Social Vulnerability Index (SVI) by census tract in Marin County. 202
92 financial barriers make it challenging for Marin residences aging-in-place from embracing electrification upgrades.
About 10% of Marin’s population is considered disabled10,11. While this is less than the national average (13%), certain census tracts across Marin exceed the national average. The Social Vulnerability Index was overlayed with disability data to assess where these populations may be concentrated (Figure 5)12. The map shows populations with disabilities concentrated in the following areas:
1. San Margarita Valley,
2. San Rafael’s Downtown,
3. San Rafael’s Canal District,
4. Novato’s Downtown, and
5. Marin City
Overlaying areas with the highest disabled populations and social vulnerability illustrates parts of the community most vulnerable. Efforts could be focused in these areas to increase energy efficiency and electrification upgrade subsidies and assistance to those disabled and/or aging-in-place.
10 U.S. Census Bureau. "Disability Characteristics." American Community Survey, ACS 1-Year Estimates Subject Tables, Table S1810, 2022,
https://data.census.gov/table/ACSST1Y2022.S1810?q=disability&g=050XX00US06041. Accessed on July 12, 2024.
11 Broadly speaking, individuals may experience disability if they have difficulty with certain daily tasks due to a physical, mental, or emotional condition. The Census Bureau collects disability data by asking questions about difficulty with daily activities and other functional limitations. For more information on disability and how its measured see US Census Bureaus resource on disability see https://www2.census.gov/about/training-workshops/resources/disability-onepager.pdf 12 2020 Social Vulnerability Index (SVI). Created by the Centers for Disease Control and Prevention (CDC)/Agency for Toxic Substances and Disease Registry (ATSDR)/Geospatial Research, Analysis, and Services Program (GRASP).,
https://www.arcgis.com/home/item.html?id=80010607e93249b2b6d98147805f1f74#overview.
Accessed on July 12, 2024.
203
93 The Senior Well-Being Map illustrates 65 years and older demographic distribution across various locations within Marin County13. Population with high concentrations of seniors aging-in-place are in the following areas (Figure 6):
1. East to Downtown San Rafael,
2. Novato,
3. Tiburon,
4. Marin City
5. Greenbrae, and
6. San Margarita Valley
The map reveals that while many age-in-place in Marin, they are dispersed across numerous areas within Marin County, rather than being concentrated in specific parts.
Since all populations inevitably age, it is important to emphasize equity-focused electrification strategies for those aging-in-place. This approach will ensure accessibility, fairness, and inclusivity of policies and programs which are often too complicated for aging populations to implement.
13 2020 ACS Context for Senior Well-being - Centroids., https://coronavirusresources.esri.com/maps/f0fab4b2e96a4e65a0207d9724aca38b/about. Accessed on July 12, 2024. 204
94 Equity Challenges and Solutions
Challenges and solutions to ensure an equitable building electrification roadmap are illustrated below (Table 1). Recommended solutions are based on this study’s findings, best practices used by other local governments, and feedback from engagement with Marin’s community stakeholders14. The following does not reflect a comprehensive list of recommendations, rather, it serves as a starting point for decision-makers to develop the roadmap.
14 Electrification Building Workshop Series, Marin’s Transition to an All-electric Future. 8/2/2023 at https://www.marincounty.org/depts/cd/divisions/sustainability/electrify-marin/green-buildingdevelopment/electrification-roadmap.
Figure 6. 2020 senior well-being by census tract.
205
95 Table 1. Barriers and recommended solutions to a more equitable building electrification roadmap.
Theme Barrier Recommended Solutions
Renter
Protection
and
Displacement
Electrification and/or energy
upgrades could give reason for
landlords to pass costs onto their
tenants and may lead to forced
displacement
Landlords can exploit rent law
loopholes to evict tenants during
substantial remodels.
Tenants need to be moved
during active construction.
Alternative, nearby rentals, and
supplemental costs for rent will
need to be negotiated between
tenant and landlord.
Voluntary programs that subsidize
costs to landlords such as direct
install programs, can include tenant
protection assurances (e.g., rent
increase limitations, eviction
protections, information on
tenant/property owner rights and
responsibilities, and temporary
displacement requirements) as part
of the terms and conditions of
accepting financial assistance.
Identify rent law loopholes to close
so that substantial remodels are not
used by property owners as a tool to
evict tenants
Find funding to supplement rent
should renters need to find a nearby
dwelling during construction.
Split
Incentives
and Energy
Upgrades
The building owner (landlord)
pays for the building upgrade
and the tenant (renter) pays the
energy bill. This scenario can
result in renters paying upwards
of 2.7% more on energy bills
than landlords or households
that pay energy bills (Melvin,
2018)
Glean learned lessons from MCEs
multifamily (multi-unit) energy savings
program and/or Marin County
Housing and Federal Grants
Division. Combine efforts with the
Marin County Housing team as they
are currently working on affordable
housing strategies to address rent
protection for multi-unit properties
that undergo electrification.
Subsidized could also be directed at
the landlord to incentivize upgrades.
Community
Engagement
Historically policies have not
included comprehensive
Ensure community members help codevelop the roadmap. Marin can 206
96 Theme Barrier Recommended Solutions
community partnership and
involvement in policy and
program development.
use Rocky Mountain Institute’s
Equitable Electrification toolkit and
County of Marin’s Office of Equity
Race Equity Action Plan for
frameworks and best practices when
getting community stakeholders
involved in policy and program
development. The focus on groups
that serve historically underserved
geographic areas is important.
Deferred
Maintenance
Some households, in particular
multi-unit low-income tenants
and fixed income homeowners
have not kept up with basic
repairs and maintenance.
Prior to going through an
electrification or energy upgrade,
focusing outreach, programmatic,
technical, and financial support for
basic repairs will be important to
low-income, seniors aging-in-place,
and other vulnerable households that
live on a limited or fixed income.
Energy
Storage and
Back-up
Power
Households that need electricity
to power medical devices,
refrigerate medicine, and more
may need constant access to a
reliable source of energy.
Local government, utilities, and nonprofit organizations can help LMI households access subsidized
incentive and rebate programs
especially for battery back-up power
systems.
Workforce Stakeholder interviews and focus
group workshops revealed a lack
of qualified, knowledgeable
and/or affordable contractors to
install all-electric systems including
water and space heat pumps, EV
chargers, and modern electrical
systems and panels.
There is also a lack of technical
knowledge by the building staff
workforce on new technologies
State and regional authorities have
developed and continue to maintain
qualified contractor lists.
Simultaneously, MCE, local
governments, community-based
organizations, businesses, and the
building and trades community can
leverage State and Federal funding to
grow and create a diverse and skilled
workforce. The funding can be used to
retrain existing and generate a new
207
97 Theme Barrier Recommended Solutions
such as heat pump water heaters or
smart panels. This creates
uncertainty and delays permit
review timelines.
workforce that simultaneously has
access to high quality and high road
jobs15.
Case Studies
Some jurisdictions outside of Marin County have created plans or roadmaps for building electrification with a focus on equity. Examples are included below as a point of reference when developing Marin County’s Roadmap.
City of Santa Monica: Community Engagement and Equity Principles Santa Monica’s Existing Building Electrification Roadmap outlines policy recommendations to electrify Santa Monica’s existing buildings. The City is working towards a building electrification strategy that is rooted in equity and access. As part of this process, they are working closely with three key organizations to cooperatively develop strategies and goals for building electrification including Santa Monica Black Lives Association (SMBLA), Community Corporation of Santa Monica (CCSM), and Climate Action Santa Monica (CASM). This is to ensure that they carry out a public community engagement process to enable disadvantaged community members to help develop electrification policies and programs.
15 “High road jobs” means high industry labor standards and established access to clear training pathways for building decarbonization jobs, especially for entry-level and disadvantaged workers. See Rising Sun press release on its convening and promotion of equitable job access in the Bay Area. Available for download at https://risingsunopp.org/wp-content/uploads/Rising-Sun-HRTP-Press-Release.pdf 208
98 The City also established equity and funding principles including, prioritizing access to health and safety benefits provided by electrification, supporting antidisplacement & housing affordability, providing funding and financing, supporting electrification jobs, and simplifying the installation process. They are also working towards maximizing incentives for underserved communities to ensure equitable access to affordable funding mechanisms and work with Federal, State, and Regional program providers to get dollars flowing to underserved communities.
City of Berkeley: Centering Equity and Guardrails
The City of Berkeley has developed an Existing Buildings Electrification Strategy.
Berkeley's electrification plan is guided by an equity approach, with a focus on prioritizing underserved communities most impacted by change. They have developed a set of guard rails to ensure that all residents, particularly underserved communities impacted by climate change, have equitable access to the health, safety, and economic benefits of electrification. These guard rails include access to health and safety benefits, access to economic benefits, maximizing ease of installation, and promoting housing affordability and anti-displacement. The City of Berkeley is also planning to secure funding and financing needed for low-income property owners and renters tied to tenant protections to address split incentive barriers in multi-unit buildings.
Conclusion
Equitable access to building electrification cannot be achieved solely through a singular policy or program. It requires a comprehensive solution of both building code requirements and accompanying subsidized programs and incentives. It also requires a collaborative approach, where policymakers and community members work together to recognize the diverse needs and barriers of underserved communities countywide. Active involvement of Marin County stakeholders is required for a successful equitable building 209
99 electrification roadmap including, but not limited to community-based organizations, Cities and Towns, businesses, the buildings, development, and trades communities, and utilities working together to increase electrification and energy efficiency upgrades to underserved communities. Using publicly available demographic data, primarily through the U.S. Census Bureau, the following underserved geographic areas should be targeted for expanding any policy, programs, incentives and subsidies developed:
1. Canal District in San Rafael,
2. St. Vincent’s in San Rafael,
3. Downtown in San Rafael
4. Marin City
5. Downtown Novato/Northern Novato
6. West Marin (Northern to Central Coastal),
7. Strawberry, and
8. Households around Marin General
Through a collective effort, Marin County can greatly expand equitable access to building energy efficiency and electrification building upgrade benefits. 210
Marin County’s Building Electrification Roadmap
4.2 Appendix B
Examining the Challenges and Solutions to
Marin’s All-electric Transition
211
101
4.2 Appendix B: Examining the Challenges and Solutions to Marin’s All-electric Transition
The following is based on an evaluation of policies and programs implemented, a literature review, and interviews of government staff across California and the U.S. Challenges and solutions surfaced during community stakeholder workshops were also included.
Aged Buildings
Much like other California communities, the key building type to address for Marin are existing singlefamily residential buildings. According to a study conducted by the County of Marin and for the development of this roadmap, 71% of residential buildings are single-family homes17. (See Appendix A:
Building Stock Inventory and Equity Analysis.) As a result, most building fossil fuel emissions come from this building type. Providing helpful policies, programs, and incentives to owners of single-family residences presents the largest opportunity to reduce GHG emissions countywide.
It will be especially important to upgrade older buildings. Approximately three quarters of all residences were built before 1980 while only 6% were built after 2000. In addition, 60% of commercial buildings were built between 1941 and 1980. It will be prudent to assess whether these buildings need electrical system upgrades to accommodate appliances such as heat pump space or water heaters, EV chargers, solar and/or induction stoves. This may add to project costs, as discussed in the Electrical Panels and Systems section below, so any policy, program or incentive focused on upgrades of older buildings should anticipate these potential extra expenses.
Equity, Renter Displacement and Tenant Protections
Underserved people – especially low-to-moderate income (LMI) residents and seniors aging-in-place – living in single or multi-unit homes are more likely to lack the financial resources and tools to access rebates and incentive programs. Programs and tools such as mailers and in-person promotional campaigns, language and accessible copy, and in-person or phone hot line assistance are common tactics already deployed across Marin. They should continue to be used and expanded upon to increase access. In addition, direct install incentive programs (i.e., installations subsidized and performed by pre-qualified and approved contractors) for LMI renting households need to be retained and expanded upon. This program is the best way to reach renters who do not have the upfront capital to participate in rebate and incentive programs that require a property owner to apply.
However, electrification and energy efficiency upgrades are often not at the top of the list of building rehabs for underserved households. A well-designed policy or program should first perform a needs assessment, then, find new or existing resources to address those immediate needs. Once those needs are met, then electrification and energy efficiency upgrades are more likely to be considered. The challenge with implementing a successful program is procuring sustainable funding, then increasing access to capital for LMI households so they may overcome upfront costs. Fortunately, there are Federal, State, and regional grants that local governments, private businesses, and not-for-profit communitybased organizations in Marin can leverage. Today, many grants require a focus on equitably decarbonizing building. It is critical that funding is prioritized for underserved communities.
Still, single-family homeowners should not be the only recipients of financial and health benefits when decarbonizing buildings. According to the Building Stock Inventory and Equity Analysis, 29% of residential buildings are in multi-unit developments (MUDs) of which a majority (84%) are renters.
Renters make up a significant portion of Marin’s community.
In contrast to homeowners, it is difficult for renters to experience the benefits from upgrading their home because they lack control of building upgrade decisions and there is no motivation for a property 17 County of Marin Sustainability Division. 2024. Building Inventory and Equity Analysis. Available at https://www. marincounty.org/depts/cd/divisions/sustainability/electrify-marin/green-building-development/electrification-roadmap/ plan.
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102
owner to make improvements. The owner is hard pressed to justify an expense for benefits they don’t directly experience. Consequently, this may result in low uptake of energy efficiency and electrification upgrades especially for those in affordable housing and deed restricted MUDs. For renters, appropriate policies, well designed programs, and accessible resources will be needed to incentivize property owners and renters to consider upgrades. For property owners, a well-designed program that incents and makes building upgrades easier is important to increased participation.
A primary concern for renter communities is the threat of permanent and temporary displacement when building upgrades are performed. Most tenants in Marin County are covered by California’s rent stabilization law (AB1482 or the Tenant Protection Act of 2019), but a loophole in the law that allows tenants to be evicted for substantial remodel work makes tenants vulnerable to displacement due to renovations. Landlords exploit the loophole, often dishonestly, as a means of pushing low-income renters out of their homes and replacing them with higher paying tenants. It is crucial that the state and localities with their own rent stabilization or eviction protection ordinances close this loophole and provide tenants with adequate temporary relocation assistance and the right to return, thereby enabling electrification and energy efficiency upgrades to be made without putting tenants at risk of displacement. It is crucial that the state and localities with their own rent stabilization or eviction protection ordinances close this loophole and provide tenants with adequate temporary relocation assistance and the right to return, thereby enabling electrification and energy efficiency upgrades to be made without putting tenants at risk of displacement. Additionally, policies such as local rent stabilization and banning pass-through costs can protect tenants from incurring large rent increases after energy efficiency and electrification upgrades are made.
Though it is outside the scope of this roadmap to close such loopholes, it must be emphasized that a welldesigned tenant protection policy closes from absorbing the costs of decarbonization upgrades. Immediate
actions can also be taken to establish programs that
incent multi-unit property owners to make upgrades
while protecting tenants from unintended negative
consequences. For example, publicly funded direct installation programs can motivate landlords to decarbonize by providing them with the financial and technical assistance required to make upgrades.
These programs should also include tenant protection assurances (e.g., rent increase limitations, eviction protections, accessible information on tenant/property owner rights and responsibilities, and temporary displacement requirements) as part of the terms and conditions of accepting financial assistance. A program to model is the State California Energy Commission Equitable Decarbonization program18. The program illustrates ways to protect tenants during building rehabilitations. 18 California Energy Commission. 2023. Equitable Building Decarbonization Direct Install Program Guidelines, Chapter 4.C. Downloadable at https://www.energy.ca.gov/publications/2023/equitable-building-decarbonization-directinstall-program-guidelines. “... a well designed tenant protection
policy should close any substantial
remodel loopholes”
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Electric Grid Modernization and Reliability
California’s aging electric grid has been operating in
much the same way for over 100 years, built to meet
the demands of industrial age technology19. Today,
California’s ambitious climate goals require rapid
modernization of the grid to support the surge of new,
all-electric technologies.
The State and utilities are planning for increased
electrical load. Plans to modernize the grid have been
put forth such as California Independent Systems
Operator (CAISO) releasing a 20-Year Transmission
Outlook report outlining steps to meet clean energy
goals20, or the Clean Energy Transition Plan released
in 202321 by the Governor’s Office. However, the grid
faces many challenges to support aggressive clean
energy and electrification goals. One major challenge
is utilities are not expanding their transmission and
distribution network fast enough to meet the state’s
renewable energy and electrification goals. Simply put, utilities are lagging in upgrading the grid’s infrastructure.
A recent study by Berkeley’s Energy Institute revealed
PG&E needs to speed up distribution upgrades through
workforce expansion or investing more in demand
response and battery storage22. This is possible to
achieve, but the study estimated a range of $1-$10
billion to upgrade; costs that will likely get passed onto rate paying customers. In response, SB 410 (Becker)23
holds utilities accountable to meeting target timelines to connect and upgrade all customers to the grid and
control costs of grid expansions.
The State and large utilities appear to be addressing
grid scale challenges. Still, local governments in Marin and regional utilities such as MCE can do their part by investing in policies and programs to better steward
electric demand and increase the health of the grid.
Tactics such as energy planning, demand management,
and electrical system optimization for residential and
commercial buildings are currently being deployed.
19 California Public Utilities Commission. Factsheet: California Leads the Nation in Modernizing its Electric Grid.
Downloadable at https://www.cpuc.ca.gov/-/media/cpuc-website/files/legacyfiles/s/3343-sgfactsheet0710.pdf. 20 California ISO. 2022. 20-Year transmission outlook. Downloadable at https://www.caiso.com/ InitiativeDocuments/Draft20-YearTransmissionOutlook.pdf. 21 Office of the Governor California. 2023. Building the electricity grid of the future: California’s Clean Energy Transition Plan. Downloadable at https://www.gov.ca.gov/wp-content/uploads/2023/05/CAEnergyTransitionPlan.pdf. 22 Energy Institute at Haas. 2023. Can Distribution Grid Infrastructure Accommodate Residential Electrification and Electric Vehicle Adoption in Northern California? Downloadable at https://haas.berkeley.edu/wp-content/uploads/ WP327.pdf. 23 Senate Bill SB 410 (Becker, 2023). Powering up Californians Act. Downloadable at https://leginfo.legislature. ca.gov/faces/billTextClient.xhtml?bill_id=202320240SB410.
Be a Good Steward:
Optimize Your Panel
Most Marin homes may not need
upsizing of its electric service panel.
In fact, most rebate programs encourage
upsizing over more efficient devices. This
paradigm needs to change to save energy
and support a healthy electric grid.
First consider optimization and planning
before performing costly and timeconsuming panel or service upgrades. This usually entails two approaches:
1. Choose less power-hungry appliances
that fit within a panel’s existing
capacity.
2. Use energy management devices
that share, redirect, and/or shut off
circuits when current power draw
exceeds a set limit.
As a rule of thumb, modern homes with
200-amp panels can meet today’s electrical
demands. Older homes with at least 100-
amp panels can be optimized while those
less than 100-amps may need to upsize.
If upsizing is necessary, planning for an
efficient home saves money.
For more information on circuit sharing devices
on the open market see this technology review
by CalNEXT.
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Optimizing Electric Service Panels and Systems
As discussed previously, approximately three quarters of all homes were built before 1980 while only 6% were built after 2000. In other words, Marin has old building stock. Older homes tend to have outdated electrical service panels (also known as a “breaker box”). They are typically undersized for the power demands of modern homes and appliances. As a result, extra work may be needed to increase a home’s electrical capacity or “panel upsize.” As a result, upsizing can add to construction costs ($3,000- to $25,000) and extend installation wait times for a homeowner looking to electrify24.
Consequently, this can discourage much needed building upgrades.
However, most homes do not use all their panel’s capacity. Consider the following studies on space and water heating heat pumps installed in single-family homes statewide:
1. California home projects participating in the TECH Clean California incentives program from 2021 to 2023 found that only 4% needed to upsize their panel.
2. For Marin, homes participating in the TECH program, only 12% upsized their panel25.
3. In Marin, of the projects receiving local Electrify Marin program rebates from 2019-2024, only 19% needed a panel upsize when swapping their gas appliance for an electric appliance26.
Hence, most building upgrades in California homes do not require panel upsizing. If upsizing is considered, it is worthwhile to first research and work with a contractor on “panel optimization.” That is, choosing power-efficient devices that can fit a building’s existing electrical needs. This can result in $3,000 to $25,000 of cost savings on a home upgrade project.
Policy and Market Trends
All-electric appliances (e.g., induction stoves, heat pumps) are not new technology. In contrast to California, other countries and the American South have historically used electric appliances because gas piping and infrastructure is either limited or does not exist. In Marin, the more rural westside of Marin does not have access to gas infrastructure and relies either on expensive propane or older electric resistance appliances to power their buildings.
Recent global policy support and incentives for electric appliances such as heat pumps have accelerated. As a result, global heat pumps have seen a double-digit growth in 2022 sales27. In the U.S., 2022 heat pump sales outpaced gas furnace sales. EV infrastructure will require an even larger infrastructure upgrade to meet electric demand. Across the U.S. South, heat pumps are commonplace.
In 2020, 41% of South Carolina residences used central heat pumps as their primary heat source28. At 77%, Florida has the highest percentage of all-electric homes in the U.S. In 2023, the San Francisco Bay Area leads the U.S in purchases of passenger car EVs, of which Marin is amongst the leader of new purchases29.
24 Redwood Energy & NV5, Service Upgrades for Electrification Retrofits. 2022. Downloadable at https:// techcleanca.com/resources. 25 TECH Clean California TECH Working Data Set. Downloadable at https://techcleanca.com/public-data/ download-data/. Data downloaded and analysis performed 3/14/2024. 26 Electrify Marin – Natural Gas Appliance Replacement Program. Data analysis not published but available upon request at https://www.marincounty.org/electrify.
27 International Energy Administration. Heat Pumps predicted to double in sales globally by 2030 and exceeded 2022 gas Furnace Purchases in the United States. Available at https://www.iea.org/commentaries/global-heat-pump-salescontinue-double-digit-growth. 28 U.S. Energy Information Administration. 2020 Residential Energy Consumption Survey (RECS). Available at https:// www.eia.gov/consumption/residential/data/2020/index.php?view=state. 29 California Energy Commission. New ZEV sales in California. 2023 sales dashboard. Available at https://www. energy.ca.gov/data-reports/energy-almanac/zero-emission-vehicle-and-infrastructure-statistics/new-zev-sales. 215
105
In the West, especially in California, aggressive climate ambitions have focused building and zoning policies on all-electric buildings and communities. Yet, California still has one of the lowest rates of home electrification in the U.S., especially for space and water heaters, and the highest use of fossil fuels in the home. Hence, single-family, and multi-unit homes will require rapid scale-up of existing and innovative policies (i.e., sticks) and incentive programs (i.e., carrots) that meet climate action obligations and improve community health and safety.
Workforce Development and High Road Jobs
A common refrain by homeowners and surfaced
during the electrification stakeholder workshop
series, is the lack of qualified, knowledgeable and/
or affordable contractors to install all-electric systems such as water and space heat pumps, EV chargers
and modern electrical panels. In addition, some contractors are not aware of available incentives and rebates to bring down upfront costs of building upgrades. Unfortunately, not as many property owners are capitalizing on cost savings and/or contractors are not promoting the install of subsidized electric systems and appliances. Consequently, more gas appliances are installed today than are needed. Gas assets installed today will become polluting sources for at least the next decade. They will immediately become stranded, unusable assets as regulatory agencies continue to increase electrification mandates and electric appliances become more efficient and popular.
Moving away from non-gas combusting appliances will require a workforce ready to meet demand.
The following policy trends are driving market transformation:
1. For existing buildings and appliance swaps, regional and State air regulators have mandated building electrification upgrades. From 2027 to 2031, the Bay Area Air Quality Management District (BAAQMD) will begin phasing out space and water heating gas appliances from being sold or installed in homes and commercial spaces30.
2. Recent State green building codes have required newly constructed homes to either install space or water heat pumps31. State codes are expected to require more electric and energy efficient appliances as well as EV charging infrastructure as these codes update every three years.
3. The California Air Resources Board (CARB) will begin banning gas space and water heaters from being sold statewide starting in 2030.
To meet the anticipated need for experienced contractors, the State (i.e., Switch Is On32) and private 3rd party concierge companies serving the SF-Bay Area have developed a qualified contractor’s list that consumers can easily access and shop online. Still, communities across Marin express the following pain points with the contractor base countywide:
1. A knowledge gap especially when installing heat pump technology, optimizing electric panels, and properly leveraging incentives and rebates,
2. Lack of willingness to recommend installation of all-electric appliances over gas appliances,
3. Lack of services to energy burdened rural communities such as West Marin,
4. High bid prices quoted for installing all-electric appliances. 30 Bay Area Air Quality Management District. 2023. Regulation 9 Rule 6: Nitrogen Oxides Emissions from Natural Gas-Fired Water Heaters. Available at https://www.baaqmd.gov/rules-and-compliance/rules/reg-9-rule-6-nitrogen-oxidesemissions-from-natural-gasfired-water-heaters. 31 California Energy Commission. 2022. 2022 Building energy efficiency standards summary. Downloadable at https://www.energy.ca.gov/sites/default/files/2021-08/CEC_2022_EnergyCodeUpdateSummary_ADA.pdf. 32 California Statewide qualified contractor list available at https://switchison.org/. “Gas appliances today installed will
become polluting sources for at least the
next decade and stranded, unusable
assets...”
216
106
Contractors are not the only pain point. Local building enforcement staff can delay projects. Staff may lack the technical knowledge when permitting rapidly evolving technologies such as heat pump water heaters or smart panels. Consequently, this knowledge gap can delay permit issuance timelines.
According to a heat pump water heater permit streamlining and installation study by TECH Clean California33, the statewide average for permitting heat pumps was 5.9 days. Ideally, energy and electrification appliances and systems should be
permitted or expedited within one day. Increased
applications, compliance, and installation of this
technology can be the impact of a streamlined process.
There is also a need to further develop and accelerate
the growth of a diverse and skilled contractor
workforce. MCE, local governments, communitybased organizations, and the building and trades community can access State and Federal funding to
retrain an existing workforce and build a new one to meet rapidly growing demand to electrify and decarbonize. To grow a skilled workforce, we need to invest in training and good high road34 jobs for both employees and contractors. High road jobs ensure workers also share in the benefits and career development opportunities as communities rapidly electrify and decarbonize buildings. 33 TECH Clean California. 2024. Streamlining permitting and installation of heat pump water heaters. Available at https://techcleanca.com/pilots/permitting-pilot/. 34 “High road jobs” means high industry labor standards and established access to clear training pathways for building decarbonization jobs, especially for entry-level and disadvantaged workers. See Rising Sun press release on its convening and promotion of equitable job access in the Bay Area. Available for download at https://risingsunopp.org/wpcontent/uploads/Rising-Sun-HRTP-Press-Release.pdf. “‘High road jobs’ means high industry
labor standards and established access
to clear training pathways for building
decarbonization jobs, especially for
entry-level and disadvantaged workers.”
217
Marin County’s Building Electrification Roadmap
4.3 Appendix C
Community Engagement Findings and Results
218
108
4.3 Appendix C: Community Engagement Findings and Results Community Stakeholders
Over 40 types of stakeholders, of which an estimated 150 people participated in a variety of ways to contribute to the roadmap’s content (Table C-1). Engagement included active participation by stakeholders.
1. The County, BayREN, and PG&E helped fund the project.
2. MCEP helped provide volunteer County, City, Town, and public agency staff to steer the entire development process and document creation.
3. Community-based organizations and advocacy groups, the building community, and businesses participated in workshops, providing feedback on documents published, surveys distributed, and invited staff to give ad-hoc presentations to their members.
Other stakeholders were less active such as those opting to stay updated and informed on progress by local government staff or other organizations, subscribing to newsletter or listserv updates, or periodically checking in on progress updates publicly published on the 2023/2024 Marin Countywide Electrification Roadmap webpage35.
Table C-1. Community stakeholders that participated in the development of the electrification roadmap.
Stakeholder Group Stakeholder
Elected Officials • County of Marin Board of Supervisors • City/Town Council Members
City, Town, County Staff • Building and Planning Directors • City/Town Managers
• Chief Building Officials
• Planning and Sustainability Staff
Regional and Public Agencies • Marin Climate & Energy Partnership (includes Gov’t + Regional and Public Agencies)
• Marin Clean Energy (MCE)
• Transportation Authority of Marin (TAM)
• PG&E
• BayREN
35 County of Marin Community Development Agency Sustainability Division. 2023-2024. Marin Countywide Building Electrification Roadmap landing webpage. Available at https://www.marincounty.org/depts/cd/divisions/sustainability/ electrify-marin/green-building-development/electrification-roadmap. 219
109
Stakeholder Group Stakeholder
Advocacy and Community
Based Organizations
• Canal Alliance
• North Marin Community Services
• Rising Sun Center for Opportunity
• San Rafael Chamber of Commerce
• MarinCAN
• Sustainable San Rafael
• Sustainable Mill Valley
• Marin Conservation League
• Marin/Sonoma Electrification Squad
• Good Green Work
• Marin Center for Independent Living
• Marin Asian Advocacy Project
• Multicultural Center of Marin
• Sausalito Sustainability Commission
• Corte Madera Climate Action Committee
• Fairfax Climate Action Committee
• San Anselmo Climate Action Commission
• Novato Sustainability Commission
• Marin Environmental Housing Collaborative
Building Community and
Businesses (Developers,
Contractors, Practitioners)
• Marin Builders Association
• MARIN REALTORS
• EAH Housing
• Hope Housing of Marin
• Eden Housing
• Community Land Trust Association of West Marin (CLAM) - West Marin
• Seagull Prime Real Estate Fund
• Rising Design & Construction
• GreenLynx
• Samina Saude Design & Consulting
• Hassler Heating and Air Conditioning, Inc.
• Ready-Set-Replace
Youth and Student • Marin Academy, Climate and Justice Class • Dominican University, Business Sustainability Class
Public Survey Process and Results
A digital survey (English and Spanish) of the ten actions, as co-developed with workshop participants, was widely distributed publicly from February 16, 2024, to March 5, 2024.
Workshop participants and the organizations they represent, government communications staff and elected officials across 12 jurisdictions, and public regional agencies (e.g., Marin Health and Human Services, MCE, and TAM) were asked to help distribute the survey via their respective newsletter, social media, and other digital communication channels. As a result, 385 people responded to the survey which asked for their impression of the ten proposed actions and how they would prioritize implementation. Survey results were published online. The survey found most respondents were in favor of implementing the following top 3 actions:
1. A countywide “Central Hub” or one-stop shop for all things electrification and energy savings.
2. Connecting residents to existing low-cost financing programs that especially benefits low-to 220
110
moderate income households.
3. Programs that reduce permit costs and expedite permit timelines for gas to electric conversions.
For survey results and details on the remaining actions see below or visit The Building Electrification Roadmap Survey published online36.
36 County of Marin Community Development Agency Sustainability Division. 2023. Building Electrification Roadmap Survey: Actions to Electrify Our Buildings and Vehicles. Results available for download at https://www.marincounty.org/ depts/cd/divisions/sustainability/electrify-marin/green-building-development/electrification-roadmap/plan. 221
111 222
112 223
113 224
Marin County’s Building Electrification Roadmap
4.4 Appendix D
Key Actions Worksheet -- Descriptions, Details,
Equity Considerations, and Implementing
Partners
225
115
Action
#
Action Description
(Policy, Program, Incentives)
Action Details Equity Consideration(s) Recommended
Implementing
Organizations
and Partners
I-1
Develop, adopt and implement
building reach codes for New
Construction that are all-electric,
energy efficient, cost-effective, increase
electric vehicle charging infrastructure
and creates code consistency across
all Marin jurisdictions.
● Ensure codes do not preempt federal
standards and are justified through
the State’s cost effectiveness studies.
● Create code uniformity by continuing
to support all 12 Marin Jurisdictions to
align with 2022 Marin Model Reach
Codes already developed in
collaboration with the community
● Apply to all building types (residential
and commercial)
● Prepares building stock to get ahead
of California’s ever more stringent
Green Building and Energy Codes
● Support advocacy and California Air
Resources Board’s effort that
encourages a Statewide zeroemissions standard for residential new construction within the State
building code standards aka
CALGreen.
● Ensure local code allows for use of
low GWP refrigerants (e.g., CO2,
propane, and other nature-based)
● Exemptions and hardship
and feasibility waivers for
○ Low-income households
○ Households with special
medical and
accessibility needs
● Ensure development of
Low-income multi-unit
housing is not inhibited.
● Encourage use of programs
that subsidizes building allelectric for affordable
housing developments
○ For example, California
Electric Homes
Program implemented
by California Energy
Commission and TRC
1. Local
Government:
Councils/Electe
ds and Staff
2. Communitybased
Organizations
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116
I-2
Develop, adopt and implement
building reach codes for Existing
Single-Family and Multi-unit
Renovations that implement electric
appliance measures, are energy
efficient, cost-effective increase access
to electric vehicle charging
infrastructure and creates code
consistency across all Marin
jurisdictions.
● Create code uniformity by continuing
to support all 12 Marin Jurisdictions to
align with 2022 Marin Model Reach
Codes already developed
collaboration with the community
● Prepares building stock to get ahead
of California’s ever more stringent
Green Building and Energy Codes
● Apply to all Single-family residential of
a certain size or permit valuation
● Apply to Multi-unit Developments
(MUDs) as long as it complements
housing production
● Require Electric Readiness
requirements especially for buildings
built before 1980
● Provide resources on electrical panel
optimization vs upsizing
● Ensure local code allows for use of
low GWP refrigerants (e.g., CO2,
propane, and other nature-based)
● Exemptions and hardship
and feasibility waivers for
○ Low-income households
○ Households with special
medical and
accessibility needs
● Encourage use of housing
programs that disincentivize
property owners from
displacing multi-unit renters
during renovations or
rehabilitation
○ For example, Multifamily
Energy Savings
Assistance (ESA)
program implemented
by investor-owned
utilities (IOUs)
● Consider anti-displacement
policies (e.g. reference
SAJE or Build-it Green)
1. Local
Government:
Councils/Electe
ds and Staff
2. BayREN
3. Communitybased
Organizations
4. PG&E
5. Market-rate and
Affordable
Housing
Developers
6. Marin Clean
Energy (MCE)
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117
I-3
Develop a countywide, web-based
“central hub” for community energy
and electrification resources that
provides on and offline information to
residences and businesses pursuing
building upgrade project(s).
● Create a countywide webpage or
“central hub” that connects
residences and business to building
energy, electrification, and EV
resources and services
○ Collaborate with and tie-in
existing programs and service
providers
○ Consolidation and links to existing
incentives, programs, building
code requirements and service
providers, available to all 12 Marin
jurisdictions
○ All 12 Marin jurisdictions and
community-based organizations
should coordinate to route all
building energy, electrification,
and EV projects through this
webpage
○ Include collateral such as steps to
electrification and EV
infrastructure for residences and
businesses and links to local,
regional, state and federal
resources
● This action intent is to provide webaccessible “Low Touch” services especially those who don’t mind to
DIY and are able to navigate
platforms that can be used from the
convenience of your home such as
○ Incentive and rebate information
and applications and qualified
contractor list (e.g., Electrify
Marin, BayREN, SwitchIsOn,
Rewiring America),
○ Virtual home energy assessment
tools (e.g., HomeIntel)
○ Online energy planning tools (e.g.
Rewiring America, SwitchIsOn)
● Coordinate more regionally such as
● Target campaigns and
efforts to benefit lowmoderate income (LMI) and
hard-to-reach households,
renters and energy
burdened communities such
as in rural West Marin,
North Marin, Downtown San
Rafael and the Canal,
Strawberry, and Marin City
● Support regional workforce
development programs or
initiatives such as LIME
Foundation’s NextGEN
Trades Academy that
focuses on developing a
more diverse and inclusive
trades and contractor
workforce
● Increase awareness of and
access to programs,
rebates and incentives that
first address deferred
maintenance (e.g., termite
damage and rot)
● Address Split-Incentives –
Structure multi-unit
programs that incentivize
and make it easy for both
renters and property owners
to implement energy
efficiency and electrification
systems and appliances
1. Local
Government:
Councils/Electe
ds and Staff
2. Community
Based
Organizations
3. MCE
4. BayREN
5. PG&E
6. Platform and
Service
Providers/Vendo
rs
7. Transportation
Authority of
Marin
228
118
across MCE territory and/or across
nine-county bay area via BayREN
● A hard copy and in-person promotion
and outreach campaign should follow
the launch of the central hub website
229
119
I-4
As part of the “central hub”,
investigate the feasibility and
procure resources to launch a
turnkey countywide concierge
and/or technical assist service for
residences and businesses.
● Follow-up to Action #I-3 above
● Build upon the countywide “central
hub” webpage by integrating a high
touch building energy and
electrification service
● Evaluate feasibility and impact of San
Anselmo’s and Fairfax’s Ready-SetReplace pilot campaign: an existing high touch concierge and/or technical
assist service for single and/or multiunit homeowners as provided by Carbon Free Homes
○ Determine whether funding is
available or worthwhile to continue
development and implementation
○ Note grants and/or a competitive
bidding process will be necessary
if financed by government
● “High touch” services include those
who need technical assistance, full
project and concierge turnkey
installation services, and/or in-person
help
○ Concierge services are for
homeowners through third-party
private companies such as
QuitCarbon and Carbon Free
Homes’ Ready-Set-Replace
○ Technical assistance for
architects, builders, developers,
design engineers, contractors,
and/or energy consultants can be
made available
○ Technical assists programs for
multi-units (e.g., BAMBE program,
MCE Energy Savings program,
PG&E Energy Savings Assistance
program, PG&E SPOC program
for multi-family and single-family
owners and managers)
○ Virtual and/or In-person Home
● Target campaigns and
efforts to benefit lowmoderate income (LMI) and
hard-to-reach households,
renters and energy
burdened communities such
as in rural West Marin,
North Marin, Downtown San
Rafael and the Canal,
Strawberry, and Marin City
● Support regional workforce
development programs or
initiatives such as Lime
Foundation's NextGEN
Trades Academy that
focuses on developing a
more diverse and inclusive
trades and contractor
workforce
● Increase awareness of and
access to programs,
rebates and incentives that
first address deferred
maintenance (e.g., termite
damage and rot)
● Address Split-Incentives –
Structure multi-unit
programs that incentivize
and make it easy for both
renters and property owners
to implement energy
efficiency and electrification
systems and appliances
1. Local
Government:
Councils/Electe
ds and Staff
2. Community
Based
Organizations
3. MCE
4. PG&E
5. BayREN
6. Third-Party
Service
Providers/Vendo
rs
7. Transportation
Authority of
Marin
230
120
Energy Assessment (e.g., Home
Energy Score)
○ All-in-one, customizable platforms
(e.g, Petaluma/Sacramento via
XeroHome, Sonoma Clean Power
via YellowTin)
■ Platform should have the
ability to quickly: ● Analyze and give energy,
GHGs and costs of
installing efficiency and
electrification measures
per house within several
minutes
● Summarize and connect
user to Federal, State,
utility, regional, and/or
local rebates and
incentives available
● View and connect with a
list of qualified contractors
● Links to all 12 Marin local
building code
requirements and
checklists
● Track community-scale
impact via energy
modeling or energy bill
analysis
● Try to coordinate more regionally
such as across MCE territory or
across nine-county bay area via
BayREN
● More funding and staffing resources
are needed to provide digital and in-
person promotion and outreach
campaigns, which may include: ○ Promoting and soliciting through social media and websites as well
as in newsletters and/or utility-bill
inserts
231
121
○ Working through County Health
and Human Services to engage
and promote access to hard-toreach communities through their Community Response Teams
○ Segmenting outreach campaigns
to target audiences
○ Attending, tabling and participating
in community-based organization
and industry community events
countywide
○ Incorporating and keeping
up-to-date information such as on
regulations, rebates and
incentives, programs, contractor
lists and other services
○ Evaluate the feasibility of standing
up a brick-and-mortar location for
in-person resources and education
232
122
I-5
Expand upon existing promotion
and outreach efforts that increases
access to local, regional, state and
federal energy and electrification
programs and incentives.
● Finding feasible ways to mass
promote and expand outreach
campaigns.
● Partner with, fund and communicate
programs and campaigns through
local community based organizations
that have already built capacity, trust
and strong community networks.
● Streamline and consolidate existing
information while increasing access
to the complex and rapidly evolving
federal (IRA), State (TECH,
SwitchIsOn) utility (PG&E, MCE),
regional (BayREN, BAAQMD), and
local (Electrify Marin) rebates and
incentives available.
● Increase disability, health and ESL
(language) services and inclusion
during community engagements and
creation of promotional collateral.
● Use existing local government
touchpoints with the community to
provide information and education
(e.g., time of renovation, planning or
building permit counter, community
events or campaigns, etc.).
● Target campaigns and
efforts to benefit lowmoderate income (LMI)
households, renters and
energy burdened
communities such as in
rural West Marin, North
Marin, Canal, and Marin
City
● Structure rebate and
incentive programs to
benefit LMI households and
renters especially in
underserved communities
● Increase awareness of and
access to programs and
incentives that first address
deferred maintenance
● Address Split-Incentives:
Structure multi-unit
programs that incent both
renters and property owners
to implement energy
efficiency and electrification
measures
1. Local
Government:
Councils/Electe
ds and Staff
2. BayREN
3. Community
Based
Organizations
4. MCE
5. Transportation
Authority of
Marin (TAM)
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123
I-6
Expand stakeholder engagement to
community-based organizations that
represent underserved communities
to build a more equitable electrification
transition.
● Engagement doesn’t end once the
countywide roadmap is finalized.
● Provide periodic and ad-hoc updates
of roadmap to electrification
workshop participants and
community-based organizations
● Work through County Health and
Human Services to engage and
promote access to hard-to-reach
communities through their
Community Response Teams
● Community-based organizations
serving North Marin, Canal, Marin
City and parts of West Marin should
be empowered to set their own vision,
priorities and implementable actions
● Support community led
planning especially by
organizations such as Marin
Climate Justice
Collaborative (Canal
Alliance and Marin City
CRHJ).
1. Community
Based
Organizations
2. Local
Government:
Councils/Electe
ds and Staff
3. Transportation
Authority of
Marin
I-7
Evaluate fee structures and
feasibility of permit programs that
incent gas to electric conversions by
reducing permit costs and
expediting permit timelines for
renovations and appliance upgrades.
● Identify and implement pilots - when
feasible - that can be tested
immediately such as, but not limited
to:
○ Permit holidays or discounts
○ Same day permitting
● Evaluate jurisdiction fee structure
and feasibility to subsidize such a
program
● Continue and increase training of
examiners and inspectors on how to
permit and identify new heat pump,
electric appliances and systems via
BayREN trainings and support
through other forums
● Simplify permitting such as pairing
plumbing and electrical permits to
make the process faster and cheaper
● Lays the groundwork to appropriately
implement a Time of Sale or Time of
Listing policy, if considered
● Offset the impact of the
potential high cost of
permitting for electrification
○ Restructure and
combine mechanicalelectrical-plumbing fees
○ Increase permit fees for
natural gas installations
compared to electric
1. Local
Government:
Councils/Electe
ds and Staff
2. BayREN
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124
I-8
Lay the groundwork to accelerate
adoption of electric ready systems
for existing buildings by adopting
appropriate codes and standards and
accompanied with rebates and
incentives.
● Critical to work on in advance of the
BAAQMD NOx rules that start in 2027
● Restructure Electrify Marin’s panel
upgrade incentives to prefer panel
optimization and low amp appliances
first, over panel upsizing
● Focus electrical contractor trainings
and socialization on alternatives to
panel upsizing and panel optimization
● Focus electrical systems trainings on
building/code officials
○ Clarify State standards and apply
appropriate standards locally
○ Work with officials to provide clear
code guidance when approving
installs of circuit sharing devices
such as Automatic Load
Management Systems (ALMS) or
Intelligent Power Management
Technologies (IPMT) such as
smart panels, breakers, relays,
splitters, or control units
● Target outreach and incentives
campaigns to known older residential
and commercial buildings built before
1980
● Evaluate, develop, and adopt a
countywide 2025 model reach
building code which includes:
○ More aggressive electric
readiness requirements
Encourages optimizing capacity
over upsizing
● Target campaigns and
efforts to benefit lowmoderate income (LMI) and
hard-to-reach households,
renters and energy
burdened communities such
as in rural West Marin,
North Marin, Canal, and
Marin City.
1. Local
Government:
Councils/Elected
s and Staff
2. BayREN
3. Marin Builders
Association
4. Other contractor
associations
forums across
Marin
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125
I-9
Continue to implement Marin
Countywide EV Acceleration
Strategy launched February 2023.
● Take key actions as outlined in the
acceleration plan
● Partner with communitybased organizations to
increase access and
identify charging
infrastructure needs.
● Use building codes to
require charging capability
for all tenants with parking
spaces in multi-unit
buildings that are affordable
and has cost parity with
those charging in singlefamily homes.
1. Marin Climate &
Energy
Partnership
(MCEP)
2. Transportation
Authority of
Marin
3. Local
Government:
Councils/Electe
ds and Staff
236
126
I-10 Encourage and coordinate with
PG&E to improve infrastructure
planning and speed up grid
interconnection timelines, especially
for electric load capacity planning,
resiliency, faster grid interconnection
and neighborhood-scale electrification
planning projects.
● Encourage with PG&E to meet SB
410 (Becker), “Powering Up
Californians Act” which holds utilities
accountable to meeting prompt grid
interconnection and energization
timelines.
● Proactively coordinate w/PG&E on
owner/developer planning and
communication that helps with
PG&Es service and distribution
planning, increases reliability, and
reduces energization timelines for
new housing.
● Explore funding to collect and
analyze PG&E energy data that will
help measure existing and project
future countywide electrical capacity
needs at the neighborhood scale
○ Simultaneously collect and
analyze natural gas infrastructure
to identify ideal locations for
neighborhood-scale electrification
and gas infrastructure
decommissioning.
○ See action #I-14 for more details
on neighborhood-scale
electrification
● Segment underserved
populations across Marin
when collecting data so we
can understand where the
best opportunities exist to
implement and target pilots
or campaigns.
1. PG&E
2. New Multi-unit
affordable and
market rate
developers
3. Commercial
developers
4. Local
Government:
Councils/Elected
s and Staff
5. MCEP
237
127
I-11 Support growth, accelerate and
improve the quality of a diverse and
skilled building energy and
electrification workforce by
expanding upon existing and
considering new programs and
initiatives that train and develop
qualified contractors, realtors,
developers and lenders to meet
increased demand.
● Through SwitchIsOn by TECH,
continue to increase the existing list
of qualified contractors that serves
the region and direct customers to
those lists
● Through BayREN continue to provide
free trainings, continuing education
credit, worksite training, and
networking opportunities on energy
efficiency, all-electric technology,
green financing products, and
business development for building,
contracting and trades professionals,
realtors, lenders, and local building
and safety staff (e.g., Green Labeling
Program, in-person and virtual
training and networking programs)
● Attract residential decarbonization
professionals and increase high
quality jobs by supporting the High
Road Training Partnership (HRTP)
and consider adopting the
recommended labor standards that
come out of the partnership
● Support and expand
regional workforce
development programs
such as Lime Foundation’s
NextGEN Trades Academy
that focuses on skills and
professional development
for a more diverse and
inclusive trades and
contractor workforce
● Adopt regional workforce
development initiatives such
as Rising Sun’s Bay Area
Residential Decarbonization
High Road Training
Partnership that increases
job quality and equitable
access for all workers in the
residential decarbonization
market
● Increase access to inperson or virtual training
and networking
opportunities to the trades
workforce such as
BayRENs ongoing regional
training programs.
1. Community
Based
Organizations
2. MCEP
3. BayREN
4. Local
Government:
Councils/Electe
ds and Staff
5. Local
businesses
6. Trades
associations
7. BAAQMD
8. MCE
9. TECH Clean
California
238
128
I-12 Evaluate feasibility, staff capacity and
map out steps to implement a Time
of Listing Energy Assessment policy
for residential and/or commercial
buildings.
● Engage with realtors and communitybased organizations to evaluate a voluntary or required energy audit
disclosure policy
○ Compliance check and
resolutions
○ Home Energy Score/audit
○ Flexible energy and electrification
compliance scoring
● First, conduct a feasibility study
and/or survey.
○ The policy should minimize
excess costs and timelines
disproportionate to the overall cost
and closing of the real estate
transaction.
○ Evaluate the staff capacity of
enforcing departments or
agencies.
○ Evaluate market conditions, taxes
to collect such as a refundable
transfer tax, and lead times to
implement projects
● Learn from and adapt certain
elements of other local governments
such as City of Berkeley’s Time of
Listing ordinance and City of Davis
compliance checks.
● Discuss acquisition of data with data
aggregators such as Redfin, Zillow,
MLS, CoStar, County Tax Assessor’s
● Continue to participate and
support trainings and
regional workforce
development initiatives that
builds regional contractor
base.
● Support and encourage the
use of local, legacy,
minority/Woman-owned
and/or BIPOC businesses
to conduct Energy
Assessments for
homeowners.
1. Local
Government:
Councils/Electe
ds and Staff
2. BayREN
3. Marin
REALTORS
4. Communitybased
organizations
5. MCEP
239
129
I-13 Evaluate existing and increase
access of low-cost financing
programs that serve Marin singlefamily and multi-unit residences. ● Assess and promote existing loan
programs for single-family and multiunit residences such as, but not limited to the State’s Go Green
Financing program and Energy
Efficient Mortgages/Green Mortgages
such as Fannie Mae Green Financing
Loans for single- and multi-unit
residences)
● Continue to expand training and
education of banks/lenders and Marin
REALTORS through BayREN’s
Green Labeling Program
● Target campaigns and
efforts to benefit LMI
households and landlords
serving low-income tenants.
● Green financing programs
can benefit LMI and creditconstrained customers who
otherwise may not qualify
for traditional home equity
loans for upgrades.
● Ensure financing is
available to households
who have poor credit or
can’t afford taking on debt
1. Local
Government:
Councils/Electe
ds and Staff
2. BayREN
3. PG&E
4. MCE
5. Local Banks and
Lenders
6. Marin
REALTORS
7. Community
Based
Organizations
I-14 Evaluate feasibility and funding
resources, then, identify a location
to pilot a neighborhood-scale
electrification demonstration project
anywhere within the 12 jurisdictions
across Marin County.
● Leverage existing and/or collect new
electricity and gas data to analyze
ideal candidates.
● Coordinate with PG&E and learned
lessons from other Bay Area
jurisdictions to identify criteria to
select an ideal location in Marin
County for gas infrastructure
decommissioning.
● Find funding to implement a
neighborhood-scale electrification
pilot project that include both gas
infrastructure decommissioning
planning and replacement of end-use
appliances
● Consider piloting
underserved neighborhoods
such as LMI, hard-to-reach
households, renters and
energy burdened
communities or
developments such as in
rural West Marin, North
Marin, Canal, and Marin
City
● Need to ensure funding is
available for deferred
maintenance in addition to
energy and electrification
upgrades
1. PG&E
2. Community
members/neigh
borhoods
3. Existing Singleor Multi-unit
affordable and
market rate
developers
4. Communitybased
Organizations
5. Local
Government:
Councils/Electe
ds and Staff
240
130
Action
#
Action Description
(Policy, Program, Incentives)
Action Details Equity Consideration(s) Recommended
Implementing
Organizations
and Partners
N-1 Investigate the feasibility and
procure resources to launch a
turnkey countywide concierge
and/or technical assist service
for residences and businesses
while continuing to implement and
update the countywide “central hub”
as necessary.
●Follow-up to Action #I-3 and I-4
●Assess and find funding resources
to launch a concierge and
technical assist service, then
continue implementing the service
for homeowners and/or
businesses and updating as
needed
●Procure more funding and staffing
resources as needed to provide
wrap-around support and
outreach efforts
●If feasible, consider standing up a
brick-and-mortar location for inperson resources and education ● Continue growing qualified
contractor list
● Targeted campaigns
and efforts to benefit
low-moderate income
(LMI) households,
renters and energy
burdened communities
such as in rural West
Marin, North Marin,
Canal, and Marin City
● Structure rebate and
incentive programs to
benefit LMI households
and renters especially
in underserved
communities
● Increase awareness of
and access to
programs and
incentives that first
address deferred
maintenance
● Address SplitIncentives: Structure
multi-unit programs that
incent both renters and
property owners to
implement energy
efficiency and
electrification measures
1. Local
Government:
Councils/Electeds
and Staff
2. New and Existing
Multi-unit and
Commercial
Developers
3. Communitybased
organizations
4. MCE
5. BayREN
6. Transportation
Authority of Marin
241
131
Action
#
Action Description
(Policy, Program, Incentives)
Action Details Equity Consideration(s) Recommended
Implementing
Organizations
and Partners
N-2 Develop and launch a turnkey
technical assistance service for
residences and businesses while
maintaining and integrating the
web-based "central hub".
● Follow-up to Action #N-1
● If funding was procured and
vendor chosen for concierge and
technical assist service, then
continue implementing the
service for homeowners and/or
businesses and updating as
needed
● Procure more funding and
staffing resources as needed to
provide additional wrap-around
support and outreach efforts
● If feasible, consider standing up a
brick-and-mortar location for inperson resources and education ● Continue growing qualified
contractor list
● Targeted campaigns
and efforts to benefit
low-moderate income
(LMI) households,
renters and energy
burdened communities
such as in rural West
Marin, North Marin,
Canal, and Marin City
● Structure rebate and
incentive programs to
benefit LMI households
and renters especially
in underserved
communities
● Increase awareness of
and access to
programs and
incentives that first
address deferred
maintenance
● Address SplitIncentives: Structure
1. Local
Government:
Councils/Electeds
and Staff
2. New and Existing
Multi-unit and
Commercial
Developers
3. Community-based
organizations
4. MCE
5. BayREN
6. Transportation
Authority of Marin
242
132
Action
#
Action Description
(Policy, Program, Incentives)
Action Details Equity Consideration(s) Recommended
Implementing
Organizations
and Partners
multi-unit programs that
incent both renters and
property owners to
implement energy
efficiency and
electrification measures
N-3 Continue to update promotion
and outreach efforts and
campaigns as needed
● Continuation of Action #I-5
● Continue finding ways to mass
market, expand outreach, and
streamline and consolidate
existing and new programs and
incentives as they arise
● Continue partnering with and
supporting programs through local
community based organizations
● Continue to use existing local
government touchpoints with the
community to provide timely
information and relevant
education
● Targeted campaigns
and efforts to benefit
low-moderate income
(LMI) households,
renters and energy
burdened communities
such as in rural West
Marin, North Marin,
Canal, and Marin City
● Structure rebate and
incentive programs to
benefit LMI households
and renters especially
in underserved
communities
● Increase awareness of
and access to
programs and
incentives that first
address deferred
maintenance
● Address SplitIncentives: Structure
1. Local
Government:
Councils/Electeds
and Staff
2. BayREN
3. Community
Based
Organizations
4. MCE
243
133
Action
#
Action Description
(Policy, Program, Incentives)
Action Details Equity Consideration(s) Recommended
Implementing
Organizations
and Partners
multi-unit programs that
incent both renters and
property owners to
implement energy
efficiency and
electrification measures
N-4 Continue to integrate equity
focused actions developed by
community-based organizations
that represent underserved Marin
communities
● Continuation of Action #I-6
● Modify the countywide
electrification roadmap to
incorporate actions that result in
equitable outcomes
● Continue to support
community led planning
especially by
organizations such as
Marin Climate Justice
Collaborative (Canal
Alliance and Marin City
CRHJ)
1. Community
Based
Organizations
2. Local
Government:
Councils/Electeds
and Staff
N-5 Continue implementing programs
that incent gas to electric
conversions by reducing permit
costs and expediting permit
timelines.
● Continuation of Action #I-7
● Continue implementing pilots
proven to be good approaches to
streamlining the permitting
process
● Continue to train examiners and
inspectors on how to permit new
heat pump, electric appliances
and systems via BayREN and
support through other forums
● Continue to identify ways to
simplify permitting (e.g., combine
permits) that makes the process
faster and less costly to
customers
● Offset the impact of the
high cost of permitting
for electrification
○ Restructure and
combine
mechanicalelectrical-plumbing
fees
○ Increase permit fees
for natural gas
installations
compared to electric
1. Local
Government:
Councils/Electeds
and Staff
2. BayREN
244
134
Action
#
Action Description
(Policy, Program, Incentives)
Action Details Equity Consideration(s) Recommended
Implementing
Organizations
and Partners
N-6 Implement policies and programs
that accelerate adoption of
electric ready systems for
existing buildings in advance of
the BAAQMD NOx rules that start
the following year, in 2027
● Continuation to Action #I-8
● Continue Electrify Marin’s upgrade
incentives to prefer panel
optimization and low amp
appliances first, over panel
upsizing
● Consider increasing Electrify
Marin’s incentive for panel
upgrade kicker
● Continue electrical contractor
trainings and socialization on
alternatives to panel upsizing and
mitigate the need to perform a
service upgrade
● Continue targeted outreach
campaigns to known older
residential and commercial
buildings built before 1980
●Implement and enforce adopted
2025 building reach codes that
includes more aggressive electric
readiness requirements while
encouraging optimizing electrical
capacity over upsizing, where
feasible
● Target campaigns and
efforts to benefit LMI,
hard-to-reach
households, renters
and energy burdened
communities such as in
rural West Marin, North
Marin, Canal, and Marin
City
1. Local
Government:
Councils/Electeds
and Staff
2. BayREN
245
135
Action
#
Action Description
(Policy, Program, Incentives)
Action Details Equity Consideration(s) Recommended
Implementing
Organizations
and Partners
N-7 Continue to implement Marin
Countywide EV acceleration
Strategy
● Continuation of Action #I-9
●Take key actions as outlined in
the acceleration plan
● Partner with
community-based
organizations to
increase access and
identify charging
infrastructure need
● Use building codes to
require charging
capability for all tenants
with parking spaces in
multi-unit buildings that
are affordable and has
cost parity with those
charging in singlefamily homes
1. MCEP
2. Transportation
Authority of Marin
3. Local
Government:
Councils/Electeds
and Staff
4. MCE
N-8 Continue to coordinate with
PG&E to improve infrastructure
planning and speed up
interconnection timelines
especially electric load capacity
planning, faster interconnection
timelines, and neighborhood-scale
electrification planning projects.
● Continuation of Action #I-10
● Continue proactive
owner/developer planning and
communication that helps with
PG&Es service and distribution
planning
● See action #N-14 for more details
on neighborhood-scale
electrification
● Segment underserved
communities across
Marin when collecting
data so we can
understand where the
best opportunities exist
to implement target
pilots or campaigns
1. PG&E
2. New Mult-unit
affordable and
market rate
developers
3. Commercial
developers
4. Local
Government:
Councils/Electeds
and Staff
5. MCEP
246
136
Action
#
Action Description
(Policy, Program, Incentives)
Action Details Equity Consideration(s) Recommended
Implementing
Organizations
and Partners
N-9 Continue to support the growth
of a diverse and skilled building
energy and electrification
workforce.
● Continuation of Action #I-11
● Through TECH, continue to
increase the existing list of
qualified contractors that serves
the region and direct customers to
those lists
● Through BayREN continue to
provide free trainings, continuing
education credit, and networking
opportunities on energy efficiency,
all-electric technology, green
financing products, and business
development for building,
contracting and trades
professionals, realtors, lenders,
and local building and safety staff
(e.g., Green Labeling Program, inperson and virtual training and networking programs
● Re-evaluate the needs on how
local government, communitybased organizations, community colleges, utilities, public agencies,
BayREN, MCE, TAM, and/or
businesses can come together
and fund the growth of and backfill
program gaps for Marin’s energy
and electrification workforce and
contractor base.
● Continue to participate
in regional workforce
development initiatives
that focus on high road
jobs and diversity in the
contractor base
1. Community
Based
Organizations
2. BayREN
3. Local
Government:
Councils/Elected
s and Staff
4. Local
businesses
5. Trades
associations
6. BAAQMD
7. Contractor
workforce
8. TECH Clean
California
9. TAM
10. Community
Colleges
247
137
Action
#
Action Description
(Policy, Program, Incentives)
Action Details Equity Consideration(s) Recommended
Implementing
Organizations
and Partners
N-10 If feasible and staff capacity is in
place to enforce, identify a Marin
jurisdiction(s) to pilot a Time of
Listing Energy Audit Policy for
residential buildings.
● Continuation to Action #I-12
● Consider starting with voluntary
compliance check and resolutions
and/or Home Energy Score audits
● Consider balancing burdens to the
seller and value proposition to the
buyer.
● Consider mechanisms such as a
refundable transfer tax.
● See #I-12 1. Local
Government:
Councils/Electeds
and Staff
2. BayREN
3. Communitybased
organization
4. Marin Realtors
5. MCEP
N-11 Evaluate then consider providing
complementary financing options
such as a regional tariff on-bill
financing program that serves
single-family and multi-unit
residences.
●Follow-up to Action #I-13
● Discuss feasibility with Marin
Clean Energy, PG&E, and/or
CPUC to launch a tariff on-bill
financing program (upgrades
repaid through a tariff added to
the utility bill over time) accessible
to the regional customer base.
●Evaluate other forms of financing
targeted to certain communities or
specific technologies, For
example:
○ In 2021, MCE financed 0%
interest home battery loans for
residents
○ Currently MCE and PG&Es
Agricultural and Industrial (AIR)
resources.
● Target campaigns and
efforts to benefit LMI
households and
landlords serving lowincome tenants.
● Green financing
programs can benefit
LMI and creditconstrained customers
who otherwise may not
qualify for traditional
home equity loans for
upgrades.
● Ensure financing is
available to
households who have
poor credit or can’t
afford taking on debt
1. Local
Government:
Councils/Electeds
and Staff
2. BayREN
3. MCE
4. PG&E
5. CPUC
N-12 If funded and partners are in place,
pilot a loan financing program(s)
● Follow-up to Action #I-14
● Continue work with partners such
● Same as #N-11 1. Local
Government:
248
138
Action
#
Action Description
(Policy, Program, Incentives)
Action Details Equity Consideration(s) Recommended
Implementing
Organizations
and Partners
that serves single-family and multiunit residences and/or businesses.as MCE, PG&E, and/or CPUC, local banks, and/or communitybased organizations to provide appropriate financing products
Councils/Electeds
and Staff
2. BayREN
3. MCE
4. PG&E
5. TECH Clean CA
N-13 Develop a disposal plan for endof-life of gas and heat pump products, appliances, and
refrigerant management.
● Consider codes, campaigns, and
educational materials with the goal
of capturing refrigerants and other
materials for recycling or proper
destruction to ensure they are not
released into the environment
○ This may involve stickers on
appliances, contractor
trainings, additional fines and
enforcement for illegal
disposal, etc.
● Will likely require regional
collaboration, coordination and
planning with Zero Waste Marin,
local waste haulers, landfill
operators and County to ensure
appropriate disposal
● It may require the need for a
regional reuse and salvage
market
Unknown 1. Zero Waste Marin
2. Waste Haulers
3. Local
Government:
Councils/Electeds
and Staff
4. Landfill
Operator(s)
N-14 Evaluate feasibility and funding
resources, then, identify a
location to pilot a neighborhoodscale electrification
● Leverage existing and/or collect
new electricity and gas data to
analyze ideal candidates.
● Coordinate with PG&E and
● See #I-14 1. PG&E
2. Community
members/neighbo
rhoods
249
139
Action
#
Action Description
(Policy, Program, Incentives)
Action Details Equity Consideration(s) Recommended
Implementing
Organizations
and Partners
demonstration project anywhere
within the 12 jurisdictions across
Marin County.
learned lessons from other Bay
Area jurisdictions to identify
criteria to select an ideal location
in Marin County for gas
infrastructure decommissioning.
● Find funding to implement a
neighborhood-scale electrification
pilot project that include both gas
infrastructure decommissioning
planning and replacement of enduse appliances
3. Existing Single- or
Multi-unit
affordable and
market rate
developers
4. Communitybased
Organizations
5. Local
Government:
Councils/Electeds
and Staff
N-15 If feasible, partners are in place,
and necessary, develop and
implement a pilot neighborhoodscale electrification
demonstration project. within
Marin County.
● Continuation of Action #I-15
● Continue to coordinate with PG&E
and consult with other Bay Area
jurisdictions select an ideal
location in Marin County for gas
infrastructure decommissioning
● Continue to find funding to
implement as needed
● See #I-14 1. PG&E
2. Existing Single- or
Multi-unit
affordable and
market rate
developers
3. Communitybased
Organizations
4. Local
Government:
Councils/Electeds
and Staff
250
140
Action
#
Action Description
(Policy, Program, Incentives)
Action Details Equity Consideration(s) Recommended
Implementing
Organizations
and Partners
L-1 Develop, adopt and implement
updated building and EV
infrastructure reach codes for
New Construction of all building
types during the 2028 and 2031
State building code cycles.
● Continuation to Action #I-1
● Ideally develop and adopt during
the 2028 and 2031 code cycle
● Exemptions and
hardship and feasibility
waivers for
○ Low-income
households
○ Households with
special medical and
accessibility needs
1. Local
Government:
Councils/Electeds
and Staff
L-2 Develop, adopt and implement
updated building and EV
infrastructure reach codes for
Renovations of all building types
during the 2028 and 2031 State
building code cycles.
● Continuation to Action #I-2
● Ideally develop and adopt during
the 2028 and 2031 code cycle
● Exemptions and
hardship and feasibility
waivers for
○ Low-income
households
○ Households with
special medical and
accessibility needs
● Encourage use of
housing programs that
to disincentivize
property owners from
displacing multi-unit
renters during
renovations or
rehabilitation
○ For example,
Multifamily Energy
Savings Assistance
(ESA) program
implemented by
investor-owned
utilities (IOUs)
1. Local
Government:
Councils/Electeds
and Staff
251
141
Action
#
Action Description
(Policy, Program, Incentives)
Action Details Equity Consideration(s) Recommended
Implementing
Organizations
and Partners
● Consider antidisplacement policies
(e.g. reference SAJE or
Build-it Green)
L-3 If successful and necessary,
continue enhancing the “all-inone energy and electrification hub and update the program as
necessary.
● Continuation to Action #N-1
● Re-evaluate the value and need of
the online platform
● If necessary, find more permanent
funding to continue providing
concierge and technical assist
services
● Procure more funding and staffing
resources as needed to provide
wrap-around support and
outreach efforts
● Compliment online platform with
traditional outreach engagements
such as in-person, webinars,
newsletters, media, and promotion
through community-based
organizations and trade
associations
● Continue growing qualified
contractor list
● Targeted campaigns
and efforts to benefit
low-moderate income
(LMI) households,
renters and energy
burdened communities
such as in rural West
Marin, North Marin,
Canal, and Marin City
● Structure rebate and
incentive programs to
benefit LMI households
and renters especially
in underserved
communities
● Increase awareness of
and access to
programs and
incentives that first
address deferred
maintenance
● Address SplitIncentives: Structure
multi-unit programs
that incent both renters
and property owners to
implement energy
1. Local
Government:
Councils/Electeds
and Staff
2. New and Existing
Multi-unit and
Commercial
Developers
3. Community-based
organizations
4. MCE
5. BayREN
6. Transportation
Authority of Marin
252
142
Action
#
Action Description
(Policy, Program, Incentives)
Action Details Equity Consideration(s) Recommended
Implementing
Organizations
and Partners
efficiency and
electrification
measures
L-4 Continue to update promotion
and outreach efforts and
campaigns as needed.
● Continuation of Action #N-2
● Continue finding ways to mass
market, expand outreach, and
streamline and consolidate
existing and new programs and
incentives as they arise
● Continue partnering with and
supporting programs through local
community based organizations
● Continue to use existing local
government touchpoints with the
community to provide timely
information and relevant
education
● Targeted campaigns
and efforts to benefit
low-moderate income
(LMI) households,
renters and energy
burdened communities
such as in rural West
Marin, North Marin,
Canal, and Marin City
● Structure rebate and
incentive programs to
benefit LMI households
and renters especially
in underserved
communities
● Increase awareness of
and access to
programs and
incentives that first
address deferred
maintenance
● Address SplitIncentives: Structure
multi-unit programs
that incent both renters
and property owners to
1. Local
Government:
Councils/Electeds
and Staff
2. BayREN
3. Community Based
Organizations
4. MCE
5. Transportation
Authority of Marin
253
143
Action
#
Action Description
(Policy, Program, Incentives)
Action Details Equity Consideration(s) Recommended
Implementing
Organizations
and Partners
implement energy
efficiency and
electrification
measures
L-5 Continue community
engagements to re-evaluate
policy and community needs.
● Continuation to Action #N-3
● Partner with community to reassess barriers and solutions ● Look at new policy, program,
financing and revenue generating
mechanisms to fund energy and
electrification projects
● Through BayREN, continue to
increase contractor, building
professionals and local building
staff attendance to free trainings
on installing and permitting of heat
pumps and electrical appliances
and systems
● Ensure community
based organizations
serving LMIs, hard-toreach households,
renters and energy
burdened communities
are continually
engaged and partnered
with to develop actions
1. Local
Government:
Councils/Electeds
and Staff
2. BayREN
3. Community Based
Organizations
4. MCE
5. Local businesses
6. Trades
associations
7. Contractor
workforce
8. Transportation
Authority of Marin
L-6 Continue implementing and
enhancing permit streamlining
measures that incent electric
over gas installations.
● Continuation to Action #N-4
●Implement and re-evaluate
approaches to continue speeding
up the permitting process
● Continue to train examiners and
inspectors on how to permit new
heat pump, electric appliances
and systems via BayREN
● Continue to identify ways to
simplify permitting
● Continue to find ways
to offset the impact of
the high cost of
permitting for
electrification
1. Local
Government:
Councils/Electeds
and Staff
2. BayREN
254
144
Action
#
Action Description
(Policy, Program, Incentives)
Action Details Equity Consideration(s) Recommended
Implementing
Organizations
and Partners
L-7 Continue code implementation
and rebates and incentives in
support of installing electric
ready systems for existing
buildings especially during the
2028 and 2031 State building code
development cycles.
● Continuation to Action #N-5
● Develop, implement and enforce
adopted 2028 and 2031 building
reach codes that includes that
advance energy and electrification
for residential and nonresidential
● Target campaigns and
efforts to benefit LMI,
and hard-to-reach
households, renters
and energy burdened
communities such as in
rural West Marin, North
Marin, Canal, and
Marin City
1. Local
Government:
Councils/Electeds
and Staff
2. BayREN
L-8 Continue to implement the Marin
Countywide EV Acceleration
Strategy.
● Continuation of Action #N-6
●Take key actions as outlined in
the acceleration plan
● Partner with community
based organizations to
increase access and
identify charging
infrastructure need
● Continue to ensure
equitable and
affordable access to
EV charging
1. MCEP
2. Transportation
Authority of Marin
3. Local
Government:
Councils/Electeds
and Staff
4. MCE
L-9 Continue to coordinate with
PG&E to improve infrastructure
planning.
● Continuation of Action #N-8
● Continue proactive
owner/developer planning and
communication that helps with
● Segment underserved
communities across
Marin when collecting
data so we can
1. PG&E
2. New Mult-unit
affordable and
market rate
developers
255
145
Action
#
Action Description
(Policy, Program, Incentives)
Action Details Equity Consideration(s) Recommended
Implementing
Organizations
and Partners
PG&Es service and distribution
planning
understand where the
best opportunities exist
to implement target
pilots or campaigns
3. Commercial
developers
4. Local
Government:
Councils/Electeds
and Staff
5. MCEP
L-10 Continue to support growth of
the local and regional building
energy and electrification
workforce.
● Continuation of Action #N-8
● Through BayREN, continue to
increase contractor, building
professionals and local building
staff attendance to free trainings
on installing and permitting of heat
pumps and electrical appliances
and systems
● Re-evaluate the needs on how
local government, communitybased organizations, utilities, public agencies, BayREN and/or
businesses can come together
and fund the growth of and backfill
program gaps for Marin’s
workforce and contractor base. to
best grow Marin’s workforce.
● Continue to participate
in regional workforce
development initiatives
that focus on high road
jobs and diversity in the
contractor base
1. Community Based
Organizations
2. Local
Government:
Councils/Electeds
and Staff
3. Local businesses
4. Trades
associations
5. Contractor
workforce
6. MCEP
L-11 If pilot is successful, continue
implementing a Time of Listing
Energy Audit Policy for residential
buildings and expand to other Marin
● Continuation to Action #N-9
● Work with other Cities and Towns
to develop and adopt policy locally
● See #I-12 1. Local
Government:
Councils/Electeds
and Staff
2. BayREN
256
146
Action
#
Action Description
(Policy, Program, Incentives)
Action Details Equity Consideration(s) Recommended
Implementing
Organizations
and Partners
jurisdictions as needed 3. Community-based
organization
4. Marin Realtors
5. MCEP
L-12 If successful, continue to
implement a targeted
neighborhood-scale
electrification pilot
● Continuation to Action #N-13
● Continue coordination with PG&E
and consulting with other
jurisdictions implementing
● Continue to find funding as
needed in order to continue
implementing
● See #I-14 1. PG&E
2. Community
members/neighbo
rhoods
3. Existing Single- or
Multi-unit
affordable and
market rate
developers
4. Community-based
Organizations
5. Local
Government:
Councils/Electeds
and Staff
6. MCEP
L-13 If feasible, begin implementation
of a disposal plan for end-of-life
of gas and heat pump products,
appliances, and refrigerant
management.
● Continuation of Action #N-13
● Implement the plan
● Continue regional collaboration,
coordination and planning with
Zero Waste Marin, local waste
haulers, landfill operators and
County to ensure appropriate
disposal
● It may require the need for a
regional reuse and salvage
market
Unknown 1. Zero Waste Marin
2. Waste Haulers
3. County of Marin
4. Landfill
Operator(s)
5. CalRecycle
257
STAFF REPORT
TOWN OF SAN ANSELMO Item #: 2.3
MEETING DATE: April 8, 2025
AGENDA TITLE: Introduction of Ordinance designating Fire Hazard Severity Zones in Local Responsibility Area
FROM: Robert Bastianon, Senior Fire inspector, Ross Valley Fire Department
RECOMMENDATION:
Town staff recommends that the Town Council take the following actions:
1. That the Town Council of San Anselmo conduct a first reading of the proposed ordinance (Attachment 1) and move to have the ordinance read by title only and waive further reading of the ordinance;
2. That the Assistant Town Manager read the title of the attached ordinance to designate Fire Hazard Severity Zones in Local Responsibility Area;
3. That the Town Council schedule a public hearing, second reading, and adoption of the ordinance at the April 22, 2025 Town Council meeting.
Procedural Note:
California Government Code Section 51179(a) mandates that local agencies "shall designate, by ordinance, moderate, high, and very high fire hazard severity zones in [their] jurisdiction within 120 days of receiving recommendations from the State Fire Marshal pursuant to Section 51178.” The Town of San Anselmo received the Local Responsibility Area Fire Hazard Serenity Zone Map on February 24, 2025 and therefore, must adopt an ordinance designating hazard severity zones within the Town before June 2025.
Background and Discussion:
This item involves consideration of an ordinance to designate Fire Hazard Severity Zones in Local Responsibility Areas by adopting the State Fire Marshal Map entitled, “City of San Anselmo - Marin County - Local Responsibility Area Fire Hazard Severity Zones,” published February 24, 20251 (Attachment 1, Exhibit A, “Town FHSZ Map”).
The State Fire Marshal is required to classify lands within State Responsibility Areas (SRA) into Fire Hazard Severity Zones. Prompted by the devastating 1991 Oakland 1 The San Anselmo LRA Fire Hazard Severity Zone Map published on February 24, 2025 is available at https://rossvalleyfire.org/prevention/maps
258
Hills Fire, in 1992, state law expanded the requirement for California Department of Forestry and Fire Protection (CAL FIRE) to evaluate fire hazard severity in Local Responsibility Areas (LRA). LRA are all areas where fire service is not the responsibility of the state or federal government and include cities, urban regions, agricultural lands, and portions of the desert where the local government is responsible for wildfire protection. This protection is typically provided by city fire departments, fire protection districts, counties, or by CALFIRE under contract.
Initially, these Fire Hazard Severity Zone maps contained only Very High fire hazard severity classifications; however in 2021 CAL FIRE was tasked with identifying Moderate and High Fire Hazard Severity Zones along with the Very High in LRA. The updated Fire Hazard Severity Zone Maps for LRA designate all three fire hazard levels. (A separate map showing the SRA was recently updated and became effective in 2024.)
CAL FIRE developed the recommended Town FHSZ Map using a science-based and field-tested model that assigns a hazard score based on the factors that influence fire likelihood and fire behavior. The fire hazard severity model for wild-land fire has two key elements: probability of an area burning and expected fire behavior under extreme fuel and weather conditions. Many factors are considered, such as fire history, existing and potential fuel (natural vegetation), predicted flame length, blowing embers, terrain, and typical fire weather for an area.
The Town FHSZ Map reflects “hazard,” not “risk”. The map is like a flood zone map, where lands are described in terms of the probability level of a particular area being inundated by floodwaters; “Hazard” is based on the physical conditions that create a likelihood and expected fire behavior over a 30 to 50-year period without considering mitigation measures such as home hardening, recent wildfire, or fuel reduction efforts.
The Town FHSZ Map was created by CAL FIRE under the direction of the State Fire Marshal without the local jurisdictional input or influence. Under California Government Code Section 51179(b)(3), “A local agency shall not decrease the level of fire hazard severity zone as identified by the State Fire Marshal for any area within the jurisdiction of the local agency, and, in exercising its discretion pursuant to paragraph (2), may only increase the level of fire hazard severity zone as identified by the State Fire Marshal for any area within the jurisdiction of the local agency.” In other words, local agencies are not permitted to decrease or remove areas from the CAL FIRE recommended fire hazard severity zone map, but they designate areas as a higher hazard than what the CAL FIRE map indicates. The proposed ordinance seeks to adopt the CAL FIRE map for the Town FHSZ Map without any changes.
Note that approval of the ordinance adopting the Town FHSZ Map is separate from the Town’s adoption of the Fire Code. While this ordinance and Map must be approved by June, the Fire Code adoption will take place this fall. At that time, the Town Council will review and adopt recommended local amendments to the State Fire Code. 259
FISCAL IMPACT:
No fiscal impact
ENVIRONMENTAL IMPACT:
Introduction and adoption of the proposed ordinance is not subject to California Environmental Quality Act (CEQA) pursuant to following sections of the CEQA Guidelines, California Code of Regulations, Title 14, Chapter 3: (1) Section 15060(c)(2) (the activity will not result in a direct or reasonably foreseeable indirect physical change in the environment); and (2) Section 15060(c)(3) (the activity is not a project as defined in Section 15378) because the ordinance has no potential for resulting in any significant physical change to the environment, either directly or indirectly.
Attachments:
1. Draft Ordinance
a. Map entitled, “City of San Anselmo - Marin County - Local Responsibility Area Fire Hazard Severity Zones” (Exhibit A to Attachment 1). 260
ORDINANCE NO. ______
AN ORDINANCE OF THE TOWN COUNCIL OF THE TOWN OF SAN ANSELMO
TO DESIGNATE FIRE HAZARD SEVERITY ZONES IN
LOCAL RESPONSIBILITY AREAS
WHEREAS, pursuant to Government Code 51178, the State Fire Marshal must identify areas in the state as moderate, high, and very high fire hazard severity zones based on consistent statewide criteria and based on the severity of fire hazard that is expected to prevail in those areas; and
WHEREAS, moderate, high, and very high fire hazard severity zones shall be based on fuel loading, slope, fire weather, and other relevant factors including areas where winds have been identified by the Office of the State Fire Marshal as a major cause of wildfire spread; and WHEREAS, Local Responsibility Areas (LRA) are in incorporated cities, urban regions, agricultural lands, and portions of the desert where the local government is responsible for wildfire protection. This is typically provided by city departments, fire protection districts, counties, and by CALFIRE under contract; and
WHEREAS, this Ordinance was introduced and read by title only at a meeting of the San Anselmo Town Council on the 8th day of April 2025.
NOW THEREFORE, BE IT ORDAINED by the Town Council of the Town of San Anselmo as follows:
SECTION 1.
1. The Town Council hereby designates the Fire Hazard Severity Zones as recommended by the California Department of Forestry and Fire Protection pursuant to Government Code Section 51178.
2. The Town Council hereby adopts the map entitled “City of San Anselmo - Marin County - Local Responsibility Area Fire Hazard Severity Zones,” which is attached as Exhibit A and incorporated herein by reference.
3. The official map is located at the Ross Valley Fire Department, 777 San Anselmo Avenue, San Anselmo, California and available electronically at https://rossvalleyfire.org/prevention/maps.
SECTION 2: Environmental Review. The Town Council finds that adopton of this ordinance is not subject to California Environmental Quality Act (CEQA) pursuant to following sections of the CEQA Guidelines, California Code of Regulations, Title 14, Chapter 3: (1) Section 15060(c)(2) (the activity will not result in a direct or reasonably foreseeable indirect physical change in the environment); and (2) Section 15060(c)(3) (the activity is not a project as defined in Section 261
Ordinance XXX